Business Report [September 2026] by Baton Rouge Business Report

SEPTEMBER 2026 • BUSINESSREPORT.COM

Taking the helm at BREC, Superintendent Brooks Williams is tasked with transforming the agency after years of dysfunction. “We loaded the gun with the bullets to shoot ourselves,” he says. “We’ve created that narrative. We have to fix it.”

The remaking of

BREC A new leader, a new strategy and a lot to fix. Can East Baton Rouge’s park system overcome the problems it spent years creating?

$7.50

Toni, age 45, GYN Patient

For more than 55 years, Woman’s has stood beside women at every stage of life. When a gynecologic cancer diagnosis changes everything, our expert team is here to help you move forward—with the confidence, strength, and compassionate care you trust. Our team of board-certified gynecologic oncologists, specialized nurses and cancer navigators offer advanced treatments and personalized support designed for women. From diagnosis to survivorship, the team who knows women best stands with you. You are never alone. If something doesn’t feel right, don’t wait. Trust your instincts. Trust Woman’s with your care. womans.org/GYNcancer

Gynecologic Oncology

BRAIN FOG

MENTAL CLARITY

OPERATING AT 70%

PERFORMING AT A HIGHER LEVEL

RUNNING ON EMPTY

ENERGIZED & LASER-SHARP

HIDDEN FOOD & SUPPLEMENT TRIGGERS

TRIGGERS IDENTIFIED & ELIMINATED

VITALITY & LONGEVITY BLUEPRINT

Scan QR to read more of Ryan’s story

REDEFINE HOW YOU AGE

At SYNC, we don’t chase symptoms — we optimize the systems beneath

225.425.7962 | synclife.health

them. Advanced diagnostics, precision hormone therapy, and cutting

edge longevity protocols designed to help you feel your best at any age.

CONTE NTS

20 SEPTEMBER 2026 • BUSINESSREPORT.COM

News 52 Who owns Louisiana flavor?

There’s more than one way to turn a homegrown brand into a household name.

The remaking of

BREC A new leader, a new strategy and a lot to fix. Can East Baton Rouge’s park system overcome the problems it spent years creating?

Viewpoint 56 Rolfe McCollister

Leadership matters: Butch and Brooks are here and ready

Your Business 59 Listmakers: Property and casualty insurance agencies 62 Recharge

Louisiana Association of Business and Industry Director of Government Relations Mary Beth Derrickson explains the meaning of WWIGD in her kitchen.

Intelligence 9 In the Know 11 Thought Leader

How to prepare your kids to take over the family business

ON THE COVER The remaking of BREC: A new leader, a new strategy and a lot to fix. Can East Baton Rouge’s park system overcome the problems it spent years creating? Design: Hoa Vu Photography: Don Kadair

SPECIAL ADVERTISING SECTIONS

Publisher 6 NOW is the time

$7.50

CANCER CONNECTION

Explore the latest advancements in treatment and diagnosis in the 2026 edition of our annual guide to oncological care in the Capital Region. Page 33

MEET THE CANCER SPECIALISTS

13 Entrepreneur

Learn more about the Baton Rouge area caregivers working on the front lines of modern medicine’s most complex challenges. Page 44

15 Business Lunch

CONNECT WITH US:

French Settlement Roasting Co. founder Billy LaGrange admits to not being much of a coffee drinker until he and his wife, Shannon, founded their Livingston Parish coffee company in 2022. Copa Cruzan Creole Restaurant in Gonzales serves up traditional rice with pigeon peas served with pernil—pork shoulder slowroasted until tender with sofrito, an aromatic blend of garlic, onion and herbs. And don’t miss a side of meat pie-like pastelillos.

17 Talking Points

After three decades helping transform Nashville into one of the country’s premier convention and tourism destinations, Butch Spyridon makes the case for transforming downtown Baton Rouge.

businessreport.com

facebook.com/businessreport

x.com/brbizreport

instagram.com/brbizreport

BUSINESS REPORT, September 2026 | BusinessReport.com

Healthcare with us, FMOLHealth.org

LOCAL PRIDE, SYSTEM STRENGTH FMOL Health | Our Lady of the Lake is part of the leading health system in the Gulf South. Our connected team is committed to delivering exceptional care, and we do it with great love. We believe that the best possible care is not just a job for us — it’s our calling. FMOL HEALTH OUR LADY OF THE LAKE | FMOL HEALTH OUR LADY OF LOURDES | FMOL HEALTH ST. FRANCIS | FMOL HEALTH ST. DOMINIC

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

Publisher: Julio Melara Associate Publisher: Erin Pou

EDITORIAL

NOW is the time THERE’S A LOT happening in Baton Rouge right now. In this edition of Business Report alone, we’re writing about a new leader at BREC, work on a conservancy for City Park and the lakes, and plans to rethink the future of the Raising Cane’s River Center. Then there’s Butch Spyridon. After 32 years leading the Nashville Convention & Visitors Corp., Spyridon is coming back to Baton Rouge to help with the River Center effort. Longtime residents may remember that before Nashville, he led the Baton Rouge Area Convention and Visitors Bureau, now Visit Baton Rouge. He left here in 1991. A lot has changed since then, in both cities. Nashville’s transformation is well known. Baton Rouge doesn’t need to become Nashville, nor should it try. But there’s something worth learning from a city that figured out how to build on its strengths, create an identity and give people reasons to visit, invest and stay. That’s really what all of these projects are about. For years, we’ve talked about keeping more of our young people here, attracting young families, giving businesses the talent they need and creating a city that people are proud to show off when friends, clients or potential recruits come to town. We’ve commissioned the studies, held the meetings, formed the committees and talked through the possibilities. At some point, talking has to give way to doing. None of that happens by accident. It happens when a community is willing to invest in itself—its parks and downtown, its public spaces, its entertainment venues, the places where people come together. And investment always comes with some uncertainty. I’ve been here nearly 30 years, and I’ve watched too many opportunities slip away because we were unwilling to take a risk, bold leadership was lacking or the status quo simply proved easier than change. We can’t keep making the same choice and expect a different result. At some point, you have to take a risk and step out of your comfort zone. You can study an idea forever, find a dozen reasons to delay it and wait for the perfect plan or the perfect political climate. But cities that move forward

eventually have to make a decision and go. And this can’t be about south Baton Rouge versus north Baton Rouge, Black versus white, Republican versus Democrat, or one community competing against another. This is about the Capital Region rising to its potential. Progress in one part of the region can create opportunity throughout it—but only if we’re willing to see our future as a shared one. That doesn’t mean we should support every project simply because it’s new. We should ask questions, debate costs and priorities, and expect good planning and accountability. But scrutiny cannot become an excuse for paralysis. Baton Rouge has become very good at explaining why something can’t be done. And it’s worth asking: When was the last time we brought a truly transformative project to life in this city? The Shaw Center, which opened in March 2005, comes to mind—and that was more than 20 years ago. At some point, we have to become just as good at figuring out how something can be achieved. We cannot keep saying we want to retain talent, attract families, improve downtown and compete with other cities while resisting the very changes that could help us do it. We can’t demand a different outcome while protecting the status quo at every turn. The projects underway today won’t solve every challenge facing this region. Some will change. Some may not happen at all. But taken together, they represent something the Capital Region needs a lot more of, and that’s ambition. We should welcome it. It will take more than government, business leaders or a handful of organizations. It will take all of us being more open to change, more willing to work across the old lines that have divided us, more willing to take risks and more demanding about the kind of community we want to leave to the next generation. The opportunity is in front of us. We’ve spent a long time talking about what this city could be. It’s time to go build it. The best is yet to come!

BUSINESS REPORT, September 2026 | BusinessReport.com

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

ADVERTISING Senior Consultant & Assistant Manager: Kelly Lewis Multimedia Marketing Consultants: Nicole Crochet, Emma Walker Multimedia Marketing Consultant/Custom Publishing: Liz Bowen, Manny Fajardo, Judith LaDousa Sales Intern: Blair LeBlanc Marketing Director: Ashleigh Ward Digital Operations Manager: Devyn MacDonald Data Analyst: Sydney DeVille Digital Operations Coordinator: Addie Champagne Content Creator: Londyn White Content Strategist: Emily Hebert Sales & Marketing Operations: Kynley Lemoine

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

ADMINISTRATION Chief Technology Officer: James Hume Business Operations Manager: Kirsten Milano Business Associate: Sarah Kleinpeter Receptionist: Cathy Varnado Brown

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

AUDIENCE DEVELOPMENT Circulation and Client Experience Manager: Ivana Oubre A PUBLICATION OF MELARA ENTERPRISES, LLC Chairman: Julio Melara Executive Assistant: Brooke Motto Vice President, Sales: Elizabeth McCollister Hebert Chief Content Officer: Penny Font Chief Digital Officer: Erin Pou Chief Operating Officer: Guy Barone Circulation/Reprints/Subscriptions/Customer Service 225-928-1700 • email: circulation@businessreport.com

Julio Melara, Publisher

Volume 41 - Number 50

Our future is stronger, because of you.

Open House

Saturday, October 10 9:00 AM - 12:00 PM

visit franu.edu/openhouse 5414 Brittany Drive, Baton Rouge, LA 70808 | (225) 526-1700 | franu.edu Daily-Report.com | BUSINESS REPORT, September 2026

Powering Progress. Celebrating Excellence. 2026

Please join us in celebrating the second annual Louisiana Energy Awards on November 18 at L’Auberge Casino & Hotel Baton Rouge.

louisiana

GET TICKETS

2026 HONOREES + FINALISTS:

energy awa r d s Pr es en te d by 10 /1 2 In du st ry Re po rt

Community Impact Award ExxonMobil

Lifetime Achievement Award Art Favre, Founder & Chairman, Performance Contractors

Energy Deal Of The Year Hyundai Steel | Shintech Plaquemine Plant 4 | Argent LNG

Energy Company of the Year (Small to Midsized) RES Contractors | Orion Engineers & Constructors | The TJC Group

Energy Company of the Year (250+ Employees) Shell | Entergy Louisiana | Danos | Excel Group

Emerging Energy Leader Dustin Davidson, Secretary, Louisiana Department of Conservation & Energy David Carter, Principal, Emergent Method Laura Beauchamp, Vice President, Business Operations and Strategy, Entergy Louisiana

Energy Executive of the Year Danny Cedotal, Vice President of Manufacturing, Shintech Inc. Colette Hirstius, President, Shell USA & Executive Vice President, Shell Gulf Paul Danos, Owner & CEO, Danos

SPONSORED BY:

THE OFFICIAL BRANDING PARTNER:

Purchase your tickets

TODAY!

C O V E R S T O RY

BUSINESS REPORT, September 2026 | BusinessReport.com

C O V E R S T O RY

THE REMAKING OF

BREC A new leader, a new strategy and a lot to fix. Can East Baton Rouge’s park system overcome the problems it spent years creating?

DUELING VIEWS: From above, City-Brooks Community Park looks placid: a nearly century-old golf course winding through mature oaks beside the University Lakes. On the ground, its future has become one of Baton Rouge’s most contentious civic debates, as planners propose reshaping the course and expanding public amenities while also recommending a nonprofit conservancy to manage the park and lakes—leaving BREC, LSU and the city-parish as owners but potentially transforming how this prized public space is run.

DON KADAIR

BY EILEEN MCCLELLAND

Daily-Report.com | BUSINESS REPORT, September 2026

C O V E R S T O RY

n Aug. 3, Brooks Williams took the helm of the parks and recreation agency for East Baton Rouge Parish, commonly known as BREC, which has spent the last 18 months trying to prove it has moved past chronic dysfunction in the form of late audits, misappropriated funds, deferred maintenance and a threatened state fiscal takeover. But despite its recent history, Williams, the former city manager for Ferris, Texas, says he sees the job as replete with opportunity, particularly in the context of the big picture. “I believe BREC is a major catalyst for the economic development of East Baton Rouge Parish,” he says. Created by the Louisiana Legislature in 1946, BREC operates as an independent agency

COURTESY BREC

STAR ATTRACTION: One of BREC's most unique locations is the Highland Road Park Observatory on the south side of Highland Road Community Park. The observatory houses a state-of-the-art 20-inch reflecting telescope, which has been used to discover over 50 asteroids, and an all-accessible 16inch reflecting telescope.

managing parks throughout the parish, supported by voterapproved property taxes. A past state audit found that three BREC employees misappropriated more than $73,000. BREC subsequently tightened its financial controls, reducing the number of manager purchase cards from 259 to 70 and increasing bank account monitoring. In the process of remedying fiscal problems, four late Legislative Auditor reports have been filed in the past 20 months, a fix that happened so fast that BREC Commission chair Mike Polito calls it “unbelievable.” BREC’s 2024 audit, released in 2026, reported no evidence of internal fraud or misappropriation for the period examined. BREC plans to release its 2025 audit on schedule.

BUSINESS REPORT, September 2026 | BusinessReport.com

BREC is also no longer on the Louisiana Legislative Auditor’s noncompliance list, potentially clearing the way for millions of dollars in previously withheld grant funds. Documents obtained by Business Report show funding could include more than $2.3 million for the Freedom Heritage Trail, $97,894 for the Greenwood multiuse trail and about $2.9 million that could be requested for reimbursement for the Greenwood/Cypress Bayou project, although the final amount may vary. During a transition period prior to Williams’ arrival, the agency fixed what state auditors said was broken, restructured its board to answer to more of the parish and is now selling off pieces of itself to become both fiscally responsible to taxpayers and more efficient.

The board itself has been reconfigured by a 2025 state law that pulled in more voices from Baker, Central, St. George and Zachary— communities that had long argued they paid into a system built around the city’s core. About 10% of the workforce is gone. Dozens of parks—Polito puts the number under review at “probably more than 50”—have been flagged as surplus, described as too redundant, superfluous or underused to justify the upkeep on a budget that, adjusted for inflation, buys less than it did 20 years ago. Polito says many of the problems began with the agency’s habit of measuring its success through land acquisition, whether or not the land was needed or could be maintained. BREC now owns 176 parks over 6,600 acres, making

Issue Date: Sept 2026 Ad proof #3

C O V E R S T O RY

• Please respond by e-mail or phone with your approval or minor revisions. • AD WILL RUN AS IS unless approval or final revisions are received within 24 hrs from receipt of this proof. A shorter timeframe will apply for tight deadlines. • Additional revisions must be requested and may be subject to production fees. Carefully check this ad for: CORRECT ADDRESS • CORRECT PHONE NUMBER • ANY TYPOS This ad design © Melara Enterprises, LLC. 2026. All rights reserved. Phone 225-928-1700

UNIFIED CONSERVANCY

ASK THE

EXPERT

H E A LT H C A R E

WHY IT MATTERS

EAST BATON ROUGE PARISH could face a $120 million

dredging bill in 40 years if it doesn’t overhaul how City Park and the University Lakes are managed, BREC Commission chair Mike Polito warns—and the fix favored by planners is a single nonprofit conservancy. The design firm Sasaki intends to formally recommend such a conservancy model to manage both the park and the lakes, though some committee members guiding the planning process say they have reservations about the model. The recommendation is part of a draft governance plan presented in August to BREC’s City-Brooks Park Master Plan + Lakes Vision Committee. “If Baton Rouge wants to do something great with that asset, it will have to be a conservancy,” Polito says. “There’s no other choice. We could go back in time and leave it like it’s been the past 100 years and re-create the problems of lack of maintenance, and in 40 years they’ll have to spend $120 million dredging that thing.” Sasaki’s Joshua Brooks says that under the proposal, BREC, LSU and the city-parish would retain ownership of their respective properties while entering a cooperative endeavor agreement, or CEA. Each landowner would then lease its property to a new conservancy responsible for overseeing park-and-lakes operations. “Conservancies have been used in complex situations where improvements have been made across jurisdictional boundaries,” Brooks says. Land ownership and maintenance responsibility overlap, sometimes murkily, among BREC, LSU and the city-parish, he notes. That patchwork made basic upkeep a real challenge even before roughly $80 million in public investment started flowing into the University Lakes Project—down to questions as simple as who mows the grass, who empties the trash cans and who changes the light bulbs. The conservancy would ideally “start small” before assuming full responsibility for fundraising, capital planning, construction, programming and financial management—making it easier, in Sasaki’s view, to diversify funding, coordinate maintenance and sustain improvements long term. Sasaki is also recommending a structure built for transparency, including incorporating the Public Records Act into the conservancy’s CEA, with board representation from BREC, the city-parish and LSU. Some committee members question whether Baton Rouge is ready for the leap. Clarice “Cricket” Gordon, a Knock Knock Children’s Museum board member and former BREC commissioner, says she contacted leaders of Houston-area conservancies cited by Sasaki and found major philanthropic gifts—tens of millions of dollars in some cases—played a key role in their success. “I would like to see that kind of massive infusion before we go down this road of a conservancy,” she says. Christina Melton, executive director of the Knock Knock Children’s Museum, says she wants more information before supporting the proposal, particularly about how a conservancy would interact with the museum’s existing CEA and affect its fundraising and operations. “I still feel like there are a lot of details that we need to understand better to protect the investment that the community has already made in Knock Knock, which is significant,” Melton says. BREC vice chair and mayor of Central Wade Evans says he expects the bulk of BREC properties could eventually fall under a conservancy. “The reality is it’s worked successfully in many areas,” he says. “We should always be looking forward and not backward.”

DR. AMANDA STAIANO Pennington Biomedical

What simple changes can improve children’s health? Children do well with routines and boundaries. Pick a few simple rules your family can stick with, such as trying one bite of a vegetable at dinner, keeping sugary drinks out of the house, or making bedrooms screen-free. You don’t have to change everything at once. Small, consistent habits can make a difference over time.

How can families help kids move more? Make movement part of your family’s everyday routine. Walk the dog together, have a family dance party while cleaning up, or do jumping jacks during commercial breaks. It doesn’t have to feel like exercise. Help your child find activities they enjoy, such as swimming, biking, dancing, or hiking, so movement becomes something they want to continue as they grow.

How can communities support healthier families? Healthy choices are easier when our communities make them easier to make. We can create neighborhoods where families feel comfortable walking and biking, and we can encourage stores and restaurants to offer healthier choices. Employers can also model healthy behaviors and support family wellbeing. When parents, schools, businesses, and community leaders work together, healthy choices become more accessible for everyone.

6400 PERKINS ROAD, BATON ROUGE, LA 70808 | PBRC.EDU/

—Eileen McClelland, with additional reporting by Dillon Lowe Daily-Report.com | BUSINESS REPORT, September 2026

C O V E R S T O RY

it the largest landowner in East Baton Rouge Parish. Its growth also helped it develop a national reputation for excellence, which some say was at odds with local reality. BREC was recognized with three National Recreation and Park Association Gold Medal Awards, the latest in 2022. COO Maurice Velasquez says BREC’s push for awards came at a cost: As the agency grew into a large-footprint operation, it acquired new properties faster than it maintained existing ones—often at the expense of its core mission: recreational play. “Right now, it’s legit broken,” says BREC Commission vice chair and mayor of Central Wade Evans. “To say, we’re award winning, I think that’s hogwash. You can cater to the award committee and highlight your most beautiful assets. But when you ask people in Baton Rouge how BREC is doing, and if they say it’s an amazing experience, that’s the only real award.” As BREC grew, deferred maintenance piled up on an asset base that outgrew the money to sustain

it, making such a positive reaction feel unattainable. Williams describes an organization that had been “playing SimCity”—designing and publicly discussing projects with no funding attached, creating a negative narrative in the community. Contemplated projects come to roughly $1 billion, while BREC faces an estimated $1 billion in deferred maintenance, Williams says. The annual budget is roughly $110 million. The math didn’t work. “We loaded the gun with the bullets to shoot ourselves,” Williams says of that gap. “We’ve created that narrative. We have to correct it.” Williams describes the fix as “doing less with less,” focusing only on funded projects, and no longer idly discussing “ideas, hopes and dreams” BREC can’t afford to implement. “Not every good idea can be funded, and not every project that has been discussed or presented as a promise can move forward at the same time,” he says. In a recent written assessment released to the public, he acknowledges that years of deferred

Just landed at DCA! Saw the Washington Monument on the way in! Already? Gotta love nonstop from BTR!

✈

Where locals fly. Book online at flybtr.com.

BUSINESS REPORT, September 2026 | BusinessReport.com

C O V E R S T O RY

I NSIG HTS

WHAT’S THE HARDEST LEADERSHIP LESSON YOU’VE LEARNED?

“Don’t take it personal. I’ve had to develop a thicker skin. There’s going to be media and public perceptions; you can’t take it personal. That’s always very difficult. I care very deeply so those things probably tend to impact me more than they should. I believe in management by fact. I have a shirt that says, 'My facts don’t care about your feelings.' I have to stay grounded in that or else I start making poor decisions for the team.”

DON KADAIR

—BREC Superintendent Brooks Williams

“ In the early days of COVID, Juliet got really sick.

During that time, her heart stopped twice. Thankfully, the doctors were able to bring her back. Because of Louisiana Blue, we didn’t have to worry about paying for the care she needed. We were able to focus on her recovery. Now she’s healthy and we’re all back to normal. Sometimes normal is the best thing. Boring is wonderful! “

Right Card. Right Care.

Happy Dad

Happy Daughter Covington

01MK8362 08/26

Daily-Report.com | BUSINESS REPORT, September 2026

C O V E R S T O RY

maintenance reflect a systemic malaise. “When the same basic failures continue across the system for years, we cannot treat each one as an isolated employee mistake,” he writes. “The pattern tells us the operating model is not working.” The responsibility for fixing it, he says, now rests with senior leadership. That means putting maintenance and operations ahead of adding new amenities. “We cannot build our way out of poor maintenance,” Williams writes. Going forward, he says, some projects may be phased, resized or delayed, and every new project will have to account for its full cost—including construction, staffing, utilities, maintenance and eventual replacement. Evans says the priority now must be identifying the true costs of delivering services. “I operate a city with three employees. BREC operates 176 parks, many of which are just plots of land with a swing set. We don’t know what our costs are, which is troubling. You have to know your costs.” Once every cost is identified, BREC can then determine whether assigning employees to certain tasks makes sense or whether outsourcing tasks is more cost-effective.

MIKE POLITO, BREC Commission chair and MAPP Construction CEO

DON KADAIR

A SHIP THAT WAS SINKING Interim Superintendent Janet Simmons, who came aboard in June 2025, describes an agency that had been operating in silos before she arrived—department heads didn’t communicate with one another, let alone collaborate with anyone outside of the organization. She brought in Velasquez as chief operating officer and Johanna Landreneau as interim chief human resources officer to help stabilize things, then set about fixing what she calls basic dysfunction. The transition team, she says, had to “plug a lot of holes in a ship that was on the way down” before it could even think about getting propulsion going again. Velasquez describes an organization where “so much was already there but nothing was getting implemented,” such as new project management software and better allocation of existing resources to park operations. Simmons switched on a

“Brooks brings a level of executive leadership that we are in desperate need of, not just at BREC, but in the parish.”

rapid-response system for answering public questions that had been built but never launched and corrected an HR process so slow—taking up to 90 days to hire someone—that BREC was routinely losing good candidates to other employers before it could make an offer. The team also focused on improving security, launching a 24/7 operations center that unites its existing camera network with law enforcement partnership providing real-time, data-driven oversight of its parks. The commission itself changed shape mid-transition, reshaped by

BUSINESS REPORT, September 2026 | BusinessReport.com

the Legislature after cities within East Baton Rouge Parish threatened to secede from BREC and take control of their own parks. Lawmakers ultimately rejected a move by Central to separate from BREC, as well as a push to dissolve the agency entirely and absorb its daily operations into the broader East Baton Rouge CityParish government. The final heavily amended version of House Bill 649 was signed into law as Act 391, restructuring BREC’s governance to give regional cities direct control over its leadership. The mayors (or their appointees)

of Central, Zachary, Baker and St. George as well as the mayor-president of Baton Rouge were given permanent seats. Other seats are appointed by the East Baton Rouge Metro Council. The state also required the new board to submit mandatory annual financial reports to the Legislature. “BREC had fallen behind on audits and was not providing the level of accountability taxpayers deserved,” says state Rep. Dixon McMakin. “At the same time, several municipalities did not feel adequately represented on the commission, which repeatedly

C O V E R S T O RY

fueled talk of breaking away from the system. We addressed both problems through restructuring.“ Evans, Central’s representative on the commission, says the new commissioners’ business and management expertise was invaluable in recruiting Williams. “We’re on fire at BREC,” he says. “I’m excited about the opportunities to advance the region’s quality of life with our parks. A rising tide lifts all ships and if BREC improves its delivery to all the parks, the parks in Central benefit.” At the direction of the new commission, BREC cut 100 positions before Williams even began his job—88 employees let go this year, plus vacant positions intentionally left unfilled since Dec. 1. That leaves a workforce of 923: 453 full time, 313 part time, 145 seasonal and 12 union. The goal, Simmons says, was to use taxpayer money more efficiently. That jobs scrutiny hasn’t ended. Williams can’t promise everyone who still has a job with BREC will keep it. “We will always look at workforce capacity,” he says. “If there are redundancies, do we need to reallocate, or do we need to look at whether we’ve become bloated in certain areas? There will be no such thing as automatic replacement if someone leaves. “We’re not an employment agency. We’re an institution tasked with a very specific mission. We must make sure we have a workforce composed of people who can do that and make sure we are deploying every dollar efficiently. Because for every employment dollar, that is a dollar that can’t go into the parks.”

The debate emerged as BREC developed a long-term master plan for City Park with design firm Sasaki. The goal is to expand the park’s appeal while preserving its historic character. Sasaki initially presented two options: Keep the golf course essentially intact while adding a walking and running loop and other improvements around it or shrink and redesign portions of the nine-hole layout to make room for trails, bike connections, gathering spaces and other familyoriented amenities. McMakin proposed a third approach: Preserve the full golf course while adding features such as a running track and renovated pool elsewhere in the park.

After meeting with McMakin, Joshua Brooks, a Sasaki principal, introduced a hybrid plan that combines elements of all three concepts at an Aug. 10 committee meeting and will present that plan at a public meeting on Sept. 17. The compromise retains a nine-hole, par-32 course but removes about 200 yards of play. “The compromise master plan is the closest BREC has come to the McMakin plan,” McMakin says, “but it is still weighed down by bad ideas that should have been abandoned long ago. Expanding an old bayou and dramatically altering a historic golf course are costly, impractical concepts that ignore what the surrounding community and the

residents of District 68 have made clear to me they want.” Brooks says the changes would cause relatively little disruption and allow easier, safer access to the park for non-golfers while introducing concessions to the park. “We are not paving over paradise or plugging every square inch with attractions,” Brooks says. “It’s a beautiful natural setting with some of the best topography and views in all of the city. Plans are advocating for ‘less is more,’ so there are more places to put down a blanket for a picnic and let the kids go wild.” Golfers and preservation advocates opposed the initial Sasaki proposals, arguing that the course is a historic asset, an affordable public

“Right now, [BREC is] legit broken. To say we’re award winning, I think that’s hogwash.” WADE EVANS, Central mayor and BREC Commission vice chair

DON KADAIR

THE GOLF COURSE: A MASTER PLAN COMPROMISE? The scrutiny isn’t limited to who works for BREC. Every acre the agency owns is getting a similarly hard look. One of the most contentious debates involves the future of the Historic City Park Golf Course, a nine-hole public course that has been part of City-Brooks Community Park—more commonly known as City Park—for a century and is one of Baton Rouge’s oldest recreational facilities. Daily-Report.com | BUSINESS REPORT, September 2026

C O V E R S T O RY

DARRYL HURST, Metro Council member, on the nine park properties BREC has put up for sale

DON KADAIR

“I would prefer that the parks stay with BREC, that they find uses for those parks that align with the needs of the community.”

Pepper

RUTLAND Defensive Team Captain, 1972 SEC All-Academic Team

Dylan

CARPENTER Defensive End, 2026

A Tradition of

2026 MMR All Academic Team

EXCELLENCE MMR is proud to recognize LSU student-athletes like Dylan Carpenter who excel on the field and in the classroom. James B. “Pepper” Rutland, MMR President & CEO, began his journey on the field, where discipline and determination shaped his career and MMR’s growth into the nation’s largest open-shop electrical and instrumentation contractor. Through MMR’s All-Academic Team, we’re recognizing the characteristics that define future leaders.

BUSINESS REPORT, September 2026 | BusinessReport.com

golf facility, a source of revenue and an important part of Baton Rouge’s identity. Supporters of the proposed changes argue that reducing the golf footprint could allow thousands more residents to enjoy the park each day. During a series of committee meetings over the summer, residents expressed their diverse opinions regarding whether to keep the golf course intact. History professor Tim Landry called redesigning the Tom Bendelow-designed course—one of the few Bendelow works on the National Register of Historic Places—the “height of presumption,” comparing it to an amateur artist repainting the Sistine Chapel. Proponents of change were also vocal. “A lot of my love for that place comes from seeing the potential,” said resident Antonia Andreski. The layouts currently under consideration are very similar to what already exists, she pointed out, noting that they favor golf course preservation over highly popular uses like walking and jogging.

C O V E R S T O RY

DATA P OI NT

PARKS ON THE MARKET

With 176 parks and roughly 6,600 acres under its control, BREC is taking a closer look at whether every property still fits its longterm needs. The commission has recently approved nine parks or park properties for potential sale, including some that have been considered obsolete for more than a decade. Here’s a look at the properties currently on the market and their appraised values.

Industriplex Park

$2,175,000 Cortana Place Park*

Blueberry Street Park

$650,000

$125,000

Dover Street Park

Belfair Park

$250,000

$30,000

Lanier Drive Park

Sharon Hills outparcel only*

$250,000

$25,000

Lafitte Hill*

Wenonah Street Park*

$225,000

$6,000

* Parks that have been on the obsolete list since 2012 and are now appraised for sale.

SI G

-N M 8A

-U

P N OO CAM

ALZBR.ORG

“It should be managed for everyone in the parish to enjoy. I want to have beautiful natural areas to run through. Miles of paths already exist but are off limits to everyone but golfers.” The park,s historic nature extends beyond golf. A pool at Brooks Park was built in 1945 by the United Negro Recreation Association in cooperation with the city when Black residents were prohibited by law from using the city’s other swimming facilities. At a July meeting, resident Edgar Cage argued that renovating the pool should be part of phase one of any master plan. “It hurts my heart to say it, but BREC has put more into the dog park and the dog owners than Brooks pool for Black children and the Black parents,” Cage said. Sasaki’s Brooks has urged making the western portion, including the pool, a phase one priority, calling it an area that had been “historically disinvested in.” Brooks says the revised plan represents a genuine attempt to bridge the competing visions. Polito agrees. “What Sasaki is

P & DON

Daily-Report.com | BUSINESS REPORT, September 2026

“Several municipalities did not feel adequately represented on the commission, which repeatedly fueled talk of breaking away from the system.” REP. DIXON MCMAKIN, R-Baton Rouge, on the need for Act 391, which restructured BREC's governance to give regional cities more direct control and prevent their secession

showing is a beautiful plan and a great compromise,” he says. “Anybody who says it’s still not good enough and that something has to be exactly as it was 100 years ago may be just a little bit greedy in their inability to compromise.” For Polito, the stakes extend beyond the golf course itself. He sees an opportunity to rethink how City Park, the nearby University Lakes and Milford Wampold Memorial Park function together. “The goal should be that when the parks are blended together, they should be the greatest civic asset in the state,“ he says. “It’s currently not, and it needs to be. We’re going to work hard with LSU and the city to figure out how to make that happen and get it right.” THE OBSOLETE-PARKS MATH The park-selling wave is another hotly contested piece of BREC’s turnaround, and it runs on a review process that predates this leadership team by more than a decade. Simmons says the criteria established in 2012 for declaring a park “surplus” include whether it is redundant, too small, noncontiguous, inaccessible, located where there is little demand for service or

is of insufficient public value to justify long-term maintenance costs. Simmons traces BREC’s legacy as the largest landowner in East Baton Rouge Parish partly to land donations during the 1970s and ’80s, when residents holding parcels gave them to BREC rather than pay taxes or maintain them. Some parcels are just one-tenth of an acre. “It may be a piece of grass with a tree on it that has never been used,” Williams says of how loosely “park” has been defined on BREC’s books. The agency, Simmons says, doesn’t have the resources to maintain the volume of land it has accumulated, and the surplus-parks process exists to stop carrying that burden indefinitely. Polito says that if a park is sold, the proceeds will stay in the same service area. A park sold in an area with 10 other parks, for example, would generate money for capital improvements to those remaining parks. Not everyone agrees the process is working as intended. Dadrius Lanus, a school board member from north Baton Rouge, says park closures are being decided with minimal community notice while youth programs are

BUSINESS REPORT, September 2026 | BusinessReport.com

losing facilities in neighborhoods that don’t have the standing—or the news coverage—that the golf course commands. Where City Park draws sustained public debate, he argues, park closures elsewhere have moved from “step one to step 10 overnight.” “There also seems to be a concerted effort for St. George to get what they want, while on the north side that isn’t the case,” he says. Velasquez contends the process itself breeds confusion. Staff first identify and recommend a park closure to the commission. If the commission agrees, it drafts an ordinance for the sale of the park. At that point, BREC must seek public input before having a final vote and listing the property for sale. That distinction, he says, often gets lost, forcing BREC to explain what is happening several steps into the process. District 5 Metro Council member Darryl Hurst, following a contentious March meeting about closing several north Baton Rouge parks, says he met with commissioners and reached a compromise that allowed the community to partner with churches and other groups to try to save several of them.

THE ASSOCIATED PRESS/POOL

C O V E R S T O RY

“BREC, in a response to the outcry of the community, I believe they responded well,” he says. But Hurst believes north Baton Rouge has been unfairly targeted and inadequately warned about potential closures. Adequate notice, he says, would require more than a press release, including knocking on doors, distributing fliers and posting visible signs, much like the messaging behind a political campaign. Polito concedes BREC could have done better and says regular quarterly community meetings will help. “We’ve been doing a better job now,” he says. Hurst would prefer the parks slated for closure remain under BREC’s jurisdiction. “At the end of the day, I hate to say it, we’re given oranges and asked to make lemonade. I would prefer that the parks stay with BREC, that they find uses for those parks that align with the needs of the community. But if the alternative is to close them and if organizations can provide proper maintenance, let’s find the solution to ensure those parks don’t leave those communities. “We want to work with BREC, churches and nonprofits to provide the best and highest use for the people of this parish.” Lanus and Hurst also object to how BREC gauged usage by tracking cellphones with geofencing. They say that method may not fairly capture activity in a part of the city where residents have difficulty maintaining electricity, let alone reliable cellphone and internet service. Hurst says he isn’t opposed to closing parks in his district but believes some slated for closure are being used or could be useful with minimal upkeep. “There was one in my district that was in a wooded area, and it made no sense as a park,” he says. “There are some places I believe do need to go away, but some of these active parks are different than undeveloped areas that BREC happens to own.” THE FUTURE During a July commission meeting, Polito congratulated the interim team on turning a

Issue Date: Sept 2026 Ad proof #1

C O V E R S T O RY

problematic culture around, saying he senses a new attitude of pride among BREC staff he encounters. Polito also says he has observed improved maintenance of parks. “Not great, not there yet, but the facilities are cleaner. I think they are doing better with fewer people, that the efficiency probably has improved. But I think efficiency has a long way to go.” Polito describes Williams as the perfect fit for the challenges that lie ahead. “Brooks brings a level of executive leadership that we are in desperate need of, not just at BREC, but in the parish,” Polito says. “When the leadership of the parish—whether business leaders, philanthropic leaders or political leaders—get together, he ought to be there. Because if BREC is going to be the quality-of-life leader, we need to be in the town halls to understand what the community’s needs are.”

Williams understands the importance of getting BREC to operate as a team player in the community—open to public-private partnerships rather than trying to go it alone. His own experience as a city manager, he says, is in bringing together disparate city functions— permitting, development, police, fire, utilities, parks—into “a functioning whole,” and he sees the same challenge here, both within BREC’s departments and in its relationship to the community. Williams spent much of his first week in a conference room, immersed in meetings with the BREC leadership team and “itching,” he says, to get out of the office and see how things were going. By the end of that week, he was ready to begin the hands-on work the job requires, or, as he put it colloquially, “It’s time to get into the rat killing.”

ASK THE

EXPERT

BANKING

SONNY ALDRIDGE CEO

How are scammers targeting businesses today? Fraudsters are becoming increasingly sophisticated and often target businesses through email phishing attacks, business email compromise schemes, fraudulent invoices, wire transfer requests, and altered or counterfeit checks. Many scams appear legitimate and are designed to trick employees into transferring funds, sharing sensitive information, or bypassing established internal controls.

What are some warning signs business owners should watch for? Be cautious of unexpected requests involving payments, wire transfers, banking changes, account credentials, or sensitive company information. Messages that create urgency, pressure employees to act quickly, or attempt to circumvent approval processes should raise immediate concern. When something seems unusual, verify the request through a trusted phone number or known contact before taking action.

A TRANSFORMATION OF TWO PARKS

Howell Community Park and Erie Street Park, both completed and opened in 2025, brought new recreation, gathering spaces and green amenities to north Baton Rouge. The $8 million redevelopment of Howell includes a 15,500-square-foot recreation center, swimming pool, playground, pavilion, game room, senior programming space and meeting and event areas. The park is also home to the Inspiration Center, a multiuse facility developed by the Louisiana Law Enforcement and Criminal Justice Foundation to use technology, education, athletics and mentorship to engage young people while providing services for families. Erie Street Park transformed formerly blighted land off Plank Road into an eco-friendly pocket park with a shaded pavilion, garden boxes, native landscaping and stormwater management features.

What can businesses do to reduce their risk of fraud? Strong internal controls, employee education, multi-factor authentication, and routine account monitoring are essential safeguards. Businesses should also consider fraud prevention tools like Positive Pay, which helps identify potentially fraudulent or altered checks before they clear an account. At United Community Bank, we work closely with business owners to help identify fraud risks and provide solutions that protect their operations and financial assets. The best defense is a proactive one. Taking a few extra steps to verify transactions today can help prevent significant financial loss tomorrow.

GREATER BATON ROUGE | BAYOU REGION RIVER PARISHES | THE NORTHSHORE 866.505.3736 | WWW.UCBANKING.COM Daily-Report.com | BUSINESS REPORT, September 2026

The Stories Behind the Region’s Most Influential Leaders Featured VOICE

Chuck Daigle CEO, Ochsner Baton Rouge and Lake Charles Full interview coming soon!

Presented by

Voices of the Capital Region is Business Report’s video series featuring influential leaders who share the experiences, decisions and lessons that shaped their careers. Discover the stories behind the titles and gain valuable insights from the people helping move our region forward.

SPECIAL ADVERTISING SECTION

CANCER

CONNECTION 2026 GUIDE TO CANCER CARE IN THE CAPITAL REGION Explore the latest advancements in treatment and diagnosis, and meet the specialists who have dedicated their lives to leading the journey to recovery.

SPONSORED CONTENT SPONSORED BY:

Listening To Your Body: What Every Woman Should Know About Endometrial Cancer

ndometrial cancer doesn’t often make headlines. Many women are familiar with breast, ovarian or cervical cancer, but far fewer have heard much about cancer of the uterine lining, known as endometrial cancer. That lack of awareness is exactly what Gabrielle M. Hawkins, MD, a gynecologic oncologist at Woman’s Hospital, wants to change. “Endometrial cancer is actually the most common cancer that we treat,” Dr. Hawkins explains. “You don’t hear as much about it as ovarian or cervical cancer, but it is the No. 5 cause of cancer-related deaths in women.”

KNOW THE SYMPTOMS One of the clearest warning signs is also one of the most often ignored: bleeding after menopause. “When your period goes away, it does not come back,” says Dr. Hawkins. “Any bleeding after menopause is abnormal and needs to be evaluated.” For women who have not yet gone through menopause, abnormal bleeding (very irregular periods, very heavy bleeding or long gaps without periods) should also prompt a visit to a provider. In addition to bleeding, Dr. Hawkins urges women to pay attention to persistent: • • •

Pelvic or abdominal pain Bloating Feeling full quickly when eating

If these symptoms continue for more than about two weeks, it’s time to get them checked. Certain women face a higher risk, including older women and those who are overweight or obese. But Dr. Hawkins notes that she is increasingly seeing younger patients with endometrial cancer as well, which makes awareness even more critical.

HOW ENDOMETRIAL CANCER IS DIAGNOSED AND TREATED Endometrial cancer is usually diagnosed with an endometrial biopsy, a procedure that samples the lining of the uterus. This can often be done in the office; in other cases, it’s performed in the operating room. The good news: because abnormal bleeding often appears early, many women are diagnosed at an early stage. About 70% of patients can be treated with surgery alone, which typically includes removing the uterus, cervix, fallopian tubes, ovaries and sampling lymph nodes. Depending on the stage, some women may also need radiation or chemotherapy.

A LESS INVASIVE FUTURE FOR DIAGNOSIS At Woman’s Hospital, Dr. Hawkins and her team are participating in a research study that could make the diagnostic process less invasive and more comfortable. An independent company is testing whether a vaginal swab can detect endometrial cancers and precancers. Patients who already have a diagnosis and choose to participate provide samples that will help validate the test. “We don’t have a screening test for endometrial cancer,” Dr. Hawkins says. “If this swab is validated, it could help us identify who needs further tissue sampling and who may not, and it could make that first step much less invasive and frightening for patients.”

Beyond comfort, she believes a less invasive test could lower barriers to care for women who are afraid of biopsies, anesthesia or the idea that a biopsy might “spread” cancer – a myth she hears frequently.

GABRIELLE HAWKINS, MD

THE TAKEAWAY: DON’T IGNORE ABNORMAL BLEEDING For Dr. Hawkins, the most important message is simple and urgent: do not ignore abnormal bleeding. “Postmenopausal bleeding is never normal,” she emphasizes. “Abnormal bleeding at any age needs to be evaluated. And if your concerns are dismissed, don’t stop until you find a provider who takes your symptoms seriously.” She also encourages women, especially as they get older, to keep their annual gynecologic visits, even if they’ve been told they no longer need Pap tests. Those appointments are an opportunity to talk about symptoms that might seem easy to brush off but could save a life. Daily-Report.com | BUSINESS REPORT, September 2026

SPECIAL ADVERTISING SECTION

MEET THE CANCER SPECIALISTS These Capital Region caregivers work on the front lines of modern medicine’s most complex challenges. Who are they, and what makes them tick?

Issue Date: Sept 2026 Ad proof #1 • Please respond by e-mail or phone with your approval or minor revisions. • AD WILL RUN AS IS unless approval or final revisions are received within 24 hrs from receipt of this proof. A shorter timeframe will apply for tight deadlines. • Additional revisions must be requested and may be subject to production fees.

MICHAEL J. CASTINE, III, MD

MEDICAL ONCOLOGIST AND HEMATOLOGIST The Hematology/Oncology Clinic

MY SPECIALTY AND HOW I CHOSE IT: I treat a wide range of cancer types with the latest treatments, including immunotherapy and BiTE therapy, in our offices in Zachary and Alexandria.

CANCER CARE CHALLENGES & REWARDS: The most challenging aspect of cancer care is financial toxicity and payer denials. We sometimes have to take cases to judicial review, and we have never lost, which suggests payers are using denials to delay treatment. The most rewarding is the emergence of treatments that have greatly prolonged life for incurable cancers and cured more serious ones.

TREATMENT ADVANCEMENTS THAT EXCITE ME: The most exciting aspect is the exponential growth of immunotherapies, along with the depth of testing we now use to apply therapy and monitor disease relapse.

MY ADVICE FOR REDUCING CANCER RISK: It comes down to healthy living: a healthy diet, portion control, weight control, exercise and avoiding tobacco. Cancer screenings are key, because you cannot outrun age or your genes, and early detection remains critical to a cure.

FAVORITE WAY TO UNPLUG: My escape: outdoors. I spend so much time on the microscopic details thru work that I find gratitude in the macroscopic things of God’s creation through physical presence and spiritual prayer.

RENEE A. COWAN, MD

GYNECOLOGIC ONCOLOGIST Woman’s Hospital

MY SPECIALTY AND HOW I CHOSE IT: I specialize in the clinical and surgical care of women with cancers affecting the female reproductive system. I have a passion for women’s health and helping care for women during one of the most vulnerable times of their lives.

CANCER CARE CHALLENGES & REWARDS: Death is the hardest part of my job, yet helping my patients navigate the end of life can also be deeply rewarding. Coming to terms with our shared mortality is difficult, but guiding someone to live a life full of love, laughter and autonomy until the end makes it deeply fulfilling.

MY ADVICE FOR REDUCING CANCER RISK: I would love to see members of our community take charge of their health. Regular exercise and good nutrition go a long way in helping prevent lifestyle-related diseases. Staying as healthy as possible also helps you weather an unexpected illness, like cancer, much more effectively if it occurs.

FAVORITE WAY TO UNPLUG: I love food, exercise and travel! Exploring new places, staying active and trying new foods are my favorite ways to recharge outside of work.

Daily-Report.com | BUSINESS REPORT, September 2026

SPECIAL ADVE RTISI NG SECTION

CECILIA M. CUNTZ, MD

ANDREW FAUCHEUX, MD

MY SPECIALTY AND HOW I CHOSE IT:

I am a breast surgical specialist taking care of women with breast cancer. After 10 years of general surgery, I decided to focus on the care of women, specifically women who developed breast cancer. It has been almost 20 years in this field, and it continues to be a very rewarding career.

My practice encompasses general medical oncology with a specialized clinical focus on thoracic, gastrointestinal, breast and genitourinary malignancies, as well as benign hematology. Guiding individuals through complex diagnoses with personalized, evidence-based therapies and compassionate communication is the foundation of my practice.

BREAST SURGICAL SPECIALIST Woman’s Hospital

CANCER CARE CHALLENGES & REWARDS: The most challenging aspect is alleviating fears that patients have regarding their breast cancer diagnosis and treatment. The most rewarding is walking alongside my patients through what can be a difficult and emotional journey.

MEDICAL ONCOLOGIST AND HEMATOLOGIST Mary Bird Perkins Cancer Center

CANCER CARE CHALLENGES & REWARDS: The most rewarding aspect is empowering patients and families through education, explaining a daunting diagnosis to bring clarity and peace of mind during a vulnerable time. The most challenging element is navigating disease progression or loss.

TREATMENT ADVANCEMENTS THAT EXCITE ME: The advancements in breast cancer diagnosis and treatment that most excite me are the new molecular targeted therapies, immunotherapies and chemotherapy treatments. We are seeing longer-term survival rates with advanced breast cancers. In some cases, breast cancer is becoming a chronic disease that can be managed over time.

MY ADVICE FOR REDUCING CANCER RISK: Maintaining a healthy lifestyle can help reduce cancer risk. That includes exercising daily and eating unprocessed foods with little to no added sugar. For many breast cancer patients, a Mediterranean-based diet is a healthy approach.

FAVORITE WAY TO UNPLUG: I enjoy traveling with family and friends and experiencing different parts of our country and the world.

BUSINESS REPORT, September 2026 | BusinessReport.com

TREATMENT ADVANCEMENTS THAT EXCITE ME: I am excited about breakthroughs in immune checkpoint inhibitors, next-generation sequencing to identify actionable genomic alterations, and circulating tumor DNA for liquid biopsies and minimal residual disease monitoring in gastrointestinal cancers like colon cancer. These innovations allow us to deliver highly tailored, effective therapies across solid tumor malignancies while minimizing toxicity and optimizing outcomes.

MY ADVICE FOR REDUCING CANCER RISK: Proactive prevention and early detection are our strongest tools against cancer. Engaging in routine, age-appropriate cancer screenings allows us to detect precancerous changes early. Lifestyle choices also make a profound difference. Maintain a balanced, whole-food diet, stay active, avoid tobacco, limit alcohol consumption and protect your skin with daily sunscreen.

Issue Date: Sept 2026 Ad proof #2 • Please respond by e-mail or phone with your approval or minor revisions. • AD WILL RUN AS IS unless approval or final revisions are received within 24 hrs from receipt of this proof. A shorter timeframe will apply for tight deadlines. Additional revisions must be requested and may be subject to production fees. SPECIAL ADVE RTISI•NG SECTION Carefully check this ad for: CORRECT ADDRESS • CORRECT PHONE NUMBER • ANY TYPOS This ad design © Melara Enterprises, LLC. 2026. All rights reserved. Phone 225-928-1700

LINDSEY FAUVEAU, MD, FACS

BREAST SURGICAL ONCOLOGIST, MEDICAL DIRECTOR Woman’s Hospital

MY SPECIALTY AND HOW I CHOSE IT: I provide surgical expertise in the treatment of breast cancer. Breast cancer surgery is a unique blend of skilled precision and the art of anatomic sculpting, which piqued my interest in surgical residency.

CANCER CARE CHALLENGES & REWARDS: The answer to both questions is the journey. I am with my patients through the highs and the lows. Simply delivering the news that someone has breast cancer is challenging, but the ability to sit with them in their grief, help them through surgery and meet them on the other side of survivorship is a blessing. The reward is that I am constantly reminded not to sweat the small stuff and practice gratitude every day.

TREATMENT ADVANCEMENTS THAT EXCITE ME: I am most excited about the emergence of decision-making tools that help with the multi-disciplinary approach to cancer treatment.

MY ADVICE FOR REDUCING CANCER RISK: Staying current on recommended cancer screenings is of the utmost importance. This includes starting screenings at the appropriate age and based on individual risk, not only for breast cancer but all cancers. Screenings may not prevent cancer, but they can help detect cancers earlier.

FAVORITE WAY TO UNPLUG: I just learned how to play Mahjong and pickleball. But my favorite escape is reading, especially enjoying my book club’s monthly picks.

BRIAN HALBERT, MD

GENITOURINARY MEDICAL ONCOLOGIST Ochsner MD Anderson Cancer Center

MY SPECIALTY AND HOW I CHOSE IT: Genitourinary medical oncology is an inspiring discipline because we are uniquely able to provide so much help to patients in so much need. Regardless of the stage or cancer treatment plan, there is always some meaningful action that can significantly improve any cancer patient’s life, and our job is to find that in every interaction. In addition, the science of oncology is fascinating and rapidly growing.

CANCER CARE CHALLENGES & REWARDS: The individual strength each patient brings is truly inspiring and a joy to see every day. However, I think we can all see our own mortality in our patients sometimes, and that is certainly challenging. As a young parent, I can envision the same sorts of struggles that parents and their children encounter in my office.

TREATMENT ADVANCEMENTS THAT EXCITE ME: Antibody drug conjugates, particularly in combination with immunotherapy, have redefined the prognosis of metastatic bladder cancer. I am very interested in seeing how further targeted antibody drug conjugates and the next generation of newer immunotherapy drugs can push the envelope toward a true cure for previously incurable cancers.

MY ADVICE FOR REDUCING CANCER RISK: Know who your primary care doctor is, and listen to her advice!

FAVORITE WAY TO UNPLUG: I love to cook for my family and friends, but I also tremendously enjoy spending time with my family, playing board games, golfing, boating, playing pickleball or my newest hobby of the week.

Daily-Report.com | BUSINESS REPORT, September 2026

Issue Date: Sept 2026 Ad proof #1

Issue Date: Sept 2026 Ad proof #2

SPECIAL ADVE RTISI NG SECTION

GABRIELLE HAWKINS, MD

GYNECOLOGIC ONCOLOGIST Woman’s Hospital

ERIN A. HEITMAN, MD

UROLOGY FMOL Health | Our Lady of the Lake Cancer Institute

MY SPECIALTY AND HOW I CHOSE IT: MY SPECIALTY AND HOW I CHOSE IT: I take care of women who have cancers of the female reproductive system. Early on in my medical education, I was very interested in focusing on women’s health, which ultimately led me to OB/GYN. During my residency, I gravitated toward the field of gynecologic oncology because I enjoyed the mix of clinical medicine and complex surgery. The field is also unique in that we perform surgeries and direct chemotherapy treatments. The ability to personalize care and provide long-term support to women is extremely rewarding.

CANCER CARE CHALLENGES & REWARDS: Building relationships with patients and their families is the most rewarding aspect of my job.

CANCER CARE CHALLENGES & REWARDS: Every cancer journey is unique, which makes personalized care both the most challenging and rewarding part of oncology. It is in the individualized approach that I find I have the biggest impact on my patients’ lives.

TREATMENT ADVANCEMENTS THAT EXCITE ME: I am excited by recent advances in bladder cancer treatment. Innovations such as localized drug-delivery devices and novel gene therapies have improved oncologic outcomes while also making the treatment experience better for patients.

MY ADVICE FOR REDUCING CANCER RISK:

I encourage everyone to live an active lifestyle, maintain a healthy weight and eat a healthy, balanced diet. Make sure to see your doctor regularly for preventive care and discuss screenings that are recommended as you age. Establishing a long-term, personal relationship with your doctor is important because it can help identify and address health concerns sooner rather than later.

While many people are aware that tobacco use is a risk factor for lung cancer, fewer realize that it also significantly increases the likelihood of developing bladder and kidney cancer. Tobacco exposure also contributes to more aggressive forms of prostate cancer. That is why I encourage every patient to consider tobacco cessation as an important step toward protecting their health and supporting their overall cancer care journey.

FAVORITE WAY TO UNPLUG:

I enjoy spending time with my family, traveling, running and reading.

I specialize in genitourinary malignancies with a focus on treating kidney, bladder and prostate cancers because this is where I make a meaningful difference in the lives of my patients.

BUSINESS REPORT, September 2026 | BusinessReport.com

My favorite way to relax is to spend time outside with my dogs every day. I also love to wind down in the evening while enjoying a home-cooked meal made by my husband.

Issue Date: Sept 2026 Ad proof #2

Issue Date: Sept 2026 Ad proof #3

SPECIAL ADVE RTISI NG SECTION

RALPH MILLETT IV, MD

HEMATOLOGIST AND THORACIC MEDICAL ONCOLOGIST Ochsner MD Anderson Cancer Center

MY SPECIALTY AND HOW I CHOSE IT: I am a hematologist and medical oncologist. My research and clinical focus is thoracic medical oncology, meaning treatment of cancers located in the chest.

CANCER CARE CHALLENGES & REWARDS: In my fourth year, I was working with a breast oncologist. It was my first exposure to clinical oncology. I really enjoyed the science behind it, and I developed a respect for what it meant to have these longitudinal relationships with patients, recognizing that I could help people both with their disease and with the emotional and mental challenges that come with it.

TREATMENT ADVANCEMENTS THAT EXCITE ME: I’m most excited about advances in precision treatment for lung cancer, particularly improving the effectiveness of immunotherapy to guide targeted treatment, and incorporating systemic therapies into care for patients with resectable non-small cell lung cancer.

MY ADVICE FOR REDUCING CANCER RISK: Don’t smoke. Quit if you do, and get screened if you’re at high risk, especially for inherited cancer risks through genetic testing.

FAVORITE WAY TO UNPLUG: Spending time with friends and family.

JAMES S. MORRIS, MD

UROLOGY, ROBOTIC SURGERY FMOL Health | Our Lady of the Lake Cancer Institute

MY SPECIALTY AND HOW I CHOSE IT: I specialize in the surgical treatment of prostate, kidney and bladder cancers, with a particular focus on minimally invasive and robotic surgery. I was drawn to urologic oncology because it allows me to combine leading-edge technology with the opportunity to make a meaningful difference in a patient’s life.

CANCER CARE CHALLENGES & REWARDS: One of the greatest challenges in cancer care is helping patients and their families navigate the fear and uncertainty that often accompany a diagnosis. Helping someone navigate a cancer diagnosis, complete treatment and return to the people and activities they love is one of the most rewarding aspects of my work.

TREATMENT ADVANCEMENTS THAT EXCITE ME: Advances in imaging, targeted biopsies, genomic testing and robotic surgery allow us to diagnose and treat cancers with greater accuracy while reducing the impact of treatment on patients’ daily lives. I’ve personally had the privilege of helping establish some of Baton Rouge’s first robotic surgery programs and performing the first robotic procedures at several local hospitals.

MY ADVICE FOR REDUCING CANCER RISK: The basics still matter tremendously: avoid tobacco, maintain a healthy body weight, exercise regularly, eat a balanced diet and know your family history. Staying current with recommended screenings is equally important because early detection often leads to more treatment options and better outcomes.

Daily-Report.com | BUSINESS REPORT, September 2026

Issue Date: Sept 2026 Ad proof #2

SPECIAL ADVE RTISI NG SECTION

DAVID OSAFO, MD

JAMIE B. PATTERSON, MD, FACOG

MY SPECIALTY AND HOW I CHOSE IT:

I am board certified in hematology, medical oncology and internal medicine. Based on my 20 years of experience in oncology practice, my clinical interests include hematologic malignancies, all solid tumors and complex hematologic conditions. I earned my medical degree from Kwame Nkrumah University of Science and Technology in Ghana then completed my residency in internal medicine and a fellowship in hematology and oncology at Stroger Hospital of Cook County in Chicago. I am a member of the American Society of Clinical Oncology, the American Society of Hematology and the American College of Physicians.

My training and work emphasize oncoplastic techniques, combining standard cancer surgery with reconstructive techniques to maintain or even improve the natural appearance of the breast. However, my inspiration truly comes from my patients. My first breast cancer patient was a young new mother with advanced disease. The memory of her fighting not just for herself, but for her new family, will always stay with me. I consider it a privilege to support women like her and to be part of their stories.

CANCER CARE CHALLENGES & REWARDS:

I think the emotional impact of our work with cancer patients is both the most challenging and the most rewarding. Giving someone difficult news is delicate and unfortunately never gets easier. But providing hope, getting to know their families and seeing their smiles after treatment are some of the best rewards of what I do.

HEMATOLOGY ONCOLOGIST Ochsner MD Anderson Cancer Center

The most challenging aspect would be talking to someone who has led a healthy lifestyle but is faced with the disappointment of a cancer diagnosis. The most rewarding by far is sharing the joy of a patient at the end of a treatment course when they’re in remission.

TREATMENT ADVANCEMENTS THAT EXCITE ME: I’m excited by genetic mutational analyses that allow us to offer targeted therapy, which supports our commitment to providing patient-centered cancer care and personalized treatment plans.

MY ADVICE FOR REDUCING CANCER RISK: Avoid known carcinogens, such as cigarette smoking, and follow age-appropriate screening recommendations.

FAVORITE WAY TO UNPLUG: I enjoy physical outdoor activities like running in cool weather, cycling and golfing, or getting into a good Netflix series.

BUSINESS REPORT, September 2026 | BusinessReport.com

BREAST SURGICAL ONCOLOGIST Woman’s Hospital

CANCER CARE CHALLENGES & REWARDS:

TREATMENT ADVANCEMENTS THAT EXCITE ME: I am most excited about the trend toward more personalized cancer treatment and the team-based approach to care. Each cancer is as unique as the person it affects, so everyone deserves a comprehensive yet individualized approach. As treatments become more complex, it takes a team of specialized doctors and other health care professionals to coordinate all the care a patient may need.

FAVORITE WAY TO UNPLUG: A good book, preferably on a lounge chair with a nice view, is my favorite way to slow down and recharge.

Issue Date: Sept 2026 Ad proof #2

SPECIAL ADVE RTISI NG SECTION

MARK POSNER, MD

UROLOGY FMOL Health | Our Lady of the Lake Cancer Institute

MY SPECIALTY AND HOW I CHOSE IT: I care for patients with cancers of the urological system, including kidney, bladder, ureter, prostate, penile and testicular cancers. This specialty allows me to combine advanced cancer care with meaningful, long-term relationships that help patients navigate some of life’s most challenging moments.

STEPHEN “RANDY” VICK, MD

UROLOGY, ROBOTIC SURGERY FMOL Health | Our Lady of the Lake Cancer Institute

MY SPECIALTY AND HOW I CHOSE IT: I treat all urologic cancers including renal, prostate, bladder and testicular. My journey began with my father, who also practiced urology and inspired my passion for the specialty. Today, I have the privilege of working alongside my wife, a physician assistant, and I hope one day to practice with some of my sons who are pursuing careers in medicine.

CANCER CARE CHALLENGES & REWARDS: I enjoy collaborating with other specialists to develop the best treatment plan for each patient, especially those facing complex or advanced cancers. Working closely with the primary care physician as well as radiation, medical, surgical and other oncology specialists helps provide coordinated care and a better patient experience.

TREATMENT ADVANCEMENTS THAT EXCITE ME: New genetic testing that allows us to select therapies tailored to each patient’s specific cancer is very exciting. Innovative bladder cancer treatments, like instilling chemotherapy agents directly into the patient’s bladder, seem to be very promising. Continued advancements in robotic and minimally invasive surgery are also helping patients recover more quickly and return to their daily lives sooner.

MY ADVICE FOR REDUCING CANCER RISK: Stop smoking. Smoking is linked to several types of cancer, including many cancers of the urinary system. Quitting tobacco, at any stage, can have meaningful benefits for both overall health and cancer prevention.

CANCER CARE CHALLENGES & REWARDS: Helping patients and their families navigate the uncertainty that often comes with a cancer diagnosis is both one of the most challenging and most rewarding aspects of my work. Every person responds differently to difficult conversations and treatment decisions, and it is a privilege to support patients during such a vulnerable time.

TREATMENT ADVANCEMENTS THAT EXCITE ME: Advances in imaging, genetic and molecular testing, minimally invasive robotic surgery and targeted therapies are helping us detect cancer earlier and tailor treatment to each patient’s unique needs. In urologic oncology, it is exciting to see treatments become increasingly precise while also preserving quality of life, which is an important part of achieving the best possible outcome for our patients.

MY ADVICE FOR REDUCING CANCER RISK: One of the most important steps people can take is being proactive about their health. Staying current with recommended cancer screenings and understanding your family health history can help identify risks earlier and support timely care. While not every cancer can be prevented, healthy lifestyle choices and appropriate screening can make a significant difference.

Daily-Report.com | BUSINESS REPORT, September 2026

N E W S G R O W T H S T R AT E GY

Who owns Louisiana flavor?

BY DILLON LOWE

There’s more than one way to turn a homegrown brand into a household name. BEFORE SLAP YA MAMA was stocked in grocery stores across all 50 states, the Walker family mixed its seasoning in a glass pickle jar. The recipe started with a complaint. Customers at the family’s Ville Platte convenience store thought the food was too salty, so Anthony “T.W.” Walker began experimenting with his own Cajun seasoning blend. Jack Walker

remembers sitting around the kitchen table while his father tinkered with the ingredients, then rolling the pickle jar back and forth with his brother to mix larger batches. Eventually, customers wanted to take the seasoning home. The family bought cheap salt-and-pepper shakers, filled them and sold them for a dollar apiece. Three decades later, the

equipment—and the stakes— are considerably larger. Slap Ya Mama sells through major national retailers and is pushing farther into international markets. Still, the company remains 100% family owned and operated. Other established Louisiana brands have arrived at similar inflection points and made different decisions. Community Coffee remains

in the Saurage family after more than a century but has long entrusted its day-to-day leadership to executives from outside the family. Louisiana Fish Fry, meanwhile, passed from family ownership into private equity. Their stories trace three distinct paths a homegrown brand can take as it matures. Each path, the companies say, comes with its advantages.

Who owns what? Louisiana’s best-known food brands span the ownership and management spectrums. Blue Plate Mayonnaise Owned by family-owned-and-operated Reily Foods

Blue Runner Family owned and operated

Camellia Brand Family owned and operated

Community Coffee Family owned; led by nonfamily executives

Crystal Hot Sauce Family owned and operated

Hola Nola Owned and operated by former Zapp’s executives

Louisiana Fish Fry Owned by private equity firm MidOcean Partners

Louisiana Hot Sauce Owned by private equity-owned Summit Hill Foods

Manda Fine Meats Family owned and operated

Slap Ya Mama Family owned and operated

Tabasco Family owned; led by its first nonfamily CEO

Tony Chachere’s Family owned and operated

Zapp’s Potato Chips Owned by Utz Quality Foods, a subsidiary of publicly traded Utz Brands

Zatarain’s Owned by publicly traded McCormick

BUSINESS REPORT, September 2026 | BusinessReport.com

N E W S G R O W T H S T R AT E GY

Slap Ya Mama keeps it in the family FOR SLAP YA MAMA, growth hasn’t meant changing the family-business formula. Jennifer Walker still owns 100% of Walker & Sons, the parent company, and T.W. Walker remains president. Their sons, Jack and Joe, serve as co-CEOs, and Joe’s wife, Tana, handles finances and HR. Beyond a nonfamily director of sales, the company’s leadership remains firmly in family hands. That has not kept the brand small. After Jack and Joe graduated from LSU and moved back home to take over the business in 2007, they began traveling to national and international food shows, gradually winning over grocery buyers and expanding distribution beyond the South. Today, Slap Ya Mama’s products can be found on the shelves of major retailers like Walmart, Albertsons and Kroger across all 50 states. Its international business is beginning to gain traction, with the company having recently pushed into markets as far from Ville Platte as Dubai. According to Jack, remaining family owned and operated has helped the company preserve the authenticity that fueled its growth in the first place. “I think it allows us to be true to ourselves,” he says. “You’re still getting that authentic product that we initially created. We really put in a lot of time and effort when we’re developing products. We want to make sure that when we do something, it’s reflective of who we are, our culture, our heritage. And I think keeping it family owned allows us to really control that.”

Private equity firms and other potential buyers have come knocking, but the Walker family has no immediate plans to sell.

navigate those waters.” So far, the family appears willing to accept that learning curve. Jack says private equity firms and other potential buyers have come knocking—“more than I was anticipating,” he says—but the Walkers have no immediate plans to sell. “We definitely plan to stay family owned and operated for the foreseeable future,” Jack says. “We feel like we have a lot left to build and a lot left to give before we want to turn anything over.”

DON KADAIR

The arrangement does come with trade-offs. Jack readily acknowledges that neither he nor his brother came up through corporate America, leaving them to learn the ins and outs of running a business as they go. “We don’t come from a history of corporate executives or anything,” he says. “There’s a big learning curve that we face on a regular basis. If we had a professional CEO come in or something like that, I think it would be easier for them to

Daily-Report.com | BUSINESS REPORT, September 2026

N E W S G R O W T H S T R AT E GY

Community Coffee separates ownership from leadership COMMUNITY COFFEE HAS taken a hybrid approach to operations. The Saurage family still owns the company founded by Henry Norman “Cap” Saurage in Baton Rouge in 1919, and five generations of the family have now been involved in the business. But the family has long drawn a distinction between owning the company and managing it. Community has had nonfamily leadership at the president and CEO level off and on since 1989, according to fourth-generation owner and board chair Matt Saurage, and family members are a minority on the company’s board. “We recognize that there’s a difference between ownership and leadership, and we want to ensure the best leadership is in place at all levels,” Saurage says. “And that may or may not be a Saurage.” Today, that leadership includes President and CEO Tom Corley, who joined Community in 2024 and previously held leadership roles at General Foods and Kraft Heinz, and Chief Commercial Officer Kristi Crump, who joined Community in 2025 and previously held leadership roles at Amazon and TikTok. Saurage says bringing in executives

BUSINESS REPORT, September 2026 | BusinessReport.com

with that kind of experience is essential to competing with much larger national and international players. “We compete with the largest coffee brands in the world, and we call on the largest retailers in the world to sell our coffee, so we expect top talent,” he says. “Bringing in people from the outside—the top executives like Tom and Kristi—is part of our growth strategy. It allows us to represent the brand in the way it needs to be represented at the very highest levels of that type of arena.” Crump’s role offers a glimpse of what that outside expertise looks like in practice. She brought lessons she learned at Amazon and TikTok to Community’s e-commerce and marketing strategies, and as a result, the company is now relying more heavily on trends in consumer data and producing more “authentic” consumer-facing content. “What I saw at Amazon, but then of course tenfold when I moved to TikTok, is how authentic content from a great brand or a great family really resonates with consumers,” Crump says. The family, meanwhile, reserves exclusive control over only two decisions: whether the company is sold and how much capital

Community Coffee owner and chair Matt Saurage insists a sale of Community Coffee is “categorically ruled out.”

is allocated to the company. Beyond that, the board and management are given broad autonomy. Last year, Community saw double-digit e-commerce sales growth—much of it coming from outside the South—as well as doubledigit brick-and-mortar sales growth. The company’s brick-and-mortar retail footprint has now expanded beyond the Gulf South into the Carolinas, Kansas, Missouri and Oklahoma. When asked whether the company’s growth might ever lead the family to consider a sale, Saurage leaves little room for doubt. “It’s categorically ruled out,” he says. “There’s no consideration, need, desire or tolerance for that. I’d rather run a smaller company that’s family owned than lose my company to outside interests.” He offers a similarly straightforward answer when asked whether the company’s growth might ever lead it to relocate its Baton Rouge headquarters. “This is our home,” he says, noting that the company is building out its local infrastructure with a new manufacturing and distribution facility in West Baton Rouge. “The office is within a mile of my parents’ house. This is where the action is.”

N E W S G R O W T H S T R AT E GY

How private equity is reshaping Louisiana Fish Fry LOUISIANA FISH FRY has traveled further from its familial roots. The company, headquartered in Baton Rouge, was family owned for decades before the Pizzolato family sold it to Texas-based Peak Rock Capital in 2018. New York-based MidOcean Partners acquired the business three years later and remains its owner today. Ownership may have shifted outside Louisiana, but day-to-day management has not. CEO Joe Tuza says he and his team retain “full autonomy” over daily operations, product development and workforce management. Over in New York, MidOcean focuses on capital allocation, acquisitions, governance and high-level strategy. For Tuza, who joined Louisiana Fish Fry in 2025 with more than 30 years of experience in the food and consumer products industries, the advantages of private equity ownership are straightforward: money and expertise. “It’s two things,” Tuza says. “It’s the investment in absolute dollars—MidOcean purchased this business and has invested dollars into it from equipment to personnel to marketing—and it’s the knowledge and the expertise. They bring deep expertise at the CPG level but in other categories as well. They bring data and insights. They have a strong roster of folks who have operated businesses themselves that I can lean on and go to for questions. And they have a lot of experience working with retailers.” MidOcean’s money has enabled Louisiana Fish Fry to create an R&D team that did not previously exist; increase headcount in both sales and production; and invest in new equipment and machinery to improve efficiency, packaging and throughput. Revenue has increased over the past four years.

Louisiana Fish Fry CEO Joe Tuza says private equity ownership has infused the company with investment and expertise.

The growth strategy is national in scope. The company already has a retail presence in nearly all 50 states, and its flagship seasoned fish fry is carried in roughly 90% of grocery stores across the country. The next step, Tuza says, is to deepen distribution by getting more of the company’s products onto shelves in markets outside the South. Though MidOcean is headquartered

hundreds of miles from Baton Rouge, Tuza insists Louisiana Fish Fry’s local roots remain central to the brand. Nearly 90% of the company’s products are still made on Plank Road, and about 180 of its 200-plus employees are in the Baton Rouge area. “Our location actually acts as a little bit of a strategic advantage,” Tuza says. “Being rooted here in Louisiana gives us access to the culture, the taste, the talent. I have many employees who have spent their entire lives here in Baton Rouge and we lean on them heavily to make sure the authenticity of the brand continues. If we were to pick up and move to another city outside the state of Louisiana, I can’t imagine we would be able to maintain that level of authentic taste.” Conventional wisdom says private equity firms invest with an eventual exit in mind, but MidOcean has not put a timeline on its investment in Louisiana Fish Fry. For now, Tuza says the focus is on executing a fiveyear strategic plan built around continued growth. “That timeframe would be the exact same if I was in a public company. … I do not run the business any differently under private equity ownership than I would under, say, public or private ownership. Regardless of the ownership structure, you want to grow your sales and you want to build your brand.”

Daily-Report.com | BUSINESS REPORT, September 2026

VI EWPOI NT ROLFE MCCOLLI STE R JR.

ONE OF THEM I have known for years and have seen in action. The other I have not met yet, but he has a record, the right attitude, and much promise for the future. Butch Spyridon came to Baton Rouge more than 30 years ago to head the Baton Rouge Convention & Visitors Bureau. He was a visionary leader—and he got results. He did so well, Nashville came calling. He led that city's charge for tourism and change for 30 years and transformed Nashville. Have you been there lately? It’s an amazing, booming city. I met John Cooper, a former Nashville mayor, and when I told him about my friend there, he said, “No one has done more for the growth of Nashville than Butch.” That’s high praise.

Leadership matters: Butch and Brooks are here and ready

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.

Butch is back now, as first reported by RedEye, working for Baton Rouge, and worth every penny they will pay him and more. He doesn’t need this job—and if anyone starts telling him what to do or plays politics, Butch can—and should—just walk away. (I don’t see anyone telling Lane Kiffin how to coach.) I am a fan of Butch and glad he is on our team. It’s early, but I am optimistic about Brooks Williams as he leads BREC. He has served as a city manager in Texas and delivered results. He knows how to make things happen and isn’t afraid of change. He is well prepared for the task and must now be allowed to lead. He’s also paid well, but has a big job with about 1,000 employees and a budget of more than $100 million … and

REFLECTIONS THE ‘WHYS’ OF LIFE This feature is a tribute in honor of Business Report founders, Rolfe McCollister Sr. & Rolfe McCollister Jr.

many mountains still left to climb to become a “real gold system.” I have high hopes he will be successful— and then other cities will approach him with more money to leave. That will be a sign we have a winner. Butch and Brooks are the kind of talent we need at the top to lead East Baton Rouge, and I know they will make an impact. There are openings now at other key positions that are important to our future and will make up our team to join the mayors across EBR. Bold leaders can create a better Baton Rouge. ELECTING OUR LEADERS There are a few elections in November, and as voters, you should start learning about the candidates seeking your vote. Who can lead? District Attorney Hillar Moore was first elected in 2008. He faced no opposition in 2014 or 2020. This year, he is being challenged by attorney Ryan Thompson, who was born in Birmingham, grew up in California and then later moved to Baton Rouge. He currently serves as a section lead in the Office of the Public Defender for East Baton Rouge Parish. He is also the director of the Thompson Justice Institute. Moore has served as EBR district attorney for 18 years. He is a graduate of LSU and Southern Law School and has been inducted into the Southern Law Center Hall of Fame and the LSU Alumni Hall of Distinction. Moore is a dedicated public servant who works tirelessly to make Baton Rouge safer, despite the lack of necessary resources for our city. He explores innovative ways to address crime and works well with our mayor and other law enforcement officials—all of whom respect him. Crime is a priority in Baton Rouge and I believe we need Moore’s experience for another term.

WE DON’T AT times know “the whys” of what happens to us. However, the whats are clear. We get to experience and put on display what the consolation of the love of the Father looks like, and the fellowship of the Holy Spirit as our comforter and helper looks like, and what the grace of the Lord Jesus Christ and its sufficiency to suffer well looks like (2 Corinthians 13:14; Philippines 2:1; John 14:16, 26; 2 Corinthians 12:9). The hope to hold onto is that no matter what happens in our lives, that

BUSINESS REPORT, September 2026 | BusinessReport.com

We all know education is key to our children’s future, and there are seven races—with two members already elected. There are a few races I am familiar with and believe the incumbent should either stay or go. I believe Emily Soule (District 8) and Nathan Rust (District 6) have done a good job standing tall for kids and deserve reelection. I also know Carla Powell (District 3), who failed as board president and should not be reelected. I would also warn you about Vereta Lee (District 2), who was voted out four years ago and should not come back. District 7 is an open seat with three candidates. Only one, Hannah Amoroso, has been deeply involved with our system and has attended many school board meetings. In fact, she brought data on the change in school start times, influencing policy as a citizen. She is a physical therapist, smart, and a mom who believes parents know best for their children. She stands out in this group and is ready to serve. WE LOVE YA, SKIP I believe a person’s legacy is defined by the lives they touched and their positive impact on family, friends, strangers and the community. By that standard, LSU coach Skip Bertman leaves a helluva legacy. His record, including five national championships, speaks for itself. But his players and LSU fans also speak—and have so much to say about the lasting memories and inspiration he provided for decades. Thank you, Skipper. Your spirit will always fill Alex Box Stadium as players and fans “hold the rope” in your honor. Our thoughts and prayers are with the Bertman family.

the three persons of the Godhead will be glorified through our experiences in every season of life to the very end. The bottom line of life is who gets the glory through our lives, not the comfort of our lives. The basis of this is Romans 11:36, and brings meaning and purpose to all of life. “For from Him and through Him and to Him are All Things. To Him be the glory forever. Amen.” Life has always been about His glory, not ours, and will always be.

—Jeff Mitchell, Retired COL and Army Chaplain

VIEWPOINT ROLFE MCCOLLISTER JR.

JUDGE WEIMER IS RIGHT There were two letters to the editor in the Times-Picayune recently whose headlines spoke volumes about most of our Louisiana Supreme Court justices and their disrespect for taxpayers. One read, “Was La. Supreme Court scene of a hostile takeover?” And the other said, “Justice Weimer did the right thing by calling out judicial supplement fund.” These referred to Chief Justice John Weimer’s continued effort to rein in spending by the justices, including expenses claimed by those who live in New Orleans, where the court is located. The letter from a law professor emeritus describes the justices’ actions toward Weimer as “a hostile takeover.” They didn’t like him getting in between them and their money. But as the second letter from a Baton Rouge attorney points out, he was looking out for the taxpayers. We should expect the highest standards of ethics from our state Supreme Court. But the continued actions by most members toward Weimer’s efforts for accountability are very disappointing. They just

don’t care. We all deserve better. ANOTHER 20-YEAR REVIEW In my last column, I shared my “wish list” from 2002. My reflection prompted a friend to look back and reach out. His voicemail said, “Rolfe, give me a holler when you get a chance, no rush. Just want to follow up. I just got through reading your column this week, and as it turns out, I just got back from three weeks in Durham, North Carolina. “And it seems like 20 years ago we had our canvas workshop visit to the Triangle—Raleigh, Durham, Chapel Hill area. Twenty years have passed. They’ve moved forward, and we’re stagnant here in Baton Rouge. And with that high-octane leader group going on all those trips, and what do we have to show for it?" After I got this voicemail, I looked up all the cities the chamber and more than 100 business and community leaders traveled to, and the list is below. There were many nice places and great ideas brought home—so what happened? Cities visited include Austin, Nashville, Raleigh-Durham,

Portland, Richmond, Pittsburgh, Louisville, Orlando-Tampa, Phoenix and Tucson. WHO NEEDS CATS? Baton Rouge should keep an eye on St. George and its experiment with Uber for transportation. It is innovative, and I applaud St. George Mayor Dustin Yates for thinking differently and exploring the best practices of other cities. Kyle, Texas, has had a partnership since 2020. CATS spends millions here annually and has many empty buses. We have never explored privatization, though years ago my friend Curtis Heroman proposed inviting Waymo to town. Baton Rouge balked again. ANNIVERSARY CONGRATULATIONS To Business Report: It was 44 years ago this month that the premiere issue of Business Report hit the streets. The late Huey Wilson, a laureate in the Baton Rouge Business Hall of Fame, adorned the cover as shown here along with a list of talented

entrepreneurs. It has been quite a journey I began with my late father and continued with my partner, Julio Melara—and a privilege to cover the stories and serve the Capital Region. All the best in the 45th year to Julio and his team at Melara Enterprises who now carry the torch. To First Tuesday: On Sept 1, First Tuesday celebrates four years of bringing businesses, volunteers and nonprofits together to serve the community. Thanks to all of you. Since its launch in September 2022, 3,912 volunteers have contributed 24,862 hours of service, creating an estimated $770,000 in community impact. Hats off to founder Stuart Gilly who said, “Four years ago, we really didn’t know where this would go. We simply believed there was an opportunity to make it easier for businesses and their employees to step away from work and invest a day back into their community.”

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

PERSONAL

BUSINESS

FLEET

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

Daily-Report.com | BUSINESS REPORT, September 2026

NOW DELIVERED TWICE-WEEKLY ON TUESDAY AND THURSDAY STRAIGHT TO YOUR INBOX.

BATON ROUGE LAKE CHARLES

LAFAYETTE NEW ORLEANS

HOUSTON

10/12 Industry Now is the FREE e-newsletter for exclusive coverage of Louisiana’s petrochemical, oil & gas, and energy sectors. SUBSCRIBE NOW

1012INDUSTRYREPORT.COM | SIGN UP TODAY FOR OUR FREE E-NEWSLETTER! 58

BUSINESS REPORT, September 2026 | BusinessReport.com

LISTMAKERS

Get access to all of Business Report’s data.

Property and casualty insurance agencies Ranked by licensed local agents COMPANY PREV. ADDRESS RANK PHONE | WEBSITE Gallagher Baton Rouge 1 1 4041 Essen Lane, Suite 400, Baton Rouge 70809 225-292-3515 | ajg.com Marsh Agency 2 2 801 North Blvd., Baton Rouge 70802 225-383-4761 | marshmma.com Carmouche Insurance Inc. 3 4 113 E. Sam Pasqua, Gonzales 70737 225-647-8552 | carmoucheinsurance.com HUB International Gulf South 4 3 8550 United Plaza Blvd., Suite 500, Baton Rouge 70809 225-218-2400 | hubinternational.com Blumberg and Associates 5 5 8560 Jefferson Highway, Baton Rouge 70809 225-767-1442 | blumbergassoc.com Perkins-McKenzie Insurance 9 6777 Jefferson Highway, Baton Rouge 70806 225-767-0100 | perkins-mckenzie.com Higginbotham Insurance and Financial Services 7 7 18221 E. Petroleum Drive, Baton Rouge 70809 225-923-1131 | higginbotham.com Henry Insurance Service 8 8 9624 Brookline Ave., Baton Rouge 70809 225-927-0451 | henryinsuranceservice.com TWFG - McInnis Insurance Services Inc. 9 6 7814 Office Park Blvd., Suite A, Baton Rouge 70809 225-926-0860 | mcinnisins.com LIPCA Insurance Inc. Issue Date: Feb 2025 Ad proof #1 10 11 3042 ForgeorDrive A, with Batonyour Rouge 70808 or minor revisions. • Please respond byOld e-mail phone approval 225-927-3283 | lipca.com

TOP LOCAL EXECUTIVE

LICENSED LOCAL INSURANCE AGENTS

YEAR EST. LOCALLY HEADQUARTERS

MAJOR SERVICE AREAS

Brad Fife Executive vice president

250

1927 Rolling Meadows, Ill.

Commercial, personal, risk management, bonds

Ryan Allen President

225

2009 New York

Business, employee health and benefits, retirement, personal

James A. Carmouche, James P. Carmouche, Peter Carmouche Owners

1975 Napoleonville

Commercial, personal, benefits

Shaun Norris President

2006 Chicago

Barry O. Blumberg Agency president

1990 Baton Rouge

Commercial

Debra Landry President

1950 Baton Rouge

Personal, commercial, home, auto, flood, liability, life, health, employee benefits

Rusty Reid Chair and CEO

1948 Fort Worth, Texas

Employee benefits, property, casualty, group captives, HR services, bonds, executive life and compensation, 401(k)

Ross Henry President

1983 Baton Rouge

Contractors, developers, life, health, personal

Charles McInnis President

1929 Baton Rouge

Commercial, general liability, auto, trucking, flood, workers' compensation, umbrella, bonds, life, personal, homeowners, condo, fire, boat, motorcycle

Andy McGinty CEO

1985 Baton Rouge

Commercial for pest control and lawn companies

Property and casualty, employee benefits, personal

• AD WILL RUN AS IS unless approval or final revisions are received within 24 hrs from receipt of this as proof. A shorter timeframe will apply tight deadlines. DBA-doing business NA-not available NR-not ranked Dataforcompiled through company surveys. The Business Report presumes the provided information is accurate. To be considered for next year's list, please contact • Additional revisions must bePublished requestedSept. and 1, may be subject to production fees. research@businessreport.com. 2026. Carefully check this ad for: CORRECT ADDRESS • CORRECT PHONE NUMBER • ANY TYPOS This ad design © Melara Enterprises, LLC. 2024. All rights reserved. Phone 225-928-1700

YOUR BUSINESS INSURANCE PARTNER • PROPERTY • LIABILITY • WORKER’S COMP

• AUTO • HEALTH • LIFE

BLUMBERG AND ASSOCIATES | 8560 JEFFERSON HWY, BATON ROUGE | 225-767-1442

BLUMBERGASSOC.COM

Daily-Report.com | BUSINESS REPORT, September 2026

YO U R B U S I N E S S S P E C I A L P R O M O T I O N

Business Report’s 2026 Excellence in Healthcare Awards

BUSINESS REPORT, September 2026 | BusinessReport.com

ON AUGUST 12, healthcare professionals, business leaders and community partners gathered at the Crowne Plaza for Business Report’s inaugural Excellence in Healthcare Awards, celebrating those strengthening healthcare across the Capital Region. This year’s honorees were Edgar Silvey, Lifetime Achievement; Woman’s Hospital Perinatal Mental Health Unit, Community Impact; Alzheimer’s Services of the Capital Area, Outstanding Health Organization; AnnaBeth Guillory, Emerging Healthcare Leader; EJ Kuiper, Executive of the Year; Curtis Chastain, Outstanding Practitioner; and FMOL Health | Our Lady of the Lake, LSU and Cytovale, Achievement in Innovation. Thank you to everyone who made this celebration possible, especially our Title Sponsor, B1 Bank; Premier Sponsors, Orion, Subcontain and Guaranty Health Solutions; and Signature Sponsors, Taylor Porter, Decision Critical, Breazeale & Sachse, Grace Design Studio, Gerry Lane Chevrolet and The Carpenter Health Network.

YO U R B U S I N E S S S P E C I A L P R O M O T I O N

Daily-Report.com | BUSINESS REPORT, September 2026

R E C H A R G E COOK I N G

Mary Beth Derrickson Director of Government Relations, Louisiana Association of Business and Industry

DON KADAIR

“My kitchen motto is ‘WWIGD’—‘What would Ina Garten do?’—so recharging for me looks like a trip to the farmers market and cooking a meal at home. My husband and I love trying new dishes, and this time of year our kitchen is filled with Louisiana summer produce. We’re sad when tomato season ends!”

©Copyright 2026 by Melara Enterprises, LLC. All rights reserved by LBI. The Greater Baton Rouge Business Report (USPS 721-890 ISSN 0747-4652) is published monthly plus 3 additional issues annually in June, November and December, by Louisiana Business Inc. Reproduction without permission is prohibited. Business address: 9029 Jefferson Hwy., Ste. 300, Baton Rouge, LA 70809. Telephone (225) 928-1700. Periodicals Postage Paid at Baton Rouge, LA and at additional mailing offices. Subscription rate is $120.00 for 15 issues. POSTMASTER: Send address changes to The Greater Baton Rouge Business Report, 9029 Jefferson Hwy. Ste. 300, Baton Rouge, LA 70809. The Greater Baton Rouge Business Report cannot be responsible for the return of unsolicited material—manuscripts or photographs, with or without the inclusion of a stamped, self-addressed return envelope. Information in this publication is gathered from sources considered to be reliable, but the accuracy and completeness of the information cannot be guaranteed. No information expressed here constitutes a solicitation for the purchase or sale of any securities.

BUSINESS REPORT, September 2026 | BusinessReport.com

GREATER BATON ROUGE BUSINESS REPORT AND INREGISTER

2026-2027

Ad proof #4revisions. : GG 2025 or minor Issue Date with your approval are received within 24 hrs by e-mail or phone revisions

. • Please respond IS unless approval or final tight deadlines AS e will apply for to production fees. • AD WILL RUN proof. A shorter timefram this and may be subject TYPOS from receipt of must be requested NUMBER • ANY • Additional revisions CORRECT PHONE. Phone 225-928-1700 T ADDRESS • reserved this ad for: CORREC 2024. All rights Carefully check Melara Enterprises, LLC. © This ad design

BATO N RO UG

E GE NE RA L FO MISSION STATEM

KATHY VICTORI Board Chair

ERIK SHOWALTER President

UN DATIO N FUNDING SOURCE

ENT

A PHILANTHROPIC RESOURCE

34%

Baton Rouge General t nonprofi Foundation is a organization that support raises funds to gy, programs, technolo education, services Baton and research for Medical Rouge General Center.

Individual/Corporate Donations

34% Grants

13%

Workplace Giving

14%

Special Events

Program Revenue

HOW WE MAK

ARE

WHO WE to (BRGF) exists General FOUNDATION E GENERAL of Baton Rouge programs BATON ROUG unity projects and itted to comm are comm support the care. As a r (BRG). We ape, BRG Medical Cente access to health improving care landsc outreach and the Baton Rouge health the growing and of to serve cornerstone te and adapt innova to ts. continues of its patien diverse needs IAN

BOAR D OF DIREC TORS

KATHY VICTOR Chair CenterWe ll

RSON JIM PURGE Vice Chair Trust Citizens Bank & NEY

MEG MAHO Treasure r ExxonMob il

LUCIE KANTR Secretary Bernhard Capital

SCAN FOR MORE INFO:

LESLIE BERG Jewelry Lee Michaels Fine

KENDALL LEE, JOHNSON MIMI SINGER Ex officio member PHD BRG CFO EFCU Financial E EDGARDO OMA MOOR TENREIRO Presiden t Auxiliary Ex officio memberCEO BRG Volunteer & EY BRG Presiden t TATI TREY GODFR Chamber VASUDEV Area DR. Rouge Baton Group Hospital Medicine ON LAY MARK GOODS TREMB N JORDA CSRS Inc. Shell TRICK SHANE KIRKPA TER ors ERIC WAECH GROUP Contract Lynch LEACH Merrill “BILLY” M WILLIA of Louisiana Professio nal Title

RICK BOND Co. LLC tion Bond Construc O RACHEL DIREST Emergent Method

GIVING GUIDE

| 2025-2026

OUR WISH LIST

ion. Donate to the Foundat er. Honor a caregiv event. Experience an . Support a program the Foundation. Get involved with Planned Giving Learn about our program.

Patient Care & Experie

Year Establ

Coming November 2026

E A DIFF ERE NCE

continue hospital to not-for-profit care. rt allows our uality health Your vital suppo nding service and high-q the hospital music into providing outsta patients, ating art and l support to INE: By integr and menta , es emotional ARTS IN MEDIC -in-residence , BRG provid ists, artists soothing environment to create a Music therap s, and staff. rs collaborate partne Through their familie ing. unity e and comm ry and well-be spirits, reduc volunteers, tes recove aims to uplift that promo ences, BRG atmosphere ss. creative experi burn personalized healing proce for pediatric enhance the camp and er , stress campers weeklong summ these young OULA: BRG’s stand am that gives CAMP CATAH who under nging progr nal ct with peers is a life-cha ies with emotio and conne survivors to heal, grow, traditional camp activit ence, and a sense the chance ning confid nce, y. By combi it fosters resilie them long after camp their journe with mentorship, support and children carry that these of belonging mobile health on the Go ends. ings our BRG Care health screen ts TO CARE: With ry, urgent care, and BARRI ERS can meet patien rt Rouge, we provides prima North Baton unit, which We also suppo ds across es they need. me social to neighborhoo to deliver the servic patients overco rity, are e, which helps where they n, food insecu gh al’s CARE Initiativ as transportatio rge. Throu our hospit such discha rs ent upon mic barrie patients and econo medical equipm we can help ensure to durable ams, need for progr they rt and access donor funded home, but the suppo to both of these e care close not only receiv well-being. long-term ongoing and

ished: 1976

nce

Technology & Innova tion

Education

70809 Rouge, LA 410 • Baton y Ave., Box eral.org • • 8595 Picard (225) 763.4372 • brgen

Removing Barriers

to Care

inRegister.com/give

Our hospital. Our We help Baton Rouge staff. General exceed the expectations the very foundation of our patients on which Baton Through Rouge General wasand our community built. we are taking the new equipment, programs, and facilities that expand level of care Baton With your help, Rouge General provide our hospital’s reach, we can continue s our whole to increase our impact on patients and community to new heights. families through out the region.

Foundation

BRGeneral.org/Foun

dation

The Giving Guide connects your organization with community leaders and philanthropists looking to make meaningful investments. Grow your donor and volunteer support system by being a part of the Capital Region’s annual philanthropic resource guide!

OUR DISTRIBUTION STRATEGY • Directly mailed to Baton Rouge Business Report subscribers. • Email of The Giving Guide sent to 225, Baton Rouge Business Report, & inRegister subscribers. • Additional copies distributed at select non-profit events. + Learn about the NEW 12-month drip campaign included in this year’s partnership packages.

SCAN TO LEARN MORE

LUXURY CUSTOM HOMES 225.335.7134 | DANTINBUILDERS.COM | LOCALLY OWNED & OPERATED