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Wonders of Wildlife AUG. 17
Learn more about the amazing wildlife right in your backyard!
Nature Night Hike + Campfire AUG. 30 + SEPT 13
Come explore our trails at night and enjoy a gooey s’more!
Ride & Roll SEPT. 14
Grab your bikes and boards and get to ready to roll!
The Great Pumpkin Dash OCT. 5
We’re dashing through the fall at this new 5K Race!
For more awesome events this season visit...
Swamp Haunted Hikes OCT. 11 + 18 + 25
Enjoy our not-so-spooky festivities at the swamp!
Geaux Fish! Catfish Rodeo OCT. 12
Bring on the competition and fish with the whole family!
Roller Jam OCT. 19
Grab your skates, it’s time for roller jam with the fam!
Reindog Run DEC. 14
Bring your puppy pals out to this holiday fun run!
IN THE FAST-PACED, high-pressure world of business, it’s easy to get caught up in the numbers—revenue growth, profit margins, market share. But there’s a vital element often overlooked, and it’s one that directly impacts all those metrics: mental health.
Inside this issue, you’ll find an entire section entitled Executive Mental Health. As we crafted original editorial content and worked with partners in the community to share their stories as well, it became clear to us that this isn’t just another HR topic—it’s a business imperative.
In my decades of working with top-tier executives, I’ve seen it all. The stress, the sleepless nights, the pressure to perform at peak levels day in and day out. But here’s the kicker: Those who invest in their mental well-being don’t just survive—they thrive. And so do their companies.
H&E Rentals is a prime example of this shift in focus. When CEO Brad Barber recognized the toll mental health was taking on his team, he didn’t just sweep it under the rug. He brought in expert help, launched a comprehensive mental health program, and started talking openly about an issue most executives shy away from. The goal? A more resilient workforce and a culture where people feel safe to speak up and seek help.
But this isn’t just about H&E—it’s about all of us. It’s about acknowledging that mental health is as crucial as
physical health in the workplace. We know that when executives are in a good place mentally, they make better decisions, lead more effectively, and inspire their teams. The ripple effect is undeniable. Organizations that prioritize mental well-being see lower turnover rates, higher engagement, and, ultimately, better bottom lines.
At Baton Rouge Business Report, we’re not just reporting on this trend—we’re living it. As president, CEO and publisher, it’s my responsibility to ensure our team is not only producing top-quality work but doing so in an environment that supports mental and emotional health. This isn’t just about being a good boss—it’s about being a smart one. When our people are at their best, so is our business.
So as you dive into this issue and the inaugural edition of Executive Mental Health, think about what you can do in your own organization. Because the real ROI is in the health and well-being of your people. And that’s a return worth investing in.
The best is yet to come.
Julio Melara, Publisher
Publisher: Julio Melara
EDITORIAL
Chief Content Officer & Executive Editor: Penny Font
Managing Editor: Allan Schilling
News Editor: Holly Duchmann
Staff Writers: Jordan Arceneaux, Cynthea Corfah, Dillon Lowe
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Contributing photographers: Don Kadair, Tim Mueller, Collin Richie
ADVERTISING
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Account Executives: Rachel Andrus, Emma Dubuc, Nancy Bombet Ellis, Ethan Shipp
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Corporate Media Editor: Lisa Tramontana
Content Strategist: Emily Hebert
Project Manager: Kendall Denney
Account Executive: Judith LaDousa
MARKETING
Marketing & Events Assistant: Mallory Romanowski
ADMINISTRATION
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A publication of Melara Enterprises, LLC
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Volume 41 - Number 26
H&E Rentals has taken a leadership role in shedding light on the mental health crisis taking place today. CEO Brad Barber shares his insights into why and how his company made it a priority. Register at strictlybusiness. businessreport.com, and take a deeper dive into the topic in Executive Mental Health on page 29.
Number of Louisiana judges who took a five-figure one-time stipend just before going off the bench. Associate Supreme Court Justice James Genovese pocketed $15,280 on his way out the door to become president of Northwestern State University in Natchitoches with a $350,000 salary, $61,000 more than his predecessor. And Baton Rouge District Judge Eboni Johnson Rose took a $14,691 lump payment just before she was removed from conducting trials while under investigation for alleged misconduct. Daily Report has the details.
Under newly minted President and CEO Lori Melancon, the Baton Rouge Area Chamber has made significant staff and organizational changes, including the hiring of Dario Scalco as director of public policy and John Grubb as manager of internship partnerships and development, as well as Adelina Lepine’s promotion to director of compliance and operations. At press time, the search was still on for a communications director, marketing director, art director, events manager and operations coordinator.
Number of Capital Region companies that made the 2024 Inc. 5000 list of fastest-growing companies. The highest ranked is Omega Foundation Services in Slaughter, coming in at No. 136 after 2,520% revenue growth over the past three years. Also on the list: 365Labs, Precision Weld Testing & Training/Precision Inspection Services, Pulse, Core Boiler & Mechanical Services, Brightside Energy, hubley, JCW Creative, Emergent Method, Anytime Flooring, MasteryPrep, Envoc, DPI Management Co., DAA Media + Marketing, and Facilities Maintenance Management.
Where is Louisiana’s energy sector headed? ExxonMobil Refinery Manager Regina Davis, Shell General Manager of U.S. Carbon Capture Utilization and Storage Lee Stockwell and the LSU Institute for Energy Innovation’s Brad Ives share their insights at 11 a.m. Tuesday, Oct. 15. Register at businessreport.com/events.
Number of top businesspeople and community leaders being honored later this year at the 2024 Baton Rouge Area Volunteer Activist awards, hosted by Emerge. The list includes Leslie Berg, Cathy Coates, Patricia Day, Paula Davis, Franklin Foil, Brett Furr, Langston and Sabrina Galloway, Stuart Gilly, Vera Olds, Nicole Scott, John Snow and Raedtha Vasquez. Get more information at emergela.org/brava
Sudden Cardiac Arrest (SCA) is a life-threatening emergency that can happen to anyone, anywhere, at any time. In fact, SCA claims one life every 90 seconds in the United States. As October is Sudden Cardiac Arrest Awareness Month, East Baton Rouge Emergency Medical Services would like to educate the public on recognizing the warning signs, understanding the risk factors and knowing how to respond in a cardiac emergency. Your quick action could be the difference between life and death.
SCA is the sudden loss of all heart activity due to an irregular heart rhythm. When this occurs, breathing stops and the person becomes unconscious. Without immediate treatment, SCA can lead to death.
Emergency treatment for SCA includes cardiopulmonary resuscitation (CPR) and shocks to the heart with a device called an automated external defibrillator (AED). Survival is possible with fast, appropriate medical care. Nine out of 10 cardiac arrest victims who receive a shock
from an AED within the first minute live, and a person’s chance of survival while waiting for emergency medical services during a cardiac emergency decreases by 10 percent every minute without CPR.
With that in mind, EBR EMS promotes citizen CPR and works to educate the community about the importance of learning how to perform CPR correctly and what to do if someone collapses in front of you. EMS regularly participates in health fairs and goes out to local schools to demonstrate how to perform CPR correctly.
It’s important to note that if you contact 9-1-1 because someone is in cardiac arrest, the emergency communications officer that answers the call will give you step-by-step instructions on starting CPR immediately.
While SCA can affect anyone, certain factors can increase the risk, including having an irregular heart rhythm, underlying heart conditions, recreational drug use, certain medications, physical exertion or stress.
• Check to see if the person is responsive.
• Activate EMS by calling 9-1-1.
• If you are in a public place, look for an AED and turn it on. Follow the prompts.
• Start CPR immediately by placing both hands on the center of the chest and pushing hard and fast. Compressions should be 2-inches deep at a rate of 100-120 compressions per minute.
• Continue CPR until first responders arrive to take over care.
This October, help EBR EMS spread the word about Sudden Cardiac Arrest and the importance of being prepared. By recognizing the warning signs, understanding the risk factors and knowing how to respond in an emergency, you could save a life. For more information about EBR EMS, visit online at www.brla.gov/EMS or scan the QR code.
SOONER OR LATER, you are going to change jobs. A better offer will come your way, and it’ll be the perfect next step for your career. Or someone who works for you is going to move on to the next big thing for them. So, whether you’re leaving or someone else is leaving, how do you handle that transition well?
WHITNEY JOHNSON is CEO of leadership development company Disruption Advisors and has 1.8 million followers on LinkedIn. You can reach her at whitney@ thedisruptionavisors.com.
The first thing I want to make clear is that leaving well is not easy to do. It’s a difficult psychological shift. In our work, we use a framework called the S-curve—a practical, visual representation of what growth looks and feels like. Picture that curve, sloping up gradually at the beginning, then shooting up, and finally leveling out at the top.
We start at the launch point, where growth is slow but steady. Once we have enough information and confidence, we accelerate our growth into the sweet spot. When ease displaces effort and growth peters out, that’s mastery.
When you get to that zone of mastery, you’ve learned what you came here to learn. And then you’re anticipating the next S-curve. The next job offer is on your desk, and you’re managing that excitement and nervous energy.
But research shows us that folks only really remember the beginning and end of a list, and if you don’t leave well, you can lose the goodwill and reputation you’ve built up over your time at your current job. That unstable energy can ruin those 10 years in 10 days—hyperbole, for sure, but not by much. So, how do you manage the transition for yourself? And if you’re a manager, what should you advise others to do when they’re wrapping up this S-curve?
however, because yes, it’s very exciting! Simply notice them and let them float on by without attaching yourself to them.
Nail down what needs to get done and avoid daydreaming about the next launch point. And as a manager, don’t forget that one of those deliverables needs to be a smooth transition, so plan out what that hand-off looks like and what needs to be prepared for it. There will be a period when your team is going to feel that absence, so how can you set up both them and your successor for success?
The more you understand what’s going on in your head at mastery, the more you can control those feelings and finish out strong—instead of burning bridges. Don’t repress those feelings,
Put your nose to the grindstone and finish strong. In a relay race, Olympic or otherwise, a lot rides on that last person holding the baton. Don’t let your team down, and don’t let yourself down. And if you’re the employer watching someone else leave, appreciate them for their efforts. Give kudos often—it costs nothing. If everyone holds up their part of this transition, you can be proud of yourself—first and foremost— and how you handed off that baton. You will have a group of supporters who truly appreciate the energy put into that last stretch of the relay, folks who’ll be rooting for you the rest of your career. And in your employer, you’ll have an ambassador of goodwill, someone who can vouch for your determination to end right and end well.
So whether you’re leaving or watching someone else leave, keep the psychology of growth front of mind and scaffold around that energy. As exciting as taking that next step can feel, you haven’t taken it yet—and there are people who care about you here and now, so leave in a way that they’ll wish you’d never left.
THOUGHT LEADER
IT’S NO SECRET that the Capital Region—and Louisiana as a whole—has struggled to attract and retain young professionals in recent years. So what can local businesses do to better appeal to a new generation of talent? Business Report sat down with ThreeSixtyEight CEO Kenny Nguyen to get his tips.
According to Nguyen, many young professionals are looking for more than just a paycheck. They want to feel connected and valued within their workplace. Companies should put serious effort into building an environment where employees can build relationships, collaborate and share ideas without trepidation.
Young professionals want to feel like they’re contributing to something meaningful and that they’re part of a company with a clear direction and purpose. “We’ve always been driven by our values,” Nguyen says. “We hire and fire based on our values. We do performance reviews based on our values. Every Monday morning, our whole team gives shoutouts that are based on our values.”
When companies support their employees in establishing clear boundaries between their work and personal lives, they create an environment where individuals can avoid burnout, recharge, stay motivated and carve out time to focus on the things that matter most to them.
Young professionals tend to gravitate toward companies that prioritize ethical practices and sustainability. Nguyen is no stranger to this idea—in April, ThreeSixtyEight became the first B Corp in the Capital Region. B Corps are companies that meet high standards of accountability, performance and transparency in regard to their overall environmental and social impact. “People want to feel like they’re part of something bigger,” Nguyen says.
Providing opportunities for continuous learning, whether through formal training programs, mentorships or on-the-job experiences, helps employees expand their skill set and feel more confident in all that they do. Companies that invest in the development of their employees not only empower them to take on new challenges but also demonstrate a commitment to their long-term success.
Senior financial adviser, Longbridge Wealth Management of Wells Fargo Advisors
EDUCATION
B.A., Louisiana Tech University
CAUSE I’M PASSIONATE ABOUT
ADVICE TO MY YOUNGER SELF
Relax, have more fun and make more friends.
The Fellowship of Christian Athletes makes a powerful impact on our next generation of leaders and I give time and money to it.
THEME SONG FOR MY LIFE
“Living on a Prayer,” by Bon Jovi
HOW I STAY MENTALLY AND PHYSICALLY HEALTHY
Golf and Yogalates
LAST BOOK I READ
AI 2041 was an interesting combo of stories and articles about how AI will impact life in 2041.
VALUABLE LESSON FROM A DIFFICULT EXPERIENCE
Keep going. I learned this through various personal and professional challenges.
QUIRKY TALENT
I’m a great connoisseur of burgers.
FAVORITE LOCAL HIDDEN GEM
The Brakes Bar
DESTINATION OF CHOICE
Southern Italy
FAVORITE MOVIE CHARACTER
Inigo Montoya from the Princess Bride
QUOTE THAT HAS STUCK WITH ME
“Only a life lived for others is a life worthwhile.”
–Albert Einstein
BEVERAGE OF CHOICE
Topo Chico with lime
PROUDEST MOMENT
When my girlfriend, Holland Greene, said “Yes!”
MOST ADVENTUROUS THING I’VE DONE
Climbed Pike’s Peak
WISDOM THAT INSPIRED ME
Treat others the way you want to be treated.
ADVICE TO MAKE A POSITIVE IMPACT IN THE CAPITAL REGION
Play to your strengths. Find out what you’re good at, start using that talent to make a difference at home and work, and then in your neighborhood and city.
HISTORICAL FIGURE I’D MOST LIKE TO HAVE DINNER WITH
J.R.R. Tolkien. With his imagination, it would be a very interesting conversation. He also served in World War I and his life spanned most of the 20th century before I was born, so I’d love his perspective on that era.
MOST UNUSUAL JOB
I was a bus boy at Ralph and Kacoo’s in high school and worked with and waited on many interesting people. I think I might now be a little kinder to all wait staff and bus boys as a result.
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.
We’ve all been told that if our business isn’t utilizing AI, we’ll be left behind. But how, exactly, do we get there? Brain Rush: How to Invest and Compete in the Real World of Generative AI, by management consultant and venture capitalist Peter Cohan, is a veritable road map to the future, explaining how generative AI works and how much economic value it could create. It also maps out the industry value network, at each stage defining the industry and estimating its size, growth rate and profit potential. Its pages identify the most successful participants, explaining how they have achieved their success and where they will compete in the future. And if that doesn’t spark any ideas, the book concludes with a section on what investors and business leaders should do to make an informed decision on where to place their bets.
FOUNDER AND OWNER
EDGE GYMNASTICS TRAINING CENTER
GROWING UP AS a competitive gymnast, Victoria Gomez had dreams of opening her own gym. As a college student, she and her parents researched what it would take to get one off the ground.
“The doors just didn’t open,” recalls Gomez, who opted for work as a gymnastics coach after graduating from LSU with a degree in education.
But six years later, Gomez had an epiphany. She walked away from a full-time coaching job at a local gym because of philosophical differences.
“I called my husband and said, ‘I just quit my job and I want to open a gym,’” says Gomez, who was 27 at the time. “He said, ‘Let’s make it happen.’”
The couple’s $740,000 investment included purchasing a 10,000-square-foot former kids party center on Perkins Road and converting it into a training center. Gomez sourced equipment through a connection provided by LSU gymnastics head coach Jay Clark, whom she knew from her participation years earlier with former LSU head coach D-D Breaux’s club team. She named the venture Edge Gymnastics Training Center, with a mission to help kids strive
“Everyone was like, ‘Are you sure you want to do this?’ And it is hard. But when I show up to work every day, it doesn’t feel like work.”
for greatness in some facet of life, no matter their future in gymnastics.
“We want to develop great athletes, of course, but I also want to develop great people,” Gomez says. “I want our impact on these kids to take them further than their time in the gym.”
A group of 30 gymnasts followed Gomez when she first opened. Numbers have since grown to almost 500 students. Thirty staff coaches help manage multiple training sessions, many of which take place simultaneously. The business deploys a methodical logistics plan to keep class segments timed to the minute so that athletes can rotate through each apparatus without delay.
Staffing has been the biggest challenge, but Gomez says she has combatted that in two ways. One was hiring retired LSU gymnastics assistant coach Bob Moore. The other was better orienting and shadowing new hires.
“As a mom, I know how important it is to get the staffing right,” Gomez says. “People are entrusting us with their kids.”
—Maggie Heyn Richardson
Each year, EisnerAmper Director Melanie Talley and her husband—parents to three children—carve out time for an adults-only getaway. When a friend raved about the wonders of Costa Rica, Talley was all in. Situated between the Caribbean Sea and the Pacific Ocean, Costa Rica embraces the spirit of pura vida, or “pure life,” inviting all to experience a lifestyle of relaxation and contentment. For C-suite executives looking to escape the hustle and bustle, the country offers an ideal mix of relaxation and adventure: luxurious resorts, friendly and welcoming people, idyllic beaches, lush rainforests, awe-inspiring volcanoes and an unparalleled array of excursions. “I now see why a number of Americans are retiring there,” Talley says. “It truly is paradise.”
We have now been to the resort Dreams Las Mareas Costa Rica in Guanacaste Province twice, as it is truly paradise. It is all-inclusive, and has all the amenities you might want in a resort: beautiful pools, many eatery options, water activities, beach access and a long list of recommended excursions. The rooms are spacious and offer great views, either of the ocean or the lush jungle.
Costa Rica has some of the best coffee in the world—I couldn’t get enough of it and had a cup everywhere I went. Also, the fresh juices were quite popular—imagine a mimosa bar with fresh strawberry juice, guava juice, passion fruit. It really was a treat. I also enjoyed the Costa Rican dish arroz con frijoles (rice and beans). The flavors they were able to incorporate was remarkable and a favorite of mine each day.
While on excursions, our driver stopped at some small cafés for special treats. I recommend checking out the local towns; near the resort is La Cruz. The people in Costa Rica are so kind: Our driver actually brought us to his home to cook for us. It was a bit random, but he truly just wanted us to experience his culture.
The excursions that bring you near the volcanoes include zip lining, hiking, exotic wildlife and beautiful waterfalls. The offshore fishing trip was also amazing: We caught some huge fish that we brought back to the resort restaurant and they cooked it for us that night. Out in the water, we got a close-up look at a family of whales. It was absolutely breathtaking.
I would say do an excursion— the areas near the volcanoes were truly beautiful. Swimming in the waterfalls and sitting in the hot springs were true highlights of each trip.
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BY SAM BARNES
Birthplace: Crowley, 1953
Education: Bachelor’s Degree, LSU (1975); Juris Doctorate, LSU (1977)
Profession: Partner, Fishman Haygood, Baton Rouge
Side Gig: Pro-bono co-Editor of The Foreign Investor’s Guide to the Legal Aspects of Doing Business in Louisiana
AI’ve been in Baton Rouge since 1971, and there’s never been a time that we’ve been as well positioned to have a generational change in the quality of life for all citizens.”
CHARLES LANDRY, partner, Fishman Haygood “ ”
t precisely 3:44 each morning, Charles Landry rises out of bed to begin his daily ritual of reading five newspapers on his iPad.
Though 70, he has little time for sleep—he’s too busy pursuing his grand vision for Baton Rouge and trying to find workable solutions to complex problems.
His list of accolades and victories, both as a real estate attorney at Fishman Haygood and as a prominent developer and community visionary, reads more like the combined resumes of a dozen people than a single man.
Landry is described by those who know him as iconic, passionate, driven and relentless, earning him such monikers as “The Godfather of Growth” and even “PowerPoint King.” “The creativity of developing or organizing a structure for a complex transaction … that is what I want to do until I put my pen down
for the last time and my head hits the desk,” he says.
Since the Lafayette native’s entrance on the Baton Rouge scene in the 1970s, he has become a virtual tour de force in many of the major real estate developments across the city and region—either as the legal counsel crafting legal documents for complex issues, an investor/developer, or in a pro bono capacity advancing an important cause.
Landry sees himself as essentially having three jobs. “My first job is to serve my clients as a conventional lawyer providing legal advice. The second is with my financial partner, John Engquist, as a developer doing the day-to-day work for the Rouzan, Americana and Materra developments. My third job is giving back to the community.”
He has played notable roles in the advancement of Traditional Neighborhood Developments, or TNDs, throughout Louisiana, and assisted his longtime friend,
now-retired architect Steve Oubre, with drafting CCRs (codes, covenants and restrictions) for Louisiana’s first TND at The Village at River Ranch in Lafayette. He also played a prominent role in the revitalization of downtown Baton Rouge, and is, by many accounts, the undisputed “go to” local aficionado in the creation and execution of public-private partnerships.
“I think he must work 22 hours a day,” Oubre says. “I was always one of these early risers, and Charles would call me at 4:15 and start asking me questions. If the phone rang at that time, it inevitably was Charles Landry.”
Oubre became friends with Landry as a teenager in Lafayette, then reconnected with him in the 1990s while planning River Ranch.
Landry was instrumental in drafting the legal documents that helped move the development forward.
“Since we have the Napoleonic code in Louisiana, the boilerplate
covenants from other states just didn’t work,” Oubre says. “River Ranch required 139 variances just for the first filing, and Charles was able to finesse these documents in a brilliant way.”
His connections “also went a long way toward getting things done. I wouldn’t have been able to do much of what I’ve done without him.”
Since then, they’ve worked together on various other projects, including Rouzan and Americana, where Oubre served as the town architect. “He’s relentless. He never stops thinking about the projects he’s working on. It becomes overwhelming sometimes; if you don’t have those same attributes, you can get burned out. Once he puts his mind to it, whatever he’s working on is going to happen. Everything does.”
Landry is a self-described “deal junkie” who loves to see a building or project through to completion,
Three major projects are poised to transform the entertainment and sports landscape in Baton Rouge. Here’s where they stand.
Plans to develop a new $400 million arena on LSU’s campus are moving forward as expected, according to attorney Charles Landry, who has been hired to work with the university on the project. The arena would host sporting events for LSU as well as entertainment and music events for the Capital Region.
A pool of six potential developers has now been narrowed down to a single finalist. The Tiger Athletic Foundation is currently in the process of evaluating a proposal from that finalist. Landry declined to disclose the name of the developer in question.
At press time, officials were working to set up a meeting with the developer to discuss how to proceed with the project.
A lengthy negotiation process to iron out details related to amenities, size and location would follow that meeting. TAF would then make a land use recommendation to the LSU Board of Supervisors. If the board signs off on TAF’s proposal, LSU would lease the land to TAF, which would then sublease the land to the developer. The developer would then be able to move forward with the project. TAF is still optimistic that the arena will be operational in about four years’ time.
While officials previously suggested that construction of the arena would be fully funded by the developer in exchange for ownership and revenue from events unrelated to LSU, a new sales tax in a recently established economic development district surrounding the university now seems likely to contribute to the project. Additional public funds may be requested from the Metro Council at a later date.
To facilitate the development of a new LSU arena, the Raising Cane’s River Center has entered into a noncompete agreement that will restrict its ability to host most entertainment and music events once the arena is constructed. In light of those restrictions, officials have outlined a plan to reposition the River Center as a convention center and construct a complementary headquarters hotel. Baton Rouge is one of the largest cities in the country to lack a full-fledged convention center, Landry says.
As with the LSU arena project, the River Center’s repositioning is still in a preliminary planning phase, though Mayor Sharon Weston Broome in June suggested an ambitious nine-month timeline for soliciting proposals from developers and signing contracts. Also in June, the Metro Council unanimously approved a measure to assemble an oversight committee for the project. That committee met for the first time in August. It is worth noting that some downtown business owners have expressed concern over whether the River Center’s repositioning would hurt their bottom lines.
The Memorial Park complex is set to undergo a major face-lift. The 44-acre site is currently home to Goldsby Baseball Field and Memorial Stadium, both of which will be subject to significant renovations. A new 110,000-square-foot, state-of-the-art sports and recreation facility also seems to be in the cards. Other proposed additions include ancillary entertainment venues, commercial and retail developments and walking trails. The complex’s reimagining could also serve to attract minor league baseball and soccer squads to Baton Rouge.
Roy Alston, executive director of Texas-based Five Points Community Capital, has been tapped as the project’s master developer. Subdevelopers will eventually be contracted to work on the individual components of the project.
Landry, who serves as lead counsel for the redevelopment, says details related to project funding and timeline are still up in the air and a long way from being set in stone. Partners on the project include BREC and Project Play, a national public policy initiative aimed at growing youth participation in sports.
—Dillon Lowe
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When you’ve got a piece of property you want to develop, there’s just no one better at getting the entitlements than Charles Landry. I don’t know if he’s ever lost one.
JOHN ENGQUIST, right, with Charles Landry at Rouzan, one of three developments in which the two are partners.
“ ”
so it was only natural that he would eventually become a developer himself. John Engquist, CEO and chair of H&E Rentals, first met Landry after investing in a piece of property that would later become the Americana Zachary development.
“We wanted to develop a TND there, and when it comes to that type of work, he’s the best,” Engquist says. “Over time, I ended up taking that development over and he became more involved and ended up working the day-to-day development side.”
Today, they’re also partners in the Rouzan and Materra developments, as well as friends. “We have similar personalities, so we work well together,” Engquist says. “Charles is a very driven guy. He’s
very passionate about what he does, and he certainly gives everything he has to whatever he’s working on. I have a lot of respect for that.
“When you’re in the development business, there’s a new challenge every day,” he adds. “There are always Corps issues, wetlands issues, etcetera to deal with. When you’re in the development business you’ll see it all. And when you’ve got a piece of property you want to develop, there’s just no one better at getting the entitlements than Charles Landry. I don’t know if he’s ever lost one.”
John Spain, senior adviser with the Baton Rouge Area Foundation, doubts the transformation of
downtown Baton Rouge—which began with the construction of the Shaw Center in the early 2000s— would have even happened absent Landry’s help as BRAF’s legal counsel.
“That was a difficult public-private partnership, when that was still a relatively new concept, and Charles was instrumental in finding remedies. He played a critical role in getting the Shaw Center built.”
Since then, Landry has paved the legal pathway for other impactful projects such as the Louisiana Technology Park, the restoration of the Capitol House Hotel, and the IBM Building.
“He’s a force in all the best ways,” Spain insists. “Complex issues need force, leadership and vision, and you get that in Charles. He inspires
others to work with him to get things done.”
The self-coined “string of pearls” is Landry’s current passion. It references a collection of proposed projects that principally include a new $400 million LSU arena on the university’s campus; an overhaul of the Raising Cane’s River Center in downtown Baton Rouge, which city-parish officials hope to convert into a convention space with a new hotel; and the Memorial Sports Complex renovations in north Baton Rouge, which could include the creation of a 110,000-squarefoot sports and recreation facility to host minor league soccer and baseball teams. (See “Planning, Planning, Planning,” page 21) The arena plan took a significant step forward on March 13 when
the Metro Council passed an ordinance to support the project under the controversial condition that the River Center restrict its live music and entertainment events to 3,500 attendees for the next 30 years.
“I’ve been in Baton Rouge since 1971, and there’s never been a time that we’ve been as well positioned to have a generational change in the quality of life for all citizens,” Landry says. “All of these projects could be independently accomplished without the need of one of the other ones—but we have the opportunity to pull them all together at the same time.”
In a unique arrangement, Landry is the legal counsel for all three projects, representing the Tiger Athletic Foundation, the LSU Foundation, the city of Baton
• Shaw Center for the Arts
• Bon Marché redevelopment
• Water Campus
• Louisiana State Office Buildings – Downtown
• IBM Center Building/525 Apartments
• Baton Rouge Community College
• New LSU arena
• New LSU Research District
• Memorial Park
• Capital House Hotel
• Mall of Louisiana
• Knock Knock Children’s Museum
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Charles Landry at Fishman Haygood in 2017. He is described by those who know him as iconic, passionate, driven and relentless, earning him such monikers as “The Godfather of Growth” and even “PowerPoint King.”
Rouge and Roy Alston of Five Points Community Capital, a firm that provides financing for community developments. “But my real role is in the structure, coordination and integration of these projects,” Landry says. “That’s the whole concept of the string of pearls.
“If you look at a pearl in isolation it has little value. If you can string them together, where they’re tied through transportation, access and programming … then the whole is greater than the sum of its parts. You could have festivals that span all three venues, for example.
“But I’m just a cog in the wheel. I’m here to pull all these pieces together at a conceptual level, then those people whose job it is to implement these projects will need to move them forward.”
Some detractors of the proposed plan, however, say the financial risks of the unique arrangement are too high. Metro Council member
Chauna Banks, whose District 2 covers north Baton Rouge, feels the sheer power of LSU—and even Charles Landry, himself—likely propelled the initiative forward.
“LSU is an icon, Charles Landry is an icon, and even the mayor said she was for it,” Banks says. “Independently, they’re all good ideas. The Memorial Stadium redevelopment is a good idea, the River Center with a hotel anchor as a convention center is a good idea, as well as the arena … but I don’t know of anywhere else where someone would literally limit themselves to ensure that another entity maximizes their ability.
“The River Center and LSU are two totally separate entities that are miles away, and one has nothing to do with the other.”
Deputy Parish Attorney Courtney Humphrey seemed to agree in a February letter to the Metro Council. “The proposed
30-year time period restriction seems excessive and has the potential to devastate the city-parish’s economic development and other hopeful growth initiatives,”
Humphrey said in the letter. “Even without any data, we believe such a restriction could negatively impact the city-parish, financially.”
The public-private partnership, or P3 arrangement, needed to construct the LSU arena could also prove problematic should it lead to a lack of transparency, says Steven Procopio, president of the Public Affairs Research Council of Louisiana. PAR is a nonpartisan good government watchdog organization focusing on research and best practices.
A P3 is a long-term agreement between a government and private sector partner to finance, build and manage a public service facility or system. As such, the government typically retains ownership of the
facility while the private partner does most of the work, including construction, maintenance and management.
“Every partnership is different and they’re certainly not all terrible in regard to transparency,” Procopio says. “However, there’s an opportunity for the process to be misused (to the benefit of the private sector partner). The other downside is when the public feels like they don’t know what’s going on, you’re more likely to get pushback.”
Participating members of the P3 should ensure that the public remains aware of what they’re doing, Procopio says. “When you try new stuff, you can get off the beaten path and there’s risk in that, because you must invent what you’re doing as you go along.”
District 10 Metro Council member Carolyn Coleman, a proponent of the ordinance, says any criticism for a lack of transparency is
unwarranted. “These are public meetings, and anyone is welcome to attend,” Coleman says. “We are going to include the community every step of the way so that they can have input and know everything about everything.”
Coleman describes Landry as a “truth teller,” even if it means “breaking a few eggs along the way.”
“Sometimes he might come across as a little hard, but I’ve been accused of that myself. He always tells the truth openly and sometimes people don’t want to hear the truth.”
Scott Woodward, director of athletics at LSU, refers to Landry as the “quarterback in this whole process. His ability to what we refer to in football as ‘block and tackle’ is uncanny. It’s beyond the pale.”
That will be critical as the various entities navigate the myriad
• Formed the Louisiana Research Park
• Formed the Louisiana Technology Center
• Led in the creation and funding of the Data Center at Bon Carré
Economic Development –Pro bono assistance
• LSU Economic Development District
• Southern University Economic Development District
• River Center Economic Development District
• Florida Corridor Economic Development District
• Plank Road Economic Development District
legal and funding challenges of a complex public-private partnership. Nevertheless, Woodard says, the 50-year-old Pete Maravich Assembly Center is in desperate need of repurposing, and there is an opportunity to create a multifaceted facility “that the community and state can be proud of.
“Obviously, like every other state agency and athletic program across the country we’re resource limited. We had to get real creative in what we wanted to do, and the obvious template was the Moody Center in Austin (funded in a similar fashion, primarily through a large donation to the University of Texas).
“And with his work on privatepublic partnerships, it became obvious that Charles was the person to do this.”
Coleman, whose district incorporates all three projects, says pursuing the projects simultaneously is imperative to their individual
success. She’s a member of the mayor’s Raising Cane’s River Center Oversight Committee, which held its first meeting Aug. 13 to map out the next steps. The committee plans to present its recommendations to the council.
“These projects are going to feed off each other,” Colemans says. “If you’re coming to the arena, you’ve got to have a place to stay. They’ll be working hand in hand with each other. It’s not a competitive thing. We’ve got to grow Baton Rouge.”
Rhoman Hardy, CEO of HardLine Consulting in Baton Rouge and an LSU Foundation board member, says it will take a creative approach if Baton Rouge is going to grow.
“It’s critical that we have major developments that will attract people to stay here and move here,” Hardy says. “I think you must work more across public-private partnerships and different public entities to be able to accomplish things in a town of this size.
“That’s what is so valuable about Charles. He’s one of the few people that can pull stakeholders from a lot of different places to pull off things
that are material enough to allow the city to move … such as LSU and Memorial Stadium. And he’s willing, I think courageously, some people might say for other reasons, to put himself out there.”
As for Landry, he hopes people will see the big picture. “People think that it would be a loss for downtown because the arena’s going to LSU, but you get far more visitors and heads in beds for a weeklong convention than you do for a concert,” he says.
“We only had six or seven concerts scheduled in the River Center for all of 2024. What if we had 25 conventions for a week and hundreds of people coming into town that don’t just fill the beds downtown, but every hotel bed throughout the parish.
“That’s exciting, and you can’t do that without repositioning the River Center, expanding the convention space and building a quality headquarters hotel.”
Landry, however, says a leadership void in the private sector
threatens his grand vision for Baton Rouge. A formal mentoring program is needed, he says, whereby “elder statesmen” in the community regularly spend time mentoring the city’s next generation of leaders. Landry, himself, was mentored as a young man by John Barton Sr., one of the founders of BRAF, among others.
“Sadly, I don’t think we have enough mentors to help new leadership in Baton Rouge, and right now that’s what we need,” he says. “We need a new cohort of young leaders to get involved in these wonderful projects and make them happen. Until now, we haven’t had much to work with. Now, we have plenty.”
Landry says that will be essential if Baton Rouge and the state hope to reverse a disturbing decline in population. “I have three sets of grandchildren in three different time zones and that’s a big motivation for me. We need to show those folks who were born here that they need to come home. That’s what inspires me every day to do what I do.”
ALL THE CLIENTS: In a unique arrangement some have questioned, Charles Landry is the legal counsel for all three projects he has dubbed the “s tring of p earls,” representing the Tiger Athletic Foundation, the LSU Foundation, the city of Baton Rouge and Roy Alston of Five Points Capital, a firm that provides financing for community developments.
• LSU Foundation – 25 years
• Pennington Foundation – 15 years
• LSU Real Estate and Facility Foundation – founding board member
• LSU Research Foundation
• Assisted with the creation of the Baton Rouge Community College Campus on Florida
• Formed and chaired the Zoning Advisory Committee to the Planning Commission – 15 years
• Helped with the formation of the Knock Knock Children’s Museum and development of museum
Bono
• Assisted with numerous projects in disadvantaged areas
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Partner/Advanced Markets Director
A concern for employee well-being is driving H&E Rentals’ commitment to awareness and resources.
Sponsored by:
BY CYNTHEA CORFAH
Traditionally, U.S. corporate culture has prioritized professionalism and productivity over mental health and work-life balance. Since COVID-19 and the Great Resignation in 2021, the standard is shifting. Mental health is now a central topic in the workplace, with more companies adopting comprehensive mental health protocols, benefits and resources for their teams.
H&E Rentals, founded in Baton Rouge and now one of the largest construction equipment rental companies in the nation, started offering mental health resources, tools and training in 2021. After an employee had a mental health episode, CEO Brad Barber sought the help of Tonja Myles, a mental health advocate, certified peer recovery specialist and CEO of Set Free Indeed Ministry.
Myles collaborates with local companies, organizations, and individuals to connect them with mental health and substance abuse resources. She advises executives to foster environments where employees feel comfortable disclosing mental health and substance abuse challenges. This approach enables employees to receive necessary support, heal holistically, and return to work
equipped with a toolkit of resources.
With Myles’ insight, Barber and his company launched a 12-month marketing campaign spreading awareness about fentanyl in local magazines. They also created mandatory mental health training for employees, spoke with other companies and organizations about destigmatizing mental illness and held a leadership conference that spoke about their commitment to mental health.
“Every one of us has had points in our lives where we realize we need help,” Barber says. “It’s a complete shame that when there is help available people may be too embarrassed to seek it out or they don’t know where to go to triage the situation.”
Before connecting with Myles, Barber says he didn’t realize how prevalent mental health conditions and substance abuse were in his community.
According to the National Alliance of Mental Illness, 715,000 Louisiana adults had a mental health condition in 2021. That’s three times the entire population of Baton Rouge. More than half of these individuals did not receive treatment. Increasing awareness and providing crisis resources could improve these numbers.
Every one of us has had points in our lives where we realize we need help.” “
BRAD BARBER, CEO and director, H&E Rentals
DO
With its groundbreaking in March, the Our Lady of the Lake Health Interdisciplinary Science Building at LSU will prepare the next generation of doctors, engineers, scientists and technologists to lead the future of vital industries in Louisiana like healthcare and energy. It’s just another way we’re moving Louisiana forward as Championship Health Partners.
ololrmc.com
According to the National Alliance of Mental Illness, 715,000 Louisiana adults had a mental health condition in 2021. That’s three times the entire population of Baton Rouge. More than half of these individuals did not receive treatment. Increasing awareness and providing crisis resources could improve these numbers.
The more Barber has become educated about mental illness and substance abuse, the more he has spoken up at his company and in the community.
He and Myles have spoken at schools, churches, summer youth programs, businesses, law firms and Greek organizations. They have provided groups with mental health and substance abuse training and offered Narcan in case of an emergency.
“We’re working to be a leader in removing the stigma and informing people of basic information,” Barber says. “Inform people where their resources are and make them aware of statistics, so they realize they are not the only person dealing with this issue.”
Fentanyl fatalities in Louisiana are on the rise. In 2022, nearly 65% of suspected drug-related deaths involved fentanyl, up more than 23% since 2019, according to the Louisiana Department of Health. Given fentanyl’s potency, widespread access to overdose information is crucial.
“It’s great that businesses want to thrive, but remember it is people that are the
driving force behind making businesses successful,” Myles says. “We have to invest more in the mental health of the people who do the work. Until we address it, we’re going to continue to have a crisis in our community.”
The H&E Rentals’ mental health training discusses mental health statistics, the difference between mental and physical health and warning signs of a mental health crisis. It also mentions the 988 Suicide & Crisis Lifeline, a free service that offers 24/7 call, text and chat access to trained crisis counselors.
Through the Employee Assistance Program, employees have 24/7 access to confidential counseling and support services, self-help programs and resources for their specific needs. H&E Rentals also has a community awareness website with a list of mental health resources to utilize and share.
“If you really want a good company culture, you should sincerely care enough to extend yourself to your people,” Barber advises fellow executives.
He says he has already noticed the positive impact of the mental health and
substance abuse resources his company has been sharing with the community. People on his team feel comfortable enough to share updates on their mental health and communicate with him in times of crisis. Other large companies have seen Barber and Myles’ initiatives and have requested them to speak at their offices about destigmatizing mental health conditions, substance abuse and suicidal thoughts.
The professional duo is committed to helping as many people as possible with mental health and substance abuse issues. Barber says all of H&E Rentals’ mental health training and fentanyl awareness materials are accessible at no cost for anyone who wants them. Myles is also available for speaking engagements, substance abuse advocacy and community engagement.
“Most people spend more time at work than at home, so why not make sure they can succeed in their health and life overall?” Myles asks. “Companies have a responsibility to create the best environment for their employees. Being trauma-informed is key so they can thrive.”
It’s great that businesses want to thrive, but remember it is people that are the driving force behind making businesses successful. We have to invest more in the mental health of the people who do the work.” “
TONJA MYLES, mental health advocate, certified peer recovery specialist and CEO of Set Free Indeed Ministry
The drive for success often means juggling high-stakes decisions, long hours and constant pressure. Yet in the pursuit of excellence, many leaders may find themselves becoming victims of their own success.
Curtis Chastain, MD, director of Our Lady of the Lake Physician Group Men’s Health and Executive Wellness Center, understands this paradox well.
“There’s a relationship between an individual’s success and their mental health stressors,” Dr. Chastain says. “But executives do not have to sacrifice their well-being for their careers.”
At the Men’s Health and Executive Wellness Center, Dr. Chastain and his partners—Tyler Boudreaux, MD and Oscar Shoenfelt, MD—see firsthand how the relentless push for achievement can take a toll on mental well-being, leading to stress, anxiety and even depression. They treat executives who often struggle with these hidden health issues linked to their lifestyle and work demands.
Dr. Chastain’s growing concierge practice offers personalized and comprehensive care for its members, with a focus on prevention and early detection of health problems. The prepaid model eliminates some of the friction that comes with traditional healthcare.
The result is an environment that provides a genuine sense of trust, connection, longer visits and greater access to the physicians. The clinic is
designed to put men at ease, with a home-like atmosphere where they can discuss vulnerabilities and challenges without judgment or embarrassment.
“We have the time to educate men about their conditions,” Dr. Chastain says. “We just don’t pass out medication and click computer buttons. We treat them like our friends, our clients. And they therefore feel a strong connection with us.”
Executives feeling overwhelmed don’t have to navigate these challenges alone. Dr. Chastain’s clinic offers personalized care tailored to their unique needs, including a comprehensive screening exam that looks for major underlying health concerns, such as cancer and heart disease.
“Taking care of your mental health is not just beneficial — it’s essential,” Dr. Chastain says. At Our Lady of the Lake Physician Group Men’s Health and Executive Wellness Center, executives can find the support they need to thrive both personally and professionally. Learn more at ololrmc.com/MensHealthCenter.
AUTHOR CURTIS CHASTAIN, MD Director
Dr. Chastain’s approach to enhancing executives’ mental health involves attentive listening, identifying root causes and providing tailored, practical solutions. These often start with small, actionable steps rather than immediate medication.
2 1 3 4 5
ACKNOWLEDGE THE PROBLEM: Many executives struggle to admit when they’re not OK. Giving yourself permission to feel off is the first step.
SHARE AND RELATE: Dr. Chastain often shares personal experiences or common anecdotes with his patients, helping them know they are not alone.
PRIORITIZE SLEEP: Addressing sleep deprivation significantly reduces stress and anxiety. Establishing good sleep hygiene, like limiting screen time and avoiding alcohol before bed, can lead to dramatic improvements.
EXERCISE REGULARLY: Physical activity is a powerful tool for mental well-being. Dr. Chastain encourages even exercise-averse executives to find simple, manageable routines.
LIMIT UNHEALTHY BEHAVIORS:
Identifying and reducing behaviors that contribute to mental health issues, such as excessive drinking or overworking, can make a big difference.
“I love running the lakes. There is something meditative about running outdoors that is uncommonly calming for the mind and body.”
ADRIAN OWEN JONES, Chief Growth Officer, ThreeSixtyEight
“I work out regularly, play golf occasionally, work crossword puzzles and try not to let the old man in.”
LOREN SCOTT, President, Loren C. Scott & Associates
“A round of golf does wonders for the soul.”
SCOTT SULLIVAN, Film Producer, Sulliscope
“I shifted my focus to prioritizing rest last year, and I can tell you that I’ve become a wholly different, healthier person. Saying no to things, allowing space to recharge in my schedule. It’s a game changer.”
RACHEL CANNON, Founder, Principal Interior Designer, Creative Director
“Taking my puppy, Noah, on his daily walks. It soothes me to watch him earnestly explore each day.”
DIANNA
PAYTON,
CEO,
YWCA of Greater Baton Rouge
IN THE FAST-PACED WORLD of executive leadership, prioritizing mental and physical well-being is crucial for sustained success. These Capital Region executives offer a glimpse into their personal practices and philosophies for maintaining balance and health. From daily routines to mindful strategies, these quotes reveal how top leaders navigate their high-pressure roles while staying grounded and resilient.
“I’ve worked with … a performance coach and came up with a simple system I call “Move, Pray, Learn.” Iron Tribe Fitness and a great support system at home and work make it possible.”
PETE
BUSH, CEO, Horizon Financial Group
“Dancing with my kids. Spending time with family and friends. Traveling and exploring new things.”
CONSTANCE BLUNT, Medical Oncologist, Mary Bird Perkins
“Volunteering. I find I get the most diverse range of movement and never know what exactly I’ll be doing.”
MYRA RICHARDSON, Chief Development Officer, Louisiana Chamber of Commerce Foundation
“I need to work on the physical part. The mental part has a lot to do with limiting unnecessary information. I cut down drastically on consuming 24/7 news as well as social media, and it does wonders for mental health.”
BRIAN RODRIGUEZ, Founder and President, Gatorworks
MENTAL HEALTH IS no longer just a personal issue—it’s a business imperative. For C-suite executives, understanding the impact of mental well-being on leadership and workforce performance is crucial. By addressing mental health proactively, you can not only improve your own resilience but also create a more productive and engaged workforce.
78%
Workers who don’t think their employer is doing enough to address their mental wellness at work.
Source: Mental Health in the Workplace, Monster
A 2022 Deloitte and Workplace Intelligence survey of 2,100 employees and executives found that a larger percentage of executives than their employees are feeling overwhelmed, lonely and depressed.
67%
1,914
Number of CEOs at top U.S. companies who left their jobs last year. Among those who stayed on the job, a Deloitte study found that 82% have experienced exhaustion indicative of burnout, and 96% feel their mental health has declined.
Ways employers can make a difference when it comes to helping their staff navigate mental health challenges:
• Be aware and acknowledge that people can carry an emotional load that is unique to their own circumstances. They may be experiencing heightened levels of loneliness, isolation, uncertainty, grief, and stress; and some may face additional demands, such as parents caring for children or elderly household members; and those with existing mental health or substance use challenges.
• Identify factors that are making it harder for workers to get their jobs done and determine if adjustments can be made.
• Show empathy. Ensure workers that they are not alone, their employer understands the stress they are under, there is no shame in feeling anxious, and asking for help is important. Employers can reassure employees they are open and receptive to discussions about employees’ work stress, by creating a safe and trustworthy space.
• Provide access to coping and resiliency resources, workplace and leave flexibilities without penalty, or other supportive networks and services.
12B
The number of estimated global working days lost annually to depression and anxiety, at a cost of $1 trillion per year in lost productivity.
Source: World Health Organization
5%
Percentage of organizations that provide managers with training on mental health issues, leaving them ill-prepared to support employees while maintaining their own well-being.
SOURCE: SHRM 2022 Mental Health and Belonging Report
Percentage of workers who feel they work in a toxic environment
$4
The return in improved health and productivity for every dollar U.S. employers spend addressing common mental health disorders.
Source: Occupational Safety and Health Administration
83%
Percentage of U.S. workers who say they suffer daily from workrelated stress. Of those, 76% say it impacts their personal relationships. Just 39% say that workload is the cause of the stress.
Source: The American Stress Institute
40%
Percentage of executives who say they would not openly discuss their mental health challenges with their peers.
Source: Forbes
Healthcare costs are soaring, often becoming the second highest expense for organizations after salaries. For executives focused on their teams’ health and well-being, the challenge is greater than ever. Employers need partners who bring value, help trim excess costs and work with them to achieve goals.
Enter Workforce Health Solutions from Our Lady of the Lake Health, offering specialized and comprehensive wellness services for employers.
The program’s formula is simple: manage the health, and the sickness, of patients in the highest quality and most cost-efficient setting appropriate to their needs. This means focusing on wellness and prevention, identifying risks, appropriately managing chronic conditions and maximizing access to care.
Many team members don’t have routine primary care visits and may have chronic illnesses that they aren’t aware of. Diagnosing those chronic conditions can be key to keeping team members healthy and over the course of time, decreasing the likelihood of needing a higher level of care, like emergency rooms and hospitals. Holding biometric screenings at an employer’s location can help detect those issues earlier, and help the employees develop a plan for addressing those challenges.
When an organization enrolls in Workforce Health Solutions, their participating team members receive necessary biometric screenings and personalized follow-ups that go beyond standard check-ups. This thorough approach ensures early detection and
intervention, promoting long-term health and vitality.
“Our screenings are designed to identify unknown or emerging risks early,” says Laura Davis, vice president of Workforce Health Solutions for Franciscan Missionaries of Our Lady Health System. “We’re then able to get the team members on a health management path to avoid costs and increase productivity.”
A key component of the well-being program is personalized health coaching, empowering participants to take control of their health. Experienced health coaches offer one-on-one support and tailored guidance, developing customized wellness plans that address specific needs and goals.
“From managing stress to treating chronic conditions and enhancing physical fitness, our health coaches provide strategies that fit seamlessly into busy team member lives,” Davis says. “This personal-
ized approach ensures health recommendations are practical, achievable and sustainable.”
Team members receive ongoing support and necessary follow-up to ensure they stay on track with their health goals. This proactive approach helps maintain the positive outcomes achieved during initial assessments and interventions.
The program’s other core features include musculoskeletal health services, executive health, occupational medicine, healthcare navigation, mental health support and integrated clinical services, with everything in a single medical record, helping manage the total cost of healthcare.
“Integrated care allows us a complete view into a team member’s health,” Davis said. “This enables our team to provide the most comprehensive care possible and treat the whole person, not just one concern.”
With the foundation of Franciscan Missionaries of Our Lady Health System’s network of employed providers located throughout Louisiana and Mississippi offering a wide range of medical specialties, we can ensure employees and their families will have access to the care they need, when they need it, in the most appropriate manner.
Invest in the health and well-being of your team. Discover how Workforce Health Solutions can benefit your organization at fmolhs.org/whs.
LAURA DAVIS Vice President of Workforce Health Solutions
When a valuable employee is struggling with a problem — whether at work or at home — executives may wonder what they can do to help.
In many cases, an Employee Assistance Program, or EAP, can provide the answer.
These programs are increasingly common at workplaces nationwide. They’re a benefit provided to employees, giving them access to confidential resources and clinicians who can help them navigate a wide range of challenges.
EAPs can help people at every step on the corporate ladder — from those in managerial positions to their frontline employees — reduce stress, restore their worklife balance and become more productive. And that benefits everyone, says Steve Bayliss, marketing and client development director for Hidalgo Health Associates, a Louisiana-based EAP.
“We believe employees are a company’s most valuable asset representing its organization,” Bayliss says, adding that EAPs are a wise investment for any organization. “From 20 to 20,000 employees, no company is too big or small for an EAP.”
He says these programs offer crucial early intervention and can assist in overcoming emotional, behavioral, alcohol, drug, legal, financial and personal issues.
“Any issue that affects job performance is a matter of serious concern,” he says. “It is in the best interest of employers and employees that they get the help they need.”
EAPs offer an array of confidential services, including mental health support, counseling, coaching, financial guidance, legal advice and more. EAPs are designed to provide timely and effective assistance to employees, ultimately enhancing their wellbeing and job satisfaction.
Investing in an EAP isn’t just about allocating resources, Bayliss says. It’s about making the critical move to foster a healthier workforce that is more productive and engaged.
“By providing management and employees access to the support they need, you’re not only improving their wellbeing but safeguarding your organization’s financial health,” he says. “In today’s competitive landscape, where talent is the most valuable asset, an EAP is more than just a benefit. It’s a strategic necessity.”
Thinking of investing in an employee assistance program? Call Hidalgo Health Associates at 225-927-0160 or visit www.hidalgohealthassociates.com for a free quote.
Hidalgo Health Associates is a standalone EAP with more than 50 years in business and a nationwide network of clinicians to assist clients.
EAPs are workplace programs that help employees deal with personal problems that might adversely impact their work performance, health and wellbeing. Steve Bayliss offers some statistics and key points about EAPs:
As of recent surveys, approximately 77% of U.S. employers offer an EAP to their employees.
Studies have shown that EAPs can lead to improvements in employee productivity, reductions in absenteeism and overall better mental health and wellbeing.
Employers can see a return on investment (ROI) ranging from $3 to $10 for every $1 spent on EAP services due to reduced absenteeism, increased productivity and lower healthcare costs.
Employees who use EAPs often report significant reductions in stress and improvements in mental health. For instance, some studies have shown a 69% improvement in productivity and a 61% improvement in overall work functioning after EAP interventions.
Employees using EAPs report productivity gains, with one study noting a 22.8% increase in work performance after using EAP services.
Studies have reported that EAPs can provide a ROI between 3-to-1 and 10-to-1 by improving employee health and reducing turnover.
Successful executives know the price of success and the definition of sacrifice. You have worked tirelessly to achieve this level of professional success — long hours, intense competition, mental energy above that of anyone else in the office.
And yet you still struggle. Maybe it’s a lack of joy or excitement about the work you’re doing. Maybe it’s a low tolerance for frustration, leaving you feeling irritable and lashing out at those around you. Maybe it’s a health concern that keeps getting pushed down on the to-do list.
Unfortunately, you are not alone.
76%
of C-Suite executives feel unable to enforce start and stop times at work.
73%
of C-Suite executives report feeling unable to take time off or disconnect.
MORE THAN 70%
of C-Suite executives report having difficulty exercising or getting at least six hours of sleep.
Divorce rates are higher in corporate executives than other professionals. This applies to both men and women. In fact, research found that married women are twice as likely to be divorced in the three years following a promotion compared to men.
Why are successful, educated, hardworking professionals failing in the relationship arena?
“Corporate success often comes with a price tag,” says Ally Bayard, director of Refinery Counseling Center. “High levels of stress, isolation due to demands of work, long periods away from home and neglected household responsibilities and emotional connections are all daily realities for many executives.”
Relationship failure shouldn’t be a requirement for
professional success. Bayard offers three strategies to help executives beat the statistics:
TECH TIMEOUTS. Leadership roles look different now than they did 25 years ago, mostly due to technology. Long gone are the days of paper calendars and beepers. If someone wants to get in touch with you now, they can likely connect with you immediately via your smartwatch, cellphone, email, video call, tablet and even vehicle. This constant, on-demand access creates stress in a way that executives have not had to manage before. “When working with executives, the first strategy I have them implement is a tech timeout,” Bayard says, “even if we start with just 30 minutes a day disconnected from all technology and access points.”
CONNECTION. As a clinician who works closely with many high-level executives, from pastors to politicians, Bayard sees clear benefits in many of her clients when they reconnect with friends and family. “Learn your spouse’s love language. Put your kids’ events on your work calendar. Ask your partner what they think about
an investment or a hire,” she suggests. “Business and family don’t have to be kept isolated or compartmentalized. If your career is a large part of who you are, share that with the people who care about you.”
Consider this interesting ratio: Divorce is less likely when the executive earns 60% of the income and does 40% of housework, Bayard says. That likely isn’t realistic for those in leadership roles, but when it comes to participating in the household, a little bit goes a long way. “Selecting one or two household responsibilities to maintain not only speaks value to your spouse and family, but also organically maintains connection between you and your home,” Bayard says.
In some cases, counseling can make a critical difference in navigating the challenges of life in the C-Suite. Refinery Counseling Center has a team of trained, licensed professionals who can help. For information, go to www.refinerycounselingcenter. com or call 225-277-6454.
AUTHOR ALLY BAYARD, LPC-S, CAS Director of Refinery Counseling Center
executives, a
health provider
‘get you and your employees back to your best’
Whether it’s a stressful project, a difficult client or a busy schedule, high-performing professionals are used to powering through challenges. But what happens when it all becomes too much?
Burnout from workplace demands as well as personal stressors — like a death in the family or divorce — can take star executives and employees alike from the top of their game to a shell of their former selves. It can be tough — especially for professionals accustomed to handling everything themselves — to recognize when it’s time to seek assistance. But Dr. Majid Khan, medical director of Elemental Health, warns against the temptation to keep on keeping on.
“There’s a stigma toward mental health,” Khan says. “There’s an idea that when something bad happens, you pull yourself up by the bootstraps, you keep working to hold things together for your workplace, your partner, your mortgage. There’s an immense pressure that, regardless of what happens, you keep moving forward.”
Burnout, stress, depression and other mental health concerns don’t mean someone is weak or lazy, Khan says. These issues should be taken seriously, as they impact individuals and entire workplaces. Organizations rely on leaders in C-Suite roles to guide operations; they need to be capable of making good decisions. Good mental health is important for employees, too.
“Maybe they have dedicated a decade or more of service to the company,” Khan says. “Wouldn’t an employer want to have that normally high-functioning person back?”
An outpatient provider like Elemental Health can help restore a sense of balance — and top-notch job performance.
“It’s to get you back to your best,” Khan says. “You’ve gotten to that position by having been good at balancing everything in your life at some point. You are excellent at what you do, but you do everything else because you’ve built a life — and now something’s off because you’re not able to balance. You’re doing the job so you can keep the rest of your life going — yet it’s lost all its color and flavor. That’s not what life is supposed to be.”
Khan says many people can benefit from the services of a mental health care provider. Some common signs indicating a need for help include:
• Prioritizing work and doing the bare minimum in other aspects of life.
• Neglecting responsibilities, relationships and activities at home.
• No longer participating in hobbies.
• Considering quitting a job that normally is enjoyable and fulfilling.
“If someone’s not sure, if they’re even asking themselves the question of whether this can help,” Khan says, “in most cases, the answer is yes.”
Some people who have seen a therapist or taken antidepressants before with minimal results may be reluctant to try another approach to improving their mental health. But Khan encourages them to give a multifaceted strategy like Elemental Health’s outpatient program a chance.
People can stop by Elemental Health for a tour, and if they want to enter as a new patient, an assessment is scheduled within a couple of days. Within the week, Khan meets with the patient to go over medications, if required.
“The fact that we can immediately get started in a time of personal crisis for someone is significant,” Khan says.
Elemental Health’s program takes about eight weeks for most patients. Khan and his team employ a unique mix of therapeutic modalities, providing six forms of therapy each week, such as cognitive behavior therapy, dialectical behavior therapy, family systems, art therapy and more. Khan calls it “a college course of therapy.” Plus, evidence-based medication management is offered.
“When someone is facing incapacitation due to their emotions, it requires a high level of focused, coordinated therapy and an appropriate amount of medication assistance,” Khan says. “They walk out of here in eight weeks in a much, much stronger position.”
He says the program works in conjunction with a person’s existing therapist, psychiatrist and primary care providers, taking care of all medical leave paperwork while the patient is taking time to prioritize their mental wellbeing.
Elemental Health is one of the only mental health providers of its kind in the Baton Rouge area and accepts most commercial insurance plans. For information, visit elementalhealthbr.com or call 225-218-6774.
AUTHOR MAJID KHAN, MD
is the Medical Director and Psychiatrist of Elemental Health, as well as of Regions Behavioral Hospital, a 24-bed acute inpatient psychiatric unit.
As a business owner in the Baton Rouge area, Scott Foust understands the importance of maintaining peak mental and physical health to keep up with the demands of his job. Despite sticking to a healthy diet and exercising regularly, he faced persistent gut issues, fatigue and sluggishness.
Foust turned to SYNC Life, a local integrative medicine practice, for help. Founder Angie Huff, a Doctor of Pharmacy, has worked with many businesspeople like Foust who struggle with burnout —a growing concern in the corporate world.
“High-level professionals often work long hours under immense pressure, leading to physical, emotional and mental exhaustion,” Huff says. “Recognizing the signs and symptoms of burnout is crucial for timely intervention and management.”
COMMON INDICATORS OF BURNOUT MIGHT INCLUDE:
• Physical symptoms such as headaches, muscle tension, gastrointestinal issues, brain fog, low libido, difficulty sleeping and frequent illnesses.
• Chronic fatigue, or persistent tiredness that doesn’t improve with rest.
• Decreased performance, which can mean a decline in productivity and the quality of work.
• Cynicism and detachment, or feeling disconnected from work and colleagues.
• Mood changes like increased irritability, anxiety or depression.
• Lack of motivation, which can look like a loss of enthusiasm for work or having difficulty starting tasks.
“Traditional healthcare often falls short in addressing the complex needs of executives,” Huff says. “A comprehensive integrative wellness program like
those offered at SYNC Life provides a holistic approach that considers the interconnectedness of physical, mental and emotional health.” These programs are essential for:
• Preventing burnout. By addressing root causes rather than just symptoms, integrative health programs help prevent burnout before it becomes a significant issue.
• Enhancing performance. Optimizing health leads to improved cognitive function, better decision-making and increased productivity.
• Promoting long-term health. Comprehensive health programs support overall health, reducing the risk of chronic diseases and promoting longevity.
SYNC Life’s integrative health programs include advanced medical assessments, testing more than 124 biomarkers such as hormones, cellular micronutrient levels, inflammatory markers and in-depth cardiovascular and metabolic markers to create personalized plans.
SYNC Life offers an exclusive Executive Health Plan Membership designed to provide ongoing support and personalized care for busy professionals.
Membership benefits include:
• Comprehensive wellness plans. Receive science-backed testing, personalized health plans and regular progress tracking through one-on-one consultations, three-month and six-month check-ins and annual appointments to optimize your health and maintain peak performance throughout the year.
• Access to innovative therapies. These include bio-identical hormone replacement, NAD infusions, IV nutrient therapy, HBOT and peptide therapy.
• Innovative diagnostic testing such as
early cancer detection testing, gut microbiome testing, methylation testing, genetic testing and mycotoxin and heavy metal testing.
• Exclusive workshops and seminars. Gain access to special events focused on executive health and performance.
• Discounts on supplements and services. Receive exclusive discounts on pharmaceutical-grade supplements and wellness services.
• Priority access to services. Enjoy priority scheduling for integrative wellness services.
For Foust, SYNC Life has helped him achieve his health goals and improve his work performance.
“I’ve effortlessly lost weight, my mood and energy levels have dramatically improved and my cognitive function and memory are sharper than ever,” he says. “These changes have not only enhanced my personal wellbeing but have also significantly boosted my professional performance. Investing in SYNC’s program is more than a commitment to personal health — it’s a strategic move for any executive.”
Visit www.synclife.health or call 225-425-7962 to learn more about SYNC Life’s Executive Health Plan Membership and other services — and how they can help your team thrive.
AUTHOR ANGIE HUFF, PHARM D Founder & Wellness Visionary
BUILDING THE FUTURE TOGETHER!
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BY MAGGIE HEYN RICHARDSON
From local icons to regional powerhouses, Capital Region restaurant groups are on the rise.
FROM A CORNER table inside his trendy concept SoLou, Peter Sclafani describes the Perkins Road restaurant’s ascent as a hip-but-accessible spot whose décor, menu and cocktails appeal to female diners.
Opened in 2021, SoLou showed so much growth potential out of the gate that Sclafani and business partner Kiva Guidroz quickly planned for a second location in Lafayette. It opened in June and is part of an aggressive strategy by the partners’ Making Raving Fans Hospitality group to repeat SoLou units across the Gulf South.
“It’s a strategy we call 10-10-10,” Sclafani says. “Ten restaurants in 10 years along I-10. I freak out a lot of my team when I say that.”
Even in an era defined by a global pandemic, supply chain challenges and rising product, labor and insurance costs, Making Raving Fans has growth in its crosshairs. The 400-employee business currently has five units across three concepts that include SoLou, Portabello’s and P-Beau’s. Sclafani also has an ownership stake in Phil’s Oyster Bar, which he helped rebrand and modernize.
Sclafani’s transition from many years as a former chef, and later co-owner, of the upscale Italian eatery Ruffino’s to restaurant group founder signals one of the biggest transitions happening across the Greater Baton Rouge hospitality industry—the staying power and influence of a growing number of regional restaurant groups.
More groups are operating today than in the past, operators say, and they’re changing the way local restaurants turn a profit, vie for customer loyalty and deploy both public-facing and back-of-thehouse technology. To a large extent, groups also influence the way we eat across the Capital Region because they are best positioned to seize new opportunities.
When a new local restaurant opens these days, there’s a good chance it’s part of a group.
Openings so far in 2024 bear
“We’re
able to buy in large quantities and ship to the restaurants daily.”
OZZIE FERNANDEZ, owner, Go Eat Concepts
this out. Big River Pizza Company, launched in downtown St. Francisville in April, is owned by Blue House Hospitality Company, operator of The Myrtles and its two dining concepts, Restaurant 1796 and Elta Coffee. The Patio restaurant, opened in Baton Rouge in June, is a project of Magnolia Restaurant Group, which operates Geisha, Sushi with a Flair
in Denham Springs and Umami Japanese Bistro in Baton Rouge.
The forthcoming Tulum’s Grill & Cantina, scheduled to open soon near Bass Pro Shops in Denham Springs, is the brainchild of Ruderis and Maria Gomez, whose family restaurant group owns Sarita’s Grill and Cantina in Maurepas, El Magey Mexican Buffet and Panaderia Las Delicias in Baton Rouge, and Bonta
del Forno Ristorante in Denham Springs.
These and others, including wellknown City Group Hospitality, Byronz Restaurant Family, Go Eat Concepts, and Hufft Marchand Hospitality, are behind some of the city’s most popular concepts.
Restaurant groups succeed through systems, operators say.
“In 2019, I was cutting up a
50-pound bag of onions at Junior’s, and it hit me that we had three concepts over two cities,” says Hufft Marchand Hospitality co-founder Nick Hufft.
The group operates Curbside Burgers and The Overpass Merchant in Baton Rouge; Junior’s on Harrison in New Orleans; Gail’s Fine Ice Cream in both cities; and a new concept, Barcar, which opened in August in Metairie. “I thrive on chaos, but I knew I needed to go out and hire someone a lot smarter than me, Hufft says.”
The company hired well-known restaurant consultant Tony Cruz as its vice president of operations, and, later, a food and beverage director to drive menu profitability. It has also beefed up its internal systems, including using a consistent POS system across concepts.
And it has opened a ghost kitchen and commissary that streamlines prep and has enabled the company to develop its Il Supremo pasta line, which sells artisan dried pasta products to more than 30 restaurants across the Gulf South. The company also developed a small specialty pizza line.
The commissary model also works for Baton Rouge-based Go Eat Concepts, the operator of fast-casual brands Izzo’s Illegal Burrito and Lit Pizza, as well as fullservice concepts Rocca Pizzeria and Modesto. Called Central Kitchen, its 23,000-square-foot commissary in north Baton Rouge serves as both a distribution center and product test kitchen.
“We’re 95 percent self-distributed with our food to our restaurants,” says Go Eat Concepts owner Ozzie Fernandez. “We’re able to buy in large quantities and ship to the restaurants daily.”
The restaurants, including more than 30 Izzo’s units and 14 locations of Lit Pizza, receive 100% of their produce from Central Kitchen, which buys directly from suppliers in Mexico and Florida.
“This has allowed us to really pass on those savings, whether it’s benefits, wage increases or holding our menu prices even with inflation,” Fernandez says.
Greater Baton Rouge consumers have begun to understand the joint ownership of many of their favorite concepts.
MULTIPLE CONCEPTS: Hufft Marchand Hospitality operates Curbside Burgers and The Overpass Merchant in Baton Rouge; Junior’s on Harrison in New Orleans; Gail’s Fine Ice Cream in both cities; and a new concept, Barcar, which opened in August in Metairie.
“It’s a strategy we call 10-10-10. Ten restaurants in 10 years along I-10. I freak out a lot of my team when I say that.”
PETER SCLAFANI, partner, Making Raving Fans
Founded seven years ago, City Group Hospitality operates two locations of City Pork, City Slice, Proverbial Wine Bistro, Spoke & Hub, Beausoleil Coastal Cuisine, Rouj Creole and catering and food services divisions.
Operating Partner Stephen Hightower says that while the group’s individual concepts enjoy strong brand recognition in Baton Rouge, so does the restaurant group itself.
“I think people now understand that City Group Hospitality is not the financial institution, Citigroup, like they used to,” he says.
Profitability has come through the constant analysis of data captured through uniform POS platforms, Hightower says.
“We’re constantly evaluating what the numbers say,” he says.
For many groups, growth has come from the ability to quickly seize real estate opportunities. For example, when a storefront opened in Long Farm Village, City Group developed the full-sevice bistro Proverbial, featuring wine, wood-fired flatbread and shareable boards. The bistro opened in 2021.
“We saw an opportunity to open a nice, neighborhood restaurant on that side town of town,” Hightower says. “It had a pizza oven, so we
a Flair in Denham Springs, has now branched out into Tex-Mex fusion with the June opening of The Patio, on Old Hammond Highway.
knew we were going to incorporate that.”
Similarly, Sclafani says the sudden availability of the Rum House on Perkins Road is what drove him to develop SoLou.
“We loved the location and the space with the patio outside,” he says. “We knew we needed to do something there.”
Sclafani says market data pulled from surrounding neighborhoods and businesses helped determine what demographic to target: professional women.
Restaurant group owners report no shortage of opportunities.
“You name it, we hear it,” Hufft says. “Someone will bring us a new opportunity. Or it’s someone wanting to retire, and they have no one to take over the business. Or someone who’s having a hard time making it.”
What works depends on numbers and whether a new concept fits within the company’s culture as well as its operations, he notes.
“We’re in the game to turn a profit, to continue to grow,” Hufft says. “It’s extremely important to us to always be dissecting how to get better.”
The restaurant groups that are dominating the Capital Region.
City Group Hospitality
Spoke & Hub, Proverbial Wine Bistro, City Pork Highland @ Perkins, City Pork Jefferson, City Pork Catering & Events, Beausoleil Coastal Cuisine, Rouj Creole, City Slice Pints + Pizza, Turning Point Food Services, City Group Hospitality Catering
Making Raving Fans
SoLou, P-Beau’s, Portobello’s Grill
Go Eat Concepts
Izzo’s Illegal Burrito, Lit Pizza, Rocca Pizzeria, Modesto, Central Kitchen
Blue House Hospitality Company
Big River Pizza Company, The Myrtles, Restaurant 1796, Elta Coffee
Magnolia Restaurant Group
The Patio, Umami Japanese Bistro and Geisha, Sushi with a Flair
The Gomez Family
Tulum’s Grill & Cantina, Sarita’s Grill and Cantina, El Magey
Mexican Buffet, Panaderia Las Delicias, Bonta del Forno Ristorante
Hufft Marchand Hospitality
Curbside Burgers, The Overpass Merchant, Junior’s on Harrison (New Orleans), Barcar (Metairie), Gail’s Fine Ice Cream
Byronz Restaurant Family
Bistro Byronz, Pizza Byronz
BY DILLON LOWE
MUCH HAS CHANGED at Blue Cross and Blue Shield of Louisiana.
In February, Blue Cross withdrew a plan of reorganization and sale to for-profit, out-of-state Elevance Health for a second time amid pushback from lawmakers, policyholders and regulators worried about a potential rise in premiums, among other concerns. In May, a new president and CEO was named. In July, a new organizational structure was announced. And in August, the company rebranded as Louisiana Blue for all public-facing purposes.
Business Report sat down with President and CEO Bryan Camerlinck to gain a better understanding of the recent developments and what they mean for Blue Cross—and its policyholders—going forward.
The interview has been edited for brevity and clarity.
Will another sale like the Elevance transaction be proposed in the foreseeable future or is a sale completely off the table?
A sale is completely off the table at this point, and there are no plans to pursue one under my watch. We’re focused on Louisiana and we’re focused on being independent. We’re going to work with our local providers, brokers and community members—which includes the Louisiana Legislature—to remain independent as long as we can. We’ve been here for 90 years, and we think we have the right plan in place to continue being a strong, successful, independent company.
When the Elevance transaction was on the table, Blue Cross executives told Business Report that the company was being outperformed by its competitors and that the sale would go a long way toward bridging that gap. Now that the sale is off the table, how do you plan to keep Blue Cross competitive going forward?
I wasn’t in that meeting, so I don’t know the full context of what
was said, but I wouldn’t say “outperformed.” I would say “outspent.”
But we continue to be the insurer of choice for Louisianans, and that’s across almost all markets that we participate in. Our concerns when the Elevance transaction was on the table surrounded some of the headwinds that are out there in terms of cost of compliance and cost of technology as well as some of the trends we’re seeing in our small group lines of business. As a state, we have more people going to
Medicaid and Medicare versus the lines we’ve traditionally focused on, which are insuring groups and insuring individuals. Medicaid, Medicare and self-funded groups are areas that our competitors have invested in more than we have in the past. We’re now able to shift some of our focus and invest in those areas through calculated investments in technology and partnerships like the one we have with Epic. But I think the transaction was more about headwinds than
it was about current performance. We’re financially strong and we have very, very strong market share.
Blue Cross recently announced that it was rebranding as Louisiana Blue in an attempt to convey the company’s “rededication to Louisiana.” Can you explain the motivation behind the rebrand and what a rededication to Louisiana looks like from your perspective?
As we come out of that Elevance transaction, we are 100 percent focused on Louisiana. We want to be the local health care payer that we know we can be—being partners with our providers in the community, being partners with our brokers in the community and being here for our members and the people of Louisiana. We’re making sure that we’re putting Louisiana first. Instead of Blue Cross and Blue Shield of Louisiana, it’s Louisiana Blue. It’s something that gives us the opportunity to look forward with a fresh brand.
Blue Cross also recently announced a new organizational structure that saw four senior leaders step into elevated roles. I understand that much is changing inside the company, but what, if anything, can Blue Cross policyholders expect to change as a result of these internal shake-ups? Those promotions were really about getting the right people in the right seats to lead us forward. We want to align areas of decision-making and responsibility to be more efficient in terms of what our members can expect going forward. It’s a focus on being easier to do business with, because we understand that health care is difficult to navigate and we want to invest as much as we can in improving that experience over time. And it’s a focus on affordability, because we understand that our product is out of reach for a lot of people in Louisiana. It’ll take some time to
address both of those issues, but as a local company, we’re able to work with local partners on improving things. As an example, in 2023, we announced our investment in the Epic Payer Platform, which is a technology that a very large percentage of Louisiana providers use. That platform enables us to communicate directly with our providers using their own systems to share information that’ll improve patient care.
What are some of the biggest challenges that Blue Cross will face in the coming years and how do you plan to lead the company in overcoming those challenges?
There’s a challenge to all of us in health care in terms of cost. The advancements that are coming to us both pharmaceutically and technologically increase costs. We want to be creative and judicious about
addressing that challenge, and we want to maintain a healthy market for groups and individuals as they’re purchasing coverage while also being there for our members who are in government programs like Medicaid and Medicare. It’s about trying to manage that balance. We can’t be all things to all people, so we want to focus on the areas where Louisianans count on us most.
On the opposite end of the spectrum, what are some of the biggest opportunities that Blue Cross will be able to capitalize on in the coming years?
We’ll capitalize on being local. While the Elevance transaction may have been a bit of a distraction for our employees and our partners, we feel like we have a lot of momentum right now. Our partners are stepping up to the plate,
whether they be providers, brokers or policymakers.
You mentioned working with policymakers. Are there any specific legislative changes that you’d like to see made?
Nothing that I can talk about right now, but each year we face a number of challenges in the Legislature in terms of costs or mandates. We want to help those who are trying to improve health care in Louisiana understand the dynamics that are at play so that we can all work together for the betterment of those who live here. It’s really just a matter of having a seat at the table and having those conversations so that there’s an understanding of potential impacts when laws are crafted.
Life expectancy in Louisiana continues to be among the lowest in
the country. What is Blue Cross doing to address that?
I won’t say that I’m an expert on longevity, but we certainly do have opportunities to improve our overall health and health outcomes. Much of what we’re doing involves creating opportunities for our providers to benefit through value-based contracts. We’ve enabled our providers to create incentives so that when our members and their patients are healthier, they benefit financially. We also set a company goal every year to work with our providers to improve upon the HEDIS (Health Care Effectiveness Data and Information Set) measures that Louisiana ranks in the lower quartile of the U.S. for. That’s part of the incentives in the value-based contracts. We’ll focus on that side of the equation and hopefully that will improve longevity in the long run.
Blue Cross and Blue Shield of Louisiana: A TIMELINE
January 2023 September 2023 December 2023 February 2024 May 2024 July 2024 August 2024
Blue Cross enters into a definitive agreement to be acquired by for-profit, out-ofstate Elevance Health.
Amid pushback from lawmakers, policyholders and regulators, Blue Cross withdraws its plan of reorganization and sale to Elevance.
Blue Cross resubmits its plan of reorganization and sale to Elevance.
Blue Cross withdraws its plan of reorganization and sale to Elevance for a second time.
Bryan Camerlinck is named president and CEO, succeeding Steven Udvarhelyi.
Blue Cross announces a new organizational structure that sees four senior leaders step into elevated roles.
Blue Cross rebrands as Louisiana Blue in an attempt to convey the company’s “rededication to Louisiana.”
EPISODE 20 SEPT 18 | 11AM
CEO AND DIRECTOR, H&E EQUIPMENT SPECIAL GUEST
TOPIC OF DISCUSSION
ONE COMPANY’S JOURNEY TO PRIORITIZING MENTAL HEALTH AWARENESS AND RESOURCES FOR EMPLOYEES AND EXECUTIVES THE IMPACT OF MINDFUL LEADERSHIP
Acancer diagnosis can be devastating, and will no doubt change your life completely. It’s hard to know where to turn or how to move forward. That’s why it’s critical that you allow your family and friends to help you navigate the maze of doctor’s appointments, treatments, and hospital stays that may lie ahead. After all, they are now sharing in your journey.
It’s a tradition believed to have started at MD Anderson Cancer Center almost 30 years ago for patients who had completed their cancer treatment. Patients ring a bell to celebrate the milestone with their family, friends and healthcare providers.
Many use the opportunity to read words of inspiration and to express thanks for the support and compassion they have received from others. The tradition is shared today at most hospitals and cancer treatment centers.
Talk with your physician or hospital about patient navigator services, which will help you stay focused on your treatment and recovery. Be sure to keep all of your appointments, ask questions, and research resources available through your hospital, clinic, physician’s office, and local cancer support agencies. Patient navigators provide information on:
• Emotional support
• Adjusting to life with cancer
• Nutritional care
• Managing anxiety/depression
• Patient navigation services
• Clinical trial participation
• Financial & insurance matters
• Dealing with hair loss
• Caregiver advice
• Logistics (lodging/transportation)
Be sure to check into local support groups in your area—connecting with others is important to reducing your anxiety and maintaining a positive attitude. It also provides a safe space to share your experiences and concerns.
Baton Rouge is rapidly becoming a leader in the brave new world of robotics- and AI-enhanced cancer detection and treatment. These innovative applications are bringing greater precision to the entire process while providing patients with better outcomes.
Last year, Our Lady of the Lake Cancer Institute began offering incidental screenings using an AI tool for pancreatic cysts. “This allows us to care for our community in a proactive way,” says Susan Foret, vice president of operations at Our Lady of the Lake Cancer Institute. “When a patient receives imaging, the AI tool identifies these abnormalities and sends them to our team. With 20 percent of the population having pancreatic cysts, this is a forward-thinking way to approach screening.”
Baton Rouge General has expanded its focus on surgical oncology, largely through the increased use of robotic surgeries to treat various forms of cancer. They’ve also become the only hospital in the state with all three key cancer program accreditations—Commission on Cancer, National Accreditation Program for Rectal Cancer and National Accreditation Program for Breast Cancer.
And in September, Woman’s Breast & GYN Cancer Pavilion will begin using C-RAD Sentinel 4DCT technology to automate the simulation of a patient’s breath hold pattern for the best treatment planning and targeting of a tumor. Currently, they are using a manual simulation process and must manually control the LINAC (linear accelerator) when administering radiation. The new automated simulation will work directly with the LINAC to coach the patient through their breathing patterns.
Mary Bird Perkins Cancer Center recently added Dr. Mindy Bowie to its staff to expand its focus on comprehensive cancer care. Bowie is a renowned expert in procedures such as lumpectomies, mastectomies, reconstructive surgery and oncoplastic surgical techniques for women, and her skills complement a wide range of services already available for breast cancer patients at the facility. These include radiation and medical oncology, patient navigation services and extensive supportive care services.
(See CANCER TREATMENTS on next page)
To expand its capabilities, Hematology Oncology Clinic, a partner practice of American Oncology Network, recently moved its clinic to 4242 Highway 19, Suite 19, in Zachary. The new clinic offers four private exam rooms that provide dedicated space for patient-physician conversations and 12 infusion chairs for patients receiving certain therapies as part of their treatment
plans. The site is also equipped with an onsite laboratory for immediate blood draws and other required work. And a year after clinically integrating with MD Anderson Cancer Center, Ochsner MD Anderson Cancer Center has become the first in Louisiana to offer CAR T cell therapy for adults—an innovative blood cancer treatment that uses a
Expert cancer care in Zachary.
At Hematology Oncology Clinic, we provide medical oncology, hematology, chemotherapy and patient care coordination services for a truly comprehensive and innovative approach. We understand that every cancer is unique and deserves a tailored treatment plan. With compassionate care that centers around you, every interaction is focused on your experience and wellbeing. Your personalized care is provided by cancer experts in Zachary, who bring over 45 years of experience in cancer treatment. Our staff does more than just care for you, we care about you.
4242 Highway 19, Suite B Zachary, LA 70791
(225) 306-7260
HOCBR.com
patient’s own immune system to target and destroy cancer cells. Collaboration across the Ochsner MD Anderson partnership continues to expand access to subspecialty expertise, which can include peer-to-peer consultations in which physicians from both Ochsner and MD Anderson discuss a patient’s individual case and confirm the best treatment plan.
At Lake Charles Memorial Health System, a stereotactic breast biopsy machine helps physicians visualize the tissue of the breast from two different angles. These angles create a 3D image that can be used to target and guide the biopsy needle to a precise location. Stereotactic breast biopsies are performed as an outpatient procedure, with minimal pain and no scarring.
Transformative Health Center specializes in medical marijuana evaluations to help patients who qualify for treatment.
Ochsner Health and MD Anderson Cancer Center have clinically integrated to provide advanced cancer care, right here in Louisiana. That means access to life-saving clinical trials for innovative therapies, more specialists and more resources for our patients. Through this collaboration, Ochsner is the first and only provider in Louisiana with a fully integrated cancer program based on MD Anderson’s standards and treatment plans. Learn more at ochsner.org/EndCancer.
Depending on your family history and current health conditions, your risk for certain types of cancer may increase as you age. That’s why it’s important to be proactive and talk to your physician about specific screenings and when you should get them. Early detection is the key to treating and beating cancer.
• BREAST CANCER: Doctors vary in their recommendations for when you should start getting mammograms. By age 40, you should have this discussion with your doctor and follow his/her advice.
• PROSTATE CANCER: Men should talk to their doctor at age 50 about whether to
• SKIN CANCER: Everyone should see a dermatologist annually to check for moles or unusual spots on your skin and scalp.
• LUNG CANCER: Smokers and former smokers should talk to their doctor about a CT scan for lung cancer.
• COLORECTAL CANCER: Everyone should get a colonoscopy to screen for colorectal cancer beginning at age 45.
• CERVICAL CANCER: Women should start screening for cervical cancer at about age 25, and should have a pap test every 3 to 5 years.
Note: Screening recommendations may change if you have a family
RESEARCH WITH A NATIONAL IMPACT BUT A FOCUS ON YOU
At Our Lady of the Lake Cancer Institute, treating cancer goes beyond just treating cancer. It also means treating everything that comes with cancer, including the complications and side effects. Cancer takes everything. We’ll stop at nothing to care for you. Which is why we’ve been the region’s leading cancer treatment destination for decades. And we won’t stop there.
Healthy behaviors can reduce your risk of not just cancer, but stroke, diabetes and heart disease. Remember that small lifestyle changes can make a big difference!
The American Cancer Society recommends 150 minutes of moderate-intensity activity for adults each week. That’s just over 20 minutes a day. Find ways to be active whether it’s biking, walking, or working out at the gym. As you get older, lifting light weights or taking a yoga class can provide benefits too.
According to the American Cancer Society, eating at least 2.5 cups of vegetables and fruits per day and decreasing the amount of processed meats you eat can reduce your risk for cancer. Limit your carbohydrate intake as well (rice, potatoes, pasta, bread) as they are associated with weight gain and high blood sugar.
Smoking is a proven co-morbidity for many diseases, not just cancer. If you or someone close to you smokes, it’s time to quit. Once you kick the habit, your body starts recovering from smoking immediately. In just five years, your risk for a number of cancers is cut in half.
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Ultraviolet rays cause skin damage and can lead to skin cancer. Wear at least SPF 30 sunscreen, sun-protective clothing, hats, and sunglasses whenever you are outdoors in the sun.
Infections such as HPV (human papillomavirus), hepatitis and HIV can lead to certain types of cancer. Practice safe sex and follow the HPV vaccine recommendations for children and adults. Boys and girls should get vaccinated at 9 to 12 years old, which helps prevent cancer later in life. Talk to your doctor for more details.
Drinking alcohol raises your risk for breast, throat, liver, colorectal and other cancers. Drinking in moderation—a maximum of one drink a day for women and two for men—lowers your risk for cancer.
When you have your annual physical, talk to your doctor about which cancer screenings you need to stay healthy and reduce your risk of cancer.
Your support of BUST Breast Cancer provides community outreach, life-saving mammograms, and services for women with breast cancer. Introducing the 2024 breast cancer survivor models and their artists!
Eboni Barber
Melanie Barnett
Cindy Booth
Nicole Bourgeois
Codi Brown
Erin Capps
Johnette Drago
Lawson Eicher
Dianne Gill
Janene Grodesky
Janeen Joffrion
Tamara Johnson
Tiffany McCoy
Allison Pham
Erica Robillard
Shawnna Sheets
Ann Simon
Denise Thibodeaux
Lauren Grigsby Williams
Ni’Shawn Stovall
Elizabeth Waits & Kelsie Viator
Brittany Persick
Nicole Bourgeois
Amy Neck
Chavanne Cazayoux Debetaz & Kim Mitchell
Kim Meadowlark
Suzanne Aucoin & Susie Burns
Molly Wall
Ciara Martin & Shawn Zeringue
Jennifer Miller
Elizabeth Guidry
Laura Welch Taylor
Tegan Graham
Robert Aucoin
Cherron Phillipe, MD & Keri Teague
Alicia Jumonville
Andi Berthelot
Faith Wong-Reed
Participating in a clinical trial is a way to help support medical research today and in the future. Such programs are vital in guiding scientists as they research new ways to diagnose, detect and treat diseases and medical conditions. Some focus on procedures and treatment methods while others are designed to test new drugs or devices.
Browse the websites of your local hospitals for opportunities and check out the protocol for the trial. You’ll be able to find out if you are eligible, how the study is conducted, what tests will be done before, during and after the study, how long the trial will last, how the treatment (if applicable) is given, and other details.
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At Transformative Health Center, we believe in the power of medical marijuana as a supportive option for managing debilitating conditions and symptoms experienced during cancer treatment. Many patients and their loved ones who serve as caregivers in the fight against cancer, experience: Anxiety, Insomnia, Neuropathy, PTSD, Depression, Nausea, and Lack of Appetite. Discover a plant-based approach that may offer relief during your fight against cancer. Consult with our Care team to see if you qualify.
It’s normal for friends and family members to feel helpless when a loved one is diagnosed with cancer. What should you say? How can you help? What are some ways to show your support? Just know that your loved one is probably feeling overwhelmed and frightened … and will be dealing with emotional ups and downs during treatment. Here are some things you can do to show your support:
• BE HONEST: Communicate your willingness to help. Say, “I’m so sorry this is happening. Please tell me what you need from me.” Don’t force a conversation if they are not comfortable talking about their situation. But by the same token, don’t stop communicating. If face-to-face visits are uncomfortable, stay in touch by phone. If they do want to talk, resist the urge to talk about other people’s experiences, other stories, other anecdotes. Let them talk … and just listen.
• BE AVAILABLE: Your loved one may obsess over the everyday tasks and responsibilities they can no longer carry out, creating even more stress and anxiety. This is your opportunity to “just be there” in small ways that will make a big difference.
• Offer to run errands for them when you do your own.
• Shop for groceries or pick up dinner for their family once or twice a week.
• Offer to carpool for their school-age children or babysit occasionally.
• Take them to a doctor’s appointment and offer to pick up their prescriptions.
• Help with household chores.
• Plan a simple outing (movie night or a trip to the Farmers Market).
• Encourage friends and family to call and check on them regularly.
• Encourage others in your social circle to find similar ways to reach out.
Frequent contact with family and friends will create a loving and positive atmosphere for your loved one, reduce their stress, and make them feel supported and not so alone.
Sometimes it’s hard to find the right words, but don’t be afraid to reach out. Emotional support is critical to cancer patients in their journey toward hope and healing.
It’s fine to do online research when you have questions about cancer prevention, detection or treatment, but make sure you consult reputable sources. Here are some websites and organizations (local and national) that you can trust:
NATIONAL INSTITUTES OF HEALTH (cancer.gov/about-cancer)
CANCER SERVICES OF GREATER BATON ROUGE (cancerservices.org)
LOUISIANA CANCER PREVENTION & CONTROL PROGRAMS (louisianacancer.org)
MARY BIRD CANCER CENTER (marybird.org)
OCHSNER HEALTH SYSTEM (ochsner.org/cancer)
PENNINGTON BIOMEDICAL RESEARCH CENTER (pbrc.edu/cancer)
WOMAN’S CANCER PAVILION (womans.org)
AMERICAN CANCER SOCIETY (cancer.org)
HEMATOLOGY/ONCOLOGY CLINIC (hocbr.com)
OUR LADY OF THE LAKE CANCER INSTITUTE (OLOLRMC.com/cancer)
BATON ROUGE GENERAL PENNINGTON CANCER CENTER (brgeneral.org/cancer)
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Women are usually the “chief medical officers” for their families, taking responsibility for everything from daily nutrition to doctor’s appointments to caregiver duties. But while they might do a great job looking after the health of their loved ones, they sometimes neglect their own.
Dr. Renee Cowan, a gynecologic oncologist at Woman’s Hospital, specializes in cancers that occur in the reproductive system. She encourages women to make their own health a priority and listen to their bodies. As Dr. Cowan says, “It could save your life!”
• Ovarian: Ovarian cancer is often called a “silent killer” because its symptoms are subtle and frequently ignored. This allows the cancer to advance, making it much harder to treat. Symptoms include bloating, pelvic pain or pressure, nausea, changes in bowel habits, and unexplained weight gain.
• Uterine: Abnormal bleeding is the most common symptom of uterine cancer, which affects about 600,000 women each year. Women at risk include those
who are obese and those who have never had children. “If you experience abnormal bleeding (especially after menopause), don’t ignore it,” says Dr. Cowan. “If your doctor tells you it’s no big deal, find a new doctor.”
• Cervical: Louisiana is in the Top 10 states for women diagnosed with cervical cancer. The majority of these cancers are related to the human papilloma virus (HPV). The body’s immune system will often clear HPV naturally, but it is important to get regular screening with Pap smears and HPV testing because this can detect the changes in the cells that lead to cancer when the virus is not cleared. Symptoms include bleeding, vaginal discharge, and pain during intercourse.
• Vulva/vaginal: This cancer can also be related to HPV and often causes itching and irritation. You might notice changes in the color or texture of the labial or vaginal skin. Dr. Cowan encourages women to look at their labia each month to be aware of changes.
Treatment varies for all types of cancer, but
can include surgery, medications, chemotherapy and/or radiation. “The best way to reduce your risk of all cancers,” says Dr. Cowan, “is to live a healthy lifestyle and get appropriate screenings. Prevention and early detection play such an important role in staying healthy.”
Another way to reduce your cancer risk is to know your family history. Some women are genetically predisposed to certain cancers, especially ovarian and uterine cancers. “Women should discuss genetic testing with their doctors, especially if multiple blood relatives have been diagnosed with a cancer,” she says. “This is especially true for breast, ovary, and colon cancers.
Dr. Cowan understands that many women procrastinate when it comes to gynecology appointments. “It’s understandable,” she says. “It’s personal, it’s private … you’re vulnerable. But you know what’s worse? Dying from a preventable or treatable cancer.”
“Find a doctor you’re comfortable with and establish a relationship. Don’t stop going just because you’re finished having babies, you’ve gone through menopause, or you’ve had a hysterectomy. Continue seeing your gynecologist for your entire life.”
DESPITE BREC spending thousands of dollars in look-how-greatwe-are TV commercials, voters on Nov. 5 should deliver a harsh but necessary truth: “We aren’t fools, and we’re not buying their gold hype.”
It is sad that it has come to this. Parks and recreation are essential to our quality of life in East Baton Rouge Parish. But the facts that the publicity machine doesn’t want you to know demand that prudent taxpayers force BREC to get its financial and operational houses in order before approving millions in taxes.
Here’s something not mentioned in the commercials: On June 6, when BREC finally filed its 2021 audit—that’s right, 2021—with the legislative auditor, the organization was so far behind with its submissions that it was just 25 days away
from triggering a hearing by the Fiscal Review Committee, comprising the attorney general, state treasurer and legislative auditor. Revised Statute 39:1351 says the failure to provide an audit, as required by law, “to the Legislative Auditor for a period of three consecutive years shall automatically remove a political subdivision from being considered financially stable and place them into financially at-risk status.”
taxes. However, the legislative audit notes multiple findings of material weaknesses and significant deficiencies. Raise your hand if you think the financial news would look any better in the unfiled audits of the past two fiscal years.
Another inconvenient truth: An agency filing an audit just one year late is placed on a “noncompliance list” with the state treasurer and is prohibited from receiving state appropriations. This designation of incompetence has prevented BREC from receiving money for years, costing the organization $679,000 and counting. The cash is sitting idle in a state treasurer’s account.
A BREC commissioner tells me there is also “gold” from the federal government that can’t be spent due to the same audit restrictions.
Our state and federal governments are telling BREC no, yet it expects parish voters to say yes? Really?
If that’s not enough evidence to infuriate you, the BREC Commission, in a 7-2 vote, with Commissioners Nathan Rust and Dwayne Rogers opposing, decided this month to roll forward its property tax millages, scoring an additional $6 million in tax revenue without a vote of the people. They could have “rolled back” the rate to collect an amount equal to last year while saving parish property owners money.
is spending its money wisely before the November election? BREC has yet to produce audited financials for 2022 or 2023, yet officials want us to trust them. Seriously? Again, this is the same BREC that came within four weeks of having its financial operations potentially taken over by the state.
BREC complains it doesn’t have enough money, yet the agency is the largest property owner in the parish, with 184 parks covering 5,600 not-so-golden acres. That is insane. Frisco, Texas, the fastest-growing city in America, has six parks, each between 100 to 250 acres in size.
Quality—not quantity. Austin has 27 parks covering 10,800 acres.
Prudence demands that BREC sell or donate at least 100 of these properties to neighborhoods, private entities or churches. How about selling surplus land in disadvantaged communities at a discount to homebuilders or businesses willing to open and generate economic growth in these neighborhoods? Now, that is a gold medal plan.
BREC wants millions upon millions of your tax dollars for the future. On Nov. 5, you have the chance to send a message. Does BREC deserve your trust for another 10 or 20 years?
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.
Had the hearing been held and with a unanimous vote, an expert would have been chosen to take over BREC’s fiscal operations. An order by the AG would then be filed with the 19th Judicial District Court for final approval. Does that sound like a gold-worthy performance to you?
The three-year-late 2021 audit shows revenues of $84 million, with $70 million coming from ad valorem
This feature is a tribute in honor of Business Report founders, Rolfe McCollister Sr. & Rolfe McCollister Jr.
BREC essentially argued that it needs the money more than you. Maybe BREC wouldn’t need the money so badly if it had an operational clue and did what’s necessary to unfreeze the hundreds of thousands of state and federal dollars it can’t touch due to incompetent management.
Let’s face it, BREC is a “fool’s gold” operation.
So, will we get evidence that BREC
THE THIRD PART of being rich “in Christ” has to do with the believers, acceptability and adoption as sons/daughters. Ephesians 1:4-5 reads, “He-Father chose us in Christ before the foundation of the world that we would be holy and blameless before Him-Father. In love, He-Father predestined us to adoption as sons through Jesus Christ to himself, according to the kind intention of his will.” How awesome and mighty is God that before we ever were in existence He chose and because of the work of Christ on the cross when
If there’s any doubt, it’s OK to say, “No, not right now.” Demand that BREC first clean up its operations, demonstrate some fiscal efficiency and get its audits in order, freeing up the withheld state and federal dollars. Give it a year and then ask again next November.
This was a hard column to write but I have done my homework and unfortunately will vote “No” this November.
This is a condensed version of this column. For the complete column with additional facts and details, visit businessreport.com.
we stand before him, he sees us as we are, holy and blameless? In Christ we are acceptable! In love and his kind intentions, he adopted us out of the realm of darkness and transferred us into the kingdom of his beloved son as sons and daughters, Colossians 1:13. All of this is done because the Father wanted a relationship with us, and it was accomplished in Christ. We are accepted before him and worth adopting into his family.
—Jeff Mitchell, Retired COL and Army Chaplain
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9 8 Henry Insurance Service Inc. 9624 Brookline
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Childhood obesity is, unfortunately, reaching epidemic proportions in the United States, and obesity-related metabolic disturbances once seen in adults are now being observed in children and adolescents.
Studies have shown that childhood obesity is a strong predictor of future health outcomes, with maternal health during pregnancy also playing a significant role in a child’s long-term well-being. Childhood obesity increases the risk of developing Type 2 diabetes—a condition that was once rare among adolescents but is now more common and harder to manage than in adults. Additionally, obesity is linked to 13 types of cancer, including breast, colon, and pancreatic cancers. To address these concerning trends, the prevention and management of childhood obesity is a top research priority at the Pennington Biomedical Research Center.
In response, Pennington Biomedical launched an exciting new initiative, Greaux Healthy, designed to combat childhood obesity in Louisiana. This initiative aims to promote healthier lifestyles among children and their families by offering resources, support, and education on nutrition and physical activity. The goal is to create a sustainable impact on the health of Louisiana’s youth, addressing the state’s high rates of childhood obesity.
The timing of this launch is significant as September is National Childhood Obesity Awareness Month, a time dedicated to raising awareness about the growing issue of
childhood obesity. This month serves as a reminder of the importance of preventing obesity early in life, promoting healthy growth, and fostering habits that can last a lifetime.
Greaux Healthy is a comprehensive initiative that emphasizes the importance of community involvement and the role of families in creating healthier environments for children. It includes partnerships with local schools, healthcare providers, and community organizations to ensure that children have access to evidencebased resources and the support they need to maintain a healthy weight.
Greaux Healthy represents more than healthy lifestyle practices. Every product, resource, and tool developed is the result of Pennington Biomedical’s 35-year dedication to obesity research. It’s a scientifically validated roadmap to improve the health of children at every age, to educate every community member, and to help instill proven practices for childhood obesity prevention. The insights and
discoveries generated by world-renowned researchers at Pennington Biomedical form the backbone of Greaux Healthy, ensuring that the offerings are not only innovative but also firmly grounded in proven evidence.
With ongoing collaboration, Pennington Biomedical researchers and the Greaux Healthy team are working to help every child grow up healthy and strong, free from the burden of obesity and its related health issues. Join Greaux Healthy in this vital mission by partnering with the team and contributing to its cause. Support of Greaux Healthy can make a lasting impact on the lives of children and families in Louisiana communities. For more information on the Greaux Healthy initiative and how to get involved, visit the official website at greauxhealthy.org
Local financial adviser Daryl Ellis has been recognized by Forbes for the third consecutive year. Ellis, co-founder and principal of Ellis Insurance and Financial Group, has been named one of Forbes’ BestIn-State Top Financial Security Professionals in Louisiana.
Emergent Method is again ranked among the fastest-growing private companies in America. The Louisiana-based, nationally recognized management consulting firm earned the rank of No. 3,383 overall and No. 22 in the state, based on a 143% increase in revenue over a three-year period. This marks Emergent Method’s seventh consecutive year on the list.
L’Auberge Casino and Resort Baton Rouge has once again earned the coveted AAA Four Diamond rating, meaning it is ranked among the nation’s elite hotels with the highest standards of service and world-class amenities. Four Diamond hotels account for just 6% of the more than 26,000
Mohit ‘Mo’ Vij honored as a Champion of Louisiana Mohit “Mo” Vij has been honored by Louisiana Workers’ Compensation Corporation as its latest Champion of Louisiana. The recognition signifies a person or group that goes above and beyond to elevate the state through purpose-driven work. For Vij, it all started with a vision to transform the local tech sector into a national competitor. In 2001, Vij founded General Informatics, a business solutions developer, which became the fastest-growing IT services provider in the Southeast. Today, it is the leading IT partner in the Gulf Coast for businesses, schools and government agencies, employing over 250 people at locations throughout Louisiana, Texas, Mississippi, Alabama and the Carolinas. Vij left General Informatics to launch his latest venture, 365Labs, in 2020. The company creates meaningful change through innovative technology to enhance public safety and build stronger communities.
hotels reviewed by AAA each year.
L’Auberge also is ranked No. 1 in Louisiana by Casinos.com, the global organization that provides comprehensive reviews of casinos and online gaming sites worldwide.
LSU’s Manship School of Mass Communication will honor the accomplishments of four distinguished mass communication professionals as they are inducted into the school’s Hall of Fame on Oct. 3 during the annual Night of Excellence. Joining the current 141 members are the late Martin
Johnson, former dean of the LSU Manship School; Gil LeBreton, retired sports journalist; Abram “Abe” McGull, founder, McGull Law Firm and a member of the City Council in Springfield, Missouri; and Wendy McMahon, president and CEO, CBS News and Stations and CBS Media Ventures.
Carlos Williams, a registered nurse at Ochsner Medical Center in Baton Rouge, was one of 21 Ochsner nurses named to the 2024 Great 100 Nurses of Louisiana list compiled by the Great 100 Nurses
Foundation. This recognition highlights the contributions and commitment to excellence demonstrated by Ochsner’s nursing staff.
Dani Borel, a partner in the Baton Rouge office of Breazeale, Sachse & Wilson LLP, has been sworn in as the 2024-25 chair of the American Bar Association Young Lawyers Division. As chair, Borel is responsible for overseeing the nation’s largest network of young lawyers—a group that comprises more than 91,000 members.
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in Baton Rouge.
Edmund Giering IV of Baton Rouge has been selected to serve as vice president of the Louisiana Bar Foundation’s 2024-25 board. Giering serves as general counsel to the Baton Rouge Area Foundation and his practice emphasizes corporate law and governance, transactions, risk management, and nonprofit and tax-exempt organizations. He was in private practice for six years and served as corporate counsel to The Powell Group for eight years prior to joining BRAF. Joining the board as a new member this year is Edward Walters Jr. of Baton Rouge.
The Ports Association of Louisiana board of directors recently elected new officers to serve two-year terms, including John “Jay” Hardman , executive director of the Port of Greater Baton Rouge, who will serve as treasurer. Hardman became executive director of the Port of Greater Baton Rouge in 2006 and has held several key staff positions since joining the port in 1999.
The Public Relations Association of Louisiana-Baton Rouge has announced its new board of directors and officers. They are Tracy White , president; Erin Fulbright , past-president; Ryan Sinitiere , president-elect; Laura Siu Nguyen , vice president; Bryce Benzine , secretary; Kristen Bellatti , treasurer; Christine Wendling , membership director; Jennifer Tran , communications director (internal); Alannie Broussard , community engagement director; Trey Williams , SPRF representative; Sadie Wilks , APR chair; Ginger Guttner , historian; and Cheryl Michelet , PRAL state representative and member engagement director.
Rene Ragas , president and CEO of Woman’s Hospital, will serve as the Louisiana Hospital Association board of trustees chair for the 2024-2025 year. Edgardo Tenreiro , president and CEO of Baton Rouge General, was elected treasurer. In addition to the officers, the board added new at-large trustees. E.J. Kuiper ,
president and CEO of Franciscan Missionaries of Our Lady Health System, and Sean Wendell , CEO of Beacon Behavioral Partners in Baton Rouge, were elected as at-large trustees for a two-year term. Lee Chastant III , CEO of West Feliciana Hospital in St. Francisville, was elected to serve a two-year term as a district trustee for the Southeast District.
PHILANTHROPY GRANTS
Baton Rouge Community College was awarded $850,000 from the Lowe’s Foundation as part of a select group of community and technical colleges receiving Gable Grants. The program will significantly enhance BRCC’s technical programs by establishing a new plumbing training program and building a stateof-the-art Construction Trades Outdoor Learning Lab. This facility will simulate real-world construction scenarios, allowing students to deepen their understanding of theoretical concepts while honing practical skills.
Elks
Pennington
Biomedical researcher Carrie Elks has been awarded a $1.4 million grant from the National Institutes of Health’s National Institute of Diabetes and Digestive and Kidney Diseases to explore insulin resistance and inflammation in fat cells. Elks will apply the grant toward a Matrix Biology Laboratory project based on a communication loop that was recently discovered by Elks and her team.
St. James Place residents helped raise money for the Greater Baton Rouge Food Bank after reading a March news article challenging local residents to raise funds to feed children over the summer. Residents and staff were asked to donate, and St. James Place matched dollar-for-dollar the amount the staff donated. Recently, St. James Place presented a check to Mike Manning of the Greater Baton Rouge Food Bank for $10,290.
Matt Doiron has joined the VGraham team, further enhancing the firm’s commercial loan and credit advisory services. With more than two decades of experience in financial and operational management, Doiron brings a wealth of knowledge and expertise that will significantly enhance VGraham’s service offerings. Doiron’s most recent role was director at Mount Logan Management (formerly Ovation Partners), an alternative investment firm specializing in private credit and specialty finance.
Scott Gaudin has been named president and CEO of Currency Bank, succeeding Charles Chiasson. Chiasson, who was one of the founders of Currency
Bank in 2021, will assume the role of president emeritus, as well as remain a member of its board of directors. Gaudin, a graduate of LSU’s E.J. Ourso College of Business, was also a founder of Currency Bank, serving as the bank’s chief lending officer and executive vice president since 2021.
Tracy Rutledge has been named senior vice president of Synergy Bank. Rutledge recently joined Synergy Bank with 22 years of bank lending experience. He will serve as a commercial lender in the Capital Region working with local businesses. In addition, he will transition to capital market president for the bank in spring 2025.
Eric Starkey has been named chief technology officer at
Neighbors Federal Credit Union. Starkey comes to Neighbors with more than 20 years of experience in information technology management in areas such as network security, data analytics and technology consulting. Most recently, he served as chief information officer at Louisiana Federal Credit Union where he provided executive leadership to the credit union on critical projects.
Cami Wheeler has been selected as the next leader of Wymar Federal Credit Union following the announcement by Ronnie Stephens that he is retiring at the end of 2024. Wheeler, current executive vice president, assumed the role of CEO effective Sept. 1; Stephens will maintain the title
of president until his retirement. Wheeler has more than 30 years of experience in the credit union industry and has been with Wymar for four years.
Medical oncologist Dr. Andrew Gahagan has joined Mary Bird Perkins Cancer Center. Gahagan earned his medical degree at LSU’s School of Medicine in New Orleans in 2018 and gained his board certification from the American Board of Internal Medicine in 2021. He completed an internal medicine residency and fellowship training in hematology and oncology at the University of Alabama at Birmingham, where he was awarded the Thomas N. James
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Award for Excellence in Research by a Resident. He also served as chief fellow for the university’s hematology-oncology fellowship program for the 2023-2024 academic year.
Dr. Steven Gremillion has been named chief medical officer for Our Lady of the Lake Health. In this role, Gremillion will provide operational and strategic leadership on behalf of and in support of all physician contingencies. As a member of OLOL’s executive team, he will also serve as the liaison between administration and the medical staff. Gremillion is a practicing cardiologist who has been with Our Lady of the Lake Physician Group Louisiana Cardiology Associates for more than 30 years. He has
served in multiple leadership roles within Franciscan Missionaries of Our Lady Health System including chief medical officer for the health system. In addition to his new role, Gremillion will continue seeing patients at Our Lady of the Lake Physician Group Louisiana Cardiology Associates in Baton Rouge and Port Allen.
Dr. Catherine O’Neal has been appointed to the newly created role of chief academic officer for the Franciscan Missionaries of Our Lady Health System. O’Neal has been practicing medicine since 2003, specializing in the research and treatment of infectious diseases. She has held numerous clinical leadership roles throughout her career, all focused on driving
improved patient outcomes and developing zero-harm care environments. O’Neal was one of Louisiana’s leading voices during the COVID-19 pandemic.
Michelle Williams has joined Mary Bird Perkins Cancer Center as administrator for the center’s Baton Rouge locations. Williams comes to Mary Bird Perkins with a wealth of experience in health care administration. Her most recent role was director of compliance and government operations at VieMed.
Philip Zimmerman has been hired as president of SJB Group, a Baton Rouge-based civil engineering and land surveying firm.
Zimmerman brings more than 36 years of professional engineering, executive leadership and business ownership experience and has been coaching engineering business owners in strategic planning for nearly a decade. Also joining SJB Group is Meredith Meliet, who will serve as the firm’s director of marketing and communications and business development lead. Before joining SJB Group, Meliet served as a strategic communications consultant for Emergent Method.
Corey Ward and David Carter have been promoted to senior leadership positions at Emergent Method. Ward, who was promoted to managing director, brings more than a decade of experience in public sector program management, serving clients across the U.S. Carter has been promoted to senior manager. He is a multifaceted consultant who works at the intersection of strategy consulting, program management and stakeholder engagement.
Co-Founder and President, Red Six Media
“Tennis is a dynamic, fast-paced sport that takes strategy and focus. The physical and mental exercise paired with the friendly competition helps me unwind, and smashing that little fuzzy yellow ball around is great stress relief.”
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