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What today’s best employers are doing differently—and what others can learn from them

The Baton Rouge Youth Coalition ranks No. 1 among small companies and No. 5 overall. $7.50

Proudly recognized among the Best Places to Work for

11 consecutive years. We celebrate our knowledgeable, passionate, and dedicated employees and thank the clients and friends who make this recognition possible.

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28 OCTOBER 2026 • BUSINESSREPORT.COM

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96 Room to grow

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What today’s best employers are doing differently—and what others can learn from them

With docks getting busier and industrial prospects in the pipeline, the incoming director of the Port of Greater Baton Rouge must decide where to invest next.

Viewpoint 133 Rolfe McCollister Jr.

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Turning moments into momentum ON THE COVER

Your Business 138 Company News

144 Moving Up 146 Recharge

Moore Industries President Michael Kleinpeter reflects on a cherished Louisiana tradition.

Publisher Beyond perks and bragging rights

WORKPLACES THAT WORK

Learn how four Capital Region employers create a culture that attracts new employees and keeps top talent in place. Page 21

Intelligence 11 In The Know 13 Thought Leader

THE CAPITAL REGION EXPERT GUIDE

Jared Broussard of BlinkJar Media on what to know about GEO

Meet business coaches, consultants, advisers, trainers and specialists helping individuals and organizations maximize their potential. Page 132

15 Meet The 500

The Celtic Group CFO & SVP Keith Chappell talks strategies that guide him as a leader, his biggest professional risk and the decision his younger self wouldn’t believe.

CONNECT WITH US:

17 Entrepreneur

The shortcomings in team sports that drove Matt Mistretta to launch Total Diamond Performance.

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18 Survey Says

SPECIAL REPORT: Louisiana Data Centers

85 Surge potential

Four data centers are rising at once in Louisiana. The early economic gains are striking, but so is the scale of what comes next.

Design: Hoa Vu Photography: Don Kadair SPECIAL ADVERTISING SECTIONS

8 Publisher

What will the next generation of Baton Rouge leaders do better than this one? We put that question to executives and community leaders across the region.

The new rules of work

From what employees really value to why great workplaces are getting stricter, our annual Best Places to Work edition examines what today’s best employers are doing differently—and what others can learn from them. Plus we break down the 10 new rules of a better workplace.

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With more than 60 years of providing Louisiana residents with the tools to achieve their financial goals, we understand the importance and challenges of creating a legacy of excellence. At UCB, we believe that everyone should be able to “bank big” without the hassle of using a big bank. We work to provide everything the big banks do, and we do it with the hospitality and service-based culture youʼd expect from a local business.

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PU B LI S H E R B R I E FI NG

Beyond perks and bragging rights WHEN BUSINESS REPORT began recognizing Baton Rouge’s Best Places to Work 13 years ago, it was pretty easy to picture what a great workplace looked like. Good benefits. A fun office. Maybe free lunch on Fridays. A generous vacation policy. A boss who didn’t make Sunday night miserable. For a while, that was enough. But after more than a decade of talking with the region’s best employers—and, more importantly, the people who work for them— we’ve learned something: The definition of a great workplace has changed. Today, it has a lot less to do with how many perks you can pile on and a lot more to do with whether the place actually works. Do people know what’s expected of them? Do managers make their people better? When someone gets promoted, are they prepared to lead—or are they handed a new title, a bigger workload and a “Good luck”? Does the company deal with poor performance, or does everybody else quietly pick up the slack? Those things matter. And now there’s a new question on the table: What happens when AI shows up at work? Does it take the drudgery off people’s plates and make them better at what they do? Or does it just give them one more reason to wonder whether their job will still exist in five years? That’s where we wanted to go with this year’s Best Places to Work. Frankly, after more than a decade, we weren’t interested in giving you another collection of stories about who has the best Christmas party, the coolest break room or the most creative employee appreciation week. You already know these are good companies. They made the list. The better question is: What can the rest of us learn from them? Success leaves clues. So we went looking for them. In this issue, we look at what great managers do differently. We examine what happens after the promotion, when one of your best employees suddenly has to lead other people. We dig into what employees really value and why some of the best workplaces are actually

becoming more demanding—not less. And we explore how companies are bringing AI into the workplace without losing the trust of the people who work there. We also asked this year’s honorees what they’re seeing inside their own organizations. Their answers also point to 10 workplace trends we think are worth paying attention to. That’s what Best Places to Work is about. Not just a plaque and a logo. Or the bragging rights. But ideas. What’s working? What isn’t? What can you borrow, adapt or do better in your own company? There’s nothing like seeing something you pioneered in 2013 become someone else’s new idea. But we’ll take the other media outlet in town’s sudden imitation last year as confirmation that Best Places to Work was worth doing in the first place. And here’s the advantage of doing this for more than a decade: perspective. We’ve watched the perks change. We’ve watched expectations change. We’ve watched employees demand more from companies— and good companies demand more from employees. And through all of it, one thing hasn’t changed: Great workplaces aren’t necessarily the easiest places to work. They’re places where good people know what’s expected, have a chance to succeed and want to be part of what the company is building. Someone once told me that in business, culture is king. After four decades of building teams, I believe it more than ever. Culture isn’t posters on the wall or perks in the break room—it’s how people treat each other when nobody’s watching. It’s the secret sauce, and the Best Places to Work in our Capital Region have it in abundance. That’s a lot harder than buying lunch on Friday. It’s also what separates the best from everybody else.

BUSINESS REPORT, October 2026 | BusinessReport.com

Publisher: Julio Melara Associate Publisher: Erin Pou

EDITORIAL Executive Editor: Penny Font Managing Editor: Allan Schilling News Editor: Sheridan White Ascension News Editor: Jordan Arceneaux Senior Writer: Dillon Lowe Digital Content Strategist & Researcher: John McElwain Contributing Writers: Sam Barnes, Eileen McClelland, Maggie Heyn Richardson, Jennifer Alvarez Contributing Photographers: Jackie Haxthausen, Don Kadair, Tim Mueller, Collin Richie

ADVERTISING Senior Consultant & Assistant Manager: Kelly Lewis Multimedia Marketing Consultants: Liz Bowen, Nicole Crochet, Emma Walker Sales Interns: Blair LeBlanc, Khushi Patel Marketing Director: Ashleigh Ward Digital Operations Manager: Devyn MacDonald Digital Operations Coordinator: Isabella Toncrey Content Creator: Londyn White Sales & Operations Coordinator: Meredith Donovan

STUDIO E Director and Corporate Communications Strategist: Mark Lorando Special Projects Editor: Lisa Tramontana Content Strategist: Emily Hebert Multimedia Producer: Jordan Ponzio Video Producer: Taylor Stoma

ADMINISTRATION Chief Technology Officer: James Hume Business Operations Manager: Kirsten Milano Business Associate: Sarah Kleinpeter Customer Service Liaison: Cathy Varnado Brown Academy Coordinator: Kyra Patrick

CREATIVE SERVICES Creative Services Manager: Ellie Gray Art Director: Hoa Vu Senior Graphic Designers: Melinda Gonzalez Galjour, Sidney Rosso Graphic Designers: Aniya Dunn, Lea Showers

AUDIENCE DEVELOPMENT Circulation and Client Experience Manager: Ivana Oubre Audience Data Analyst: DeWorange Brown 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

Julio Melara, Publisher

Volume 41 - Number 51

QUALITY BEGINS AT THE SOURCE. FIVE-S HAS A REPUTATION FOR QUALITY. OUR CLIENTS EXPECT IT & OUR REPUTATION DEPENDS ON IT.

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BUSINESS REPORT, October 2026 | BusinessReport.com

I NTELLIG E NCE B R I E FI NG

In The Know

News and notables to keep you connected

Future forward

IT’S NOMINATION TIME

Louisiana’s energy future is taking shape in AI data centers, nuclear supply chains, lithium development and SpaceX’s planned operations. Behind these emerging industries is a familiar foundation: the workforce, infrastructure, geology and expertise built through decades of oil, gas and heavy industry. 10/12 Industry Report’s fall video podcast—“Louisiana’s Next Energy Frontiers”—connects the developments reshaping the state’s industrial landscape, exploring how Louisiana is putting its traditional strengths to work in new markets—and where businesses can find their next opportunity. Entergy Louisiana President and CEO Phillip May joins other executives and experts on Wednesday, Nov. 11, to share insights. Scan the QR code to register now.

The Capital Region’s business community is built by people willing to take risks, pursue ambitious ideas and turn opportunity into lasting impact. Now is your chance to help us recognize them. Business Report is accepting nominations for the 2027 Business Awards & Hall of Fame, honoring the executives, entrepreneurs and companies setting the pace for the region—as well as accomplished business leaders whose careers have left an enduring mark. Hall of Fame nominations may recognize living leaders or honor someone posthumously. Scan the QR code and submit your nomination by 5 p.m. Friday, Nov. 6.

I L’ SC

P HOU

BAT SIGNALS

U CO

E RT

Number of seats in Emeril’s Chop House, which opened late last month in L’Auberge Casino Hotel with an outdoor deck overlooking the Mississippi River. It’s Chef Emeril Lagasse’s first in Baton Rouge, bringing a menu that blends Louisiana flavors with elevated steakhouse offerings. Don’t forget to leave room for the banana cream and peanut butter mousse pies. Check out the story in the Restaurants & Retail section at BusinessReport.com.

DON KADAIR

175

ISTOCK.COM/WING-WING

Energy is suddenly a hot topic in Livingston Parish. Amid data center rumors, a 500-megawatt battery storage project proposed by energy giant NextEra is moving through an expedited regional review process to help support an unidentified commercial development with unusually large electricity needs. Additionally, the parish recently adopted its first comprehensive regulations governing power plants and electric-generating facilities, establishing new zoning, setback and development standards as it prepares for potential large-scale industrial growth. Get the details in the Energy section at BusinessReport.com.

ISTOCK.COM/THOMASVOGEL

Power to the parish?

It’s a big moment for bats— and Baton Rouge is in the thick of it. Chandler Bats, owned by local investment firm CoverFour, is teaming with superstar Shohei Ohtani on a global bat line. Marucci Sports, meanwhile, is back in private hands after a group led by founder Kurt Ainsworth acquired it from Fox Factory Holding Corp. for $225 million. Get the details in the Sports & Entertainment section at businessreport.com.

$1M+

IR DA

The estimated amount it will take developer Mike Wampold to restore the historic Longwood Plantation in Baton Rouge, with the project expected to turn the plantation home into a bed-and-breakfast-style destination. The home was built around 1785 and was added to Louisiana’s National Register of Historic Places in 1983. BusinessReport.com has the full story in the Real Estate section.

Daily-Report.com | BUSINESS REPORT, October 2026

I NTELLIG E NCE THOUG HT LEAD E R

That means organizations should be thinking beyond their own websites. Mentions across credible media outlets, industry publications, LinkedIn, YouTube and other third-party platforms that corroborate a company’s claims establish credibility, making LLMs more likely to recommend them. He calls the approach “search everywhere optimization”: building a consistent, trustworthy presence across the entire web rather than concentrating all of your efforts on a single site.

Own specific areas of expertise.

ISTOCKCOM/SHINSEI MOTIONS

Trying to be authoritative on every subject relevant to your industry can make it harder for LLMs to discern what your company is actually known for. Broussard recommends narrowing your focus. A family law attorney, for example, may be better served positioning itself as a definitive resource on divorce than it would be publishing broadly across myriad legal topics. “Stick to what you’re good at and what you want to be known for because that’s where your experience and expertise will shine,” he says.

Create the content only you can create.

FOR YEARS, BUSINESSES trying

to boost their online visibility have focused largely on search engine optimization, the practice of improving a website so it ranks higher in Google results. Now, as more consumers turn to tools like ChatGPT, Gemini and Perplexity to research companies, products and services, another discipline is emerging: generative engine optimization, or GEO. Jared Broussard, founder and CEO of Baton Rouge-based BlinkJar Media, describes the distinction simply: SEO is about “find me,” and GEO is about “recommend me.” Here are five of his biggest tips for navigating that new world.

RO US

DB RE JA

What to know about GEO

SAR D

THOUG HT LEAD E R

Jared Broussard

Don’t abandon SEO.

Though some industry experts have bluntly declared “SEO is dead,” Broussard’s read of the situation isn’t quite so dire. He says large language models are unlikely to recommend a business they don’t trust, and many of the factors that establish that trust are the same SEO fundamentals businesses have been taught to apply for years. “SEO is sort of the foundational layer that bleeds into things like GEO,” he says. “So you can’t have one without the other.” In other words, don’t think GEO means you have to abandon everything you’ve learned about SEO. Strong GEO starts with strong SEO.

Build authority across the web.

When it comes to GEO, what a business says about itself only goes so far. “It’s about what the rest of the web and everyone else is saying,” Broussard says. “Trust is becoming the new currency.”

AI has made generic content easier than ever to produce, and that makes truly original content all the more valuable. Lean into data, observations, case studies or firsthand insights that your competitors can’t simply regurgitate. The marketing term to remember is “information gain,” or the new, unique value a webpage adds compared to other existing pages on the same topic. “If you can share things that no one else can share, it gives LLMs reason to cite you, to mention you,” Broussard says.

Make it easy for the AI.

Businesses should make their websites as easy as possible for LLMs to understand. Broussard recommends structuring blogs around the plain-language questions consumers are likely to ask and answering those questions immediately rather than burying the answers several paragraphs down. It’s just as important to cover your technical bases: Make sure you’re allowing the appropriate crawlers to access your site, confirm your site speed is up to snuff and use schema markup to help LLMs understand what your webpages contain.

—Dillon Lowe

Daily-Report.com | BUSINESS REPORT, October 2026

RESTORING MORE THAN PROPERTY. RESTORING PEACE OF MIND.

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I NTE LLI G E N CE CON N E CTI ON S

M E ET TH E 500

Keith Chappell

ISTOCK.COM/ SUANBOBO

CFO & SVP, The Celtic Group

BIGGEST PROFESSIONAL RISK TAKEN Led a company-wide initiative to strengthen employee engagement and culture, resulting in The Celtic Group being named one of the Best Places to Work in Baton Rouge in 2024

KEY STRATEGIES THAT GUIDE ME AS A LEADER

O IST

of The Celtic Group, Keith Chappell helps steer a diverse portfolio that spans marine and logistics, real estate and film production. A member of the executive team and board, he brings more than 20 years of experience to a broad leadership role encompassing finance and accounting, information technology, human resources, real estate, administration and film studio operations. His work extends beyond The Celtic Group. Chappell is active in organizations focused on strengthening Louisiana’s economic and civic future, including the Committee of 100 for Economic Development and the Baton Rouge Area Foundation. He also serves on the LABI Emerging Leaders Council and is a Leadership Louisiana Class of 2025 alumnus. As a commissioner on the Louisiana Naval War Memorial Commission, Chappell helps oversee the USS Kidd and Veterans Museum and preserve Louisiana’s naval and military heritage. He also serves as a foster parent, providing stability, support and opportunity to children in need—an especially personal extension of his commitment to strengthening the community.

A PROUD PROFESSIONAL MOMENT

-M AR I

M ES

H KO

I try to draw a circle around myself, start within that circle and focus on what I can truly influence—the principals that matter most to me, my company and my people. I try to communicate authentically, serve with integrity and build others up. I believe leadership isn’t about being at the top; it’s about making sure your team succeeds before you do. I’ve found that when I lead with that mindset, everything else falls into place— trust, performance and culture.

TOUGHEST PROFESSIONAL CHALLENGE

Early in my career, I found myself in a tough spot—our company lost its CFO, controller, senior accountant and cost accountant all within 90 days, right in the middle of a system implementation and company integration. I was suddenly elevated into a senior role with a lot of responsibility and very little experience. It forced me to slow down, stay patient and take one challenge at a time. I focused on keeping things moving, supporting my team and staying committed to doing what was best for the company. Looking back, it taught me how much you can grow when you stay steady under pressure and lead with perseverance.

Moving from Texas to Louisiana for a consulting role with no guarantee of permanent employment. It was a leap of faith, personally and professionally. However, I trusted in God and that decision ended up opening the door to some of the most rewarding experiences of my career and ultimately led me to where I am today.

HOW WE’RE USING AI

We’re using AI to automate processes and improve efficiency across all areas of our business. Beyond that, we host monthly “lunch and learns” to help our employees build new skills and understand how AI can make their jobs easier. We focus on teaching our team to use it responsibly and to not be afraid of it. We’re not using it to replace jobs but to make our people and company better at what we do.

LESSON LEARNED THE HARD WAY Time is incredibly valuable, and finding balance between work and home is essential. My greatest responsibility is to my family, and I’ve had to recognize when work starts to take too much of that space. It’s taught me that success at work means more when you’re also showing up fully for the people who matter most.

ISTOCK.COM/ALTAYB

AS CFO AND senior vice president

DECISION MY YOUNGER SELF WOULDN’T BELIEVE

My younger self would never believe I became a foster parent, but would love the story it led to.

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.

2025

M UST R EAD

Why is change so hard, even when people genuinely want it? In Immunity to Change, Harvard researchers Robert Kegan and Lisa Laskow Lahey argue that the biggest barriers are often hidden beneath the surface. People may commit to a goal—becoming a better leader, delegating more, speaking up—while holding fears and assumptions that keep old habits in place. The authors call this an “immunity to change,” an internal defense system that protects people from perceived risks. Through a four-column exercise, they show readers how to identify competing commitments, uncover the beliefs driving them and test whether those beliefs are true. Part psychology, part leadership guide, the book offers a framework for understanding why good intentions so often stall—and how self-awareness can finally turn them into action.

Daily-Report.com | BUSINESS REPORT, October 2026

THE ONLY GUARANTEE FOR A BETTER TOMORROW IS THAT YOU GROW. ELEVATE YOUR LEADERSHIP SKILLS IN 2027

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CEO Decision Critical

BUSINESS REPORT, October 2026 | BusinessReport.com

I NTE LLIG E NCE E NTR E PR E N E U R

1 Key

to Success

DON KADAIR

“I’d rather try and fail than not try at all. Once I figured that out, I had peace of mind.”

Total Diamond

Performance What they do: Holistic baseball and softball player development Owner: Matt Mistretta Address: 9222 Burbank Drive, Baton Rouge

BASEBALL HAS COME a long way since the days of Bad News Bears-style Little League play. In the Capital Region, serious players as young as age 7 find themselves funneled into highly competitive travel ball. It’s seen as a critical step in the quest to play in high school or, if they’re dreaming big, college. Baseball families who go this route focus on two things: securing a spot on a well-run team and finding ways to improve. Baton Rouge native and former Mississippi College player Matt Mistretta started a duo of businesses that address both. After pursuing a career in player development and working with a handful of Major League Baseball affiliates, he moved back to Baton Rouge and launched Total Diamond Performance and Louisiana Mariners Baseball and Softball in 2021. The two businesses are independent but complementary, Mistretta says. The Louisiana Mariners is an organization of about a dozen travel

ball teams run in a manner Mistretta says is more supportive of players. “I looked around and I didn’t see teams giving players what they need and deserve from a development standpoint,” he says. “That’s where we’re different. We truly care about the kids.” Mariners teams have access to high-level player development through TDP facilities and coaches. TDP’s services can also be used by players not associated with the Mariners. The businesses operate from an indoor facility in Prairieville and a sprawling complex on Burbank Drive in Baton Rouge. TDP’s services include private lessons, small group training, camps, clinics and mental performance programs. The company uses data analytics and video to help players chart their gains. Mistretta also generates revenue by renting fields and running tournaments.

—Maggie Heyn Richardson Daily-Report.com | BUSINESS REPORT, October 2026

I NTELLIG E NCE ADVICE

SU RVEY SAYS

Lessons in leadership

“I hope that they will get out of the scarcity mentality that I believe holds us back. There is infinite greatness to be had if we stop believing that someone else’s success diminishes your own.” ADONICA PELICHET DUGGAN, CEO, Baton Rouge Alliance for Students

What will the next generation of Baton Rouge leaders do better than this one? We put that question to executives and community leaders across the region. Their answers range from big ideas—breaking down silos, rethinking work and using technology wisely—to one very Baton Rouge wish: another bridge. Some are optimistic. Others have a few pointed suggestions. Together, they offer a revealing look at what today’s leaders hope their successors will actually change.

“The race divide. Our young people don’t see color like our and past generations do/did. They will help break the barriers.”

“Private equity can’t be the solution to everything.” BRIAN PANGBURN, CEO, The Pangburn Group

BARBARA W. AUTEN, Executive Director, Alzheimer’s Services of the Capital Area

“The next generation is comfortable saying “I don’t know yet,” instrumenting the work, and pivoting in public when the data changes—without the ego we too often carried. That bias toward transparency, experiment and iteration will save time, money and trust.” KARL LANDRENEAU, Director of Commercial Sales & Leasing, NAI Rampart

BUSINESS REPORT, October 2026 | BusinessReport.com

INTELLIGENCE ADVICE

“Hopefully the next generation of leaders will be better at really listening to their peers and opponents and get out of whatever soundbite echo chamber they are in.” MARVIN “BUDDY” RAGLAND, Principal, Coleman Partners Architects LLC

“I think the next generation will lead with more transparency. They’re not afraid to speak up, name problems and hold systems accountable, something previous generations often tiptoed around.” GRETCHEN HOFELING, Executive Vice President, Chief Operating Officer, LWCC

“They’ll leverage technology and collaboration in ways we could only imagine, break down silos more naturally and value diverse perspectives from the start.” CHELSEA DUFRENE, Chief Marketing Officer, Louisiana Economic Development

“I believe the next generation of leaders will get collaboration and innovation right. They’re unafraid to challenge traditions that no longer serve progress and are more willing to work across lines, such as race, class, faith and politics, to create real solutions. They understand that leadership isn’t all about hierarchy; it’s about impact.” RENITA WILLIAMS THOMAS, CEO/Administrator, In Loving Arms Healthcare for Kids

“The next generation will get that we all need each other. I’m hopeful for that!”

“Not being our own worst enemies through persistent pessimism.”

COURTNEY HUNT, Program Manager Community Engagement, Ochsner Health

MICHAEL DIRESTO, Director, LSU’s Reilly Center for Media & Public Affairs

“They will not talk about it, they will be about it. Less posturing, more pilot projects. Less panels, more prototypes.”

“Our generation still has too many people clinging to the mic, crowding the stage and calling it ‘mentorship.’ I hope the next wave builds a culture where leaders make room on purpose, share power early and stop elbowing out new talent just to stay relevant for one more cycle.”

ALEXANDER “LEX” ADAMS, CEO, GrassFed & Vigilus

TREY GODFREY, Senior Vice President of Policy and Talent Development, Greater Baton Rouge Economic Partnership Daily-Report.com | BUSINESS REPORT, October 2026

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805

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•

Tracy Rutledge Senior vice president, Capital market president

Banking banksynergy.com

198

Wendi Berthelot Micah Stewart Thomas Freel Partners

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486

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Randy Vicknair Capital Region president

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216

David Bienvenu Member John Allain Viator Founding member Phillip Foco Founding member

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One Lending 10 Synergy 4561 Durham Place, Suite C, Baton Rouge 70816

Toby Arceneaux Vice president

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Wealth 11 Highland 1 Smart Way, Suite 101, Baton Rouge 70810

Gavin Filasek Founder

Finance highlandwealth.nm.com

•

Hammonds, Sills, Adkins, Guice, Noah & 12 Perkins LLP

Alejandro R. Perkins Managing partner

Legal hamsil.com

10%

•

Resources Group Inc. 13 Provident 5565 Bankers Ave., Baton Rouge 70808

Christopher Hicks President and CEO

Nonprofit provident.org

20%

•

A family of unique and diverse individuals with best-in-class work environment

Financial 14 Assurance 9029 Jefferson Highway, Suite 100, Baton Rouge 70809

Kenny Hodges CEO

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200

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Robert Karam Engineering lead professional

Engineering tbsmith.com

349

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Fulfilling workplace that invests in people and promotes prioritizing work-life balance

9611-B Airline Highway, Baton Rouge 70815

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10000 Perkins Rowe, South Tower Suite G520, Baton Rouge 70810

IEM

Baton Rouge Youth Coalition

Synergy Bank

Mauldin & Jenkins (formerly LaPorte CPAs & Business Advisors)

Bonvenu Bank, National Association

8550 United Plaza Blvd., Suite 400, Baton Rouge 70809

448 N. 11th St., Baton Rouge 70802

805 Hospital Road, New Roads 70760

8555 United Plaza Blvd., Suite 400, Baton Rouge 70809

2711 E. Texas St., Bossier City 71111

Bienvenu, Foco & Viator LLC

4210 Bluebonnet Blvd., Baton Rouge 70809

2431 S. Acadian Thruway, Suite 600, Baton Rouge 70808

Baker Smith LLC 15 T. 17927 Old Jefferson Highway, Prairieville 70769

•

Employees highly valued for individual talents and experience to be the best we can be

•

NA-not available Note: Paid time off during an employee's first year includes holidays, vacation, sick and personal days. Best Places to Work is researched by Workforce Research Group. Published Oct. 6, 2026.

Daily-Report.com | BUSINESS REPORT, October 2026

C O V E R S T O RY

BEST PLACES TO WORK

2026 Best Places to Work CAREER DEVELOP. PROGRAMS

FLEXIBLE HOURS

HEALTH CLUB MEMBERSHIP

HEALTH BENEFITS FOR PT

MATCHING CONTRIBUTIONS

High-achieving employees with exceptional benefits and an extraordinary work environment

•

Workplace built on trust and excellence, prioritizing connection and wellness

Brian E. Pangburn CEO

Financial pangburngroup.com

16%

•

17 Wharton Smith Inc. 17474 Opportunity Ave., Baton Rouge 70817

Kenneth Marcell Vice president of Gulf Coast water

Construction whartonsmith.com

1,014

20%

•

18 Parish Construction & Roofing 17830 Lavo Lane, Baton Rouge 70810

Rick Ward Ryan Theriot Richard Tilley Owner and partners

Construction parishbuilt.com

•

19 SITECH Louisiana LLC 12114 Industriplex Blvd., Baton Rouge 70809

Jay Thompson CEO

Technology sitechla.com

•

20 Moran Consultants LLC 9432 Common St., Baton Rouge 70809

John Moran CEO

Consulting moranconsultants.com

•

21 MAPP LLC 344 Third St., Baton Rouge 70801

Michael A. Polito CEO

Construction mappbuilt.com

144

20%

Unlimited

22 Taylor Porter 450 Laurel St., Suite 800, Baton Rouge 70801

Robert W. Barton Managing partner

Legal taylorporter.com

119

23 Attracct Accounting Advisors 11606 Southfork Ave., Suite 201, Baton Rouge 70816

John Roberts Jr. Owner and principal

Accounting attracctadvisors.com

25%

•

24 Tiger Athletic Foundation 155 N. Stadium Drive, Baton Rouge 70803

Matthew Borman President and CEO

Nonprofit lsutaf.org

•

25 Restoration 1 of East Baton Rouge 12320 S. Choctaw Drive, Baton Rouge 70815

David Hofstetter President

Construction Restoration1.com/eastbaton-rouge

•

26 Baton Rouge Physical Therapy - Lake 5222 Brittany Drive, Suite A, Baton Rouge 70808

Seth Kaplan President and CEO

Health care www.brptlake.com

•

27 Bank of Zachary 4743 Main St., Zachary 70791

Mark Marionneaux President and CEO

Banking bankofzachary.com

28 Guaranty Corporation 929 Government St., Baton Rouge 70802

Flynn D. Foster President and CEO

Radio, broadcasting, digital media guarantymedia.com

100%

29 hubley 6160 Perkins Road, Suite 200, Baton Rouge 70808

John Walker Founder and partner

Technology hubley.com

10%

Providence Engineering and Environmental 30 Group LLC 11124 Julia Aubin Drive, Baton Rouge 70809

Wayne "Hud" Smith CEO

Engineering providenceeng.com

115

26%

•

DIVERSITY PROGRAMS

16 The Pangburn Group Inc. 301 Major Parkway, New Roads 70760

COMPANY ADDRESS

PROFIT SHARING

FIRST YEAR PTO DAYS

•

INDUSTRY WEBSITE

% REMOTE EMPLOYEES

•

TOP LOCAL EXECUTIVE

NO. OF U.S. EMPLOYEES

EMP. OWNERSHIP/ESOP

Overall winners

•

Family-oriented culture with strong work-life balance, community service and nonprofit support tradition A tight-knit workplace prioritizing flexibility and connection among its team

•

Supportive, high-energy, mission-driven toward excellence for LSU athletics donors Focus on our core values, work culture, collaborative environments, promoting open communication and employee growth and development Teamwork, education, leadership, proficiency and fun guide the way we build our culture Popcorn Fridays; shout-out board to express appreciation; drawings for great gifts at annual employee meeting Diverse team members are united by a common vision that drives our culture on a daily basis

•

Doing the right thing, having fun, raising the bar, finding a way and being different

•

Family-oriented workplace supporting growth, teamwork, respect, balance and meaningful work Funds professional certifications, undergraduate and master's degrees for lifelong learners Focus on core values, work culture, making business fun and a collaborative environment

•

WORKPLACE CULTURE

•

Team members and clients first in everything we do and all employee voices are heard

•

Commitment to balancing business with environmental responsibility

BUSINESS REPORT, October 2026 | BusinessReport.com

Daily-Report.com | BUSINESS REPORT, October 2026

Presents

FORTY An awards ceremony celebrating the 2026 Forty Under 40 honorees at L’auberge Baton Rouge! WEDNESDAY, NOVEMBER 11, 2026 L’AUBERGE CASINO HOTEL Proceeds benefitting

Doors open at 6:30 PM for dinner and cocktails, followed by the awards presentation at 7:30 PM. THANK YOU TO OUR SPONSORS

BEST PLACES TO WORK C O V E R S T O RY

2026 Best Places to Work FLEXIBLE HOURS

CAREER DEVELOP. PROGRAMS

DIVERSITY PROGRAMS

HEALTH CLUB MEMBERSHIP

HEALTH BENEFITS FOR PT

MATCHING CONTRIBUTIONS

PROFIT SHARING

EMP. OWNERSHIP/ESOP

FIRST YEAR PTO DAYS

% REMOTE EMPLOYEES

COMPANY ADDRESS

NO. OF U.S. EMPLOYEES

Overall winners

TOP LOCAL EXECUTIVE

INDUSTRY WEBSITE

Albert Rivera CEO

Technology basis.software

20%

Unlimited

•

32 Red River Bancshares Inc. 5063 Essen Lane, Baton Rouge 70809

R. Blake Chatelain President and CEO

Banking redriverbank.net

386

•

Cherbonnier Mayer & Associates Inc. dba CMA 33 Technology Solutions 8180 YMCA Plaza Drive, Baton Rouge 70810

Chad LeMaire Chair and CEO

Technology cma-it.com

20%

34 DAA Media + Marketing 6421 Perkins Road, Building C, Suite A, Baton Rouge 70808

Nancy Steiner CEO

Advertising, marketing, public relations daa-mediamarketing.com

52%

Unlimited

•

35 Faulk & Winkler LLC 6811 Jefferson Highway, Baton Rouge 70806

Tommy J. LeJeune Managing partner

Accounting fw-cpa.com

19%

Unlimited

•

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

John R. Buzzell Managing partner

Real estate bearingpointproperties.com

10%

Unlimited

•

37 Orion Engineers & Constructors 726 Highlandia Drive, Baton Rouge 70810

Billy Novak President

Engineering orion-eng.com

108

•

38 Ritter Maher Architects 2987 Government St., Baton Rouge 70806

Stephen P. Maher Scott A. Ritter Owners

Architecture rittermaher.com

Unlimited

•

39 Lyons Specialty Company LLC 2800 La. 1, Port Allen 70767

Hugh W. Raetzsch Jr. President and CEO

Transportation, distribution lyons-aav.com

40 Hannis T. Bourgeois 2322 Tremont Drive, Baton Rouge 70809

Jay A. Montalbano Managing partner

Accounting htbcpa.com

143

41 Ericksen Krentel 8550 United Plaza Blvd., Suite 600, Baton Rouge 70809

Jim Tonglet Managing partner

Accounting ericksenkrentel.com

42 EGGIE Salon Studio 3535 Perkins Road, Suite 350, Baton Rouge 70810

Eggie Gibbs Founder and owner

Beauty eggiesalonstudio.com

11%

43 Surgical Specialty Center of Baton Rouge 8080 Bluebonnet Blvd., Baton Rouge 70810

Ann Lightfoot Heine CEO

Health care sscbr.com

203

44 Citizens Bancorporation Inc. 2925 S. Sherwood Forest Blvd., Baton Rouge 70816

Brooks Lewis President and CEO

Finance citizensbankandtrust.com

16%

45 Northwestern Mutual - Baton Rouge 1 Smart Way, Suite 101, Baton Rouge 70810

Ben Wheeler Managing director

Finance batonrouge.nm.com

10,000

31 Corporate Services LLC 3801 Plaza Tower Drive, Baton Rouge 70816

•

Focuses on company culture, employee productivity and service to the community

•

Finding the right personality fit is as important as a candidate's skill set

•

Flexibility and opportunities for growth; leadership council to represent staff

•

Flexible working schedules, employee gatherings and teambuilding exercises

•

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

•

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

•

Built on trust, teamwork and investing in people where employees are valued, supported and empowered to grow, with competitive benefits and a people-first mindset Focused on the value of relationships and the satisfaction of achieving important goals

•

WORKPLACE CULTURE

•

Employee family with ingrained work ethic, open-door policy, job stability and work-life balance Self-motivated workforce; intentional culture with investment in team development Culture of mentorship and growth; team members get hands-on experience, direct access to leadership and early client interaction that builds real-world confidence Creative, supportive culture where collaboration, mentorship and inclusivity inspire personal and professional growth Small, family-like environment that recruits, recognizes, rewards and retains team members

•

Community bank built on trust, accessible leadership and meaningful employee impact

•

Inclusive, growth-focused culture with collaboration, transparency and community service

Daily-Report.com | BUSINESS REPORT, October 2026

C O V E R S T O RY

BEST PLACES TO WORK

2026 Best Places to Work DIVERSITY PROGRAMS

CAREER DEVELOP. PROGRAMS

FLEXIBLE HOURS

HEALTH CLUB MEMBERSHIP

HEALTH BENEFITS FOR PT

MATCHING CONTRIBUTIONS

•

People-first mindset balancing workplace matters and giving team members and their families real quality time together

•

Positive workplace culture with shared company values, attitudes and behaviors

•

People-first benefits, strong professional development and accessible leaders

•

Brad Rojas Kyle E. Williams Owners

Technology ligllc.com

Unlimited

47 Home Bank 3524 S. Sherwood Forest Blvd., Baton Rouge 70816

Chris Harrell Baton Rouge market president

Banking home24bank.com

502

48 DDG 3960 Burbank Drive, Baton Rouge 70808

Matthew Newchurch President and CEO

Engineering duplantisdesigngroup.com

220

•

49 Kean Miller 400 Convention St., Suite 700, Baton Rouge 70802

Linda Perez Clark Managing partner

Legal keanmiller.com

448

•

50 Pinnacle Exterior Construction 13825 Jefferson Highway, Baton Rouge 70817

Shane Dantin Owner and president

Construction pecbuilt.com

Nick Speyrer President

Consulting emergentmethod.com

127

39%

Unlimited

Robert M. Stuart Jr. President and CEO

Nonprofit lsufoundation.org

15%

53 EFCU Financial Credit Union 3232 S. Sherwood Forest Blvd., Baton Rouge 70816

Tom Kuslikis CEO

Banking efcufinancial.org

149

54 ITinspired 9643 Brookline Ave., Baton Rouge 70809

Rob Wise CEO

Technology ITinspired.com

55 Assured Flooring & Countertops 2444 Dumont Drive, Baton Rouge 70808

Jessie Harrell Owner

Construction assuredflooring.net

56 Tipton Associates APAC 449 Westmoreland Drive, Baton Rouge 70806

Kenneth W. Tipton Jr. President and CEO

Construction tipton-associates.com

•

57 Forte and Tablada 9107 Interline Ave., Baton Rouge 70809

Joey Coco Jr. President and CEO

Engineering forteandtablada.com

135

10%

•

58 Lipsey's LLC 7277 Exchequer Drive, Baton Rouge 70884

Mark Emonet President Laurie Lipsey Aronson Chair and CEO

Wholesale distribution lipseys.com

195

•

59 Sparkhound 11207 Proverbs Ave., Baton Rouge 70816

Shawn Usher Founder and CEO

Technology sparkhound.com

95%

Unlimited

•

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

60 AmeriHealth Caritas Louisiana 10000 Perkins Rowe Block G, Suite 400, Baton Rouge 70810

Kyle Viator Market president

Healthcare insurance amerihealthcaritasla.com

290

85%

•

Prioritizes employee engagement, satisfaction and safety

COMPANY ADDRESS

46 Link Integration Group LLC 11825 Sun Belt Court, Baton Rouge 70809

51 Emergent Method 804 Main St., Baton Rouge 70802 52 LSU Foundation 3796 Nicholson Drive, Baton Rouge 70802

PROFIT SHARING

FIRST YEAR PTO DAYS

•

INDUSTRY WEBSITE

% REMOTE EMPLOYEES

•

TOP LOCAL EXECUTIVE

NO. OF U.S. EMPLOYEES

EMP. OWNERSHIP/ESOP

Overall winners

•

WORKPLACE CULTURE

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

Employee-focused, supportive environment, strong collaboration and social connections

•

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

•

Culture embraces collaboration, collegiality and respect to create a solid foundation

11%

•

Prioritizes employee well-being, engagement, healthy work-life balance and vibrant culture

Unlimited

•

Dynamic, people-first, familyfriendly; focus on collaboration and growth opportunities

•

Prioritizing employee well-being, growth, collaboration, innovation and dedication

•

Mission-driven culture emphasizing leadership and collaboration, with team-led committees shaping community outreach, professional development and innovation Team-oriented, growth-driven workplace with mentorship, innovation and a flexible environment for career advancement Committed to a close-knit, family-oriented culture where dedication shows in everything we do, from customer service to community involvement

BUSINESS REPORT, October 2026 | BusinessReport.com

BEST PLACES TO WORK C O V E R S T O RY

2026 Best Places to Work

62 Pelican Credit Union 2675 O'Neal Lane, Baton Rouge 70816

Jeffrey Conrad CEO

Banking pelicanstatecu.com

345

12%

63 The Water Institute of the Gulf 1110 River Road S. 200, Baton Rouge 70802

Steven Jones President and CEO

Research thewaterinstitute.org

44%

Unlimited

•

64 Turn Key Solutions 4913 S. Sherwood Forest Blvd., Baton Rouge 70791

Henry Overton President

Technology turnkeysol.com

13%

•

65 Franklin Associates LLC 250 S. Foster Drive, Baton Rouge 70806

Perry J. Franklin President

Consulting franklinassociates.com

19%

•

66 Grace Design Studios 501 Government St., Suite 200, Baton Rouge 70802

Jerry D. Hebert II Partner and CEO

Architecture grace-design.com

432

•

67 Louisiana Workers' Compensation Corp. dba LWCC 2237 S. Acadian Thruway, Baton Rouge 70808

Kristin W. Wall President and CEO

Insurance lwcc.com

203

10%

68 Accelerated Academy 133 Aspen Square, Suite H, Denham Springs 70726

David Roux Partner and president

Education acceleratedacademy.us

387

18%

Unlimited

69 Phelps Dunbar 400 Convention St., Suite 1100, Baton Rouge 70802

W. Bradley Kline Office managing partner

Legal phelps.com

788

70 The LDS Group 10543 S. Glenstone Place, Baton Rouge 70810

J. Keith Decell President and CEO

Insurance theldsgroup.com

20%

•

71 WHLC Architecture 1744 Oakdale Drive, Baton Rouge 70810

Russell Washer Partner

Architecture whlcarchitecture.com

•

72 Stoa Group 210 E. Morris Ave., Suite 201, Hammond 70403

73 Gatorworks LLC 10988 N. Harrells Ferry Road, Suite 12, Baton Rouge 70816

74 CMGT 140 Aspen Square, Suite H, Denham Springs 70726

75 CareSouth Medical and Dental 3111 Florida St., Baton Rouge 70806

• •

•

• •

•

FLEXIBLE HOURS

50%

CAREER DEVELOP. PROGRAMS

DIVERSITY PROGRAMS

Real estate commercetitle.com

HEALTH CLUB MEMBERSHIP

FIRST YEAR PTO DAYS

Calvert Stone Owner and president

61 Commerce Title & Abstract Company 2051 Silverside Drive, Suite 160, Baton Rouge 70808

HEALTH BENEFITS FOR PT

% REMOTE EMPLOYEES

MATCHING CONTRIBUTIONS

INDUSTRY WEBSITE

COMPANY ADDRESS

PROFIT SHARING

TOP LOCAL EXECUTIVE

NO. OF U.S. EMPLOYEES

EMP. OWNERSHIP/ESOP

Overall winners

•

• •

•

Toby Easterly CEO

Real estate stoagroup.com

170

Unlimited

•

Brian Rodriguez Founder and president

Advertising, marketing, PR gatorworks.net

•

Jeff Harman CEO

Association and rental management cmgt.org

89%

•

Matthew T. Valliere CEO

Healthcare caresouth.org

170

•

WORKPLACE CULTURE

Wants what is best for clients and employees, and continually reevaluates what that means Walk-around snack carts, sponsored tickets to community events, mentorship program Values and maintains a balanced view of employee passions and interests Investing in people through continuing education and hands-on training Provides positive work-life balance; PTO and health benefits, flexible work schedules Laid-back culture that promotes creativity, collaboration and an environment where ideas flourish Purpose-driven work; meaningful experiences; encourages innovation and collaboration More than just a workplace, we are a family Workplace culture built on respect where everyone is proud to do something worthwhile Environment where employees thrive, nurturing a workplace that is secure and reliable Diverse workforce and engaging collaborative approach Employees are trusted with real responsibility and grow alongside the business; culture blends entrepreneurial growth with accessible leadership, staying collaborative and down to earth Exceptional workplace culture with company happy hours, catered lunches, remote options People-first philosophy supported with clear expectations, training, strong communication, growth opportunities and engaged leadership Realizes that taking care of employees is paramount to success

Daily-Report.com | BUSINESS REPORT, October 2026

C O V E R S T O RY

BEST PLACES TO WORK

METHODOLOGY

How we find

WHAT MAKES A great place to work? quality based in large part on The answer isn’t as simple as it used to be. what employees themselves Pay and benefits still matter, of course, but have to say. employees are also weighing balance, purParticipating companies complete a pose, opportunities to grow and the quality detailed questionnaire covering policies, of their connection to the people and orgapractices, demographics and benefits. A nizations they work for. randomly selected group of employees then That shifting definition is part of what rates 60 statements on a five-point scale and makes Business Report’s Best Places to Work provides candid feedback about their workprogram so revealing. Since 2013, it has recplace experience. ognized Capital Region companies that are Scores reflect nine focus areas: core expecreating workplaces where people want to rience; job; communication and workplace build their careers—and where employees culture; relationship with management; themselves say the experience stands out. training, technology and professional develImportantly, the companies on the list are opment; diversity and inclusion; leadership; not selected by Business Report. Honorees employee benefits; and work-life balance. are independently determined through a Participation is open to any organization evaluation conducted with at least 15 full- or part-time employIssueresearch Date:and OCT 2026 process Ad proof #3 by Workforce Group, giving the ees and a physical presence in the Capital • Please respond by e-mail orResearch phone with your approval or minor revisions. • AD WILL RUN AS ISan unless approval ormeasure final revisions received within 24 hrs program objective ofare workplace Region. Companies with fewer than 25 from receipt of this proof. A shorter timeframe will apply for tight deadlines. • Additional revisions must be requested and may be subject to production fees.

Congratulations

to the Synergy One Lending team for being recognized as a 2026 Best Places to Work

BUSINESS REPORT, October 2026 | BusinessReport.com

employees must achieve an 80% response rate. The result is a list shaped not by nominations or editorial judgment, but by independent research and employee feedback—offering a snapshot of the workplaces earning high marks from the people who know them best. Think your company has what it takes? Visit bestplacestoworkbatonrouge.com to sign up for notifications about the 2027 survey.

ISTOCK.COM/MUSTAFAU

THE BEST

A DV E RT I S E M E N T

Photo by Don Kadair

COMPANY INSIGHTS

OHCC President and CEO Tim Young

After 30 years at the helm, Tim Young is building Open Health Care Clinic for generations to come

hen Tim Young joined the organization that would become Open Health Care Clinic on Sept. 20, 1996, he didn’t have much of a staff to lead. “I was the only employee at that time,” Young says. “We had a half-million-dollar budget.” Today, Young is marking his 30th anniversary at the helm of an organization with more than 200 employees and an annual operating budget of approximately $85 million. Open Health now serves nearly 17,000 patients each year through eight locations and two mobile medical and dental units. “So it’s taken me 30 years,” he says, “but at least I have something to show for it.” Founded in 1995 as the HIV/AIDS Alliance for Region Two (HAART), the nonprofit was initially 100% state funded and served as a fiscal agent and planning body for HIV services in the Baton Rouge area. That changed in 2007, when Baton Rouge became a Ryan White grantee. Open Health began providing direct services and in 2015 became a federally qualified health center. Today, Open Health provides primary, dental and

CONNECT WITH US

behavioral health care for adults and children regardless of their insurance or ability to pay. It also operates a pharmacy, housing programs and a program that helps Louisianans living with HIV cover insurance costs. “We have eight locations now, including one at the One Stop Homeless Center that we’re very proud of because that’s closest to our mission,” Young says. Open Health’s patient base has grown about 10% a year; Young expects that to increase when stricter Medicaid work requirements take effect next year. To stay ahead of that growth, Open Health has shifted its real estate strategy. “As we acquired buildings, we outgrew them too quickly,” Young says. “We’ve decided to try to leapfrog our growth.” In Mid-City, the organization converted a former Baton Rouge General building into a dental clinic with 18 operatories. On Airline Highway, it purchased the 72,000-squarefoot former Louisiana Farm Bureau headquarters, which houses medical and behavioral health services with extended hours. With help from state legislative funding, renovations will add a new tower entrance with modern elevators, while

the upper floors will be built out as demand requires. Open Health also recently purchased a larger building in Denham Springs – a former pediatric practice near Walmart – that will expand its capacity from four exam rooms to 10. Other priorities for its fourth decade include expanding school-based health centers beyond the 10 East Baton Rouge Parish schools it currently serves, deploying a new two-operatory mobile dental unit to schools and health fairs, and launching a physical therapy practice to improve access for Medicaid patients. The newly established Open Health Foundation will help secure the organization’s long-term sustainability. “We built this tremendous community asset in Open Health and now we’ve got to make sure that we have plans in place so that it’s sustainable into the future,” Young says. While proud of that legacy, Young said the credit belongs elsewhere. “Without the dedication and commitment of the people who volunteer on our board of directors, we could not do this,” he says. “They don’t get paid for their service. They are the true silent heroes behind the organization.”

9516 Airline Highway, Baton Rouge 70815 | 225.655.6422 | ohcc.org

SCAN FOR MORE INFO

Daily-Report.com | BUSINESS REPORT, October 2026

Healthcare with us at FMOLHealth.org/Heart

Taesia Shello, global talent acquisition leader for Dow in Baton Rouge

THE HEART OF INNOVATION DR. FEDERICO DE PUY, CARDIOLOGIST

THE REGION’S FIRST CHOICE FOR ADVANCED HEART CARE

SPECIAL REPORT /

SURGE POTENTIAL SPECIAL REPORT

Four data centers are rising at once in Louisiana. The early economic gains are striking, but so is the scale of what comes next. By Sam Barnes

D ATA C E N T E R S

SPECIAL REPORT /

D ATA C E N T E R S

EGIONS OF THE STATE long known for their economic stagnation—or sluggish growth at best—are now experiencing an unprecedented surge in just about everything. All four of the state’s AI data center projects—Meta, Amazon, Delta Forge 1 and Hut 8—are under construction simultaneously, collectively representing more than $81.6 billion in investment. Sales tax revenue numbers are among the first to tell the tale, with percentage increases in some cities and parishes reaching triple digits in year-over-year comparisons. Property values and tax revenues are expected to follow suit, along with corresponding increases in housing demand, hotel occupancies, retail revenues and a host of other data sets.

BUSINESS REPORT, October 2026 | BusinessReport.com

Most of the current work is taking place in the northern half of the state. “The north shall rise again,” jokes Justyn Dixon, president and CEO of the North Louisiana Economic Partnership in Shreveport. Amazon is already building two campuses in Bossier and Caddo parishes with a third at Resilient Technology Park in Shreveport to begin construction soon. The Amazon investment totals about $18 billion. “The first two projects are blowing and going,” Dixon says, “and we’re starting to see some evidence of that. As of September, Bossier Parish had already hit its annual sales tax revenue projections. We’ve also seen the numbers come up in Caddo, although not to the same degree.” Much of the early increase can be attributed to materials and equipment purchased for construction. For five area contractors, in fact, the Amazon contract

AMAZON GOES BIG: In north Louisiana, the company is investing $18 billion in campuses across Caddo and Bossier parishes that will support cloud computing technologies.

SPECIAL REPORT /

D ATA C E N T E R S

“Today, the AI process is more advanced.”

COURTESY NORTH LOUISIANA ECONOMIC PARTNERSHIP

JUSTYN DIXON, president and CEO, North Louisiana Economic Partnership

WHAT’ S N EXT

COULD THIS BE NO. 5? A 500-megawatt battery storage project proposed by NextEra is moving through an expedited regional review process in Livingston Parish and would help support an unidentified commercial entity with unusually large electricity needs, according to documents reviewed by Baton Rouge Business Report. The Midcontinent Independent System Operator, or MISO, announced Sept. 8 that Steamboat Energy Storage, proposed by NextEra Energy Capital Holdings, was selected for its Expedited Resource Addition Study, or ERAS, program. MISO records place the four-hour battery storage system in Livingston Parish, with Entergy Louisiana as the transmission owner and a targeted June 30, 2028,

in-service date. Most notably, the records say Steamboat would support the new incremental load of an unidentified “commercial entity” requiring 330 to 360 MW of capacity. NextEra provided that project description as part of the ERAS application process. The scale is significant. Conventional data centers may draw roughly 10 to 25 MW, while hyperscale, AI-focused facilities can require 100 MW or more, according to the International Energy Agency. MISO created ERAS to accelerate review of generation and storage projects needed to meet near-term electricity demand, with qualifying projects potentially moving through study to an interconnection agreement in three months.

Steamboat’s selection comes amid speculation about a potential data center in Livingston Parish, much of it centered on a 691-acre tract on Buddy Ellis Road adjacent to Our Lady of the Lake Livingston near Walker that was rezoned for heavy industrial use in November 2025. Parish President Randy Delatte said earlier this month there are currently no plans for a data center in the parish. It remains unclear who the commercial customer is, where it would locate or whether Steamboat is connected to the data center speculation. Entergy Louisiana declined to comment. Delatte and NextEra had not responded by 10/12 Industry Report’s deadline. —Reporting by Dillon Lowe

Daily-Report.com | BUSINESS REPORT, October 2026

D ATA C E N T E R S

SPECIAL REPORT /

“Louisiana is definitely in the game, and these projects have a tremendous positive impact on the entire region.” CHRIS MASINGILL, president and CEO, Louisiana Central

BUSINESS REPORT, October 2026 | BusinessReport.com

represents the biggest in their company’s history. As for the rest of the economic data, “we’re still crunching the numbers,” Dixon says. “That’s some of the tussle back and forth right now … how much is actually going to end up going in the ground versus not, estimated jobs versus reality, etc.?” Ultimately, the data center campuses are expected to generate some 750 jobs, with wages averaging $90,000 a year. Unlike the state’s other data centers, the Amazon campuses are being built in or near an urban environment. That comes with certain advantages. “We already have much of the network in place to support it … Fibrebond in Minden makes mission-critical structures for data centers, Prolec GE in Shreveport manufactures transformers and SLB specializes in advanced manufacturing,” he says. “Combined, those companies have more than 4,000 employees in Shreveport/ Bossier and they’re all growing.”

Dixon says that electricity, water and infrastructure assets are adequate to support the new demand, but there are nevertheless challenges to overcome. “There’s a discrepancy right now (among some residents) between perceived and actual risks in terms of the data center’s impact,” Dixon says. “Today, the AI process is more advanced. Amazon is only going to use water for cooling 13% of the time, and they’re going to pay for any needed upgrades to water, wastewater, power, etc.”

FOR NOW, IT’S ALL ABOUT CONSTRUCTION Being the first entrant into the data center market and the largest, the $50 billion Meta project in Richland Parish paints a clearer economic picture. Much of the current boost in sales tax revenue is being felt in retail-heavy Monroe/West Monroe some 30

SPECIAL REPORT /

D ATA C E N T E R S

META’S MANHATTAN:

Initial hype described this data facility under construction in Richland Parish as “Manhattansized.” In reality, the construction site covers 2,250-plus acres, roughly one-quarter the size of the New York City borough.

We are

BY TH E NU MB E R S

Richland Parish School Board sales tax revenue

$2.36M Q1 2025

$19.65M miles to the west. “More than 75% of the city of West Monroe’s budget comes from sales tax, so when they see a 30% jump in those numbers that has a huge impact,” says Rob Cleveland, president of Monroe-based economic development group Grow NELA. The numbers coming out of rural Richland Parish are comparably impressive: The Richland Parish School Board collected $19.65 million in sales tax revenue in the first quarter of this year versus just $2.36 million for the same time period a year earlier, and Richland Parish Police Jury tax collections increased from $1.57 million to $13.1 million. As a whole, the northeast region collected $127 million in sales tax

Q1 2026

Richland Parish Police Jury sales tax collections

$1.57M

EXCEPTIONAL COMPANY. EXCEPTIONAL PEOPLE. We’re committed to providing our employees with the support, opportunities, and resources to succeed.

Q1 2025

$13.1M

WWW.AGBR.COM

Q1 2026

Daily-Report.com | BUSINESS REPORT, October 2026

SPECIAL REPORT /

D ATA C E N T E R S

“Bottom line, it’s not going to increase people’s rates. They’ll either believe it or they won’t.”

MADELINE GRACE CREATIVE

ROB CLEVELAND, president, Grow NELA

BUSINESS REPORT, October 2026 | BusinessReport.com

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revenue during Q1 2026, up from $84 million in Q1 2025. While it can be difficult to make a direct correlation between Meta and the increases in Monroe/West Monroe given the cities’ other income streams, “when the rural parishes see a significant increase and there have been no other major developments in the area, it’s easier to make that connection,” Cleveland says. Grow NELA will soon begin gathering property tax assessments and revenue data once the information becomes available. The Meta facility has its local opposition, but it has been minimal compared to other parts of the country, Cleveland says. “The power question has been answered repeatedly,” he adds. “It’s been approved publicly by the PSC, Entergy has talked repeatedly about it and shown that Meta is paying for the additional power generation. Bottom line, it’s not going to increase people’s rates. They’ll either believe it or they won’t.” To create a cohesive message, Grow NELA hired Crenshaw Analytics in Monroe to gather and interpret economic data attributable to the data center, with the resulting data posted on its newly created website—NELAgrowth.com. Chris Masingill, president and CEO of Louisiana Central in Alexandria, says his economic development group is in the process of putting together its first economic analysis following Applied Digital Corp.’s January groundbreaking at the $3.6 billion Delta Forge 1 data center campus in Boyce. The facility is currently under construction on nearly 300 acres. Preliminary data shows that the city of Boyce’s 2026 sales tax revenue has already surged a whopping 250% to date when compared to the same time last year, and 15% for all Rapides Parish. Applied Digital is beginning work at an ideal time, Masingill says, as the closure of International Paper in Pineville and the recent cancellation of the $2.5 billion Beaver Lake Renewable Energy project had left the economy stagnating. “This is a region of the state where there are resources across the board,” Masingill says. “We have available power, the right site and geographical location, and a major fiber corridor coming through the region. “We knew we were going to get

D ATA C E N T E R S

a data center; it was just a matter of when.” Perhaps most interestingly, Delta Forge 1 will use little to no water for its processes; instead, it will rely upon a closed-loop, glycol-based system for cooling. The only water needed will be for breakrooms and restrooms—the equivalent of six or seven households. “Once the system is charged and filled for the first time, it’s only a matter of maintenance,” he says, “just like the antifreeze in your car.” Electricity isn’t an issue either, Masingill adds. The existing power grid can accommodate the entire project and “Applied will pay 100% of any additional utilities infrastructure that will be needed.” Louisiana Central created a website (Rapidesdatacenter.com) as a clearinghouse for all information related to the project in hopes of educating area residents about the data center. “We have international actors trying to negatively impact America’s ability to position strategically for AI and we feel we have to put America first,” Masingill says. “Louisiana is definitely in the game, and these projects have a tremendous positive impact on the entire region.” Once Applied Digital is operational, he plans to conduct a comprehensive economic analysis to examine the financial impact on the parishes surrounding Rapides. Meanwhile, Hut 8 is developing the lone south Louisiana data center—the multibillion-dollar River Bend campus just south of St. Francisville. The project could face its own struggles as contractors compete for labor in a booming industrial market. The project is expected to create about 1,000 construction jobs and up to 200 permanent operations and technical roles. In September, rumors emerged on social media about a possible data center in Livingston Parish near the Our Lady of the Lake Livingston campus, but as 10/12 Industry Report went to press, those remained unconfirmed. Baton Rouge Business Report did uncover that a 500-megawatt battery storage project proposed by energy giant NextEra to help support an unidentified commercial development with unusually large electricity needs in that parish is moving through an expedited regional review process.

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Daily-Report.com | BUSINESS REPORT, October 2026

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D ATA C E N T E R S

“You could … have these same oil crews work both the tech side and the oil and gas side … and develop a new industry in Louisiana.”

TERRI FENSEL

TONY DUPUY, co-founder, Forged Energy Solutions

W H AT ’ S NE X T The project is referred to as Steamboat Energy Storage. Entergy Louisiana is identified as the transmission owner, though company officials declined to comment at the time.

SUCCESS STRUGGLES For now, the sheer volume of contractors needed to build the data centers is providing the greatest source of strain. According to LED data, at peak of construction there will be some 12,000 construction workers building the four data center facilities—all at the same time. Paige Carter, chief business development officer for Louisiana Economic Development, says her office monitors construction timelines to prevent the market from becoming overheated, “but sometimes we struggle with our own success, and that’s unfortunate,” Carter says. “We want to make sure we’re mindful of resource restraints and that we grow smartly. It’s our responsibility to balance that.” The LED team also works with utility providers to ensure “that we agree on what’s best and what our resource availability is,” she adds. “We want to do economic development with our communities, not to our communities.” In that vein, The

Rate Payer and Community Protection executive order signed by Gov. Jeff Landry in June establishes criteria to protect utility customers from the energy costs of largescale industrial projects such as AI data centers. LED develops a preliminary impact assessment for every new project, then takes the quantitative data and puts it into a qualitative format, which is then shared with regional and local partners and local governments. “The important thing is that we do that early during the site selection process,” Carter adds. “Once we get approval, that allows us to have conversations about what’s going on to ensure constituents are well represented.” Workforce training has been a big part of the discussion, as some 7,000 permanent data center jobs will need to be filled, statewide. In Baton Rouge, Meta is propping up a “workforce academy” at Associated Builders and Contractors Pelican Chapter’s Baton Rouge training center, with the first cohort of students expected to begin training in November. Announced in June, the $115 million initiative is designed to train workers for jobs in AI infrastructure. The program is free to participants, requires no prior experience and guarantees graduates a job offer with a Meta contractor.

This Lafayette company wants to send data centers out to sea In July, Tony Dupuy and the other founders of Lafayette-based Forged Energy Solutions posed an interesting question: Why not fabricate the data center components modularly and place them on abandoned oil platforms in the Gulf? In turn, the data center would be powered by turbines on a separate platform using existing offshore gas leases for fuel. Seawater would be used for cooling the data center components and existing underground cables to transfer the data. “We’re talking with lease owners to find underutilized gas resources that are still out there, whether on the shelf or further out,” Dupuy says. “It only takes about 250,000 cubic feet of natural gas to create 1 megawatt of power with a good turbine, and in some of these places there are some 9 million cubic feet of gas available. “And if four years down the road a field starts to deplete, we’ll just disconnect and move everything to a new field.” Dupuy acknowleges that steep challenges exist when moving any operation from land to offshore, “but I think we could successfully meld the two worlds together. You could rework the infrastructure and have these same oil crews work both the tech side and the oil and gas side … and develop a new industry in Louisiana.” As designers of the proposed system, Forged Energy Solutions believes the state should consider using existing offshore assets, energy resources and decades of operational experience to complement future infrastructure needs while saving the communities and landscapes from a proliferation of land-based data centers. “There’s just a significant opportunity here,” he adds, “to develop this system, put it in place and let it go.” —Sam Barnes

Daily-Report.com | BUSINESS REPORT, October 2026

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D ATA C E N T E R S

Baton Rouge was chosen as one of four pilot markets for the academy, along with locations in Indiana, Ohio and Texas. David Helveston, president and CEO of ABC Pelican Chapter, says the connection was initially made between Meta and ABC’s national chapter. “Meta was intrigued by the partnership because of the infrastructure that ABC has in place, with chapter locations and training centers across the nation,” Helveston says. “Our hope is that everything will go well and this will continue to expand. Given our workforce training infrastructure and the investment that Meta is making in Louisiana, there’s a lot of interest in us expanding this across Louisiana to our different training centers.” The training will be conducted in four-week cohorts consisting of 160 instructional hours. “We are going to have to staff up, but there wasn’t a lot required of us from a facilities perspective to be ready to go,” he says. “That’s one of the main reasons we were selected.” Meanwhile, Louisiana Delta Community College in Monroe is “knocking workforce development out of the park,” says Grow NELA’s Cleveland. The college recently collaborated with Meta contractors to quickly prop up a data center technician training program, where students are trained in three-, four- and six-week programs to work at any data center in the country. At present, existing Delta facilities are adequate to support the training, but the school could soon

BUSINESS REPORT, October 2026 | BusinessReport.com

need to expand as demand increases. In Alexandria, Louisiana Central is working to develop local training through Central Louisiana Technical Community College and has established a training working group with LSU of Alexandria, Northwestern State University and others. The Delta Forge 1 campus is expected to create some 400 permanent direct and indirect jobs, predominately electricians, welders and other trades. “We’re actively working toward scaling some of the existing programs to prepare for the project,” Masingill says. “The project should be completed in two and a half years, and we want to be ready to go.” And in Shreveport, the North Louisiana Economic Partnership is hoping the Dallas market will help fill the employment void at Amazon. It recently hired a local marketing firm to create promotional messaging for some 2 million people in the Dallas metro area. To date, 30 applicants have applied to area manufacturers and health care providers as a result of the marketing effort. It has also developed a six-week industrial “boot camp” training program in cooperation with area community colleges—dubbed Employment Preparedness and Workforce Readiness—where students learn basic skills and earn 12 certifications. “We’ve signed MOUs with over 30 companies, and they guarantee an interview when the student graduates,” Dixon says. “We had 100% placement in the last three classes.”

DELTA 1 FORGING AHEAD:

Applied Digital Corporation is developing this $3.6 billion data center in Rapides Parish to support large-scale AI training and inference.

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SHIPPERS ABOARD: A new container-on-barge operator was expected to begin recruiting local shippers in September, and the port already has commitments from a couple of them.

Room to grow

BY SHERIDAN WHITE

With docks getting busier and industrial prospects in the pipeline, the incoming director of the Port of Greater Baton Rouge must decide where to invest next. GREG JOHNSON IS preparing to lead the Port of Greater Baton Rouge with a new strategy and a pressing question: How can the port make room for the business already coming its way while competing for what comes next? Immediate priorities for Johnson, who will take over as executive director of the port on Dec. 1, include a roughly $25 million expansion of a deep-water berth, the return of container-on-barge service under a new operator and a joint international marketing effort with four other Lower Mississippi River ports.

He also says the port is in early discussions with two or three industrial prospects, including one in bulk oil and another that could involve carbon processing. “We have two or three right now that are industrial prospects,” Johnson says. “We’re in the very early stages; we’re looking at getting their leases in place, and some of the terms of the lease.” The berth project is a response to a familiar problem for a busy port: One of the docks the port had shared with Drax Biomass has become harder to use as that

BUSINESS REPORT, October 2026 | BusinessReport.com

company’s business has grown. The expansion, which Johnson says recently began and should take about 18 months, would give the port another place to handle deep-draft vessels as long as 825 feet. “We were sharing a berth with where the wood pellet operation is, and their business has picked up tremendously, so they almost have no time available at the dock we shared,” Johnson says. The docks were nearing capacity, he says. The investment is an effort to keep existing customers moving while leaving room for new ones.

“We just felt that we needed to improve the infrastructure and make the investment,” Johnson says. Johnson is also looking to restore a service that has stopped. A new container-on-barge operator was expected to begin recruiting local shippers in September, and the port already has commitments from a couple of them, he says. The proposed service would connect shippers with New Orleans, Houston and Mobile, expanding their options for reaching container lines. Says Johnson: “We’re pretty excited about the ability to reach

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“We have all come together to market the Lower Mississippi River from Baton Rouge down to the Gulf.”

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DR ANGIE HUFF, PHARM D Founder & Wellness Visionary

—Greg Johnson, incoming executive director, Port of Greater Baton Rouge COURTESY THE PORT OF GREATER BATON ROUGE

other container lines and other ports.” AMBITIONS AND LIMITS Whether those commitments translate into sustained traffic will be one measure of the port’s ability to grow beyond its established cargo base. The ambitions come with practical limits. Johnson says new projects face a longer vetting process as applications move through the pipeline: The normal timeline is 18 months to two years. “With us to site new projects, it’s just been a lot more review process and a lot more projects in the pipeline, so they are not all the way caught up right now,” he says. “We have about a 24-hour transit time just to get from the Gulf to the port.” For customers weighing where to put a project, a port’s acreage alone cannot settle questions about access, dock capacity and the time it takes to get a site ready.

Those questions now extend beyond Baton Rouge. The Port of Greater Baton Rouge and four other deep-water ports along the Lower Mississippi—the Port of South Louisiana; the Port of New Orleans; St. Bernard Port, Harbor and Terminal District; and Louisiana Gateway Port—have agreed to develop a unified marketing strategy. They want to attract cargo, new business, international trade and foreign direct investment by presenting the river as a connected transportation network. “We have all come together to market the Lower Mississippi River from Baton Rouge down to the Gulf,” Johnson says. “We’re marketing that as one unit.” He also says representatives of several ports plan to travel to Marseille, France, in October to meet international prospects. The approach asks ports that have long pursued cargo and industrial investment individually

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WHAT’S NEXT: Incoming Port of Greater Baton Rouge Executive Director Greg Johnson says a strategic plan to guide the port’s next changes and adding staff to help pursue new companies and tenants are top priorities.

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Daily-Report.com | BUSINESS REPORT, October 2026

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THE HYUNDAI EFFECT The Hyundai Steel project in Ascension Parish offers a concrete example of how the relationship among ports is changing. Although the planned steel plant sits within the Port of Greater Baton Rouge’s jurisdiction, an agreement allows the Port of South Louisiana to work directly with Hyundai on a deep-water dock. That division of work could help

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to sell the strengths of the river together. A March 2025 cargo market analysis examined freight moving through other Gulf Coast ports that Louisiana might compete to handle, along with opportunities in emerging markets such as carbon sequestration and hydrogen production. The state has also put more formal coordination in place: Legislation passed in 2023 created an Office of Port Development along with an advisory commission, while a 2024 law established the Louisiana Ports and Waterways Investment Commission to develop a strategic plan, set investment priorities and coordinate trade efforts. MAKING HIS EXIT: Longtime Port of Greater Baton Rouge Executive Director Jay Hardman is retiring in December.

serve a project whose shipping needs are substantial—and whose economic footprint stretches well beyond either port’s boundaries. Hyundai plans to invest $5.8 billion in the electric-arc-furnace mill. The plant is expected to produce about 2.7 million metric tons of steel a year and import an

BUSINESS REPORT, October 2026 | BusinessReport.com

estimated 3.6 million tons of iron ore annually. Louisiana Economic Development projects 1,300 direct new jobs and roughly 4,100 indirect jobs, with commercial production expected to begin in 2029. Moving the feedstock and finished product will depend on infrastructure as much as on the plant itself.

At the Baton Rouge port itself, another project points toward a different kind of industrial demand. AtmosClear BR, a portfolio company of Fidelis, plans a carbon capture and bioenergy facility there. It has signed a 15-year agreement to provide Microsoft with 6.75 million metric tons of engineered carbon removal—an agreement AtmosClear describes as the world’s largest contract for permanent carbon removals to date. Microsoft has connected the deal to its goal of becoming carbon negative by 2030. The more than $800 million project would use renewable biomass, including sugarcane bagasse and responsibly sourced forestry materials, to generate baseload power while capturing an estimated 680,000 metric tons of biogenic carbon dioxide each year. The captured CO2 is expected to be stored permanently or used in low-carbon applications, including renewable natural gas and synthetic fuels. Construction is planned to begin in 2026, and the facility is expected to become fully operational in 2029. Fidelis estimates it will create

N E W S I N D U S T RY

targets for his first two years. “We’ll see the growth at the port if we’re able to achieve some new companies and some new new tenants,” he says. “We’re always working toward that, so we’ll just keep pressing on. We’re bringing in some new staff members and that’s gonna help us.” The leadership change will follow Executive Director Jay Hardman’s retirement after 26 years with the

port. Hardman joined as director of engineering in 2000 and became executive director in November 2006. His tenure includes hundreds of millions of dollars in infrastructure improvements, security upgrades and economic development projects. The port now ranks seventh nationally in total tonnage, handling 87.9 million tons annually, according to recently released national data cited by the port and

local reporting. That established volume is part of Johnson’s opportunity, but as he notes, that does not remove the pressure to invest. A port serving current tenants and an expanding mix of industrial customers must decide when to add capacity, how to improve access and where cooperation with its neighbors can bring in business none of them would capture alone.

TOP 10: The Port of Greater Baton Rouge now ranks seventh nationally in total tonnage, handling 87.9 million tons annually, according to recently released national data cited by the port and local reporting.

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about 600 construction jobs and 75 permanent jobs, with additional support for forestry management employment in Louisiana. For the port, AtmosClear represents a different kind of project, one that requires industrial land, transportation links, access to feedstocks, and infrastructure to handle carbon. Hyundai, AtmosClear and prospects still at the leasing stage together illustrate the wide range of customers the port will be asked to serve. That range of needs raises a sharper question for Johnson’s strategic plan: Which investments should take priority when existing docks are busy and new industries are asking for space? Johnson will draw on more than 25 years of experience on the port’s administrative management team in weighing those decisions. He served as director of business development before becoming deputy director in January 2025. He says the port will develop a strategic plan to guide its next changes and is adding staff to help pursue new companies and tenants. He has not yet identified specific numerical

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GREAT TEAMS ARE

BUILT, NOT BORN

Here are two numbers every business owner and leader in the Capital Region should know. Companies with comprehensive training programs generate 218% higher income per employee and enjoy 24% higher profit margins than companies that don’t invest in developing their people. And 94% of employees say they would stay longer at a company that invests in their growth. Read those again. Then ask yourself the question I ask leaders all the time: Are you building your business, or are you building your people? Because here’s the truth I’ve learned over three decades of leading, selling, and coaching teams … when you build your people, they build the business. That’s exactly why we created this special section. Over the past few years, we’ve watched a remarkable pool of talent grow right here in our own back yard. You don’t have to fly to Dallas, Atlanta or New York to find world-class help. Some of the region’s top consultants, executive coaches, trainers and specialists are living and working right here in the Capital Region and they are helping companies like yours sharpen leadership, strengthen culture, close skill gaps and elevate performance. In the pages that follow, you’ll meet many of them. You’ll learn their specific areas of expertise, the mission that drives them, and most importantly, how to connect with them. Think of this section as a professional development playbook for your organization. So why does investing in your team matter so much? Let me give you my top three reasons. * Growth follows development. Your organization will never outgrow the people inside it. When your team gets better, everything gets better; sales, service, culture and results. Everything rises and falls on leadership. * Your best people stay where they’re growing. In today’s market, development is the new retention strategy. Talented people don’t leave companies that are pouring into them. They dig in, take ownership and recruit others to join them. * Trained teams win. Championship teams aren’t the ones with the most talent. They’re the ones with the best coaching and preparation. The same is true in business. Skills fade, markets shift, and technology changes fast. The companies that keep learning keep winning. It’s no accident this guide appears inside our Best Places to Work edition. The best places to work are the places where people are developed, challenged and championed. The organizations celebrated in this issue understand that their greatest asset rides down the elevator every evening and their greatest investment is making sure those people come back stronger. My challenge to you is simple: don’t just read this section; use it. Circle a name. Make a call. Start a conversation. Your team is worth the investment, and your future depends on it. Here’s to building great people, great teams and great companies right here at home.

Julio Melara President & CEO

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Capital Region

Expert Guide IN THIS SPECIAL SECTION

106 . . . Meredith Eicher, Meredith Eicher & Associates 108 . . . Baton Rouge Leaders Know the Secret to Growth (GrowthReady) 110 . . . Developing the Next Generation of Leaders 112 . . . Laurinda Calongne, Stand Strong Strategies

121 . . . Phillip Lafargue, Lafargue 122 . . . David Day, The Day Group 123 . . . Julie Laperouse, Screaming Peacock 124 . . . Chad Cole, Coeur Workforce Solutions 125 . . . Unlock Your Full Potential as a Business Leader (LSU Executive Education) 126 . . . Steve Mellor, GrowthReady

114 . . . Jen Gomez, The Joyful Strategist

127 . . . Embracing Change & Transformation

116 . . . Casey Evans, The Brothers Evans Consulting Co.

129 . . . Success Labs

118 . . . Cullen Talley, EXM 119 . . . Preparing for Emerging Technology 120 . . . Craig Broome, Highflyer

130 . . . SSA Consultants 131 . . . Stuart Gilley & Thomas Dunn, The Alliance 132 . . . Frank Hopkins, Hopkins Leadership

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AREAS OF EXPERTISE

• Executive 1:1 coaching • Vistage peer groups • Leadership team development • Offsite facilitation and retreats • Culture design and reset • Sales coaching • Operational excellence • Six Sigma • Change management • Fractional C-Suite services

“

Each member of our team has been in the arena. We’ve been founders, CEOs, or in the C-Suite and we have the experience. We understand the real challenges each of our clients face. - MEREDITH EICHER

”

FOUNDER OF MEREDITH EICHER & ASSOCIATES

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SPECIAL PROMOTIONAL SECTION

MEREDITH EICHER

FOUNDER OF MEREDITH EICHER & ASSOCIATES, AN EXECUTIVE COACHING FIRM, AND VISTAGE CHAIR

BOLD CONVERSATIONS,

BOLD RESULTS

FOR YEARS, MEREDITH EICHER was a principal partner and founder in an accounting and tax practice, and owner after owner came to her asking for “everything accounting and beyond.” “They did not have a place to go, someone to talk to and strategize with,” she says. Then a personal and professional development workshop introduced her to coaching. In 2012, she answered that calling. Today she leads Meredith Eicher & Associates and serves as a Vistage chair, fa(From left) Darrin Wagner, Meredith Eicher, Jay Thompson, Val Generes and Lawson Eicher cilitating CEO peer groups. “One of the things that sets me and my firm apart is that each member of our team Her clients are sifting through fast-changhas been in the arena,” she says. “We’ve been ing information, from AI to economic trends, founders, CEOs, or in the C-Suite and we have while trying to put the right people in the right the experience. We understand the real chalseats. Many are also isolated at the top. “I hear lenges each of our clients face.” it all the time: ‘Meredith, I have no one to talk Meredith is also known for her candor. “I’ll to. I don’t want to take it home and pour it shove you in the back, I’ll put my hand on your on my spouse. I need to talk through it with a shoulder. I’ll call it as I see it,” she said in a May trusted advisor in a space that’s highly confi2026 Baton Rouge Business Report feature dential,’” she says. recognizing her as one of the Capital Region’s “My approach is twofold. Through one2026 Influential Women in Business. to-one coaching, as well as a community of

likeminded peers, clients receive multiple perspectives, experience, accountability and challenge.” In addition, the peer groups host vetted, national expert speakers seven times annually to broaden learning. “It is my belief that coaching starts with the human and then proceeds to the issue or opportunity,” Eicher says. “We all walk in a room and we’re all dragging a suitcase of junk. I call it ‘junk in the trunk.’ My job is to ask questions to sort through the junk and get to the bottom of the real issue.” Her number one piece of advice for business leaders: “You absolutely do not have to do this alone. The truth is, you do not always have to have the answer. However, you must be willing to be curious, coachable and to be challenged.” It’s the idea behind her tagline: “Bold Conversations, Bold Results.” “When we have those conversations,” she says, “we become better leaders, make better decisions, and get better results.”

READY TO GET STARTED?

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S PON S ORED CO N TEN T

Steve Mellor investing in the next generation of executives at LSU’s MBA Semester Kick-Off.

BATON ROUGE LEADERS KNOW

THE SECRET TO GROWTH

here’s a secret that some of the most successful leaders in Baton Rouge already know. It’s uttered in the C-suite, from healthcare and finance to construction and engineering. It’s been shared in the LSU MBA program and with three cohorts of global entrepreneurs. It’s an uncomfortable truth—and apparently not everyone can handle it. We sat down with GrowthReady CEO, founder, and executive coach Steve Mellor to find out what he’s learned working with the area’s most elite performers. From originally coaching LSU’s first US Olympian in swimming, to now leading multimillion-dollar executive teams through their biggest challenges, Steve knows the many factors that influence or inhibit growth, and how to navigate it.

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Q: YOU’VE HOSTED A WEEKLY PODCAST FOR EIGHT YEARS, WITH NEARLY 350 EPISODES AND OVER 300K DOWNLOADS. WHILE YOUR GUESTS VARY, YOU OPEN EVERY EPISODE WITH ONE QUESTION. WHAT IS IT AND WHY DO YOU START THERE?

“I ask every guest on the GrowthReady podcast, ‘What does it mean to you to be growth ready?’ because everyone has a different

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idea of growth and readiness. The answers signal where peoples’ tolerance lies. And when you learn how leaders view optimal growth, versus what they tolerate, you can identify the gap they need to or have gone on to cover.” Q: HOW DOES THAT TRANSLATE INTO THE WORK YOU DO?

“Our work starts with executives who are no longer willing to tolerate anything but excellence. That requires a level of awareness, honesty, and accountability that makes a lot of people uncomfortable. When a company chooses to identify the difference between what someone declares is a standard required for excellence, and the reality of how they behave on any given day, you find the ones who are willing to do the work to protect what matters most.”

“

When a company chooses to identify the difference between what someone declares is a standard required for excellence, and the reality of how they behave on any given day, you find the ones who are willing to do the work to protect what matters most.

Q: WHAT DO YOU MEAN BY PROTECTING WHAT MATTERS MOST?

“Think about your home. There’s only so much room in the garage or the safe, so you have to choose what gets your protection. Standards are treated the same. When it comes down to the evidence, the daily behaviors, commitments, and actions that demonstrate those standards, you see what matters most by what is observable. Some of the leaders I talk to cringe at the conviction they feel when I ask if their standards hold up, because they know they’ve been tolerating something else. And we gradually identify the great lengths they go to in order to protect the comfort of that tolerance.” Q: WHAT’S THE KEY TO CHANGING THAT?

“The key to growth is knowing the truth, taking ownership of what

you protect, and ensuring that the evidence is there in every decision you make. If what’s evident is that standards are protected over comfort, then the outcomes follow suit. And that work isn’t easy, or often fast. It’s the equivalent of training to be an Olympian while you’re in college. You have to be willing to look at a weekend and decide if what matters most is partying with your friends today or standing on a podium tomorrow. The leaders who protect what matters most are the ones who make the tough decisions every day. But first they need to face what they tolerate.”

“

- Steve Mellor, GrowthReady

who may like to be a guest on the show, or simply to have a chat 1:1 over tea (I’m British, that’s what we do). Folks can reach me at steve@ growthready.com.

GET STARTED TODAY

Q: HOW CAN LEADERS LEARN MORE?

I post a lot on LinkedIn, and my team and I put out a weekly podcast. I’d love to connect with leaders Daily-Report.com | BUSINESS REPORT, October 2026

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DEVELOPING THE NEXT GENERATION OF LEADERS

trong organizations understand that their future success depends on the leaders they develop today.

While experience and technical expertise remain valuable, tomorrow’s leaders must also possess adaptability, emotional intelligence, and the ability to inspire others in an ever-changing business environment. Developing the next generation of leadership is not simply about preparing for succession— it’s about creating a culture where people at every level are encouraged to grow, contribute, and lead.

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Effective leadership development begins with identifying potential early. Great leaders often emerge from those who demonstrate curiosity, initiative, resilience, and a willingness to learn. By recognizing these qualities and providing meaningful opportunities to expand them, organizations can cultivate confident professionals who are prepared to take on greater responsibilities.

Mentorship is one of the most powerful tools for developing future leaders. Experienced executives who invest time in coaching, sharing insights, and offering constructive feedback help emerging leaders navigate challenges while building confidence and sound decision-making skills. These relationships also preserve institutional knowledge and strengthen organizational culture. Leadership growth also requires realworld experience. Assigning

cross-functional projects, encouraging collaboration, and allowing employees to lead initiatives helps them develop critical thinking, communication, and problem-solving abilities. While mistakes are inevitable, organizations that view setbacks as learning opportunities create resilient leaders who are better prepared for future challenges. Continuous learning is equally essential. Leadership development should include professional education, executive coaching, industry

conferences, and ongoing skills training that equips individuals to respond to changing technologies, evolving customer expectations, and shifting workplace dynamics. Perhaps most importantly, developing future leaders requires intentional investment from today’s leadership. CEOs and senior executives who prioritize coaching, recognize emerging talent, and create opportunities for growth send a powerful message that leadership is everyone’s responsibility.

Organizations that commit to developing the next generation don’t simply fill future leadership positions— they build a lasting legacy of excellence. By investing in people, fostering lifelong learning, and empowering individuals to lead with integrity and purpose, companies create strong leaders who will guide their organizations successfully for years to come.

SIGNS OF LEADERSHIP POTENTIAL •

They take initiative. They don’t wait to be told what to do, but rather look for solutions.

•

They are curious and eager to learn. They ask thoughtful questions and seek feedback.

•

They communicate well. They listen, explain ideas clearly and work effectively with people at different levels of an organization.

•

They take ownership. When something goes wrong, they focus on finding a solution rather than placing blame.

•

They build relationships. They understand that success depends on collaboration, so they practice bringing people together.

•

They see beyond their own role. They show an interest in the company’s bigger picture.

•

They make others better. They naturally encourage, support and bring out the best in colleagues.

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AREAS OF EXPERTISE

• The Stand Strong Signature

Solution™ • The Stand Strong Index™ • The Leadership Capacity

Assessment™ • Executive coaching for senior

leaders • Keynote speaking • Leadership development training

& master classes

“

Some people are at a crossroads in their careers and have tough decisions to make. Others just need space to think clearly, adopt a fresh perspective and rediscover their passion and energy. - LAURINDA CALONGNE,

”

PRESIDENT & FOUNDER OF STAND STRONG STRATEGIES

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SPECIAL PROMOTIONAL SECTION

LAURINDA CALONGNE, EdD

PRESIDENT & FOUNDER STAND STRONG STRATEGIES

Sometimes

YOU NEED A RESET

STAND STRONG. It’s an appropriate name since Dr. Laurinda Calongne is in the business of helping executives and their organizations deal with the burdens of frequent stress, constant decision-making, and heavy responsibility in demanding environments. As a former healthcare executive and current leadership strategist, she has more than 30 years of experience helping leaders navigate everything from hurricanes and pandemics to organizational transformation and technology challenges. Her gift is seeing the light at the end of the tunnel and teaching those same leaders how to refocus and lead with resilience and confidence. “At the executive level, the term ‘burnout’ is a stigma,” Calongne says, “and it leaves individuals feeling vulnerable and exposed if they admit that they are exhausted, at capacity, or feeling depleted.” The signs may not be obvious to others, she says, but they are unmistakable to the CEO or senior VP who is struggling, feeling emotionally drained, avoiding difficult conversations, noticing strained relationships, losing

patience, or no longer feeling aligned with the organization’s mission. Through Stand Strong Strategies, Calongne partners with organizations facing high turnover, disengagement, and executive burnout, delivering consulting engagements that diagnose where capacity is breaking down and rebuild the conditions that keep leaders and teams performing. She also delivers one-onone executive coaching, interactive workshops, and keynote speaking for conferences, leadership retreats, and industry events where audiences need a candid, experienced voice on

sustaining performance under sustained pressure. For senior leaders ready to move from survival mode to sustainable strength, Calongne has developed the Stand Strong Executive Reset, a three-month program that combines a personal capacity assessment, confidential one-on-one coaching, and virtual small-group cohort sessions with peers who understand the weight of the role. “Some people are at a crossroads in their careers and have tough decisions to make,” she says. “Others just need space to think clearly, adopt a fresh perspective, and rediscover their passion and energy. They just need to be aware of the tools and strategies available.” Dr. Calongne shares her ideas and advice in her book Still Standing, designed for those navigating prolonged pressure, depletion, and crisis-tested systems. It offers a practical framework for success, so leaders can continue delivering results without losing their people, or themselves.

READY TO GET STARTED?

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AREAS OF EXPERTISE

• Performance & Purpose

keynote speaker • Leadership performance

workshops • Joy integrated executive coaching • Executive & team alignment • Strategic planning & growth • Executive retreat facilitation

“

When you have a joyful mindset, you have energy, motivation, more capacity for growth, more confidence. I teach people to treat joy not as a fluffy feeing, but as a practical strategy to drive success. - JEN GOMEZ,

”

FOUNDER OF THE JOYFUL STRATEGIST

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SPECIAL PROMOTIONAL SECTION

JEN GOMEZ

FOUNDER OF THE JOYFUL STRATEGIST

The Metric

MOST COMPANIES MISS

COMPANIES ARE ASKING people to do more with less: move faster, adapt sooner and keep producing under pressure. But leadership speaker and strategist Jen Gomez believes many organizations are overlooking the internal condition that makes sustainable performance possible. Joy. Not surface-level positivity or forced enthusiasm. Gomez defines joy as a performance state—one that helps leaders stay clear, grounded and fully present when the room is on fire. “We measure revenue, productivity and sales because they matter,” Gomez says. “But those numbers are outcomes. If we never examine the internal condition of the people producing them, we miss what is actually driving—or quietly draining—performance.” Gomez knows what it means to look capable while feeling disconnected. A difficult

childhood led to homelessness at 18. Years later, after earning her MBA and serving as Director of Operations for the Louisiana Executive Governor’s Mansion, her life looked successful. It simply did not feel like hers. That experience changed the questions she asked about leadership. Gomez began studying what helps leaders reconnect to themselves instead

of treating burnout as a calendar problem. Today, she brings that work to conference stages, leadership workshops and executive rooms through The JOY Method™, a practical framework that helps leaders access joy on purpose and lead themselves—and everyone around them—better. “Joy is not happiness or the reward waiting on the other side of success,” Gomez says. “It is an internal resource that helps leaders make clearer decisions and build healthier cultures.” Her forthcoming book, Joy Driven Leader: Learning to Lead with Power, Presence and Purpose, arrives in December 2026. It challenges leaders to build the steadiness they will need before the next crisis demands it. For Gomez, that is the future of leadership: leaders who can keep their power, hold their presence and stay connected to their purpose, even in the chaos.

READY TO GET STARTED?

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AREAS OF EXPERTISE

• Hospitality • Marketing • Messaging • Leadership • Management • Entrepreneurship

“

A lot of businesses don’t have a marketing problem, they have a messaging problem. Everybody is the hero of their own story … you’re just a guide in it. - CASEY EVANS,

”

CO-FOUNDER, THE BROTHERS EVANS CONSULTING CO.

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SPECIAL PROMOTIONAL SECTION

CASEY EVANS

CO-FOUNDER OF THE BROTHERS EVANS CONSULTING CO.

FOR LEADERS WHO ARE

READY TO MAKE AN IMPACT

CASEY EVANS DIDN’T SET OUT to become a business coach. For years, he managed restaurants and worked in Baton Rouge’s entertainment and nightlife scene, developing artists and running hospitality concepts. It was his brother, Kyle, a business coach with Keller Williams, who pushed him to formalize it. Over the past two years, coaching has grown into a full second business alongside his restaurant, Dearman’s Diner. Today he’s a Storybrand Guide and Business Made Simple Certified Coach, under The Brothers Evans Consulting Co. expecting to launch Applied Hospitality later this year. Owning a restaurant in a college town shaped how Evans coaches. Baton Rouge, he points out, isn’t a city where hospitality tends to be a lifelong career the way it might be in a destination city. It’s often a stop along the way. His role at Dearman’s has given him a front-row seat to people at every stage of figuring out what’s next, and it led him to a concept

he calls “applied hospitality”: treating the lessons of serving customers and staff as leadership principles that apply in any industry. “Hospitality isn’t just what we give to the end user,” he says. “It’s what we give to our staff, which ultimately reflects on the service the end user gets.” Much of his coaching addresses a problem he sees constantly among small business owners.

“A lot of businesses don’t have a marketing problem, they have a messaging problem,” Evans says. Business owners tend to want to talk about how great they are, when what clients actually care about is whether their problem gets solved, and whether the solution is easy to understand. “Everybody is the hero of their own story,” he says. “You’re just a guide in it.” His process starts with listening. Evans works mostly with entrepreneurs and small business owners juggling multiple roles, and he says the real issue is rarely the one a client leads with. “You don’t want to treat the symptom, you want to treat the sickness,” he says, describing how he digs past surface complaints to find what’s holding someone back. If you’re ready to work with Evans, take the first step toward transforming your business by booking a free strategy call.

READY TO GET STARTED?

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SPECIAL PROMOTIONAL SECTION

AREAS OF EXPERTISE • Building high-performance teams grounded in accountability, curiosity, & grit • Driving decision velocity with factbased analysis vs. opinion-driven debates • Expanding profit margins through focused execution on less, not more • Designing time optimization and meeting rhythms that create clarity across the company

CULLEN TALLEY

FOUNDER & HEAD COACH, EXM

• Assessing, aligning, and developing talent for where the company is going vs. where it is • Architecting & implementing simple methods to cut the noise and produce predictable aggressive growth

Coaching that

DELIVERS RESULTS IT’S NO SURPRISE that Cullen Talley has found success in the business world. Growing up with entrepreneurial parents meant stocking shelves, performing product demonstrations, and wearing a tie to business meetings at age 6. Those early experiences put him on a path to becoming COO of a $20 million company and eventually building his own. Talley founded EXM (formerly Exit Momentum) in 2019 with a calling to help other businesses grow faster than they could on their own. “Having an engaged third party who is not as emotionally or financially tied to your company as you, can be the critical difference between massive success, status quo, or failure,” he says. EXM meets with businesses to assess their current state and then designs customized plans to help them reach the next level, whether that’s increasing profit, attracting talent, or managing wild growth. “We don’t assume everyone should be a client,” he says. “Sometimes, we meet with a prospect and end

up saying, ‘You’re doing great, you don’t need us.’ or ‘You aren’t ready to do what will be required’ so when we decide to take on a client, we know it’s a good fit.” Recently, many clients have come from commercial and industrial construction and were growing rapidly. “This requires a lot more people, inventory, equipment, cash and a much clearer strategy,” Talley says. “We offer that outside perspective they don’t have. We show them how to operate not from chaos and burnout, but from clarity and intention … and they see results in record time.” At times, Talley senses dysfunction within a team, or finds that the client isn’t doing the required work. “We’ll sit down with the owner and key leaders of the company and find that they have different views of the company’s vision and strategy, or someone is holding on to an outdated idea of what they used to be.” In those situations, Talley says, his job is to help evaluate and realign the team, pull their vision and strategy back into focus, and either

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reconfirm the existing plan or co-create a new one. “Otherwise, it’s like trying to sprint down the field with a parachute behind you.” On a personal note, Talley is a married father of three and has an endurance athlete background, having raced in 15 Ironman events. He views his training mindset as a secret weapon that benefits his coaches and clients, as well as himself. “All of our clients are people who embrace change, care deeply about their teams, and want to make a positive contribution to their community. I appreciate developing deep relationships with them and seeing the broader impact we have on their teams and families.”

READY TO GET STARTED?

PREPARING FOR EMERGING TECHNOLOGIES

“

As technologies become more sophisticated, organizations must prioritize data privacy, cybersecurity, transparency, and responsible decision-making to maintain customer confidence and protect their reputation.

”

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echnology is evolving at an unprecedented pace, transforming industries, reshaping business models, and redefining the skills organizations need to remain competitive. From artificial intelligence and automation to advanced data analytics and connected technologies, emerging innovations are creating new opportunities while challenging leaders to rethink how work gets done. Preparing for these changes is no longer optional—it is essential for long-term success.

Strategic planning is equally important. Businesses should regularly evaluate technology trends, assess potential risks and opportunities, and identify investments that align with their long-term goals. Collaborating with educational institutions, industry partners, and technology experts can provide valuable insights into emerging developments while helping organizations stay ahead of the curve.

Successful organizations recognize that technology alone is not the answer. The true competitive advantage comes from preparing people to embrace innovation with confidence. That begins by fostering a culture of continuous learning, where employees are encouraged to develop new skills, explore new ideas, and adapt to changing business environments. Investing in workforce development helps organizations remain agile while empowering employees to grow alongside technological advancements.

At the same time, companies must ensure that innovation is guided by strong ethical principles. As technologies become more sophisticated, organizations must prioritize data privacy, cybersecurity, transparency, and responsible decision-making to maintain customer confidence and protect their reputation.

Leadership also plays a critical role in preparing for emerging technologies. Executives who communicate a clear vision, encourage innovation, and remain open to new ways of thinking create an environment where change is viewed as an opportunity rather than a disruption. By involving employees in the adoption process and explaining how new technologies will improve efficiency and customer experiences, leaders can build trust and reduce uncertainty.

Preparing for emerging technologies is ultimately about more than adopting new tools—it is about building an organization that is adaptable, forward-thinking, and resilient. Companies that invest in their people, embrace lifelong learning, and remain committed to innovation will be better positioned to seize new opportunities and thrive in an increasingly digital future.

CRAIG BROOME

CEO at Highflyer

Highflyer is a human-first HR and payroll company combining powerful technology with experienced, local, U.S.-based service. Our clients work with real professionals who know their businesses—not anonymous call centers. We provide payroll, HR, compliance, time, recruiting, onboarding and benefits through one integrated platform, backed by people who are there when needed.

AREAS OF EXPERTISE • Payroll & tax administration

“

Technology should make HR and payroll easier, but people still matter. At Highflyer, you get experienced, U.S.-based professionals who know your business—not an anonymous call center when you need help. - Craig Broome, CEO, Highflyer.

”

• HR consulting & employment compliance • AI, technology & business integrations

highflyerpayroll.com | 225.930.8300

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• Timekeeping, scheduling & attendance • Recruiting, hiring & employee onboarding • Employee benefits strategy & adminstration READY TO GET STARTED?

AI MYTHS IN THE BUSINESS WORLD MYTH: AI will replace most employees.

MYTH: Using AI means cutting costs and reducing staff.

REALITY: AI is more likely to change many jobs than eliminate them. Employees who learn to use AI effectively can become more productive and valuable.

REALITY: While efficiency can be a benefit, companies can also use AI to improve customer service, develop new products, increase revenue and give employees more time for strategic work.

MYTH: AI is only for technology companies. REALITY: Businesses in virtually every industry—from manufacturing and healthcare to retail and professional services—can use AI to improve operations and decision-making.

MYTH: Employees either know how to use AI or they don’t.

MYTH: AI can run a business on its own.

MYTH: AI is a short-term trend.

REALITY: AI can analyze information and automate tasks, but human judgment, leadership, creativity and accountability remain essential.

REALITY: AI is becoming part of the long-term business landscape. The companies that adapt thoughtfully now may be better positioned as the technology continues to evolve.

MYTH: AI is always accurate.

REALITY: AI skills can be learned. Companies that encourage experimentation can help employees become more confident and effective users.

REALITY: AI can make mistakes, misinterpret information or produce convincing but incorrect answers. Human oversight is critical.

PHILLIP LAFARGUE II

Founder & CEO at LaFargue

When organizations grow, they transform, whether by intention or by accident. LaFargue partners with growing companies and institutions to innovate on strategy, processes, management systems, workforce solutions, communications, and brand positioning. They deliver ROI by helping clients establish a stable platform for capitalizing on growth, rather than getting swept under by it.

AREAS OF EXPERTISE • Organizational strategy & transformation

“

What got you here may not be sufficient for reaching the next level. We guide clients through growth. Call us when you need to improve, but you don’t know where to begin.

• Brand strategy & positioning

• Learning & development

• In-depth customer & stakeholder research

• Process & systems innovation

• Retreat & workshop facilitation READY TO GET STARTED?

”

- Phillip LaFargue II, Founder & CEO, LaFargue.

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AREAS OF EXPERTISE • Brand marketing & advertising • Leadership coach • Generational gap closer • Keynote speaker & presenter • Workshop facilitator • Culture developer

DAVID DAY

FOUNDER OF THE DAY GROUP

BRIDGING THE

GENERATIONAL GAP AS AN ACCOMPLISHED MARKETER and brand builder, David Day might be found on the set of a brand film, in a strategy session with a client, or speaking in front of an audience. He’s had a front-row seat to the evolution of business over the past three decades, and one trend that has particularly captured his attention is the growing disconnect between older and younger generations in the workplace. “If business leaders aren’t addressing this, they’re already behind,” says Day. “By the year 2030, clearly a third of the American workforce will be Gen Z. If you don’t know how to decode that generational mindset, it’s an iceberg and you’re the Titanic.” Drawing on decades of experience navigating a changing business landscape, Day has developed insights and tools to help bridge that generational divide. “Legacy Leaders are hiring Digital Natives, and in a lot of cases, the two groups have difficulty connecting,” says Day. GenZ wants meaning and purpose from work, but if all we promise them is a gold watch, they’re going to last about 12 months. The boss may be just as

disappointed. Questionable ROI, a deficit in people skills, and broad workplace demands by younger employees fuel the gap. Day recalls the story of the leader of a firm that employed a team of talented young engineers but couldn’t understand why they seemed disengaged. “Our conversation went something like this,” Day says. Q: What does the team do? Design pipelines. Q: For what? Arid nations, like Sudan. Q: What’s in the pipeline? Water. Q: For what? Drinking and crop irrigation. Q. “So, what if your team came to work every day knowing they are helping to feed people in a third world country? They’re not just building pipelines. Their work has meaning and purpose. Are you helping your team connect their work to a mission that matters? Are you recognizing their contribution and how it makes a real difference in people’s lives?” “This is what it means to lead differently,” Day says. As a leadership coach, speaker and author of The Marketing Gap, Day is adept at helping leaders see the bigger picture. Building

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brands, defining missions and creating strategies are important, but Day says he finds the greatest satisfaction in the personal side of his work—bringing out the best in his clients and strengthening their teams through mutual respect and collaboration. “After 33 years of working with hundreds of clients and scores of industries, I’ve come to see that the common denominator is this: Everyone wants to be the best version of themselves. My blend of coaching and marketing helps leaders and team members get more of what they want, bridge the divides they encounter and become who they really want to be.”

READY TO GET STARTED?

AREAS OF EXPERTISE • Keynotes for general business audiences • Keynotes for women’s audiences • Leadership development programs at the self, team, and executive leadership levels • Lunch-and-learn series • Company retreat facilitation

JULIE LAPEROUSE

• Extensive experience working with industrial and commercial contractors, financial institutions, and professional services firms

FOUNDER OF SCREAMING PEACOCK, A MOTIVATIONAL SPEAKING FIRM

Rediscovering Your

PASSION & PURPOSE JULIE LAPEROUSE HAS a lot of questions for local business leaders and executives. Are you making the most of opportunities that come your way? Are you having trouble making decisions? What does your team really think of you? Are you embracing AI? Are you satisfied with your work/life balance? Through keynote speeches, workshops and a popular leadership series, Laperouse helps companies and individuals answer these questions and along the way, become more self-aware of their strengths and weaknesses, identify obstacles that may lie in their path, and take control of their careers. Best of all, her interactive style guarantees that you’ll leave with a smile, a few new friends, some funny memories and your best ‘feather’ forward. Her company’s name comes from a personality assessment she took in college, one that sorts human behavior into four bird

archetypes. Laperouse emerged as a “peacock”—charismatic, optimistic, social, high-energy—and she brings that vibe to all of her appearances and events. “I’ve been a rising leader, an executive, a working mom … I understand the stress that comes from those all of those roles and experiences,” she says. “My goal is to help people by giving them the tools that can make their life better.” One of those tools is her popular Stop “Shoulding” Yourself! keynote, for which Laperouse gets weekly texts, calls and emails. It focuses on how to take back the decision-making in your life free of guilt and without waiting for the “perfect” moment. Another is The Haters Guide to Geezers, Punks & Chatbots. “There are five generations in the workplace right now, all meeting AI for the first time,” she says. “I blend the two

topics—generational differences and AI/HI (human intelligence) to help leaders navigate this transformation. We all have superpowers, and we need to recognize and respect that in each other. I share tips to maximize the benefits of a cross-generational workplace in any office or industry.” And speaking of superpowers, Laperouse has many, but perhaps her greatest one is helping people rediscover their passion, purpose and confidence!

screamingpeacock.net | party@screamingpeacock.net

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AREAS OF EXPERTISE • Payroll & tax compliance • Full-suite Human Capital Management (HCM) • Time & labor management • Applicant tracking & full employee lifecycle management • HR compliance • Benefits administration • ACA management

CHAD COLE

PRESIDENT OF COEUR WORKFORCE SOLUTIONS, A LOCAL HR AND PAYROLL SERVICES FIRM

QUIETLY TAKING CARE OF

SERIOUS STUFF PAYROLL THAT HAS TO BE right every time, compliance questions with liability attached, a key new hire starting soon with no onboarding plan in place: Coeur Workforce Solutions exists to solve people problems like these. “We help our clients manage their employees from making sure that their pay’s accurate to making sure that they are compliant with policies and procedures,” says Chad Cole, the company’s president and self-described Chief Payroll Nerd. “Almost anything that touches an employee from an HR standpoint, we’re playing a role for our clients in some way.” Serving businesses in Baton Rouge and New Orleans, Coeur handles payroll and tax compliance, time and labor, benefits administration, HR support and more. Its mission, Cole says, is “to quietly take care of really serious stuff.” The firm scales its services to fit. For smaller companies with no HR department, Coeur

effectively becomes one. For larger organizations, it deploys an HR system their in-house team can use to manage the workforce. And for companies in between, it supports a lean HR staff. “You have clients in the medium-size realm that maybe have a small, one-person HR department, and we help extend that person into being able to manage more with less,” Cole says. Every engagement starts with a consultative conversation. “Because we have 26 years of being in business and doing this, a lot of times those conversations help someone understand what they need versus what they thought they needed,” Cole says. “Sometimes it’s us, sometimes it’s somebody else, sometimes it’s more services, sometimes it’s less.” A company of 20 planning three hires this year, for example, may come in anxious about onboarding. Rather than selling a 12-month

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package, Coeur finds a way to support those hires without draining resources. “Really, we’re there to help them grow their business without growing overhead,” Cole says. A client who wants a new policy after an incident may simply need coaching on applying the existing one consistently. That’s Cole’s top advice for any employer. “We run into tons of problems if we’re not consistent in how we treat people from liability to culture,” he says. “If we can consistently do the right things over and over again, it will breed success in your workforce.”

READY TO GET STARTED?

S PON S ORED CO N TEN T

Unlock Your Full Potential as a Business Leader

re you ready to grow your expertise and take your career to the next level? Take the next step with the LSU E. J. Ourso College of Business. As the state’s flagship business institution, the E. J. Ourso College of Business offers a wide range of continuing education options for professionals at all stages of their career journey. “We are committed to supporting the business community by delivering high ROI through lifelong learning opportunities,” said Russell Crook, dean of the E. J. Ourso College. “Whether it is the comprehensive Flores Executive MBA or short, focused programs available through LSU Executive Education, professionals have high-impact options to advance their careers as well as lead and strengthen their organizations.” DEVELOP A LEADERSHIP MINDSET THROUGH THE FLORES EXECUTIVE MBA FLEX PROGRAM The Flores Executive MBA empowers students to master the business skills and organizational methods expected from today’s executives, while developing a personal leadership strategy. The 20-month hybrid program is structured around small cohorts

and weekend residencies that combine academic and experiential learning through case studies, consultative engagements and team strategy. At the same time, a steady pace of online coursework reinforces business fundamentals. Most exciting of all, students are offered a global immersion experience built directly into the coursework, designed to foster an understanding of international business practices while interacting with new cultures. Recent destinations have included Argentina, Brazil, Germany and the Czech Republic. EMPOWER YOUR EMPLOYEES THROUGH GROWTH OPPORTUNITIES WITH LSU EXECUTIVE EDUCATION LSU Executive Education provides the knowledge, tools and connections to help business professionals achieve their strate-

gic goals. Designed around today’s evolving business landscape, its programs span leadership development, enterprise education and industry certifications.

enced industry experts while building valuable connections with a network of peers. LSU Executive Education also helps professionals prepare for highly sought after certifications such as the PMI Project Management Professional and SHRM-CP/SCP.

“The LSU Flores Executive MBA program was truly transformative for my professional growth and leadership development. Through exceptional professors, global business experiences and my fellow classmates, I gained strategic insights and built lasting relationships with peers who continue to be a valuable part of my professional network.” —Erik Showalter, President, Baton Rouge General Foundation

Start your journey with the Ourso College today:

Participants gain practical strategies they can put to work immediately, learning from world-renowned LSU faculty and experi-

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SPECIAL PROMOTIONAL SECTION

AREAS OF EXPERTISE

• Building better leaders • Strengthening decision-making • Developing high-performing teams • Aligning culture with strategy • Creating lasting behavior change

STEVE MELLOR

FOUNDER OF GROWTHREADY

PURSUING WHAT’S POSSIBLE HELPING OTHERS REALIZE their potential is the standard for Steve Mellor, and if you ask him why, he’ll tell you that it’s just in his nature. As a former world-ranked swimmer and Olympic coach, Mellor is all about dreaming big, rising to a challenge, and discovering levels of excellence that weren’t previously possible. With a unique understanding of what it takes to excel, his business, GrowthReady, is designed for executives, entrepreneurs and teams to help them imagine what’s possible, and more importantly, achieve it. When companies struggle to align on what excellence and success might look like, Mellor’s strength is in helping them recognize their untapped potential. He ensures they become aware of what they are unable to see, providing them a blueprint for success that they can own, to position them to win in highstakes environments.

“I am passionate about human performance and growth, having spent a lifetime immersed in it across sports and business,” he says. “A big first step is in becoming more open-minded, exploring new options, practicing curiosity, and stepping into new spaces.” Mellor’s coaching has evolved from Olympic swimming to one-on-one coaching, to an organizational offering that supports executives, teams, and emerging leaders for growthminded companies. GrowthReady is focused on turning ambition into action, improving communication, practicing accountability, developing solutions, and fueling growth. “I believe a key ingredient of success is helping leaders identify and own what success looks like to them, so we can practice and protect the behaviors necessary to make it happen,” he says. “Clients speak of entire cultural change where their people aspire to be coached because the standard for

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personal development is set from the top of the company.” When Steve isn’t delivering one on one coaching, corporate retreats, or challenging the behaviors that transform how companies operate, he’s interviewing industry leaders around the world on the GrowthReady podcast, offering advice for personal and professional growth. As a sought-after keynote speaker, Steve also delivers presentations that inspire companies and leaders to form the focus and discipline required to sustain excellence. “Helping others invest in their potential isn’t just a profession for me,” says Mellor. “It’s a passion that drives everything I do.”

READY TO GET STARTED?

EMBRACING CHANGE AND TRANSFORMATION GROWTH IS EXCITING, but it always comes with challenges. As com-

panies expand, enter new markets, adopt new technologies or respond to changing customer expectations, executives must do more than manage the business—they must guide people through the change. Successful leaders understand that growth is not simply about increasing revenue or adding employees. It is about building an organization capable of sustaining success. That requires a clear vision, strong communication and the ability to make thoughtful decisions even when the path forward is uncertain. One of the most important responsibilities of an executive during periods of change is communicating the “why.” Employees are more likely to embrace new strategies, technologies or organizational structures when they understand how those changes support the company’s larger

goals. Transparency builds trust, while silence can create uncertainty and resistance. Leaders must also recognize that growth can expose weaknesses that were easier to overlook when a company was smaller. Processes may need to be redesigned. Responsibilities may need to be clarified. New leaders may need to be developed, and existing employees may need additional training to succeed in evolving roles. At the same time, executives should protect the company’s culture. Growth should not mean losing the values and characteristics that made the organization successful in the first place. Instead, leaders should identify which elements of the culture must remain constant and which practices need to evolve.

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Perhaps most importantly, navigating change requires leaders who are willing to listen. Employees often see challenges and opportunities long before they reach the executive suite. Creating opportunities for feedback can uncover valuable ideas while helping employees feel invested in the company’s future. Growth and change are inevitable. The organizations that thrive are those whose leaders view them not as disruptions, but as opportunities— to strengthen the business, develop people and build an organization prepared for whatever comes next.

HOW THE ROAD AHEAD COULD CHANGE

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•

GROWTH: Entering new markets, adding locations or expanding products and services.

•

LEADERSHIP CHANGES: A new CEO or executive team with fresh priorities, strategies and expectations.

•

TECHNOLOGY: AI and automation, for example, which transforms how companies operate.

•

CONSUMER PREFERENCES: A shift in customer needs that lead to rethinking products, services or the customer experience.

•

ECONOMIC PRESSURES: Inflation, interest rates, and supply-chain challenges.

•

INCREASED COMPETITION: New competitors that disrupt your business model.

•

CULTURE CHANGES: Evolving employee expectations, generational differences and talent shortages that lead to new workplace culture, benefits and company strategies.

BUSINESS REPORT, October 2026 | BusinessReport.com

SPECIAL PROMOTIONAL SECTION

AREAS OF EXPERTISE

• Executive coaching backed by proven assessments • Leading in change • Executive presence and effective presentations • Team building and planning • Succession planning and leadership transitions • Leadership Labs (leadership development classes)

SUCCESS LABS

ADRIAN OWEN JONES, MELISSA THOMPSON, PHD, GLORIA MCCONNELL PASSMAN, JUANETTA WHITE, DEVIN LEMOINE

CHANGE IS

THE NEW NORMAL “IT’S NOT LIKE A HURRICANE with a beginning, a middle, an end … and then things go back to normal. You don’t lead through change anymore. You lead in change. Change is the new normal. That’s how Adrian Jones sums up one of the most common challenges faced by the clients at Success Labs. It’s a climate that has enabled the team to become experts at teaching companies how to maintain perspective, build resilient teams, and practice improved collaboration and transparency. “This was already happening years ago,” she says, “but Covid was the great accelerator and AI has put fuel under the fire.” In the past, companies could set strategic goals, create 5-year plans, and establish a longterm vision. “But now, the tools you need to get there might turn on a dime,” says Jones. “Leaders must be comfortable with making a decision, but also be prepared to pivot at a moment’s notice.”

So why is change the new normal? Jones uses the acronym SLEEPT to provide some examples: • Social: Demographics have changed. Boomers are working longer and retiring later, which means many millennials have not been given the opportunity or experience of leadership. • Legal: Business law and regulatory change have not kept up with the pace of change in the workplace. For instance, the rapid explosion of artificial intelligence is occurring largely without federal regulation. • Economic: Supply chains disrupted by war and other catastrophic events have shifted market focus, consumer spending, and labor dynamics. • Environmental: Increased intensity of storms and shifting weather patterns mean companies need to have a plans for continuity at any time. • Political: One example is the tariffs that have disrupted countless industries, forcing

successlabs.com | 225.766.6200

companies to adapt not just their manufacturing processes, but their short- and longterm strategies. • Technology: Across industries, advancing technology has always shaped and impacted how companies operate. So how does Success Labs help clients navigate in these uncertain times? “We have more than 40 years of longevity,” says Jones. “We understand the theory AND the practice. Our coaching creates space for leaders to navigate, grow, and achieve success in change. Every consultant on our team has led teams at that level.”

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SPECIAL PROMOTIONAL SECTION

AREAS OF EXPERTISE

• Executive assessment and coaching • Strategic planning • Leadership and team development • Organizational design • Training and development • Compensation studies • Search and recruitment

SSA CONSULTANTS, LLC

CHRISTEL SLAUGHTER, PHD, CEO

EXPERIENCED ADVISORS,

REAL WORLD INSIGHTS STRONG ORGANIZATIONS require cohesive teams, cultures of excellence, open communication and strong leadership. Management consulting firm SSA Consultants can guide organizations to that kind of strength and success. SSA collaborates with clients to improve organizational performance. That could include strategic planning, executive recruitment and coaching, succession planning, operational improvement, compensation studies, leadership development and training, and solutions to a wide range of other organizational challenges. Blending industry expertise and a strategic mindset, SSA’s team of advisors tailor each engagement to meet their clients’ unique goals. Their experience spans organizations of every type and size—from family-owned businesses and nonprofits to government agencies and Fortune 200 companies—across industries including healthcare, higher education, construction, finance, and more.

The company was founded by the late William T. “Bill” Slaughter, PhD. A well-respected management consultant and leadership development coach, he helped shape the success of hundreds of public and private sector organizations across Louisiana. The company is led today by his wife Christel Slaughter, PhD, president and CEO of the organization. Many of SSA’s clients reach out for help adjusting to change within their organization— from strategic opportunities and leadership transitions to operational changes or technology advancements. With more than 50 years of experience, SSA is adept at coaching clients through those transitions and helping clients understand their their distinct needs and market conditions… always with an eye toward the future. “Leaders must manage two things–the present and the future,” says Slaughter. “It is easy for leaders to be consumed with managing the present but if they don’t spend time and energy looking ahead, they are forfeiting

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the opportunity to shape and hopefully ensure their organization’s future.“ At the root of a company’s reputation and success is its people, she adds, so building a high-performing team that is aligned with the company’s mission is crucial and should be built with intention. “Commitment born of trust is the not-so-secret sauce of solid teams,” says Slaughter.

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SPECIAL PROMOTIONAL SECTION

AREAS OF EXPERTISE • Executive coaching & leadership development

THE ALLIANCE

A NONPROFIT COACHING AND PEER ADVISORY COMMUNITY FOR BATON ROUGE SMALL BUSINESS OWNERS

BUSINESS OWNERS ARE

• Peer advisory & facilitation • Business growth & strategy • Leadership team & culture development • Strategic execution & accountability

BETTER TOGETHER THE ALLIANCE IS BUILT on a simple belief: business owners are better together. Created by entrepreneurs and operators who knew firsthand how lonely leadership can be, the Baton Rouge nonprofit launched its membership program in 2024. Today, The Alliance brings small business owners together through coaching, peer advisory groups and trusted relationships designed to help owners gain clarity, build confidence and take action sooner. “Business owners are expected to have answers all day long, but most don’t have a place to bring their own questions,” says Co-founder and CEO Stuart Gilly. “That’s where isolation starts to take a toll.” Members of The Alliance wrestle with familiar challenges: becoming bottlenecks, developing leaders, learning how and when to delegate and building a company that doesn’t depend on them for every decision.

“The value of a trusted and confidential peer community is that you don’t have to figure all of that out alone,” says Executive Coach Thomas Dunn. “You gain perspective from people who have faced similar challenges. And sometimes, someone asks the question you didn’t know you needed to answer.” Each member receives monthly coaching and joins a monthly peer group session, where owners bring real issues to the table and work through them together. Between meetings, focused topic sessions give owners practical tools they can put to work right away. The Alliance’s model rests on three ideas: Curiosity, generosity, and execution. “A great conversation only matters if something changes because of it,” says Gabe Murillo, Co-founder of The Alliance. “Clarity should lead to action. We want owners leaving the room knowing what they’re going to do next and knowing there’s a group of people

team@growwiththealliance.com | growwiththealliance.com

who will hold them accountable to doing it.” The goal is healthier leaders running healthier businesses, with stronger teams and less dependence on the owner. “We believe healthier businesses can create stronger families and a stronger Baton Rouge,” Dunn says. That spirit extends to the organization’s commitment to Give Forward. “As owners grow,” Gilly says, “we want them asking a bigger question: ‘What can I do with what I’ve learned, the relationships I’ve built and the opportunities I’ve been given to help someone else?” “There’s an African proverb we reference often,” Dunn says. “‘If you want to go fast, go alone. If you want to go far, go together.’”

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FRANK HOPKINS

Owner & CEO of Hopkins Leadership

HOPKINS LEADERSHIP provides institutional leadership for organizations built to outlast their current leaders. We assess senior teams against six laws of enduring institutions and advise CEOs and boards on succession readiness and executive effectiveness.

AREAS OF EXPERTISE

“

Institutions rarely fail all at once. They drift, one exception at a time, long before it shows in the numbers. Our work is to find it while it still costs a conversation to fix, not a capital raise.”

• Institutional leadership

• Organizational growth

• Executive effectiveness

• Team performance

• Succession planning

• Leadership development

”

- Frank Hopkins, Owner & CEO, Hopkins Leadership

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READY TO GET STARTED?

VI EWPOI NT ROLFE MCCOLLI STE R JR.

GOV. JEFF LANDRY and LED Secretary Susan Bourgeois have had a lot to talk about this year, from data centers and a steel mill to Elon Musk’s SpaceX. Our state’s assets and location, along with major incentives, have attracted opportunities described as “historic” and “transformational.” So what happens next? Andy Cunningham, founder and president of Cunningham Collective, recently spoke at the LWCC Louisiana Loyal speakers’ series. She is an expert in marketing and branding and went to Silicon Valley in 1983 to work with Steve Jobs at Apple when he launched Macintosh. She spoke on “The Power of Positioning” and on creating a story for Louisiana to tell the world. She said, “Opportunity alone is not a story.”

Turning moments into momentum

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.

The key takeaways from her Apple experience: 1. Know your target market and position accordingly. 2. Tribalize your audience because people want to belong. 3. Reward your tribe members so they know they belong. 4. Expand the tribe but preserve its exclusivity. 5. Persevere until the world catches up. These ideas clearly worked for Apple, now a global iconic brand. On a panel moderated by LWCC CEO Kristin Wall, LED’s Bourgeois—a shining star in Landry’s Cabinet—was all about telling Louisiana’s story. She presented the economic performance indicators since 2024 and what is in the pipeline for the future. She talked about the “transformational projects” like Meta, the

REFLECTIONS A POWER-PACKED PRAYER This feature is a tribute in honor of Business Report founders, Rolfe McCollister Sr. & Rolfe McCollister Jr.

Hyundai Steel plant and SpaceX. Bourgeois says we must turn these “moments into momentum.” Bourgeois noted that since 2024, Louisiana has secured $260 billion in new capital investment and 20,000 direct jobs with an average wage of $87,000. She also shared current national rankings, including No. 1 in announced investment in 2026—$90 billion more than Texas. Bourgeois said the business development pipeline is strong, with 244 active projects, 50,035 potential new jobs, $391.8 billion in potential capital investment and 23,000 potential retained jobs. The secretary said the governor wants Louisiana companies to participate in and benefit from these projects. To that end, LED has created Source Louisiana, a free supplier directory connecting businesses with procurement opportunities from companies investing in the state. You can register your business at opportunitylouisiana. gov/source-louisiana. Cunningham noted their research here in Louisiana showed that many are skeptical about the future. Maybe that is due to our political history. But she concluded that the state has all the assets—the energy, land, water, location—and now the opportunity. She said we must now execute and write our story, and that we should brand ourselves like Silicon Valley did so the nation clearly knows who we are and what direction we are headed. IT’S TIME TO VOTE Early voting begins on Oct. 20, and Election Day is Tuesday, Nov. 3. Here are my thoughts, observations and opinions on just some of the races on the ballot. You should investigate the candidates. District attorney is an important

A POWER-PACKED PRAYER is found in Colossians 1:9-12 that can result in equipping us with some amazing realities that we all need. Paul prays that “you would be filled with the knowledge of his [will—desires/direction] in all spiritual wisdom and understanding.” What a comfort to know that can be a reality in our lives. The results of this filling is “so that you will walk in a manner worthy of the Lord, pleasing him in all respects, breaking fruit in

position, and crime in our parish is a top priority. Experience matters. Incumbent Hillar Moore has it and has proven his dedication to serving the people of East Baton Rouge. He has my vote for reelection. The East Baton Rouge Parish School Board holds a key role impacting children and our community, so my assessments will be blunt. I'm familiar with a few races and believe incumbents Emily Soule (District 8) and Nathan Rust (District 6) have provided leadership in serving our children and deserve reelection. Here are two others I am familiar with who should be rejected: Carla Powell (District 3) failed us as a board president and a member and should not be reelected. We must do better. And former member Vereta Lee (District 2) wasn’t allowed to teach in East Baton Rouge Parish and was voted out four years ago. Allowing her back would be a big mistake for our community. District 1 is now an open seat, and I am impressed with Megan Garretson. She brings many years of experience in early childhood education to the board. She is a mom and the small business owner of a childcare center. District 7 is an open seat with three candidates. One candidate stands out: Hannah Amoroso. The other two have no experience with our schools or education— Amoroso does. She brought data on the change in school start times, influencing policy as a citizen. She is a healthcare professional and a mom who believes parents know best for their children. She will be an asset to our school board. As for judges and the justices of the peace, there are too many races and candidates for me to cover. You’ll have to do your own investigation of the candidates. Choose wisely.

every good work, and increasing in the knowledge of God; strengthened with all power, according to his glorious might (wow!); for the attaining to all steadfastness and patience; joyously giving thanks to the father.” Beloved, this is the equipping of the fullness of spiritual wisdom and understanding. Would we be so bold to pray this prayer and expect for the results to show up in our lives?

—Jeff Mitchell, Retired COL and Army Chaplain

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VI EWPOI NT ROLFE MCCOLLI STE R JR.

In the race for U.S. senator, I had to consider who in this race represents the conservative values I hold dear. Rep. Julia Letlow is clearly that person and gets my vote. For the 6th District in the U.S. House of Representatives, there are 10 candidates. That’s crazy, and it looks like some candidates and their PACs will take off the gloves and get nasty. That’s unfortunate. Sen. Rick Edmonds aims to be the hometown favorite, but Sen. Blake Miguez is flooding the airwaves with the most money. Stephen Wagley is a dark horse playing the outsider. And I believe former Metro Council member Chauna Banks will finish as the top Democrat. There will certainly be a runoff. CONSTITUTIONAL AMENDMENTS Once again, the Legislature passed the buck on some issues instead of addressing them through statutes, which clutter our constitution—even if well intended. We have 10 to vote on, and it took a

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lot of time to figure them out. They can be confusing and not always as they appear. Once again, I share the cries of Lane Grigsby and others for a constitutional convention to clean up this mess that is over 50 years in the making. It’s time.

of certain offenses against a child. This applies to about 20 crimes against minors. There are cases where a person is convicted and still gets bail before sentencing. Crazy. But this can’t be fixed by statute. It must be fixed here.

CA No. 1: YES—Allows a one-time transfer of a property tax exemption for the surviving spouse of a disabled veteran. If a widow of a vet chooses to move to a different home, she can transfer the benefit once. I believe this is reasonable and honors our vets.

CA No. 4: NO—Sets a lifetime term limit on a person who has served as governor for more than one and one-half terms: Incumbents have an advantage and should not continually reign. But if they leave office and years later wish to run as a challenger, then so be it. The constitution should not be used as a political shield by an incumbent for their own benefit.

CA No. 2: YES—Allows taxing authority to continue at a lower millage rate without losing the ability to adjust to the maximum rate. After new assessments, many taxing authorities do not roll back the millages (as I believe they should) for fear of losing money in the future. This would give them flexibility to roll it back while retaining the option to raise it later. CA No. 3: YES—Prohibits release on bail for defendants convicted

BUSINESS REPORT, October 2026 | BusinessReport.com

CA No. 5: YES—Authorizes retirement systems to apply funds to any unfunded accrued liability, not only the oldest. This will allow a retirement system’s financial strategy to use surplus funds to pay any debt with the highest interest rate instead of being forced to pay the “oldest debt.” This would be wise and save money.

CA No. 6: YES—Authorizes the extension of an additional property tax exemption for owners who are 65 or older. This allows municipalities to let residents vote to approve an increase in their current property tax exemption every three years, by $60,000 per period (cap of $375,000). It applies only to seniors with a HHLD income of less than $100,000. Louisiana already has a homestead exemption for all, but this would assist many seniors on fixed incomes who are dealing with inflation and higher costs. CA No. 7: YES—Authorizes the use of public funds to identify, inventory, remove, or replace certain water lines. The constitution doesn’t allow the donation of public funds to private citizens or landowners. The EPA has required the removal of lead pipes. But when those pipes lead to a home or business, the government can’t remove them with public funds, even if public health could be at risk. This would remove that barrier.

VIEWPOINT ROLFE MCCOLLISTER JR.

CA No. 8: YES—Prohibits the expropriation of property by a foreign adversary or an agent of a foreign adversary. My initial thought was that this is an amendment looking for a problem, and I considered opposing it. This issue, which names a short list of countries (China, Russia, Cuba, Iran and others), has never occurred—and I don’t believe it ever would. But this slams the door shut.

could become a haven for retirees with “low or no property taxes.”

disrepair facing Interstate 10 for years and embarrassing our city. I also called Esplanade Mall to speak to owner Rick Hartley and the manager I talked to said they had gotten a call from the mayor’s office after the “Ugly Award.” He said they were going to take action to improve the look of the mall. Yet I have seen nothing done to this

CA No. 10: YES - Allows a property tax exemption for rehabilitated blighted property under conditions provided by law. This is only a local government option to implement. Blight is an issue in many cities, and this would create incentives to get action by the private sector. But we Esplanade Mall must police what qualifies as “blight,” as there is a 75% reduction in the home’s assessed value for 20 years.

eyesore in the months since. It’s ridiculous and a property should not be allowed to remain in this condition year after year. The mayor’s office needs to make another call to Hartley and tell him that if he won’t improve it, he should sell the property to a top developer who will restore it to excellence, or the city will take action.

CA No. 9: YES—Increases the income limit to qualify for the special assessment level for a homestead exemption. The current income ceiling for those 65 ESPLANADE MALL: and older to freeze their property STILL UGLY assessment is $100,000. This would In September, Mayor Sid raise it to $150,000. To date, 200,000 Edwards had a Facebook residents have frozen their assesspost saying, “We’re putting ments. This would increase that blight on notice.” He had a number. And I am told that you can list of the “10 Most Blighted enjoy the freeze, and if No. 6 above Commercial Properties.” I appasses here and is approved by loplaud his effort, but I would cal voters, too, you could claim that argue that Esplanade Mall and as well. Who better benefit from Issue Date: Octto 2026 Ad proofthis #1photo were missing from lower taxes than our seniors, who that list. revisions. • Please respond by e-mail or phone with your approval or minor • AD WILL RUNmuch AS IS unless approval final revisions areInreceived hrs have given to build ourorcity June, within I gave24Esplanade from receipt of this proof. A shorter timeframe will apply for tight deadlines. and state? Who knows: Louisiana Mall an “Ugly Award” for the • Additional revisions must be requested and may be subject to production fees. Carefully check this ad for: CORRECT ADDRESS • CORRECT PHONE NUMBER • ANY TYPOS This ad design © Melara Enterprises, LLC. 2026. All rights reserved. Phone 225-928-1700

Creating Great Places to Live Starts with a Great Place to Work.

225-414-1100 | INFO@STOAGROUP.COM

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Private high schools 1 2 3 4

SCHOOL REV. ADDRESS RANK PHONE | WEBSITE St. Joseph's Academy 1 3015 Broussard St., Baton Rouge 70808 225-383-7207 | sjabr.org Catholic High School 2 855 Hearthstone Drive, Baton Rouge 70806 225-383-0397 | catholichigh.org St. Michael the Archangel High School 3 17521 Monitor Ave., Baton Rouge 70817 225-753-9782 | smhsbr.org Parkview Baptist School 4 5750 Parkview Church Road, Baton Rouge 70816 225-291-2500 | parkviewbaptist.com

TOP LOCAL EXECUTIVE

2025 HIGH SCHOOL ENROLLMENT TOTAL ENROLLMENT

GRADES SERVED STUDENT MIX

YEAR EST. LOCALLY AFFILIATION

Stacia Andricain Principal

1,127 1,127

9-12 All girls

1868 Catholic

Five-time National Blue Ribbon School, Catholic faith development, academic excellence

Lisa Harvey President

1,058 1,144

8-12 All boys

1894 Catholic

1:1 laptop program, innovative STREAM curriculum, holistic hands-on learning approach

Jared Cavalier Principal

679 700

9-12 Coed

1984 Catholic

More than 20 sports programs, over 30 clubs and organizations, AP classes, dual enrollment, campus ministry

Daniel McCulloch Assistant superintendent and high school division head

355 982

Infant to 12th Coed

1981 Christian

Carrie Steakley Head of school

340 931

Pre-K3 to 12 Coed

1965 Episcopalian

Dual enrollment and AP classes, mission trips, 26 school sports teams, music instruction, theater productions, competitive robotics team Three full-time college counselors, over 20 AP courses, chapel services in all divisions, service learning, early childhood program, honors thesis program, lab-based ESTAAR program, rotating block schedule

Steve Eagleton Head of school

302 880

Pre-K2 to 12 Coed

1981 Nondenominational

Mikelyn S. Sumner Executive director Dana Russell Head of upper school

179 614

Pre-K3 to 12 Coed

1967 Christian

Mark Pellegrin Superintendent

178 598

Pre-K to 12 Coed

1981 Nondenominational

Cognia accreditation, academic programs, athletics, music, student development, faith-based environment

Leanna Cupit Head of school

151 529

Pre-K4 to 12 Coed

1966 Nondenominational

Junior and senior Beta Club, athletics, extracurricular activities and opportunities

Cherie B. Schlatre Principal

150 235

Pre-K to 12 Coed

1886 Catholic

College prep, honors and business courses; dual enrollment courses

Curry Foreman Principal

134 215

Pre-K3 to 12 Coed

1904 Catholic

SACS accreditation, college prep academics, athletics, technology integration, religious instruction

Mary LeBlanc Horner Principal

85 359

Pre-K to 12 Coed

1969 Nondenominational

Dual enrollment classes, eDynamic online elective and career courses, student clubs, athletics

Kenneth Henderson Executive director

81 195

K-12 Coed

1972 Nondenominational

For students with dyslexia and related learning differences; specializes in reading therapy and therapeutic instructional strategies

Christopher Granier Christopher Steele Principals

59 165

Pre-K to 12 Coed

1983 Christian

College prep curriculum, dual enrollment, fine arts, athletics, service organizations, teleproductions, Mac computer lab, faith-based setting

Navonne Johnson Principal

53 127

Daycare to 12 Coed

1983 Christian, nondenominational

College prep academics, athletics, extended day services, extensive student support resources like online test prep and library access

Elissa McKenzie Head of school

44 129

K-12 Coed

2011 Christian

Serves students with communication and learning challenges through individualized academics, embedded therapy services and collaborative team teaching

Vicky Creasy Principal

35 81

Pre-K4 to 12 Coed

1969 Christian

College prep academic excellence, athletics, band, music lessons, dual enrollment courses

Missy Kennedy Principal

26 137

Pre-K to 12 Coed

2003 Christian

Small-class, non-Common Core academics, athletics, dual enrollment through Liberty University Online Academy, house system mentorship

Anwar Hamdi Principal

23 145

Pre-K to 12 Coed

1996 Islamic

State-approved academics, Arabic and Islamic studies, college prep and dual enrollment programs

Shelia Simon-McKanstry Principal

13 39

Pre-K to 10 Coed

2003 Christian

Christian learning environment, STEM-focused curriculum, hands-on experiences, research opportunities, access to advanced programs, possibility to earn an associate's degree upon graduation

Episcopal School of Baton Rouge

3200 Woodland Ridge Blvd., Baton Rouge 70816 225-753-3180 | episcopalbr.org

Baton Rouge Christian Education Foundation dba The Dunham School 11111 Roy Emerson Drive, Baton Rouge 70810 225-767-7097 | dunhamschool.org

Central Private School

12650 Gurney Road, Central 70818 225-261-3341 | centralprivate.org

Ascension Christian School

14408 E.A. Academy Road, Gonzales 70737 225-590-3153 | aclions.org

Silliman Institute

10830 Bank St., Clinton 70722 225-683-5383 | sillimaninstitute.org

St. John Interparochial High School 24250 Regina St., Plaquemine 70764 225-687-3056 | stjohnschool.org

Catholic High School of Pointe Coupee 504 4th St., New Roads 70760 225-638-9313 | catholicpc.com

False River Academy

201 Major Parkway, New Roads 70760 225-638-3783 | falseriveracademy.org

The Brighton School

12108 Parkmeadow Ave., Baton Rouge 70816 225-291-2524 | thebrightonschool.org

Family Christian Academy

8919 World Ministry Ave., Baton Rouge 70810 225-768-3026 | fcacademy.net

Jehovah-Jireh Christian Academy

1771 N. Lobdell Ave., Baton Rouge 70806 225-932-2357 | jjcacademy.org

St. Lillian Academy

3172 Government St, Baton Rouge 70806 225-771-8173 | stlillian.org

Open Door Christian Academy

7000 Gloryland Way, Denham Springs 70726 225-667-7745 | southlandsaints.com

Christian Academy of Louisiana 6781 La. 1 S, Addis 70710 225-364-3734 | caofla.com

Brighter Horizon School of Baton Rouge 1896 Wooddale Blvd., Baton Rouge 70806 225-927-2521 | brighterhorizonschool.org

McKanstry Preparatory School

14112 Greenwell Springs Road, Greenwell Springs 70739 225-272-0730 | mckanstryprep.org

MAJOR PROGRAMS & AMENITIES

Christian college prep, over 25 AP courses, dual enrollment, STEM, Harkness, fine arts, athletics, leadership development, three college counselors, small classes, personalized attention, Apple Distinguished School College prep and honors classes, dual enrollment

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BUSINESS REPORT, October 2026 | BusinessReport.com

Preparing Tomorrow’s

LEADERS Schedule Your Tour episcopalbr.org

Discover

EPISCOPAL SCHOOL OF BATON ROUGE

Preparing students for college and lives of purpose 2027-202ͯ aapplications 2027-2028 pplications no now w oopen pen

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ACCREDITATION ITI Technical College has been named a 2026 School of Excellence by the Accrediting Commission of Career Schools and Colleges, its second consecutive accreditation cycle earning the distinction—the highest institutional honor the commission awards. To qualify, institutions must complete accreditation renewal with zero findings of noncompliance, maintain good standing and demonstrate strong student outcomes, with the majority of programs meeting or exceeding national graduation and employment benchmarks. Founded more than 50 years ago, the college provides hands-on training in skilled trades and technical fields. APPOINTMENTS MEMBERSHIPS Kenneth “Kenny” Woods Jr. has been named to the Synergy Bank board of directors. Woods is president of K&B Industries, a locally Woods Jr. owned manufacturing company he joined in 1994 that

provides premium threading, precision machining and turnkey manufacturing solutions to the energy, aerospace and semiconductor industries. Four Capital Region healthcare professionals have been named Louisiana Hospital Association board of trustees officers and trustees. Edgardo J. Tenreiro, president and CEO of Baton Rouge General, will serve as board chair, replacing Michele Kidd Sutton, president and CEO of North Oaks Health in Hammond, who becomes immediate past chair. Local executives reelected to two-year terms were Lee J. Chastant III, CEO of West Feliciana Parish Hospital in St. Francisville; E.J. Kuiper, president and CEO of FMOL Health in Baton Rouge; and Sean Wendell, executive chair of the Beacon Behavioral Partners board of directors in Baton Rouge. Bank of Zachary has appointed Edward I. Daniel IV, Thomas E. “TEM” McHugh III and Mark J. Milton to its board of directors.

THAN YOU,

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At Synergy, we believe in investing in the families, businesses, and communities we proudly serve.

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A NEXUS OF SUCCESS A Louisiana competition that turns classroom prototypes into real startups has caught the attention of the North American tech industry. Nexus Louisiana has earned international recognition from the Technology Councils of North America, winning the Major Impact on Tech Community Award for its Technology Cup competition. TECNA presented the award in late July at its summer conference in Philadelphia as part of the organization’s eighth annual Innovation Awards. Nexus was one of six technology associations named a 2026 winner. TECNA represents nearly 60 technology councils and trade associations across the U.S. and Canada. Launched in 2025, the Nexus Technology Cup is a statewide, multitrack competition in which founders, developers, college students and high school students build and demo original hardware and software prototypes. In its inaugural year, 75 participants across 25 teams competed for $100,000 in funding, creating pathways to internships, hiring and startup deployment across Louisiana. “Being recognized by TECNA on an international stage validates what we set out to build with the Nexus Technology Cup: a real pipeline that turns Louisiana talent into viable Louisiana startups,” said Tony Zanders, president and CEO of Nexus Louisiana. “This award belongs to every student, founder and mentor who showed up to build something in our first year.”

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The honor arrives as Nexus looks to scale the competition. TECNA CEO Jennifer Young said this year’s winners across the organization stood out for delivering measurable results, not just novel ideas—a description that fits the Technology Cup’s founding aim of moving prototypes toward real deployment. That model paid off quickly in year one, when the competition’s two dozen teams turned demo-stage projects into openings for internships, hiring and startup launches statewide. Applications are now open for this year’s competition, set for Dec. 14-16 at Nexus Louisiana’s downtown Baton Rouge headquarters, with participants competing for $150,000 in cash prizes—a 50% jump from the inaugural purse. The competition is open to Louisiana founders, developers, and college, technical school and high school students building software, hardware and technology-enabled solutions.

Issue Date: Oct 2026 Ad proof #4 • Please respond by e-mail or phone with your approval or minor revisions. • AD WILL RUN AS IS unless approval or final revisions are received within 24 hrs from receipt of this proof. A shorter timeframe will apply for tight deadlines. • Additional revisions must be requested and may be subject to production fees.

Daniel is owner and president of Daniel Forestry Services and also has interests in EL Farms and Que Pasa; McHugh is a retired Verizon executive who owns McHugh Consulting and is a partner in Veranda Horizons; and Milton is part-owner of Buffalo Electric, where he has worked for 27 years. Angi Noote has been elected board president of Mid City Merchants. Noote is a communications consultant with Franklin Noote Associates and also works with Boomerang Comedy Theater, where she teaches improv, leads corporate team building and communications programs, and oversees special events. She succeeds Amber Wroten. The American Red Cross Louisiana Capital Area and West Louisiana Chapter has appointed Kisharra Angelety, impact and outreach director at New Day

Angelety

Carter

LeDay

Rachal

Personal Care Services; Lawrence Carter Jr., principal supply chain procurement specialist at Northrop Grumman Fusion Five; Santana LeDay, process operator co-op at Indorama Ventures Olefins; and Michael Rachal, executive director and CEO of Capital Area Corporate Recycling Council, to its board of directors. Future Use of Energy in Louisiana named Chris Johnson, vice president of oilfield services and equipment, North America at

Miller Group Wealth Strategies of Raymond James would like to welcome

SAM CHASTAIN!

Sam Chastain, CFA Financial Advisor

445 North Blvd Ste 500, Baton Rouge, LA 70802 | 225.344.9020 Raymond James & Associates, Inc., member New York Stock Exchange / SIPC

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Baker Hughes, chair of its Industry Advisory Board, and Ben André, director of advanced manufacturing at Worley, vice chair. Johnson has spent two decades at Baker Hughes, while André has more than 20 years of experience across engineering, procurement and construction, business development, and large-scale energy initiatives. The board advises FUEL on industry needs, research, technology development and commercialization, and workforce development. Randa Vernon is the next CEO and board chair at HoganTaylor, effective Jan. 1, 2027. In her role, she succeeds Randy Nail, who will continue as CEO through the end of 2026. Vernon joined a HoganTaylor predecessor firm in 2001 and has served as a partner for two decades, most recently as client services leader and previously as assurance service area leader, where she helped drive 117% revenue growth across the service area. She has served on the firm’s operating committee since

2013 and brings more than 30 years of industry experience. AWARDS HONORS FranU has been ranked the No. 1 accredited nursing school in Louisiana and No. 25 in the nation for 2026 by the allnurses platform, a resource for nursing education. The annual rankings are based on allnurses’ School Score, which evaluates nursing schools using 12 federal data indicators. These measures include NCLEX pass rates, graduation rates, affordability and student outcomes. FranU’s programs were noted for offering small class sizes, mentorship and diverse clinical placements. The Greater Baton Rouge Economic Partnership has earned two 2026 Excellence in Economic Development Awards from the International Economic Development Council, both in the population-greater-than-500,000 division. The Partnership received a Silver Award in the Special Event category for BRAC Impact, and a Bronze Award in the General

Bentley

Ceppos

Purpose Website category for greaterbatonrouge.org, developed with Red Six Media. The Partnership will be recognized during the IEDC 2026 annual conference in October. FMOL Health has been named to the Forbes America’s Best-InState Employers 2026 list for the third year in a row, a recognition highlighting workplace culture, wage parity, career advancement and employer responsiveness. America’s Best-In-State Employers 2026 were identified based on an independent survey of more than 245,000 employees working for companies with at least 500 workers. The LSU Manship School of

PROUD TO BE A 2026 BEST PLACES TO WORK! THANK YOU TO OUR WHLC TEAM AND CLIENTS!

www.whlcarchitecture.com | 225.767.1530

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Schexnayder

Snow

Mass Communication will induct four communicators into its Hall of Fame in November. They join a group of more than 145 professionals who have advanced the field of mass communication and brought distinction to the school. The 2026 class includes Rebecca Bentley, vice president of corporate affairs at Dow, who oversees stakeholder engagement, government affairs and marketing communications for the global materials science company. Jerry Ceppos, who is being honored in memoriam, served as dean of the Manship School from 2011 to 2018 and later as the William B. Dickinson distinguished professor of journalism, capping more than four decades as a newspaper journalist and executive who helped

YO U R B U S I N E S S C O M PA N Y N E W S

guide two Pulitzer Prize-winning newsrooms before his death in July 2022. Todd Schexnayder, a member of the Fidelity Bank board of directors, joins the class after retiring as senior vice president and human resources director and following a career that includes serving as 2025-2026 president of the Rotary Club of Baton Rouge and his 2021 induction into the LSU Alumni Association Hall of Distinction. John Snow, is a partner at the management consulting firm Emergent Method, advising organizations and leaders on strategy, communications and organizational transformation. He currently serves as president of the Manship School Dean’s Advisory Council.

connecting clients with meaningful charitable opportunities. Knobloch was nominated by Virginia Noland, a longtime client and friend.

The Baton Rouge Area Foundation has named Kevin Knobloch, senior financial adviser at Longbridge Wealth Management, the recipient of its Champion for Giving Award. The award recognizes the vital role professional advisers play in fostering local philanthropy by

The LSU Board of Supervisors named Aaron Sheehan-Dean, James Garand and Peter Katzmarzyk as Boyd professors, the university’s highest professorial rank. Sheehan-Dean is the Fred C. Frey endowed chair in LSU’s Department of History; Garand is the Emogene Pliner distinguished

Elizabeth “Liz” Harris, firm administrator at Kevin Harris Architect in Baton Rouge, received the Society for Design Administration’s national Lifetime Achievement Award. Harris, who holds the organization’s CDFO certification and was elevated to its College of Fellows in 2020, was recognized in part for leading a 2014 overhaul of SDA’s national certification framework and developing a study program used by administrators pursuing certification.

professor in the Department of Political Science; and Katzmarzyk is the Marie Edana Corcoran endowed chair in pediatric obesity and diabetes and associate executive director for population and public health sciences at Pennington Biomedical Research Center. Since the Boyd professorship was established in 1953, only 85 faculty members across all LSU campuses previously had received the distinction.

and an average ACT score of 27. Since its launch in 2023, the SEAS Engineering Scholars Program has welcomed 81 scholars who receive scholarships, alumni mentoring, tutoring, professional development, career preparation, and opportunities to connect with industry leaders. Scholars have earned internships and research opportunities with organizations including Dow, Shell, ExxonMobil, Boeing and Procter & Gamble.

Hannis T. Bourgeois was named one of Accounting Today’s 2026 Best Firms to Work For for the fifth consecutive year. The Baton Rouge-based firm ranked No. 19 nationally among midsized firms and was the only Louisiana-based firm on the list.

River Parishes Community College and Iberville Parish Public Schools are launching the RPCC ECO Tech Academy at the college’s Westside Campus in Plaquemine. Beginning this fall, the Westside Campus will transition to serve as a dedicated dual enrollment location for Iberville Parish Schools, providing students with direct access to college-level technical education while they are still in high school. The inaugural cohort includes 35 students, who will begin pathways in process technology and instrumentation and electrical technology,

EDUCATION The Southern University Engineering Alumni Society has inducted 34 students into its SEAS Engineering Scholars Program. The incoming class enters Southern University with an average high school GPA above 3.8

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LSU’s Pennington Biomedical Research Center has received a five-year, $5.66 million renewal of its Nutrition Obesity Research Center grant from the National Institute of Diabetes and Digestive and Kidney Diseases, part of the NIH. The award extends support for the Pennington-Louisiana Nutrition Obesity Research Center through 2031. The center is one of only 11 NIH-funded Nutrition Obesity Research Centers in the U.S., joining an elite network that includes centers at Harvard University, the University of North Carolina at Chapel Hill, Washington University in St. Louis and other leading research institutions. The grant supports the scientific infrastructure behind dozens of research programs. Since its establishment in 2005, the Pennington-Louisiana NORC has evolved from 26 members with $11.4 million in annual direct

From left, Baton Rouge General Physicians VP and COO Sean Casteel, District 2 Councilman Anthony Kenney, Mayor-President Sid Edwards and Baton Rouge General President and CEO Edgardo Tenreiro at the Jewel J. Newman Community Center

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PHILANTHROPY GRANTS Future Use of Energy in Louisiana, or FUEL, has announced a one-year, $800,000 investment in Louisiana Community and Technical Colleges to enhance and expand energy-related programs at community colleges statewide. This investment is the first in an expected multiyear commitment by FUEL to create a scholarship program that will increase Louisiana residents’ access to high-wage, high-demand jobs in the state’s growing energy sector. FUEL, funded by the U.S. National Science Foundation and Louisiana Economic Development, will also support continued curriculum development. The partnership builds on FUEL’s previous investments,

including a $100,000 FUEL Scale award to River Parishes Community College in 2025.

programs geared toward careers in manufacturing, petrochemical production, refining and energy. The addition of Iberville Parish builds on the ECO model already running in Ascension and St. John the Baptist parishes.

P & DON

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research funding to a statewide collaborative network of 217 scientists and trainees. It is led by LSU Boyd professor Eric Ravussin. Baton Rouge General, in partnership with Metro Council member Anthony Kenney Jr., plans to open a clinic at the Jewel J. Newman Community Center in Scotlandville in late October. The clinic will offer primary care and mental health services five days a week to patients in Scotlandville, north Baton Rouge and surrounding neighborhoods, expanding on BRG’s biweekly mobile health visits at the center. Baton Rouge’s Community Coffee Company is partnering with the Lafayette Parish School System to relaunch Dolly Parton’s Imagination Library in Lafayette Parish. Community Coffee will serve as the anchor funding partner, while the school system will administer the early childhood literacy program locally. Enrolled children from birth to age 5 will receive a free, age-appropriate

book by mail each month through their fifth birthday. The program aims to eventually enroll about 10,500 children, or 65% of the parish’s under-5 population. Community Coffee also provided funding to support Imagination Library programs in Acadia, Iberia and Vermilion parishes. Baton Rouge Community College’s construction management program received nearly $136,000 from the Louisiana State Licensing Board for Contractors and the Contractors’ Educational Trust Fund, marking the 11th consecutive year the program has received a donation from the organization. LSLBC has donated more than $3 million to BRCC for scholarships, equipment upgrades and other program resources. BRCC’s 60-credit-hour program, established in 2009, is the only accredited two-year construction management program in Louisiana and one of 15 in the country; the college also opened its Capital City Construction Lab in August.

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 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

†Actual

Total Paid and/or requested Circulation

4,530

3,838

Total targeted Complimentary Distribution

4,779

4,151

Total Distribution

9,309

7,989

Copies not distributed

222

171

Total Number of Copies

9,531

8,160

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

“ When I was diagnosed with breast cancer,

I needed to be positive. Having Louisiana Blue allowed me to focus on getting well.“ Right Card. Right Care. New Orleans

01MK8347 04/26

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CASSIDY MCFARLAND Neighbors Federal Credit Union

BANKING & FINANCE Cassidy McFarland has been named chief financial officer at Neighbors Federal Credit Union. In his role, he will help guide the credit union’s financial strategy and longterm planning. McFarland brings more than 20 years of financial services experience, including 18 with Neighbors, where he began in 2004 as a teller and advanced to vice president of treasury. He later served as controller and vice president of accounting at Essential Credit Union and operated his own CPA practice for three years. Brandon Walker has joined Resource Bank as a commercial and private banking officer. In his role, he will focus on developing and

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BRANDON WALKER Resource Bank

NICOLE REID FranU

expanding business relationships in Ascension Parish. Walker brings 15 years of banking experience and is currently working out of the Baton Rouge branch, though he will eventually be based at Resource Bank’s new Gonzales branch. EDUCATION Nicole Reid has joined Franciscan Missionaries of Our Lady University as its new student success coach, part of Project FRANCIS, a Title III initiative aimed at improving retention and graduation outcomes. In her role, she will work directly with students through academic coaching, success planning, proactive outreach and connections to campus resources, and will coordinate with

BUSINESS REPORT, October 2026 | BusinessReport.com

DR. EMILY ADAMS Baton Rouge General

DR. ALEYSH ALEJANDRO Baton Rouge General

faculty and staff to identify students who may benefit from early support. HEALTHCARE Dr. Emily Adams, a cardiothoracic surgeon, has joined Baton Rouge General Heart and Vascular Surgery. In her role, she will specialize in heart valve and heart bypass surgery and the treatment of coronary artery disease and thoracic cancer. Dr. Aleysh Alejandro has joined Baton Rouge General Obstetrics and Gynecology, where she will care for patients at the Bluebonnet location. Fluent in Spanish, Alejandro welcomes both English- and Spanishspeaking patients for obstetric and gynecologic care.

DR. LEXI CHAMPAGNE Baton Rouge General

Dr. Lexi Champagne has joined Baton Rouge General, where she will care for patients at the primary care clinic in its Prairieville neighborhood hospital. Champagne completed her residency at BRG’s Family Medicine Residency Program and is a member of the American Academy of Family Physicians. Naomi Nelson has been promoted to vice president of Baton Rouge General Physicians – Surgical and Procedural Services. In her role, she will oversee surgical and procedural physician practices, including surgical specialties, orthopedics, pulmonology and ENT. Nelson brings more than 25 years of healthcare leadership experience, having served as CEO of Vascular Specialty

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NAOMI NELSON Baton Rouge General Physicians

DR. AUSTIN BROUSSARD Baton Rouge General Physicians

Center, heart and vascular service line administrator at Baton Rouge General, director of medical staff services and, most recently, director of BRGP surgical practices. Dr. Austin Broussard has joined Baton Rouge General Physicians – Orthopedics, a new clinic on BRG’s Bluebonnet campus, as an orthopedic surgeon. Broussard specializes in nonsurgical and surgical management of shoulder, knee, hip, elbow and sports-related injuries and completed an orthopedic sports medicine fellowship at the American Sports Medicine Institute with Andrews Sports Medicine and Orthopaedic Center. Dr. Mark M. Levin has joined

DR. MARK LEVIN Baton Rouge General

DR. CARRIE MALCOM Fertility Answers

Baton Rouge General Heart and Vascular Surgery as a vascular surgeon. Levin specializes in complex endovascular aortic and visceral aneurysms, carotid disease, peripheral artery disease, limb salvage and venous disease, and previously helped establish transcarotid artery revascularization, vein and limb-salvage programs at partner hospitals. Dr. Carrie Malcom has joined Fertility Answers as a reproductive endocrinology and infertility specialist and will have new-patient consultations at its Baton Rouge clinic on the Woman’s Hospital campus. Malcom completed an obstetrics and gynecology residency at the University of Miami/

DR. KIM TRAN Baton Rouge General

Jackson Memorial Hospital and a fellowship in reproductive endocrinology and infertility at the University of South Florida; she earned both her medical degree and Ph.D. at the University of Kansas School of Medicine. Dr. Kim Tran has joined Baton Rouge General Obstetrics and Gynecology and will see patients at BRG’s Bluebonnet location. Tran earned her medical degree from Ross University School of Medicine and completed an obstetrics and gynecology residency at St. Joseph’s University Medical Center in Paterson, New Jersey. ENERGY & INDUSTRY Damien T. Watt has been

promoted to executive director of regulatory affairs and general counsel at the Louisiana MidContinent Oil and Gas Association. Watt, who had served as executive director of regulatory affairs and legal counsel since 2022, will continue leading LMOGA’s engagement with state and federal regulatory agencies while taking responsibility for the association’s legal function. He joined LMOGA after more than two decades in midstream and petrochemical operations. RESTAURANTS & RETAIL Bailey Richard has been named director of marketing for CC’s Coffee House. Richard has more than 10 years of restaurant industry experience in operations, branding, marketing, franchising and sales-building, including work with Raising Cane’s, Walk-On’s and Off the Hook. Most recently, he directed marketing for R&R Brands, which operates more than 47 restaurant and entertainment locations in seven states.

CAR CARE HAS NEVER BEEN THIS COMFORTABLE Our new, upgraded location makes waiting for your vehicle feel less like waiting. Relax in our lounge, enjoy the theater room, grab a complementary beverage or stay productive in our conference room - all while your vehicle receives the exceptional care you’ve come to expect from Mel’s.

PERSONAL

BUSINESS

FLEET

(225) 975-7044 WWW.GEAUX2MELS.COM 1961 STARING LANE | BATON ROUGE

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R E C H A R G E TA I LG AT I N G

Michael Kleinpeter President, Moore Industries

DON KADAIR

“Although each Bayou Bandits tailgate requires considerable time and resources, the passion, revelry, camaraderie and generosity that I experience is food for the soul and recharges me more than any bowl of gumbo or jambalaya ever could.”

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BUSINESS REPORT, October 2026 | BusinessReport.com

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