A NEW CHAPTER FOR THIS FAST-GROWING CONSTRUCTION “RENEGADE” IS UNDERWAY IN JEFFERSON PARISH
GRAND ISLE IS CREATING ITS OWN “JEWELS” TO FIND A WAY FORWARD IN LOUISIANA’S SEVERELY THREATENED SEAFOOD INDUSTRY P.36 PLUS JEDCO PRESIDENT AND CEO JERRY BOLOGNA SHARES HIS THOUGHTS ON JEFFERSON PARISH CELEBRATING 200 YEARS IN BUSINESS
While the Saints haven’t
A new neighborhood on the West Bank demonstrates the future of affordable housing in Southeast Louisiana
DIDN’T I THINK OF THAT?
After just over three months in business, Cali Sober Market in Metairie has gained a quick following by offering hard-to-find non-alcoholic and THC-infused beverage options, but the owner is focused on a bigger picture
River Ridge-based Rolling Bones Dog Spa set to expand due to demand
John LeBlanc, CEO of Metairie Bank
With more than three-quarters of jobs in Jefferson Parish held in companies with less than 20 employees, entrepreneurism is booming, especially in one field
Gulf Coast Bank’s new Elmwood branch will grab your attention, but it’s what’s inside that really impressive
Rising Up
With the recent adoption of a not-so-new oyster growing method, Grand Isle is creating its own “jewels” to find a way forward in Louisiana’s severely threatened seafood industry
$25M Leap A new chapter for this fast-growing construction
is underway in Jefferson Parish
Jefferson Parish is an indispensable pillar of the Greater New Orleans economy. As the most populous parish in the region, the parish boasts a large and diverse workforce, a strong middle-class tax base, and critical infrastructure that supports economic activity across Southeast Louisiana.
Home to our region’s international airport, major retail centers like Lakeside Shopping Center, and the headquarters of Ochsner Health—the region’s largest private employer— the parish drives significant job creation and business growth in the region. Its commercial districts in Metairie, Elmwood and beyond generate substantial sales and property tax revenue, helping to fund regional services and development.
Some, or all these things you may know. But in honor of the parish’s 200th anniversary, I’d like to share some fun facts you may not know.
For instance, did you know the parish was named for Thomas Jefferson in 1825 to honor his role in the Louisiana Purchase of 1803?
Did you know that post-World War II, Metairie became one of the largest unincorporated communities in the United States and still remains unincorporated?
Did you know that the word “Metairie” comes from the French word métairie, meaning “tenant farm,” and that early settlers were tenant farmers under landowners in the French colo-
nial system? Did you know Metairie Road was a wagon trail before it was paved in the 1940s?
Did you know Kenner is the largest city by population in the parish?
Did you know that the West Bank was settled in the mid 18th century by French and Spanish colonists and that Gretna was part of the “German Coast” settled by German immigrants?
There’s a lot of great history in Jefferson Parish and a lot going on — as you’ll see in the following pages.
Happy Bicentennial JP!
Thanks for reading,
Publisher Todd Matherne
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As we start the second half of the year and move into the hot summer month of July, the Biz team shifts gears and begins the selection process for the annual New Orleans 500.
The 2026 edition will mark our fifth anniversary of selecting the most influential, involved and inspiring executives in the New Orleans region, and I’m happy to say that this publication has become a who’s who in the business community.
The good news is that you still have time to nominate a deserving executive, but that time is limited as the nomination period for next year’s edition closes at the end of July. Just go to bizneworleans.com/new-orleans-500/nominate/.
This month is also the qualifying time for the October 11, City of New Orleans elections. I think you will agree that we need new leadership, and this is the first step to begin that process. I look forward to meeting the candidates, seeing their platforms and listening to how they will institute change in the city. We as New Orleans voters must hold elected officials to higher standards than what we have in the past.
On a personal note, I am excited about the July 4th weekend as it will be the first time in nearly two years that we will be able to get the entire family together. As you may remember,
our daughters have been blessing us with grandchildren, and family vacation time all together has been limited. However, our daughter and her family, who live in California, will be able to visit for a great long weekend. I’m also excited to announce that our growing family of 13 will add a new addition this December, moving our grandchildren total to six! We are all so excited.
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12
While the Saints haven’t played in the Super Bowl since 2010, New Orleans has been a consistent winner.
Summer in New Orleans doesn’t have to be the “off-season” — certainly not for us locals
With more than threequarters of jobs in the parish held in companies with less than 20 employees, entrepreneurism is booming, especially in one field.
While the Saints haven’t played in the Super Bowl since 2010, New Orleans emerged a big winner again this year.
BY CHRIS PRICE
It’s been less than six months since New Orleans hosted its 11th Super Bowl, during which the Philadelphia Eagles defeated the Kansas City Chiefs, 40-22, in the Caesars Superdome.
The city has been riding high ever since, punctuated last month when Louisiana State University’s E.J. Ourso College of Business released a report that had politicians, business owners and lovers of the Big Easy ready to spike the foot-
ball. According to the LSU report, Super Bowl LIX generated $1.25 billion in total economic activity statewide, more than doubling the impact of the 2013 New Orleans Super Bowl and ranking as the second-most financially impactful Super Bowl of all-time.
“Super Bowl LIX was a tremendous success for New Orleans and all of Louisiana,” Gov. Jeff Landry said of the report authored by Dek Terrell and Nikolas J. Henderson. “Hosting the Super Bowl is so much more than a football game. It’s an opportunity to drive an economic impact that is both immediate and long-term. We seized the opportunity to showcase Louisiana, and we scored huge!”
The event attracted more than 115,000 visitors from around the world to Southeast Louisiana and Nielsen reported a whopping audience of nearly 128 million people who watched Super Bowl LIX on TV and streaming platforms.
The influx of people ready to celebrate and spend money and the exposure provided in the weeks leading up to the game and immediately after are invaluable to a city driven by tourism. Of course, hotels, restaurants and bars, and shops in the city were jam packed, but the region felt benefits, too. According to David López — marketing professor and associate dean of the full-time MBA program at Esade University in Barcelona, Spain — during the Super Bowl hotels in St. Tammany Parish reached 96% occupancy and rates of $600 per night.
Reports on visitors’ Super Bowl experience in New Orleans via traditional and new media proved invaluable, with many saying New Orleans should not only host its 12th Super Bowl as soon as possible, but also be considered as a permanent host.
NFL Network analyst Ian Rapoport wrote, “Leaving New Orleans after an unforgettable Super Bowl, it’s easy to see why so many in the NFL want this city to host more of them.
“Incredible food, amazing hospitality, excellent drinks, a first-class experience. Even the airport was more than ready. Kudos to all involved.”
Albert Breer, who covers the NFL for Sports Illustrated, wrote, “On the tarmac to leave New Orleans, and I’ll say it again — no other city comes close as a Super Bowl host. From the walkability to the bars to the restaurants … whoever’s second is way behind. Next Super Bowl that’s not spoken for is in February 2029. Don’t mess this up, @NFL!”
Dianna Russini, senior NFL insider for The New York Times’ The Athletic, wrote, “You don’t just attend the Super Bowl in New Orleans, you get swept up in it, devoured, and spit back out. It’s why many around the NFL were buzzing around the streets saying the same thing: New Orleans needs to host every year.”
NFL Commissioner Rodger Goodell definitely heard the great reviews the city received, just weeks after the city experienced a terrorist attack on Bourbon Street early on New Year’s Day. At the press conference handing off Super Bowl LX to its host city San Francisco, he said, “I want to thank the people of New Orleans This game came at a perfect time for them. They lifted us up. Hopefully, we lifted them up and the world saw it. To see the culture and the strength of the people of New Orleans was really extraordinary.
“It was a great Super Bowl for us,” Goodell added. “Eleven Super Bowls in the books here in New Orleans, and we look forward to Super Bowl [No.] 12 in New Orleans pretty soon.”T
WALT LEGER III is president and CEO of New Orleans & Company, the official destination marketing and sales organization for New Orleans tourism industry. He may be reached via email at walt@neworleans.com.
Summer in New Orleans doesn’t have to be the “off-season” — certainly not for us locals
BY WALT LEGER III
As the streets glow with music, flavor and festivity, New Orleans & Company and our partners are working hard to make this summer one of the most exciting yet by bringing in new events, growing existing ones, and amplifying beloved programs like COOLinary and Museum Month. But the true heartbeat of our summer success lies with you — the residents of New Orleans, Jefferson Parish, the Northshore, St. Bernard and surrounding areas.
Travel and time off are not luxuries — they’re essential to your well-being. Taking a break strengthens relationships, sharpens your focus and recharges your mind and spirit. And what better way to do that than right here at home?
This summer, we invite you to explore our neighborhoods, support our local businesses and embrace the experiences that make New Orleans unlike anywhere else in the world.
FAMILY FUN Plan a day of family fun at Audubon’s Cool Zoo, relax at a hotel pool, enjoy Fourth of July fireworks along the Mississippi River, play at the Louisiana Children’s Museum at City Park, or take in the Satchmo Summer Fest or the Audubon Aquarium.
UFC 318 COMES TO TOWN For the first time ever, New Orleans will host the Ultimate Fighting Championship’s UFC 318, featuring Louisiana’s own Dustin Poirier. This is a huge moment for local sports fans and a major win for our reputation as a world-class event city. The big event is July 19 at the Smoothie King Center.
U.S. GYMNASTICS CHAMPIONSHIPS AND PICKLE FEST RETURN The Xfinity U.S. Gymnastics Championships return to New Orleans in August for the first time in 30 years — bringing energy and excitement to the Caesars Superdome. The third annual NOLA Pickle Fest benefiting the Brees Dream Foundation will be
held August 6-10 at the New Orleans Ernest N. Morial Convention Center.
NEW PUBLIC EVENTS Our convention sales team has helped secure fan-favorite events like GalaxyCon (a comic-con and pop culture event), which is packed with fun for all ages. Tickets are now on sale for GalaxyCon, July 11-13 at the New Orleans Ernest N. Morial Convention Center.
FESTIVALS AND FAITH GATHERINGS We’ll once again welcome the iconic Essence Festival of Culture, the Lutheran Church Missouri Synod Youth Gathering and hundreds of other meetings, reunions and events that fill our city with joy and purpose. Get your tickets for The ESSENCE Festival of Culture July 3-6, which continues to be home of Black joy, artistry and resilience.
COOLINARY AND MUSEUM MONTH AUGUST 1-31 COOLinary New Orleans is your chance to dine like royalty without breaking the bank. Enjoy specially curated, prix-fixe meals at some of the city’s top restaurants: two-course lunches are $28 or less and three-course dinners and brunches are $58 or less. It’s the perfect excuse to try something new — or return to an old favorite.
Also in August, Museum Month is your passport to adventure. With one active museum membership, you’ll receive free admission to dozens of participating museums throughout the region — from world-class institutions to hidden gems.
Millions of people travel to New Orleans every year to revel in the magic of our music, food, art and celebration. Let’s remember how lucky we are to live in the middle of it all. This summer, I invite you to take time for yourself, your family and your city and rediscover the joy of New Orleans.
Make your plans now at neworleans.com.T
With more than threequarters of jobs in the parish held in companies with fewer than 20 employees, entrepreneurism is booming, especially in one field.
BY KEITH TWITCHELL
Alot has been written, locally and nationally, about entrepreneurism in New Orleans. While that often includes the larger surrounding region, too little ink gets devoted specifically to the neighboring parishes.
Jerry Bologna, CEO of the Jefferson Economic Development Corporation (JEDCO), would like to see more attention paid to business innovation and opportunity in Jefferson Parish.
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.
“Entrepreneurism in Jefferson is very strong,” he said. “We are a small-business parish, and most of those businesses started out as entrepreneurial ventures. Seventy-seven percent of businesses here have less than 20 employees, but 50% of the jobs are in small businesses. They are the backbone of our economy.”
Those businesses, and the parish itself, are considerably more diversified than many people think. Bologna cited demographics that indicate that Jefferson is the most diverse parish in the state, with some 45 different dialects spoken within its borders.
In terms of the economy, Bologna noted that, “We have a net daily inflow of people coming into Jefferson to work. I think that speaks to the diversity of businesses we have.”
Those businesses run the gamut from manufacturing to banking, insurance to seafood production. Engineering, small-scale manufacturing and alternate energy are growing fields. The latter benefits from requiring skill sets similar to Louisiana’s traditional oil and gas industries. One particularly strong sector is technology.
“Technology is pretty healthy in Jefferson,” noted Neel Sus, founder and CEO of Susco Solutions. “There is a lot of support, a lot of knowledge sharing, good workforce options.”
Founded in 2006, Susco develops custom business software and mobile workforce apps for a variety of small- to medium-sized businesses regionally and has a substantial national presence in the insurance industry. Sus sees the Jefferson environment as highly conducive to new ideas and approaches.
“We have massive institutions like Ochsner, plus a lot of smaller players, doubling down on innovation,” he said.
One recent example of this is the new Gulf Coast Bank branch office in Elmwood, which is the first in the region to be completely off the grid. Its combination of solar power with backup battery storage, geothermal heating and
cooling, satellite internet, and passive design approach make it completely self-sufficient.
Bologna pointed to several other recent examples of innovation and entrepreneurship, including the pioneering off-bottom oyster farming operation launched in Grand Isle; Oracle Lighting, a company that started in a garage and is now shipping its specialized LED products all over the world; and Perrone & Sons — a family-owned grocery firm that has doubled its capacity with a focus on specialty food product manufacturing.
A new regional food and beverage incubator will augment this last field in the near future. Currently in the design phase, it will provide commercial kitchen space, along with storage and packaging support, to entrepreneurs in early-stage development. The facility will be the first of its kind in Southeast Louisiana.
Bologna noted several reasons for Jefferson’s successful entrepreneurial climate, including access to capital, with loans available from several local and regional banks and JEDCO’s own loan and financing options.
“We are fairly unique in having a financing function,” he said, “and strong partnerships with the banks. There is also a robust venture capital landscape in Southeast Louisiana. Access to capital is key.”
Sus echoed Bologna’ assessment of Jefferson as a desirable place for business startups.
“All the support services you need for your business are out there, and it’s easy to connect with them,” he said, citing legal, accounting and IT as examples.
“You can definitely connect with groups in the area like JEDCO,” Sus continued, “and meet other business owners in your sphere. We have Leadership Jefferson, and multiple chapters of Business Networking International. There are office opportunities where you can be around other new companies. In my field, there are a lot of tech workers out there, which makes it easier to hire people. Jefferson is a good place to be.”
18 HEATLHCARE
June marked the end of a busy first year for Ochsner’s Innovation Fund.
20 BANKING+FINANCE
The last few months have brought real signs of progress in the affordable housing crisis.
22 MARITIME+PORTS
Louisiana is well positioned to adapt evolving trade conditions.
24 ECONOMIC DEVELOPMENT
Jefferson Parish Bicentennial serves as an opportunity to celebrate the past and embrace progress
A new neighborhood on the West Bank demonstrates the future of affordable housing in Southeast Louisiana
AIMEE QUIRK is senior vice president and chief corporate development officer of Ochsner Health and CEO of Ochsner Ventures.
June marked the end of a busy first year for Ochsner’s Innovation Fund
BY AIMEE QUIRK
As Louisiana’s leading nonprofit health system, Ochsner delivers high-quality care to thousands of patients every single day across 46 hospitals and 370 health centers.
To advance this vision, Ochsner is proud to support people and organizations that promote access to opportunities, education and resources and change our community’s lives for the better.
One of the many ways Ochsner is investing in the state is through the Ochsner Louisiana Innovation Fund(OLIF). Launched in June 2024, OLIF is a $10 million fund for investments in early-stage, innovative healthcare companies that improve the health of Louisianans and the experience of patients and healthcare professionals across the industry. The fund is a partnership between Ochsner and Louisiana Economic Development (LED) through the State Small Business Credit Initiative (SSBCI), a program of the U.S. Treasury Department.
The fund identifies and invests in venture and seed-stage health companies that are headquartered or have a meaningful presence in Louisiana. It looks for inspiring founders with innovative solutions that advance Ochsner’s mission and improve the health of the community. Supporting these Louisiana entrepreneurs and businesses
is one of the many ways Ochsner is investing in Louisiana by both catalyzing innovation to drive economic development and job growth, and accelerating new solutions designed to improve the health of the communities we serve.
Through this fund, Ochsner made its first investment in Nest Health, a whole-family healthcare provider headquartered in New Orleans. Nest Health provides parents and children with comprehensive medical, behavioral and social care through house calls, virtual care and 24/7 support. This is a completely new model that recognizes the power of meeting people where they are, at home, and addressing needs outside of clinical care. Since launching, Nest Health’s services have become accessible at no additional cost to thousands of families covered by Medicaid in the New Orleans area.
The second investment was in BlueFlite, a company specializing in drone logistics that will work with medical and emergency response companies to deliver time-sensitive supplies to crash sites and other care settings. Ochsner worked with Lafayette Economic Development Authority (LEDA) to advance the investment and secure a commitment from the company to open an office in downtown Lafayette, becoming part of the region’s healthcare and technology ecosystem. BlueFlite is
already advancing new solutions with Acadian Ambulance, a Lafayette-based leader in medical transportation and health services, to develop a drone-based blood delivery system.
In addition to OLIF, Ochsner has committed $19.5 million to funds and companies in Louisiana over the past eight years. This includes 10 investments in early-stage companies whose products and services range from healthcare delivery and health tech to life sciences and research. These companies are located throughout the state and support more than 279 jobs. Because of Ochsner’s size and focus on healthcare, its portfolio companies benefit from expertise and mentorship from top tier clinicians and healthcare management professionals, along with access to national networks of venture capital and healthcare industry experts.
One such company is South Rampart Pharma, Inc. (SRP), a New Orleans-based startup that is pioneering a new, non-opioid molecule to treat pain. Opioids have a high risk of addiction and overdose, and current non-opioid options pose their own concerns with prolonged use. SRP’s lead asset has shown exceptional promise in early trials and received Fast Track designation for acute pain from the FDA. The company is currently raising funds to complete Phase II clinical trials, and if successful, will have tremendous impact on the way pain is managed and treated.
Ochsner Ventures, an investment and partnership team within Ochsner, manages OLIF and the health system’s investments in emerging companies and collaborates with an extensive network of ecosystem partners to identify companies with compelling business models and strong leadership teams. The team at Ochsner Ventures works with other investors, economic development organizations, incubators and healthcare leaders in every region in Louisiana to find innovative companies that have the potential to reimagine and transform healthcare in the state and beyond, and that help make the state healthier and stronger.
Visit the program website to learn more atochsner.org/ventures/funds. T
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.
The last few months have brought real signs of progress in the affordable housing crisis
BY KELLY HITE
Louisiana’s lack of affordable housing continues to worsen; the state’s housing affordability index fell by 29% from 2021 to 2024 according to The Louisiana Realtors Association. However, efforts are being made at the local level to provide some housing stock within reach of more New Orleanians.
One of the big players in this arena is the New Orleans Redevelopment Authority (NORA), headed by Executive Director Brenda M. Breaux, which is working to revitalize neighborhoods and support equitable housing development by collaborating with multiple entities to promote sustainable housing growth.
NORA has a big need to fill.
“New Orleans currently needs approximately 44,000 additional affordable rental units, yet only 239 new units were added in the past year,” said Breaux. “More than 40% of households spend more than half their income on rent, and family homelessness has surged by 69% in the last two years.”
Work is underway on multiple new developments, including the Esplanade DeLille Apartments — a planned 50-unit, mixed-income residential development under construction at 1141 Esplanade Ave., a vacant, city-owned lot at the corner of Esplanade Avenue and Henriette DeLille Street in the historic Seventh Ward.
The initiative is part of the city’s Redevelopment Framework, which aims to transform under-utilized city-owned properties into assets. With an expected completion date of early 2026, the Esplanade DeLille Apartments represents a collaboration between NORA and two New Orleans-based real estate development firms — HRI Communities and New Orleans Restoration Properties.
Esplanade DeLille Apartments will replicate the St. Bernard Circle Apartments project that opened on April 23, 2025.
Also in the Seventh Ward, the St. Bernard Circle Apartments officially opened with 51
mixed-use, mixed-income residential units at 1431 St. Bernard Ave. Sixteen units are designated for low-income households, while 24 are for moderate incomes, and 11 are being leased at market rate.
Two ground floor retail bays totaling 1,800 square feet are being leased to minority-owned businesses Gr8ful Events and Nola by Nature, a lifestyle brand and gallery space.
NORA played a pivotal role in the development of the St. Bernard Circle Apartments, finding the location, securing funding for land acquisition, facilitating community engagement, attracting qualified developers and hosting the competitive public bid process. As with Esplanade DeLille Apartments, the St. Bernard Circle project was co-developed by HRI Communities and New Orleans Restoration Properties (NORP).
In addition to supporting new affordable housing developments, NORA works to preserve existing housing.
“Investing in the maintenance and rehabilitation of existing homes is crucial to prevent further loss of affordable units,” said Breaux. This includes investing in funding for fortified roofing programs and requiring insurers to provide insurance breaks for these investments.
A key piece of the puzzle involves the private sector.
“Businesses can contribute to affordable housing projects through investments or partnerships, by providing employee housing incentives and funding allocations, and by advocating for policy changes such as zoning reforms,” said Breaux.
NORA has a program that allows businesses to enhance commercial corridors, promoting economic development and neighborhood revitalization called the Façade RENEW initiative. The initiative offers matching grants, typically covering 75% of project costs up to $37,500, to help small businesses and commercial property owners restore building façades along key commercial corridors.
Another piece of good news recently was the November 2024 voter approval of a charter amendment to establish a Housing Trust Fund that dedicates at least 2% of the city’s annual general fund—approximately $17 million starting in 2026—to affordable housing initiatives. The fund will be administered by NORA and Finance New Orleans, with oversight from an advisory committee to ensure consistent and protected revenue for affordable housing projects.
Since its inception, People’s Housing+ has undertaken projects across several New Orleans neighborhoods resulting in hundreds of affordable housing units. The New Orleans-based
Businesses thrive in communities where people are stable, healthy and able to participate in the economy — housing stability is good for everyone.
The OnPath Foundation also collaborates with local Habitat for Humanity affiliates to offer the Pathway to Homeownership Grant to partner families.”
In May, the Lower Ninth Ward celebrated the completion of URBANbuild 19, a tiny home duplex developed through a partnership between Tulane University’s School of Architecture’s URBANbuild program and Louvis Services, a nonprofit focused on addressing homelessness in New Orleans.
nonprofit formed in January 2023 through the merger of three local housing groups—Home by Hand, Crescent City Community Land Trust and Tulane Canal Neighborhood Development Corporation.
This past May, People’s Housing+ hosted and organized the 2025 Housing Summit, which nearly filled the Ashé Powerhouse Theater with approximately 140 developers, policymakers and residents.
“The size and diversity of attendance was the highlight of the Summit,” said CEO Oji Alexander. “This year, city officials reached out to ask us to be involved.”
The summit provided an opportunity for community members to connect to resources, as well as a platform for city officials to hear community concerns.
“We were intentional about providing real solutions to people,” said Alexander.
These solutions include informing people of grants for fortified roof retrofits and storm mitigation standards discounts.
A month later, in June of this year, the OnPath Foundation launched the “Pathway to Homeownership First-Time Homebuyer Down Payment Assistance Grant Program, which offers eligible first-time homebuyers up to $5,000 to assist with down payments, closing costs or prepaid expenses.
“The grant is offered in partnership with OnPath Credit Union Mortgage Solutions to break the cycle of generational poverty,” explained Jay Huffstatler, executive director of the OnPath Foundation, who noted that the upfront costs of a buying a home can represent a significant financial hurdle for first-time homebuyers.
URBANbuild 19 is one of nearly 20 tiny homes built by Tulane students in neighborhoods such as the Lower Ninth Ward, Central City and Tulane/Gravier. Other completed projects include URBANbuild 20 (a Central City duplex finished in 2024), URBANbuilds 17 and 18 (on Washington Avenue, completed in 2022 and 2023), and URBANbuild 12 (on Toledano Street, completed in 2017).
Louvis Services manages the URBANbuild 19 property and provides ongoing maintenance while the Travelers Aid Society of Greater New Orleans — a nonprofit that aims to prevent homelessness — provides comprehensive case management and supportive services to its residents including crisis counseling.
“It’s not just about units—it’s about building systems that prevent homelessness and help people stay housed long-term,” explained Donna Paramore, CEO of Travelers Aid Society. “We’re expanding case management services, deepening collaborations with medical and behavioral health partners, and working with local developers to identify innovative housing solutions.”
Paramore stressed that housing is the foundation for everything else—health, education, employment and family stability.
“When people have a safe, stable place to live, everything changes. Recognizing housing as a basic human right means rejecting the idea that anyone is “undeserving” of shelter. It shifts our systems from punitive to supportive, from reactive to preventive.”
Paramore noted that South Louisiana has certain unique qualities that make her work more challenging but, simultaneously, more rewarding.
“The intersection of environmental vulnerability, generational poverty and strong cultural identity makes our work in south Louisiana both complex and deeply meaningful. Natural disasters can devastate housing stability overnight, while entrenched poverty and systemic inequities require long-term strategies. At the same time, our culture of resilience and mutual aid inspires solutions that are rooted in community and care.” T
HARRISON CRABTREE is the director of the World Trade Center of New Orleans. He may be reached via email at hcrabtree@gnoinc.org.
Louisiana is well positioned to adapt to evolving trade conditions
BY HARRISON CRABTREE
At the World Trade Center New Orleans, our mission remains steadfast: to foster international trade and business for the economic benefit of Louisiana. As a globally connected hub, we serve as a bridge between our state’s vast resources and the global marketplace, advancing opportunity for businesses large and small.
From the largest port system in the western hemisphere to a thriving energy and industrial sector, Louisiana’s prosperity is deeply tied to the vitality of trade and logistics. The region’s location at the mouth of the Mississippi River — linking America’s heartland to global commerce — makes the state not just a participant in global trade, but a vital driver of it.
The current global trade environment remains fluid, marked by ongoing shifts and evolving dynamics. For Louisiana — a state heavily reliant on importing raw materials and exporting finished goods — this landscape presents both challenges and opportunities. Local manufacturers, from petrochemical producers to food processors, depend on stable access to
global supply chains. As companies adapt to new realities, flexibility and long-term planning have become more important than ever.
The conversation around tariffs continues to evolve. As global suppliers adjust their trade routes in response to policy changes, Louisiana businesses have shown adaptability. These shifts have also accelerated broader movements in reshoring and nearshoring, as companies prioritize supply chain resilience, shorter lead times and greater control over production. With strong cargo flows across Asia, Europe and Latin America, Louisiana is well-positioned to benefit from these trends — geographically, logistically and operationally.
The state’s multimodal logistics network — where cargo seamlessly transitions between water, rail and highway — offers up a competitive edge. Louisiana’s ports serve as economic engines not only for the region and state, but for the nation and beyond. They power the movement of goods that feed supply chains across sectors, from agriculture and energy to manufacturing and construction. When global trade patterns are disrupted by policy shifts, market fluctuations or navigational concerns,
this logistics ecosystem continues to deliver, supporting thousands of jobs across the state and contributing significantly to national economic stability.
The World Trade Center New Orleans focuses on expanding opportunity, opening global doors for Louisiana businesses and advocating for a supportive trade environment. Through trade missions, market intelligence, inbound delegations and one-on-one consultations, we help companies navigate the complexities of international business. Our team works closely with emerging and established exporters to identify new markets, build cross-border relationships and understand evolving regulatory and customs frameworks.
We are also a convener — bringing together leaders from industry, government and academia to align strategy and accelerate growth. By connecting Louisiana businesses with global opportunities and strengthening international ties, WTCNO ensures that trade remains a powerful tool for prosperity and innovation.
This work is bolstered by partners across Louisiana who are building the infrastructure of the future. From the Port of New Orleans’ $1.8 billion new container terminal to the Port of South Louisiana’s role in advancing carbon-negative renewable natural gas, to major private investments like Venture Global — the world’s largest privately financed LNG project — Louisiana is clearly preparing for what’s next.
Public and private stakeholders alike are recognizing that these are not just infrastructure upgrades, they’re investments in the longterm competitiveness of our state. This work reflects a growing consensus that Louisiana is not simply a logistics corridor, but a strategic anchor in the global trade landscape.
By strengthening our logistics backbone, embracing global trends and fostering a business-friendly environment, Louisiana is turning change into opportunity. At the World Trade Center New Orleans, we remain committed to ensuring that international trade continues to be a force for growth, resilience and shared prosperity for all.T
PERSPECTIVE
ECONOMIC
JERRY BOLOGNA is president and CEO of Jefferson Parish Economic Development Commission (JEDCO). He may be reached via email at jbologna@jedco.org.
Jefferson Parish Bicentennial serves as an opportunity to celebrate the past and embrace progress in the region’s economic engine
BY JERRY BOLOGNA
On February 11, 2025, JEDCO joined Jefferson Parish and key business and community leaders to celebrate the Bicentennial. The parish’s 200th birthday served as the official kickoff for a year of events, festivities and opportunities to commemorate the rich history and culture, diversity, innovation and resilience that have shaped the parish into a thriving hub for commerce and community.
Over the last 200 years, Jefferson Parish has emerged as the economic engine of the region. The community is distinguished by its rapid development and exponential growth. Strategically located at the crossroads of major international river, rail and air hubs, and spanning three significant bodies of water, JP has become an attractive destination for both national and international enterprises. The area’s unique geographic assets, pro-business climate and unmatched level of accessibility have helped
shape Jefferson Parish into a thriving hub for manufacturing, logistics, distribution, healthcare and food production.
Since its founding in 1825, the Jefferson Parish business landscape has shifted to reflect the evolving economic climate. JEDCO expanded our targeted industry clusters to include tech companies and the quickly growing emerging energy sector. In alignment with Louisiana Economic Development, JEDCO and Jefferson Parish are taking an “all of the above” approach to energy, aiming to attract traditional oil and gas companies, as well as those in the renewable energy sectors.
For example, Gulf Wind Technology has become a hub for offshore wind energy development. Located at Avondale Global Gateway, the company positions Jefferson Parish as a leader in wind power. Through collaboration with Shell, Gulf Wind Technology aims to harness wind energy in the Gulf. Earlier this year, in the same week as the official Jefferson Parish Bicentennial, JEDCO joined Cornerstone
Energy Park for the groundbreaking of UBE, a $500 million manufacturing facility that will serve the electric vehicle (EV) supply chain in the U.S and reduce reliance on foreign imports.
While Jefferson Parish is embracing new industries that are shaping our global economy, we’re also staying true to our roots. The robust culinary landscape in Jefferson Parish plays a key role in our history. Earlier this year, JEDCO helped cut the ribbon on a second production and distribution facility for Perrone & Sons, a 100-year-old food distributor and manufacturer based in Jefferson. We also launched a new brand for the off-bottom oyster industry in Grand Isle. The Grand Isle Jewels umbrella brand celebrates the history of oyster production on the coast while shining a spotlight on innovative techniques created to sustain the industry long-term.
Late last year, JEDCO received $4 million in grant funding for the design and construction of the Greater New Orleans Food & Beverage Incubator, which will be built in Churchill Technology & Business Park on the West Bank. The 15,000-square-foot facility will serve a critical need in the region and allow homegrown food and beverage companies to thrive.
In an effort to share Jefferson Parish’s story and to promote the area beyond the borders of Louisiana, JEDCO recently launched the “More Here” attraction campaign in coordination with the Jefferson Parish Bicentennial. Centered around the idea that MORE is possible in Jefferson Parish, the campaign shines a spotlight on JP as a renowned global competitor in a variety of industries and a culturally rich, welcoming home where residents can thrive.
We invite visitors to discover more and enjoy more here. We inspire businesses to invest more, build more, and innovate more here. We encourage residents to engage more, celebrate more, and be more here in Jefferson Parish.
Learn more about the Jefferson Parish Bicentennial and JEDCO’s role in the celebration at JEDCO.org/jp200. T
PERSPECTIVE
MARGUERITE OESTREICHER is the executive director of New Orleans Area Habitat for Humanity. For more information, visit habitat-nola.org.
A new neighborhood on the West Bank demonstrates the future of affordable housing in Southeast Louisiana
BY MARGUERITE OESTREICHER
Walkable. Green. Affordable.
These are not exactly the first words most people associate with new housing developments in Jefferson Parish.
But at Rising Oaks, a new neighborhood currently taking shape in Terrytown on the West Bank, those words are at the heart of everything we’re building.
Rising Oaks is a project from New Orleans Area Habitat for Humanity, and it’s unlike anything we’ve done before. We’re turning a long-closed golf course into a vibrant, connected community of approximately 150 units of one-, two-, three- and four-bedroom homes priced between $175,000 and $275,000. The first eight homes are now under construction.
Rising Oaks is for first-time homebuyers, teachers and nurses who work just down the street. The development is also for West Bank families who want to come back to a neighborhood filled with parks, playgrounds and safe, walkable streets. Other anticipated amenities include a walking trail, labyrinth, a few pavilions and a Fit Lot workout area.
Long term, Habitat plans to add mixed-use buildings and intentionally curated retail options for Rising Oaks residents.
But Rising Oaks is about more than just affordability or green space. It’s about rethinking what resilience looks like for housing — especially in Southeast Louisiana, where climate risks and economic pressures weigh heavily on families.
These homes are built to last. Every one of them meets Fortified Gold Standards, which makes them more resistant to hurricanes and
can even lower insurance premiums. They’re built on pilings, have impact-resistant windows, energy-efficient systems and high-performance insulation. In other words, they’re designed to protect homeowners — physically and financially — for the long haul.
We’ve learned a lot since Hurricane Katrina. Back then, the immediate need was clear: get people back into homes, fast. And we did that. But nearly 20 years later, we’ve come to understand that recovery isn’t just about speed. Lasting recovery is about building smarter from the start.
Resilient communities need housing that’s not only safe and affordable but supports the local workforce. After Katrina, we saw how critical it was for health care workers, service industry employees and culture bearers to have stable homes so they could get back to their jobs and help the city recover. Rising Oaks reflects those lessons; it is workforce housing that also looks ahead — to future storms, future costs and future growth.
Honestly, because they got it. From day one, parish planners saw how Habitat’s vision for Rising Oaks aligned with their own long-term goals. Their Envision Jefferson 2040 plan calls for more homeownership opportunities in underserved communities and better access to jobs, schools and essential services. The Rising Oaks project checks all those boxes.
At Habitat, we believe beautiful, sustainable neighborhoods shouldn’t be a luxury, they should be accessible. With Rising Oaks, we’re proving it’s possible. You can have walkable, green and affordable all in one place. You just need the right partners, a bold plan and a community willing to think differently. T
A NEW CHAPTER FOR THIS FASTGROWING CONSTRUCTION
“RENEGADE” IS UNDERWAY IN JEFFERSON PARISH
BY SAMANTHA HINDMAN
BY EDMUND D. FOUNTAIN
where our feet are, is represented in one space. This integration has everyone’s energy more present, and more evident, every day.”
Jefferson Parish provided the industrial footprint RNGD needed to expand its manufacturing capabilities and deepen its use of prefabrication, a fast-growing construction method in which major elements are built off-site and installed on-site, reducing costs and delays.
at 1450 L&A Road just off the Earhart Expressway in Metairie, the sounds of welding can be heard from a steel shop, while just across a 14-acre campus, apprentice project engineers navigate their training inside a dedicated facility.
For the first time in its 12 years of operation, commercial construction and design firm RNGD’s fabrication, prefabrication, training and executive teams are all under one roof as of this past February with the grand opening of its $25 million new headquarters, after a move to Jefferson Parish from the company’s longtime home in Orleans Parish.
“We used to be spread across four separate facilities,” said Chief Operating Officer Nick Moldaner. “Now, our collaboration, no matter
The company, which now employs around 300 people, also sees the campus as a talent magnet.
The new headquarters, designed by Eskew Dumez Ripple, includes space for continued workforce expansion and serves as the central hub for Renegade Academy, RNGD’s internal training and leadership development program.
RNGD now employes around 300 people, including Safety Manager Greg Lear, who noted, "The work moves fast, and conditions change quickly, so safety leadership has to be proactive, responsive and grounded in real-time decision making."
RNGD has come a long way in just over a decade. What started in 2013 as a scrappy startup looking to challenge construction norms has grown into one of the Gulf South’s fastest-rising construction firms.
When Wesley “Wes” Palmisano launched his namesake venture in 2013, just 11 employees comprised the team. But even then, the ambition was clear: challenge the industry’s traditional playbook by moving at an unconventionally fast pace.
Fredy Chavez, assistant project manager on the infrastructure team, felt this energy when he joined the company.
“It honestly felt like joining a tech startup, but with the ‘boots-on-the-ground’ grit of construction,” he said.
More than a decade later, that early momentum has turned into undeniable scale. RNGD’s revenue has surged, jumping from approximately $195 million in 2022 to $261 million in 2023, a near 34% increase.
That performance landed the company at No. 383 on Engineering News-Record’s 2024 Top 400 Contractors list, a national ranking that includes the most competitive firms across the country. Few Louisiana-based contractors ever appear on the list, and fewer still do it within their first decade.
Though the company's headquarters is in Jefferson Parish, it has expanded its reach with new offices in Nashville, Tennessee and Huntsville, Alabama — two of the Southeast’s fastest-growing markets for commercial development.
A company like RNGD isn’t known for its offices, however; their projects are what continue to draw attention, as they specialize in both mission-driven and highly technical work.
In 2024, the RNGD completed a new facility for Glass Half Full, a nonprofit that recycles glass into sand for coastal restoration. RNGD acted as both design-builder and general contractor, streamlining coordination for a project that sits just downriver in New Orleans’ Bywater neighborhood.
The company also won a major contract with Jefferson Parish to modernize the drainage system near Lafreniere Park — part of a broader push to expand its infrastructure division.
Civil work has become an increasingly important arm of RNGD’s business as well, especially with Louisiana’s growing investment in flood mitigation and resilience.
AA STRATEGIC EDGE: Inside RNGD’s new Jefferson Parish campus, prefabrication is a foundational strategy. This leaner, smarter way of building provides the company greater with control over quality and safety while staying on schedule.
“There are many elements of a construction project that are variable — weather, labor and material availability, procurement timelines, waste,” said Julia Hodgins, prefab design manager. “With prefabricated elements being constructed in an enclosed, controlled environment, many of those variables become opportunities.”
One of the company’s most ambitious prefab efforts to date is a 78,000-square-foot office building in Huntsville, Alabama. RNGD manufactured all 196 exterior wall panels in-house, using detailed production tracking to document every stage.
Another benefit is the flexibility offered by prefab building. For instance, when storms hit the Alabama jobsite, panel production continued uninterrupted in New Orleans. Once the panels were delivered to the field, installation took just two weeks, a process that typically takes two to three months.
“This level of speed is not met without the caliber of quality control and precision maintained in the shop and coordinated with our integrated structural steel team,” Hodgins noted.
For Hodgins, who came from a traditional architecture background, RNGD’s integrated approach was part of the appeal.
“RNGD has a diverse group of team members, from many different professional backgrounds,” she noted, “all working toward a unified project delivery.”
"IT HONESTLY FELT LIKE
A TECH STARTUP, BUT WITH THE
'BOOTS-ONTHE-GROUND'
While prefab is often associated with repetition, Hodgins said RNGD’s model allows for design flexibility without sacrificing efficiency.
“We aim to thoughtfully integrate prefabrication where it drives value, not force it where it may not be appropriate.”
DDIFFERENT FROM DAY ONE: From the company’s website to promotional material, to the mouths of its employees, the mantra of a “renegade mindset,” of “doing things differently,” remains constant.
But how does RNGD actually embody this mentality? It starts with how employees are onboarded.
The company’s internal training program, Renegade Academy, is designed to give early-career professionals a hands-on, accelerated experience. In 2022 alone, more than 200 employees participated in 2,600 hours of structured training through the academy.
For Project Engineer De’Jon Collier, it’s what set the tone right away.
“The Leadership Lab has been instrumental in enhancing my leadership skills,” he said. “At RNGD, I feel like there are no limits to responsibility or tasks that I am allowed to manage due to my title.”
Many of RNGD’s leaders are homegrown. COO Nick Moldaner joined as a project engineer nearly two decades ago. Tramel Smith started in field operations and now leads RNGD’s steel division. Both credit the company’s emphasis on development and the mentors who helped guide their path.
“We’re not just teaching how to swing a hammer,” Moldaner said. “We’re teaching how to think, lead, and continually improve.”
While the academy acts as a retention tool, it’s clear that its primary role is a growth strategy. By equipping teams to lead from within, the company ensures its next phase of expansion is powered by people who already understand its values.
RNGD relies heavily of prefabrication, which the company said helps ensure safety and quality control. One of the company's most ambitious prefab efforts to-date was manufacturing all 196 exterior wall panels in-house for a 78,000-square-foot office building in Huntsville, Alabama. Julia Hodgins serves as RNGD's prefab design manager.
TURE: The empowerment given to those within Renegade Academy doesn’t dissipate once they move to more permanent roles. On the contrary, RNGD prioritizes safety and employee advocacy.
“At RNGD, the shift was immediate,” said Greg Lear, who joined RNGD as a field safety manager after years in the highly regulated world of petrochemical plants. “I am out there with the crews every day. The work moves fast, and conditions change quickly, so safety leadership has to be proactive, responsive and grounded in real-time decision making.”
Lear recalled a specific morning, during a lift involving prefabricated steel, when these safety protocols took precedence during high winds.
“Even though the lift plan had been approved, I made the call to stop and reassess,” he said. “We waited until conditions stabilized, adjusted our tag lines and repositioned the crew before proceeding.”
With projects growing both in size and complexity, especially across the Gulf South’s infrastructure sector, the RNGD’s risk management has had to evolve alongside its footprint.
The infrastructure team, led by Chavez, is pushing predictive practices into the company’s day-to-day operations. Using project data and technology, he seeks to prevent problems before they need a response.
On projects like the Central City stormwater retention fields, where the team excavated up to eight feet below grade, success relied on modeling and planning tools to anticipate water flow and environmental impacts.
“Technology is transforming infrastructure from reactive to predictive,” said Chavez. “It streamlines workflows, enhances safety and delivers smarter, faster outcomes.”
WWHAT’S IN A NAME?: Another way RNGD has bucked norms is in its own branding: The company has operated under three different names since its inception.
Launched in 2013 as Palmisano, the company built a reputation as a bold, fast-moving general contractor for eight years before deciding to change its name in 2021 to Impetus. That same
year, it launched RNGD (pronounced “Renegade”) as a new division focused on prefab and custom manufacturing.
But by 2024, leadership made the call to consolidate — instead of maintaining separate brand identities for its general contracting, prefab and services arms, the company unified under a single name: RNGD.
The name caught on quickly inside the company, where Renegade Academy and the “renegade mindset” were already part of the internal vernacular.
“We challenge how things have always been done, but we back it up with execution,” explained
Tramel Smith, steel operations leader. “That’s what being a renegade looks like in practice.”
While the back-to-back rebrands may have caused momentary confusion in the market, they ultimately clarified the company’s culture and mission. Just months after the switch, ENR named RNGD its 2024 Contractor of the Year, a sign that even as the company’s name may have changed, its ethos did not.
TTHE ROAD AHEAD: RNGD enters the back half of 2025 with momentum… and a mountain of work.
The company is managing its largest backlog to date, a sign of both strong demand and lingering caution in the market. Rising interest rates and general economic uncertainty have prompted many clients to postpone the start dates of major projects.
Even with delays, the pipeline remains full. And RNGD’s strategy, which Moldaner notes is rooted in diversification, is helping to weather the storm.
“We’ve never been a one-note firm,” he said. “We started as a traditional general contractor, but over time, we expanded into heavy infrastructure, steel, industrial work and more. That range gives us options when certain sectors, like private development, slow down.”
RNGD's geographic diversity, its new Nashville and Huntsville offices, also work to support its bottom line.
While the private market remains cautious, RNGD is leaning into sectors like public infrastructure and industrial construction, where work is more resilient and often funded through public or long-term capital.
“We’re not sitting around waiting on the market,” Moldaner added. “We’re pivoting, looking for opportunity in uncertain times and making sure our teams stay busy.”
This regional firm has certainly lived up to its renegade title by building smarter, hiring local and reshaping what construction can look like in the Gulf South. As it breaks new ground, both literally and figuratively, the industry will be watching. T
With the recent adoption of a not-so-new oyster growing method, Grand Isle is creating its own “jewels” in an effort to reinvigorate Louisiana’s severely threatened seafood industry
By KEITH TWITCHELL
say that the seafood industry in Louisiana is beleaguered is putting it mildly.
From climate change to cheap foreign imports, from hurricanes to inadequate capitalization, this vital economic and cultural sector is threatened from all sides.
Within the industry, the oyster fishery has had a particularly rough time, being further challenged by multiple environmental factors, the most threatening of which is changes to seawater salinity caused by various coastal and wetlands rebuilding efforts.
Within the oyster fishery, no place has been hit harder than Grand Isle. When Hurricane Ida crossed in 2021, oystering around this barrier island was essentially wiped out.
As such, it is entirely fitting that an innovative approach to cultivating oysters, with the potential to reshape the entire industry, is being pioneered in Grand Isle. Equally vital, a new, collaborative branding strategy is being employed to help build product awareness and acceptance in the marketplace.
Louisiana is the top oyster-producing state in America, serving up as much as 45% of the mollusks consumed domestically each year. The seafood industry as a whole generates a $2.4 billion annual economic impact. From the shrimp boats and crab traps to the linen-covered tables of the finest restaurants, seafood is integral to the lore and legacy of the state.
“Everyone recognizes Southeast Louisiana for its food and culture,” noted Jerry Bologna, president and CEO of the Jefferson Economic Development Corporation (JEDCO). “What many people don’t realize is how much of this comes from Jefferson Parish and starts in our waters.”
Backed by an initial $100,000 grant from Louisiana Economic Development (LED), JEDCO has facilitated a collaboration among the Grand Isle oyster farmers and led the brand development and marketing efforts. However, work began with a quantum shift in how oysters are grown and harvested in these regional waters.
The traditional practice of the Louisiana oyster industry has been for producers to obtain state licenses for specific oyster-growing areas. Oysters grow in certain types of bottom terrain in near-coastal waters, and are harvested from the wild. This leaves them vulnerable to predators like crabs and certain fish, as well as disruptions to the sea floor brought on by large storms or industrial accidents.
While this approach continues to account for the majority of Louisiana oyster production, a new Grand Isle method is quite different. Called “off-bottom,” it is exactly what its name suggests: The oysters are grown in cages suspended from the surface, which provides multiple advantages, from higher survival rates to year-round production and edibility. In addition, off-bottom oysters often grow to market size in 10 months, while wild oysters usually require 15-18 months.
Nathan Herring is among this new breed of oyster farmers. Herring grew up in northern Mississippi, and graduated from college with a degree in wildlife and fisheries science with an emphasis on aquaculture. He spent some time in New York City, where he was involved with the Oyster Restoration Project, a group working to return wild oysters to New York Harbor.
“While I was up there, I met a young oyster farmer who had started his own farm,” Herring recounted. “The idea kind of clicked for me.”
Herring moved back south to New Orleans, where he worked in real estate and drove a pedicab while starting his oyster farm. For the last two and a half years, tending to his oysters has become his full-time occupation.
“I learned both about how good they are for the environment and how they were something I could grow as my own business,” Herring said. “As filter feeders, they reduce the amount of nitrogen in the water, which reduces algae blooms. Oyster reefs slow down wave action, which slows down coastal erosion and creates marine habitats. Even around the cages I see a lot of baby shrimp and small fish.”
As described by Herring, off-bottom oyster farming starts with the farmer obtaining oyster larvae, which can be from 2 to 6 millimeters in size.
“You use little sieves to put them in the floating cages to grow,” he explained. “You start with very fine mesh cages, then move them into larger mesh cages as they grow.
Grand Isle Jewels can be found at local establishments including: Coquette, Fives Bar, Hotel St. Vincent, Maria's Oyster Bar, Mosquito Supper Club, Peche, Seaworthy and Sidecar Patio & Oyster Bar.
“You have to keep the cages clean to ensure the water flow,” he added, something he does first by pressure-washing them and then leaving them out on land to dry. “You have to make sure that nothing is living on the cages.”
The cages, which Herring described as looking like a mailbox attached to a float, have the added advantage of being easy to raise and lower, depending on factors ranging from tides to predators to incoming hurricanes. This helps safeguard the oysters and expedite their growth.
Herring estimated that 90% of his work is sorting the oysters as they grow at their individual rates. As the process progresses, the oysters are placed in tumblers with various sized holes and spun around to separate them by size. While this apparently does not make the oysters dizzy, it does contribute to their market appeal.
“The tumbling breaks off the edges of the shells, which then grow back thicker,” explained Herring.
“This helps with consistency and makes them easier to shuck. You get a cleaner, prettier, more consistent product that looks good on the plate.”
Final sorting to determine which oysters are ready to go to market is done by hand. When one considers that Herring raised about 175,000 oysters last year, operating close to 800 cages (numbers he expects to surpass this year), it’s easy to see why the process consumes so much of his time.
Herring feels that the mollusks he and his colleagues produce are truly high quality.
“The waters of Grand Isle give the oysters their flavor,” he asserted. “Being so close to open water, we get fresh Gulf water with each high tide. You get this rich chicken or vegetable broth kind of flavor, with a little sweetness in the middle.”
While obviously an advocate for his oystering method and product, Herring also values the traditional approach.
“I see what we are doing as a complement to wild-dredged oysters,” he said. “It’s not competition, just a different product. I think it’s neat to go to a restaurant and try oysters from the same waters grown in different ways.”
Off-bottom farming is not new — initially developed in the Northeast it’s been around for close to 50 years. It was developed when long-time oyster-producing waters such as New York Harbor and Long Island Sound experienced large die-offs of the mollusks, leading area aquaculturists to search for new cultivation methodologies. Now, with all the stresses on oyster production in Louisiana waters, the time is ripe to adopt the off-bottom approach in the Gulf.
While the farming methodology may not be new, the marketing and branding strategies are indeed groundbreaking.
Any marketing expert will tell you that overcoming a negative perception is the biggest challenge in the business. In the case of oysters, that challenge is the “R” month stigma: the notion that oysters are not safe to eat in any month that does not have an “R” in its name. Thanks to current harvesting methods, including refrigeration equipment on the oyster boats, this is no longer the case. However, most species of oysters reproduce in the summer, and the spawning process gives them the cloudy appearance that is off-putting to many consumers and helps keep the myth alive.
Changing this mindset began by including a species called “triploid” oysters in the Grand Isle project. Comparable to a seedless watermelon, this species does not reproduce on its own, and thus does not become cloudy. Instead, they are clear, salty and tasty all year round – creating the basis for the brand identity that has been developed for the off-bottom oysters.
“The desire was to come up with a brand that evoked a positive connotation,” explained JEDCO’s Bologna. “Because it is a premium product, we decided that it is a ‘jewel.’”
Grand Isle Jewels is now the overarching theme for the marketing campaign. Bologna noted that the name serves to emphasize the oysters’ clarity, while also evoking the heritage of the many pirates that once sailed through the area. Grand Isle itself is sometimes referred to as “the jewel of the Louisiana Gulf Coast.” The name also serves as an homage to Jules Melancon, a multigenerational oysterman from the region who was the first to employ the off-bottom method in 2012 and who passed away in 2023.
The publicity campaign includes professional marketing videos along with a
website to help promote the story and the product. To further establish the local connection, the shape of the oyster in the brand’s logo is similar to the shape of Grand Isle.
“Whether regional or not, people know about Grand Isle,” Bologna elaborated. “We want people to go into restaurants and ask for Grand Isle Jewels by name.
Bologna added that the campaign is designed to help foster a sense of pride for the farmers and the
industry but emphasized that each farmer retains his own brand and distinct oyster flavor. By way of comparison, consider the California wine industry.
Russian River, for example, may be famed for its Chardonnays, but each winemaker uses its own techniques, and each individual Chardonnay has its own individual character and flavor.
Around Grand Isle, noted Bologna, “each farmer may have a different methodology, which results in a slightly different taste. One farmer’s oysters might be a little saltier than another one.”
Variables that lead to these distinctions can include anything from the water depth at which the farmer chooses to grow the oysters to the amount of salinity in the water at the time the mollusks are harvested. However, bringing the oystermen together under the Grand Isle Jewels brand enables them to create a collective niche in the seafood trade.
“This was an overarching opportunity to bring awareness to an important local industry and to try an innovative way to bring a unique product to market,” Bologna observed, adding, “This is an industry that has suffered a lot, from generational loss to competition from imports.”
The issue of cheap imports is an ongoing sore spot for the seafood industry as a whole, though Bologna noted that the various tariffs that have become a focal point of American trade policy should bring some relief – though they will not solve all the problems.
“When you talk about tariffs, there will always be winners and losers,” he said. “The Louisiana seafood
industry will be a winner. It has been hit hard by imports, which are often of a lower quality. But you can’t compete with them on price point, which has led to generational loss. That’s a significant problem, because these are industries passed down from generation to generation.”
While Bologna noted that not many young people are drawn to a trade like oyster farming, newcomers like Herring provide a hopeful exception for an industry that can offer some nice lifestyle perks. For instance, Herring’s cages are about a mile off the back side of Grand Isle, which means his daily commute to work amounts to a 5- to 10-minute boat ride. Plus, much of his time at work is spent in the water, nurturing his oysters and sorting them along through the growing process.
And then there’s the job satisfaction.
“I like that I am working to bring back oyster production,” he said. “Grand Isle is one of the last inhabited barrier islands in Louisiana, and growing oysters there is a great way to protect that community and bring people down to appreciate the area.”
Further benefit to the community is imminent, as an oyster processing facility is under construction and nearing completion. This will complement the island’s Michael C. Voisin Oyster Hatchery — where most of the larvae, or seeds, for the off-bottom oysters are cultivated and distributed to the farmers — and enable the entire process, from spawning to sale, to take place on Grand Isle.
Of course, all the technology, the innovation, the investment, the branding, the marketing – all are secondary to one all-encompassing factor. Fortunately, the Grand Isle Jewels, according to Bologna, have that covered as well.
“It all starts with the taste,” he pointed out. “The day that I ate a Grand Isle Jewel right out of the water, it was the best oyster I ever tasted.” T
“I SEE WHAT WE ARE DOING AS A COMPLEMENT TO WILD-DREDGED OYSTERS. IT’S NOT COMPETITION, JUST A DIFFERENT PRODUCT. I THINK IT’S NEAT TO GO TO A RESTAURANT AND TRY OYSTERS FROM THE SAME WATERS GROWN IN DIFFERENT WAYS."
Nathan Herring, off-bottom oyster farmer
CELEBRATING 200 YEARS!
As one of the largest parishes in the state, Jefferson Parish is home to a wide array of businesses and families that make it the amazing place it is today to live, work and play. In this section, hear from the businesses themselves, and learn more about their incredible stories and all they’re doing to serve the parish.
66
WHY DIDN’T I THINK OF THAT?
After just over three months in business, Cali Sober Market in Metairie has gained a quick following
70
NEIGHBORHOOD GEM
River Ridge-based Rolling Bones Dog Spa set to expand due to demand 72
NEW ORLEANS 500
John LeBlanc, CEO of Metairie Bank
Gulf Coast Bank’s new Elmwood branch will grab your attention, but it’s what’s inside that's really impressive
Gulf Coast Bank’s new Elmwood branch will grab your attention, but it’s what’s inside that's really impressive
BY MISTY MILIOTO
PHOTOS BY SARA ESSEX BRADLEY
Guy Williams and Dieter Hugel opened Gulf Coast Bank in 1990. Today, with 20 branches in Louisiana, it’s the largest locally owned community bank in the state. Reaching out of Louisiana, the bank also has a branch in Miramar Beach, Florida, and two new branches opening soon (another in Miramar Beach, and one in Orange Beach, Alabama).
“We’re the only bank headquartered in New Orleans that has an international department in New Orleans,” said Williams. “So, anyone who wants to do international business in Central and South America will work with someone locally in New Orleans. We also have a mortgage officer and a full-service wealth management department.”
Continuous wood panels flow seamlessly from the ceiling to the exterior soffits, visually connecting the interior with the exterior cantilevered roof overhangs.
Number of years in operation
Opened March 2025
Style of architecture Contemporary Square footage 4,900
Number of Employees Seven
Persons in Charge
Heather Trosclair, Branch Manager
Architecture: EskewDumezRipple
Interior Décor
EskewDumezRipple
Initial Brand Development
Gulf Coast Bank
Art and furnishings
Gulf Coast Bank, EskewDumezRipple, OPA Signs, DKI
Office Furniture
Security Systems
Secured Technologies
Bank Equipment
Die/Tech Bank Equipment
Gulf Coast Bank’s newest branch opened in March in the Elmwood Shopping Center in Harahan.
“If you look at our branch footprint, this location fills a gap,” Williams said. “We’ve had a temporary branch in Elmwood for about two years, so we knew it would be a good permanent location. We were also able to piggyback on Lauricella Land Company’s redevelopment of Elmwood Shopping Center. There’s a lot of demand for services there, so that’s another reason the location makes sense for us.”
In 2023, Gulf Coast Bank hired EskewDumezRipple to design the new branch. Mike Johnson, an associate at the firm, served as
project architect and project manager; Shawn Preau served as the principal in charge; Andie Ottenweller helped with various design phases; and Andy Redmon served as contract administration during the construction phase.
“EskewDumezRipple has designed many Gulf Coast Bank branches in the past, and we have a great working relationship with the Gulf Coast Bank & Trust Company,” Johnson said. “Our involvement began at the earliest stages of the project, including programming, space planning and concept development. We then led the project through all phases of design, provided full architectural and interior design services, and oversaw contract administration during construction.”
EskewDumezRipple, an architectural firm with offices in New Orleans, Salt Lake City and Washington, D.C., designs contemporary buildings that prioritize both occupant experience and exceptional performance.
“Gulf Coast Bank Elmwood exemplifies this approach, with a design that maximizes natural daylight—promoting health and well-being for those inside,” Johnson says. “Significant daylighting also reduces the reliance on electrical lighting, in turn lowering energy bills.”
Large roof overhangs also cantilever outward to shade the building’s metal and glass façade, thereby reducing direct solar heat gain.
“This passive design strategy is especially
important in our hot, humid climate, where minimizing unwanted heat intrusion enhances energy efficiency and reduces the load on the HVAC system,” Johnson noted.
Gulf Coast Bank also wanted this branch to be able to operate independently from the grid in the event of post-hurricane power outages.
“This resilience is achieved through a combination of high-performance building systems, including a geothermal HVAC system, solar panels, battery storage and smart electrical panels,” said Johnson.
If this approach works the way that Williams hopes, he plans to install similar technology at the other existing branch locations.
Meanwhile, the extensive use of wood throughout the interior and exterior of the building introduces a warm, natural aesthetic, while at the same time offering environmental benefits.
“As a renewable material with low embodied carbon, wood serves as a sustainable alternative to more carbon-intensive materials like concrete and steel,” Johnson says. “Continuous wood panels flow seamlessly from the ceiling to the exterior soffits, visually connecting the interior and exterior, and reinforcing a biophilic design approach.”
The Elmwood branch also reimagines traditional space planning with an innovative, open-concept layout that invites customers to
Color pops of orange and teal throughout the space reinforce Gulf Coast Bank’s branding.
move freely throughout the interior—all while seamlessly integrating robust security systems.
Within the bank, there is an open lobby with a main teller station, plus a secondary teller station that also acts as a front desk. A waiting area adjoins the lobby; six offices run along the edges of the elliptical floor plan; flexible open office space occupies the north end of the building; and there is a safe deposit room and an employee kitchen.
For the interior design, brand colors of teal and orange are woven throughout. For example, the core elliptical wall is painted in teal, while orange chairs dot the lobby. The carpet also imbues a similar color to the Gulf Coast Bank teal while the wood ceiling features red and orange overtones.
On the exterior, lush landscaping surrounds the building to create a green oasis within an otherwise expansive concrete parking environment.
“This oasis concept helped inspire the building’s elliptical, omnidirectional form,” Johnson said. “The shape also nods to the circular drive-up restaurants of the 1960s and ’70s — an era that defined Elmwood’s development. The design offers a contemporary reinterpretation of those retro, car-centric structures, acknowledging the area’s continued reliance on car culture. Fittingly, the bank includes a drive-through, seamlessly integrating modern function with nostalgic form.”
Overall, the Gulf Coast Bank Elmwood branch features distinctive geometry and an innovative approach to design.
“It is the first building in our region to integrate this particular combination of innovative energy-efficient and resilient design strategies,” Johnson said. “While it differs significantly from other Gulf Coast Bank locations in form and execution, it aligns with the bank’s tradition of embracing unique, site-specific architecture. In that sense, its individuality becomes part of a larger pattern—each location reflecting its own identity while contributing to a diverse and forward-thinking portfolio.” T
FROM THE LENS WHY DIDN’T I THINK OF THAT?
After just over three months in business, Cali Sober Market in Metairie has gained a quick following by offering hard-to-find non-alcoholic and THC-infused beverage options, but the owner is focused on a bigger goal
BY ASHLEY MCLELLAN
BY EDMUND D. FOUNTAIN
Tucked into a little strip mall off Veterans Memorial Boulevard, Cali Sober Market, the brainchild of founder and owner Monica Olano, is a bright and colorful boutique that aims to get people drinking, and thinking, differently.
Cali Sober Market offers a wide range of alcohol-alternative beverages and tinctures, including zero-alcohol, ready-to-drink cocktails and beverages infused with “mood enhancing” mushroom extracts, kava root drinks, popular THC “sodas,” and non-alcoholic wines and beer.
Unlike larger stores, here customers are invited to purchase individual cans before investing in a pack, and the boutique offers a
her
by
Cali Sober Market offers more than a place to grab some unique beverages — it aims to be a friendly, supportive source of community education about a rapidly growing industry.
large bar setup with frequent tastings, encouraging patrons to try out beverages often not found anywhere else in the region. There are also a few comfortable chairs, an invitation for customers to stay a while, relax and chat with others.
Among the most popular products are those that promise a relaxing, unwinding affect without alcohol, like kava-infused non-alcoholic spirits.
Officially opened just after Mardi Gras in March, the market was born from the local mother of three toddlers’ other professional project, the “Cali Sober Mom” podcast (originally called “Mommy’s New Medicine.”)
“The inspiration really began back in January 2024 with my podcast,” said Olano. “And the podcast was born out of my personal journey to educate myself and others about the marketing and psychology of alcohol, the health effects it has on us, and the misinformation surrounding it. As a mom, I realized that the ‘mommy wine culture’ narrative was incredibly misleading and ultimately harmful. I also dug into the history of cannabis — why it was criminalized, the prejudice and stigma around it, and the political reasons behind its classification as a Schedule 1 substance,” she said.
She said the puzzle pieces began to come together as she dug deeper into the business of alcohol and THC products, and soon the idea for
a market and a community hub came to fruition.
“What started as a passion project to help women and moms see that they didn’t have to fall into the alcohol trap turned into something much bigger,” she said. “I wasn’t trying to build a business — I just wanted to create a safe space for people to question what we’ve been told about alcohol and cannabis.”
Olano said her professional background — which includes an MBA and work at companies led by Berkshire Hathaway and Costar — along with her tenacity have helped with launching the market despite the difficulties in navigating an ever-changing legislative and legal landscape.
“The current restrictions have made it incredibly difficult to offer the variety and choice that our customers crave,” she said. “What’s especially frustrating is that the legislative changes have made the process of bringing in new products more complicated and financially expensive. I've been deeply immersed in the advocacy and consumer side of this space for the last 18 months, and I’ve carefully followed every nuance of these bills, understanding how they will actually ‘play out for everyone’— not just what the language says on paper.”
Cali Sober Market quickly moved beyond a business venture idea for Olano and into more of a social and political movement, as Louisiana
placed restrictions on the sale of THC products.
“As I got more involved in the cannabis community, especially after meeting with a distributor in December 2023, I realized just how deep the political and industry-related issues went. The more I talked to brands and sponsors, the more I saw that this wasn’t just about helping moms or creating a fun side hustle — it was about systemic change and fighting for consumer rights.”
As of January 2025, the state of Louisiana restricts THC products to a maximum of 5 milligrams of THC per serving. Products cannot contain more than four individual servings per package and may not be sold at bars and restaurants without a permit obtained prior to June 17, 2024.
“When Louisiana passed restrictive laws last summer, I saw it firsthand: If we don’t push back, we risk the monopolization of the hemp and cannabis industry by the alcohol giants. This realization led me to fully dive into consumer and political advocacy. I wasn’t willing to partner with companies that were backing shady deals in the background, so I decided to open Cali Sober Market as a physical location that would give consumers a choice and fight against the corporate grip on this space.”
Olano said she thoughtfully chooses which brands to offer at Cali Sober, researching not
only who makes them, but their calorie and sugar content — an important consideration for many of her clientele.
“We’re partners with Ochsner’s Eat Fit program,” noted Olano. “I met Molly [Kimball] at Tales of the Cocktail during the first year they had an NA feature. When we opened, her team went through our items and marked those that fit into the program. We have a lot of people that come in that are looking to lose weight and have realized how much sugar is in alcohol, so that partnership has been a huge help.”
Olano currently wears several hats as the business continues to grow organically … and quickly.
“I’m actively involved in everything from curating products to customer experience,” she said. “Cali Sober Market is a self-funded, bootstrap project, entirely driven by my vision and passion for creating a space focused on alcohol-free, functional alternatives. My husband, a bar owner, has been involved in the journey, but this venture is my labor of love — no external financial backing.”
As a unique business in an emerging industry, Olano notes that the path forward is unclear.
“I knew from the start that this was uncharted territory, and that’s what makes it so exciting,” she said. “It’s a new way of life, one that challenges existing norms, and I’m committed to pushing it forward and making it accessible to those seeking healthier options.”
Despite challenges presented by regulations put in place by Louisiana Department of Health (LDH), Olano has kept up with customer demand. “We’ve been able to maintain momentum with the products we do have on the shelves," she said. "The strong sales of kava and functional beverages demonstrate a clear demand for alcohol-free alternatives, and we’re excited to see customer enthusiasm for the products that are available while we continue working through these regulatory hurdles."
Cali Sober Market has quickly become a favorite for customers from across the Greater New Orleans area looking for alcohol alternatives — whether it be to cut down on sugar, turn away from problems with alcohol, or just try out something new.
Since officially opening, Cali Sober Market has experienced impressive early growth, all driven through word of mouth, strategic partnerships and organic content. Within just a few months, Olano was able to hire two part-time employees (both early frequent customers of the market) to ensure her business can keep regular hours while she juggles the roles of mother and entrepreneur.
“In our first two months, we’ve seen our sales grow steadily, with net revenue surpassing $5,700 in March and nearly $7,000 in April,” said Olano. “What really sets us apart in this early stage is our customer acquisition cost, which is just $4.60. For context, industry standards often see CAC in the $10–$30 range, especially for new businesses, so this is a strong indication that our marketing strategies — rooted in organic content and word of mouth — are working effectively.”
Olano noted that the market’s customer return rate is 22.7%, well above average for retail, where rates typically hover around 10% to 15%.
“This is a clear signal that not only are we attracting new customers,” she said, “but they’re coming back, building a loyal base that resonates with our mission and product offerings.
While business and sales have been consistently growing, Olano emphasized that education and community connection are at the core of her vision. She recently added a private meeting room within the store designed to offer a place for customers and local community groups to gather, and to host special in-shop events throughout each month. It’s all part of the larger plan to inform, educate and provide support.
“Louisiana should be leading the way in this next trillion-dollar industry, not stifling it,” said Olano. “By fostering job growth, increasing tax revenue, and improving education, we can build a thriving market that benefits everyone. Cali Sober Market is here to be more than just a store, we want to help our community take action, engage with local policy and shape an industry that benefits all.” T
River Ridge-based Rolling Bones Dog Spa set to expand due to demand
BY KEITH TWITCHELL
I’ve profiled a variety of businesses frequented by their neighbors; this is the first where the business goes to them.
“We’ll come right to your door, you don’t even need to leave your house,” explained Kaio Noronha, owner of Rolling Bones Dog Spa, a mobile dog grooming service.
Noronha’s colorful van contains a grooming station, bathing tub and all the supplies necessary to provide complete grooming care. While obviously much more convenient for the pet owner, he said his business is beneficial for the pet as well.
“One on one, dogs tend not to get as nervous as they would waiting in the kennel for several hours,” he said, also noting that some dogs don’t like having to get into a car for transporting.
While some may think that dog grooming is for pampered pets, Noronha emphasized that his services are very important for canine health.
“If you don’t brush them properly, their coats can mat up to the point where the skin gets infected,” he noted. “Clipping hair under their bellies prevents urine from matting up there, which eliminates odors and also prevents skin problems. Overgrown nails can lead to their toes bending. We remove hair under the paw pads for
better traction, which can help eliminate injuries. Nornonha said the biggest challenge he confronts is helping clients understand the importance of regular grooming for their tail-wagging friends.
His five-year-old operation, which consists of himself, the van, and one other employee, is based in River Ridge but services all of Jefferson Parish and beyond. With increasing demand for dog grooming both inside and outside the parish, he said he is on the verge of purchasing a second van and adding staff.
“There is a large market for this,” he observed, driven in part by the fact that “more people got dogs during the pandemic, and people also noticed the odors and the shedding more while they were at home with their dogs.”
While Noronha maintains a website, most of his business comes via referrals from existing customers, or from people who see the van while on the road. His main grooming package is what he calls “the Rock’n’Roll treatment”: a bath with oatmeal-based shampoo and conditioner (good for the skin); blow drying that helps reduce shedding; thorough brushing to eliminate matting, augmented by hair trimming if needed; and nail trimming. To this can be added brushing the dog’s teeth and what he gently described as “clearing the anal glands.”
The owner of two dogs himself, Noronha clearly enjoys his work. “I take a lot of pride in what I do, and the customers love it,” he reported. “But most of all, we do it for the animals.” T
In February 2022, this local banking veteran assumed his current role at Metairie Bank, where he previously held the title of chief financial officer. LeBlanc has served as the chair of the Jefferson Chamber of Commerce and as a member of the executive leadership council of the American Cancer Society. Founded in 1947, Metairie Bank claims total assets of more than $600 million and has nine branches spanning both sides of Lake Pontchartrain. T
