Business Report [October 2024]

LINDA PEREZ CLARK, MANAGING PARTNER

LOUISIANA

LEADING OUR REGION IN STROKE CARE

THE FIRST AND ONLY COMPREHENSIVE STROKE CENTER IN GREATER BATON ROUGE.

Our Lady of the Lake Regional Medical Center has earned the highest level of stroke certification from The Joint Commission, a designation for hospitals that quickly and accurately treat the most complex stroke cases.

Our world-class Comprehensive Stroke Center team continues to lead in providing stroke prevention, complex treatment and recovery care.

When a stroke strikes, where you seek care matters. Learn more at ololrmc.com/stroke.

R ted rel ionship

Thanks to a winning combination of community vision and relationship banking, the North Commerce development dream is now reality. In St. Francisville’s Historic District, a long vacant, three-acre parcel has been transformed into a retail, dining, and entertainment destination alive with color and commerce. At its heart is The Corbel, the old-meets-new furniture concept with a national following. Upscale clothing boutiques Barlow and Deyo expand the town’s retail appeal.

The Mallory Event Center hosts weddings and receptions. Big River Pizza Company and soon-to-open Bayou Sara Brewing Company are adding dining spark, and Hotel Toussaint delivers unique luxury accommodations. When creative vision and ambition receive financial support from a bank committed to community, this is what life can look like.

Three companies, three lessons

GREAT COMPANIES aren’t built by accident. They’re built by leaders who understand that winning in business means winning with people.

This year’s Best Places to Work in Baton Rouge honorees show us what it really takes to create a high-performance culture, and it’s all about intentional leadership, communication and putting employees first.

Consider Baton Rouge Physical Therapy – Lake Rehabilitation Centers, our top small employer. These folks know that career growth doesn’t just happen. It’s driven by a commitment to developing people from the ground up.

They’re not just building better therapists—they’re building a tight-knit team that supports one another in and out of the clinic. If you’re a C-suite exec, take note: Investing in your team’s personal and professional growth is a surefire way to create long-term success.

Now let’s talk about Enginuity Global, which dominated the medium employers on our list. This is a company that thrives on feedback. It doesn’t just ask for input— it acts on it. Enginuity’s leaders have created a culture of continual improvement, and they know that to scale up without losing your edge, you’ve got to stay connected to what your people need.

In your business, how often are you really listening to your team? If you want to grow, you’ve got to make feedback a twoway street—and that means being ready to

act on what you hear.

Then there’s Ryan LLC, No. 1 among large employers, who’s rewriting the rules on work-life balance. Unlimited PTO, a full company shutdown for a week, and a culture that puts family first. Ryan proves that when you take care of your people, they’ll take care of your business. For leaders, this isn’t just about perks—it’s about creating an environment where your team can be its best.

Flexibility and well-being are no longer “nice-to-haves.” They’re essential for driving performance and keeping top talent. These companies didn’t land at the top of this list by chance. They’ve made deliberate, strategic decisions to prioritize their people, and the results speak for themselves. I’m reminded that if business was just about the numbers, you’d have a simple math problem. But it’s not. It’s all about the people.

As you dig into this issue, think about how you might apply these lessons to your own business. Because at the end of the day, your company is only as strong as the team that’s powering it.

The best is yet to come.

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, Cynthea Corfah, Dillon Lowe

Multimedia Editor/News Producer: Oscar Tickle

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

Contributing Photographers: Don Kadair, Tim Mueller, Collin Richie

ADVERTISING

Assistant Manager/Sales & Marketing Operations: Kynley Lemoine

Multimedia Marketing Consultants: Rachel Andrus, Emma Dubuc, Nancy Bombet Ellis, Kelly Lewis, Ethan Shipp

Digital Operations Manager: Devyn MacDonald

Media Strategy Manager: Paul Huval

Partner Success Manager: Matt Wambles

Digital Operations Assistant: Derrick Frazier

STUDIO E

Creative Director: Timothy Coles

Corporate Media Editor: Lisa Tramontana

Content Strategist: Emily Hebert

Business Development Manager: Manny Fajardo

Multimedia Marketing Consultant/Custom Publishing: Judith LaDousa

Multimedia Marketing Consultant: Ashleigh Ward

MARKETING

Marketing & Events Assistant: Mallory Romanowski

ADMINISTRATION

Business Manager: Tiffany Durocher

Business Associate: Kirsten Milano

Office Coordinator: Donna Curry

Receptionist: Cathy Varnado Brown

CREATIVE SERVICES

Director of Creative Services: Amy Vandiver

Art Director: Hoa Vu

Senior Graphic Designers: Melinda Gonzalez Galjour, Emily Witt

Digital Graphic Designer: Ellie Gray

Graphic Designer: Sidney Rosso

AUDIENCE DEVELOPMENT

Audience Development Director and Digital Manager: James Hume

Audience Development Coordinator: Ivana Oubre

Audience Development Associate: Catherine Albano

Customer Experience Coordinator: Kathy Thomas

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 27

At BBP, we bring over 30 years of expertise in instrumentation, analytical, valves, and control systems to the Southeast region. From day one, we’ve built our reputation on values of like, trust, and commitment—both to our customers and our team members. As partners with top manufacturers, we deliver Automation Innovation to thousands of customers across a diverse set of industries. Our focus on personalized service and responsiveness sets us apart, ensuring that our customers trust us for their most challenging projects. At BBP, our employees thrive in a dynamic environment where new challenges spark creativity and growth. If you’re ready to join a team that’s committed to excellence and innovation, explore career opportunities at bbpsales.com/careers.

In The Know

News and notables to keep you connected

BUSINESS AWARDS

Get ready to celebrate the best in business. Starting Oct. 1, Business Report is taking applications and nominations for the 2025 Business Awards & Hall of Fame. We’re on the lookout for the Capital Region’s standout entrepreneurs, executives, and companies, as well as accomplished professionals ready to be inducted into our prestigious Hall of Fame. Don’t miss out—deadline is 5 p.m. on Friday, Nov. 1. Get the details at businessreport.com/events.

138

Number of executive Gov. Jeff Landry has issued during his first eight months in office—the highest single-year tally of any governor dating back to at least 1975, when the current Louisiana Constitution took effect.

84

The level of confidence members of the Greater Baton Rouge Industry Alliance have in the economy as it relates to their operations over the next six months. An index above 50 suggests an expanding economy and general optimism about the short-term future. Forty percent of members expect production to increase during that period, while the same percentage think capital expenditures will rise.

LEARN THEIR SECRETS

Three 2024 Best Places to Work executives will share their secrets for building the right culture on the October episode of “Strictly Business.” Benny’s Car Wash owner Justin Alford and Baton Rouge Youth Coalition Executive Director Lucas Spielfogel—whose organizations have won multiple times—will join first-time honoree Enginuity Global’s co-founder Dan Ducote on Oct. 16 for the free webcast. Register at strictlybusiness. businessreport.com.

$1.3M

LSU quarterback Garrett Nussmeier’s NIL valuation at press time, according to tracking site ON3. A month ago, he landed a partnership with Powerade for an undisclosed sum. He’s ranked No. 19 on the NIL 100, behind fellow LSU athletes Olivia Dunne and Flau’jae Johnson.

CORRECTION:

A portrait of Louisiana Economic Development Secretary Susan Bourgeois that appeared in the August 2024 edition was photographed by Don Kadair. Business Report regrets the inaccurate attribution.

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.

THE LEADERSHIP ACADEMY WAS A GREAT opportunity for me to learn not only about myself and how I can better myself as a leader, but also to learn from other talented young professionals that represented many different industries in the Baton Rouge area.The instructors were interactive, impactful, and relevant with case studies we discussed in class and thorough with their explanations.”

NYOKI MOKEBA Performance Contractors, Inc.

EACH CLASS HAD PRACTICAL INFORMATION that I could immediately take back to the office and apply. I also enjoyed being surrounded by incredible classmates that led to great discussions and sharing of perspectives. I have many pages of notes that I know I will reference for many years to come.

KATI HODGES, Premier Geotech & Testing

THE EXECUTIVE LEADERSHIP ACADEMY is one of the best things I have done in my career for professional development. The course content was excellent with a ton of practical applications. Being able to network and collaborate with other professionals across industry type was of great value.”

EVAN SCROGGS, Lee & Associates

Your customers don’t think about excellence the way you do

BEFORE I TALK about how to do this, I want to make sure we are on the same page. When I talk about excellence, the human instinct (mine included) is to think about our best day.

SCOTT WOZNIAK, CEO of Swoz Consulting, consults with leaders from Silicon Valley to family enterprises. He loves to help others apply what he learned from working inside legendary brands, including eight years working on companywide upgrades at Chick-fil-A. His latest book debuted at No. 1 on Amazon in its category. To learn more, visit ScottWozniak.com.

We want to think about what it’s like when everything goes right. We think about how smart our staff can be or how fast our tools are. We equate our excellence with our skill level.

But your customers are not asking how skilled you are. The question your customers are asking is, “Can I trust you?” If I give you my time and money, can I trust you to deliver what I need every time?

One of the best illustrations of the power of this principle is McDonald’s food. I have claimed that its french fries are cold. If I’m being honest, though, that isn’t always true. On rare occasions, I have walked into a McDonald’s when the fries were coming out of the frier, and those fries were good. Seriously, no offense to my good friends at Chick-fil-A, but McDonald’s might have the best french fries in the business—when they are fresh.

The problem is not that I have never had great fries at McDonald’s. The problem is that I have also gotten them after the fries have been sitting under the warming lamp for 30 minutes.

The truth is that being inconsistently excellent will earn you the same amount of trust as being consistently bad.

THE UNDERCOVER CUSTOMER INSIGHT METHOD

Henry Ford is reported to have said, “If I had asked my customers what they wanted, they would have said a faster horse.”

Customers are good at describing pain points, but they aren’t very good at suggesting solutions. So, don’t spend your customer insight time trying to get solution ideas from them. Put your effort into

high-quality data. And the highest resolution customer insight method is called ethnography

To oversimplify the process, experts walk alongside customers while they go about their routines, seeing what they actually do, not just what they report.

Insights from ethnography projects were responsible for a huge increase in sales of Coca-Cola cans. Trained observers went to customers’ homes (with their permission) to watch where and when they drank a can of Coke and noticed that the customers sometimes reached in their fridge for a Coke, only to find out they had run out of chilled cans. When that happened, they would dig into the large container of cans they had purchased and restock the fridge. They said they planned to come back for the can when it was cold.

But what they actually did was drink something else and not come back until much later. So Coke changed the shape of its 12- and 24-pack containers to fit inside most fridges.

Customers weren’t asking for a better storage system. But Coke’s observation team noticed the unspoken point of frustration and offered a solution. This new box resulted in a big sales increase.

For those who are interested in doing something like this with your customers, then I suggest you work with professionals to at least design your approach or even do some of these visits with you or for you.

Questions like, “What changes to our product would you like to see?” require them to see themselves objectively (most people don’t) and understand which features are realistic and which aren’t (that’s your job). This is why Ford’s customers would have asked for a faster horse. They didn’t understand what a car was; they only knew they wanted to travel farther, faster.

THOUGHT LEADER

3

ESTABLISH A CONSISTENT PRE-SHOT ROUTINE.

Improving your mindset (and performance) on the golf course

IMPROVING YOUR GOLF game isn’t just about perfecting your swing—it’s also about cultivating the right mindset.

LSU women’s golf coach Garrett Runion has led the Tigers through a five-year period of national prominence, with consecutive annual appearances in the NCAA championship beginning in 2021. In 2022, the team captured the first SEC championship for LSU in 30 years. Runion was named SEC Coach of the Year in both 2022 and 2023. Prior to that, he spent six years as an assistant coach for the LSU men’s team.

Here are his tips for sharpening both your mental and physical approach to the game.

—DILLON LOWE

1 2

SET ‘PROCESS GOALS’ FOR YOURSELF.

Process goals are short-term goals that help you achieve a larger goal by breaking that larger goal down into smaller, more manageable steps. For example, you could set small goals like “I want to get my putts under 30 per round” or “I want to hit more greens.” Hitting those incremental targets will serve to slowly but surely improve your overall performance.

VISUALIZE SUCCESS.

By imagining yourself successfully executing a shot, you paint a mental picture that guides your physical actions. Visualization also boosts your confidence and focus. “The mind is a powerful thing,” Runion says. “It’s a supercomputer. The brain is a magnet, and it will attract what you think about.”

4

A pre-shot routine is a sequence of actions you go through before each shot, like taking practice swings or tugging on your gloves. Runion says it’s similar to the routines that basketball players go through before shooting a free throw—it blocks out distractions and creates a rhythm that sets the stage for success.

CONTROL YOUR EMOTIONS.

Letting anger or frustration take over can quickly derail your game. By learning to manage your emotions— whether after a bad shot or a missed opportunity—you’ll be able to maintain your composure, which is essential when it comes to executing your best shots and making smart decisions. “You can’t play this game mad,” Runion says.

5

TALK TO YOURSELF IN A POSITIVE WAY. Make an effort to replace any negative, self-critical thoughts with constructive, encouraging language. Instead of focusing on what could go wrong, remind yourself of your strengths and your past successes. Reinforcing your belief in your own abilities will help you approach each shot with greater calm and poise.

GARRETT RUNION

A COMPANY CULTURE THAT IS ROOTED IN GRATITUDE AND RECOGNIZES, CELEBRATES THOSE WHO GO ABOVE AND BEYOND AND EMPOWERS THROUGH EDUCATION AND DEVELOPMENT IN ORDER TO BUILD A BETTER LOUISIANA.

At SITECH Louisiana, we believe that our people are our greatest asset, and we’ve built an exceptional culture that truly reflects this belief. But what sets us apart is our commitment to fostering an environment where employees feel emotionally connected, supported, and inspired to grow.

Our core values guide everything we do: putting customer needs first and growing profitably through teamwork. We invest in our team’s future by funding a variety of professional certifications and degrees, encouraging continuous learning and development.

Thank you, team, for making SITECH Louisiana one of the best places to work for the fourth year in a row. This achievement is a testament to your hard work, passion, and commitment, and we are incredibly proud of what we’ve accomplished together!

Steve Maher

Principal, Ritter Maher Architects

EDUCATION

LSU, Bachelor of Architecture

CAUSE I’M PASSIONATE ABOUT

Early education. I helped start a foundation that raises funds and gives money to nonprofits that are helping families in need.

THEME SONG FOR MY LIFE

“Gratitude,” by Brandon Lake

UNEXPECTED INTEREST

I’m an avid Mets fan.

ADVICE TO MY YOUNGER SELF

LAST BOOK I READ

The Invisible Life of Addie LaRue, by V.E. Schwab. It  reignited my love for fiction and got me reading again.

DESTINATION OF CHOICE

New York City

BEVERAGE OF CHOICE

An old-fashioned made by Jeff Plauche

VALUABLE LESSON FROM A DIFFICULT EXPERIENCE

Winston Churchill said, “If you’re going through hell, keep going.” You need to face whatever you’re going through head on and sometimes immerse yourself in the problem. Ignoring issues can only make it worse.

QUIRKY TALENT

I’m pretty good at running barbecue contests.

FAVORITE MOVIE CHARACTER

Vito Corleone in The Godfather Part II

PROUDEST MOMENT

Every time I see my sons doing what they love.

WISDOM THAT INSPIRED ME

Show up and be present.

SUPERPOWER I’D CHOOSE

The ability to freeze time. Father Time moves fast!

MOST ADVENTUROUS THING I’VE DONE

Pilgrimage to Jerusalem. Visiting the Holy Land can certainly be adventurous at times, but it was such a rewarding trip. To walk where Jesus walked brings the Gospel to life and gives greater depth to my faith life.

ADVICE TO MAKE A POSITIVE IMPACT IN THE CAPITAL REGION

Think globally, but act locally. Being a part of a great city takes more than just being good at your job and talking about what needs to be done. Roll up your sleeves and connect with others through organizations like Rotary Club, charitable organizations, or your church, so you can really get a pulse on Baton Rouge and how to make an impact.

HISTORICAL FIGURE I’D MOST LIKE TO HAVE DINNER WITH

My great-great grandfather. His decision to leave Ireland and immigrate to the United States set a course for where I am today. I’d like to know what he was going through and what made him leave.

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.

MOST UNUSUAL JOB

I was a cook at George’s under the overpass for a few years in college. I left every night exhausted and smelling like a cheeseburger, but I made good friends and learned important lessons working in the service industry.

Widespread and difficult change is no longer the exception. It’s the rule. John Kotter’s now-legendary eight-step process for managing change with positive results sets a foundation leaders and organizations across the globe. Leading Change is both a visionary guide and a practical toolkit for how to approach the difficult yet crucial work of leading change in any type of organization. Kotter outlines the process every organization must go through to achieve its goals—and by identifying where and how even top performers derail during the change process. It’s a practical resource for leaders and managers charged with making change initiatives work.

Louisiana Lottery Headquarters

TIM MUELLER

Cost: $1.646 million

Architects: Holly & Smith Architects

Contractor: Wesley Construction

Date completed: March 2024

Use: This interior renovation transformed a dated office building into a vibrant, modern workspace. The creative mission: Align the office design with the company’s branding and accommodate new work styles, including hybrid work, collaboration, and transparency. Strategic interior walls were demolished to create a more open office area, allowing for the addition of collaboration zones for a more interactive work environment. Storefront glass was added to all perimeter offices to allow natural light to filter through the entire space. The color scheme is inspired by the company’s logo, creating a more festive atmosphere for the company’s publicfacing work. Custom graphic wallcoverings and accent carpet tiles designate different zones within the office.

“Having been in the building for 20 years, I knew it was time for a refresh. Our new and improved headquarters now feature bright and colorful accents and furniture, new collaboration areas through open spaces, semiprivate areas and ‘huddle’ rooms. We are in the business of providing a fun and entertaining product, and our workspace now reflects that!”

ROSE

HUDSON, president and CEO, Louisiana Lottery

PHOTOGRAPHY BY

1 Key to Success

“Many people dream of starting a business, but never take the leap. The perfect time to start is now.”

CLAY ELLIOTT

OAK CAPITAL PRIVATE WEALTH

AS A CERTIFIED financial planner at a large corporate advisory firm, Clay Elliott says he felt stifled when it came to designing tailored solutions for his clients.

“I just felt like I needed to be able to do more, from an advice standpoint.” Elliott says. “We were really restricted.”

The dissatisfaction was the impetus for Elliott to launch his own firm, Oak Capital Private Wealth, in 2022. Now with a team of four, the boutique firm serves broad clients, but targets small business owners in the industrial sector. Elliott sees them as an underserved market.

“Cash flow projections, estate planning, what it looks like to value a business and to sell a business, I could do none of that at my previous firm,” he says. “It was always about referring.”

Many such businesses might work with advisers on their 401(k)s, but not on other issues such as tax planning and business succession planning, Elliott says. Getting the attention of busy business owners hyperfocused on day-to-day operations isn’t easy, Elliott acknowledges, but he sees big upside in helping them think through long-term strategies. He points out that

75% of small business owners who sell their businesses regret the decision. Helping them prepare for the future is one of the firm’s chief goals.

Oak Capital’s revenue has grown by about 20% year over year since opening, Elliott says. In the next five years, Elliott says he hopes to be managing $200 million, growing that to $300 million within 10 years.

As for branding, Elliott says he didn’t want his own name in the company’s name, gravitating toward the “oak” metaphor. It represents longevity and strength, he says, as well as a family tree—an important consideration in small business succession planning. The LSU alum also liked the reference to his alma mater’s iconic live oaks.

Future plans for the business include moving the office, currently in Port Allen, to Baton Rouge, and growing good-fit clients through relationship development and referrals. It’s not about volume, he says.

“I left a firm where I had 800 households,” Elliott says. “If I can keep it to where we’re at no more than 150 (per adviser) here, we can do all the things that we’ve said we want to do.”

—Maggie

Heyn Richardson

The Little Village

BY MAGGIE HEYN RICHARDSON PHOTOGRAPHY BY COLLIN RICHIE

Address: 447 Third Street; 14241 Airline Highway

Phone: (225) 218-6685; (225) 751-4115

Website: littlevillagebr.com

Cuisine: Italian

Owners: Kevin Kimball and Hugh Freeze

Scene: Old World Italian served in a dark wood and red-trimmed décor. Weekday lunch specials served between 11 a.m. and 2 p.m.

Pricing: $$-$$$

Longtime regulars of The Little Village likely remember its roots in The Village, the pioneering restaurant operated from 1947 to 1992 by Vince and, later, Stephanie “Miss Fanny” DiStefano. Originally located on Airline Highway, it helped raise the bar on fine dining in Baton Rouge. Restaurateur Wayne Stabiler later revived the concept using the DiStefano family recipes, with locations first in downtown and later on Airline Highway near the parish line. Lunchtime at both spots includes rotating specials and popular dishes like the pork chop parmigiana. “It started as a special, but we’re making it a permanent menu item,” says co-owner and operator Hugh Freeze. The dish features a 14-ounce bone-in chop pounded thin, then breaded, pan-fried and finished in the oven with the restaurant’s signature red sauce and melted Romano and mozzarella cheeses. It’s served with a side of spaghetti and marinara. Order a side of the iconic pull-apart Village bread for sauce sopping.

Emmet L. Orthopedic Patient

Changing the game in sports medicine

Ochsner has partnered with Elite Training Academy to create a destination for comprehensive sports performance and care in Baton Rouge. Ochsner Orthopedics & Sports Medicine Institute at Elite Training Complex - Burbank combines the latest advancements in training, sports medicine, injury treatment and prevention, sports wellness and skill development. Featuring an incredible array of services and offerings in one convenient location, the facility will serve as a hub for athletes of all ages. For more information, visit ochsner.org/brortho.

EVOLUTION OF AN IDEA

Bocock Brothers’ LSU Collection

WHERE YOU’LL FIND THEM

In addition to the company’s online store, Bocock Brothers’ LSU cigars will be locally available for purchase at Churchill’s, Cigar Den and Don Juan Cigar Bar.

BOCOCK BROTHERS, A Houston-based cigar company with Baton Rouge ties, in September released an official LSU collection of cigars and cigar accessories. The company, which was launched by brothers Bryant and Doug Bocock in 2019, has entered into a first-of-its-kind partnership with LSU to make the product line a reality. The cigar boxes feature LSU logos and stickers from the Collegiate Licensing Co. signifying their official status. Here’s the rundown on the collection.

The number of other partnerships between cigar companies and major universities

Tiger Stadium celebrates its 100th anniversary this year. To commemorate that milestone, Bocock Brothers is offering a Tiger Stadium Centennial Edition cigar box alongside its two standard LSU boxes. The Tiger Stadium box will only be available for a limited time, but more collectable LSU boxes are likely to be released in the years to come.

It’s An Honor

“We are incredibly proud to be the first premium cigar company to work with a major university—LSU, in this case. It feels fitting given LSU’s tradition of celebrating championships with cigars. We’re excited to offer alumni and fans an exceptional product they can proudly call their own.”

–Doug Bocock

ROOTS RUN DEEP

The Bococks have a long history with LSU: Doug Bocock graduated from LSU in 2008. Roberto Bocock, the father of Bryant and Doug Bocock, lived in Tiger Stadium when LSU took home the national championship in 1958. Branch Bocock, another member of the Bocock clan, was the head coach of the LSU Tigers football team in 1920.

EXPANSION ON THE HORIZON?

Communications director Matt Anderson says Bocock Brothers has already fielded calls from other SEC universities about potential partnerships.

—Dillon Lowe

Resisting Happiness,

SURVEY SAYS

Executive reads

Amid a relentless whirlwind of board meetings, strategic pivots, and market analyses, the most impactful revelations often come not from a quarterly report but from the pages of a great book. This collection of recommendations from Capital Region executives offers a treasure trove of insights, inspiration and introspection for the C-suite leader who knows that continuous learning is the key to staying ahead. So grab a cup of coffee, settle into your favorite chair and crack open one of these faves for inspiration.

What They Don’t Teach You At Harvard Business School, by

Mark H. McCormack

KENNY WELCOME, founder and CEO, KJW Capital

Nine-Figure Mindset, by Brandon Dawson

by Matthew Kelly

DIXON MCMAKIN, financial adviser, Altus Wealth Management

Start with Why: How Great Leaders

Inspire Everyone to Take Action, by Simon Sinek

MARANDA WHITE, principal, Octagon Media

MICHAEL SCARBROUGH, co-owner, Empire Electrical Group, Green Heart Meals, United Supply Agency

How Big Things Get Done, by Bent Flyvbjerg and Dan Gardner

Similar to the work of Jim Collins, this book talks about how big, important work gets done and why all to frequently it doesn’t.

MICHAEL TIPTON, president, Blue Cross and Blue Shield of Louisiana Foundation

Deep Purpose, by Ranjay Gulati

The book helps you understand your “why,” or your purpose, so you have a consistent compass or North Star to guide you through life and business tradeoffs, putting you in a much better position for balanced decision-making.

KRISTIN WALL, president and CEO, LWCC

The Body Keeps the Score, by Bessel van der Kolk

The effect that mental and emotional trauma has on your long-term health is undeniable.

CHERI JOHNSON, executive vice president, patient care/chief nursing officer

The Ride of a Lifetime, by Bob Iger.

It was an interesting perspective on the journey of leadership

TOMMY LEJEUNE, managing partner, Faulk & Winkler

Ten Things I Wish I’d Known Before I Went Out into the Real World, by Maria Shriver.

It’s based on a commencement speech she made for Brown University and talks about her journey balancing career, wife and mother. I’ve referred often to tabbed pages from that book.

COLLEEN WAGUESPACK, owner, Fig & Dove; creative director, Colleen Waguespack Interiors

The Tipping Point: How Little Things Can Make a Big Difference, by Malcolm Gladwell

It discusses the law of the few, and it helped me realize I shouldn’t try to be someone I am not. I am a connector and love bringing people together for a greater good.

NIAL PATEL, principal and director, Cornerstone Government Affairs

Best Places to Work 75

Employee

ONE HUNDRED YEARS OF IMPACT

A SHARED LEGACY FOR LOUISIANA

How We Did It Uncomplicate your HR

SINCE 2013, Business Report has honored the Best Places to Work in the Capital Region, showcasing companies and organizations that truly excel in creating exceptional workplaces.

In a region where many employers offer competitive salaries and standard benefits, standing out as one of Baton Rouge’s Best Places to Work requires much more.

As the workplace landscape continues to evolve, particularly in a post-pandemic world, one trend stands out: Employees are demanding more. A better work-life balance and a meaningful workplace experience have become key factors in attracting and retaining talent.

The organizations featured on this year’s list consistently prioritize their employees’ well-being, recognizing that an engaged workforce leads to pride in work, brand loyalty and a stronger bottom line—critical in today’s competitive job market.

experience; job; communication and workplace culture; relationship with management; training, technology, and professional development; diversity and inclusion; leadership; employee benefits; and work-life balance.

Through these surveys, employees share valuable insights into the transparency and clarity of leadership communication, whether leaders align their actions with their words, and if employees feel respected, supported and appreciated.

Employees also reflect on compensation, promotions, recognition, and opportunities, as well as their sense of pride and purpose in their work. Importantly, they assess whether they feel valued as individuals, enjoy working with their colleagues, and can bring their authentic selves to the workplace.

The selection process remains as thorough as ever, thanks to our ongoing partnership with Workforce Research Group. Our goal is to identify what makes a workplace truly exceptional while providing participating employers with valuable insights into their employees’ experiences and feedback.

How does Workforce Research Group determine who belongs on the Best Places to Work list? The evaluation process includes two primary components. First, a detailed questionnaire completed by the organization, covering company policies, practices, demographics and benefits. Second, an anonymous survey completed by a randomly selected group of each company’s employees, who rate 60 statements on a five-point scale and provide additional insights through open-ended questions.

Best Companies Group evaluates and ranks participating firms based on nine focus areas: core

To be considered for the Best Places to Work list, a company must meet the following criteria:

• Employ at least 15 full- or part-time permanent employees in Baton Rouge.

• Have a physical location in the Capital Region, which includes Ascension, East Baton Rouge, East Feliciana, Iberville, Livingston, Pointe Coupee, Tangipahoa, West Baton Rouge, and West Feliciana parishes.

• Be a publicly or privately held organization, for-profit, not-forprofit, or a government entity.

• Have been in business for at least one year as of the program registration deadline.

Contract employees are excluded from the survey and employee count. For companies with fewer than 25 employees, an 80% or higher response rate is required for the survey to be valid.

If your organization wants to be featured in next year’s Best Places to Work list, visit bestplacestoworkbatonrouge.com and sign up for notifications about the 2025 survey.

Continue growing your Louisiana businessand spend less time on busyness.

HR isn’t easy, but getting HR assistance is. Insperity’s team will help lessen your load, so you can do more for your business.

• Payroll and HR compliance

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• HR best practices guidance

Are you running your business – or is it running you? Personalized HR support from Insperity can help.

Learn more at insperity.com or call 504.840.5223

Stretch goals

BY KELLI BOZEMAN

Career growth for employees is cultivated at Baton Rouge Physical Therapy – Lake Rehabilitation Centers.

WHEN JOE NICOLOSI founded Baton Rouge Physical Therapy in 1963, he was already breaking boundaries. At a time when most patients were receiving physical therapy only in hospital settings, BRPT established itself as one of the first private outpatient PT practices in the country. “His vision was to provide therapy to people who needed it, in a convenient location for them,” says current BRPT President and CEO Seth Kaplan. The concept quickly caught on, and the company grew with the addition of Francis Guglielmo, Ricky Lane and Tyler Lafauci to the team of founding members, all of whom have since retired. BRPT’s current owners—Kaplan, Gus Gutierrez and Greg LeBlanc—have each been with the firm for multiple decades.

“I’ve been here for 35 years now,” says Kaplan, “and one of the things that attracted me most about the practice was the commitment of the founding members to taking exceptional care of patients and exceptional care of each other. Helping people grow and become the best therapists they can be, and helping them reach their professional and personal goals, has always been part of what we do.”

Taking care of both patients and employees has been at the heart of the company’s biggest moves over the years, from opening additional locations throughout the Capital Region to entering into a joint venture with Our Lady of the Lake Regional Medical Center in 2001 to form Baton Rouge Physical Therapy – Lake Rehabilitation Centers. In

2019, BRPT forged a partnership with Confluent Health, a private holding company of therapy providers, which allowed the local practice to offer additional learning opportunities for its therapists, among other enhanced benefits.

“It truly helps us to be able to offer things that we were not able to offer before, because it gives us buying power with everything from HR to insurance for our employees to increased 401(k) contributions and a student loan repayment program,” Kaplan says. “Because we’re part of a larger organization, we’re able to really capitalize on economies of scale.”

Among those amped-up offerings is BRPT’s professional development program, through which new therapists engage with assigned

mentors through a series of meetings. The program also includes regular training in both soft skills, like how to most effectively talk to patients, and therapy-related skills, including exercise interventions and treatments for various symptoms. “The mentor and the mentee practice on each other, and that’s a six-month process that’s really like a physical therapy residency, minus the research aspect,” says Dr. Shea Rogers, director of BRPT’s Brittany Clinic, who serves as a lead for the PDP.

Thanks to its partnership with Confluent Health, BRPT also offers its rising leaders the opportunity to participate in “PT Ville,” a comprehensive leadership and management program that takes an in-depth look at various aspects of

clinic operation, from finances to human resources to handling personality conflicts.

To further help all staff members grow in their careers, the directors of each of BRPT’s five clinic locations meet with their direct reports for monthly one-on-ones, during which they check in on progress toward targeted objectives. “It’s not just a mini performance review,” Kaplan says. “It’s really to find out what we can do to help them learn and grow, and to find out how they’re doing toward the goals that they set on a yearly basis.”

Like his counterparts at all of BRPT’s locations, Rogers is charged with engaging his clinic’s employees in a way that goes beyond a basic work environment. “We recently threw a wedding shower for a therapist who was getting married,” he says. “When another therapist and his wife had a baby daughter, we threw a diaper party for them at the clinic. As their work family, we try to be there for them in their personal lives, too.”

Kaplan says all of the clinic

directors and business managers stay closely connected in order to maintain company culture in disparate locations. “We talk about something like Outback Steakhouse,” he explains. “No matter which location you go to, you feel like you’ve been at the same one. That’s what we want—whether people go to our Brittany location or our Gonzales location, we want them to feel part of a family and that they’re well taken care of, and that is communicated from administration to the clinic directors to the staff.”

Fun is also part of the formula for BRPT team members. A recent addition to the schedule of outof-office activities for the Brittany Clinic has been “puppy socials,” during which staffers, their families, and their dogs all get together in Kaplan’s backyard for a tail-wagging good time. “It’s just a way to interact outside the clinic environment,” Kaplan says. “One clinic has a taco Tuesday. One goes to escape rooms. Each clinic has its own personality, and the clinic

directors get to know their people and what they like to do, and they tailor activities to their teams.”

Though the practice has grown and changed significantly since Nicolosi’s notion came to life in 1963, Kaplan says the current ownership group maintains its fundamental focus, and he sees the fruits of those efforts in the growth of what he calls the “next level of

RECRUITING TIP

leadership,” which wants to help employees as much as patients.

“We try to find out what’s going on in our team members’ lives, and if there’s something we can do to help mitigate some of their stress, we want to do that,” he says. “I always tell people, ‘When you’re happier, you’re going to take better care of patients.’”

“Hire ‘humble, hungry and smart,’ according to Patrick Lencioni’s book, The Ideal Team Player. If the person doesn’t fit our culture, we would rather work harder than make a ‘forced hire.’”

—Seth Kaplan, CEO, Baton Rouge Physical TherapyLake Rehabilitation Centers

NO. 1 SMALL COMPANIES

(15-49 U.S. employees)

Baton Rouge Physical Therapy – Lake Rehabilitation

Meet The Winner

Centers

Medical facilities can often feel cold, sterile and institutional. But this one prides itself on creating a fun, family-oriented environment that encourages its team members to grow and reach their maximum potential personally and professionally. There’s a health and business goal in mind: giving patients the highest evidence-based care and functional outcomes possible.

3 Standout Benefits

• Time off includes a personal floating holiday, a child’s first birthday, well baby checkups and extended illness days

• Tuition reimbursement for advanced or post-graduate degrees, business education workshops and conferences, and professional certifications, as well as student loan reimbursement for full-time clinicians

• Financial assistance for employees after financial hardships

Employees Love This

• The organization takes part in a group called The Confluent Counsel as a way to be more engaged in an inclusive world.

• Weekly clinic “huddles” track performance and share recognition.

• Doing community service during normal business hours without losing pay or using vacation time

• Monthly themed meals and competitions, like taco Tuesdays, flap jack Fridays and a Mardi Gras float contest

• Honor coins for employees who exemplify core values

NO. 2

Bearing Point Properties

Fellow LSU grads Deane Bryson and John Buzzell had a shared vision: They wanted their own property development and management company. Their first development was Creekside Crossing in Walker. That same year, the pair founded Bearing Point Properties and Bearing Point Property Management and have continued to grow development in the Southeast.

“We have a putting green in our ‘war room.’ Everyone in the office takes their turn using the putting green. Some in moments of stress, relaxation, or just to kill some time on a Friday afternoon. The kids of our employees also gravitate to the golf clubs and get playing time in as well during their visits.”

—Kathleen Krohn, controller

Baton Rouge Youth Coalition

This nonprofit helps make better lives for young people in the Capital Region. It does so by providing underserved students with the best college preparatory, college persistence, and career placement services money can buy—but at no cost. That’s so they can maximize the economic value of their degrees, build the lives they want, and help future generations do the same.

“BRYC has 10 ‘Winning Habits,’ operating norms that we have identified as crucial to execution. One such habit is ‘Innovate and Initiate,’ and it reads as follows: ‘With creativity and ingenuity, solve the problems you identify. Even better, build systems to prevent them.’ We believe that habits drive mindsets, that repetition of small positive choices drives results that change how we think about ourselves. We believe that by providing this framework, rewarding people who most exemplify it, and trusting how much our teammates care, we are fostering a culture of ownership.”

—Lucas Spielfogel, executive director

SECRETS OF SUCCESS EMPLOYEES AS ‘OWNERS’

NO. 4

Q&A IF YOUR COMPANY HAD A SIGNATURE CO CKTAIL OR MOCKTAIL, WHAT WOULD IT BE? SMALL COMPANIES

Wymar Federal Credit Union

In 1958, a small group of Wyandotte Chemical employees decided to form a credit union in order to provide low-cost loans to one another. The result was Wymar—a clever merger of WYandotte and GeisMAR. Wyandotte Chemical—now BASF Louisiana—volunteers ran the credit union from a small office during lunchtime for nine years until they hired their first employee. Today, the entity still serves only BASF Louisiana employees, retirees, and their families.

“Probably a daiquiri, since they come in so many flavors and we have lots of ‘flavors’ of people on our staff. It would also have a tiny umbrella in it because we like to have fun.”

—Ronnie Stephens, president and CEO

NO. 5

Bienvenu, Foco & Viator

This full-service firm founded in 2011 specializes in complex litigation, in admiralty and maritime law, environmental and contamination remediation, governmental and legislative affairs, class-action and more. It recently won a high-profile case before the Louisiana Supreme Court disqualifying Second Judge Marcus L. Hunter from running for a seat on the high court and affirming Leslie Ricard Chambers’ ineligibility for the same seat.

SECRETS OF SUCCESS LEADERSHIP

Secrets of success:

“Treating people with respect and kindness is not only the right thing to do, it is good business. Servant leadership, which focuses on prioritizing the needs of others, particularly team members, and helping them develop and perform at their best, is the best leadership. When employees feel that their leader genuinely cares about their well-being and professional growth, they are more likely to trust and remain loyal to the organization.”

—David M. Bienvenu Jr., partner

WHAT IS FLEX?

Parkview Flex is a mastery-based independent learning program that utilizes a 100% digitally delivered curriculum. Flex students are supported by certified content specialists and a learning coach— all located on campus.

Our team’s goal is to build independent learners who are followers of Christ that are prepared to communicate, live, study and/or work in our technologically advanced world.

HANDS-ON

DIGITALLY-DELIVERED,

SPONSORED BY:

Red Stick Schools Guide Helps Families Navigate School Options

Most employers will tell you that the quality of schools in a community plays a role in their ability to recruit, hire and retain. Not only are the relationships between businesses and schools important to help develop the next generation of skilled workers and entrepreneurs, but they also directly impact the strength of our local economy as employees with families weigh quality of life in their employment decisions. For business owners, providing resources to employees navigating our city’s choice-rich environment can have significant positive benefits.

Our city’s best public education options are often choice schools that require families to apply specifically to them through a complex annual process. To make that journey a little easier, the Baton Rouge Alliance for Students

publishes the Red Stick Schools Guide each year. This guide provides families with a clear look at the diverse school options available in our community, helping parents feel empowered, not overwhelmed, and simplifying what can often feel like a complex and confusing process.

Baton Rouge’s priority school enrollment season for magnet, focus choice, and public charter schools runs from October to December, during which time many of our city’s families are looking to make important decisions about their children’s education. We all know how overwhelming the process can be - researching schools, weighing options, navigating the application and enrollment processes, and ensuring we make the best choice for our families.

The Red Stick Schools Guide and

companion website provide resources to help families evaluate their own priorities and find schools that match the unique needs of their students. With videos, worksheets and a rich data set updated with school offerings, programs and performance, parents and caregivers can feel armed with all the tools they need to make a school selection. The site offers tips on what to look for and questions to ask during school visits as well as layman’s language to help families sift through all the education jargon that can make the process seem daunting.

As your company looks for ways to support its employees, keep an eye out for the Red Stick Schools Guide as a resource to help them make this big decision. The guide is available both in print and online at redstickschools.org.

Best Places to Work

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4

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Best Places to Work

Focus on feedback

Employee input leads to continuous improvements for Enginuity Global.

IN THE WORLD of automation, a feedback loop is vitally important. A simple example lies in the system that keeps every office cool during a sweltering south Louisiana summer: A thermostat is set to 70 degrees; it continuously observes the room temperature and when the room reaches that temperature, the air stops blowing. When the temp rises again, it turns back on.

The leadership team at Enginuity Global operates in much the same way. The firm, which specializes in automation and controls as well as electrical engineering and field services, has grown rapidly since its launch in 2018, based not only on a desire to meet its clients’ changing needs but also on a dedication to responding to the needs of its workforce.

“We’re constantly trying to ensure that everybody feels like they’re part of the same team,” says Chief Operating Officer Peter Laperouse, “not just through taking people to lunch and having socials and unlimited PTO and all those things, but also by making sure we

BY KELLI BOZEMAN

understand what makes everybody tick. Everybody’s a little different, and they want different things. So we’re constantly soliciting feedback and we tweak things based on lessons learned.”

Though Enginuity currently has a single office, which is in Baton Rouge, the team also includes remote employees operating from their homes in several states, as well as other workers who do long stints at oil and gas operations in West Texas and offshore. “We try to bring everybody in as often as we can, but really we’re stretched all across the U.S.,” Laperouse says. “And we have plans for new offices hopefully starting in 2025.”

While those team members who are farther afield might miss the occasional hot dog lunches or solar eclipse viewing gatherings at the office, management ensures that they stay connected in other ways. “Most of the managers here have a call list of the entire organization, and we try to call them and check in as often as we can,” Laperouse says. “I have a highlighter in my call list,

and I try to just call everybody, but not to talk about work—just to see how they’re doing.”

The company’s growth trajectory has created its own challenges with maintaining the culture, but Enginuity executives are focused on staying true to their roots. “What we have here is unique,” Laperouse says. “The camaraderie we have and the way people support each other—it’s not something we should squander, because it’s few and far between. Part of our growth plan is to leave a legacy and to allow more people to be part of this culture.”

Among the company’s core values is “Cultivate heartfelt enthusiasm,” with its website explaining it this way: “We get to do engineering for a living!” That kind of energy comes naturally for this group of self-professed “nerds at heart,” Laperouse says. “What gets us going are the complex things and trying to solve a problem. There’s some statistic that says something like 70 percent of people don’t like what they do for a living or where they

work. But most people that show up here have a little pep in their step, and work isn’t a four-letter word for them.”

One of those enthusiastic engineers is Vance Doumit, who joined Enginuity five years ago as an automation tech and says that he appreciates the company’s willingness to help him advance in his career. Today, Doumit is an automation lead and oversees team members on projects while also interacting with customers. “It also feels like a family here,” he says. “They’re always looking out for us and our work-life balance. And even while we’re growing, we’re sticking to our core values and striving to keep that family feeling.”

Because Enginuity has its hands in many types of services, team members in the various business units might not typically be familiar with what the other areas are doing. So based on employee feedback, executives recently launched a program through which the leaders of each unit introduce their team and its functions in a case-study style on a rotating basis at the company’s monthly all-hands meetings. Crossdivisional training helps to reinforce that teaching, and it also gives employees a chance to see other areas in which they may be interested in working. “If someone is in

a role that doesn’t best suit them but they can fit somewhere else in the organization, we want to find the right seat for them and get them the training to get there,” Laperouse says.

Managers also meet each week to ensure collaboration among units, with specialized intentions for each gathering. The first Monday meeting of each month is aimed at tackling issues, while the second Monday focuses on business unit spotlights. On the third Monday, managers address sales and operations, and the fourth Monday replaces the standard meeting with a social—with past outings ranging from shooting pool and playing disc golf to taking a tour of Tiger Stadium.

As Laperouse puts it, the job of an engineering firm will always be complicated, but the goal at Enginuity is to remove as many unnecessary complications as possible in order to make team members’ jobs easier. And that comes directly from listening.

“Our feedback loop is really talking to our employees and finding out what’s working for them and what’s not,” Laperouse says. “I think that’s our biggest piece—making sure everybody has a voice and everyone is heard. And it’s easy when you say it fast, but it takes an awful lot of effort.”

“There was a movie called The Rookie, based on a true story. The movie was about a high school baseball coach that got his shot at the major leagues late in life. He realizes his journey to the major leagues was difficult and filled with lonely nights away from family. He was not enjoying his experiences and one of the younger players he was mentoring could tell he was borderline miserable. Then one day, he sees a Little League ballfield with kids playing ball and having the time of their lives. It made him realize that he gets to play a game for a living, and it completely changed his mindset. The next day, he walks into the clubhouse and has this huge smile on his face and the friend he is mentoring asks why he was so happy. ‘Do you know what we get to do today?’ he responds. ‘We get to play baseball!’ That is the atmosphere and culture we want at Enginuity Global. We want our team to feel like they are playing baseball every day.”

—Dan

Ducote, founder and board chair, Enginuity Global

NO. 1

MEDIUM COMPANIES (50-249 U.S. employees)

Enginuity Global

Meet The Winner

Employees bring the creative thinking. Enginuity Global provides the tools and resources needed to bring ideas to life. That’s what has made this fast-growing process automation and controls, electrical engineering, field services and network solutions company that provides services to manufacturing facilities all over the world so successful. A culture steeped in innovation, flexibility and professional development keeps the turnover rate notably low.

3 Standout Benefits

• No blackout dates for vacation

• Formal profit-sharing plan

• 100% paid dental and vision coverage and 66% medical coverage for the employee and their dependents

Employees Love This

• Annual Engies Awards

• The annual spring social, Christmas party and cornhole tournament

• Employees are required to take time off and are banned from working while on vacation.

• Enginuity EAP offers confidential counseling, legal and financial support, qualified child and elder care and other assistance 24/7 in person, online or in an app for employees, spouses and dependents.

BASEBALL PLAYERS

NO. 2

Orion Engineers + Constructors

When something needs building, Orion is the company that walks clients through the journey. The multidiscipline engineering and construction management firm delivers project services from conceptual design to commissioning, startup and construction.

“To build trust with the employees, allowing myself and the employee to be vulnerable. Being transparent with employees doesn’t mean just sharing information or numbers, it’s also about sharing mistakes. I don’t have solutions for every problem, but at the very least I can share experiences that I did not get a desired outcome throughout my career.”

—Billy Novak, PE, PMP

NO. 3

MEDIUM COMPANIES

Sparkhound

If you labeled Sparkhound as a technology company, you’d only be partially correct. The firm uses technology only as a means to an end: better business outcomes. Services include digital transformation, managed services, cybersecurity and contact center operations.

SECRETS OF SUCCESS EMPOWERING EMPLOYEES

“We grant autonomy and decision-making authority to our team members. We value and seek out opinions, ensuring that all voices are heard and respected. Diversity of perspectives leads to innovation and creativity.”

—Best Places to Work application

We are honored to be recognized as one of the “Best Places to Work” in Baton Rouge. This award emphasizes our commitment to maintaining a workplace where employees drive our culture. We encourage you to visit our new website to learn more about the people of Taylor Porter, and the long-standing values that have served us and our clients for more than a century.

NO. 4 MAPP

One sure sign of a muchloved place to work is that your employees collectively dub themselves with a nickname that incorporates the company name. That’s the case with MAPPies. This construction firm provides preconstruction and construction services for just about every sector, from retail to supply chain, and lives by these beloved official values: “Having fun, doing the right thing, finding a way, being different and raising the bar.”

“Attitude, attitude, and attitude.”

—Mike Polito, CEO

The Pangburn Group

This firm helps employers add “glue to the seat” to retain employees that are key to organizational success. It does this as a third-party recordkeeper and consultant for nonqualified deferred compensation plans established by companies to recruit, reward and retain a select group of missioncritical employees. Pangburn helps companies develop and design the strategy, then assists in maintaining its operation and ongoing compliance. It services over 2,000 clients, which include businesses, nonprofits and financial institutions in all 50 states.

“We

started out in a basement with no natural light along the banks of False River in New Roads.”

—Brian E. Pangburn, principal and CEO

Congratulations to our Baton Rouge team!

We are honored to be recognized again as a top workplace, which is only possible through the dedication and hard work of our team members. Their commitment to our core values and providing exceptional customer experiences sets us apart.

Best Places to Work

6

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2 Orion Engineers + Constructors 12021 Bricksome Ave. Baton Rouge 70816

3 Sparkhound 11207 Proverbs Ave. Baton Rouge 70816

4 MAPP LLC 344 Third St. Baton Rouge 70801

EFCU Financial

In 1934, 178 members invested a total of $941.70 to open the Stanocola Processing Employee’s Federal Credit Union (now ExxonMobil) — the 13th chartered credit union in the United States.

Ninety years and multiple name changes later, EFCU Financial now offers a full range of products and services to almost 70,000 members in the nine-parish Capital Region with $1.1 billion in assets, making it the third largest credit union in the state.

Despite its tremendous evolution, EFCU Financial hasn’t forgotten its origins, maintaining personalized service and involvement in local communities.

“As we’ve grown from a small credit union to a really large credit union, one of the largest in the state, we haven’t lost that personal side to how we serve our members,” says ECFU Financial’s Chief Executive Officer Tom Kuslikis. “I’m particularly proud of our continuous dedication to helping members achieve their financial goals, whether that’s saving for the future, buying a home or auto, and managing their debt.”

Since credit unions are not-for-profit financial

institutions, they are known for key services such as low-rate loans and credit cards, high-yield money market accounts, and top-of-market certificates of deposit. EFCU Financial sets itself apart in the mortgage lending arena, Kuslikis says, by building relationships with local realtors and taking a more personalized approach to the process.

“Some of the larger financial institutions are more interested in getting a customer in a loan, where we’ll actually counsel with the member and put them in a loan that will provide the most benefit,” he says. “We’re really trying to help our members manage their finances and want to put them in a product that’s going to work well for them.”

EFCU Financial also prides itself on a lean, efficient organizational structure that makes it possible to give more back to its members. It is consistently ranked #1 in Louisiana for Member Value by Callahan & Associates, a national organization dedicated to credit union research and analytics.

“We’re keeping a low-cost structure, being efficient, and investing in projects that are going to benefit the member,” Kuslikis says. “It allows us to

just give more back in the way of higher deposit products and lower-rate loans.”

One of those projects is a new operations center at 3232 S. Sherwood Forest Blvd. in Baton Rouge. The building was once the headquarters for Piccadilly Restaurants and is being renovated inside and out. EFCU Financial’s back office operations will officially relocate from their current Airline Highway office once the construction is complete in late November or early December.

The new operations center will significantly improve the organization’s operational efficiency and ability to serve members while providing a more modern workspace that better lends itself to team collaboration.

“It’s also important to create a great culture and environment,” Kuslikis says. “Creating a space that is fresh and new will encourage team members to want to come to work, to collaborate, and drive further innovation for our organization.”

Looking forward to the future, EFCU Financial plans to continue offering its signature personalized service backed by technology that makes member choices easy and accessible.

“We have over 90 years of experience providing top-notch products and services to those in the greater Baton Rouge community, and we’re excited to continue to build on that legacy,”

Kuslikis says.

PHOTO BY DON KADAIR

Best Places to Work

It’s about time

BY KELLI BOZEMAN

Ryan’s innovative approaches to work-life balance help employees make the most of each day.

KNOW THAT FEELING when you’re on vacation and you can’t stop checking your work email, afraid you might miss something important that you need to handle? The employees of Ryan don’t—at least during one blissful week each year. It’s called the Ryan Summer Break, and it’s a chance for team members to unplug in an unconventional way, since all of the tax services and software company’s offices literally shut down.

“The idea is to reward the firm, and it coincides with our anniversary week,” says Sharon Roberts, principal and practice leader of credits and incentives. “We send emails out to our clients letting them know the firm will be closed, and everyone can truly disconnect for the entire week.”

The summer break is the icing on

top of a many-layered array of benefits that reveal Ryan’s dedication to nurturing its employees’ work-life balance. In addition to that company-wide out-of-office week, salaried staffers receive unlimited paid personal time off, while full-scope nonexempt employees get 22 days of PTO the first year and 27 days after they’ve been with the company for five years.

Also after five years of employment, all team members are eligible for another unique perk: a fourweek sabbatical. “One of our colleagues went to Argentina for three of those four weeks,” says Matt Zagotti, principal in transaction tax. “Some people go to Europe, or they take the time off during the summer to be with their kids. It just depends on what people’s passions are. And during that time, other

team members support them and step in to work on their projects. Everybody’s partnering together to make sure we can retain those benefits.”

Ryan, which was founded in 1991 in Dallas, opened its Baton Rouge office—its third outside of Texas— in 2000. The firm now has offices around the world and a workforce of more than 4,800, so ensuring a cohesive culture is an intentional focus of Ryan executives. Regular in-person and virtual culture workshops get the far-flung teams together and on the same page in terms of the company’s mission and core values, which include pursuing excellence and exceptional outcomes, expressing generosity, building trust and always displaying integrity.

“We take our culture very

seriously,” Roberts says. “It’s important not only from a policy perspective but also for teamwork and collaboration.”

That emphasis on connection and culture, along with the firm’s generous benefits offerings, has led to numerous accolades on lists like this one. The Ryan.com website’s news page is littered with announcements that the firm has been named a top employer in Atlanta, Los Angeles, Florida, Ohio, Canada and the U.K.—and those were just in the month of August. Back in Baton Rouge, Zagotti and Roberts have both been with the company for more than 20 years, but even one of the firm’s newest employees says she notices a distinct difference in this workplace.

“The benefits and the culture of Ryan are so unique, especially for

the Baton Rouge market,” says executive assistant Alexis LeMaire, who joined the team in October 2023. “It’s a big company, but with a very small town feeling. They put family first and give employees lots of flexibility.”

LeMaire’s own family has already had a chance to experience the Ryan culture as well; her 7-year-old son joined her for a recent “Bring Your Kids to Work Day” during which the next generation of potential Ryan employees got to take a field trip to the state Capitol and explore the office. “He had lots of fun shredding,” LeMaire says with a laugh. “I mean hours of shredding papers.”

LeMaire says she also appreciates “RyanThrive,” the company’s multifaceted wellness program that encourages and incentivizes healthy choices. “You can earn points that result in a reduction in your portion of the medical insurance premiums,” Roberts explains. “That’s a huge thing that really reinforces quality of life.”

Another booster of quality of life comes in the form of “myRyan,” the company’s flexible work environment that focuses on results instead of simply on hours spent in the office. The system was already in place before the COVID pandemic, which gave Ryan the ability to quickly shift gears during the 2020 shutdowns. “We already had the technology in place,” Zagotti says.

“We already had the safeguards in place. We were prepared to go fully remote at that point, so everybody was able to be productive that very first day.”

Depending on their job function, employees are typically allowed to work remotely at least a few days each week, and the company is so committed to this arrangement that it allocates funds to outfit employees’ home offices when they come on board, Zagotti says. To maintain employee engagement even among those who aren’t always in the office at the same time, Ryan’s Baton Rouge office hosts frequent meetups ranging from training sessions to socials.

This fall, the gang will gather for a tailgate before the LSU vs. Alabama football game at Tiger Stadium, and Capital City employees still brag about their cornhole tournament wins over their counterparts at Ryan’s New Orleans office.

Speaking of bragging, Ryan staff members also get the opportunity to brag on each other through the company’s “RyanPride” platform, a social media-style feed designed to let employees highlight others’ good work. Along with the accolades come points that the commended employees can use toward tangible gifts—like the shuffleboard set Zagotti is saving up his points for so he can put it in the office. “It’s a way to recognize people on your team or on other teams that help

you out, and it really reinforces the values here,” Roberts says.

Both Zagotti and Roberts say the support they receive from the top down is one of the many reasons they’re sticking around even after two decades with the firm. “This company has given me so many

A COMPANY QUIRK

opportunities,” Zagotti reflects. “When I look at what we’re trying to do here in Louisiana and in the Gulf Coast region, we have some high expectations, and I think taking it to the next level of growth is exciting. I come to the office fired up every day.”

“When you stop by Ryan’s Baton Rouge office, get ready to meet the office’s quirky mascot—a plush, sporty chihuahua rocking cool shades! This little guy was proudly won by the team at a gaming arcade and now enjoys rotating between desks every couple of weeks. He’s like an Elf on the Shelf, but way cooler and furrier, bringing a playful vibe to wherever he chills next.”

—Matt Zagotti, principal, sales and use tax

NO. 1

LARGE COMPANIES

(250+ U.S. employees)

Meet Ryan

Don’t even think about stereotyping Ryan as just another dull, number-crunching tax business. As this firm puts it, its global team is in “the tomorrow business.” Mastering the tax code here can’t be just a line on the resume; it must be a passion. And Ryan makes that clear in its mission statement: “We believe in liberating our clients from the burden of being overtaxed, freeing their capital to invest, grow and thrive.”

3 Standout Benefits

• Ryan recruits its Gen Z talent through an award-winning summer internship program. To kick off the summer, interns are flown into Dallas for an activity-filled retreat that includes networking with leaders, a scavenger hunt and more.

• After five years of employment, all employees are eligible for a four-week sabbatical.

• Mothers and fathers get fully paid maternity or paternity leave upon the birth or adoption of a child.

Employees Love This

• Summer break, a weeklong closure of Ryan’s offices in midsummer—signed off and unplugged—to celebrate the company’s success.

• A $25,000 bonus to the recipient of the Ryan’s Chairman’s Award for outstanding accomplishment and exemplary service

• The employee volunteer program

• The Supporting Your Team’s Well-being course for managers to help understand and recognize signs of mental health distress, along with the resources to support team members

• Employee concierge services

Benny’s Car Wash

Benny’s has been family and locally owned since 1951, and made a cameo appearance in the movie The Toy in the 1980s. Ask its owners to describe their business and they’ll tell you this: “We are a steadily growing team, with opportunities around every corner. We just happen to wash cars, change oil and pump gas, but we deliver the best customer service in Baton Rouge.”

“When they understand that their biggest obligation as a manager is to facilitate growth and opportunity within the team that they are responsible for.”

—Justin Alford, owner

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NO. 3

IEM

LARGE COMPANIES

IEM is a global security consulting firm providing services to government agencies and private industry in such areas as emergency management, disaster preparedness, counterterrorism and software engineering.

Issue

Date: July2024 Ad1 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.

“One of the standard questions I pose to candidates is, ‘Suppose you come to work tomorrow and have 1,000 unread emails, and I told you that you could only answer 50 of them. How would you determine which 50 to answer?’ This question assesses the candidate’s ability to prioritize under pressure, make decisions with limited information, and demonstrate strategic thinking—balancing urgency, importance and alignment with organizational goals. While there is no ‘correct answer,’ this question provides insight into candidates’ problemsolving abilities, challenging them to think critically and manage complexity.”

—Brad Tiffee, chief administrative officer

• Additional revisions must be requested and may be subject to production fees. Carefully check this ad for: CORRECT ADDRESS • CORRECT PHONE NUMBER • ANY TYPOS

ELEVATE, COLLABORATE, RECREATE

Let our experts transform your space into a fully functional conference room with user-friendly technology the whole team can use!

When you have AV as a service, you get the hardware, service, maintenance & upgrades without the upfront cost, capital expenditure & overhead of traditional purchasing models. By outsourcing your AV equipment procurement, deployment, integration & management, your organization can stay agile while avoiding expensive purchases, overhead & costly downtime.

NO. 4

LARGE COMPANIES

Gresham Smith

Roadways and pathways that connect people. Hospitals that promote wellbeing and recovery. Clean water systems. Corporate campuses of the future. This architecture and design firm helps create communities’ most vital institutions and infrastructure.

“After noticing that a co-worker’s go-to Monday outfit was a coral shirt and khaki pants, several of our employees decided to surprise that person by coming to work in the same outfit. Our employees had such a fun time matching each other that day, and everyone definitely had a good laugh. In fact, employees still often break out their coral and khaki outfits on Mondays to this day.”

—Rodney Chester, CEO and board chair

Q&A WHAT’S A MEMORABLE PRANK OR JOKE PLAYED IN YOUR OFFICE?

NO. 5

b1Bank

B1Bank began as a Baton Rouge community bank to support entrepreneurs and small community businesses in 2006. In recent years, it has made four acquisitions and now boasts locations throughout Texas and Louisiana. Its stock has been traded on the Nasdaq under the ticker symbol “BFST” for six years.

“In my experience, for the right person, purposeful, meaningful work doesn’t drain, it recharges. Winners like to win and as one of the leaders of a team of winners, I have always found that taking on more rather than less as a company has given people opportunities to be more than they thought they could be—and that feels good.”

—Jude Melville, chair, president and CEO

Loadstar provides highly trained and dependable technicians to refineries, chemical plants, barge lines, and terminals. We load and unload all classes of cargos into railcars, trucks, barges, ships, and containers of every type; we operate marine docks, tank farms, terminals, warehouses, and barge fleets; and we manage site logistics for marine, rail, truck, and pipeline.

We are proud to be recognized as one of the 2024 Best Places to Work.

Best Places to Work

1

2

3

4

5

6

7

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9 Red River Bank 5063 Essen Lane Baton

10

Professionalism, ease and accessibility provide a safe and rewarding workplace experience

People live our culture and adhere to our philosophy every day

Everything done and every decision made is with progress in mind

Culture built on respect where everyone is proud to do something worthwhile

Focused on the value of relationships and the satisfaction of achieving important goals

What our 2024 Best Places to Work in the Capital Region look

Industries Our Winning Companies Represent

How employees rate their company on key indicators. Percentage denotes positive responses.

96 %

CORE EMPLOYEE EXPERIENCE The organization’s overall culture and quality

93 % THE JOB Expectations, security, compensation and work conditions

91%

COMMUNICATION & CULTURE

Transparency from leadership, including financial status of the company

95 % RELATIONSHIP WITH MANAGERS Treatment and engagement with their supervisor

94 %

DIVERSITY & INCLUSION

Whether the workplace is diverse and inclusive

91%

TRAINING, TECHNOLOGY & PROFESSIONAL DEVELOPMENT

Guidance along a career path, performance recognition and the tools they need to get the job done

91%

WORK/LIFE BALANCE

Workload, flexibility and time off

Places To Work By The Numbers

Best Places to Work

1 Ryan LLC

Main St., Suite 1500 Baton Rouge 70825

2 Enginuity Global 11606 Southfork Ave. Baton Rouge 70816

3 Benny's Car Wash 9611 B Airline Highway Baton Rouge 70815

4 Orion Engineers + Constructors 12021 Bricksome Ave. Baton Rouge 70816

5 Baton Rouge Physical TherapyLake Rehabilitation Centers 5222 Brittany Drive, Suite A Baton Rouge 70808

6 Bearing Point Properties 6859 Jefferson Highway, Suite A Baton Rouge 70806

7

8 Sparkhound 11207 Proverbs Ave. Baton Rouge 70816

9 Gresham Smith 10000 Perkins Rowe, Suite 280 Baton Rouge 70810

Kaplan President and CEO Health

Organizes team-building events nationwide to alleviate stress through fun social activities

Supportive, collaborative and inclusive environment; employees feel valued and inspired

Puts people first; continuously evolving with a fun culture and inclusive environment

Fosters a culture of innovation where creativity is encouraged and every voice is heard

Teamwork, education, leadership, proficiency and fun guide the way we build our culture

Flexible working schedules, employee gatherings and teambuilding exercises

Culture of inclusion, collaboration and creativity, offering unique benefits

Autonomy and decision-making authority, ensuring all voices are heard and respected

Employees feel a sense of belonging and respect, with rich opportunities for growth

SPONSORED BY:

Genesis 360: Your strategic partner, always at the ready

Genesis 360 offers a comprehensive solution for businesses seeking to streamline their facilities maintenance, construction and Information Technology projects. As a trusted partner, Genesis 360 provides a single point of contact for a wide range of services, minimizing disruptions and maximizing efficiency.

Genesis 360 is adaptable to its client’s specific needs. While a company may not require all its services at once, Genesis 360 is ready to assist with any task, both now and in the future. As Craig Stevens, the company’s president, says, “Genesis 360 is an extension of our clients, acting as an advisor and partner rather than simply a business associate. By handling the peripheral burdensome tasks, we allow clients to focus on their core competencies.”

From routine maintenance to specialized projects, Genesis 360’s divisions provide expertise in:

• Construction: Heavy civil and commercial construction, coastal restoration, concrete, asphalt, roofing, and demolition.

• Building Maintenance: Renovation, painting, flooring, lighting, electrical, heating, HVAC, plumbing, and janitorial services.

• Ground Maintenance: Lawn/ landscaping, erosion control, and parking lot striping.

• IT Services: Hardware reseller services, staff augmentation, managed services, cybersecurity, data analytics, Office 365/email support, networking services, and consulting.

KEY BENEFITS:

360°

• Streamlined Operations: Genesis 360 acts as a single point of contact, coordinating and managing all project related tasks.

• Expert Oversight: Their team brings extensive experience and industry knowledge to ensure projects are executed efficiently and effectively.

• Cost Optimization: By leveraging their expertise in vendor management and contract negotiations, Genesis 360 helps clients achieve cost savings without compromising quality.

• Risk Mitigation: Genesis 360’s proactive approach to risk management helps protect businesses from potential issues and disruptions.

SERVICES OFFERED:

• Vendor Management: Sourcing, vetting, and onboarding qualified, high-performing vendors. Managing existing vendor relationships, automating work orders and payments, providing actionable feedback for successful vendor relationships, and advising on expense reductions and reallocations.

• Project Management: Tracking and controlling project costs, providing recaps, performing routine site inspections, ensuring tasks are planned and coordinated correctly, and conducting project meetings for on-time delivery.

• Compliance Management: Ensuring adherence to industry regulations and standards as well as insurance requirements.

• Cost Control: Assisting with capital budget projections and slashing asset spending for work covered by warranties. Monitoring and managing project budgets to optimize spending.

WHY CHOOSE GENESIS 360?

• Proven Track Record: Genesis 360 has a history of successful partnerships with businesses of all sizes.

• Customized Solutions: Their approach is tailored to meet the unique needs of each client.

• Dedicated Team: Genesis 360’s experienced team is committed to providing exceptional service.

Genesis 360 simplifies operations by managing tasks that fall outside a client’s core competencies. By partnering with Genesis 360, businesses can focus on their strengths and achieve greater efficiency and success.

To learn more about the full list of services offered by Genesis 360, visit genesis360llc.com or scan the QR code.

OF EVERYTHING MAINTENANCE, CONSTRUCTION & IT SERVICES

IT SERVICES:

IT Reseller Services

IT Staff Augmentation

IT Managed Services

Cybersecurity

Data Analytics

Office 365/Email support

Networking Services

IT Consulting Services

CONSTRUCTION:

Heavy/Civil Construction

· Commercial Building Construction

Coastal Restoration Construction Management Concrete Asphalt

Roofing

Demolition

BUILDING MAINTENANCE: Maintenance Program Management

Janitorial

· HVAC

Electrical Plumbing

Painting

Pressure Washing

GROUND MAINTENANCE: Commercial Lawn Service

Landscaping

Pest Control

Erosion Control

Parking Lot Striping

Best Places to Work

24

25

Work events, site visits, retreats and fun outings are designed to support and inspire people

Best Places to Work

38 Taylor Porter

Laurel St., Suite 800 Baton Rouge 70801

39 JH Operating Company LLC 450 Laurel St., Suite 1201 Baton Rouge 70801

40 Lipsey's 7277 Exchequer Drive, P.O. Box 83280, Baton Rouge 70884

41 JCW Creative 2623 Government St. Baton Rouge 70806 John Christian Williams CEO and founder

42

43 The Moran Group 10538 Kentshire Court Baton Rouge 70810

44

45

46

Laid-back culture promotes creativity, collaboration and an environment where ideas flourish

Everyone seen as a partner; variety of benefits, work flexibility and a rich 401(k) policy

Culture built on respect where everyone is proud to do something worthwhile

Singular, unequaled and extraordinary with a high degree of ownership in the work

Commitment to balancing business with environmental responsibility

Focused on the value of relationships and the satisfaction of achieving important goals

Diverse groups make better decisions; working together collaboratively benefits everyone 49

Participates in LSU Construction Interview Day every semester to recruit interns to learn and grow

Acadian Capital Group

Acadian Capital Group is a multifamily office and private market management firm that offers an institutional approach to capital management and family wealth.

The only firm of its kind in Louisiana, Acadian Capital Group was born last year when three separate businesses — Acadian Capital Research, Kemp Family Office Services, and Cypress Financial Solutions — merged to offer a comprehensive menu of services to clients and businesses all under one roof.

Partner Daniel Kemp visualizes Acadian Capital Group’s services as a three-legged stool. The family office part of the firm offers services such as investment management, asset aggregation, and family governance. At the same time, the venture capital and private equity arm of the business handles research, due diligence, and mergers & acquisitions advisory services. Thirdly, a robust private market management team oversees the daily execution of the firm’s and client’s direct business holdings and private equity investments.

These complementary services allow Acadian Capital Group to help its clients throughout the entirety of their financial journey, instead of simply managing a single aspect.

“For example, if a family is experiencing a liquidity event, such as selling their business, not only can we assist with the transaction, but we can also guide them through the future stages of their journey,” says partner Skip Boudreaux. “Oftentimes, this includes setting up family governance, wealth preservation strategies, engaging in philanthropy, and educating the next generation.”

Setting itself apart from traditional private equity firms, Acadian Capital Group has a fully staffed operations team, which actively holds management positions inside of companies where the firm holds ownership positions.

“Our unique approach to private markets fosters alignment among all stakeholders,” says partner Gaines Garrett. “Our management teams benefit from support and expertise that is typically unavailable to most small and lower middle-market businesses. Meanwhile, our investors and clients enjoy a level of transparency that comes from having partners directly involved in the day-to-day operations of these businesses.”

One advantage to working with Acadian Capital Group, Kemp says, is that the firm is a local solution capable of streamlining pre-existing thirdparty financial relationships into a manageable process for their clients.

“All too often, you have service providers, such as CPAs, Bankers, Advisors, Attorneys and other third-party professionals, kind of operating independently in their silos, and there’s no communication between the silos,” Kemp says. “What we’re able to do is to come in and take that quarterback position. We make sure that things are being executed across the board based on the design that ownership wants to implement.”

So far, Acadian Capital Group has generated excitement amongst clients who realize the scope of services being offered right here in their home state rather than traveling to New York or Texas. The goal, Kemp says, is to continue to grow responsibly with the firm’s investors, clients, and companies.

“People think they need to go to New York, maybe Houston, to get quality institutional work. What we’ve found is that people get very excited when they realize there’s an option here to build meaningful, long-term relationships with folks in their own backyard.”

Ultimately, Kemp says it’s about making a difference in the lives of each client and creating real value.

“What gets me out of bed in the morning is knowing that we’re making people’s lives better,” he says. “We really get involved. We roll up our sleeves and we do some meaningful work with family members, the investors, and teams at our portfolio companies.”

Best Places to Work

Overall winners

57 T.

17927 Old Jefferson Highway Prairieville 70769

58 CareSouth Medical and Dental 3111 Florida St. Baton Rouge 70806

59 Alvarez Construction 13060 Great Tern Ave. Baton Rouge 70810

60 Adams and Reese LLP 450 Laurel St., Suite 1900 Baton Rouge 70801-1820

61 The Water Institute 1110 River Road S., Suite 200 Baton Rouge 70802

62

63

64

65

Values and maintains a balanced view of employee passions and interests

Culture reflected in 25 guiding principles that promote trust, collaboration and excellence

Committed to service through innovation and performance; employees are family

One-of-a-kind culture that excites and motivates employees to deliver their best every day

Small, family-like environment that recruits, recognizes, rewards and retains team members

Emily Cassidy, MD, Thoracic Surgery and Jonathon Fletcher, PA, Thoracic Surgery

EPISODE 21 OCT 16 | 11AM

ENGINUITY GLOBAL

EMBOLDENING INNOVATION AND CREATIVITY SPONSORED BY: MONTHLY WEBCAST

TOPIC OF DISCUSSION

SECRETS OF THE BEST PLACES TO WORK

RECRUITING THE RIGHT TALENT

THE PERKS THAT MATTER

IN GOOD COMPANY

Company culture is important! Just ask this year’s BEST PLACES TO WORK winners. In this special advertising section, some of this year’s honorees talk about their history, their purpose, and the common values that motivate them to strive to be the best. That includes teamwork, shared goals, and mutual respect.

GREATER BATON ROUGE FOOD BANK

Our missionoriented approach encourages the community to work together to address food insecurity.

ORGANIZED IN 1984 to aid in economic issues, the Greater Baton Rouge Food Bank began distributing food from Victoria Baptist Church’s parking lot. From there, the Food Bank moved to three more locations before settling at its current home in the old Fraenkel Center. Community involvement is a priority, and the Food Bank provides food assistance to those in need across 11 parishes. In 2023, it distributed 14.5 million pounds of food, equivalent to 11.1 million meals, with help from over 14,500 volunteers. The Food Bank also provides

educational outreach through faith-based and other community partners.

Employees are encouraged to develop their professional skills by participating in programs that further their career development.

Feedback from staff is highly valued and taken into consideration. Based on employee feedback, the Food Bank made the change to a shortened work week to offer more flexibility to its staff.

IN 2003, 50 local physicians founded Surgical Specialty Center of Baton Rouge with a mission of providing innovative, convenient, and cost-effective surgical and post-surgical care. Today, the hospital boasts 10 operating rooms, 16 inpatient beds, imaging services, a retail pharmacy, and outstanding clinical and non-clinical talent.

SSCBR provides an excellent work environment for healthcare providers in terms of scheduling and culture. Employees appreciate the family feel and the fact that management is visible and accessible. Issues are resolved quickly and teamwork is valued. With a culture

based on mutual respect, teams work closely with physicians and enjoy the professional relationships they form with them. The doctors recognize that every team member is integral to success and achieving high patient satisfaction results and employee engagement.

All SSCBR employees are eligible for annual merit increases based on performance and behavioral standards. The company awards year-end bonuses with discretionary amounts for high-performing employees and those mentioned on patient satisfaction surveys receive special recognition.

CELTIC GROUP

Our culture is dynamic and forwardthinking with a ‘full steam ahead’ attitude.

THE CELTIC GROUP is a network of companies that originated with Celtic Marine Corporation in 1985 as a Marine third-party logistics provider. Since then, the group has expanded, launching Celtic Logistics (Inland Trucking), Celtic International Shipping, Celtic Real Estate, and Celtic Studios, the largest purpose-built film facility in the Gulf South.

The company stands out for its diverse portfolio, from logistics and real estate to international shipping. Celtic Studios, a key highlight, plays a significant role in Louisiana’s film industry, which supports 10,000 jobs, $360 million in Louisiana payroll and over $1 billion in state spending.

Our culture is dynamic and forward-thinking with a “Full Steam Ahead” attitude. We’re dedicated to supporting our local community and driving economic growth in Baton Rouge, particularly through Louisiana’s film industry. We proudly recognize and reward highperforming employees with bonuses, company highlights, and company appreciation events. The Celtic Group is committed to ensuring that our employees feel valued and appreciated for their dedication and hard work. We strive for everyone to feel they are a part of the Celtic Family.

We believe great things in business are never accomplished by an individual, but by teams of individuals coming together for a common purpose.

LYONS IS A family-owned wholesale convenience store distributor of food service, tobacco, candy, snacks and grocery products. It was established in 1923 and acquired in 1946 by William Davis Sr., grandfather of the current owner and CEO Hugh Raetzsch. With a legacy spanning over a century, Lyons now includes the fourth generation—Hugh’s sons Wilson, Matthew, and Nicholas.

The Lyons culture embodies the spirit of “family.” Every role and team member are vital to the company’s success, and recognition is an important way to acknowledge the hard work and dedication of the staff. For instance, each quarter, the “Pride of Lyons” recognizes two employees (voted by their peers) for

outstanding performance. The company also shares weekly employee headlines displayed on video boards recognizing birthdays, work anniversaries and individual achievements. Employees are rewarded with bonuses, gift cards, company swag and prime parking spots. Morale boosters are an essential part of the Lyons culture, and include: weekly drawings for $100 cash and a $150 Ruth’s Chris gift card; a monthly pizza party; Christmas party; Thanksgiving and Christmas lunch; team participation in charity events; and Spirit Committee to promote employee events such as the King Cake contest, Super Bowl boards, annual crawfish boil, snowball day, and cornhole tournament.

“People with stable employment and stable housing generally don’t go back to prison.”

ANDREW HUNDLEY, executive director, Louisiana Parole Project

Second chances

AS LOUISIANA continues to grapple with its high incarceration rate—the highest in the nation, as a matter of fact—workforce reentry programs have emerged as a critical component of the push to reduce recidivism.

Organizations across the state— business groups, governmental agencies and nonprofits included— are stepping up to offer formerly incarcerated individuals pathways to employment.

Such efforts seek not only to break the cycle of incarceration but also to restore dignity to those rejoining society—all while strengthening Louisiana’s workforce.

BY DILLON LOWE

REBUILDING A LIFE

For formerly incarcerated individuals, stable employment and stable housing are the two most important factors when it comes to reducing the risk of recidivism.

That’s according to Andrew Hundley, executive director of the Louisiana Parole Project, a Baton Rouge nonprofit with a stated goal of helping those individuals rebuild their lives.

“People with stable employment and stable housing generally don’t go back to prison,” Hundley says. “In our experience, people who are busy with work every day and who have safe places to come home to

generally don’t reoffend. They’re like everybody else—they’re tired at the end of the day and they’re ready to eat dinner and go to bed.”

For Hundley, who co-founded the Parole Project in August 2016, the issue of reentry is one that’s close to home. In 1997, he was convicted of second-degree murder and sentenced to life in prison at just 15 years old. While incarcerated at Angola, he completed college courses, led multiple inmate organizations and taught reentry and self-help classes.

In June 2016, Hundley became the first juvenile lifer to be paroled in Louisiana following a pair of

U.S. Supreme Court decisions that prohibited the mandatory sentencing of juveniles to life without parole. He’s now dedicated his life to helping others navigate their own reentries.

“I’m formerly incarcerated and most of my staff is formerly incarcerated,” Hundley says. “We’re individuals who were given a second chance, and a second chance means more than just getting out of prison. A second chance means having the opportunity to be successful.”

While stable housing is one of the two most important factors when it comes to reducing the risk

of recidivism, Hundley says stable employment is often the first step toward successful reentry. If a formerly incarcerated individual doesn’t have a stable income, finding stable housing becomes a much more daunting task.

That’s where the Parole Project’s Employment Enhancement Program comes in.

A partnership between the Parole Project, the Louisiana Department of Justice and the Louisiana Department of Public Safety and Corrections, the Employment Enhancement Program is designed to connect soon-to-be-released individuals with employment opportunities in the Baton Rouge and New Orleans metros prior to their release.

Program participants meet education and vocational training

requirements while incarcerated to ensure that they’re prepared to be gin their careers upon reentry, and the Parole Project offers them con tinuous support as they reacclimate to society at large.

Formerly incarcerated individu als aren’t the only ones who stand to benefit from the Employment Enhancement Program, though. The program also serves to address labor shortages in high-demand professions—carpenters, electri cians, HVAC technicians, mechan ics and welders, to name a few. Job opportunities in green energy and oil and gas have also become in creasingly common in recent years, according to Hundley.

“As the labor market has gotten tighter over the past few years, em ployers have gotten more willing to consider second chance hiring,” Hundley says. “They need good em ployees, and it’s gotten tougher to find good employees. We’re giving them people who are really moti vated to prove themselves.”

The DOC offers its own work force reentry programs, as well. Through the department’s online Return for Good portal, employers can post job openings, browse and message candidates, request inter views and, ultimately, hire highly trained individuals.

One Baton Rouge business that has found success hiring through the DOC’s Return for Good Program is prominent auto dealer Gerry Lane Enterprises.

Company President Eric Lane says his business has hired five for merly incarcerated individuals thus far and that he will “absolutely” hire more in the future.

“Just because somebody has been incarcerated doesn’t mean that they’ll never be any good to anybody,” he says. “These are peo ple who made a big mistake, paid a big price for it and paid their debt to society. They deserve a second chance.”

Lane tends to place formerly incarcerated individuals in posi tions that don’t directly interact with the public upon their hiring. Once they’ve “proven themselves,” though, it’s not unheard of for them to transition to public-facing roles. For example, Lane’s assistant body shop manager—somebody who interfaces with the public every

We’re loyal

to

Louisiana. We’re loyal to LWCC Employees.

Our people drive our purpose. We are committed to their development and encourage innovative collaboration through a variety of programs and employee offerings:

Newly renovated, state-of-the-art office with on-site fitness center

Corporate wellness program

Annual employee incentive program

Competitive salary and benefits, including volunteer time off And more...

Being included among Baton Rouge's "Best Places to Work" is just one way we're bettering Louisiana one business and one worker at a time. Learn more: lwcc.com/careers

DON KADAIR

“These are people who made a big mistake, paid a big price for it and paid their debt to society. They deserve a second chance.”

ERIC LANE, president, Gerry Lane Enterprises

day—is a formerly incarcerated individual who got his start at Gerry Lane working behind the scenes.

“These are people who want to prove themselves,” Lane says. “And they’ll work way harder than the average person to prove themselves. It’s a win-win situation and it’s been really, really good for us.”

The DOC and the Parole Project aren’t the only ones looking to make it easier for formerly incarcerated individuals to reenter the workforce.

In Baton Rouge, organizations like the Christian Outreach Center of Baton Rouge, the Criminal Justice Coordinating Council and the Power Coalition for Equity and Justice each offer their own programs to those rejoining society, and many more programs are available in other parts of the state.

Some headway, too, is being made at the state Capitol.

A FAIR CHANCE

In recent years, a number of measures have been passed by the Louisiana Legislature to encourage second chance hiring.

In 2016, Louisiana adopted a “ban the box” law that prohibits state and political subdivision employers from asking about an applicant’s criminal history on job applications and from conducting a background check prior to an interview.

And in 2021, the state adopted a “fair chance” law that restricts private employers’ consideration of an applicant’s criminal history in hiring decisions. Louisiana also offers a handful of financial incentives to employers hiring formerly incarcerated individuals, including a Work Opportunity Tax Credit of up to $2,400 for each new hire.

One local organization that has been vocal in advocating for laws that ease restrictions around workforce reentry is the Louisiana Association of Business and Industry. LABI President and CEO Will Green says that such legislative efforts are part of his organization’s LA23 Strategic Plan that, among other aims, prioritizes strengthening the state’s workforce—especially when it comes to in-demand trades.

“Organizations like the Parole Project are doing a great job, but we’ve got to couple that with good policy at the Legislature,” he says.

LABI found success in that regard during the 2024 regular session. Among its legislative “wins” this year were House Bills 93 and 94, introduced by state Rep. Matthew Willard, D-New Orleans, and Senate Bill 251, introduced by state Sen. Regina Barrow, D-Baton Rouge.

HB93 and HB94 provide for the issuance of birth certificates and other important documents to adult and juvenile inmates upon release in an effort to ensure that formerly incarcerated individuals are in possession of the paperwork they need to obtain a job. SB251, meanwhile, requires the DOC to offer GED and vocational training programs to inmates in an effort to address labor supply shortages.

“These are kind of simple things that some people take for granted,” Green says, “but if we can keep creating these small barriers to reoffending, it’ll go a long way toward filling need-based jobs and reducing incarceration.”

What to know about the financial benefits of second chance hiring

In Louisiana, a handful of financial incentives are offered to employers hiring formerly incarcerated individuals. Here’s a rundown.

FIDELITY BONDING

Fidelity bonding is insurance aimed at protecting employers hiring at-risk job applicants. The insurance covers employee dishonesty and stealing (embezzlement, forgery, larceny and theft) but does not cover job injuries or poor workmanship. Bonds are issued by the Louisiana Workforce Commission as soon as an applicant has a job offer and a start date scheduled. The value of the bond insurance issued ranges from $5,000 to $25,000 for a six-month period with no deductible amount. For more information, visit bonds4jobs.com.

WORK OPPORTUNITY TAX CREDIT

Through the federal Work Opportunity Tax Credit Program, employers can receive up to $2,400 for each formerly incarcerated individual hired. Employers must apply for and receive a certification from the Louisiana Workforce Commission before claiming a tax credit. Visit laworks.net/wotc to apply.

LOUISIANA REGISTERED APPRENTICESHIP PROGRAM

Through the Louisiana Registered Apprenticeship Program, employers can work with the DOC to tailor inmate training programs toward the precise skills they require. The program is aimed at ensuring businesses have an affordable source of highly skilled employees. For more information, visit apprenticeshipla.com.

ON-THE-JOB TRAINING

Through Louisiana’s On-the-Job Training Program, employers can receive up to 50% reimbursement for training new employees in skills specific to their jobs. The average amount received per employee is $6,000, according to the DOC. For more information and to review eligibility information, visit ojt.com/ states/louisiana.

Source: Louisiana Department of Public Safety and Corrections

Rolling with the changes

Louisiana’s medical marijuana and hemp sectors adapt to new laws, market dynamics and consumer challenges.

BY JORDAN ARCENEAUX

THE MEDICAL marijuana and hemp industries in Louisiana continue to evolve, even as they must navigate ever-changing laws governing how such products are produced and sold.

Medical marijuana has technically been legal in Louisiana since 1978, when Gov. Edwin Edwards signed into law legislation legalizing it for glaucoma and chemotherapy patients. However, the state never put a formal program in place.

But in 2019, Louisiana became the first state in the Deep South to make medical marijuana available to patients.

Until this year, LSU and Southern University had held the only two medical marijuana grower licenses in Louisiana since 2016. To help start their cannabis farms, the colleges partnered with private companies Good Day Farm and Ilera Holistic Healthcare, respectively.

However, during the legislative

session that ended in June, lawmakers revoked the exclusive farming rights of LSU and Southern University via Senate Bill 228 and fully privatized marijuana production by transferring the licenses to the two companies.

The bill, sponsored by Sen. Patrick McMath, R-Covington, sailed through the Legislature with little opposition and was signed into law by Gov. Jeff Landry, taking effect immediately.

No other companies can apply for a grower’s license unless Good Day Farm or Ilera relinquishes theirs.

The Louisiana Board of Pharmacy has approved 10 dispensaries to operate in the state, but patients must receive a recommendation through a qualifying diagnosis in order to buy cannabis.

Capitol Wellness Solutions on Picardy Avenue in Baton Rouge is one of those dispensaries. In

August 2019, the location dispensed the first medical marijuana in Louisiana.

“We had the first patients in the whole state of Louisiana, and at that time it was just tinctures,” recalls Capitol Wellness Solutions founder and CEO Randy Mire. “It was oil that patients would put under their tongue. We have grown so much now to have over 200 SKUs of products and tons of different options, from gummies to different oils.”

Mire says his business has continued to evolve as medical marijuana use has grown, and its Picardy Avenue location is larger than the business’s first site. In addition, it has expanded to 25 employees after starting with just five in August 2019.

The dispensary opened its second Baton Rouge location, on O’Neal Lane, in September and plans another for Ascension Parish in 2025.

“We’re pumped to be able to

grow from just five employees at one location to have three locations and close to 100 employees helping so many patients,” Mire says.

CHALLENGES TO FACE

The industry, though, still faces challenges, according to David Slaughter, co-founder and CEO of Orion Laboratories.

Slaughter established a subsidiary company, Orion Therapeutics, in November 2022, signaling Orion Labs’ expansion into the state’s nascent medical marijuana program as a third-party laboratory tester.

“One of the problems Louisiana has compared to other states is the access points in terms of the pharmacies,” Slaughter says. “There probably could have been a little bit more competition, from the feedback I’ve gotten.”

Slaughter says that when Orion started testing marijuana for the program there were many

A FIRST: In 2019, Louisiana became the first state in the Deep South to make medical marijuana available to patients.

unknowns, and he was reluctant to be a part of it for multiple reasons.

“The legality of it was one reason,” he says. “We had to fund the whole thing with cash. Funding an entire laboratory with the type of testing you need to do this correctly is expensive. We spent around $2 million to start Orion Therapeutics for the small build-out and the instruments.”

“Banks are kind of in this gray area whether they can touch [the money] or not. It’s really frustrating. Some banks feel like it’s worth the risk and others don’t. There’s no safe harbor for them.”

DAVID SLAUGHTER, co-founder and CEO, Orion Laboratories

A separate team runs the medical marijuana testing lab, Slaughter says. The lab started with two employees and expanded to about a dozen.

Mire says a major challenge for his dispensary was overcoming the stigma surrounding marijuana. He advises potential patients to check out the dispensary to ease any misgivings.

“When you walk in our lobby, you do not see that stigma,” he says. “You see regular patients suffering from regular conditions that need help. Our average patient is that person in their mid-40s who wants to sleep better at night.”

NO SAFE HARBOR

Another challenge involves banking, according to Slaughter.

“Banks are kind of in this gray area whether they can touch [the money] or not,” Slaughter says. “It’s really frustrating. Some banks feel like it’s worth the risk and others don’t. There’s no safe harbor for them. Now you’re talking about a lot of cash people have to carry.”

Mire says customers can not use credit cards to pay because it is against federal law. He says Capitol Wellness does accept debit cards and has an ATM in the lobby. However, the government’s plan to reclassify marijuana from a Schedule I to Schedule III drug could loosen banking restrictions and allow the use of credit cards within the next year.

Slaughter believes market competition is pivotal to lowering prices for Louisiana consumers. Recent data from World Population Review shows Louisiana has the sixth-highest average medical marijuana cost, at $359 for 1 ounce of highquality marijuana. North Dakota is the most expensive, at $384.

One ounce of medium-quality marijuana averages $258, according to the state’s cannabis information website. Prices at dispensaries in the state, can range from as high as $500 per ounce for higherquality marijuana to as low as $120 an ounce for medium-quality marijuana, depending on location.

“Compared to other states, we

EARLY

START: Capitol Wellness Solutions

, shown here on Picardy Avenue, opened its second Baton Rouge location , on O’Neal Lane , in September and plans another for Ascension Parish in 2025.

FEELING THE EFFECTS:

Louisiana lawmakers gave the green light to consumable hemp in 2022. The industry has grown quickly since, creating a new group of wealthy business owners.

have a really good framework,” Slaughter says. “We’re not having problems other states are having in terms of the quality of testing and the quality of the product that’s getting out there and making sure that people are doing what they’re supposed to be doing.”

SELTZERS, GUMMIES AND EXTRACTS

Recreational use of marijuana remains illegal in Louisiana, but those who want to feel a high have a wide array of legal options; sellers of consumable THC-infused seltzers, gummies and extracts have sprung up all over the state in the past several years.

Louisiana lawmakers gave the green light to the consumable hemp industry in 2022 after thenHouse Speaker Clay Schexnayder assured the state-regulated marijuana industry privately and legislators publicly that it wouldn’t lead to the sale of mind-altering substances.

However, consumers started to feel the effects of the products, which contain Delta-8 THC and Delta-9 compounds from the cannabis plant and produce intoxicating effects.

The hemp industry in Louisiana has grown quickly since, creating a new group of wealthy business owners.

Retail sales of consumable hemp products soared from $512,000 in 2020 to over $33 million in

2023, according to data from the Louisiana Hemp Association. Tax revenue swelled from $64,000 to over $4.1 million in that period.

The hemp industry also drew the attention of legislators during this year’s regular session.

Lawmakers passed Rep. Dustin Miller’s House Bill 952, which lowers the potency of recreational hemp edibles from 8 milligrams of THC to 5 milligrams per serving and bans them from convenience stores that sell fuel.

While restaurants and bars holding alcohol and hemp permits can continue selling hemp products, the new law prevents the state from issuing new hemp permits for alcohol establishments. In addition, the law lowers the potency of liquid THC tinctures from 80 milligrams to 30, and limits THC beverages to a single 5 milligram serving per can or bottle.

Manufacturers will also now be required to conduct potency tests on every batch of hemp edibles to ensure THC amounts in the products are consistent.

Lawmakers opted for stricter regulations with Miller’s measure rather than completely dismantling the hemp industry.

Sen. Thomas Pressly’s Senate Bill 237 would have made it illegal to manufacture or sell products that contain any amount of THC unless they are licensed medical marijuana products. That bill fell short of final passage.

“Dedicated to the Support and Success of the Independent Retail Grocer.”

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LOUISIANA • TEXAS • MISSISSIPPI

Chance encounter

How an airplane ride made Baton Rouge ground zero for developing a revolutionary health care technology.

SOMETIMES THE GREATEST partnerships emerge from being at the right place at the right time. In 2014, two professionals sat next to each other on a plane. One was Mara Macdonald, a co-founder and former COO of California medical diagnostics company Cytovale. The other: a chief scientific officer for a large venture club.

After sparking up casual conversation, Macdonald mentioned she worked at a biotech company and was working on technology that looked at white blood cells and could be used in the diagnosis of sepsis.

Before the end of the flight, the two seat mates swapped contact information. The chief scientific officer referred Macdonald to a relative who was a physician in Nashville who could potentially be a clinical partner for her project.

The physician connected Macdonald with another doctor, who passed the opportunity to someone more experienced in the type of research Cytovale was looking for: Dr. Hollis O’Neal Jr., the medical director of research at Our Lady of the Lake Health and pulmonary and critical care physician at LSU Health Science Center.

“All the facilities that are taking care of sepsis without IntelliSep are playing checkers and we are playing master chess.”

DR. MARK LAPEROUSE, medical director of emergency services at Our Lady of the Lake Regional Medical Center

The chance encounter on an airplane set the stage for a groundbreaking collaboration between Our Lady of the Lake Health and Cytovale to join forces and bring Baton Rouge an innovative solution in medical diagnostics. Their partnership introduced IntelliSep, a revolutionary rapid test for sepsis, making Baton Rouge the first city to benefit from this cutting-edge technology.

“People generally think of innovations like this coming from the East or West coasts,” O’Neal says. “Cytovale is based in San Francisco, but they came to us because we have a good patient population. We are showing we can do world-class research here.”

BY CYNTHEA CORFAH

O’Neal began working with Cytovale in March 2014 and started clinical research for IntelliSep six months later. With Our Lady of the Lake Health, he led the clinical research for IntelliSep proving the technology’s successful application with adult humans. In 2023, the OLOL Regional Medical Center emergency department was the first to utilize the FDA-cleared diagnostic test in the U.S.

LEADING THE COUNTRY

IntelliSep is a diagnostic test that checks patients’ blood for sepsis in less than 10 minutes. The technology was developed by Cytovale cofounder and scientific adviser Dino Di Carlo, a UCLA professor and

serial entrepreneur who is responsible for key innovations in biotechnology. The Google scholar has co-founded five startup companies across diagnostic, medical device, and therapeutic industries.

The diagnostic tool categorizes patients into three “bands” based on their probability of sepsis determined from a standard blood draw. Band one means the patient has a low probability of sepsis, band two means further tests may be necessary and band three means the patient has a high probability of sepsis.

Sepsis is the body’s extreme response to an infection. It is the leading cause of death in hospitals, according to the National Institute

of General Medical Sciences. Without urgent treatment, sepsis can quickly lead to tissue damage, organ failure and death. For local medical professionals, IntelliSep was a game changer.

“It’s taking out a lot of the historical guesswork that was the treatment of sepsis,” says Dr. Mark Laperouse, medical director of emergency services at OLOL Regional Medical Center.

“Because we have a blood test, we are able to identify septic patients before they have all of the signs and symptoms of sepsis. We’re catching them earlier than ever and, as a result, we are able to initiate the appropriate additional tests for sepsis patients, the

additional treatments and we’re able to get these patients improved more rapidly.”

Since officially using the medical technology at OLOL’s emergency department in August 2023, Laperouse says he has seen evidence of decreased mortality rate in sepsis patients and decreased length of hospital stays, leading to better patient outcomes and experience. Prior to IntelliSep’s use in OLOL’s emergency department, treatment for sepsis could take days.

Historically, doctors relied on blood cultures and symptoms of sepsis like elevated heart rate and low blood pressure to determine whether the patient was septic. Now that medical professionals can narrow down who is septic within eight minutes, OLOL and other approved hospitals are able to quickly treat septic patients and accurately diagnose them with other conditions.

sickest patient faster, which saves the hospital time and resources.

“All the facilities that are taking care of sepsis without IntelliSep are playing checkers and we are playing master chess,” Laperouse says.

The quiet killer

Sepsis is the No. 1 cause of death in hospitals, taking the lives of 270,000 people every year in the U.S., which is more than opioid overdoses, prostate cancer and breast cancer combined.

After getting its start at OLOL in Baton Rouge, IntelliSep is spreading its reach to other hospitals in Louisiana and beyond. The technology is helping diagnose patients at Our Lady of Lourdes Regional Medical Center in Lafayette, St. Francis Medical Center in Monroe, St. Dominic’s Hospital in Jackson, Mississippi, and Froedtert Hospital in Milwaukee.

Source: Cytovale

O’Neal says Cytovale plans to expand to hospitals across the country and is deliberately deciding on which hospitals to partner with. He says Cytovale is looking for hospitals that understand the disease and can implement the technology in a structured way that leads to results similar to OLOL’s.

Laperouse adds that the benefits of the test have also been instrumental for the ER staff. He says IntelliSep helps ER nurses function more effectively and efficiently. They are able to identify who is the

“We’re leading the country in the fight against sepsis and other disease processes,” Laperouse says. “In the future, I would imagine that every ER in the country will have to have a diagnostic test for sepsis.”

“People generally think of innovations like this coming from the East or West coasts. We are showing we can do world-class research here.”

DR. HOLLIS O’NEAL JR., medical director of research, Our Lady of the Lake Health and pulmonary and critical care physician at LSU Health Science Center

DON KADAIR

SafeBR

BY TED GRIGGS

Can a broad-based public safety initiative that includes business leaders halve Baton Rouge’s homicide rate?

SAFEBR BEGAN WITH a murder. Dozens of murders, really. So many killings took place in Baton Rouge in 2021 that it’s difficult, just three years later, to remember which was the most horrific, much less the names of the 149 victims. The youngest was 3 months old; the oldest, 90.

Late that year, as Baton Rouge staggered toward a second consecutive record number of homicides, several members of the business community gathered together. They hoped to come up with a plan to reduce violent crime.

What they came up with was a multifaceted approach that includes high-definition security cameras for crime hot spots; collaborations with community groups on programs to offer services to families and give students an after-school center to study and play; intervention programs for the newly arrested or first offenders; legislation to establish specialized courts for cases involving domestic violence, veterans and retail theft; and setting standards for firms that provide ankle monitors.

Nial Patel, now the de facto head

“You can’t grow your business [when] a potential employee who flies into town for an interview opens up the paper and reads about a murder that took place last night just down the street from their hotel.”

NIAL PATEL, leader, SafeBR

of the organization known as SafeBR, says that while the attendees had some good ideas, something was missing.

“I said, ‘We don’t have the whole community represented. I’m not the smartest guy, but we don’t have the sheriff, the police chief, the council. We don’t have all the other entities that are doing work in the community, like 100 Black Men—they do a lot of mentoring—or the Three O’Clock Project or the Big Buddy program. We don’t have the EBR School System. We don’t have the DA. We don’t have the judges.”

By themselves, the businesspeople weren’t going to create an effective solution or solutions to stop violent crime, he says. That kind of effort requires the entire community.

The release of a commissioned report on larger solutions set for August has been delayed, possibly to the end of October. Some media outlets have reported its recommendations include the merger of the East Baton Rouge Parish Sheriff’s Office and the Baton Rouge Police Department—an idea that has been

discussed in years past but failed to gain traction.

A MOVEMENT WITH A NAME

Patel was chosen to organize the communitywide push as his peers knew he was passionate about preventing violence. His father had just died, three months after a vicious attack in the parking lot of the Kenner hotel he owned and managed. Patel’s colleagues also knew he was dedicated to Baton Rouge. Patel’s civic activities include serving on the Southeast Super Region Committee and on the boards of New Schools for Baton Rouge, Teach for America and the Baton Rouge Alliance for Children.

So Patel began reaching out. He started with Adam Knapp, then-CEO of the Baton Rouge Area Chamber, and Chris Meyer, CEO of the Baton Rouge Area Foundation. Next, he turned to City Hall, law enforcement officials, community organizations, and education and health officials. The group began meeting at the BRAF offices. Momentum built. Before long, 100 people were

jamming into the foundation’s offices.

By February, the group had a goal: to reduce Baton Rouge’s homicides by half, and a name—SafeBR.

“I think it’s absolutely horrific to lose somebody, anybody for any reason, but a senseless murder, it shakes up the community,” Patel says. “You talk to other folks, my friends and colleagues, and they say, ‘Look, we can’t recruit talent here,’” Patel says. “You can’t have a thriving city. You can’t grow your business [when] a potential employee who flies into town for an interview opens up the paper and reads about a murder that took place last night just down the street from their hotel.”

Initially, the group planned to raise $15 million to go along with $50 million from the city-parish government. The approach was similar to that of the NOLA Coalition, which awards grants to youth support groups. SafeBR raised more than $1 million but has since shifted its focus from fundraising to highlighting where the community’s needs are and encouraging people to do something about it.

“I think north Baton Rouge, south Baton Rouge, Black, white, Republican, Democrat, we can all agree that this [violent crime] is an issue that needs to be addressed,” Patel says.

Everyone can also agree that talking about the issues doesn’t solve them, he says. SafeBR wants evidence- and outcome-based solutions.

A NEW APPROACH

Knapp, who is now CEO of the Committee of 100, says that while he was BRAC CEO there were three separate efforts made to promote public safety. Political and law enforcement leaders came up with solid ideas, but the programs weren’t intended to be permanent. The projects were short term, chamber led and chamber driven.

“This is, I think, a bit of a different approach. The intent was really to be unifying but also informative so that folks could feel like they understand

what’s going on, but also what approaches to try to take,” Knapp says. SafeBR started by hiring a criminologist who had researched what initiatives were successful at reducing violent crime in communities nationwide. The criminologist made specific recommendations. SafeBR members immersed themselves in the data and then focused their advocacy and financial support on the efforts that reduced homicides.

One initiative was “The Opportunity Data Project: Understanding Homicide and Gun Violence in Baton Rouge.” The white paper, funded by BRAF, details the formula for violence in Baton Rouge and lays out areas of investment to strengthen neighborhoods and communities.

Many of SafeBR’s initiatives—the truancy program, regulations for ankle bracelet monitoring firms, partnerships with the Inspiration Center at Howell Park and the Boys and Girls Clubs—emerged from the initial meetings. The white paper identified which initiatives offered immediate, attainable reform.

Clay Young, owner of Clay Young Enterprises and chair of the Baton Rouge Law Enforcement and Criminal Justice Foundation, says previous public safety efforts lacked

broad community collaboration.

“It needs to be multifaceted. I don’t think this effort can be successful if it’s just about enforcement,” Young says. “There has to be some investment in resources that impact these communities affected by poverty. If this effort is partnered with others who are doing that, there’s a chance for success. If it isn’t, it really won’t change anything.”

There is no single panacea for violent crime, Young says. But SafeBR can catalyze community efforts like law enforcement and the Criminal Justice Foundation-backed Inspiration Center, the YWCA, or Boys and Girls Clubs.

MEASURING SUCCESS

Hanna Love, a fellow at Brookings Metro’s Bass Center for Transformative Placemaking, says it’s too early to tell whether SafeBR will be a success.

“Community safety initiatives are most successful when they involve a broader swath of agencies,” Love says. “That could be an agency from Health and Human Services, justice-related agencies, child care, etc. We’re talking about a layering of multiple strategies including community investment, accountability, and other things that are more on the prevention side.”

“The intent was really to be unifying but also informative so that folks could feel like they understand what’s going on, but also what approaches to try to take.”

ADAM KNAPP, CEO, Committee of 100

Baton Rouge, LA Billings, MT • Midland, TX Longview, TX (800) 986-5908

LinkedIn: www.linkedin.com/company/jh-operating

MARIE CONSTANTIN

Your Parks, Our Purpose

Together, we have created a national Gold Medal winning park system for East Baton Rouge Parish. How? A history of consistent investment, supporters who imagine big and a lot of planning and hard work to turn those ideas into reality.

Imagine Your Parks 3 Would Include Projects Like: Conceptual renderings + examples of what could be done with funding.

BREC’S annual economic impact in East Baton Rouge Parish is more than FOUR TIMES what it collects in ad valorem revenue. A Trust for Public Land study found that BREC’s economic impact to the parish through recreational value, environmental benefits, healthcare cost savings, natural stormwater management, and more was approximately $318 Million in 2023 when ad valorem tax revenue was $73 Million. Learn More about

Impact on East Baton Rouge Parish

Liberty Lagoon

community parks

“I don’t think this effort can be successful if it’s just about enforcement. There has to be some investment in resources that impact these communities affected by poverty.”

CLAY YOUNG, owner, Clay Young Enterprises and chair of the Baton Rouge Law Enforcement and Criminal Justice Foundation

Homicides in Buffalo, New York, dropped by 46% from 2022 to 2023, but the communitywide collaborative work that led to the decline began years earlier, Love says.

Meanwhile, Baton Rouge’s homicide rate remains among the highest in the country at close to five times the national average. The city saw 58 homicides during the first half of 2024, a 15% increase over 2023.

Patel and other SafeBR members say they are not discouraged. They point to early successes such as the Page/Rice Camera Initiative and a new law that sets standards for firms that provide ankle bracelet monitoring systems.

The camera initiative, a partnership with the Law Enforcement and Criminal Justice Foundation, has helped fund more than 100 hightech crime cameras at businesses and crime hot spots. Local businesses can buy cameras for their location and sponsor others. Law

enforcement has identified 200 crime hot spots, with a goal of putting cameras in each.

“That’s the ticket there. This is the bomb, man,” says Scott Grand, owner of Capital Bedding Co. on Choctaw Drive. “We’re in the 70805 ZIP code and up there on the top tier crime area in Baton Rouge.”

Before Grand paid for a Page/Rice camera, thieves constantly stole catalytic converters and batteries from his company’s delivery trucks, hitting the business on nights and weekends. But the camera, which tracks people crossing the parking lot, has been a deterrent, generating video so well-defined it’s easy to identify each person.

“I’d love to see more businesses have it in Baton Rouge,” he says. “I’m contemplating just doing a donation to set one up somewhere else in the city.”

The ankle bracelet monitor law makes providers accountable for

their devices’ performance. In the past, some companies didn’t ensure the batteries powering the devices were charged, defeating the purpose of the monitoring.

NO SIMPLE SOLUTION

Patel says SafeBR realizes the solutions to violent crime aren’t as simple as installing cameras in crime hot spots or requiring ankle bracelets to have charged batteries. The issues behind violent crime are complex and require multifaceted solutions.

Take truancy for example. Data shows that when kids don’t go to school it has a ripple effect on crime rates and the economy, he says.

There are many reasons for truancy, Patel says. Maybe a child is too embarrassed to go because they have only one uniform and it’s damaged or dirty. Maybe the child’s mom is working three jobs and isn’t around to make them go to school.

SafeBR’s idea is to work with the school board to find out why kids aren’t getting to class, Patel says. “Let’s find out if a student needs a uniform and find a way to get him or her one,” he says. “Maybe that will involve

raising money privately. Maybe that will require reallocating public funding to a uniform program.”

SafeBR discovered that the notification system sometimes led to delays in letting parents know their children weren’t at school. By the time the information worked its way from the teacher to the principal to a supervisor to school board headquarters, a couple of hours or even a half-day might have passed.

Now the EBR School System is working with the state on a pilot project to reduce the reporting delays through the use of software, Patel says.

Will the software end truancy? No,

but it’s a step in the right direction, Patel says. Many more steps may be needed, but faster notifications, making uniforms available, and other efforts add up to lower truancy rates. And when truancy rates fall, violent crime is reduced just a bit.

If enough of SafeBR’s initiatives pay off, eventually Baton Rouge’s homicide rate will fall, he says.

Patel describes SafeBR as an initiative, not an organization.

There is no formal structure, no officers or committees. There are more than 300 members but no membership fees. People and businesses can join or donate, it’s up to them. They can also choose where their

donations are directed. The group isn’t registered as a nonprofit. BRAF handles its finances.

Patel says one of his main duties is emailing members to set up meetings where they can discuss the next steps.

One of SafeBR’s biggest projects is a major study—conducted in partnership with local, state and federal law enforcement, as well as community and public leaders—that examines how Baton Rouge can learn from other communities making transformative investments in law enforcement support and practices.

At deadline, some media outlets were reporting the soon-to-be released report recommends merging the East Baton Rouge Parish Sheriff’s Office and Baton Rouge Police Department. It’s an idea that the agencies are unlikely to embrace and would require a huge push to achieve community support.

“It’s not going to be easy. It’s going to be a 10-year-long effort,” Patel says. “Hey, look in a decade, we want to see murder rates be cut in half, and if it’s cut in half, then we’re in one of the thriving city sets.”

NOVEMBER 14, 2024

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THERE IS A big decision for all to make on Election Day, Nov. 5—and I’m not talking about the choice for president. Top billing belongs to the mayor-president of East Baton Rouge Parish, where eight candidates will appear on the ballot, though Tammy Cook has since dropped out.

Yet the race is a referendum on eight-year, two-term incumbent Sharon Weston Broome. She is well known, and I believe most folks have made up their mind about her job performance. If you are the incumbent of a city that’s declining in population and polls are showing two out of every three respondents want someone else, I suspect you don’t sleep well at night.

Mayor Broome and BREC failed us

Broome reminds me of a football coach hired with high hopes of success. (I had high hopes for her in 2016.) But when they lose games, support erodes. Then comes the next season and the optimistic hope of a turnaround—but it never happens. The writing begins appearing on the wall. Broome tried, giving it her best shot, but has failed.

There is honor in serving, and Broome has had a long career as a public servant. But all coaches know that when the support is gone, the end is near. That time has come for Mayor-President Broome.

A clear majority of voters are looking elsewhere for a candidate. I don’t know who that person should be. But Baton Rouge: It’s time for a new leader.

BREC IS “FOOL’S GOLD”

parks and recreation?

With its history, I don’t. BREC, like CATS, is a public body with appointed leaders—not elected. Both recently rolled forward their respective millage rates without a vote of the people, raising your taxes. Their pocketbooks were more important than yours. So you can only speak on their performance when they must place their tax on the ballot. Your vote is your voice. And these two taxes won’t be back around for 10 and 20 years from now.

I learned from the Louisiana Legislative Auditor, on June 6, when BREC finally filed its 2021 audit, that the organization was so far behind with its submissions that it was just 25 days away from triggering a hearing by the state’s Fiscal Review Committee. That could have resulted in the state taking over BREC’s finances. Can you believe that?

I also learned that an agency filing an audit just one year late is placed on a “noncompliance list” with the state treasurer and is prohibited from receiving state appropriations. This designation of incompetence has prevented BREC from receiving $679,000. The cash is sitting idle in a state treasurer’s account. A BREC commissioner tells me there is also “gold” from the federal government that can’t be spent due to the same audit restrictions. BREC has not met the gold standard at the state or federal level.

Does it bolster your trust in BREC’s financial management to know BREC Superintendent Corey Wilson hired his first cousin this summer to serve as the agency’s CFO?

Why does BREC have 184 parks— seven times as many as Austin, which is much larger—and many are riddled with weeds, potholes in the parking lot and locked bathrooms?

BREC will run slick TV spots telling you it is “Gold”—but it is fool’s gold. Just like our Statista’s No. 1 ranking in the U.S. for the “largest number of recreation and senior centers per 20,000.” It sounds good to beat Philadelphia, Miami, Chicago and Tampa. But we know many of those centers have no air conditioning, are in disrepair and are likely to be shuttered. Does that “honor” sound like gold to you?

But it gets worse. The state attorney general is investigating BREC as this goes to press over a possible violation of the Louisiana Open Meetings Law. I submitted a public information request to Wilson, the legal custodian of records, for any texts or emails between commissioners and BREC executives on Aug. 27-28. The following week, I got a reply from BREC’s general counsel, reviewed by Wilson, stating, “There are no emails or text messages between the commissioners and BREC’s executive staff on August 27 or 28, 2024.”

I informed them I had copies of their Aug. 27 texts, and Wilson participated in the conversation. I then sent the information to the district attorney, who forwarded it to the AG for an investigation. Mysteriously, the next week, BREC found the texts and sent them to me.

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.

From July to the Election Day on Nov. 5, BREC plans to spend about $570,000 of your tax dollars in marketing to convince you that it is a golden operation—a parks department worthy of you giving it $700 million in property tax dollars. What?! This is despite the facts I shared in my last column on BREC’s financial mismanagement and its close call of a state takeover due to its 2021 audit not being filed after nearly three years.

The big question is: Do we trust BREC to manage $100 million annually and provide us with excellent

No one argues that parks and recreation are essential to our quality of life in East Baton Rouge Parish. That is not the point here. Our state and federal governments know that, too. But they are telling BREC no more

The entrance road to Oak Villa park and the concession stand. Is this B REC’s “gold medal” quality?

money until you fix it, yet BREC expects parish voters to say yes to $700 million without accountability. Is BREC serious?

BREC doesn’t deserve your support on Nov. 5. Vote ‘no’ and tell BREC to fix it first.

CRIME IS THE PRIORITY

East Baton Rouge District Attorney Hillar Moore’s office had nearly 15,000 active cases at the start of September, according to a story in The Advocate. But the DA said he doesn’t have money to hire more prosecutors or raise the pay of staff attorneys.

“We try not to let money stand in the way of doing justice, but sometimes it does,” Moore told the newspaper, adding his office is “historically underfunded.”

The Advocate article went on to report this: “In the first half of this year, Baton Rouge saw an increase in homicides, while most of the rest of the country saw a decrease in killings.”

The fight against crime is a near-unanimous citizen priority in this parish, yet the DA’s budget is only $16 million, while BREC spends $100 million annually and is asking voters to approve $700 million in property taxes on Nov. 5.

Moore mentioned requesting a new property tax, saying his office needs an additional $4 million to $5 million in funding. Ironically, BREC just gave itself a $5 million revenue increase with its decision to roll its millage rate forward. If punishing criminals is a top priority in the fight against escalating murder rates, then voters ought to consider giving their limited tax dollars to an underfunded DA’s office rather than a mismanaged and incompetent parks department.

HOW I WILL VOTE

There is one state constitutional

amendment and a local amendment to East Baton Rouge’s Plan of Government. There are two tax propositions for BREC. Below are my recommendations.

STATE CONSTITUTION

Amendment No. 1 — YES

This amendment requires that all federal revenues received by the state generated from Outer Continental Shelf alternative or renewable energy production (wind, solar, etc.) be deposited into the Coastal Protection and Restoration Fund. Currently, only revenues from oil and gas are deposited. This will expand the law to include all.

LOCAL ISSUES

EBR Plan of Government

Amendment — YES

This amendment includes many items, including some “cleanup” items, like changing “he” to “he or she” or moving dates to allow for more time for budget discussions.

The main changes are new city-parish positions and residency requirements. If approved, a mayoral candidate must live two years in the parish to qualify, and Metro Council candidates must reside for at least one year.

The new positions include a city-parish manager, a chief of staff, and an executive counsel to the mayor’s office. There are duties specified, and in the case of the city manager, there are qualifications.

The mayor would hire the city manager, but the Metro Council must confirm them. The mayor could fire the city manager but must submit a replacement within 90 days.

Some may ask, “If we have a city manager, what will the mayor do?”

With a professional city manager running the day-to-day operations, the mayor is free to sell their vision for the future, help residents and entrepreneurs understand the goals,

and inspire us all to become the best version of ourselves.

The mayor would also become the No. 1 salesperson for Baton Rouge, traveling to attract new companies and talent to our community. There would also be more time to work for the Capital City at the state Capitol and in Washington.

This scenario hinges on getting top talent in these three newly created mayoral office positions. The council must hold the bar high. Teamwork makes the dream work.

Yes, we will have to pay to attract high-level talent. Let’s start by combining all the mayor’s current staff salaries and redistributing the allotments. Additional dollars may still be necessary. But city-parish government is a $1.1 billion operation with over 4,000 employees. It requires top leaders who may make more than the mayor. For the right talent, it will pay dividends. We must have professionals in charge and take a chance with this change.

BREC Recreation and Park Proposition No. 1 — NO

I won’t support hundreds of millions of taxpayer dollars being entrusted to an incompetent, mismanaged and dishonest “fools gold” parks department.

BREC Recreation and Park Proposition No. 2 — NO

I won’t support hundreds of millions of taxpayer dollars being entrusted to an incompetent, mismanaged and dishonest “fools gold” parks department.

ENTREPRENEURS ARE HEROES

I have always been a fan of our entrepreneurs and love celebrating their hard work, innovation and success. Small businesses employ 61.7 million Americans, 46.4% of private

sector employees, and accounted for 62.7% of net jobs created from 1995 to 2021.

According to the Goldwater Institute, a 1% increase in a state’s entrepreneurship rate is associated with a 2% decline in poverty. Louisiana has the second-highest poverty rate in the U.S.

These stats emphasize the importance of entrepreneurs to the future of out city and state and quality of life. They are critical to the ecosystem and economy, so what is our community doing to support them?

There is something newly created by entrepreneurs for entrepreneurs.

The Alliance is a membership-based nonprofit created by Baton Rouge entrepreneurs to connect small businesses with resources, relationships and coaching to foster growth and community impact. Its goal is not only to support existing businesses but to attract back some of the brightest entrepreneurial minds who have left Baton Rouge and our universities, ensuring their talents are reinvested into the local community.

The Alliance will emphasize a holistic strategy combining expert guidance, mentorship, access to capital, and peer support. Additionally, The Alliance nurtures the next generation of philanthropists by fostering a strong culture of giving back.

I am excited about The Alliance and the possibilities. The leadership includes Stuart Gilly, Todd Barlow, Gabe Murillo and Julie Laperouse, and founding members Pete Bush, Jen Fowler, Scott Hodgin, Phillip Lafargue ll and Mawe Tayki. I applaud their vision and effort and wish them all the best. I hope other organizations, agencies and large companies will partner with them. Their success will be our success. Visit the website for more information: GrowwiththeAlliance.com.

REFLECTIONS

THE RICHES OF

BEING “IN CHRIST,” PART

4

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

THE FOURTH PART of the riches of being “in Christ” has to do with being adorned for adoration. Ephesians 1:4-5 have the phrases of adornment of grace: “Christ grace was freely bestowed on us, and according to the riches of His grace, which He lavished on us.” For this adornment, notice the crescendo of praise with which Paul calls us: “to the praise of the glory of His grace.” The heart and beauty of the

Gospel is found in verse 7: “In Christ we have redemption through his blood, the forgiveness of our trespasses, according to the riches of his grace, which he lavished on us.” This is another adornment for praise and adoration. For by Christ’s blood we are forgiven by the lavishing of grace upon us. In the next Reflections, we will break down this amazing Grace of the gospel. —Jeff Mitchell, Retired COL and Army Chaplain

Private high schools

Ranked by fall enrollment

1 1 Catholic High School 855 Hearthstone Drive, Baton Rouge70806 225-383-0397| catholichigh.org

2 2 St. Joseph's Academy 3015 Broussard St., Baton Rouge70808 225-383-7207| sjabr.org

3 3 St. Michael the Archangel High School 17521 Monitor Ave., Baton Rouge70817 225-753-9782| smhsbr.org

4 4 Parkview Baptist School 5750 Parkview Church Road, Baton Rouge 70816 225-291-2500| parkviewbaptist.com

5 5 Episcopal School of Baton Rouge 3200 Woodland Ridge Blvd., Baton Rouge70816 225-753-3180| episcopalbr.org

6 6 The Dunham School 11111 Roy Emerson Drive, Baton Rouge70810 225-767-7097| dunhamschool.org

7 9 Ascension Christian School 10469 Airline Highway, Gonzales70737 225-644-3111| aclions.org

8 7 Catholic High School of Pointe Coupee 504 4th St., New Roads70760 225-638-9313| catholicpc.com

9 10 Silliman Institute 10830 Bank St., Clinton70722 225-683-5383| sillimaninstitute.org

TomEldringhoff Principal

StaciaAndricain Principal 1114All girls9-12

JaredCavalier Principal

DonMayes Superintendent 438CoedPre-K-12

CarrieSteakley Head of school 345CoedPre-K3-12 1965 Episcopalian

StevenA.Eagleton Head of school 280CoedPre-K2-12

UPCOMING LIST:

laptop program, innovative STREAM (science, technology, religion, engineering, arts and mathematics) curriculum that embraces a holistic hands-on approach to learning

National Blue Ribbon School; mission pillars: faith development in the Catholic tradition and academic excellence

than 20 sports programs and 30 clubs and organizations, advanced placement and dual enrollment courses, campus ministry

Dual enrollment/AP classes, mission trips, 26 MS/HS sports teams, vocal/instrumental music instruction, outstanding theater productions, highly competitive robotics team

Three full-time college counselors, 20+ AP courses, chapel services in all divisions, service learning, early childhood program, honors thesis program, lab-based ESTAAR program, rotating block schedule

Nondenominational STEM, Harkness, leadership, advanced placement, dual enrollment, fine arts, athletics, small classes, personalized attention

MarkPellegrin Superintendent 185Coed Early learning-12 1981 Christian Accredited by COGNIA

FrancesG.Olinde Principal 175CoedPre-K3-12 1904 Catholic

KevinLemoine Head of school 147CoedPre-K-12

10 11 Ascension Catholic Diocesan Regional High School 311 St. Vincent St., Donaldsonville70346 225-473-9227| acbulldogs.org TammyCrochet Principal 130CoedPre-K-12

11 12 St. John Interparochial High School 24250 Regina St., Plaquemine70764 225-687-3056| stjohnschool.org

CherieB.Schlatre Principal 129CoedPre-K-12

Southern Association of Colleges and Schools accreditation, highest ACT scores among Pointe Coupee schools, 95% of graduates go on to college

Advanced and honors courses, college-preparatory and dual enrollment courses, service-based learning, foreign exchange program, peer mediation, student retreats, March for Life, Beta

College-preparatory, honors and business courses; dual enrollment courses in math, English, sports medicine and psychology

classes, honors track, dual enrollment 13 13 False River Academy 201 Major Parkway, New Roads70760 225-638-3783| falseriveracademy.org

enrollment classes, eDynamic online elective courses,

programs in athletics, arts, and service organizations;

COMPANY NEWS

Baton Rouge Community College and Tre’s Street Kitchen recently celebrated the opening of a new on-campus eatery. The new dining location, located in the Bienvenue Student Center on BRCC’s Mid City campus, is open Monday through Thursday from 8 a.m. to 2 p.m. and will serve breakfast and lunch options. Takeout, pickup and delivery services are available.

AWARDS HONORS

LSU professor of veterinary medicine Shafiqul Chowdhury is one of five people nationwide to receive the Bayh-Dole Coalition American Innovator Award and is featured in the organization’s 2024 Faces of American Innovation report. Chowdhury developed a new viral vector vaccine to combat bovine respiratory disease—a leading cause of death among young cattle and which has an enormous economic impact on the beef and dairy industries. Chowdhury, with the help of the LSU Office of Innovation & Technology Commercialization,

gained patent protection for his invention. He has also partnered with a South Dakota-based company, RTI, to test and commercialize the vaccine.

Volunteers in Baton Rouge and New Roads are among the 2024 recipients of The Angel Award, presented by the Blue Cross and Blue Shield of Louisiana Foundation.

Honorees include Kathy Coleman, volunteer executive director of Grandparents Raising Grandchildren of Louisiana, and Caryl Ewing, a board member of the Pointe Coupee Early Childhood Coalition. The awards recognize everyday Louisianans who have distinguished themselves by improving the health and lives of our state’s children. This year, in celebration of the award’s 30th anniversary, the foundation will make

a $30,000 grant to a local nonprofit chosen by each honoree.

Two Baton Rouge executives were recognized recently by the Louisiana Society of Association Executives during its annual convention. Vince Zebeau Jr., Deep Southern Equipment Dealers Association, received the Executive of the Year Award and Ronald Gitz II, Society of Louisiana Certified Public Accountants, received the President’s Award.

Professor Index, a startup dedicated to revolutionizing higher education, is the winner of this

year’s Nexus Louisiana PitchBR competition. Professor Index aims to transform the landscape of higher education by providing a user-friendly platform for students to evaluate their professors and overall academic experience. Leveraging advanced technology, the platform offers institutions real-time data on instructional quality, enabling them to make informed decisions that improve academic outcomes and student satisfaction.

Woman’s Hospital has been named one of America’s Best InState Employers 2024 by Forbes. Woman’s is among a select group

Ewing Coleman

Professor Index CEO Nash

Professor Index CEO Nash Mahmoud

of Louisiana organizations to receive this award out of 1,294 total recipients. The rankings are based on an independent survey of more than 160,000 employees who work for companies across all industry sectors. Qualifying companies must have more than 500 employees.

APPOINTMENTS MEMBERSHIPS

Edmund Giering IV of Baton Rouge was recently installed as vice president of the Louisiana Bar Foundation 2024-25 board. Giering serves as general counsel to the Baton Rouge Area Foundation and his practice emphasizes corporate law and governance, transactions, risk management, and nonprofit and tax-exempt organizations. He was in private practice for six years and served as corporate counsel to The Powell Group for eight years prior to joining

the foundation. Additionally, Edward Walters Jr. of Baton Rouge was installed as a new board member.

Five Baton Rouge CPAs were named to the board of the Society of Louisiana CPAs for 2024-25. Bridget Kaigler was named LCPA’s chair for 2024-25. An LCPA board member since 2021, Kaigler is the first woman of color to chair the nonprofit association in its 113-year history. A past president of the Baton Rouge chapter, she is senior director of tax and  regulatory reporting at Amedisys. Kenneth Champagne is serving as treasurer. Diane Allison is serving the second year of a two-year term as a member at-large. Jessica Cormier is serving a one-year term as a member at-large, while Laura Wiley is serving a two-year term as a member atlarge.

STATEMENT OF OWNERSHIP

This statement of ownership, management and circulation is being made pursuant to 39 U.S.C. 3685.

The Greater Baton Rouge Business Report (publication number 721890) is published 14 issues per year by Melara Enterprises LLC, 9029 Jefferson Hwy., Suite 300, Baton Rouge, LA 70809. Annual subscription price is $120.00. The mailing address of The Greater Baton Rouge Business Report is 9029 Jefferson Hwy., Suite 300, Baton Rouge, LA 70809.

The publisher of The Greater Baton Rouge Business Report is Julio Melara. The Chief Content Officer & Executive Editor is Penny Font. The Managing Editor is Allan Schilling. The mailing address for all is 9029 Jefferson Hwy., Suite 300, Baton Rouge, LA 70809.

The Greater Baton Rouge Business Report is owned by Melara Enterprises LLC. Principal stockholders in Melara Enterprises LLC are Julio Melara, Hillary Melara, Jonathan Melara, Jordan Melara and Manuel Fajardo, Jr.

The mailing address for all stockholders is 9029 Jefferson Hwy., Suite 300, Baton Rouge, LA 70809.

Information on the extent and nature of The Greater Baton Rouge Business Report’s circulation is included in the accompanying chart.

*Average of each issue during preceding 12 months †Actual number of copies of single issues nearest to filing date

Congratulations to our team! IEM is honored to be recognized as a “Best Place to Work in Baton Rouge” for the 10th consecutive year

For 40 years, IEM has been driving innovation to build resilient communities and stronger futures for everyone. Our success is powered by the dedication and expertise of our incredible team, whose passion fuels a lasting impact on our clients and the communities we serve. Together, we are building a safer, more secure world.

Kaigler Allison Champagne Cormier Wiley

HEALTH CARE

Two doctors have been appointed new medical directors at Mary Bird Perkins Cancer Center. Dr. Daniel LaVie has been appointed as medical director of hematology and medical oncology, and Dr. Constance Blunt, a hematologist and medical oncologist, will serve as medical director of cancer prevention and outreach. LaVie will provide strategic oversight and clinical guidance for the center’s medical oncology programs. Blunt will work closely with Renea Duffin, vice president for cancer support and outreach, and the program’s regional directors to guide and enhance the Prevention on the Go program.

Dr. Melissa Roy has joined Our

Lady of the Lake Health in the newly created role of medical director of graduate medical education. In this position, Roy will oversee Accreditation Council for Graduate Medical Education accreditation activities, work to address institutional needs and strengthen the clinical learning environment at OLOL.

Franciscan Missionaries of Our Lady University has named Laurinda Calongne as the inaugural executive director of the Franciscan Center for Professional Development. The newly established center aims to help health care professionals advance in their careers and enhance their skills. Calongne will create educational programs in response to industry trends, lead the development and

implementation of a strategic plan for professional development, and oversee recruitment and training.

MARKETING

Amos Davis, a business leader with nearly two decades of policy, legal and operational experience, has joined Emergent Method as chief operating officer. In his role, Davis oversees day-to-day operations of the firm, manages legal and administrative matters and drives strategic initiatives to support the firm’s continued growth and expansion.

NONPROFITS

Grammy Award-winning tenor Paul Groves has been appointed as the new general director of Opera

Louisiane. A Louisiana native, Groves has had an illustrious career in which he has graced the world’s leading opera houses and concert stages. Groves also has maintained a strong connection to his roots as a dedicated educator, serving as a faculty member at LSU.

PUBLIC SECTOR

Melody Lockwood has been named president and CEO of the Livingston Economic Development Council. Lockwood is a certified economic developer and a master economic development practitioner with more than 20 years of experience in the field. She has worked on the state and local levels for both public and private economic development organizations.

TECHNOLOGY

Reis Alsberry recently joined the Pennington Biomedical Research Center, serving as the new director of intellectual property and commercialization. In this role, Alsberry will oversee the patentability, protection and market potential of inventions and discoveries emerging from Pennington Biomedical.

DR. DANIEL LAVIE Mary Bird Perkins Cancer Center

DR. CONSTANCE BLUNT Mary Bird Perkins Cancer Center

DR. MELISSA ROY Our Lady of the Lake Health

AMOS DAVIS Emergent Method

PAUL GROVES Opera Louisiane REIS ALSBERRY Pennington Biomedical Research Center

Elevate Your Corporate Events: 5 Reasons to Partner with a Professional Planner for Unforgettable Experiences

In the ever-evolving world of event planning, adaptability is key – a principle exemplified by Tiffany Pilgrim and Maranda Cardinale, who launched August Events, a design forward event planning company, in 2017. The business thrived by crafting exceptional events for corporate and nonprofit clients. However, the pandemic brought an unexpected pivot as Tiffany and Maranda channeled their expertise into planning weddings, embracing the unique challenges and opportunities this new focus offered.

Now, as they move forward, they are excited to reconnect with their corporate partners and reinvigorate their commitment to delivering outstanding events for businesses, nonprofits and schools. From board retreats and speaker engagements to grand events hosting more than 1,000 attendees, August Events is here to make every occasion unforgettable.

Here’s why hiring a professional event planner can be a game-changer for your next corporate event.

EXPERTISE & EXPERIENCE

August Events brings more than 20 years combined event planning experience to the table. They know what works and what doesn’t. They’ve built an extensive vendor network that allows them to recommend reliable and high-quality service providers at a variety of price points. They’ll make sure you meet your business goals efficiently and with style.

SAVES TIME & MONEY

Planning a corporate event of any size is time consuming, and it can eat into valuable hours that could be spent focusing on core business activities. When you hire a professional to handle the details, it frees up your team to focus on what it does best. Tiffany and Maranda are skilled at working with budgets of all kinds and can help ensure the efficient allocation of resources and avoid unnecessary expenses.

UNIQUE EVENT CONCEPTS

Corporate events don’t have to be boring! A professional planner like August Events will bring fresh, creative ideas to the forefront, ensuring your event stands out. Tiffany and Maranda take the time to understand your

company’s brand, goals and objectives for the event. Whether it’s a unique theme, innovative activations or an engaging guest experience, they can take your vision and bring it to life in ways you may not have thought possible.

ATTENTION TO DETAIL

So many details – big and small – contribute to an event’s success. August Events offers comprehensive planning and they are meticulous in their approach. This attention to detail ensures the overall success of the event, enhances the guests’ experience and reflects positively on the brand.

PEACE OF MIND

No matter how well an event is planned, unexpected issues may arise. An effective event planner will mitigate your risk during the planning process, have contingencies in place, remain calm under pressure and resolve any situation that arises quickly, often without guests or even the client noticing there was an issue.

August Events invites you to experience the difference a dedicated event planning partner can make. Whether you’re organizing a company meeting or a large-scale conference, their team is committed to delivering excellence every step of the way.

For more information, including services, client reviews and photo galleries of previous events, visit online at august-events.com or scan the QR code.

Maranda Cardinale and Tiffany Pilgrim

“Riding motorcycles offroad requires an intense level of engagement which forces you to block out all other stresses that you may be feeling. The physical exertion, mental focus and rush of adrenaline combines to be quite calming … after the ride is over.”

David Thompson

Capital Region President, Red River Bank

Invest in YOU!

The Library brings value to your small business or non-profit by helping you find the tools and resources to keep it moving forward. Stop by one of our locations, search our digital library, call a librarian, or even text our team with your top challenges and questions.