Issuu

PLUS TOGETHER WE CAN THRIVE This organization is tackling New Orleans’ biggest problems P.30

THE

C IS FOR CRISIS What Elmo just taught us all P.28 THE NEXT INDUSTRIAL WAVE Louisiana’s logistics network is preparing for a new era of growth P. 24

A GROUNDBREAKING HUMANOID ROBOT

WHAT HAPPENS NEXT COULD MEAN BIG CHANGES FOR LOUISIANA AND THE FUTURE OF

ARE MANUFACTURING

ROBOTS

COMING

AUGUST 2026

PILOT PROGRAM

IS UNDERWAY.

AUGUST EVERY ISSUE

PERSPECTIVES

VOLUME 12 ISSUE 11

FROM THE LENS

58 WHY DIDN’T I THINK OF THAT? Local salon helps young people explore careers in cosmetology

06 EDITOR’S NOTE

08 PUBLISHER’S NOTE

62 NEIGHBORHOOD GEM The Hoot’n’Holler Inn

28 GUEST

64 NEW ORLEANS 500 Xavier Cole, President of Loyola University New Orleans

What Elmo just reminded us all about the art of crisis communication

20 REAL ESTATE + CONSTRUCTION Other cities only wish they could have what we do.

22 LAW Local firm Kean Miller’s unique program designed to spark interest in the law continues to shape careers.

12 SPORTS The Saints are ready to compete for division crown

14 PUBLIC POLICY Budget season is almost here — we need to keep our eye on the ball.

16 ENTREPRENEUR This year’s Tales of the Cocktail was ripe with opportunity for those with the entrepreneurial spirit.

24 LOGISTICS +TRANSPORTATION Louisiana’s logistics network is preparing for a new era of growth

26 ECONOMIC DEVELOPMENT Southeast Louisiana ranks among the highest in the nation in number of higher education offerings per capita. But how do we make sure they produce the talent we need? GNO, Inc. is tackling this problem from all angles.

GREAT WORKSPACES

After 25 years, EskewDumezRipple moves into a studio built on its own principles, earning Louisiana’s first WELL Platinum certification along the way

Together We Can Thrive Instead of running scared from the region’s climate threats, this organization has spent the last 18 years training locals for careers growing daily in demand while creating more resilient homes and communities.

The Robots Are Coming

A groundbreaking humanoid robot pilot program is underway. What happens next could mean big changes for Louisiana and the future of manufacturing.

B I Z N E WORLE AN S.C O M

EDITOR’S NOTE

Biz Talks

Go! Fight! Win!

ugust has long been my least favorite month of the year. In fact, I start fighting this feeling of dread in July. I wasn’t even living here during Katrina, so I can’t blame it on that. I was for Ida, though. For that storm I was very pregnant, and my family had just moved all our worldly possessions into a new house only one day before everything went crazy. That’s a level of fear you don’t soon forget. Add to that stress this month is the chaos of a new school year, mixed with heat fatigue. And maybe it doesn’t help that there’s no real fun impending holidays or typically any trips or anything to look forward to for a while. The fun part of summer is over, but the challenge remains. Honestly, I kinda believed for the last 15 years we’ve lived here that everyone here probably felt the way I do and for the same reasons. So, while talking to a new friend recently — a native — I was more than a little surprised to hear her tell me how much she loves summer. Loves it! Now it’s not like we live in different realities. Like me, she’s a homeowner and has lived through more scary storms than I have, and it’s no cooler at her house than mine. What’s different? Her focus is more on the opportunities inherent in a slower time of year paired with good summer memories she’s had. Essentially, her mindset is different. One of my favorite bits of advice is “If you can’t change your circumstances, change your attitude.”

So, I’m trying that. I’m trying to see the opportunities hiding in the challenge, to reframe how I see things and focus on what I can control. On that note, this month our two big features highlight two local organizations that are fighting back against fear of the unknown and finding opportunity in challenging circumstances — circumstances like the threat of eversmarter technology transforming our workforce and a warming planet threatening our survival. They are both beautiful examples of how big challenges demand big leaps of faith. Bold action fueled by hope — this is how change is made. I’m excited to share their stories. As always, if you have any ideas or things you’d like to share (including tips on how you find joy this time of year) feel free to email them to me at Kimberley@BizNewOrleans.com. Stay cool, and thanks for reading!

KIMBERLEY SINGLETARY Editor Kimberley@BizNewOrleans.com

THE ALLIANCE OF AREA BUSINESS PUBLISHERS AWARDS 2026 Silver Best Overall Design Silver Best Feature Layout 2025 Silver Best Overall Design Silver Best Feature Layout 2024 Silver Best Daily Newsletter Silver Best Feature Layout Silver Best Beat Reporting, Real Estate 2023 Gold Best Feature Layout Gold Best Beat Reporting, Real Estate Silver Best Feature Series Silver Best Personality Profile Silver Best Cover Silver Best use of Photography/Illustrations Bronze Best Overall Design 2022 Gold Best Feature Gold Best Recurring Feature Silver Best Feature Layout 2021 Gold Magazine Design Gold Best Explanatory Journalism Gold Feature Design Silver Best Feature Bronze Best Use of Multimedia 2020 Silver Best Recurring Feature 2019 Gold Best Recurring Feature Gold Best Explanatory Journalism 2018 Gold Most Improved Publication Silver Best Recurring Feature 2017 Silver Best Recurring Feature Bronze Best Daily Email 2016 Bronze Best Feature Layout

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Each week, “Biz Talks” reaches beyond the pages of Biz New Orleans’ magazine to bring you in-depth conversations with leaders in our community. Episode 293 After 128 Years, a New Chapter in the Adler’s Jewelry Legacy Begins

One of New Orleans’ most recognized luxury brands, Adler’s Jewelry may be closing its retail locations following Coleman Adler II’s retirement, but this is not the end of the story. Tiffany Adler is continuing her family legacy with the launch of two new businesses. She shares all the details, along with what it was like growing up an Adler, in this week’s Biz Talks.

Episode 290 “We’re Not Your Mother’s Junior League”

Celebrating 102 years of service, the Junior League of New Orleans (JLNO) is one of the largest and most influential volunteer organizations in the region — but it’s also evolved in exciting new ways. Today’s membership, activities and events may just surprise you, and brand-new President Shelby Faget Wynne explains why if you’re looking to boost your career, you need to take another look at the Junior League.

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B I Z N E WORLE AN S.C O M

PUBLISHER’S NOTE SALES TEAM

Fall Forward

s summer begins to wind down, our attention turns toward new opportunities, and new routines and schedules. Students are heading back to classrooms, businesses are preparing for the fall, and throughout our region there is a sense that another exciting season is about to begin. Fo r m a n y, b a c k- to - s c h o o l represents much more than getting uniforms ready, shopping for supplies and adjusting schedules. It is a reminder that investing in education, workforce development and the next generation remains one of the most important investments we can make for the future of our region. Today's students are tomorrow's entrepreneurs, healthcare professionals, educators, engineers and business leaders who will shape the future of Greater New Orleans. Of course, August also means one thing that unites our entire region — football season. The anticipation surrounding the upcoming New Orleans Saints season is building; There is nothing quite like the excitement of a filled Superdome and the return of the Black and Gold to the field. Saints football has a unique way of bringing our community together, and we are thrilled to continue to publish the official Saints GameDay Program for over 40 years. Here's hoping for an exciting season filled with memorable moments and plenty of reasons to celebrate. Visit our online shop to buy yourself a copy at MyNewOrleans.com/Shop

August is also an exciting month for one of our sister publications. If wedding bells are in your future — or someone you know is planning their special day — be sure to get your tickets for the New Orleans Bride Bridal Show on August 19. It is the region's premier bridal event, bringing together the area's best venues, planners, florists, photographers, caterers, fashion experts and wedding professionals under one roof. It is always an incredible event and a wonderful opportunity to connect with the talented local businesses that help make weddings in New Orleans truly unforgettable. Visit BrideNewOrleans.com. As we look ahead to the busy months of fall, I encourage you to embrace the opportunities that come with a new season. Support local businesses, mentor emerging leaders, continue investing in yourself and your organization, and remain optimistic about what lies ahead. Todd Matherne

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B I Z N E WORLE AN S.C O M

PH OTO C O U R E S T Y AU D U B O N N AT U R E I N S T I T U T E

IN THE BIZ

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The Saints are ready to compete for division crown

Budget season is coming — we need to keep our eye on the ball.

SPORTS

PUBLIC POLICY

ENTREPRENEUR

This year’s Tales of the Cocktail was ripe with opportunity for those with the entrepreneurial spirit.

IN THE BIZ SPORTS

CHRIS PRICE is an award-winning journalist and public relations principal. When he’s not writing, he’s avid about music, the outdoors, and Saints, Ole Miss and Chelsea football.

Spot the Ball

The Saints are ready to compete for division crown BY CHRIS PRICE

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offense and 28th in rushing offense) and 16th in total defense (4th in passing defense and 19th in rushing defense, according to Pro Football Reference. The Saints’ four biggest free agent signings were running back Travis Etienne Jr., guard David Edwards, tight end Noah Fant, and linebackers Kaden Elliss and Anfernee Jennings. They also traded for defensive end Tyree Wilson, who was the 7th overall pick in the 2023 NFL draft but struggled to develop as a consistent pass rusher with the Las Vegas Raiders. In the draft, they added three wide receivers — Jordyn Tyson (6’2”, 203 lbs.) with the eighth overall pick, Bryce Lance (6’3”, 204 lbs.) in the fourth round, and Barion Brown (5’11’’, 177 lbs.) in the sixth, as well as tight end Oscar Delp (6’4”, 245 lbs.) in the third. Each has blazing speed and, with veteran WR Chris Olave, should help stretch the field vertically and horizontally for Shough.

I L LU S T R AT I O N BY PADDY MILLS

t’s been five years since the New Orleans Saints have won the NFC South, but a lack of quality across the division — and excitement coming off the end of the 2025 season — has a return to the top potentially within arm’s reach. The Saints finished with a 6-11 record last season but won four of their last five games. Much of that success may be attributed to the play of quarterback Tyler Shough. No team in the NFC South had a winning record. The Carolina Panthers barely won the division with an 8-9 record over the Tampa Bay Buccaneers (8-9) and Atlanta Falcons (8-9). After the draft and free agency, all four teams have seemingly little that separates them from one another as the anticipation for the 2026 season to kickoff builds by the day. New Orleans had some obvious areas for improvement. The Saints ranked 28th in total offense in the NFL last season (13th in passing

The injection of talent should position the Saints to be in the middle of the NFC South scrum. Going into the season, the Tampa Bay Buccaneers appear to have a slight edge over their division rivals, even though they lost five of their last seven games in 2025. Quarterback Baker Mayfield is still solid and gets the nod as the best QB in the NFC South. It will be interesting to see the Bucs without WR Mike Evans, who left for San Francisco, but with a solid offensive line and wide receivers Emeka Egbuka and Chris Godwin, the Bucs appear to be the team to beat. The archrival Atlanta Falcons are hoping QB Michael Penix Jr. can return to form after a season-ending ACL injury last year. They brought in Tua Tagovailoa as an alternative, but neither inspires hopes for a championship-caliber season. Falcons running back Bijan Robinson, wideout Drake London, and tight end Kyle Pitts are exciting players. They could surprise if they get reliable play under center, but it may be a tough year in Atlanta for new head coach Kevin Stefanski. The Carolina Panthers won the division last season, and QB Bryce Young is looking to continue to display the growth he showed a year ago. The addition of LBs Jaelan Phillips and Devin Lloyd should improve their defense. But the Panthers’ consistency depends on Young’s consistency, and he hasn’t provided enough proof that he can avoid season-impacting struggles. Shough wasn’t surrounded by the best supporting cast last year, and the Saints tried to drastically improve. Etienne’s addition will add balance to the team’s attack and take some weight off Shough’s shoulders, as he won’t feel like he has to do everything for New Orleans to be successful. It should be noted that head coach Kellen Moore kept this team together after a 1-8 start and had many believing the Saints were the best team in the division at the end of the 2025 season. Defensive coordinator Brandon Staley will continue to seek improvement from his squad. A stingier defense could mean the difference in outcome in a couple of games, and a couple more wins in this division could mean an NFC South crown and a spot in the playoffs. T

IN THE BIZ PUBLIC POLICY

REBECCA MOWBRAY is the president and CEO of the Bureau of Governmental Research (BGR) a private, nonprofit, independent research organization dedicated to informed public policy making and the effective use of public resources for the improvement of government in the New Orleans metropolitan area. She may be reached via email at rmowbray@bgr.org.

Budget Season Is Back It’s critical that we keep our eye on the ball. BY REBECCA MOWBRAY

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earmarked for the City’s emergency reserves, or its “rainy day” fund that is used when disaster strikes — especially important in the middle of hurricane season. Replenishing the reserves is also crucial because all three major credit rating agencies cited the city’s inadequate financial cushion in downgrading its credit. Downgrades make it more expensive to borrow money for everything from street repairs to drainage projects. BGR examined the casino deal as it quickly moved through City Hall, and we found that it made sense as a creative way to rebuild reserves without raising taxes or adding debt. But the original ordinance had no guardrails on the money. Nothing would have stopped the city from spending it on everyday expenses, which is the same habit that drained the reserves the first time. BGR pressed the administration and the council to change that, and thankfully they did. The money now sits in a separate, dedicated fund, and any spending from it requires council approval and public reporting. The city has

I L LU S T R AT I O N BY PADDY MILLS

t’s almost budget season in New Orleans, and this fall Mayor Helena Moreno will propose a 2027 spending plan before the City Council gets to work amending and finalizing it. How the city handles that work matters more than ever this year. The city has come a long way in stabilizing its finances, and it’s worth understanding how before the next budget lands. As the city headed into budget season last year, it was staring down a deficit that would reach $160 million. After several years of spending down reserves fueled by large pandemic-era surpluses, a combination of weak revenue and overspending turned a decline into a crisis. By the time Moreno took office in January, New Orleans was borrowing to make payroll, and its reserves had virtually disappeared. This spring, the city took a step toward making things right. It raised $102.6 million by selling the rights to $148 million in future rent payments from the Caesars casino lease over the next nine years. The upfront cash is

also committed to BGR’s recommendations of writing a formal reserve policy and creating a long-term financial plan, a sign that leaders are willing to course correct. Help came from Baton Rouge, too. The Legislature eased a police pension law that penalized New Orleans for its smaller force, which should save the city millions. Even so, the city still needs state approval to borrow about $110 million through a bond sale to stay liquid. There’s reason to be hopeful, but we need to keep our eye on the ball. Rebuilt reserves don’t fix structural problems like public building and infrastructure maintenance that keeps getting deferred; sanitation fees that don’t cover the cost of collecting trash; pension costs that are unsustainable in their current form; and water rates that fall short of what it costs the Sewerage & Water Board to deliver services. All of this is solvable, but it requires steady attention. What we need is a structurally balanced budget that covers the true, recurring costs of government with recurring revenue, not one-time money like reserves or bond sales. The casino deal bought the city time to build the right kind of budget and a necessary cushion. Now the opportunity is to use it well. The silver lining in all of this is that because the crisis was self-inflicted, it’s also preventable. The same city that let its guard down can build its guardrails back up. The dedicated fund and coming reserve policy are a good start. A multiyear financial plan and a structurally balanced budget are critical to achieving long-term fiscal stability and public trust. So as budget season approaches, ask where the recurring dollars are going and whether they cover the cost of running New Orleans. Ask to what extent the city is paying for the full costs of maintaining buildings and infrastructure, and what the long-term plan is. And keep asking. Local government is working to prove it can face hard financial truths and act on them. Let’s not look away. T

IN THE BIZ ENTREPRENEUR

KEITH TWITCHELL spent 16 years running his own business before serving as president of the Committee for a Better New Orleans from 2004 through 2020. He has observed, supported and participated in entrepreneurial ventures at the street, neighborhood, nonprofit, micro- and macro-business levels.

Raising the Bar

This year’s Tales of the Cocktail was ripe with opportunity for those with the entrepreneurial spirit. BY KEITH TWITCHELL

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teams. In addition, scholarships afford about 30 bartenders from around the world the opportunity to attend Tales each year, where they are provided with guided itineraries and mentoring. The July calendar date, in the middle of the summer doldrums, is no accident. “The timing was intentional,” noted Voisey, “to fill a gap in the calendar and provide something for the industry when it needed it most. Now it’s very much part of the New Orleans calendar of festivals and events.” Voisey herself typifies the international nature of Tales. She grew up in England; has worked in restaurant management in Barcelona and Buenos Aires; and, after a stint back in London in the early 2000s, worked in brand representation in New York in 2006. She became executive director of the foundation in 2024. “I’ve seen the cocktail industry really moving up, especially in craft and education,” she said, adding that as an industry evolves, it generates more opportunities for entrepreneurism. “I’ve seen a lot of former bartenders start their own businesses, especially consultancies. Places know they need to up their cocktail game as customers become more demanding.” Examples of consulting opportunities include bar setup, menus, staff training and wellness. Product innovation is also fertile ground, with recent examples including everything from developing larger-sized spirits bottles (cost- and recycling-effective) to implementing AI in the bar industry. The trend towards lower-alcohol beverages is also an innovation opportunity. “Some people come to Tales looking for entrepreneurism, some are inspired by the moment,” Voisey said. And all attendees, whether seeking new career opportunities or looking to advance on their current paths, bring home something valuable from Tales of the Cocktail and their time in its host city. “New Orleans is intoxicating in the best sense of the word,” proclaimed Voisey, “which is why it’s the industry’s favorite event.” T

I L LU S T R AT I O N BY PADDY MILLS

here’s a widespread perception of Tales of the Cocktail is that it is something between an industry celebration and a huge party. It is both of those things — and it is also a vitally entrepreneurial event. “Tales has always been that place where things start, in a space with like-minded people who are passionate about the industry,” observed Charlotte Voisey, executive director of the Tales of

the Cocktail Foundation, which produces the event, most recently held from July 19-24 at The Ritz-Carlton New Orleans. “This generates sparks that create new businesses in the industry.” Indeed, “Sparks” was the theme for this year’s event. “There’s an ‘anything can happen’ spirit,” Voisey continued. “It’s a ripe breeding ground for conversations and connections. What products are needed? Where are the gaps in the market?” Tales began 24 years ago mostly as walking tours of historic New Orleans cocktail places. “We are still discovering the history of the cocktail, and it’s not farfetched to imagine that the first cocktail was invented in New Orleans,” Voisey explained, citing famed local concoctions such as the Sazerac and the French 75. “There are so many stories to tell, hence Tales of the Cocktail.” This year’s event was expected to draw around 25,000 attendees, representing virtually every U.S. state and more than 50 countries. Tales is a showcase for spirit manufacturers and brands, but more importantly, it offers a wide-ranging slate of seminars for bar industry professionals. Topics range from bartending techniques to employee wellness, and there is plenty of emphasis on the business side of the equation. While Tales is the annual highlight, the foundation is active year-round. The organization’s website provides online resources and ongoing education, including seminars from previous years' events. The focus is, in Voisey’s words, “Celebrating and highlighting different communities around the world. We celebrate the human aspect of bartending.” Two examples of the this are the annual Spirit Awards, which recognize outstanding bars and bartenders around the world; and the Cocktail Apprentice Program, which provides mentoring to up-and-coming bartenders, offering training on subjects like large event management and how to organize and work in

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PERSPECTIVES

REAL ESTATE + CONSTRUCTION

Other cities only wish they could have what we do.

LAW

Local firm Kean Miller’s unique program designed to spark interest in the law continues to shape careers

Louisiana’s logistics network is preparing for a new era of growth

Southeast Louisiana ranks among the highest in the nation in number of higher education offerings per capita.

LOGISTICS +TRANSPORTATION

ECONOMIC DEVELOPMENT

GUEST

What Elmo just reminded us all about the art of crisis communication

PERSPECTIVES REAL ESTATE + CONSTRUCTION

The Original Mixed-Use Neighborhood Other cities only wish they could have what we do. BY MICHELLE COURSEAULT

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Quarter endures because generations of people chose to stay in the same place and work it out. A BALANCING ACT

But history doesn’t manage itself. Behind every great neighborhood is the daily, unglamorous work of keeping varying interests moving in the same direction — just like a second-line band. I’ve watched that unrealized alignment play out in real time in my work leading the French Quarter Management District — a resident concerned about noise while a business owner worries about foot traffic, both convinced the other is the obstacle. What’s wonderfully clear to me is what they can’t yet see — they’re protecting the same neighborhood in different ways. Nobody experiences a second-line band in quite the same way, but everyone shares in it together — just like the French Quarter. Perhaps that’s why the second-line band feels like such a fitting reflection of the French Quarter itself — residents, businesses, hospitality, culture and visitors sharing the same streets, the same sidewalks and the same future. WORTH WORKING FOR

According to our recent economic impact study, 14 million people visit the French Quarter every year. And yet, it still feels like a neighborhood. Same character. Same tradition. Same rhythm. Conversations about lighting, sidewalks, parking, traffic, public safety and quality of life take on an entirely different meaning in a neighborhood that welcomes that many visitors each year. These infrastructure issues are neighborhood investments — pure and simple. A functioning streetlight to French Quarter residents and workers means a well-lit walk home after dinner or to your car after work. For a visitor, it’s the confidence to wander one more block, discover another gallery, stop in for one more live music performance. ONE INVESTMENT. VALUE SHARED BY EVERYONE.

In addition to ensuring nearly 900 historic

streetlights shine bright, FQMD funds more than 10,500 extra patrol hours on our streets all year long. We’ve enhanced street corners so emergency vehicles can better access the Quarter and installed pedestrian crossing beacons on busy Rampart Street. This month, we’ve introduced a revitalized French Quarter Task Force App that allows anyone in the French Quarter to report a safety incident and receive a response in five minutes or less. KEEPING THE RHYTHM

New participants join every day, but they don’t create the rhythm. The rhythm is sustained by the residents and businesses who have chosen to build their lives here — tending their storefronts, restoring historic buildings, investing in the same few square blocks every single day. Leadership in a mixed-use neighborhood is recognizing that residents and businesses share the same success. It’s revealing the common ground that was always there. Someone has to keep the route clear, the path safe and the conditions in place for everyone to keep moving together. The French Quarter Management District — in step with every resident and business — makes the investments that allow the French Quarter to remain a better place to live, work and visit for everyone who calls it home, builds a business here, or discovers it for the first time. The rhythm of the French Quarter has never belonged to any one group or event. It has always belonged to the generations who built it — and it belongs to everyone willing to invest in its future. Most conversations about the French Quarter begin with the 14 million. I hope this one ends instead with what’s most impressive: that it’s a neighborhood owned by the people who never leave it, and who take on the work of making sure it endures. Our responsibility isn’t to change its rhythm, it’s to protect it. T

I L LU S T R AT I O N BY S.E. GEORGE

cross America, you’ll find attempted revitalizations of dormant downtowns long abandoned for the suburban mall or big box store. Cities are turning to the mixed-use concept to bring back Main Streets, constructing apartments over restaurants and communal workspaces over retail in hopes people return. Some are on the verge of success, some are not. The storefronts turn over. Visitors come once. Residents don't stay. What Main Street redevelopers are really trying to recreate isn’t a building type, however, it’s a culture. But culture isn’t constructed, it’s created organically — slowly and imperfectly over generations by the people who never left. For more than 300 years, the French Quarter has been that place — people living above businesses, churches beside hotels, building community one block at a time. It evolved around people living, working, investing, celebrating and belonging in the same place. That’s not just a New Orleans story, that’s the story every American city is trying to write right now, and mostly struggling to. The French

MICHELLE COURSEAULT is the executive director of the French Quarter Management District. She may be reached via email at executivedirector@fqmd.org.

PERSPECTIVES LAW

LINDA PEREZ CLARK is the managing partner of Kean Miller and founder of Kean Miller Connection. Inspired by a professor who encouraged her to consider law and by her own experience in a law school preparatory program, she changed course from psychology to law and created the program to offer that same encouragement to others. She may be reached via email at linda.clark@keanmiller.com.

Building a Pathway to the Law

Almost two decades after its launch, local firm Kean Miller’s unique program designed to spark interest in the field continues to shape careers. BY LINDA PEREZ CLARK

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students may never pursue a legal career simply because no one encouraged them or showed them that the legal profession is an attainable goal. One conversation with an attorney or law school professor could change that trajectory. By introducing participants to the realities of law school and the wide range of opportunities a legal education can provide, the firm hopes to spark interest among students who might otherwise have not been interested in law. Kean Miller believes that the future of the legal profession depends on encouraging and investing in talented people long before they enter the industry. Over the course of a single day, Kean Miller attorneys, lawyers from outside the firm, and representatives from local law schools lead a series of sessions and one-on-one conversa-

I L LU S T R AT I O N BY S.E. GEORGE

ean Miller Connection was launched 19 years ago as a full-day law school preparatory program designed for college students. From day one, the goal was to offer students a positive and informative experience about law school and what a career as an attorney involves. At its heart, Kean Miller Connection exists to connect eligible students from a broad range of experiences and backgrounds with the knowledge, encouragement and mentorship they need to decide whether law is the right career path for them. Most major law firms offer summer associate programs for current law students, but Kean Miller goes one step further by reaching students before they decide to attend law school. We recognize that many capable

tions. A typical Kean Miller Connection program features a prominent keynote speaker, a panel of recent law school graduates reflecting on their experiences, mock law school classes that give students a taste of the classroom, a panel of law school admissions counselors giving practical guidance on the application process and Law School Admission Test (LSAT), and a career options panel showcasing attorneys who work in areas as varied as commercial law, litigation, social justice and family law. One of the most valuable parts of the day is a fast-paced session that allows each participant to meet attorneys individually and ask honest questions about their practices and law school experiences. What distinguishes the program most are the relationships made. Rather than treating the program as a once-a-year event, the firm works to stay connected with participants, encouraging them to ask questions, seek advice and share their progress as they move toward law school and beyond. Ongoing support has helped the program build a strong reputation, with many students learning about it through word of mouth and some traveling from out of state. The results have been rewarding, with more than 300 participants since the program’s inception. Many have gone on to enroll in law school and several have returned to Kean Miller as practicing attorneys. Our recent class of 29 students was the largest in Kean Miller Connection’s history. Each year, we hear from former participants who credit the program with giving them confidence, easing their anxieties, preparing them for the LSAT, and introducing them to the mentors who helped shape their careers. The 2026 program took place on July 16, 2026, at the firm’s downtown Baton Rouge office. Future students must complete an application to participate. Eligibility requirements include a minimum 3.0 grade point average and completion of at least 45 college credits. Students who want to learn more about the program can email km_connection@keanmiller.com. T

PERSPECTIVES LOGISTICS +TRANSPORTATION

THE NEXT INDUSTRIAL WAVE Louisiana’s logistics network is preparing for a new era of growth BY KELLY HITE

E 24

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Yet even as technology transforms freight planning, the industry faces a new reality: Infrastructure demands are growing, driver shortages are tightening capacity, efficiency has become a competitive necessity, and legal risks continue to evolve. PLANNING THE NEXT INDUSTRIAL WAVE

Greater New Orleans’ transportation and logistics network sits at the center of a growing pipeline of industrial projects that will require moving millions of tons of equipment and materials across Louisiana over the next several years. According to Louisiana Economic Development (LED), the state has surpassed $100 billion in

announced capital investment, with another estimated $100 billion to $120 billion in active prospects tied to LNG, petrochemicals, carbon capture, advanced manufacturing and AI data centers. Louisiana’s opportunity reflects a broader trend: The International Energy Agency projects global energy investment will reach a record $3.3 trillion in 2025, while the U.S. Energy Information Administration forecasts record U.S. electricity demand as AI data centers and industrial expansion drive new investment in power generation and infrastructure. Kristi App, chief commercial officer for the Port of New Orleans, said projects such as Venture Global’s Plaquemines LNG facility, UBE’s

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very billion-dollar industrial project begins with thousands of decisions long before construction starts. Among the earliest is how millions of tons of equipment and materials will move from manufacturers around the world to the job site. As Louisiana prepares for what could be one of its largest waves of industrial investment in decades, Greater New Orleans’ ports, railroads, trucking companies, engineers and logistics providers are working to ensure the region captures as much of that economic activity as possible. A massive gas turbine destined for a Louisiana industrial site may begin its journey months before it ever reaches the Port of New Orleans. Before it’s loaded onto a ship overseas, new software can model its dimensions against Louisiana’s rail network, determine whether it will clear bridges and curves, recommend the best railcar configuration and map its route to the job site.

KELLY HITE is the associate news editor for Biz New Orleans, responsible for delivering daily business news on BizNewOrleans.com, focusing on developments that impact the greater New Orleans area and southeast Louisiana. She may be reached via email at KellyH@BizNewOrleans.com.

battery materials plant, Meta’s Richland Parish data center and Hyundai Steel’s manufacturing facility are expected to generate significant cargo opportunities both during construction and longterm through their operations. She said shippers increasingly value resilience and flexibility alongside speed, and Port NOLA’s multimodal transportation network — including access to all six Class I railroads through the New Orleans Public Belt Railroad, inland waterways and interstate highways — positions it to efficiently move both container cargo and oversized project cargo. For logistics providers, those projects represent far more than construction jobs. Every new facility depends on a carefully choreographed flow of oversized equipment, structural steel, pipe, electrical components and other materials arriving on schedule. “When a company is building a plant, you have to visualize all the components, material and equipment to build and operate it,” said Greg Rusovich, CEO of Transoceanic Development and chair of the Louisiana Board of International Commerce. “We move the cargo from wherever it’s being procured globally through U.S. Customs, through Louisiana ports and to the job sites. It’s called a turnkey logistics service.” Rusovich, whose family founded Transoceanic Shipping Company, spent decades moving American products overseas. Today, he says the flow has largely reversed. “Now materials are coming into Louisiana and that’s where I’m really focused.” Rusovich’s Transoceanic Development partnered with Houston-based UTC Overseas earlier this year to launch UTC Transoceanic, a New Orleans-based joint venture focused on supporting Louisiana’s growing pipeline of energy, power and industrial infrastructure projects. “We’ve seen a reshoring in the U.S., an industrial investment surge, with a lot of the new investment in the energy sector,” he said. Rusovich argues that Greater New Orleans’ ports, rail connections and logistics expertise position the region to capture more of the work generated by Louisiana’s expanding industrial pipeline. “Overseas companies are still thinking the process is to ship to Houston or Mobile or Beaumont, then truck over to a Louisiana project,” he

We’ve seen a reshoring in the U.S., an industrial investment surge, with a lot of the new investment in the energy sector. Greg Rusovich CEO of Transoceanic

Development and chair of the Louisiana Board of International Commerce

rail network, identify the appropriate railcar configuration and evaluate routing options in advance. Those answers can influence not only how a shipment moves, but also whether additional equipment is routed through Louisiana as part of the same project. Rusovich believes that capability can strengthen Louisiana’s position as a gateway for industrial project cargo by giving customers greater confidence early in the planning process. “As a result of this AI capability, we’ll attract cargo that otherwise wouldn’t have come through New Orleans,” he said. “Once a shipper decides to bring a large gas turbine through Louisiana, it makes sense to route the rest of the project’s equipment through Louisiana as well, rather than sending it through Houston.” DEMAND RETURNS BUT CAPACITY TIGHTENS

said. “No, that’s not how it works. You’ve got to use Louisiana ports, Louisiana infrastructure and Louisiana companies. It’s really important that Louisiana companies get this work.” PLANNING WITH GREATER CERTAINTY

Winning those projects increasingly depends on information as much as infrastructure. Earlier this year, UTC Transoceanic partnered with the Port of New Orleans and the New Orleans Public Belt Railroad to deploy an AI-powered rail-planning system that creates a digital model of the railroad network, allowing oversized industrial cargo to be evaluated before it ever arrives in Louisiana. Massive gas turbines, transformers and other equipment often require weeks of engineering studies to determine whether they can safely travel through rail clearances, bridges and curves on their journey from port to project site. “From a logistics point of view on the rail side, it could (previously) take four to six weeks for the analysis,” Rusovich said. “Now it’s a couple of hours.” The technology allows manufacturers and project developers to upload a digital model of their equipment and quickly determine whether it can move through Louisiana’s

Planning freight is only the first step. Once cargo begins arriving, it still must be moved efficiently from ports and rail terminals to construction sites across Louisiana. As industrial projects move from planning to construction, transportation companies say freight demand is beginning to accelerate after several years of softer market conditions. “As we mark our 55th year in business, the most significant development of the past year has been a clear turn in the freight market,” said Kent Williams, executive vice president of sales and marketing at transportation and logistics company Averitt Express. “After roughly four years of soft volumes and excess capacity across the carrier base, we’ve moved into a period of rising demand and real strain on industry capacity, driven above all by driver availability.” Williams said the tightening labor market reflects a combination of stricter enforcement of commercial driver licensing requirements, English-language proficiency standards and federal rules limiting when foreign drivers can haul freight between destinations within the U.S. T SCAN Want the full story? Read the rest of this article online at BizNewOrleans.com.

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PERSPECTIVE ECONOMIC DEVELOPMENT

From Classroom to Career

Southeast Louisiana ranks among the highest in the nation in number of higher education offerings per capita. But how do we make sure they produce the talent we need? GNO, Inc. is tackling this problem from all angles. BY MICHAEL HECHT

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Recent additions include a certificate in maritime operations at Nuñez Community College, an aerospace medicine program at LSU Health, a Bachelor of Science in chemical engineering at Xavier University of Louisiana, the state’s first-ever EV technician program at Delgado Community College, and new stackable advanced manufacturing credentials with Textron Systems at Northshore Technical Community College, each developed to support industries with growing demand. Preparing students is one challenge but keeping them in the region is another. Now in its sixth year, the GNO, Inc. Innovation Internship Program (GIIP) placed 45 college students with 39 host companies this summer — its largest and most diverse cohort to date. Since launching in 2021, the program has served nearly 150 students, maintained a 97% retention rate with host companies and seen 65% of participants return for additional internships or extended placements. Over 90% of program graduates who have since entered the workforce have remained in Louisiana, with an average salary of over $73,000. Those numbers represent more than successful internships; they reflect young professionals beginning careers with local employers and building futures in Greater New Orleans. GNO, Inc. also works to strengthen collaboration across the region’s colleges and universities. Through the Greater New Orleans Higher Education Consortium, the region’s 13 higher education institutions coordinate efforts to retain more graduates and promote Southeast Louisiana as a destination for higher education and career opportunity, boasting one of the nation’s highest concentrations of colleges and universities per capita. Residents and employers have access to impactful workforce resources as well. GNOCareerGuide.org helps students, families and educators explore high-growth occupations and identify local education and training programs. This not only exposes growing professionals to meaningful local career opportunities but also directs them to training and education programs that can

prepare them for prosperous careers. For workers, WorkNOLA.com, the region’s largest locally focused jobs board, was recently redesigned to better connect employers with job seekers. Reliable workforce planning begins with reliable data. Produced annually with Bank of America, the Greater New Orleans Jobs Report identifies the occupations driving demand across the regional economy while tracking wage trends and emerging opportunities. The newest edition updated its wage benchmarks to better reflect today’s cost of living, giving employers, educators and residents a clearer understanding of the local labor market. Several key initiatives are focused on meeting workforce needs in specific industries. Through H2Workforce, GNO, Inc. supported Louisiana Community and Technical College System in funding schools across the state, expanding training programs that support Louisiana’s growing energy economy. Roughly 3,000 students have completed training, and more than 400 are now employed at companies like NOLA Solar, Entergy and Gulf Wind Tech. The GNO Infrastructure Partnership, co-led with Delgado Community College and funded by the U.S. Department of Labor, is addressing another area of workforce demand. Training programs are underway at four regional community colleges with more than 20 employer partners, covering fields that include commercial driving, diesel and EV technology, instrumentation and millwright work. These initiatives are supported by a broad network of partners, including higher education institutions, workforce organizations, industry leaders, government agencies and community organizations. Each brings a different piece of the workforce puzzle, but all share the objective of creating stronger connections between education, training and employment. Economic development depends on more than attracting new companies; it also needs to help those companies find the workforce required to grow. By investing in partnerships, data, training and career pathways, GNO, Inc. helps build a stronger workforce while expanding opportunities for residents across Greater New Orleans. T

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orkforce has become one of the defining economic attributes for the Greater New Orleans region. Employers across the region hire talent with specialized skills, while residents seek pathways into rewarding careers. GNO, Inc. is working to bring those priorities together by connecting employers, educators and workforce partners to strengthen the local talent pipeline. At the center of that effort is GNOu, our signature workforce initiative. GNOu connects companies and higher education to solve hiring challenges by aligning academic programs with industry demand. Employers help shape curriculum, colleges and universities prepare students with relevant skills, and graduates leave positioned for local careers.

MICHEAL HECHT is president and CEO of Greater New Orleans, Inc. He may be reached via email at MHecht@GNOInc.org.

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PERSPECTIVE GUEST

ELLIE RAND is the founder and president of Ellie Rand Public Relations, a boutique communications firm that specializes in crisis communications, media relations and thought leadership. She may be reached via email at Ellie@ellierandpr.com.

C is for Crisis

What Elmo just reminded us all about the art of crisis communication. BY ELLIE RAND

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And faster than you can say “rubber duckie,” Elmo was in crisis mode. Crisis communications is defined as the strategic practice of managing and sharing critical information during company emergencies, public issues or unexpected events that could potentially harm an organization’s operation or reputation. You don’t see them coming. That’s what makes it a crisis. Companies are going about their normal workday when, out of nowhere, a commercial flight has a near miss with a FedEx truck on an airport runway, a CEO is caught on a hot mic insulting her board chair, or in Elmo’s case, a toddler Muppet adored for his kind and supportive messages is labeled an enemy of the Empire State. TICKLE ME, TRAITOR.

Elmo recovered because 1) he is Elmo and 2) he used these crisis communications best practices. • Assess the need to respond immediately. Not all crises need immediate response. Elmo was quiet at first, not rushing to react to fans in an overly emotional state. Smart move when a crisis does not involve loss of life, a product recall or where jobs and public health are not on the line. Elmo waited

SCAN View Elmo’s statement supporting Team USA in the World Cup

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on’t make this a thing.” Last month, Elmo (yes, THAT Elmo) stirred up a social media firestorm when the Sesame Street Muppet said on X that he hoped both the New York Knicks and the San Antonio Spurs “had fun” playing in the NBA Final. The problem? Elmo lives on Sesame Street. In New York. Although Elmo’s inclusive and encouraging comments were 100% “on brand,” the Muppet failed to consider the intense emotions of his fellow New Yorkers. And they weren’t about to let Elmo “fuhgidduhboutit.” Harsh criticism of his neutrality filled up his social feeds. Elmo, who loves everyone, had his first haters. In normal times, we wouldn’t expect a 3-year-old (Elmo’s estimated age) to be able to “read the room.” Or his Instagram comments for that matter. But his hometown hoops team hadn’t been this close to an NBA Championship in 53 years. New York was going nuts. Knicks fever was gripping New Yorkers harder than Cookie Monster holds on to that last chocolate chip.

for the right moment to issue a statement, betting the outrage would subside before the next tip-off. He was right. • Take timely, corrective action. In a post leading up to the World Cup just two days after the Knicks championship win, Elmo took to Instagram to correct the opinion that he isn’t a team player. Wearing a Team USA soccer jersey, Elmo directly addressed his followers to let them know he heard their criticism and is taking corrective action. As Elmo, he still loves everybody. But as a resident of Sesame Street, he is rooting for Team USA. “Don’t make this a thing,” he said, showing a distinctly human side — not an easy thing when you are, essentially, a sock. • Conduct one-on-one sit-downs with select media if needed. Elmo did a light-hearted, high-profile interview with The LA Times to show his pro-USA side ahead of the World Cup. The message was heard loud and clear: Although Elmo still loves everyone, Elmo is Team USA all the way. Elmo’s “crisis” of team loyalty was not one where lives, jobs, stock prices or long-lasting reputational harm was at risk. For real crises, organizations must have crisis communications plans in place. These plans, created by public relations professionals, provide an operational road map for when a crisis hits. Crisis communications plans answer the questions: Who will speak to the news media? How will we inform and update employees? What social media platforms will we use? If you are one of those lucky companies or organizations whose crisis communications plan has never been implemented, chances are it needs a thorough review and update. Do it now before a crisis hits.

FOUR STEPS TO PREPARING AND REACTING TO A REAL CRISIS:

Step 1: Before a crisis hits review and test your crisis communications plan. Does the plan designate a crisis management team involving the public relations, legal and human resources departments? Who is the head of the crisis team? Assign one specific point of contact to manage the flow of information and avoid mixed or even misleading messaging. Step 2: Once a crisis hits, prioritize internal communications. Inform and educate employees about what happened and how the company is managing the discovery and release of information. Because of smartphones, each employee is capable of unintendedly sharing misinformation. The goal is not to silence employees, but to give them tools to communicate authentically. Arm employees with the words and phrases to use when asked about the crisis by family, friends or even enterprising media. Supply them with the crisis manager’s contact information. Remind them that even well-intended posts can have a negative effect on the company or co-worker. Step 3: Consider the role of CEO when responding to a crisis. If you are a high-profile CEO who posts regularly on LinkedIn, X and other platforms, consider acting as the lead spokesperson in this time of uncertainty. You have spent months, or even years, establishing yourself as the trusted face of the company, chief strategist and industry expert. Now is the time to leverage that reputation and speak directly to employees, stakeholders, vendors, media and customers. Acknowledge mistakes, share steps being taken to resolve the crisis, reflect empathy and avoid corporate speak. Lead with humility, not over-confidence. Step 4: Rinse and repeat. Follow the lead of the crisis team. Consult legal and HR. Update internal audiences and stakeholders before releasing information externally. Ensure the CEO’s communications are accurate, timely and reflect empathy for those affected. Step 5: Develop a plan to take corrective action. It may not be as easy as wearing a USA Soccer jersey and giggling through an interview with The LA Times, but in terms of crisis recovery we can all learn a little something from Sesame Street’s favorite toddler. T

TOGETHER

Instead of running scared from the region’s climate threats, this organization has spent the last 18 years training locals for careers growing daily in demand while creating more resilient homes and communities.

BY KEITH TWITCHELL ILLUSTRATIONS BY SIC MONKIE

R WE CAN THRIVE

rguably the biggest threats to the future of Southeast Louisiana are a mix of increased threats from a changing global climate and an economy that has long left many of its citizens behind. A local nonprofit named Thrive New Orleans has been fighting to make headway on both issues since its founding in 2008. Thrive is a workforce training organization, but it’s also an employer in the growing field of environmental resilience as well as an organization that provides a range of support for local entrepreneurs — and then there’s also the work it does providing affordable housing solutions. Executive Director Chuck Morse — whose background includes more than two decades of work in community engagement, business development, government relations, marketing and strategy — sees the challenges the region faces as opportunities. He is energized by the role his city can play in the emerging industries created by climate change, and if they are handled well, he feels the city could further diversify its economy — even to global leadership status — while also providing real economic advancement to a large section of its population.

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For Thrive, securing the region’s future begins with an extraordinarily complete approach to workforce training. The organization takes a thorough, multi-tiered approach, with specific concentrations in building construction, green infrastructure and climate resilience.

“It’s holistic, wrap-around, meeting the needs of the individuals,” explained Morse. This includes everything from teaching soft skills like being on time for work to addressing underlying employment barriers such as transportation, housing, food insecurity, even mental health issues.”

After three weeks of soft skills training, training moves on to hard skills. Here Thrive offers a variety of certifications including construction, stormwater management, solar installation and weatherization. In many cases, individualized training can even be tailored to assist participants in realizing their specific work goals. The training programs are co-designed with employer partners to ensure graduates learn the skills that businesses in these fields demand. In addition to real-world work experience, trainees — many of whom are economically disadvantaged, some recently released from incarceration — are able to learn and earn at the same time. “They pay you to learn, that’s the first thing that gets your attention,” said David Bender, who entered Thrive’s workforce training program about three years ago, shortly after he was released from jail. But Bender noted that the program’s value went far beyond financial compensation. Aided by his Thrive connection, Bender now works for the New Orleans Sewerage and Water Board.

BOTH TRAINER AND EMPLOYER

While the need for environmental resilience work, both on the commercial and residential side, is high, Morse said there’s currently a lack of employers in the region. Recognizing the needs of the city and the organization’s trainees, the organization created what it calls its “social enterprise component” after the latest Trump administration took office. Thrive secures contracts as either a prime or subcontractor in the environmental resilience sector. “One reason we created our social enterprise is so people can stay in these fields,” explained Morse. “Our graduates say, ‘Put me in coach, I’m ready to play,’ but the jobs aren’t always there. We keep them from going elsewhere for jobs or from going into non-career-path jobs because they need income now.” While Thrive continues to receive funding from federal, state and local governments, along with foundation and corporate

support, the earned income is essential to survival. The outside revenues help the organization charge competitive rates for its work, while also paying livable wages to its 25-member staff and its trainees. Fortunately, opportunities on the local front are expanding rapidly. Recent New Orleans City Council legislation requires that all new parking lots include permeable paving. Similarly, the city is requiring new construction to retain a certain amount of rainwater on the property. And the long-awaited drainage fee (or property fee, as Mayor Helena Moreno's administration is now presenting it) will create further incentives and opportunities for green infrastructure. In the residential sector, Thrive is helping area homeowners make their homes stronger and more efficient. Some of the work is done on building interiors, such as weatherizing, installing smart thermometers, adding insulation, and sealing and even replacing doors and windows. Exterior work focuses largely on installing green infrastructure like rain gardens, bioswales and permeable paving. As a result, homeowners see energy bills go down as well as the threat of flooding — not just for the individual home, but for the community. At the same time, trainees receive, in Morse’s words, “hands-on practical experience on various job sites.” On the commercial side, recently Thrive completed an extensive installation at the Good Shepherd School in the Ninth Ward that included landscaping, installing rain gardens, bioswales and native plants and trees, and adding permeable paving to further reduce the amount of water running off the property and into the city drainage system.

BIG PARTNERSHIPS IN ACTION • Thrive serves as the City of New Orleans’ National Disaster Resilience Partner. • Ahead of the Super Bowl, Thrive partnered with the Downtown Development District to revitalize Bourbon Street — repairing and replacing historic brickwork and opening tree wells for new plantings. • The organization was recently selected as an allied partner for EnergySmart, the local residential energy-efficiency program, so we can now make homes more efficient with upgrades like windows and doors.

ENTREPRENEURS

While Thrive has a strong focus on starting people off on jobs with real career paths, there is equal emphasis on the second component of the solution — helping graduates launch their own businesses, something that goes well beyond just providing some initial equipment. Bender’s responsibilities at the Sewerage and Water Board — which range from maintenance of existing lines to installation of B I Z N E WORLE AN S.C O M

new infrastructure — further his knowledge of stormwater management, which in turn helps with Gray Arrow, a stormwater management installation business he started after completing the Thrive program and with the organization’s support. “Thrive is not a place where they just teach you these things and let you go,” he continued. “They help the whole person. Then they help you get a job, they help you start your own business…Anything you need, they’re there to help.” The organization’s assistance, however, extends far beyond just helping its own trainees. “We help small businesses with back-office operations, obtaining business credit as compared to personal credit, understanding customers, connecting to capital, connecting them to workforce,” explained Bernadette Carriere, Thrive’s director of green business. “While we are primarily in the green infrastructure space, stormwater mitigation and management, we are working with business owners in areas like food services and auto body repair as well.” Carriere said she is particularly enthused by the business opportunities available in the environmental sector and the organization’s ability to provide training in such marketable skills. “Throughout the U.S. and around the world, we’re having issues with cities and towns flooding that didn’t flood before,” she noted. “Figuring out how to mitigate that water, how to protect residential and commercial buildings and city infrastructure, that’s transferrable everywhere.” Carriere also noted that while much of the focus is on the installation of new projects, “there are opportunities for the maintenance side of it as well. Landscaping, permeable paving, these all need to be kept up.”

THINKING SMALL ON A BIG PROBLEM Another aspect of resiliency where Thrive is a player is affordable housing. In particular, the organization has been working with the “tiny houses” concept. This developed in part due to the housing challenges some of

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the trainees were facing, which sometimes extended into homelessness. “We’re working on this in partnership with the New Orleans Career Center, a trade school for high school students, including building construction,” said Morse. “They are building these homes as part of the curriculum, but they need placement for them.” The collaboration has the Career Center turning the completed houses over to Thrive for placement on empty lots around the city. Morse cited one instance where eight of the tiny houses are going to one site, which not only adds to workforce housing but addresses a vital but poorly understood component of the homelessness issue. Many people do not realize that within the street encampments, a strong sense of community is often created, and dispersing individuals into scattered housing breaks up that community and is not infrequently resisted by its members. Being able to cluster the tiny houses allows that community to be maintained, which also enables the residents to continue to support each other as they transition.

SPREADING THE WORD

Just as this aspect of the housing issue often flies below the public radar, understanding of the importance and complexities of climate change mitigation still needs to be advanced. While organizations like the Water Collaborative (on whose board Morse has served) have helped increase residents’ knowledge of stormwater management and green infrastructure, more awareness is needed – and again, Thrive is working on the problem. “We have an educational component working in the schools and with the New Orleans Job Corps,” said Carriere. “We teach about various interventions and how they offer opportunities for employment. We also do onsite interventions at some of the schools and engage the kids in the work. “If you like being outside instead of working at a desk job, this is a great place to work,” she pointed out. “You get to smell the fresh air and build something beautiful!” Morse noted that Thrive’s programs have an almost inherent educational impact.

“We create ambassadors to change how we deal with climate change, people from all walks of life. They can educate their grandparents, educate the kids, educate their communities.” Bender is a perfect example of this. “With what I learned in Thrive, it’s important to me to help mitigate the situation with drainage in the city,” he stated. “I want people to know that we are helping to hold water on their properties so that it doesn’t go into the drainage system.” Morse made a similar point. “People need to understand that the heat island effect is real, that it is warmer in some parts of the city than others. We help educate our population to do their own mitigation, like weatherization and planting trees.” This points to another key intersection, that of physical infrastructure and human infrastructure. The latter is necessary to create the former, and Morse feels positive on both accounts. “The New Orleans workforce is pretty solid, and we’re training folks up so they can make a good living with a career pathway,” he stated. “You see all these ribbon-cuttings taking place, and you’re going to see a big increase in job opportunities in construction, in stormwater management and in climate resilience. “We have a major problem with flooding in our city,” he continued, “but it’s also an economic opportunity. Installing stormwater management is paramount to the future of our city. We’re already a leader because we’ve been doing this for a long time, but we need to do it in a more systematic way. There is so much work to be done.” In turn, this leads to what Morse believes is the overarching solution to the challenges of resiliency. “People who have a career path in the city help make the city more resilient,” he proclaimed. “Our work creates a resilient workforce so people can work in the city they were born in. We believe that everybody should have an opportunity here, that the city should have an opportunity to be resilient, that our children should have an opportunity to grow up and succeed here. “We want the people in our city who are facing these problems to be part of their own solution.” T

THRIVE-ING: BY THE NUMBERS

200+

people trained in green-infrastructure workforce skills since 2017

80+

small businesses supported through the Green Academy entrepreneurship program

60+

homes served by Thrive as prime contractor in Gentilly (25 self-performed, 35 subcontracted) – homeowner education and reducing flooding through bioswales, rain gardens, trees and permeable pavers

200+

trees planted in the Upper 9th Ward

922

tons of concrete removed and 12,000+ square feet of sod installed at Keller Park

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ROB

THE

ARE

COMING

A GROUNDBREAKING HUMANOID ROBOT PILOT PROGRAM IS UNDERWAY. WHAT HAPPENS NEXT COULD MEAN BIG CHANGES FOR LOUISIANA AND THE FUTURE OF MANUFACTURING.

BOTS by SAMANTHA HINDMAN

photos by EDMUND D. FOUTAIN

robot images courtesy PERSONA AI

ATER THIS YEAR, if everything goes as planned, a humanoid robot will walk onto the shop floor of SSE Steel Fabrication’s 14-acre campus in Lower St. Bernard and begin learning to weld. When it does, it will mark the first time a humanoid robot that was purpose-built for industrial fabrication has ever been tested inside a live, operating facility. It’s a colossal step into the future for a local woman and minority-owned small business that started with a simple email. Justin Airhart — chief operating officer and husband of CEO Mindy Airhart — was watching the news one day when an advertisement caught his eye. A Houston startup was building a humanoid robot for heavy industry. It seemed credible enough, so he sent an email to the company. To his surprise, they wrote back. That unplanned exchange is how SSE Steel Fabrication, a family-owned steel fabrication company that Mindy Airhart’s parents, Marc and Cheryl Nuñez, founded in 1996 as Southern Services & Equipment, ended up at the center of a closely watched robotics pilot. Mindy Núñez Airhart took ownership of the company in 2018, becoming the second generation to lead the firm her parents established. Today, SSE operates

generates roughly $30 million in annual revenue and employs around 75 people. The company’s work is, by nature, one-of-a-kind. It manufactures bespoke structural steel for commercial, industrial and municipal clients across the country. “Our output is constantly changing,” Mindy Airhart said. “Every project we do is different.” So is the floor where that production happens. Which, it turns out, is exactly what makes SSE the right place to build the future.

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AMERICAN MANUFACTURING IS STRUGGLING TO FILL JOBS. THE AVERAGE AGE OF WELDERS IS 55, AND FOR EVERY FIVE WELDERS THAT RETIRE ONLY TWO ARE ENTERING THE FIELD.

AUG 2026

HE NEXT STEP

SSE’s willingness to bet on a walking, welding robot didn’t come from nowhere. It came from nearly a decade of smaller bets that kept paying off. In 2016, the company purchased its first piece of automated equipment: a six-axis robotic beam line — an articulated arm that cuts steel and shapes beams to exact specifications. When Mindy Airhart announced the acquisition on Facebook, however, the comments weren’t congratulatory. Instead, she saw widespread concern that her purchase would result in lost jobs. What happened, Airhart noted, was the opposite. The productivity gains from that first robot gave SSE more capacity, and more capacity meant more work. The company added a second shift, then a third. Revenue grew, and so did hirings. “Every time we’ve added any piece of automated equipment, there’s been a concern by our employees that maybe it will take jobs,” she said. “But every time it’s only added jobs.” SSE replaced that original beam line four years later with a newer model and has since added four more pieces of automated equipment, including a fleet of welding collaborative robots, or ‘cobots,’ and augmented reality headsets used in quality control.

A NEW KIND OF WORKER

The robot that will be working at SSE is roughly 5 feet, 8 inches tall. It has two arms, two legs, advanced vision systems, and dexterous hands capable of operating the same tools human workers already use. “A humanoid platform can navigate stairs, walk through existing facilities, operate hand tools, and move between different workstations without requiring facilCameras installed throughities to be redesigned around automation,” explained Jonathan Reichel, principal out the facility have been marketing architect for Persona AI, the Houston-based company that developed slowly capturing the rhythms the robot. “Rather than automating a single station, our objective is to create a of a working fabrication shop — flexible worker that can adapt to changing tasks and environments.” from the way a welder positions Persona AI was founded in Houston in 2024 by Nicolaus Radford, a roboticist his or her body to the way matewho spent 15 years as a principal investigator at NASA’s Dexterous Robotics Lab rial handlers navigate around before founding and taking a subsea robotics company, Nauticus Robotics, public. He built his team with the same pedigree: Chief Technology Officer Jerry Pratt previously held the same role at Figure AI, one of the most prominent humanoid robotics companies in the country. “RATHER THAN AUTOMATING A SINGLE STATION, The startup has raised $42 million in pre-seed fundOUR OBJECTIVE IS TO CREATE A FLEXIBLE ing and already has an agreement with HD Hyundai to WORKER THAT CAN ADAPT TO CHANGING TASKS deploy humanoids in South Korean shipyards. What sets Persona AI apart from today’s crowded AND ENVIRONMENTS.” field of humanoid robotics startups, however, is where it’s pointed. Most competitors are chasing logistics warehouses and automotive assembly lines — environments freshly cut beams. None of it is that are already highly structured and relatively easy for robots to navigate. staged; it’s all real production, Persona AI is going the other direction, into what the company calls “4D jobs”: with real workers going about work that is monotonous, dangerous and declining in available labor. their unedited daily routines. “Steel fabrication was already one of the industries we believed would benefit That footage feeds directly significantly from industrial humanoids,” explained Reichel. “What made Justin’s into Persona AI’s simulation outreach exciting was that it came directly from an industry leader looking to help environment, where engineers shape the future rather than simply evaluate new technology.” While the robot has yet to arrive, the work of preparing for its arrival began months ago on SSE’s floor.

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For a small, family-owned business, the question of how to afford a humanoid robot is not a small one. A technology this new and this early in its commercial life doesn’t come with a standard price tag, and a capital expenditure of that size could carry risk.

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WHAT DOES A HUMANOID ROBOT COST?

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use the data to build digital replicas of SSE’s workflows and test robot behaviors before any physical attempt is made. “By validating software in simulation first, we can iterate much faster while improving safety and reliability,” Reichel explained. “The sensors help us better understand real manufacturing workflows, workspaces and how industrial tasks are performed in production environments.” When the humanoid does arrive, its first assignment will be modest. Its initial task will be fillet welding — running welds along pre-fitted structural members. It’s the sort of repetitive, physically demanding work that Mindy Airhart said is both essential to fabrication and among the hardest positions to staff. If that goes well, the scope will expand. Eventually, the robot may handle the full sequence. All those involved emphasize that the project is experimental as early-stage technology will be stress-tested in a live environment for the first time. The robot has not yet welded anything at SSE, and the timeline to a fully operational humanoid on the shop floor involves several unknowns. SSE is essentially providing Persona AI with a training ground to develop proof of concept.

Persona AI’s answer to that problem is a business model designed to lower the barrier to entry. Under what the company calls its robotics-as-a-service (RaaS) model, SSE doesn’t purchase the robot outright. Instead, they access its capabilities through an ongoing service relationship that covers deployment, software updates, maintenance and operational support. The exact commercial terms haven’t been disclosed, but the structure is built around the idea that a manufacturer using robots shouldn’t have to absorb the full financial risk of unproven technology up front. “Our vision is to make advanced robotics accessible without requiring customers to make large upfront capital investments,” Reichel said. “The goal is to simplify adoption while allowing customers to scale automation over time.” This is an important distinction, as it’s the difference between a betthe-company capital decision and a service relationship that can be adjusted over time. It also means that if the robot underperforms, SSE isn’t holding a multi-million-dollar piece of equipment it can’t use. The pricing model reflects something interesting about the future of industrial robotics: The goal is to sell results, not the robots themselves.

IGHTING THE FEARS

With robots, fear is understandable. Automation has always carried with it the specter of displacement, and humanoid robots make that anxiety visceral in a new, somewhat unnerving way. Mindy and Justin Airhart have heard these protests before, and their answer has always been the same. “The anxiousness goes away when you start to understand how beneficial it can be,” Justin Airhart said. “People don’t like change, but this change is coming. There’s no getting away from it.” Some data suggest that the public’s anxiety may be pointed in the wrong direction as manufacturing currently has more positions than it can fill.

“EVERY TIME WE’VE ADDED ANY PIECE OF AUTOMATED EQUIPMENT, THERE’S BEEN A CONCERN BY OUR EMPLOYEES THAT MAYBE IT WILL TAKE JOBS,” SAID MINDY AIRHART (CENTER) PRESIENT AND CEO OF SSE STEEL. “BUT EVERY TIME IT’S ONLY ADDED JOBS.”

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According to a 2024 study by Deloitte and The Manufacturing Institute, American manufacturers could need as many as 3.8 million new workers between now and 2033. If current labor shortages persist, roughly 1.9 million of those positions could go unfilled. The American Welding Society projects the industry will need to fill approximately 82,500 welding positions every year between 2025 and 2029. The average age of a working welder in the United States is roughly 55. For every five experienced welders who retire, only about two are entering the field to replace them. Justin Airhart said he didn’t need a research report to tell him any of this. “Hiring and labor is one of the hardest things to get, keep, train and retain,” he said. “This eliminates all those factors in one.” The robot, in other words, isn’t coming for anyone’s current job; It’s coming for jobs that the

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company already can’t fill. As those positions are handled by the humanoid, the workers already on the floor move into new roles that require their expertise without the physical toll of grueling tasks. “Any sort of new training or new job titles that come out of this, our employees will be the first ones to receive that training,” explained Mindy Airhart. “It’s just going to give them new opportunities as far as their careers.” Exactly what those jobs look like, however, cannot be said with certainty. “We’re not really sure because this is going to be the cutting edge of the humanoid experience,” said Justin Airhart. But SSE’s workers, he said, are excited rather than anxious. After all, they’ll be among the first people in the country to figure out what working alongside a humanoid actually means in practice.

HAT THIS MEANS FOR LOUISIANA

What happens at SSE this fall won’t stay in St. Bernard Parish. At least, that’s the bet Louisiana is making. The pilot is facilitated by Louisiana Innovation, known as LA.IO, a division of Louisiana Economic Development launched in February 2025 with a $50 million growth fund and a mandate to position the state as a hub for high-growth, technolo“ANY SORT OF NEW TRAINING OR NEW JOB TITLES gy-enabled industry. THAT COME OUT OF THIS, OUR EMPLOYEES WILL BE The SSE pilot fits squarely into their strategy: use Louisiana’s existing industrial backbone as a THE FIRST ONES TO RECEIVE THAT TRAINING.IT’S proving ground for technology that the rest of JUST GOING TO GIVE THEM NEW OPPORTUNITIES AS the country is still figuring out how to deploy. FAR AS THEIR CAREERS.” Margot McNeely, who leads communications at LA.IO, sees the SSE partnership as a template for future innovation. “SSE Steel does the kind of work Louisiana oping and deploying next-generwas built on — heavy fabrication, structural steel, the backbone of our industrial ation industrial automation.” economy,” she said. “That combination of established industrial muscle and fronWhether that vision materialtier technology is exactly where Louisiana will lead.” izes depends on what happens The stakes extend well beyond one fabrication shop. McNeely recently visited when the robot shows up. several shipyards across South LouisiBut Mindy Airhart — who ana and came back with a clear read on grew up watching her parents where the industry is heading. build something from nothing “Every single one of them was looking in St. Bernard Parish and has at some form of automation,” she said, kept that growth going — isn’t to meet demand that they currently waiting around to find out how can’t keep up with. the industry feels about it. Reichel of Persona AI shares “I really think that they are just McNeely’s optimism for the state’s future. going to be an absolute benefit “Louisiana has an opportunity to to everyone on the shop floor,” become a leader in advanced manufacshe proclaimed, “and improve turing and industrial robotics,” he said. their lives on a daily basis.” ▲ “The state’s strength in energy, fabrication, shipbuilding and heavy industry creates an ideal environment for devel-

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"PEOPLE DON'T LIKE CHANGE, BUT THIS CHANGE IS COMING," SAID COO JUSTIN AIRHART. "THERE'S NO GETTING AWAY FROM IT."

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FROM THE LENS

GREAT WORKPACES

Local salon helps young people explore careers in cosmetology

The Hoot’n’Holler Inn

Xavier Cole, President of Loyola University New Orleans

WHY DIDN’T I THINK OF THAT?

NEIGHBORHOOD GEM

NEW ORLEANS 500

After 25 years, EskewDumezRipple moves into a studio built on its own principles, earning Louisiana’s first WELL Platinum certification along the way

ESKEWDUMEZRIPPLE 400 Lafayette St. Ste. 300 // New Orleans // 504-561-8686 skewdumezripple.com // @eskewdumezripple

FROM THE LENS GREAT WORKSPACES

WALKING THE TALK

After 25 years, EskewDumezRipple moves into a studio built on its own principles, earning Louisiana’s first WELL Platinum certification along the way. BY MISTY MILIOTO

PH OTOS BY SARA ESSEX BRADLEY

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or EskewDumezRipple, the question came into focus slowly, then all at once. After more than 25 years on the 31st floor of 365 Canal St., one of New Orleans’ most celebrated architecture and interior design firms had quietly outgrown the space that shaped it. Limited daylight, aging systems and poor acoustics had become daily realities. More telling was the floor plan itself, which devoted more square footage to workstations than to collaboration — a ratio that no longer reflected the way they worked. “The move was really five years in the making,” explained Jill Traylor, principal and director of interior design at EDR. “We were solving these same workplace questions for clients every day, and it was time to walk the talk.” That reckoning produced one of the more considered workplace transformations in recent New Orleans design history. EDR’s new studio at 400 Lafayette Street — a 15,298-squarefoot space on the third floor of a Warehouse District building — opened in 2025 and has

since earned WELL Platinum Certification through the International WELL Building Institute, making it the first project in Louisiana to reach that level of recognition. The certification evaluates spaces across 10 categories including air quality, acoustics, lighting, materials and thermal comfort. A platinum certification, the standard’s highest tier, requires documented performance across all categories, not just a strong showing in select areas. Before a single layout was drawn, EDR surveyed its own staff, ran room utilization studies and held hands-on planning charrettes. The process surfaced priorities that would shape every major decision, including improved acoustics, access to daylight and greenery, flexible meeting areas and a greater sense of equity across teams. Sit-tests and workstation mock-ups followed. “The testing reinforced that small daily comforts matter enormously,” said Traylor. “It pushed us toward workstations that are less one-size-fits-all and more adaptable to how different people actually work.” The final design delivers just that.

Drawing on extensive consideration of how its employees work, the firm's 15,298-square-foot space includes careful attention to acoustics, daylight, greenery, flexibility and equity.

“The best move was creating a spectrum of spaces instead of asking one space to do everything,” she said. “Focused workstations, phone booths, small meeting rooms, pin-up areas, the materials library and the Neutral Ground [a shared social space] all let people choose the right setting for the task at hand.” Z Smith, EDR’s director of sustainability, said acoustic performance proved to be the most difficult WELL criterion to validate. “In a renovation of a turn-of-the-century building, you can model and plan only so much,” he noted. “Finding the right level of intervention to support both focus and collaboration turned out to be the biggest challenge.” Visitors stepping off the elevator at 400 Lafayette are greeted immediately by the “Screen Wall” — a sculpted threshold that functions as both art installation and design manifesto. Built from 26 vertical steel rods, each supporting 20 reclaimed wooden blocks with custom 3D-printed joints,

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the wall was fabricated entirely in-house from plywood desktops salvaged from the firm’s former Canal Street office. The winning concept, which emerged from an internal competition, is titled “The Plus Is Us.” From certain vantage points, the composition resolves into the “+” from EDR’s logo. “‘The Plus Is Us’ stood out because it captured our approach to sustainability in terms of material reuse and subtle branding all at once,” said Traylor. “Fabricating it in-house involved a lot of trial and error and problem-solving, which ultimately made the piece feel even more representative of our culture.” At the heart of the studio sits the Neutral Ground, a flexible gathering hub named for the grassy medians that divide New Orleans streets. The space works as cafe, informal work area and all-hands meeting room that accommodates close to 50 people. “We wanted the Neutral Ground to feel more like a shared social space, not just a breakroom,” said Traylor. “Like the city’s neutral grounds, it sits between movement and pause — a casual, eclectic place for gathering, lunch, coffee and conversation, but one that can still be pressed into service for work and collaboration.”

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Anchoring the space is an unexpected element — a large, hand-drawn depiction of New Orleans by H. Schultz, that was found while the firm was packing up Canal Street. Framed in solid white oak and measuring 10 feet, 10 inches by 3 feet, 2 inches, it now holds a central position in the Neutral Ground. “The one thing we lost in the move was our panoramic views of the river,” said Traylor. “This gives it back in a small way, while nodding to our roots — a sense of place, where we started and our connection to New Orleans.” AOS Interior Environments, the region’s largest design-assist FF&E (furniture, fixtures and equipment) contractor, was brought into the project early. Working within EDR’s clear design intent — a refined industrial palette with darker trim that holds its own against the building’s exposed brick and high ceilings — AOS specified Knoll’s Antenna beam system for the open studio floor. The system runs screens and storage off a central beam with height-adjustable surfaces integrated throughout, keeping the floor open and reconfigurable. “EDR wanted to move away from the conventional full-panel workstation,” explained Julia Stefanski, designer at AOS. “The flexibility is the

point. As the firm evolves, the space can evolve with it, without a renovation to get there.” For the materials library, AOS provided custom casework by DIRTT — including a pass-through island that stores architectural finish boards from both sides — which gives the space a purposebuilt footing. AOS also carried over select pieces from EDR’s former office, among them conference tables and Generation brand chairs. “We share a belief that clients should reuse what still works and upgrade what doesn’t,” Stefanski says. “That’s the honest version of sustainability.” Michael Mantese, EDR’s marketing director, said the firm is treating the studio as a living case study, not just a portfolio project. “[It’s] a way to showcase how our values around design excellence, sustainability, wellness, craft and community translate into real decisions,” he said, adding, “We’re trying to help people understand not just what we designed, but how we think.” Mantese noted that the Neutral Ground in particular has exceeded expectations as a community asset. “It has become more successful as a shared civic and cultural space than we even anticipated,” he said. “The studio is a way to give back to the city while also telling a more grounded story about who we are.” For Traylor, the most honest lesson of the project is still unfolding. “A workplace is never truly finished on opening day,” she said. “Some spaces still aren’t finished, and continue to be tuned by the habits, rituals and culture of the people who use them every day.”T

For the materials library, AOS provided custom casework by DIRTT — including a pass-through island that stores architectural finish boards from both sides.

QUICK LOOK Years in operation 37 Square footage 15,298 Number of Employees 50-70

Persons in Charge Jill Traylor, Principalin-Charge; Andy Redmon, Project Manager and Construction Administrator; Ian O’Cain, Project Architect; Steve Dumez, Design Director

Additional Credits Collyn Clark, Project Interior Designer; Mignon Antoine, Designer (Interiors); Samantha Lindley, Designer (Architecture) Architect EskewDumezRipple

General Contractor Mayer Building Company Interior Décor EskewDumezRipple Initial Brand Development EskewDumezRipple Furnishings AOS Interior Environments

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FROM THE LENS WHY DIDN’T I THINK OF THAT?

SILK ME KIDS 7701 Dwyer Road // Suite 106 504-940-4137 // @silkmekids

SHAPING STYLES, BUILDING FUTURES Local salon helps young people explore careers in cosmetology BY ASHLEY MCLELLAN

PH OTOS BY EDMUND D. FOUNTAIN

Owner Megan "Meme" Kelly said Silk Me Kids' mission is "not only to style hair but to educate, inspire and empower the next generation."

DID YOU KNOW?

The Black hair care market was projected at around $1.1 billion in 2025 and is expected to grow at an annual rate of 4.2% until 2034.

Source: DimensionMarketResearch.com

ometimes getting a haircut is more than just getting a new style or a summer look. For the young clients of Silk Me Kids Salon and Spa, the transformation goes beyond the outside, with an emphasis on providing and teaching self-care, career guidance and the opportunity to learn skills to use well past their adolescence. A New Orleans native, Megan “Meme” Kelly, whose professional background includes a career in public health, opened the salon in 2017, combining her passion for beauty with the business of providing specialized hair care for kids ages 16 and under. The salon quickly grew to provide its own line of Black hair care products specifically designed for its young clients, as well as a summer camp for older

teens to learn and launch their own careers in haircare and beauty. “While earning my degree in public health at Dillard University, I always had a passion for beauty and entrepreneurship,” she said. “Public health taught me the importance of education, prevention and community impact. As I continued working in the beauty industry, I realized I could combine both passions by helping people build confidence, teaching healthy hair care practices, and creating opportunities through beauty education. What started as a side passion eventually became my purpose and full-time career.” The decision to create not just a salon, but a salon dedicated to kids was easy for Kelly, who wanted to create a space that would provide services for young Black hair needs. The bonus of boosting self-esteem and confidence building

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through hair care and self-care was all part of her plan. “I saw a need for a safe, welcoming space dedicated to children,” she said. “Many parents struggled to find stylists who were patient, knowledgeable and experienced with children’s hair. I wanted to create an environment where kids could have positive salon experiences while learning to love and care for their hair. Beyond styling, I wanted to help build confidence and self-esteem in young people.” Kelly describes her business as much more than a salon. “It’s an educational and empowerment experience,” she said. “Everything we do is centered around children and teens. We specialize in age-appropriate hair care, provide a kid-friendly atmosphere, teach healthy hair habits and expose youth to career opportunities

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in beauty. Our mission is not only to style hair but to educate, inspire and empower the next generation.” Silk Me Kids professionals provide a range of services in the salon, including blow dry, press, trim and styling and treatments for damaged hair, and also sell a line of beauty products that are available in the salon, online and in 15 local beauty supply stores in New Orleans and the Northshore. “Currently, we work with a team of three licensed beauty professionals who are trained to work specifically with children and teens. Beyond technical skills, we emphasize professionalism, patience, communication, sanitation and creating positive experiences for young clients. Because our clientele is youth-focused, our team understands the importance of building trust with both children and parents.”

Silk Me Kids products have been a big hit with parents and young clients alike, according to Kelly, and is proving to be a vital part of the business. “Over the years, we’ve developed products designed to support healthy hair care routines for children and families,” she said. “Our line composed of shampoo, conditioner, hair mask, moisturizer, detangler, growth oil, heated bonnet and regular bonnet. Some of our most popular items are Silk Me Kids Moisturizer and Detangler. We focus on products that are easy to use, effective and family-friendly.” The market’s continuing demand for products made specifically for Black hair and beauty needs, points to the success of Silk Me Kids and makes big business sense. Beyond hair care products and salon success, Kelly created Silk Me Academy and Summer

Beauty Camp, a junior training camp for ages 7 to 17, which teaches a variety of skills from nail care to makeup application, hair styling, shampoo and barber techniques, plus frequent stand-alone mini beauty workshops such as a “Kids Braiding Clinic.” “I launched the Silk Me Kids Academy Junior Cosmetology Program in 2022 from an opportunity extended to me to spearhead an afterschool program for a local elementary school,” she said. “As a licensed beauty educator, I wanted to introduce students to cosmetology at an early age while teaching entrepreneurship, professionalism and life skills. The program allows students to explore their creativity while learning that beauty can be both a career and a business opportunity.” Camp and cosmetology program and workshop fees vary, with scholarship opportunities available, as well as a range of minicamps for those interested in a shorter experience for budding beauty experts.

“Program fees vary depending on the specific camp, workshop, or enrichment experience,” Kelly explained. “They can range from free to $1,500. We offer seasonal camps, specialty classes and ongoing educational opportunities throughout the year.” Silk Me Kids summer camp and junior training workshops come at a time when technology is producing barriers for some new workers just entering the job market. The good news is that, despite the rise of AI technology, some skills, such as hair care and beauty applications, cannot be replicated outside of human hands. Training provided by Kelly and Silk Me Kids’ workshops will remain an important resource moving forward for a new generation of leaders. “Since launching the program, we have served hundreds of students through camps, workshops, school partnerships and enrichment programs,” Kelly said. “The response has been overwhelmingly positive. Students leave with

new skills, increased confidence and exposure to career possibilities they may not have considered before. Many families tell us that the program has helped their children discover new talents and interests. Our Summer Beauty Camp has continued to grow year after year, and we are proud to have sold out multiple sessions. Students receive hands-on training in hair, nails, skincare, makeup, and entrepreneurship while developing confidence and teamwork skills. Parents appreciate that the camp combines education, creativity, and career exploration in a safe and engaging environment.” For Kelly, Silk Me Kids’ philosophy of education and unique approach to hair care in the salon is what keeps clients coming back and continues to inspire her to keep going. It’s all part of her goal of spreading goodwill and inspiring future entrepreneurs. “The future is very exciting for Silk Me Kids,” she said. “We plan to continue expanding our youth beauty education programs, increase community partnerships and create more opportunities for students to explore entrepreneurship. We recently expanded into junior barbering education and will continue developing innovative beauty experiences that expose young people to careers in the beauty industry. Our goal is to become a national leader in youth beauty education while continuing to serve families right here in New Orleans.” T

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FROM THE LENS NEIGHBORHOOD GEM

THE HOOT’N’HOLLER INN 217 N. Pierce Street New Orleans // @thehootnhollerinn

New Orleans’ Fabulous “Trash Palace”

For almost 10 years, children have been learning through play at Mid-City’s Hoot’n’Holler Inn. BY KEITH TWITCHELL

here are not a lot of spaces where kids can just be kids,” observed Josie “Dr. Jelly” Scanlan, co-owner of The Hoot’n’Holler Inn, an artistic play space for youngsters located behind an unimposing storefront in Mid-City. Described by Scanlan as “a cardboard labyrinth with a stage,” it is full of tunnels and perches and colors and creatures, making it the ideal setting for free-flowing, freeplaying birthday parties, of which it hosts four to seven per weekend. “They crawl through the tunnels, perform kid’s karaoke onstage and can go upstairs to the crafts area,” she added. “It’s a space driven by kids’ energy.” Scanlan and her co-owner, Brian “Spitz” Spitzfaden, opened Hoot’n’Holler in the fall of 2017, though its genesis was much earlier. “We’d been doing something similar at the Newman day camp for 16 years,” Spitzfaden recounted, “and it grew from there.” The duo located the space and, with assistance from two other fellow artists, turned their imaginations loose. Cardboard is the primary construction material, which Scanlan noted is both surprisingly durable and a free resource.

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“We used to do cardboard scavenging, but now we’ve come into contact with friendly local businesses,” explained Spitzfaden. Everything from refrigerator boxes to Halloween pumpkin cartons are donated to the build-out, which is in a constant state of refinement and creative expansion. The partners are also full-time teachers, who draw on their experience. “Our experience as educators gives us a really good sense of what’s safe for kids,” noted Scanlan. “And something that’s really lacking in our classrooms is independent problem-solving, kids learning how to figure things out. Free play lets kids practice those skills.” “Things that I’ve learned as a children’s performer have greatly influenced my classroom management,” added Spitzfaden. On the performance side, the duo combines storytelling and dramatic interpretation of the stories. They have performed in the Kids Tent at the last four Jazz Fests, and last year at Mardi Gras joined with the Louisiana Philharmonic Orchestra in a rendition of Camille Saint-Saens’ “Carnival of the Animals,” acting out stories between each movement. Between teaching, performing, hosting the birthday parties and maintaining the space,

Scanlan and Spitzfaden have a lot on their plates. “We’re both pretty involved at our schools,” he said, “Balancing our careers as educators with the upkeep and always wanting to add to the play environment is our biggest challenge.” The pair is actually considering handing the party business off to one of their employees so that they can focus more on performing, including the musical component of their stagecraft. Putting together an album is a tentative project for this fall. Adding to the types of uses for Hoot’n’Holler is also on the horizon; it has previously hosted everything from performances by comedians and puppeteers to a variety of creative workshops, and they would like to bring some of these events back. Young people, however, will remain the focus. Both have had students in higher school grades tell them they remember birthday parties at Hoot’n’Holler. “It’s always celebratory here,” said Scanlan, “We’re helping kids and families create memories, and we get to be a part of these people’s happy times.” “It’s everyone’s favorite trash palace,” concluded Spitzfaden, smiling. T

FROM THE LENS NEW ORLEANS 500

LOVED THIS BOOK

The Jesuit Guide to (Almost) Everything by Father James Martin, S.J. It’s a thoughtful reflection on finding purpose, joy, and meaning in everyday life.

BUCKET LIST

A trip to Japan. I’m fascinated by the country’s culture, history, and traditions, and I’d love to experience it firsthand.

Xavier Cole

President of Loyola University New Orleans PH OTO BY THERESA CASSAGNE

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FIRST JOB

Paper boy at age 12. It taught me responsibility, discipline, and the value of showing up every day.

PASSION

Music. Whether listening to it, playing it, attending performances, or discovering new artists, music has always been a source of inspiration and joy.

FAVORITE CONCERT

Seeing Wynton Marsalis perform live. His artistry, creativity and connection to New Orleans make every performance unforgettable.

A native of Biloxi, Mississippi with nearly three decades of work in higher education, Cole became Loyola’s 18th president in 2023 — the first person of color and second layperson to serve in the role since the university’s founding in 1912. Before accepting this position, Cole served as vice president of the Division of Student Affairs at Marquette University. Cole said he is “committed to strengthening the university by seeking mission-aligned partnerships, improving the school’s financial health and stability, and investing in those who work and learn here.”

ADDITIONAL Q+A ONLINE AT BIZNEWORLEANS.COM