Our
Keepin’ It Cool
What better way to start out the summer than by talking about our neighbors to the North?
While I’m up on the Northshore year-round because both my parents and one of my best friends call it home, in the summer the north side of the lake becomes even more attractive as a way to escape from the heat of the city and enjoy a little kayaking in an actually cold body of water, or take the kids to one of their multiple free spray grounds, which always leads me to wonder why we don’t have them in New Orleans.
As a little cross promotion, make sure to check out the July issue of our sister publication, New Orleans Magazine, where I’ll be sharing the top summer things to do on both sides of the lake.
Speaking of staying cool on the Northshore, on the business side the big news is last month’s opening of Agile Cold Storage in Pearl River. Not only does this rapidly expanding national business’s move to Louisiana represent its first growth into the Gulf South, it represents the arrival of a new industry to the region and more than 90 jobs to Pearl River.
This month we’re also honoring our annual class of New & Notables. This year, we have chosen six local professionals that have all taken on a big new role over the past year,
stepping up to lead our region into the future. Please join me in congratulating them all.
For our July issue we’ll be focused on Jefferson Parish, highlighting two of the biggest projects going on in the second most populated parish in Louisiana. You won’t want to miss it.
Thanks for reading,
Publisher Todd Matherne
EDITORIAL
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Contributors Mary Mowad Guiteau, Samantha Hindman, Jeremy Marshall, Chris Masingill, Ashley McLellan, Misty Milioto, Chris Price, Shana Roig, Keith Twitchell
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Many Milestones
On February 11, 2025, Jefferson Parish marked a historic occasion as it turned 200 years old. This once-in-a-lifetime bicentennial year, Jefferson Parish will host numerous events and celebrations, from commissioning a Becky Fos painting- turned-poster, to a specialty license plate to mark the occasion. You can even get a bicentennial bust of Thomas Jefferson, yours for the decorating.
There are many ways to mark this special moment, so I urge you to visit the official website to learn on how your business can take part and recognize this historic year at jeffparish.gov/1127/Jefferson-Parish-Bicentennial
The grand event celebration will occur on Saturday, June 14, as the Jefferson Community Foundation hosts the Jefferson Parish Bicentennial Ball at Lakeside Shopping Center. For tickets, and to learn more, visit jeffersoncommunity.org/jefferson-parish-bicentennial-ball/
Speaking of Lakeside Shopping Center, this year they are also celebrating their 65th anniversary. Lakeside has stood the test of time, as it keeps reinventing itself with beautiful new stores and dining amenities. In an age of shopping online, it is wonderful to have an excellent location to visit and enjoy a first-class shopping or dining experience. Grab a friend and spend a day shopping and dining at Lakeside.
My final anniversary shout out is for my mom and dad. On June 26, my parents will celebrate their 60th wedding anniversary. This year, as they have done for over 25 years, the entire family gets to celebrate with them. As I have written about before, my parents plan a complete weeklong family vacation every June to celebrate their anniversary and my mom’s birthday. It is always a wonderful trip and a great way to see the family outside of the holidays. What a milestone of accomplishment! Happy summer and happy celebrating.
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KATE HENRY
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IN THE BIZ
14 SPORTS
Will the current political environment curb foreign fans from coming to the U.S.?
World Cup Worries
Will the current political environment curb foreign fans from coming to the U.S.?
BY CHRIS PRICE
In the summer of 1990, I fell in love. That year, the United States qualified for the FIFA World Cup — the first time since 1950 — and it lit a lifelong passion for soccer inside me. Then considered a soccer backwater, the U.S. finished 0-3 in tournament and didn’t advance past the group stage; however, the tournament and enthusiasm televised from Italy made it can’t-miss TV for this then 12-year-old.
Four years later, I was thrilled when the United States welcomed the world as host of the 1994 World Cup. For a month, from June 17 to July 17, I watched nearly every game. I was able to attend a match in Dallas between Bulgaria and Nigeria. The lasting memory for me was appreciating the fans of the Nigerian “Super Eagles,” who paraded into the Cotton
the outdoors, and Saints, Ole Miss and Chelsea football.
Bowl decked out in their national colors of green and white, and proceeded to play their drums and horns and dance for more than two hours from pregame through halftime and into the postgame as their team scored a 3-0 victory.
The United States didn’t have a professional soccer league at the time, but that tournament holds the records for being the most financially successful World Cup in history, with an overall attendance of 3,587,538, and average attendance of 68,991 per game.
I was elated in 2018 when FIFA awarded the 2026 World Cup to co-hosts the United States, Mexico and Canada, which is scheduled to kick off a year from now and will run from June 11 to July 19, 2026.
The tournament will no doubt be a financial success. The field has been expanded from 32 teams to 48 teams and the number of games played will increase from 64 to 104. It will be jointly hosted by 16 cities (two in Canada, three in Mexico, 11 in the United States): Vancouver, Seattle, San Francisco, Los Angeles, Guadalajara, Kansas City, Dallas, Houston, Atlanta, Monterrey, Mexico City, Toronto, Boston, New York/New Jersey, Philadelphia and Miami.
The United States will host 78 matches, including the quarterfinals onward, while Canada and Mexico will each host 13.
However, considering the current political climate in the United States, I wonder if fans of the game will feel welcome to attend.
A recent Tourism Economics study projected a 5.1% drop in foreign visitors to the U.S. in 2025. Additionally, the World Tourism Forum Institute has warned that strict border controls and international political tensions may negatively affect international arrivals.
Last month, President Trump hosted FIFA President Gianni Infantino at the White House for a meeting of the World Cup task force. Trump said the tournament spoke about how it would generate “tens of billions of dollars in economic activities for local businesses” and
“thousands and thousands of jobs for American workers.”
Talking about the scope of the World Cup, Infantino said, “We’ll have 6 billion viewers. The final alone will attract between 2 and 3 billion viewers. This is 15 times more than the Super Bowl.”
At the meeting, Homeland Security Secretary Kristi Noem said the tournament is expected to bring 2 million foreign visitors to the U.S. for the World Cup next year and that handling visitors’ documents to get into the U.S. will “go smoothly.”
But then, however — whether to score cheap political points with his base or just not thinking about the potential impact — Vice President JD Vance joked about detaining foreign visitors.
“I know we’ll have visitors from close to 100 countries; we want them to come; we want them to celebrate; we want them to watch the game,” Vance said. “But when the time is up, they’ll have to go home, otherwise they’ll have to talk to Secretary Noem.”
One of the great aspects of the World Cup is that it makes the world smaller, people get exposed to other cultures and differences and barriers are lowered.
In the early part of the current administration, mistakes have been made that have affected real people. Rather than correcting them, the administration has doubled down on them. People have been deported to prisons in El Salvador and now there is talk of deporting people to Libya. Would an international traveler want to gamble on visiting the United States to attend the World Cup when their life, liberty and pursuit of happiness could be jeopardized? Or would it be easier for them to stay home and watch it on TV?
The United States has been a welcoming nation. I hope this is not an opportunity missed for young people to learn more about our world and for our country to be seen as the land of opportunity.T
CHRIS PRICE is an award-winning journalist and public relations principal. When he’s not writing, he’s avid about music,
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.
Silver Screen Successes
As the weather heats up, why not kick back and find some inspiration in these entrepreneur-focused films?
BY KEITH TWITCHELL
The movie industry has long been fascinated by entrepreneurism, going back to the days of black and white films.
Since the big screen is always larger than life, most entrepreneurial depictions are exaggerated, melodramatic and sometimes downright implausible. They are, however, almost always entertaining and shed some interesting light on how we as a society view entrepreneurial archetypes.
Some of these films are biopics, telling the story of a real-life individual (such as “The Social Network” about Mark Zuckerberg).”
Others are entirely fictional, like the eponymous “Jerry Maguire.” While they run the gamut from comedy to tragedy, needless to say, they can all be fairly described as character studies.
Probably the first great entrepreneurial film, and still among the best of all time, is the Orson Welles masterpiece “Citizen Kane.” Loosely
based on the life of newspaper magnate William Randolph Hearst (who banned mention of it in his publications), it was groundbreaking in its storytelling techniques and cinematography. It is both a classic and very twisted rags-to-riches story, and its central character, though not entirely unsympathetic, ultimately becomes more anti-hero than hero. Though dated by its 1941 release date, it remains one of the greatest-ever American films.
Another larger-than-life figure in American enterprise gets a more straight-on portrayal in “The Aviator,” the story of Howard Hughes. The movie mostly covers a 20-year span of Hughes’ life, during which he became an aviation pioneer. One could argue that “The Aviator” focuses too much on his increasing mental instability at the expense of his contributions to flight technology, but it is an epic and very well-made film.
On the more lighthearted side, “Jerry Maguire” is a fun, fictional and somewhat
farcical look at the world of sports agents. Its David vs. Goliath, good guys can finish first story makes it a feel-good viewing experience. And of course, the catch phrase “Show me the money!” became part of the American lexicon.
Women as entrepreneurs have been given the spotlight in a variety of films. One uplifting option is the biopic “Joy,” an account of the life of inventor and entrepreneur Joy Mangano. “The Intern” is a well-made look at the complexities women face in balancing life and career, and after quite a few twists and turns, reaches a rewarding conclusion.
For some reason, movies about small businesses seem to tend more toward the comedic. Examples would be “Barbershop,” which nicely depicts the importance of smaller establishments to the communities they serve; and “Kinky Boots” (based on a true story), which is a very entertaining look at how a small operator often must find unusual and creative approaches to compete with larger enterprises. Another flick, “High Fidelity,” explores the joys and challenges of turning one’s passion into a business.
In the more straightforward biopic category, “The Founder” tells the story of McDonald’s founder Ray Kroc and the relentless determination he needed to sell his “billions and billions” of hamburgers. At the opposite end of the business spectrum, “Steve Jobs” realistically recounts the downs as well as the ups of one of the most successful tech magnates.
What’s to be learned from watching Hollywood’s entrepreneurs? The best of these films, like all good movies, offer thoughtful insights into human nature. More specifically, they examine our transactional society, our collective priorities and the frequent compromises that are made in pursuit of business success.
Viewing them as career and business models, however, might be pushing it ….
Real-life entrepreneurs are incredibly busy people who struggle to find any spare time. But everyone needs a break now and then, so why not go catch a good entrepreneurial flick?T
PERSPECTIVES
JEREMY MARSHALL was born and raised in Baton Rouge before moving to New Orleans with his wife, Kristin, in 2018. Beginning his career in the film/TV industry, Marshall worked steadily on over a dozen projects before transitioning to Renaissance Publishing as sponsored content coordinator. He may be reached via email at jeremy@myneworleans.com.
Northshore Real Estate Check-In
Local professionals share their thoughts on the residential market across the lake
BY JEREMY MARSHALL
The long tail of economic uncertainty born from the dog days of 2020 has left a lingering stagnation in the housing market, with high interest rates and skyrocketing insurance premiums leaving many formerly high-ticket homes with sun-faded for-sale signs and no prospective buyers.
With home sales the lowest since the housing crisis of 2009 and no salve to the recent global economic chaos in sight, Northshore builders, real estate professionals and homeowner advocates are doing their best to spurn spending, looking to Baton Rouge and Washington D.C. for assistance while a potential recession looms.
“Developing ourselves out of this situation is one solution,” said Michael Saucier, founder/ owner/president of the Gulf States Companies, a real estate, development and construction
company. “We just don’t have enough businesses on the Northshore, and interest rates are certainly an impediment to bolstering commercial construction and housing.”
Not only has residential home buying gone stagnant, but in St. Tammany and Tangipahoa parishes, expansion has also run cold. Apartments currently make up only 11% of housing options, far below what Saucier indicates is the healthy level of 25%.
“To retain growth, there has to be a certain number of rental properties for young people getting out of college who can’t afford to buy a home,” explained Saucier. “If there’s no inventory, they’ll live somewhere else. So even if the Northshore economic development organization attracts industry to set up shop, they do not currently have a healthy mix of housing to meet that demand.”
Kentrell Jones, executive director of East St. Tammany Habitat for Humanity, sees the aftereffects of this crisis firsthand.
“Resistance to higher-density developments has limited some of the pace and scale at which new housing can be built, along with rising construction costs,” said Jones. “Rising material and labor costs have made new affordable development more expensive. There are also many families at risk of losing their homes, with mortgage payments often increased to more than 70% of an individual’s paycheck.”
Mike Cassesi, founder/owner of Cassesi Construction, has made a name for himself in both historical restoration and new construction builds across Greater New Orleans. He said he has witnessed the urbanization of the Northshore for more than two decades. While doomsday is not his prediction, he said Cassesi Construction has learned its lessons about weathering economic firestorms, having navigated the COVID years as a brand-new company.
“I’ve seen firsthand the influx of population to the Northshore over the years and think the demands of infrastructure for everyone living there have been well met, with larger projects and developments trickling down to a
community level,” he said. “With larger entities moving into the region, like Amazon, I believe the development to maintain, and even increase, the working population of the Northshore is remaining strong.”
For Northshore homeowners, however, its all about insurance costs.
Andreanecia Morris, president/chair of Greater New Orleans Housing Alliance (GNOHA), advocates for homeowners throughout the region whose houses have been left damaged by rain, wind, or even snow due to the rapidly expanding climate crisis. Selling a house in the current state of the economy is hard enough; trying to do so while living under a tarped-off roof, while insurance refuses to lend assistance, is nearly impossible.
Morris and GNOHA are leading efforts to incentivize fortified roofing, a proven balm against the ravages of a chaotic climate and crippling insurance premiums.
Bills are currently before state legislatures that aim to guarantee discounts for homes with fortified roofs alongside tax cuts to help homeowners with insurmountable premiums pay their way out of stifling debt. These efforts, supported on both sides of the political aisle, could cauterize the economic bleeding and create stability for Louisiana that can be used to buttress investment and growth. The main hurdles, according to Morris, are predictably political in nature and short-sighted in practice.
“Insurance Commissioner Tim Temple and Gov. Jeff Landry are playing dangerous games by focusing on auto insurance when property insurance is a critical issue,” said Morris.
“Meanwhile, Bob Owens, Republican state senator and member of the Northshore delegation, is wasting millions of dollars sponsoring a bill to create a homelessness court while his constituents, who literally cannot keep a roof over their heads, are living in barely habitable homes themselves. Folks are waking up to this reality, and the people on the Northshore are beginning to do their part to pressure their elected representatives to act in their best interest through realistic, effective reforms.” 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.
NORTHSHORE TECH INDUSTRY TAKING OFF
These three companies are breaking ground in their industry, gaining national, and even global attention
BY KELLY HITE
Wtion is the name of the game, and when it comes to the top sought-after industries, the tech sector is king — responsible for more than one-third of U.S. economic growth.
While maybe better known for healthcare and manufacturing/distribution, the Northshore is now home to multiple tech companies, the success of which will hopefully lead to more growth in this hot sector.
SATELLITE SUPERSTAR
Globalstar employs nearly 400 people globally and operates in 15 countries, but it calls Louisiana home. The company has operated in Covington for more than 15 years and more than 60% of its recent hires have come from Louisiana.
“Globalstar delivers critical connectivity solutions powered by satellite and cellular technologies,” explained CEO Paul Jacobs. “As the world continues to digitize, connectivity is no longer a luxury — it’s the foundation for safety, efficiency and innovation across virtually every sector.”
The company’s satellite network technology has revolutionized satellite connectivity for everyday use.
“Previously, satellites were massive, costly to launch, and the connectivity was more aligned with broadband applications — internet from space, high data transmission, lots of power,” said Jacobs. “Essentially, you don’t need the same type of connectivity to watch a movie on your phone for a small tracking device on a shipping container.”
One of Globalstar’s most well-known solutions is the SPOT device, used by adventurers, remote workers and emergency responders to send SOS messages when they’re off the grid.
“To date, SPOT has helped initiate over 10,000 rescues globally, which is a powerful example of how meaningful this technology becomes when every second counts,” said Jacobs.
Last year Apple committed $1.7 billion to Globalstar, including a $1.1 billion cash invest-
ment and a $400 million allocation for a 20% equity stake in the company.
This past March, Globalstar launched a new Satellite Operations Control Center in Covington, significantly enhancing its global capabilities.
“The SOCC is more than just an operational upgrade; it’s a strategic investment in our future,” said Jacobs. “As we prepare for the deployment of our next-generation satellite constellations, this center will play a pivotal role in ensuring seamless integration and management. It’s a testament to our growth trajectory and our vision for innovation in the satellite industry. It’s a significant driver in our plans to increase our local workforce over the next two quarters and our continued investment in the state of Louisiana.”
REDEFINING RECRUITMENT TO RETIREMENT
Co-founded by Will Boudreaux and Stuart Ethridge, Netchex is a cloud-based human capital management and payroll software provider headquartered in Covington. Under Boudreaux’s leadership, Netchex has become one of the fastest-growing payroll and HR technology providers in the U.S., delivering sales and support in over 20 states and services to over 500,000 employees through its platform.
“We provide solutions that follow the employee lifecycle from recruitment to retirement,” said Boudreaux. These solutions include payroll processing, benefits administration, time and attendance tracking, talent management, HR analytics, and AI-powered tools like Netchex AI.
“Netchex has experienced tremendous growth in the past six years, more than tripling revenues and clients,” said Boudreaux. “Today, we support over 7,300 customers that are based in all 50 states and U.S. territories.”
The company started out small with just a few employees.
“We founded the business in 2003, four years before the smart phone debuted. Financial transactions like payroll over the web were more of a novelty,” said Boudreaux.
Early days were as much about education and building trust as anything else.
“My partner, Stuart Ethridge, and drove up and down the entire Gulf Coast knocking on doors begging people to give us a chance,” said Boudreaux. “I guess we were pretty convincing, as we were able to bootstrap the business for our first 13 years and build Netchex into a player in the market before entertaining any outside capital.”
Today Netchex employees around 375 team members with 200 of those associates located in the metro area.
In hospitality, people applying for customerfacing jobs are still judged by a resume — a piece of paper that doesn’t show how someone actually shows up to work.
Rich Simmerman, cofounder and CEO, Cantaloupe AI
In June 2023, Netchex was acquired by New York-based GrowthCurve Capital to accelerate its AI strategy, expand into new markets, and enhance data analytics. The company saw a leadership change in September 2024, when Boudreaux stepped down as CEO, transitioning to a role on the company’s board of directors, where he continues to focus on strategic initiatives. He was succeeded by David Giannetto, former CEO of WorkWave.
“AI has provided new pathways for us to scale and provide differentiation in the market and we look forward to seeing that play out in the years to come,” said Boudreaux.”
HELP WITH HOSPITALITY HIRES
Founded just last year in Springfield, Louisiana (about 7 miles west of Ponchatoula), Cantaloupe AI provides a unique hiring platform designed specifically for the hospitality industry. Its proprietary AI-driven voice interview platform, Cleo, uses voice interviews to streamline hospitality recruitment, reduce turnover and minimize hiring bias.
Cleo is designed to help hospitality employers attract and retain staff in an industry that is grappling with labor shortages and high turnover. According to the Bureau of Labor Statistics, nearly 3 million leisure and hospitality workers across the country left their jobs between January and April 2024, a rate more than double other industries.
“In hospitality, people applying for customer-facing jobs are still judged by a resume — a
piece of paper that doesn’t show how someone actually shows up to work,” explained Rich Simmerman, cofounder and CEO of Cantaloupe AI. “That’s why we built Cleo, our voice-based AI interviewer designed just for hospitality.”
Instead of uploading a resume, every applicant has a five-minute voice conversation with Cleo.
“She asks questions like a real hiring manager would, and she’s trained to spot the things that matter, like communication style, personality and how well someone fits with the team,” said Simmerman. “Right after the interview, Cleo gives hiring managers instant predictions on compatibility and how likely someone is to stick around. It’s a better process for both sides: Businesses make smarter hires, and applicants get a real chance to shine.”
The Cantaloupe AI platform offers interviewees 24/7 access to the system so they can complete their automated voice interview online anytime without needing to coordinate with a human interviewer. The system then instantly analyzes the results to provide immediate insights to recruiters about the applicants’ personality traits, job fit and turnover risk.
According to the company, their services have helped reduce early quits by up to 40% and saved businesses $8,000 to $12,000 per mismatch hire that was avoided.
Cantaloupe AI has rapidly expanded its services and customer base. The system is now utilized by hospitality businesses across the U.S., from New Orleans to Nashville, including upscale hotels and multi-location restaurant groups.
“We’re a small but mighty team of five,” said Simmerman. “Four of us are Louisiana natives, and our fifth team member has happily adopted Louisiana as home. We plan to grow later this year, likely adding roles in both sales and tech as we continue to scale.”
This year, Cantaloupe AI won one of the largest startup competition awards in the Gulf South, the NSpire Startup Slam hosted by STartUP Northshore and earned the company a prize package worth over $115,000. It was also accepted into the Techstars Workforce Development Accelerator this year, which provides seed funding, mentorship, access to a global investor network and participation in a three-month intensive program focused on scaling solutions.
“We’re growing every day,” said Simmerman. “While we’re laser-focused on helping hospitality businesses reduce turnover and improve applicant outcomes, we’re also launching something big in June: the first-ever applicant tracking system built around conversational interviews designed specifically for hospitality. This is our space, and we’re here to stay.” T
SHANA ROIG is the owner and principal agent of Legacy Insurance. She may be reached via email at shana@ legacyinsla.com or by calling (985) 590-4342.
Play It Smart
Four tips for saving money on home and auto policies from a veteran insurance professional
BY SHANA ROIG
I’ve been in the industry almost 20 years, and I’ve seen the greatest changes of my career in the homeowners insurance marketplace here just since Hurricane Ida. But things are not just bad in Louisiana — I write in seven other states and all of them are being hit by price increases. This is an industry-wide crisis. Companies are pulling out of all the states as well, and they are seeing historic increases.
Unfortunately, Louisiana continues to be one of the highest states in the country for both homeowners and car insurance, leaving many homeowners and drivers grappling with how to manage their costs, yet have adequate coverage.
The primary factors contributing to rising insurance costs are natural disasters and climate risk, high repair and replacement costs, regulatory changes, fraud/abuse and lack of market competition.
In addition to the rise in natural disasters, the cost of materials and labor has risen significantly in recent years. When insurance companies evaluate their pricing, they consider the potential costs of repairs or replacements. This means that as the price of materials and labor continues to rise, homeowners can expect their insurance premiums to reflect these increased costs.
Insurance regulation in Louisiana can also impact pricing. The state has a complex insurance market, and changes in regulations or legislation can also cause pricing adjustments. Insurance fraud and abuse also remain significant issues. The Louisiana Department of Insurance works to combat fraud, but it remains a persistent challenge affecting overall insurance costs.
Lastly, Louisiana has seen several insurers exit the market due to financial instability or overwhelming claim volumes. This reduction in competition can limit consumer options and result in higher premiums as the remaining companies adjust their rates to maintain profitability.
Despite all the negativity with insurance in Louisiana, however, there are strategies homeowners and drivers can use to optimize their chance at saving some money.
DON’T JUST SETTLE
One of the most effective ways to manage rising insurance costs is to shop around. Find a broker that can shop you through numerous carriers. Depending on where you live, the premiums and options vary widely. Keep in mind that newer homes and updated homes generally have greater opportunities and lower premiums.
While I have not seen a lot of new companies come into this market because of the legal atmosphere here, I have seen some companies that are already here start to loosen up a bit on their guidelines. We are also seeing some credits for fortified roofs that are helping a bit, but not as much as many people expect.
STAY VIGILANT
Homeowners and drivers should regularly review their insurance policies to ensure they have the appropriate coverage. I used to advise doing this every three to five years; now I suggest every one to three years. Definitely shop your policies if you have an increase above 20% at the time of renewal.
There are numerous factors that go into insurance rates, so it is critical (now more than ever) to have a relationship with your insurance professional so you can talk through your complete situation.
The problem with auto insurance is that there is even less competition when it comes to carriers than with homeowner’s insurance thanks to high litigation costs and regulation. This is especially true when it comes to commercial insurance. We’re seeing some businesses really suffering as a result.
TAKE SMART ACTION
Wind mitigation surveys completed by an approved surveyor can impact your homeowner’s premium quite a bit. I’ve seen Louisiana Citizens policies reduced 30% to 40% thanks to a wind mitigation survey.
Adjusting deductibles can also sometimes lead to lower premiums. However, remember that it’s important to balance lower premiums with sufficient coverage to avoid financial strain in the event of a loss.
When it comes to auto insurance, outside of having a good driving history, I advise people to self-insure small claims. If you don’t, you’ll likely see premium increases amounting to double what your out-of-pocket expense would have been to just pay for the damage yourself. While I’ve seen driver monitoring devices help with lowering costs, keep in mind that they can also hurt, depending on your driving habits. If using them with teen drivers, I highly recommend explaining the importance of safe driving because it can negatively affect your premiums if a driver is reckless during the monitoring period.
STAY INFORMED
Staying informed about legislative changes, regulations and laws in Louisiana can help homeowners and drivers understand how these changes might impact their premiums. I encourage everyone to voice their concerns on these matters to their local representative.
The rising costs of homeowners and auto insurance in Louisiana present a significant challenge for many residents. By understanding the contributing factors and taking proactive steps to manage expenses, owners can be better prepared. Staying informed and proactive is key to ensuring that you have the right coverage at the best possible price, allowing you to protect what matters most. T
PERSPECTIVE ECONOMIC DEVELOPMENT
CHRIS MASINGILL is the CEO of St. Tammany Economic Development Corporation. He may be reached via email at cmasingill@sttammanyedc.org.
New Name, New Chapter
St. Tammany’s lead economic development agency has a bold vision for the future of the parish
BY CHRIS MASINGILL
Since 2018, St. Tammany Economic Development Corporation (St. Tammany EDC) has facilitated business expansion and attraction announcements representing more than $291.9 million in capital investment and 2,299 new and retained jobs in St. Tammany Parish.
We have had a lot of wins: we implemented our first five-year economic development strategic plan, THRIVE2023, and over 85% of THRIVE2023’s tactics and strategies have been successfully implemented. In January 2024, we received the designation of Accredited Economic Development Organization (AEDO) by the International Economic Development Council (IEDC), the industry credential for high-performing economic development organizations.
Now, a new chapter begins for economic development in St. Tammany.
WHAT’S IN A NAME?
In February, St. Tammany EDC, formerly known as St. Tammany Corporation, launched an updated brand and name. This is part of a broader strategic initiative that includes a new business attraction and marketing plan and the development of the organization’s second fiveyear economic development strategic plan.
The addition of “economic development” to our name reflects our core mission and clearly defines our role in business growth and community prosperity. We are excited to build upon the foundational successes of our previous strategic plan and step boldly into the next phase of economic development on the Northshore.
STRONGER DIGITAL ASSETS
Additional enhancements include our redesigned website, sttammanyedc.org, which offers a more seamless user experience, as well as a relaunch of the organization’s business development website, investsttammany.com, showcasing the parish as a premier destination for business expansion and job creation. It highlights St. Tammany’s target industry sectors, skilled workforce and available pad-ready sites.
We’re especially proud of our first business development video, which captures the region’s vibrant quality of life, strategic location and the hands-on efforts of its labor force, positioning St. Tammany as Louisiana’s parish of prosperity.
THRIVEING TOGETHER
The three-year business attraction and marketing plan is backed by dedicated resources and expanded staff. Key components include increased collaboration with Louisiana Economic Development (LED), GNO, Inc., and CLECO; proactive outreach to site location consultants; and a robust digital marketing strategy aimed at site location decision-makers.
The new strategic plan is THRIVE2029 — THRIVE is an acronym for transformational, honest, results-driven, intentional, vital and engaged).
Our target industry sectors encompass supply chain and logistics, professional and business services, and scientific and technical services, and we are seeing emerging opportunities in the medical, equipment manufacturing, and agribusiness industries. St. Tammany EDC aims to elevate its implementation of stronger cross-cutting strategies to enhance competitiveness in these segments through collaboration, advocacy, marketing and business intelligence.
Our business retention and expansion efforts will align with industry trend analysis and solution-oriented support. Product development priorities include enhancing our portfolio of land and site options, advancing promotions of site assets, and advocating for clearer and more streamlined zoning and permitting processes. This plan advances our efforts in boosting regional entrepreneurship via STartUp Northshore, workforce development through the Workforce Roundtable, and coalition-building for tourism and infrastructure. These efforts reflect our commitment to shaping an economy that is resilient and responsive to industry shifts and emerging trends.
The full THRIVE2029 plan is available at sttammanyedc.org, and ongoing updates will be shared through our communication platforms. VisionFirst Advisors, who advised on our strategic plan, noted: “Over the next five years, St. Tammany EDC will push beyond traditional economic development efforts, equipping their team and partners with the foresight and tools needed to stay ahead of industry shifts and position St. Tammany for sustained growth.”
This ambitious approach supports our mission to drive economic growth by attracting new businesses, supporting existing enterprises, and fostering a thriving environment for economic expansion. We are laser-focused on sustaining business retention and expansion efforts, scaling business formation activities and collaborative partnerships, and securing investments that enhance the economic landscape for all in St. Tammany. T
PERSPECTIVE GUEST
MARY MOWAD GUITEAU is an associate principal and director of interior design at Holly & Smith Architects. She is a member of the International Interior Design Association and International Facility Management Association and has been involved in the design of commercial facilities for more than 28 years. She may be reached via email at mary@hollyandsmith.com.
The Workspace of the Future
If you want to attract and retain talent, your workspace needs these three components
BY MARY MOWAD GUITEAU
The pandemic was a world-altering event, the effects of which continue to be seen in the workplace, specifically when it comes to the use of space.
While work-from-home setups became common for years, most employees have now returned to the office, but their expectations have changed. Driven by demand, companies are realizing that office spaces need to look and function differently than they did before to attract and retain talent.
The key elements of the new workplace are flexibility, choice and control, and wellness.
FLEXIBILITY
In today’s office environment, flexibility is the name of the game. Spaces must be agile and able to serve different purposes. They must be able to transform efficiently and effectively to
suit a company’s unique needs on any given day. Flexibility keeps spaces relevant, and relevance is necessary to stand the test of time.
CHOICE AND CONTROL
Employees in today’s workplace are no longer content with being given a desk and told where to work. They want choice and control, which includes the ability to choose both where they work and how they work. This doesn’t mean that companies have to offer unlimited options, rather they can curate a limited number of suitable options from which employees can choose. Even if it’s small, any amount of choice and the feeling of control can go a long way in creating a positive work environment.
Providing choices allows workers a variety of places to get their work done. That could be an enclosed room, an open office workstation, a lounge area, a work café or an outdoor patio.
But it’s not just about where employees work, but how they work. Being able to choose whether they work standing up, sitting down, walking, or lounging can provide many benefits that enhance employee satisfaction. This can be achieved by providing a variety of furniture, such as adjustable-height desks, intermittent lounge seating, and high-top tables.
WELLNESS
Research has shown that when people work in buildings that promote wellness, those people are happier and more productive. According to a 2017 study by Gallup called “State of the American Workplace,” 87% of workers want healthier workplace options, and 93% of tech workers would stay longer at a job if given healthy options.
What does this look like? According to The WELL Building Standard — a performance-based system for measuring, certifying, and monitoring features of the built environment that impact human health and well-being (standard.wellcertified.com/well) — workspaces should consider these seven concepts: air, water, nourishment, light, fitness, comfort and mind. Designing spaces that address these human needs can offer improved employee health, satisfaction and retention.
One of the easiest of these concepts to implement is light. Providing access to natural light can have profound positive effects on people. That can be accomplished in a variety of ways, the simplest is the use of interior glass instead of solid materials to allow the light to flow through the space. A more progressive approach is pulling the enclosed offices off the exterior wall and allowing the open office areas to face the windows. This gives access to natural light and exterior views to a greater number of people and, in turn, improves employee morale.
Times and expectations have changed, and today’s workspace must adapt to meet them.
New and
Every year, Biz New Orleans celebrates a handful of professionals throughout the region that have taken on a big new position in the past year. These are some of our top movers and shakers, and if you don’t know them yet, it’s time to change that. Let us make some introductions...
BY KIM SINGLETARY
THERESA KING
notables
OHIO NATIVE Beth Walker has served in multiple positions with Ochsner Medical over the past 23 years, including as VP of operations for Women’s and Children’s Services, chief operating officer, and most recently as the CEO of Ochsner Baptist for five years. During that time, she said, she experienced the proudest accomplishment of her career.
“I had been serving as CEO for only nine months when our first COVID-19 patients arrived,” she said. “While it is not something any of us would care to repeat, I believe the challenges we faced led to tremendous growth for me as a leader. I found the uncertainty and stress of these times helped me gain courage, clarity, adaptability and a sharper focus on the importance of human connection. I came away from COVID-19 with a deeper understanding of myself and the responsibility I had to the community I served.”
Under Walker’s direction, Ochsner Baptist received many national awards, including U.S. News & World Report’s No. 1 hospital in Louisiana.
Beth Walker
Last fall, Walker was named CEO of the flagship of the Ochsner Health System, Ochsner Medical Center New Orleans, which includes eight centers of excellence. She said she recognizes the gravity of the job.
“This field is ever-changing, and lives are truly at stake every day. I know that each decision I make has an impact on a person, whether it’s a patient, a family member, or one of our clinicians or staff members. There is significant weight that comes with this knowledge, but regardless, tough decisions must be made daily.”
Looking to the future, Walker said she is excited about the healthcare giant’s continued expansion efforts to bring more innovative and highly specialized care to Jefferson Parish.
“Through our Debra H. and Robert J. Patrick Neuroscience Center (coming in 2026) and The Gayle and Tom Benson Ochsner Children’s Hospital (coming in 2027), we will significantly expand our service offerings in the coming years,” she said. “Not only will these additions bring new opportunities for care to our loved ones, but they will continue to have an impact on the development of this community.”
“Louisiana struggles when it comes to overall health outcomes, but as the largest healthcare provider in the state, it is Ochsner Health’s job to change that… Having lived here for many years now, I’ve seen the potential of this community, and I know we can improve the health and well-being of our people. I truly believe our best days are ahead of us.”
Loren Marino
“The Port of New Orleans stands at the cusp of transformative growth, particularly with projects like the Louisiana International Terminal. This multibilliondollar initiative will redefine our ability to handle larger vessels, higher volumes and more complex supply chains. By leveraging my background in law, governance and external affairs, I aim to foster partnerships that align with the port’s strategic objectives and benefit the broader region.”
BUSINESS PORT OF NEW ORLEANS
TITLE
CHIEF OF STAFF AND VP OF EXTERNAL AFFAIRS
ASSUMED
LOREN MARINO has had a long history of successes in the legal and governmental arenas. A graduate of Tulane Law School, her legal career began more than 20 years ago as assistant district attorney at the Jefferson Parish District Attorney’s office and continued with service as senior assistant parish attorney. Highlights of her legal career including being appointed as an ad hoc judge with the Louisiana Supreme Court and serving as president of the Jefferson Bar Association.
In between legal positions, Marino spent time in local government as director of inspection and code enforcement and the chief administrative assistant for the office of the Jefferson Parish president for five years.
“Through these roles, I came to appreciate the importance of effective governance and efficient public institutions,” Marino said. “These experiences highlighted the critical role that infrastructure and policy play in shaping vibrant, resilient communities.”
In this new role, Marino is bringing her skills to a new industry, overseeing community engagement and communication across both Port NOLA and the New Orleans Public Belt Railroad. In addition to leading strategic planning efforts for these institutions, she also oversees human resources, IT, marketing and communications, and procurement. Marino has three immediate goals in her new position. The first two are to enhance communication by elevating the port’s profile, thereby building trust with key stakeholders, and engage with local, state and private partners on strategic initiatives — including the port’s second container facility, the Louisiana International Terminal (LIT) in Violet, Louisiana, the first phase of which is expected to open in 2028.
Marino will also be working to collaborate with educational institutions and industry partners to prepare the local workforce for opportunities within the maritime sector.
Michelle Courseault
MICHELLE COURSEAULT could not have picked a busier time to start her new job as executive director of the French Quarter.
In just her first six months on the job, from October 2024 to March 2025, the Quarter played host to the highest grossing musical tour of all time, the 2025 Allstate Sugar Bowl, the 2025 Super Bowl and Mardi Gras. Heartbreakingly, it was also the site of a deadly terrorist attack that resulted in 15 deaths and 57 injuries, grabbing worldwide attention.
All of the action and chaos, however, has not fazed Courseault, a self-proclaimed “relationship cultivator,” whose position as executive director of the French Quarter Management District involves overseeing a $8.5 million budget and 13-member board of commissioners and working to balance the needs of both commercial and residential stakeholders of an area that drew more than 17 million tourists in 2023.
The Quarter’s recent Super Bowl glow up — many of the city’s 500 improvement projects were here — is something Courseault is determined to build upon.
“The opportunity right now is to harness that momentum: to raise our visibility by highlighting the tangible progress we’ve already made, to deepen trust through transparency and responsible stewardship of funds, and to build even stronger collaborations,” she said.
The FQMD has accomplished a long list of objectives in the past few years, including starting weekly free glass recycling for residents, creating a Supplemental Police Patrol that adds 10,000 police hours to the Quarter each year, creating a FQ Task Force app that allows people to report inci-
BUSINESS
FRENCH QUARTER
MANAGEMENT DISTRICT
TITLE
EXECUTIVE DIRECTOR
ASSUMED NEW POSITION
OCTOBER 2024
“Host is doing something that really hasn’t been done in this region before and that brings several layers of challenges, but one issue is the development of a workforce to support the growth we are experiencing.”
dents in real time, installing 100 new iron trash cans throughout the area, creating a Mardi Gras bead recycling program and completing pedestrian and cyclist safety improvements on Rampart Street.
In November 2024, the FQMD also began efforts to inspect, repair and if needed replace approximately 985 streetlights. The massive undertaking is expected to continue until February 2026.
It’s not easy or cheap work, but it is important, which is why Courseault noted that educating residents on the importance of the “Quarter for the Quarter” sales tax renewal that directly sustains funding for FQMD is one of her top priorities before voting on the ballot measure occurs in November.
Courseault said she’s embracing the challenges each day brings in a job that is so critical to the city’s livelihood.
“While I’ve had many proud moments in my career,” she said, “I wonder if some of the most meaningful accomplishments may still lie ahead in this role.”
“My work with FQMD reaches far beyond just the French Quarter. It touches the lives of residents, supports local businesses, and shapes the experience of approximately 14 to 16 million tourists each year. This isn’t just local work— it’s work on a global stage in the heart of New Orleans and a major economic driver for the state of Louisiana.”
Matthew Mancheski
FOUNDED IN 1923, Virginia-based company T. Parker Host began as a small, family-owned ship agency and has since grown into a national company agency, terminal operations and logistics services. The company first made news in New Orleans in 2018, when it purchased Avondale Shipyard. Once the largest employer in Louisiana, the shipyard had been shuttered for four years.
The goal was to transform the dilapidated shipyard into a multimodal center of commerce.
That goal has been achieved, guided in large part by the contributions of Matthew Mancheski, who has served as chief financial officer of T. Parker Host since 2020.
“I have diverse industry background and significant experience in international maritime, and when the opportunity with Host presented itself that combined the industrial maritime industry with the redevelopment of the iconic Avondale Shipyard, I was excited to be a part of that story,” said Mancheski.
Acting as CFO, Mancheski has helped expand the company’s operations — which include what is now known as Avondale Global Gateway, along with United Bulk Terminals, Host Terminals, LLC and Host Agency, LLC — and significantly
improved its financial performance. He also spearheaded key strategic initiatives, including the optimization of terminal operations and the expansion of the Avondale Global Gateway site.
As of last December, Mancheski added the role of president of T. Parker Host to his duties.
“His ability to navigate both strategic growth and financial oversight makes him uniquely positioned to lead us into the future,” said HOST Chair and CEO Adam Anderson in the company’s official announcement of the promotion.
Prior to joining T. Parker Host, Mancheski spent 12 years in Houston, Texas working for Tidewater Inc., which operates the largest fleet of offshore support vessels in the industry. During that time he held five different vice president positions, including VP of the Americas, VP of Africa and Europe, and VP of investor relations and corporate development.
Mancheski said he’s excited by his new role and looks forward to leading the company forward.
“Avondale Global Gateway stands out as a catalyst for growth for this region,” he said, “and has the opportunity to bring new industry and significant job growth to the region.”
John Woodard
JOHN WOODARD grew up in Covington in a design-focused family.
“My sister is an architect and my mom is an interior designer,” he said. “I’ve always been a visual, tangible results person.”
While attending Louisiana State University, the finance major began to shape what would be his career both through an internship with Stirling — a leading commercial real estate company in the Gulf South — and by winning the position of student body president in his senior year. Following graduation, Woodard spent three years in Washington D.C., the last year of which as the White House liaison for the U.S. Small Business Administration, before deciding to return home to earn an M.B.A. at Tulane University.
He reconnected with Stirling in March of 2020, and took the role of development manager for two years, and then director of development and asset manager for two years before being promoted to vice president last October.
“I knew I wanted to work in a field that made visible, concrete changes in communities,” he said, “and this work serves as a vehicle for prog-
ress, while continuing to challenge me.”
Woodard has had the opportunity to lead and work on several “firsts” for the company, including Stirling’s new corporate headquarters in Covington, its first “build-to-rent” communities, and the first Ochsner Kidney Care facilities.
“I’m also proud of the work we’ve done in the post-pandemic office sector,” he said. “Our investment and research over the past five years in our office properties has allowed us to maintain high occupancies and strong tenant demand across our portfolio in an asset class that is facing stress.”
As Stirling celebrates its 50th year in business, Woodard said he’s buoyed by the region’s opportunities.
“In Orleans and Jefferson parishes, our retail and medical properties continue to perform really well, and we see opportunities to continue to expand there,” he noted. “I also see opportunities in the office sector as companies look to incentivize their employees to return to the office more regularly. Class-A office spaces with lots of amenities will continue to win over the next few years.”
“Companies that are very riskaverse with good intentions may pull back support of programs and initiatives due to the uncertainty right now. However, I believe advocacy for everyone having a seat at the table, breaking down barriers through upskilling and capacity building are the right things to do and that corporations will ultimately continue to do these things because they keep their organizations innovative, nimble and strong.”
“People and businesses continue to invest in our city, knowing the economic, environmental and political hurdles here, and I think it’s very important that we all do our part to see that trend continue.”
TITLE
FOR THE FIRST HALF of her career, Baton Rouge native Lindsey All worked in the energy industry, both in the field and on the corporate side — managing projects at chemical and renewable energy plants and managing teams of people in various fields. She said she soon realized that she was one of very few women in her field, and younger than many others, sometimes by decades.
“As I moved up in leadership, more barriers to success for women in male-dominated fields became clear to me,” she said. “However, I was not in a position to make much of a difference at the time other than for my direct team.”
In 2016, All put herself in the position to make a difference by joining the Women’s Business Enterprise National Council (WBENC) based out of Washington, D.C. All designed and launched the Energy Executive Program (EEP) for Women Owned Business Enterprises (WBEs) — the organization’s first industry-focused learning intensive for entrepreneurs in the petrochemical and energy space — and launched the first Chemical Industry Advisory Board at WBENC. In multiple roles for the organization— most recently as VP of diversity, equity and inclusion — All
worked with the full gamut of women entrepreneurs, from multimillion-dollar WBEs to small startups.
When the opportunity to come home to Louisiana presented itself, however, she jumped at it.
“Stepping into [this role] is so exciting to me as a South Louisiana native because I can now take the experience of providing development opportunities for business owners across the nation to make more of a direct impact on where we live and work.”
All noted that the current national climate offers up both challenges and opportunities, but it is the opportunities that she is most focused on.
“With all the new manufacturing and business coming to Louisiana and the Southeast, there is a huge opportunity to support those new businesses as they seek suppliers to build and support their work,” she said. “Next, we have a beautiful coworking and event space in the heart of the New Orleans Warehouse and Arts District (WB Collective in the Central Business District) that is primed and ready to support business owners and professionals.”
BUSINESS
WOMEN’S BUSINESS
ENTERPRISE COUNCIL SOUTH (WBEC SOUTH)
TITLE PRESIDENT AND CEO
ASSUMED NEW POSITION FEBRUARY 2025
COOL BEGINNINGS
A SMALL NORTHSHORE TOWN HAS JUST BECOME HOME TO ONE OF THE MOST ADVANCED COLD STORAGE FACILITIES IN THE GULF SOUTH
BY SAMANTHA HINDMAN
PHOTOS BY JEFFERY JOHNSTON
ON A 10-ACRE STRETCH OF LAND IN PEARL RIVER, IN A SPACE ALSO HOME TO THE 130-YEAR-OLD ST. JOE BRICK WORKS, YOU MIGHT BEGIN TO HEAR THE HUMMING OF REFRIGERATOR UNITS.
PEARL RIVER, a small town of just over 2,600 residents in St. Tammany Parish, is now home to the latest expansion for Agile Cold Storage, a rapidly growing company based in Gainesville, Georgia, that provides customized storage and logistics solutions for food producers across the continent.
Founded in 2020 by a team of industry veterans led by CEO Don Schoenl, Agile is a relative newcomer to the cold storage industry. But the company is expanding fast, with 10 facilities now operating across the U.S. and Canada.
The cold storage industry itself is expanding rapidly, too. According to Precedence Research, the North American market is worth over $59 billion and growing at nearly double-digit rates annually, which has enabled Agile’s ascent.
This growth has landed the company the No. 9 spot in the Global Cold Chain Alliance’s 2025 list of the top 25 largest refrigerated warehousing and logistics companies in North America.
The new Pearl River facility (which opened last month) marks the company’s strategic leap into the Gulf Coast export market.
“From the bayous to the bustling cities, our new warehouse in Louisiana is not just bricks and steel,” said Don Schoenl, the company’s president and CEO, in a press release. “It’s a testament to our growth and dedication to serving this incredible community with efficiency and pride.”
Agile’s new facility is framed as a symbiotic relationship between Pearl River’s residents and the company’s global ambitions, a partnership that aims to benefit all parties economically and structurally.
PEARL RIVER PROVIDES A STRATEGIC SWEET SPOT
GEOGRAPHICAL CONSIDERATIONS proved to be a deciding factor when selecting the location for this facility. Positioned near the crossroads of Interstates 10, 12 and 59, the small town in St. Tammany Parish offers uncommon access to major distribution routes in the Gulf South.
“We wanted to be within 50 miles of Port NOLA to best service our customers,” said John Ripple, Agile’s chief development officer. “This location hit that mark and more.”
Agile’s new facility sits in the heart of the region’s “heavyweight corridor,” a 50-mile zone that allows the transportation of overweight containers directly to the port. That status lets the company efficiently funnel containerized freight from its customers in Louisiana and Mississippi to international routes without sacrificing speed or compliance.
Even beyond logistics, the physical site itself holds meaning. The 10-acre property also houses the historic St. Joe Brick Works, a family-run operation dating back over a century. The town was already well accustomed to the presence of industry.
Since Pearl River had already designated the area as an industrial park, officials were enthusiastic about welcoming a project that promised job creation.
“The future home of Agile Cold Storage…further reinforces our message that St. Tammany is the best-positioned location in the Gulf South for significant logistics and distribution economic development projects,” said Chris Masingill, CEO of St. Tammany Corporation.
State and local agencies came together to help make the deal work. Louisiana Economic Development provided workforce training through its FastStart program and offered a $1.5 million performance-based grant to support site improvements.
Strategically, the move fills a key gap in Agile’s national footprint.
“Agile Pearl River is our first facility west of the Mississippi and allows us to operate in import/export and domestic food services in the South-Central region of America,” Ripple said.
In other words, this location is a launch point for Agile’s long-term strategy, as well as a more-than-welcome investment for the town.
“Agile Cold Storage is exactly the type of business that we welcome in Pearl River,” said Mayor Joe Lee. “This is truly a right-fit project for our local economy.”
THE REGIONAL IMPACT
IN A TOWN the size of Pearl River, an investment nearing $46 million is quite notable.
Agile Cold Storage’s new 120,000-squarefoot facility marks one of the largest movements of capital the community has seen in years. This economic engine is set to reshape the region’s job market and role in global trade.
The company estimates it will employ between 90 and 100 people at the Pearl River site with an average annual salary of approximately $53,000.
According to Ripple, the team has already hired “about 80 to 90 good-paying jobs in the community,” with roles that include benefits and opportunities for advancement.
He also emphasized the facility’s monetary strategy for bringing in employees: “We’ve had a pretty good time staffing the facility, partly because we’ve been paying a little bit above market… to leave their current employer and come over to us.”
That wage pressure is certain to make waves. As Agile’s compensation sets a new local benchmark, neighboring employers may be prompted to adjust if they want to stay competitive. Agile is helping to raise Pearl River’s wage floor not only for their own employees, but the town’s labor market.
Louisiana Economic Development has projected that the project will create roughly 95
additional indirect jobs statewide, bringing the total number of roles tied to the facility close to 200.
State and parish leaders have applauded the development as a turning point for economic diversification on the Northshore.
“This project is a win for the Northshore, the state economy and the workers of Louisiana,” said LED Secretary Susan Bonnett Bourgeois. “Agile Cold Storage’s investment demonstrates the unique logistical advantages Louisiana has to offer businesses that keep America’s supply chains flowing smoothly.”
By docking this cold-chain hub in Pearl River, Agile has opened new doors for the town, and tied St. Tammany Parish more directly into the center of global food distribution.
PEOPLE-FIRST INNOVATION
MOST MODERN cold storage facilities are equipped with a level of standard automation. But in a deliberate move, Agile Cold Storage chose not to automate this site in the traditional sense.
“The products we’re receiving and shipping aren’t highly suited to a traditional warehouse automation technology,” Ripple explained. The Pearl River facility primarily handles
poultry, much of it arriving raw and boxed, but not uniform enough for robotic handling systems.
Instead, Agile built a facility around human efficiency, pairing skilled workers with tools and infrastructure designed to keep operations running smoothly.
Employees operate within a highly sophisticated homegrown warehouse management system, which Ripple said allows staff to train quickly and maintain inventory accuracy.
One of its most future-facing features is an electrified yard, which allows refrigerated containers to stay cold without relying on diesel generators.
“We have big electrical outlets out in the truck court where we can plug containers in, pre-cool them, and hold them cold without burning fuel,” Ripple added.
From there, the containers head to the Port of New Orleans, where they plug into the grid again. This process creates an end-to-end electric cold chain.
Another noteworthy inclusion to the facility is its heated forklift cabs.
“Working inside a minus-10 freezer is hard,” said Ripple. “But our forklift operators are sitting in enclosed, heated cabs. It’s not cheap, and it takes more energy to keep them warm, but it makes a big difference in their dayto-day working conditions.”
While certainly good for morale, this investment is also a wise choice for an industry that can struggle to attract and maintain labor. Innovation at Pearl River is not just built to support the warehouse, it seems, but also the people behind the operation.
For all its tech-forward features, however, the Pearl River facility’s most defining characteristic might be its people.
At Agile Cold Storage, Ripple said success is measured not in output but on a culture rooted in safety, efficiency and accuracy.
“Everybody in the entire company is incentivized around those three things,” he said. “Part of your weekly compensation is tied to arriving safely, working efficiently and maintaining inventory accuracy.”
From the top down, the company prioritizes internal growth. In fact, many of the management teams across its facilities are made up of individuals who started on the warehouse floor. Ripple explained that it’s common for team members to rise from laborers to leads, then to supervisors and into management roles.
That approach has already shaped Pearl River’s leadership team, a team that, Ripple emphasized, is local.
“At the current time in Pearl River, we have a grand total of one person who isn’t local,” said Ripple. Most hires live within a 20-mile radius of the facility, recruited with help from an on-site HR supervisor. The roles range from material handlers to logistics technicians, and many were drawn to Agile by its above-market pay and promise of upward mobility.
“When we open the next building,” he added, “we hope one or two people from Pearl River will raise their hand for a promotion and relocate.”
FAST GROWTH
Agile has expanded at a pace few in the cold storage industry can match.
“We have 10 buildings now, and we’re making plans for the next 10,” said Ripple.
Since joining Agile four years ago, Ripple has overseen every phase of development for the company’s locations, spread across the country, from site selection and permitting to construction and startup. And while he spends a lot of time on logistics and land deals, the company’s core growth strategy is rooted in something else: customer alignment.
“We work with our customers during development to make sure we’ve got their requirements incorporated... selecting locations based on customer needs,” Ripple explained.
That approach shaped the Pearl River decision. Agile’s anchor clients were looking to move mainly poultry products from Mississippi and Louisiana to international markets.
Rather than retrofit an existing warehouse, Agile chose to build one from scratch within the port’s heavyweight corridor, close enough to support client operations without compromising efficiency or workforce access.
This company intends to replicate this model.
As Agile plans its next wave of expansion, Ripple and his team are applying the same principles: build where there’s need, invest in infrastructure that fits the product, and ensure the people running the operation are empowered to succeed.
“We hope we’re going to provide a good service for our customers in an efficient building that is efficiently located, efficiently run and efficient in terms of utility usage,” Ripple said.
As trucks begin rolling in and out of this new facility, one can see that this development is more meaningful than another link in the global supply chain. For local residents, and for the region as a whole, this facility indicates a new and hopeful chapter. T
FROM THE LENS
54
GREAT WORKSPACES
The St. Tammany Health System Surgery Center has been carefully designed to prioritize comfort, accessibility and functionality.
62 NEIGHBORHOOD GEM
Tariffs are forcing this 15-year-old family business to get creative
64
NEW ORLEANS 500 Justin Greenleaf, Owner of Greenleaf Architects
58 WHY DIDN’T I THINK OF THAT?
At this unique Northshore company business is really buzzing.
FROM THE LENS GREAT WORKSPACES
DECISIVE DESIGN
The St. Tammany Health System Surgery Center has been carefully designed to prioritize comfort, accessibility and functionality.
BY MISTY MILIOTO
PHOTOS BY SARA ESSEX BRADLEY
St. Tammany Health System has been the leading health system in the parish since 1954, and, today, it is a cornerstone of the community and a regional destination for healthcare. Feasibility studies revealed a need to plan for current caseloads and future growth and resulted in the new St. Tammany Health System Surgery Center. Construction on the center began in October 2022, and it opened in March 2025.
“Collaboration with departments of the hospital helped determine the needs of the sterile processing department, lab, pharmacy and other spaces needed to support surgery,” says Becky Parks, partner and executive vice president at fl + WB Architects. “Healthcare codes, along with decisions based on caseloads, drove the needs for pre and post-op [areas] and the overnight rooms.”
Maegen Shifter, project designer at Southern Interior Solutions, also was involved in the project. In her role of providing comprehensive interior design services, she oversaw the selection and procurement of all furniture, finishes and medical casework. “My responsibilities include space planning, design development, product selections, and creating 3D visualizations, drawings and renderings, to support project goals established during the initial phases,” she says.
Curved furniture elements were incorporated to complement the soft lines of the reception desk, promoting an easy flow in circulation while maintaining a cohesive aesthetic.
ST. TAMMANY HEALTH SYSTEM SURGERY CENTER 16282 LA-1085, Covington // 985-871-6840
sttammany.health/sthssurgerycenter @sthealthsystem // sttammanyhealthsystem
Monica Whitfield, interior design coordinator for the project, also played a key role in the center’s formation. “She provided invaluable guidance on the overall design to ensure the environment was both functional and welcoming,” Shifter says. “Monica’s dedication to end users was truly inspiring—she prioritized accessibility, safety and comfort, creating spaces that help ease the stress of patients and their loved ones as they navigate their medical experience. Her attention to detail and commitment to enhancing the patient experience made a significant impact on the project’s success.”
The 126,000-square-foot center now includes a wide range of thoughtfully designed spaces to support both patient care and staff efficiency. Key areas include 24 private pre-operation rooms, 12 advanced operating rooms, 18 private post-operation rooms, 15 private rooms for 23-hour stays, a first-floor lobby with a cafe run by Ballard Brands, offices, a large conference room, locker rooms and dedicated lounges
for staff and physicians, nursing stations, a sterile processing department, a pharmacy, lab and a physical plant housing mechanical and emergency power equipment.
“The interior design has been carefully crafted to meet the specific needs of both the facility and its patients,” Shifter says. “Patient-centered elements such as soothing color palettes and thoughtfully arranged seating create a calming atmosphere in the lobby, patient rooms and staff areas. The 23-hour patient rooms are designed with comfort in mind, featuring sleeper sofas for family members and a functional layout to support both short-term stays and overnight accommodations.”
The design teams decided to homogenize typical spaces like the pre- and post-operation rooms, operating rooms and 23-hour stay rooms.
“Standardizing these spaces improves patient care and staff effectiveness due to operational efficiencies,” Parks says. “The pre-op area
consists of four pods that include six private pre-op rooms, a nurses’ station and staff-support space. Each pod shares additional support spaces within the pre-op department. The post-op area, which consists of three- to six-room pods, was designed with similar concepts to standardize spaces.”
According to Parks, materials such as impact-resistant gypsum board and wall protection minimize maintenance on walls that may be damaged by equipment. Meanwhile, rubber flooring in the main circulation corridors and patient-care areas provides durability, reduces noise reduction and feels cushioned.
“The inspiration for the new design came from a combination of sources,” Shifter says. “My significant experience in healthcare design played a key role, guiding decisions that prioritize patient comfort and operational efficiency. Additionally, I drew inspiration from the existing St. Tammany Health System facilities. Observing their established aesthetic
Thoughtful details, such as custom furniture pieces and flexible seating arrangements, enhance the patient experience and the flow of the space.
and understanding their operational needs helped ensure the new surgery center would align seamlessly with the broader vision of the health system, while still offering a fresh and modern environment.”
To meet these needs, SIS and fl +WB incorporated soft, soothing color palettes and strategic arrangements that create a sense of tranquility. For example, with a mix of lounge seating and functional configurations, the seating areas in the lobby were strategically arranged to provide both privacy and comfort, to accommodate varying needs.
All furniture and millwork were custom-designed to complement the unique requirements of each area within the facility. Notably, the curved furniture pieces in the lobby were specially designed to enhance circulation, creating a smooth flow while maintaining an aesthetically cohesive and inviting atmosphere. Seating options like recliners and gliders, also were custom-designed to provide optimal comfort for patients and caregivers.
QUICK LOOK
Number of years in operation: Opened for operation in March 2025
Style of architecture: Modern Square footage 126,000
Number of Employees Approximately 125 employees when fully staffed
Architecture: fl+WB Architects
Interior Décor: fl+WB Architects
Art and furnishings: SIS and St. Tammany Health Healing Arts
The integration of healing elements, like carefully chosen artwork by the St. Tammany Hospital Foundation’s Healing Arts Initiative, brings a sense of serenity and warmth to the space. In addition to curating the artwork throughout the center, the foundation also commissioned a 20-foot-by-20-foot mural in the main lobby by local artist Zac Maras. “We were so impressed with Zac’s work that the Healing Arts Initiative also had him paint an aquatic-themed mural in the pediatric waiting space of the adjacent outpatient pavilion,” Parks says.
Overall, the St. Tammany Health System Surgery Center combines soothing, soft textures and materials with clean, contemporary lines to create a serene atmosphere — all while supporting the operational needs of the facility. “The aesthetic is modern yet welcoming, with a calming color palette,” Shifter says.
“I am proud of the amount of planning and collaboration that took place between the design team; different departments of St. Tammany Health System, including construction management and the surgical team; and the contractor, McMath Construction; as well as the sub-contractors,” Parks says. “The design and construction was an accelerated process, and everyone rose to the challenge to make the project successful.” T
BEEING BRAVE
BY ASHLEY MCLELLAN
PHOTOS BY EDMUND D. FOUNTAIN
The Brave Farmer, which offers bee removal and relocation services, is the brainchild and passion of owner Amanda Bravender — a professional licensed hair and makeup artist by trade — and her husband and co-owner, Joshua Bravender. The two began providing this in-demand niche service almost by accident.
“While I still actively work in hair and makeup, beekeeping started as a hobby that turned into something much bigger,” said Bravender. “It all began when a friend had bees in her home, and I helped her safely remove and relocate them. Word spread like wildfire after that.”
Bravender said when she realized that most bee removal services in her area were extermi-
nating instead of rescuing, she knew she could do better. The couple launched their own venture, a bee farm and rescue operation called The Brave Farmer, in 2020 with the help of their five children.
“I wanted to offer a more compassionate and sustainable approach,” she said, “and now we rescue more often than not.”
The Brave Farmer has relocated well over 100 bee colonies.
“Eighty-five percent of our business is focused on removals and rescues. The remaining 15% comes from our honey and hive product sales, which continue to grow each season,” Bravender said.
Starting out, the Bravenders leaned on local agricultural courses and resources, as well as on-the-job training, to manage the ins and outs of beekeeping and relocating hives. It’s a
Where to find The Brave Farmer honey in stores: Barrett & Bennett Beauty in Mandeville; Melange by KP in Mandeville; Pink Magnolia Marketplace in Mandeville; Lapalco Hardware in Harvey; Chez Nous in New Orleans; Parcels and Post in New Orleans; and Meyer Provisions in New Orleans
process that Bravender noted takes time and effort to perfect.
“I did mentor under a local beekeeper for a short time, but honestly, most of what I’ve learned came from hands-on experience, online resources, and lots of trial and error,” she said.
“One of the biggest lessons I’ve learned is that no two beekeepers do things the same. I also completed a yearlong USDA farmer training program in Alexandria — driving three hours every other week. It taught me not only better farming practices but also how to run a business, and I walked away with lifelong friends.”
In addition to bee relocation, The Brave Farmer provides a variety of services and projects including beekeeping consultations, local honey sales and cooking classes. A cookbook is in the works.
“We’re thrilled to have recently secured our first investor, which has opened new doors for expansion,” she said. “With the upcoming release of my cookbook and the continued growth of our brand, we’re projecting a 200% increase in overall revenue over the next year. Honey sales alone are expected to double within the next 18 months. We’re incredibly excited about what’s ahead.”
Fees for bee relocation varies due to each unique situation.
“We’re a fully insured company, and bee removals are risky, time-consuming and often messy — especially when there’s a lot of honey involved,” she said. “We bring knowledge, safety and care to every job, and our fees reflect that.”
Part of the success of the company has been the increasing popularity of traditional pastimes via social media. Hobbies like beekeeping, bread baking and gardening have become wildly popular on platforms like TikTok and Instagram.
“Social media has been a total game changer,” said Bravender. “I truly wouldn’t be where I am without it. It’s helped me reach people beyond my immediate community, tell my story and create a network of support that’s been so valuable to this journey.”
In addition to the spread of small farming and urban homestead practices, the importance of beekeeping and education around beehives has also never been more important from an ecological and agricultural perspective.
A March 2025 report from ABC news noted “record-breaking losses in 2025” in honeybee
colonies across the United States, with scientists warning the impact could be felt in agricultural production. Washington State University entomologists announced that commercial honeybee colony losses are projected to reach between 60% and 70% in 2025.”
This makes the mission of The Brave Farmer all the more key at this moment for the Bravenders. The farm has become an educational resource for local organizations.
“I work closely with 4-H and local schools to teach kids about bees, sustainability and where their food comes from,” said Bravender. “I also host low-cost bread-making classes and plan to expand into other areas like canning, cheesemaking and homesteading skills.”
For Bravender, the pivot from hair and makeup artist to bee rescuer, beekeeper and eco-educator, while on paper might seem odd, felt like a natural shift.
“Working in hair and makeup taught me the power of saying ‘yes,’” she said. “That mindset has shaped every part of my life. Saying yes has led to new opportunities, meaningful connections, and growth — both personally and professionally. The
creativity, resilience and people skills I developed in that world carry over into everything I do now.”
The Brave Farmer has two locations, in Madisonville and Harvey, with a third in development.
“Harvey is our home base, where we handle processing, packaging, and local consultations,” explained Bravender. “It’s also where we focus on educational outreach with local schools, 4-H groups and the community. It sits just behind our family’s hardware store and remains the heart of our operation.
“Our investor’s 55-acre property is where most of our hives are housed. With plenty of room to grow, it’s our primary farm space and the future site of expanded honey production and agritourism programming.”
Currently, The Brave Farmer sells raw local honey, pesto and pre-orders for the cookbook, but more offerings are on the way.
“We’re expanding into beeswax candles, bee pollen, and more farm-crafted items soon,” she said. “We’re hoping to add bee pollen, beeswax candles, and more handmade goods in the coming year. Hopefully you’ll be seeing us in a grocery store near you sooner than later.” T
DADDY’S DONUTS 2051A Caton Street // Gentilly // phone 504-283-3388
@daddys donuts // @daddysdonutsnola
Daddy’s Donuts Digs In
Tariffs are forcing this 15-year-old family business to get creative
BY KEITH TWITCHELL
George Carlton III was a world traveler. But like so many born-and raised New Orleanians, he always returned to the city he loved –especially after Hurricane Katrina, when he worked in the construction industry to help with the rebuilding efforts.
After the birth of his first child in 2007, Carlton decided to turn to less physically taxing pursuits. Having worked in his father’s bakery while growing up, Carlton decided to draw on that experience, opening Daddy’s Donuts in Gentilly, in January 2010. Tragically, not long thereafter, he was diagnosed with ALS and passed away in July 2016.
The story of this donut shop could have ended there. Instead, it was just the beginning. The shop’s manager under Carlton, Eileen Andrews, has stayed on and is currently training Carlton’s children, Chase (now 18 years old) and Brianna (16) to take over the business once they finish school.
Nestled in a shopping center just off Gentilly Boulevard, Daddy’s is a neighborhood staple. Andrews estimates that 80% of clientele live in the surrounding area, including students from nearby Dillard University and patrons from the various local churches and schools, for whom
she often fills special orders. Many people, she said, stop by on their way to work.
“They even come in here after dropping off their mail,” reported Andrews with a laugh, referencing the USPS facility next door.
Some of the eight staff members are also neighborhood residents, enabling them to be on call when there is an unexpected customer rush. However, staffing is frequently an issue; Andrews would like to hire some younger people but finds they often don’t last. Indeed, the majority of the staff has been around for five years or more.
A bigger challenge, she said, is the rising cost of ingredients.
“The tariffs are kicking in and prices are going up,” Andrews noted. “That’s my biggest headache right now.”
To counter this, she is trying to improvise on the recipes and the ingredients, such as substituting blueberry syrup for increasingly expensive blueberries.
“We’re in the testing phase right now,” she added. “It’s like a research project.”
The caution stems from the fact that a major
component of Daddy’s Donuts’ success is being true to Carlton’s original recipes.
“The sugar rush and Daddy’s recipes are what bring people in,” observed Chase Carlton. “It’s the mix, the temperature, the right amount of sugar and yeast.”
Clearly the recipes are very popular. Andrews reported that the business sells about 100 dozen donuts a day. Favorites are glazed, chocolate glazed and buttermilk, along with donut holes. Also on the menu are what she referred to as “fancy donuts:” twists, honeybuns and apple fritters, among others. Everything is made fresh daily on the premises — no frozen batters or day-old products.
The store is to-go only, opening at 6 a.m. and closing at 11 a.m., though “we’ll stay open a little later if we still have some donuts left,” Andrews said. “But no one comes in after 11:30.”
The condensed sales schedule means Daddy’s has a constant flow of customers.
“It’s the fresh ingredients, the great taste, and being local and convenient,” Andrews noted. “Come by and test them!”T
EDUCATION
Louisiana State University — Bachelor’s of Architecture
My
Justin Greenleaf
Owner of Greenleaf Architects
ADVICE
Get outside of your comfort zone — it’s the only place you can grow. Every challenge, risk and new experience is an opportunity to stretch yourself, gain confidence and discover what you’re truly capable of.
For the past decade, Justin Greenleaf has led an award-winning architecture firm rooted on the Northshore that is known for its collaborative approach, innovative design and commitment to building lasting client partnerships. Under his leadership, the firm has cultivated a culture of creativity, accountability and service, earning recognition as a leader in architectural and interior design throughout the region. Beyond the studio, Greenleaf enjoys spending time with his wife, Kaitlyn, and their two children, Madison and Jackson, while staying active in the community through nonprofit board service and philanthropic projects. T
PHOTO BY MIKE LIRETTE
ADMIRE
wife, Kaitlyn
ON THE HORIZON
We are currently leading the design for the new Louisiana State Police Troop L headquarters and renovations to Clearview Mall.
HIDDEN GEM
Double Dealer New Orleans (under the Orpheum Theatre)
