Biz New Orleans May 2025 by Renaissance Publishing

MoRE SAVING THAN SCRIM

Three

Leadership in a New Landscape

organizations

Michelle Cheramie and her nonprofit, Zeus’ Rescue, have received national attention thanks to one free-roaming pup, but many don’t realize the role this Cut-Off, Louisiana native played in the transformation of a popular commercial corridor.

EDITOR’S

All Together Now

Diversity equals strength. Businesses figured that out some time ago.

From studies published in Harvard Business Review and Purdue University, to endless articles published in Forbes, among many other respected publications, the data is clear —organizations that embrace DEI practices in their hiring and promotion perform better than those that don’t.

According to one recent study conducted by the Society of Human Resource Management, companies that prioritize inclusion and diversity outperform their competitors overall financially, as well as when it comes to attracting and retaining talent. The more diverse the team, the better problem-solving and creativity you see. Diverse and inclusive companies also tend to enjoy an expanded market reach and are just generally more “future proof” when it comes to competing in a global marketplace.

At a time when it seems every industry is facing a shortage of qualified workforce, businesses should be looking everywhere they can for talent.

For this, our annual women’s issue, we are proud to showcase how multiple area women are continuing to lead. We look at how one woman, Michelle Cheramie, has used her passion for animals to save thousands of lives while also helping to spearhead the rejuvenation of a beloved commercial corridor of the city. We also look at how the heads of six other organizations are ramping up their work to ensure that women — and everyone affected by recent efforts from the White House that stamp out protections for

women, racial minorities, LBGTQ+ and disabled individuals — can continue to feel welcome and pursue their dreams.

When it comes to strong female leadership, New Orleans has it in spades. Women hold many of the highest positions in the city, including mayor, NOPD sheriff and superintendent and chief of harbor police. Many of our most prominent companies and organizations are female led, including Entergy New Orleans, Ochsner Medical Center, St. Tammany Health System, the Port of New Orleans, the Public Belt Railroad and Louisiana Economic Development. Almost all our area chambers of commerce are run by women, as are both the Algiers and St. Bernard economic development foundations and the Westbank Business and Industry Association.

Our cherished City Park, our only five-star hotel, our NBA and NFL teams — all are run by women. That’s pretty incredible, and wonderful to see. May it continue.

Thanks for reading,

KIMBERLEY SINGLETARY

Editor Kimberley@BizNewOrleans.com

Publisher Todd Matherne

EDITORIAL

Editor Kimberley Singletary

Art Director Sarah E.G. Majeste

Digital Media Editor Kelly Massicot

Associate News Editor Kelly Hite

Contributors Deb Grant, Walt Leger III, Jeremy Marshall, Ashley McLellan, Suzanne Mestayer, Misty Milioto, Chris Price, Keith Twitchell,

ADVERTISING

Senior Account Executive Meghan Schmitt 504- 830-7246 Meghan@BizNewOrleans.com

Account Executive Abby Palopoli 504- 830-7208 Abby@BizNewOrleans.com

RENAISSANCE PUBLISHING

PRODUCTION

Digital Director Rosa Balaguer Arostegui

Senior Production Designer Ashley Pemberton

Production Designer Czarlyn Ria Trinidad

MARKETING

Marketing Manager Greer Stewart

Packed Calendar

In addition to school graduations and honoring mothers, May is packed with great business events and honors.

The month starts with the 47th annual Hancock Whitney Zoo to Do on May 2 at the award-winning Audubon Zoo. Always a fun evening, this year’s event marks the first under new Audubon CEO Michael Sawaya.

On May 7, the New Orleans Education League — an affiliate of the Home Builders Association of Greater New Orleans — will host its second annual Day of Design at Chateau Country Club in Kenner.

May 8 seems to be a popular day for celebrations. Included within National Travel and Tourism week, New Orleans & Co. is hosting its annual luncheon that Thursday at the Hilton Riverside New Orleans. May 8 is also the day WYES is going country and western at its annual gala and the Association for Corporate Growth has its annual awards banquet at The Roosevelt New Orleans.

On May 9, mark your calendar for the Jefferson Chamber’s 27th annual crawfish boil at 3421 N. Causeway Blvd.

The New Orleans Chamber has its spring luncheon May 16 at the Sheraton New Orleans on Canal Street. The event will include two speakers, NOPD Superintendent Anne Kirkpat-

rick, and Orleans Parish District Attorney Jason Williams.

Junior Achievement of Greater New Orleans will honor this year’s Laureate and Lifetime Achievement honoree on May 16 at the Business Hall of Fame dinner at the Hyatt Regency New Orleans. This year the organization is also celebrating 70 years spent impacting 1 million students.

With all of these business events, do not forget City Park, where you can catch the farmers market every Sunday and Thursdays at twilight, or the next arts market on May 24.

I hope to see you at any one of these great events.

TEAM

504- 830-7216 kate@bizneworleans.com

Senior

504- 830-7246 meghan@bizneworleans.com

TODD MATHERNE

CEO and Publisher Renaissance Publishing

Account

504- 830-7208 abby@bizneworleans.com

KATE HENRY

MEGHAN SCHMITT

ABBY PALOPOLI

IN THE BIZ

13 ENTREPRENEUR

If you want to make sure you get, and keep, good people, you need to be a “committed communicator”

Heisman Hype Returns at LSU

Tiger QB Garrett

Nussmeier is a favorite

BY CHRIS PRICE

Joe Burrow did it in his fifth season. Jayden Daniels did, too. Now LSU’s fifth-year senior signal caller Garrett Nussmeier has many believing he can achieve the performance improvement his predecessors Burrow and Daniels had as fifth-year college football quarterbacks, and Nussmeier is one of the preseason favorites to contend for the Heisman Trophy. That has many in Baton Rouge, across Louisiana and the nation believing the Tigers will be one of — if not the best — in college football this season, capable of a spot in the College Football Playoff and a potential national championship.

After being projected as a first- or second-round pick in the NFL Draft, Nussmeier announced his intention to return to LSU in 2025.

is an award-winning journalist and public relations principal.

In his first year as LSU’s starter in 2024, the quarterback showed NFL-caliber talent. He threw for 4,052 yards, 29 touchdowns versus 12 interceptions and completed 64.2% of his passes.

The Tigers stumbled out of the gate in 2024, losing the season opener to USC before rattling off a six-game win streak. But a three-game losing skid in late October and November to Texas A&M, Alabama and Florida — marked by a big drop in the QB’s play — sealed the Tigers’ fate. The team earned season-ending victories over Vanderbilt and Oklahoma to finish 8-4 overall and 5-3 in the SEC before earning a Texas Bowl win over Baylor, but fans were left asking, “What if?”

LSU head coach Brian Kelly, who, famously — or infamously — became the first head coach to leave Notre Dame to take the same position at a different school, came to LSU to win a national championship. Never mind the Irish played in a national championship game before his Tigers even qualified for the playoffs. Still, he has bravado. He believes 2025 is the year he can make his championship dream come true. In his press conference after the regular season finale against the Sooners, Kelly told reporters, “We’re taking receipts, and we’ll see you at the national championship.”

In the offseason, Kelly focused on building one of the best corps of wide receivers in college football. While they lost CJ Daniels to the transfer portal, they return Aaron Anderson (61 receptions, 884 yards, 5 TDs in 2024), Chris Hilton Jr. (9, 243, 3), and Zavion Thomas (23, 218, 2) and, through the transfer portal, added Barion Brown (29, 361, 3) from Kentucky, Nic Anderson (0, 0, 0) from Oklahoma, and Destyn Hill (6, 87, 0) from Florida State. This unit is fast and in addition to helping LSU retain its moniker of “Wide Receiver U.,” should assist Nussmeier in completing more deep passes, one of his deficiencies last season.

If the Tigers can hit on more big, flashy, highlight reel passing plays, Nussmeier will

be able to build a Heisman resume that will compete with and outshine his competition — Texas’ Arch Manning, Oklahoma’s John Mateer, Penn State’s Drew Allar, Tennessee’s Nico Iamaleava, Clemson’s Cade Klubnik, SMU’s Kevin Jennings, South Carolina’s LaNorris Sellers and Florida’s DJ Lagway.

LSU opens the 2025 season at Clemson on August 30, and a strong head-to-head performance against Klubnik could give Nussmeier a huge burst of momentum early in the race.

National pundits, including SEC college football analyst Paul Finebaum, who has a nationally broadcast TV and radio show, are “very high on him” for showing “flashes of greatness” in 2024. That kind of attention has helped lift Nussmeier’s profile and earning ability. On3, a website that covers college sports and name, image and likeness (NIL) contracts, projects LSU’s QB to have a $ 3.6 million NIL valuation, which ranks ninth among all college athletes and fifth among college football quarterbacks.

For the remainder of the preseason, a major focus of LSU’s offense will center on Nussmeier building chemistry and confidence with his receivers and offensive line, which lost four of its five starters — both tackles, Will Campbell and Emery Jones, and both guards, Miles Frazier and Garrett Dellinger. Tyree Adams, who played left tackle in the Texas Bowl after Campbell declared for the NFL Draft, will likely keep his spot. Center DJ Chester returns but may move to left guard this year, allowing transfer Braelin Moore (Virginia Tech) to snap the ball this year. Josh Thompson, who transferred from Northwestern is penciled in at right guard while Weston Davis, a five-star recruit in the 2024 class, will play right tackle.

For all the hype, Nussmeier seems more focused on team achievements rather than personal ones.

“I’m worried about doing the best I can do to help LSU win a national championship,” he said during spring practice. “That’s the mindset.”T

CHRIS PRICE

When he’s not writing, he’s avid about music, the outdoors, and Saints, Ole Miss and Chelsea football.

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.

Are You a “Committed Communicator?”

If you want to make sure you get, and keep, good people, you need to be

BY KEITH TWITCHELL

For many entrepreneurs, one of the most challenging aspects of scaling up is hiring new staff.

Finding the right people and the right mix of people, training them on their jobs, your expectations, and the company culture can be a daunting task.

And that’s the easy part.

Retaining good staff members is just as critical as hiring them. In today’s complex workspace, there are many aspects to employee retention, including flexibility, tailored benefits and conscious team-building, among others.

None, however, is as vital as good communications with your staff.

Being a good communicator requires diligence and hard work, especially if you adopt the strategy of being a “committed communicator”: someone who takes full responsibility for the success of all his or her communications. This means no matter how clearly you thought you were speaking (or writing), no matter how much care you took and detail you provided, if the recipient(s) did not hear what you wanted them to hear, you accept the responsibility.

This seems crazy, difficult, indeed impossible to some people. Yet ultimately, investing

in this practice pays substantial dividends. Forcing yourself to communicate as clearly and thoroughly as possible — and at the same time, being mindful of how your words are being received and the responses you are generating — vastly reduces the number of miscommunications you have to deal with.

Here are a few key components of being a committed communicator.

GRADIENT What kinds of communicators are on your staff? Do they speak plainly and prefer straightforward communications? Are they sensitive or tend to speak hesitatingly? Do they generally listen well, or do they get distracted easily? The more you understand about how each person on your staff communicates, the better you will be able to communicate with them. Being mindful of gradient cannot devolve into favoritism; everyone is different, and your awareness of this is a great communications asset.

TONALITY Whether you mean to or not, does your way of speaking come off as gruff or harsh? Distant or too friendly? Angry or too meek? Many communications experts will tell you that how you say something — your tone of voice,

your expressions, your body language — is at least as important as what you say. This may sound silly but rehearsing important conversations in your head and even practicing them in front of a mirror can significantly improve your communications success.

LISTENING Successful communication is always a two-way street. Dialogues are better than lectures. Within bounds of reason, being always willing to listen to your staff builds trust and connectivity. Plus, the more you listen to how people respond to your communications, the better you can track whether they heard what you wanted them to hear, which then gives you the opportunity to clarify anything that may not have been received as intended.

CONSISTENCY Everyone has ups and downs, but yours cannot be reflected when communicating with your staff. Good day or bad day, keep your style the same. This also relates to the frequency and timing of communications. Keeping people informed and involved definitely helps build a sense of team.

HONESTY It goes without saying that lying to your staff is a recipe for disaster, but honesty means more than that. If your business is facing some headwinds, let people know — they may even have some good ideas for dealing with them. Your staff doesn’t need to know every detail, but lies of omission are as problematic as lies told outright. Similarly, if someone’s job performance begins to slip, have a quiet, thoughtful conversation as soon as possible rather than waiting until a major problem occurs. In general, when things start going down the wrong track, they only go further if they are not addressed.

Entrepreneurs have a million responsibilities, and spending extra time being a committed communicator may seem impossibly wasteful. But it is time very well invested, vital to retaining a high-quality, productive, committed staff. 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.

Innovating for a Changing Economy

How local universities are training workforce in three hot sectors

BY JEREMY MARSHALL

Arapidly changing world has left higher education trying its best to keep up.

The last five years have been particularly transformative, with a global pandemic making way for an economic recession coupled with political turmoil and judicial upheaval butting up against escalating social justice movements.

That’s not even to mention artificial intelligence (AI), which threatens to undermine what “education” even means. While schools across Louisiana are varying their approaches to evolving with the times, New Orleans universities are charging forward to meet specific needs.

HEALTHCARE

In the aftermath of the COVID-19 pandemic, nursing as a profession has faced a staffing crisis on a national level, with the Health Resources and Services Administration (HRSA) projecting a shortage of 78,610 full-time RNs in 2025 and a shortage of 63,720 full-time RNs in 2030.

An aging population, as well as increased opportunities for women in medicine beyond nursing, have created a need to incentivize high school students and young people to see nursing as a steady and economically viable career.

Chamberlain University, the largest nursing school in the United States, is tackling these challenges by offering new programs like the Bachelor of Science in nursing, which gives students the opportunity to earn their degree in as few as three years, and an “Earn To Learn” program which allows students the chance to earn credits while being otherwise employed.

“We opened our first New Orleans campus in 2017 at Ochsner Health and a second at LCMC Health in 2021,” said Jennifer Couvillon, PhD, RN-BC, CNE, national director of clinical development for Chamberlain University. “What makes these campuses unique is that they are built-in hospitals, which is not the norm for nursing programs. Chamberlain’s goal has always been future-focused, with our programs designed as a secure pipeline between students and health systems.”

TRANSPORTATION

Across town, the University of New Orleans Transportation Institute (UNOTI) applies scholarly research to one of the most ignored but crucial factors of day-to-day life and industry: the transport of people and products from one place to another. New Orleans’ entire economy was built around the transportation of goods up and down the Mississippi River for

centuries, a foundational cog in the growth and expansion of the nation.

Today, students at UNOTI are studying and innovating international transportation — from safe navigation for river pilots to parking opportunities for truck drivers down the Interstate 10 corridor.

“Before the pandemic, nobody ever thought about the supply chain, but it affects everything you do, eat, drive and even wear,” said Carol Short, associate director of UNOTI. “There is a huge need for an educated workforce in the transportation industry. Today, every one of our graduates with a Master of Science in Transportation finds employment that pays well above the state average. As a career, it is not just highly lucrative but essential as well.”

BUSINESS

The A.B. Freeman School of Business has long pioneered experiential learning as a central thesis of its educational offerings and Dean Paulo B. Goes is pushing even further, finding new and innovative ways to get students out of the classroom and into the business community.

The results are impressive, with close to 91% of Freeman undergraduates and nearly 100% of MBA graduates finding work placement post-graduation. These programs, along with the recent opportunity for students from any major to study for an Entrepreneurial Business minor, have already had a lasting effect on the job efficacy and collaborative prowess of Tulane faculty and students.

“Entrepreneurship is so prevalent in all industries,” said Goes. “Whether you began a company in high school or are studying to be a writer, understanding the practical business applications of every industry is essential to success. Our experiential learning programs allow our students to work directly for local businesses and essentially future proof their education.”

With Goes already looking forward to new programs harnessing the power of artificial intelligence and energy management soon, the Freeman School is just one of the many New Orleans higher education standard bearers innovating and adapting to meet the moment.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.

MOVING US FORWARD TO A HEALTHIER FUTURE

Three key initiatives currently shaping the region’s healthcare sector

BY KELLY HITE

Tmaking significant strides in advancing healthcare through innovative research, cutting-edge technology and groundbreaking medical developments, including these three top stories.

LSU SEEKS NATIONAL CANCER INSTITUTE DESIGNATION

In Louisiana, cancer rates are more than 40% higher than the national average. The nearest National Cancer Institute (NCI)-designated cancer centers are located hundreds of miles away in neighboring states.

Despite Louisiana State University President William Tate’s recent announcement of a hiring freeze, LSU will forge ahead with medical research and healthcare innovation at the LSU LCMC Health Cancer Center.

In its role as lead applicant, LSU LCMC Health Cancer Center is preparing for National Cancer Institute (NCI) designation. University Medical Center (UMC) New Orleans and Manning Family Children’s Hospital, both LCMC Health System hospitals, will also be flagship applicants.

The NCI designation application aims to revolutionize in-state cancer research and treatment by providing exceptional scientific leadership in cancer prevention, diagnosis and treatment in Louisiana. NCI designation signifies that the institutions involved are using the latest therapies and clinical trials with speedy conversion from scientific discovery to effective treatments.

Dr. Lucio Miele, director of the LSU LCMC Health Cancer Center, emphasized the center’s dedication to providing world-class cancer care to every patient.

“Through our state-of-the-art clinical trials office, we are actively expanding access to clinical trials across Louisiana and nationally,” said Miele, “ensuring patients receive the most advanced therapies available.”

In 2022, LSU Health New Orleans and LCMC Health each committed $50 million to establish the LSU LCMC Health Cancer Center, aiming to advance cancer research, education and

patient care in Louisiana. The goal of the collaboration is to integrate LSU Health’s academic and research expertise with LCMC Health’s clinical resources to reduce cancer disparities across the state and the Gulf South. LCMC Health’s total $75 million investment over five years also includes funding for scholarships, infrastructure and cancer-focused research.

“Louisiana is one of only a few states with an extremely high cancer incidence that lacks an NCI-designated cancer center,” said Dr. Steve Nelson, chancellor of LSU Health New Orleans.

Achieving NCI designation is a rigorous process with stringent eligibility criteria set by the National Cancer Institute. The process includes establishing a robust community outreach and engagement program to educate Louisiana residents on cancer prevention, detection and treatments.

The LSU LCMC Health Cancer Center has established a Phase 1 Clinical Trials Program to evaluate innovative cancer therapies in patients and has started enrolling patients in pioneering cancer treatment trials. In 2023, the center recruited oncologist Dr. Shou-Ching Tang to lead this initiative. Tang is a world-renowned clinician scientist and cancer center administrator, recognized for his significant contributions to cancer research, particularly in breast cancer prevention, diagnosis and treatment.

One of the key components of earning NCI designation involves continuing to recruit world-class researchers.

“We are planning to recruit 40 funded scientists over three to four years,” said Lee Sabatini, director of external affairs for the LSU LCMC Health Cancer Center.

In the past, NCI-designated cancer centers in the U.S. have helped rapidly advance cancer research and, as a result, the number of cancer survivors and the quality of patients’ lives have improved.

“If you’re one of the tens of thousands of people in our state who has been diagnosed with cancer, you know firsthand the difficulties this disease can bring,” said Miele. “What is clear is that all Louisianians deserve first-class cancer care.”

OCHSNER BIODESIGN LAB AT WORK ON THE FUTURE OF HEALTHCARE

Established in 2016 under the leadership of Dr. Korak Sarkar, the BioDesign Lab at Ochsner Medical Center in New Orleans uses advanced technologies such as 3D printing and virtual reality to improve visualization of complex medical images for medical trainees, clinicians and patients.

The BioDesign Lab develops innovative diagnostic and therapeutic tools, including

Louisiana is one of only a few states with an extremely high cancer incidence that lacks an NCI-designated cancer center.

Dr. Steve Nelson, chancellor of LSU Health New Orleans

advanced imaging technologies, wearable sensors for patient monitoring, minimally invasive surgical devices and digital health platforms that integrate real-time data analytics.

“We have multiple collaborations internally and externally,” said Sarkar, the lab’s director. “Our most mature work is with Ochsner neurosciences and includes collaborations with our stroke, seizure and spine teams. Internally, we also work with many other Ochsner specialties, including pediatric cardiology, orthopedics, liver and kidney transplant, information systems, Innovation Ochsner, philanthropy and academics.”

Targeting specific issues such as chronic disease management, enhancing surgical precision, reducing hospital readmission rates and streamlining patient data integration, the BioDesign Lab team works on projects for optimizing personalized treatment plans and developing predictive models for patient risk assessment.

“Our core focus thus far has been on advanced visualization,” explained Sarkar. “We also have done work in simulation, [such as] helping medical students learn how to perform lumbar punctures using augmented reality and aiding surgical residents learning how to perform kidney transplants using 3D printed simulators. “We have also developed a therapeutic VR-based application that has been studied in the pediatric orthopedic population.”

Current virtual reality applications under development include collaborations with neurorehabilitation therapists to establish an optical virtual environment to treat vestibulopathy (dizziness), as well as create VR applications focused on

improving mobility and postural stability in people with progressive neurodegenerative disorders like Parkinson’s Disease

LOCAL SURGEON ADVANCE NON-OPIOID PAIN MANAGEMENT OPTION

Dr. Hernan Bazan wears many hats: As CEO of South Rampart Pharma, Inc., (SRP) which he co-founded in 2016, Bazan manages and conducts the company’s clinical-stage life science advancements in the development of safer, non-opioid therapies for acute and chronic pain.

The company originated as a spin-out from LSU Health Sciences Center School of Medicine, which exclusively licensed the patents for a new class of non-opioid pain therapeutics to SRP.

Bazan is also a vascular surgeon and the John Ochsner Endowed Professor of Surgery in Innovation at Ochsner Medical Center in New Orleans.

“As a practicing surgeon and physician at Ochsner Health, I’ve directly observed the profound clinical need for safer and more effective pain management solutions amid the escalating opioid and fentanyl crises,” said Bazan.

The new medication — currently called SRP-001 — has been cleared by the FDA to progress in its clinical development in multiple pipelines.

“SRP-001 is uniquely positioned to address the opioid and fentanyl challenges, having earned the FDA’s Fast Track designation for acute pain, reflecting the significant therapeutic potential and urgent societal need,” said Bazan.

“SRP-001 has been through extensive FDA pre-Investigational New Drug (IND) application studies, collaborating with premier research groups nationwide to de-risk its clinical development,” said Bazan. “We also worked at Louisiana State University Health Sciences Center New Orleans with state-of-the-art molecular techniques to establish how it works in the brain to treat pain safely.”

This rigorous foundation enabled SRP to secure NIH grants along with private strategic dilutive capital from investors in exchange for equity or ownership stakes in SRP for a total fund of over $15 million. SRP has also raised funding from Ochsner Ventures and Gulf South Angels.

The drug received U.S. Food and Drug Administration (FDA) authorization as an Investigational New Drug (IND) which means it is approved to be administered as an experimental drug or biological product to humans in clinical trials.

“We have completed a successful Phase 1 randomized clinical trial and are now poised to commence Phase 2 randomized clinical trials,” said Bazan. T

SUZANNE T MESTAYER is managing principal of ThirtyNorth Investments, where BringingTogether Money and Meaning is their mission. She may be reached at Suzanne.Mestayer@thirtynorth.com.

How to Deal with the Unpredictable

Three steps for handling market volatility

BY SUZANNE MESTAYER, CIMA

Growing up, I loved sailing. On weekends, my cousins and I would head to Cypremort Point, where we’d spend hours on the water. Some afternoons were sunny and smooth, but others were unexpectedly rough. I vividly remember moments of sheer terror when the weather would suddenly shift, and the boat would heel sharply to one side. My fear of capsizing was real, but I knew that my uncle, at the helm, would adjust the sails and steer us through the storm. We somehow always made it back home.

The uncertainty of those sailing trips has stuck with me over the years. Each outing was different, but they all had one thing in common-change. The conditions were often unpredictable, but my uncle was prepared, having a plan for whatever came our way. This is a valuable lesson, especially when it comes to navigating the uncertain world of financial markets.

Financial markets are notoriously unpredictable, and sometimes events trigger heightened uncertainty. The April 2 tariffs and their unknown consequences caused the markets to roil, giving us a real-time example. The best way to handle these periods? It starts with a bit of patience.

THE POWER OF PATIENCE

In times of high market volatility, it’s tempting to act quickly, driven by fear or the need to feel in control. But reacting impulsively often leads to regret. Sometimes, pausing—exercising patience—is the best course of action. Patience isn’t passive; it’s a deliberate decision to allow the needed time to reassess and/or reconfirm your strategy.

This isn’t to say that action is always wrong. Your circumstances may warrant it. The key is to avoid letting knee-jerk reactions guide your decisions. Thoughtful, informed choices matter most.

THREE STEPS FOR DEALING WITH MARKET VOLATILITY

So, how do we deal with market turbulence? A solid strategy enables us to resist reacting impulsively, which can lead to costly mistakes. Here are three steps to help you prepare, with emphasis on having a plan:

• Recognize the Historical Context of Stock Markets Look at the history of the markets over long periods. For example, over the last 50 years there have been six recessions. In those 50 years, there have been almost 30 periods of market corrections (10-20% drops in value), including this one. Despite these ups and downs, the long-term trend

has been upward. Understanding this historical context, and considering the length of time you have remaining in the market, can help reframe your worries about the current volatility.

• Acknowledge the Emotional Impact of Market Moves Market fluctuations can trigger anxiety, especially during significant life changes. Recognizing your emotional response to market movements helps you assess your risk tolerance. Periodically revisit your asset allocation and potentially adjust it to fit your current situation.

• Have a Plan Built for You Having a clear investment strategy is essential, and it needs to meet your goals at the right time. Consider the resilience of your plan in various economic scenarios. Diversification — across different geographies, sectors, and asset classes — is a simple yet effective way to manage risk. You may also explore alternative options for protecting your portfolio during turbulent times. While moving to cash might seem like a safe bet, it’s a decision that requires careful thought, as timing re-entry into the market can be tricky, and missing out on recoveries can be very costly.

Whether you navigate these uncertain waters on your own or seek the guidance of a trusted professional, the key is to feel confident. By having a well-considered plan with contingencies in place, you can better weather the unpredictable market storms.

ThirtyNorth Investments, LLC, is registered as an investment advisor with the SEC and only transacts business in states where it is properly registered, or is excluded or exempted from registration requirements.

All investment strategies have the potential for profit or loss. ThirtyNorth Investments, LLC, is registered as an investment advisor with the SEC and only transacts business in states where it is properly registered or is excluded or exempted from registration requirements. T

PERSPECTIVE

DEVELOPMENT

Let’s Continue Our Winning Streak

When New Orleans’ tourism industry thrives, so does Louisiana

BY WALT LEGER III

Within the past six months, New Orleans played host to iconic events, including Taylor Swift’s Eras Tour, our 11th Super Bowl, Mardi Gras and a College Football Playoff Quarterfinal, as well as numerous meetings, business events and major conferences. Although the events were in New Orleans, the economic benefits and opportunities created through hosting these events resonate across all of Louisiana.

Super Bowl LIX presented an opportunity for New Orleans and Louisiana to be the mecca of not just the sports world but the business and entertainment world — and we delivered. The city was a shining star with record-breaking game viewership, praise from around world and a reminder that we are the most remarkable, unique and welcoming place on earth.

New Orleans received accolades from the NFL commissioner and more than 6,400 journalists in town to cover the game — the most ever for the NFL — all saying New Orleans

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 at communications@neworleans.com.

hosts like no other city. Beyond the praise, over $3.5 million worth of grants were given to 65 nonprofits across a 10-parish region through Impact 59 powered by Entergy.

How do we build on this success in 2025 and beyond?

DIVERSITY OF EVENTS

Mega events like the Super Bowl and Taylor Swift are important economic drivers and cultural focal points, but significant impact events come in many forms.

Our team at New Orleans & Company competes every day to bring a diverse array of events to our community that provide impact to various businesses and sectors of the economy. For much of the year, meetings and conventions form a foundational layer of New Orleans’ travel economy, with more than $2 billion in direct spending annually. In 2024, New Orleans & Company’s convention sales team booked 1.5 million definite hotel room nights into future years. Those convention attendees typically stay longer, spend more and engage more small businesses throughout the community to produce their events.

This summer, the 2025 Pokémon Championship Series will return to the New Orleans Ernest N. Morial Convention Center, bringing 10,000 international visitors to the city. We also confirmed the return of the Americas Selection of Bocuse d’Or and the Pastry World Cup in the summer of 2026, as well as WrestleMania for the spring of 2026.

It is our job at New Orleans & Company to make sure New Orleans stays top of mind for meeting planners and event organizers of all sizes and remains a preferred destination well into the future. In January, we hosted the National Automobile Dealers Association’s annual meeting with over 20,000 attendees (while working around the historic snowstorm). The day after Super Bowl LIX, we welcomed The Center for Literacy and Learning’s “Plain Talk About Literacy and Learning” conference and more than 3,000 educators focused on preparing the next generation.

For our customers — whether they are gatherings of schoolteachers, physicians, high school athletes or business leaders — their event/meeting in New Orleans is their Super Bowl, their premier event, and we must deliver for them as well.

WHY TOURISM MATTERS

When people travel to New Orleans they spend on hotel stays, shopping, meals and drinks at restaurants and bars, but they do so much more. They support tens of thousands of workers, from culture bearers to construction workers, from bus drivers to tour operators, from business executives to audio-visual technicians and artists — the list goes on and on. Simply put, the travel economy touches us all. And when people spend, tax revenues are generated. Taxes paid by visitors accrue to the benefit of New Orleans and the state and equate to millions of dollars for vital services including education, infrastructure, public safety and more. These revenues come from hotel taxes as well as direct visitor spending in restaurants, venues, retail and other businesses, demonstrating the economic benefit of major events to our community.

The impact from New Orleans’ tourism industry expands beyond the Greater New Orleans area. Without the funds generated by New Orleans tourism, every family in Louisiana would pay thousands more dollars in annual taxes to support the same level of services.

And without the millions of visitors who choose New Orleans annually, our relatively small city would not sustain a world-class culture compared to cities with a much larger population for each of us to enjoy year-round.

The competition for tourism dollars and visitors is only becoming more intense as cities around the nation and the world work to bring more dollars to their communities. Our work can never stop. We must build on this positive momentum by investing wisely in our community to ensure we remain the most remarkable, unique and welcoming place in the world. How do we do that? By ensuring that New Orleans remains a great place to live, work, visit and invest. T

PERSPECTIVE

DEB GRANT is the president and CEO of Corporate Playbook, a strategic solutions consulting firm. She may be reached via email at Deb@CorporatePlaybook.com.

Leadership: More Than Just a Title

Do you have the five components of an effective leader?

BY DEB GRANT

Assuming a leadership role doesn’t automatically make you a leader. Too many people think leadership is easy. It’s not. Leadership is a complex tapestry woven from vision, strategy, engagement and the ability to be inclusive and to bring others along. It is a dynamic process that transcends the mere acquisition of a title or position, demanding a commitment to guiding and inspiring those around you.

VISION: A BETTER FUTURE

Central to authentic leadership is vision. A leader must possess and communicate a clear and compelling picture of the future. This vision should become a shared dream and be a north star, illuminating the path forward from where we are today and providing a sense of direction toward a common goal. The status quo does not confine a visionary leader who dreams big and imagines new possibilities.

STRATEGY: TURNING VISION INTO REALITY

Vision establishes the destination, while strategy maps the course. A leader must create a strategic plan that outlines the steps necessary to achieve the vision. This means setting clear objectives, identifying resources and determining the actions needed to make progress. A well-designed strategy is a roadmap to ensure that efforts align with the ultimate goals.

However, execution is where strategy meets reality. A leader must ensure that the strategic plan is translated into action, with clear roles, responsibilities and timelines. A strategic leader is hands-on, providing guidance and support to execute the plan successfully.

ENGAGEMENT: INSPIRING AND MOTIVATING Engagement is the lifeblood of leadership. A leader uses active listening and genuine empathy to build strong relationships and to create a culture of trust and respect. This is critical for collaboration, teamwork and commitment. Collaboration is essential for

achieving the vision where individuals work together toward a common goal. This involves breaking down silos, encouraging open communication and promoting a spirit of cooperation. By fostering collaboration, everyone should feel they are essential to whatever you are trying to accomplish.

INCLUSION

Inclusion is about ensuring everyone feels valued and a part of the process. A leader should ensure that various perspectives are heard and considered. This involves creating a safe and supportive environment where all individuals feel respected and appreciated for their unique insights and contributions. This is critical when implementing change.

BRINGING OTHERS ALONG

A common myth is that leadership means being out in front. In truth, leadership is not always about leading from the front, it’s about engaging and bringing others along on the journey. A leader must be inclusive and empower others, creating a sense of shared purpose and giving them the autonomy to make decisions and take ownership of their work. Leaders must trust their team, providing them with the tools and support they need to succeed. This fosters a sense of accountability and responsibility, motivating individuals to consistently perform at their best — to bring their “A” game. By fostering collaboration, a leader ensures that the collective effort is impactful.

Taking on a leadership role does not automatically make you a leader. Leadership is about inspiring and empowering individuals, creating a shared purpose and guiding the organization toward a brighter future. It is not merely about the title or position, but about your impact and influence on those around you. It is a continuous journey of growth, learning and improvement, driven by a deep commitment to making a difference.T

Mo

re SAVING THAN

SCRIM

KEITH TWITCHELL

PORTRAITS BY

ROBBY KLEIN

PHOTOS BY

MALLARY WOLFE

F

FROM APRIL 2024 until the middle of February, the escapades of Scrim the dog provided a welcome distraction from the many tensions of the world.

The plucky little rescue pup escaped from home several times, eluded constant attempts to recapture him and managed to survive everything from extreme heat to blizzards, speeding cars to dumpster diving. Various sightings showed that he rambled through territory from Uptown to Old Metairie to Mid-City.

The other protagonist in the story, which captivated the entire New Orleans area and garnered substantial national attention, was Michelle Cheramie, founder and owner of Zeus’ Rescue. Cheramie is a lifelong animal rescuer, but she had never matched wits with the likes of this Houdini of hounds. Nor had she ever experienced such a public spotlight.

After nearly nine months on the lam, the peripatetic pup was finally collared and is now living with Cheramie. Reactions to the conclusion of the saga covered nearly as much ground as had Scrim, including considerable relief that he was safe as well as dismay over the end of his so-called freedom.

Cheramie has also played a key role in the revitalization of the Freret Street corridor, home of two of her three facilities. The business owner sat down with Biz New Orleans recently to talk about pets, neighborhood restoration, and co-starring in the long-running drama of Scrim the Superdog.

SCRIM WAS OBVIOUSLY ONE OF THE BIGGEST STORIES OF LAST YEAR. WHAT WAS IT LIKE FOR YOU AND YOUR OPERATION TO SUDDENLY RECEIVE ALL THAT ATTENTION?

It was definitely an adjustment. I was getting phone calls all day and all night of sightings, so it was all about time management. I have all these plates spinning — I have three locations of Zeus’ Place, I have a nonprofit; I also run the vendors for the Freret Market and the Freret Street Festival. Then Scrim decides, ‘I’m gonna go run around Mid-City for a moment.’ You have to start delegating. All of this was done thanks to the staff here and at all the locations, keeping this going while I was leaving in the middle of an adoption.

As far as professionally, I’ve been doing this for 19 years. Scrim made me a better rescuer. He made me a better organizer. He made me better at time management.

It did bring a lot of attention to the rescue, because he became a spokesperson for animals on the street. People were not just looking at that little white thing on the side of the road, they were stopping — ‘Is that a dog? Does it need help?’ We were raising awareness for the pet homeless population. At the same time, when the recovery team and I were out, we were rescuing dogs and cats, we were calling Trap Dat Cat and letting them know where there were litters of kittens. Scrim’s running around, he’s saving all these other lives in the process, and bringing awareness that there are pets on the street that require some help. It was an interesting time.

Scrim , s running around, he , s saving all these other lives in the process, and bringing awareness that there are pets on the street that require some help.

WHAT WERE SOME OF THE IMPACTS AND KEY LESSONS LEARNED FROM THE SCRIM SITUATION?

Usually, you put a task in front of me and I’m going to go full bore into it. About a month into doing the Scrim search solo, I realized that I couldn’t do this alone. I needed help. I was able to work with these five amazing people from all different parts of life. These people gave up eight and a half months of their lives. Anytime I got a call they were able to just run out. And we needed New Orleans in general. Without their help, Scrim would probably still be running. I learned to rely on people more and not just say, ‘I can do this.’

HOW AND WHEN DID ZEUS’ RESCUE GET STARTED? HOW MANY LOCATIONS, EMPLOYEES AND VOLUNTEERS DO YOU HAVE?

I’ve been rescuing since I was a kid. But rescuing animals does not bring in a ton of money; in fact ,it takes a ton of money. So, I ended up becoming a network administrator for an international company. Bought a house, married, had a daughter, and then Katrina hit, and we evacuated to Houston. The company sent me back to New Orleans on September 8 to fish the servers out of Lakeway Towers. I loaded them up in my truck and then walked to my house through waist-deep water. Then I started to get calls for animal rescue. These national organizations were looking to help, and they needed somebody to drive a boat, that knew the streets of New Orleans without the street signs because they were blown over. I checked all those boxes, so on September 8, I started going. At that point, I had lost everything: house, Jeep, everything I owned. So, I said, ‘I need to start over, I need to do what I love.’

This is what I love.

I did that for a couple months, and finally the rescues started to calm down, and I was driving down Freret Street, and there was a sign on Eve’s Market on the corner of Freret and Cadiz, it had been up for sale, and it said ‘reduced.’ What? I could open a boarding facility that’s going to front my rescue habit! So I called my then-husband and said, ‘Can I buy Eve’s Market and open up a boarding facility?’ and he said, ‘Sure, why not?’ Now at this point we had torn down our house, we had just taken out a huge construction loan to build this new house, and here I am asking to take out another $250,000 to buy another building. It took two and a half months to find a bank that would loan me the money. Now I had a

building that I needed to convert to something that would work for me. It took a month — I did a lot of the work myself.

I outgrew that building after the (2016) Baton Rouge floods, and this building on Napoleon became available. At the same time, South Market District was opening, and they reached out to me, and said, ‘Hey, would you open up a pet daycare/boarding facility servicing our buildings?’ Within 10 months, we went from one building to three. Now we have 35 employees and a couple hundred volunteers.

WHAT ARE THE BIGGEST CHALLENGES TO RUNNING THIS TYPE OF ORGANIZATION?

That it’s 24/7, 365. I’m never completely off. It’s different than a retail establishment or an accounting firm. These are living beings. Sometimes they want to kill each other. Sometimes they get sick, and sometimes they bite people, and sometimes people drop the leash and they get lost. It’s nonstop, and it’s hard work, because we see the worst of the worst. We get abused dogs, and I’ve got to deal with that and then turn it right off and deal with the next thing that’s

in front of me, constantly navigating all these different circumstances and being very aware of burnout.

That’s so huge in this industry, you see so much bad and you’re constantly on the go, so just constantly checking to make sure that I’m not burning out and neither are my employees. No two days in here are ever the same. I never know when I get dressed in the morning, will this be the day where I get to do all the computer work, or will somebody call me and I have to jump into a canal and rescue two pit bulls.

I’m criticized a lot because I turn people away from adopting. We do landlord checks, we do home ownership checks, because we want to be sure that the pet we’re going to put in that home is allowed to be there. I also do vet checks, and if you’re not providing vaccines or heartworm prevention, or if every eight months you get a new puppy and he gets hit by a car, then we turn people away. When a pet comes into my program, I’m responsible for it. I always take my rescues back if it doesn’t work out. You break a lot of hearts, and you make a lot of families, all in the same day. At the end of the day, I’m here for the pets. I can’t do it without the people, but I’m here for the pets.

The business owners, we know each other, we communicate. I see the restaurants sharing ice or walking back and forth for change. It , s a great community, and it happened organically. It , s beautiful to be a part of it.

WHAT ARE SOME OF THE KEY ACCOMPLISHMENTS OF ZEUS’ RESCUE?

(laughs) That you and I are sitting in this building eight years later. I receive no city, state or federal funding. I have at this location six full-time employees. I have to pay rent. Then there’s the amount of insurance I have to pay, not only for workman’s comp but liability and property for a building that houses animals who need conditioning. That’s on top of the normal everyday bills. My medical bills for the rescues are $200,000 a year. Every day I’m trying to figure out how to keep these doors open, and the fact that we’ve done it for eight years is a huge accomplishment.

I ran the numbers last year, and since Zeus’ Place on Freret opened, I’ve adopted out over 15,000 animals. That’s 15,000 lives I’ve saved. In all of my 19 years of doing this professionally, I’ve only had to euthanize for behaviors six times, only when the animal becomes a danger to itself, or there is no way that I will feel good putting them out in the public that isn’t a professional setting like a sanctuary, and all the sanctuaries are full. Six animals in 19 years. That’s an accomplishment. For the Baton Rouge floods in 2016, we were just

in one building, and we took in over 250 animals in three weeks and found them homes. We also will hold animals during hurricanes for people who have direct hits until they’re ready to go back in, free of charge. I’ve evacuated these buildings three times, which is no easy feat. Just the fact that we’re still here and relevant that many years later, that’s a big deal.

WHAT HAS BEEN YOUR ROLE IN THE ONGOING REVITALIZATION OF FRERET STREET?

After I opened up Zeus’ Place, the next thing was how do I get people here? This was in April of 2006. No one was driving down Freret Street. I’m a million dollars into debt in mortgages alone, and nobody’s coming to this neighborhood.

I was sitting in the front office of Zeus’ Place — it’s a wall of windows — and I see somebody standing in the parking lot across the street. Then there was another person walking this way — we all met at the intersection of Freret and Cadiz. We just stood there and I said, ‘Hey, I’m Michelle, I just bought this building.’ The guy over there says, ‘I’m Peter Gardner, I just bought this building.’ This other guy says, ‘I’m

Greg Ensslen, I just bought that building over there.’ And we’re looking around the street going, ‘We’re going to lose our shirts here, we need to do something. Let’s talk, let’s figure out a vision for this street.’

Out of that meeting came an art market. Freret had been historically used as a thoroughfare. An art market brings people and makes them stop, makes them look around. We were putting up these big poster boards of all the available storefronts on the street and their real estate agents, so when people came in, they were like, ‘This is not so bad, I could actually live here.’

Peter, Greg and I would sit around and say, ‘What do we want this street to look like?’ We want a mix of retail, restaurants and businesses to serve the neighbors. We want to make this a walkable street. To get an alcohol permit was really hard for a restaurant at that time, but we also did not want to turn into a row of frat bars. We wanted to be respectful of the residents who were here before Katrina. We looked to Frenchmen Street, and they had an art and culture overlay zone.

What we finally came up with is that we’d only have one bar per block face per side. The city was granting restaurants that had a certain amount of food sales versus alcohol sales an

ABO without any special permit needed. We talked about everything from go-cups to trash cans to ‘Is karaoke live music?’ We set limits to how long you could have amplified music on the street. The go-cups given out by restaurants should have their name on them so we know where the trash is coming from. We came up with a good neighbor agreement for businesses that outlined all the things that they were going to sign on and sure enough, we started to get traction. These businesses started popping up, and some of them failed and some of them got replaced, and some of them are still here with us. And it’s beautiful.

HOW DO YOU FEEL ABOUT WHERE THE STREET IS NOW? WERE YOU INVOLVED WITH TRADER JOE’S COMING IN?

I absolutely love this street. I live a block and a half off it. I walk it every day. It’s trending younger, which I love. I work with Tulane and Loyola — their students come for community service hours, and they walk my rescues, so those students are coming all the way down here. I know most of the residents. The business owners, we know each other, we communicate. I see the restaurants

HOW DO YOU SEE THE CORRIDOR CONTINUING TO EVOLVE? HOW DO YOU PLAN TO REMAIN INVOLVED?

It’s going to evolve. People are going to retire, businesses are going to fold. It’s trending younger, which is great, but you still have Mr. Dennis’ Barbershop, who’s been there since the dawn of time, and you still have Nana Nursing, who’s been there for 30 years. It should keep growing, it should keep reflecting the neighbors around it. Since I’m a neighbor, I’m going to stay involved. I have no plans to move. This is my heart. This is where I belong.

YOU CAN ADOPT KIMA AND TAKE HER TO HER FAVORITE FRERET LOCATIONS.

sharing ice or walking back and forth for change. It’s a great community, and it happened organically. It’s beautiful to be a part of it.

Trader Joe’s, I found out about it when I got that NPP (neighborhood participation program) notification, and at first, I was really concerned. I wasn’t the only neighbor feeling that way, but they listened to our concerns and said, ‘Let’s work together, that’s why we’re here.’ I’ve heard that before, so I was a little nervous.

We had another meeting and [Trader Joe’s] came back in and they had changed their drawings! Then we had follow-up meetings, and at every step of the way they kept asking us, ‘What do you want to do about this?’ and ‘We’re going to do this, how does this sound?’ The drawings that I saw at the last meeting, they pushed the store all the way to the corner of Napoleon and Freret. They have a big wraparound porch that mimics the feel of Napoleon. All their deliveries come in during certain hours. The dumpster is in the center of the property, landscaped around it with a drain underneath it, so refuse can go straight down the drain, it’s not just collecting dust and smells and flies. If I have to let a big national chain into my little bitty street, I’m thankful that it’s them and they listened to the neighbors’ concerns.

DOES THE GROWING NUMBER OF BUSINESSES IMPACT YOU AS A NONPROFIT?

It’s helped me in both my locations. The Freret location brings a lot of awareness to the rescues, because that front window is filled with cats. And for the location on Napoleon, the people that are waiting for the restaurants, the restaurants give them little beepers and they come over here and play with the animals. It’s certainly raised my visibility to the public.

WITH THE SCRIM EPISODE WRAPPED UP, WHAT ARE YOUR OBJECTIVES FOR ZEUS’ RESCUE GOING FORWARD?

I’d like some normalcy, that’s for sure. I’m going to just keep doing what I do. I’ve been doing this all along, there’s just been a lot more eyes on me in the last 10 months. He was an exceptional case, and I hope that along the way, he’s raised the visibility of rescues in general. Not just here, but across the country. He was in The Wall Street Journal, The New York Times, The Washington Post, ABC News, everywhere.

I’m just going to get back to what I do, hands-on with the animals, and not having to run around nearly as much. But I hope in the process that Scrim has raised the awareness that there are so many animals in need, and you don’t have to be a professional rescuer, you can just let a rescuer know or do it yourself. It’s beautiful the way New Orleans came together for this 17-pound dog that they’d never met, and they saved a life together. We all did it together, and I think we all feel really good about it. T

WITH WOMEN AMONG THE GROUPS

AFFECTED BY PRESIDENT TRUMP’S TARGETING OF

DIVERSITY , EQUITY

INCLUSION INITIATIVES,

IN A NEW LEADERSHIP

HOW ARE LOCAL ORGANIZATIONS DEVOTED TO PROMOTING WOMEN’S LEADERSHIP AND CLOSING THE EQUITY GAP MOVING FORWARD? AND

LANDSCAPE

BY KIM SINGLETARY

education, women who are immigrants that are feeling the fear right now, too. We’ve heard growing concerns from women about the changing landscape around DEI, particularly in corporate and policy spaces. Many feel uncertain about how these shifts will affect career opportunities, leadership development and workplace culture. It made me so glad that we can come together and commiserate and pull each other up.”

WHEN AMY LANDRY stood in front of this year’s class of the Women’s Leadership Academy (WLA) at Loyola University New Orleans for the first time on March 13, she felt like she’d never felt before.

“I’m always so excited to welcome a new class, but this year I just couldn’t get myself to feel that same way with everything that’s been happening nationally,” she said. “Part of me was like, ‘What’s the point?’ It just feels like we’re going to lose the gains we’ve worked so hard to make.”

Landry is not alone. Multiple leaders working in organizations devoted to increasing leadership and equity for women and other traditionally underrepresented people in New Orleans have been feeling the strain lately with the elimination of federal support for diversity, equity and inclusion (DEI).

While a lot of focus has been on racial equity initiatives, DEI encompasses a long list of protections, including ensuring equal pay regardless of gender, allowing for flexible work arrangements as needed for caregivers, protection from workplace harassment and making accommodations for disabilities. A focus on DEI has encouraged companies to broaden their talent pool and create workplaces that feel welcoming to all.

While companies and universities and organizations have been pressured into dropping DEI programs or risk losing federal funds, there are some that are continuing the fight.

WOMEN’S

LEADERSHIP

ACADEMY AT LOYOLA UNIVERSITY NEW ORLEANS

“Women are still the minority in C-suite positions,” said Landry. “That’s what makes programs like WLA so important. We need to break down barriers, including with racial diversity, which is why our groups are purposely diverse in many ways. Luckily, we’re self-funded by area organizations who believe in the value of what we’re doing.”

Landry chose to share her feelings of fear and vulnerability with the group of 55 women and said she was immediately glad she did.

“So many of the women shared that they felt the same,” she said. “We have women in nonprofit and

The WLA was launched in 2019 through Loyola’s Office of Professional and Continuing Studies. It was created to connect, educate and empower women leaders across the region. Since its inception, nearly 300 women have participated. Most hold high-level positions, with the average age of participants around 40.

The program starts in March and consists of 10 on-campus sessions, including keynote speakers, microlearning seminars, case studies and leadership presentations. Upon completion in November, participants earn a Loyola University New Orleans Certificate of Completion and 6.0 Continuing Education Units (CEUs).

Following graduation, WLA offers an optional Alumnae Membership, which includes four professional development events annually to continue learning and skill-building and networking socials.

Three years ago, the WLA began to host an annual International Women’s Day celebration in March, which is open to the public and features distinguished speakers and discussions. At the same time, it launched the Young Women’s Leadership Academy, which caters to rising leaders between the ages of 18 and 24. The next academy is May 28-29, 2025, and applications are currently open to the public at wla. loyno.edu.

Landry said WLA is working to expand its impact in an environment where support is more needed than ever.

“We’re enhancing our virtual and hybrid learning opportunities to reach more women nationally and globally; developing new leadership workshops and micro-learning

experiences tailored to the evolving needs of executive and emerging women leaders; and strengthening our current Women’s Leadership Alumnae Network to foster longterm professional development and mentorship.”

She said WLA participant success stories fuel the work.

“Many alumnae have used the tools, strategies, and networks gained from the program to advance into executive and leadership roles within their organizations, start their own businesses or initiatives to drive change in their communities, and build stronger professional networks, leading to mentorship, partnerships and career growth.”

HISPANIC CHAMBER OF COMMERCE OF LOUISIANA

Support for women’s leadership can be found in multiple organizations, including ones that serve both men and women. Included in those is the Hispanic Chamber of Commerce of Louisiana (HCCL).

For 41 years, the mission of the chamber has been to foster a favorable business environment for the state’s Hispanic business community through education, networking, business skills, procurement and access to capital.

It’s a community the state cannot afford to ignore.

“The Hispanic community in New Orleans is about 80,000 to 90,000 strong,” said Mayra Pineda, president and CEO of HCCL. “The largest part of that community is Honduran, but since Katrina especially, we have a large Mexican community as well, and it's really the fastest growing community — the only community growing in Louisiana. We talk a lot about losing talent and losing population in Louisiana, and that has been a problem for the last few years, and the Hispanic community is the only one coming in.”

HCCL membership numbers about 920 statewide, about 60% of whom are women, whom Pineda said are the target of multiple programs, including monthly “Conversation and Coffee” meetups.

“Women in the Hispanic culture are the ones who make important decisions, for example, regarding health care, schooling, what they buy,” she said. “And so, we cover everything from financial literacy to healthy living, to education, and let them know what resources are out there. We began these about six years ago. They’re great because they’re very informal — some women bring their children — and they can share any concern they have and receive help.”

This year HCCL will celebrate the 10th year of its annual Women’s Business Symposium on May 16.

“I remember the first one,” said Pineda. “We had maybe 75 attendees at the Sheraton Inn by the I-10 service road in Metairie, and we thought it was great that year. Last year, we had over 600 attendees at the Four Seasons Hotel.”

In addition to two keynote speakers, breakout sessions and networking, two years ago the HCCL added a marketplace that features Hispanic women-owned businesses.

Pineda said the changing land scape when it comes to DEI has understandably hit the organization, and its members, on multiple fronts.

“I hear a lot of concerns from women about how they’re going to be considered when they’re going up for a job, or how they’re going to be compensated. Or if they have their own business, what this will mean for them. Concerns over how they’re going to compete have been coming up a lot. And in my case, of course, you know the other issue that we hear is concerns over being an immigrant right now.”

Pineda said she fears the HCCL will be impacted by the changes being made in the White House.

“We’re mostly funded by corpora tions, but also some grants,” she said,

“no federal grants, so I don't have to worry about that. But it just depends on what our supporters want to do, which way they want to go. Right now, I haven't received any kind of pushback from my main sponsors and the people who have supported us for years, the corporations — but I see it other places. I know peers, colleagues, other chambers and other states that have seen it happen.”

Pineda said she’s been offering the same advice to all her members who are expressing fear right now.

“I tell them the best thing they can do is prepare themselves,” she said. “If you're a business owner or a professional, then prepare yourself with new certifications, with new education, new experiences. The best way to compete right now is with your knowledge — nobody can take that away from you.”

On the chamber’s end, in addition to helping members increase their knowledge and skills, the HCCL is also helping them make valuable connections.

“Our trade show, coming on August 13 to the convention center, will be more important than ever this year,” said Pineda. “I invite our business owners to participate in that event because corporate representatives and decision makers will be there. It’s a great place to showcase what they do.”

She also notes that you don’t have to be Hispanic to be a member of HCCL.

“The point of having a chamber or being associated with a network like ours is to access that community, whether it's workforce or clients or anything that you're looking for or to promote your products. This community is a very important source of buying power, so if you don't connect with them directly, you might miss out on an opportunity — whether it's a supplier or client or workforce.”

“CONCERNS OVER HOW THEY’RE GOING TO COMPETE HAVE BEEN COMING UP A LOT. AND IN MY CASE,

PRESIDENT AND CEO

HISPANIC CHAMBER OF COMMERCE OF LOUISIANA

JUNIOR LEAGUE OF NEW ORLEANS

When it comes to women’s leadership organizations in the region, Junior League of New Orleans (JLNO) is a standout for both its size and longevity. This past March, just under 1,700 members celebrated JLNO’s 101st anniversary.

“We are the 10th largest chapter of Junior League in the world,” noted President Tara Waldron. “Our mission

promoting financial literacy, and encouraging and teaching women how to serve on nonprofit boards.

To mark its big anniversary, JLNO commissioned a study in partnership with the Newcomb Institute at Tulane University to take a comprehensive look at how issues like health, wages, access to housing, crime and gender-based violence, climate and political representation are affecting area women. Status of Women in New Orleans — 2024 serves to highlight areas where action needs to be taken to improve

Leadership Summit, entitled “Illuminating the Path Forward.”

“Our keynote speaker was Margaret Orr, which was wonderful,” said Waldron, who noted that the summit aims to highlight women making a difference in their community. “Our sessions focused on community impact, personal development and growth, and professional development and leadership. We had about 160 people in attendance.

“It's a very vulnerable space,” said Waldron. “We have a lot of people who are worried about their jobs,

“Being able to connect someone with somebody who might be able to give them some more advice, an expert opinion, or someone just to talk to, is really helpful,” she said.

JLNO is currently in a recruitment phase (membership applications are open until June 1), and Waldron said the organization’s leadership continuously looks at its programming to ensure that it is remaining relevant to its member’s needs.

“We don't know day to day what's going to happen at this point,” she said. “The International Organization sends us pretty much weekly updates on where they stand and what they think, because our mission is shared with all the Junior Leagues throughout the globe, so we do have that support there. As a nonprofit at this point, [the national changes] have not reached us, and we are hopeful that they never do.”

URBAN LEAGUE OF LOUISIANA

In New Orleans a minority is the majority — Black residents make up just over 55% of the population. And when it comes to the voice of this community, the Urban League of Louisiana is the largest Black-led, Black-serving organization not just in New Orleans, but in the state.

Since its founding in 1938, the organization has offered programming and policy and advocacy on behalf of communities of color. Efforts are divided into centers for economic and workforce development, education and youth development, and policy and social justice.

JUDY REESE MORSE PRESIDENT AND CEO

URBAN LEAGUE OF LOUISIANA

“We are building female leadership across every aspect of what we do,” noted Judy Reese Morse, who has served as president and CEO for the Urban League for seven years. “It is a critical part of building an economy in which everyone has the opportunity to thrive.”

For entrepreneurs at every stage, the Urban League has provided business coaching, technical assistance, various trainings, loan packaging and other financial guidance, as well as business certification through its Women’s Business Resource Center (WBRC) in Mid-City since its opening in 2001.

For those in the employment sector, the Urban League’s Center for Workforce Development offers various training programs and connects businesses with job seekers. The organization also stages multiple events year-round around this focus. Just this past fall, it partnered with the Louisiana Workforce Commission, the Louisiana Community and Technical Colleges System, and the H2theFuture Project to host the Energy Apprenticeship Career and Resource Expo at its headquarters. The event highlighted opportunities for education and training in the burgeoning energy industry.

“We have multiple programs, too, that focus specifically on women in specific industries,” said Morse. “Programs like our Women in Construction and Women in Retail both also have event components.

Morse said the Urban League has contributed to the success of several female leaders in the region and continues to make sure these women’s voices and efforts are seen and heard. She expressed her disappointment and frustration with the sudden shift against diversity, equity and inclusion nationwide.

“Diversity, equity and inclusion are all what we have come to know as American values,” she said. “They are rooted in American values — liberty and justice for all. We’re not talking about three letters, we’re talking about fair treatment, equal access and creating environments where all people feel welcome. This is the world I want to live in.”

Morse pointed to a Harris Poll published in August 2023 that found “nearly 80% of respondents support businesses taking active steps to reflect the racial diversity of America and believe diversity is likely to make business more profitable and innovative.”

She said now is the time for businesses to show who they are.

“It feels like this is going to be a test of are we really partners,” she said. “It you see an organization at risk — one like ours that people say is so important for doing work like our Head Start centers, assisting small businesses, children and families — are you really going to just stay silent and say, ‘Boy I hope they make it’?”

For now, Morse said the focus is on helping its members weather the storm.

“For our women business owners, we are telling them to make sure they are as resourced as they can possibly be, that they have risk management tools in place. We’re also encouraging them to participate in a collaborative, to work together.”

The other message they’re getting out is that the Urban League of Louisiana is here to stay.

“We do receive some federal dollars right now, but there has been no change as of yet on the corporate or philanthropic side,” she said. “Regardless, we’re not going anywhere. We will not be silenced. We know the needs better than anyone else. Instead, we’re focusing in in a much deeper way.”

NEW ORLEANS CHAMBER OF COMMERCE AND FIDELITY BANK

P.O.W.E.R.

The largest annual women’s leadership conference in New Orleans is the Power Up: Women’s Leadership Conference, most recently held April 3 at the convention center (after outgrowing the region’s largest hotels with more than 600 attendees on average). The event pools the strengths and resources of two prominent organizations — the New Orleans Chamber of Commerce and a program created by Fidelity Bank called P.O.W.E.R. (Potential of Women Entrepreneurs Realized).

“We wanted to create an event that brought women and women’s organizations together where women would leave with valuable takeaways that they could use in their business and their life,” explained Tammy O’Shea, TITLE at Fidelity Bank. O’Shea spearheaded the creation of the P.O.W.E.R. program after doing some research on women in business.

“I found out that women were opening businesses at five times the rate of men,” she said. “So, I thought we should create some programs and services specifically tailored to them. P.O.W.E.R., however, has become less about products and more about bringing women together so they can collaborate, network and learn from each other.”

The program has been a big success for the bank and the entrepreneurs.

“We’re approaching 3,000 members,” said O’Shea. “It’s still the No. 1 business checking account we see opened.”

O’Shea said P.O.W.E.R. had interest in holding a big event when they learned the New Orleans Chamber had a similar idea.

Founded in 2004, the chamber exists to serve businesses of all sizes owned by men and women, but about 10 years ago, a group of women reached out to ask for something more tailored. The result was the creation of the Women’s Business Alliance.

“We meet every month except the month when we hold the women’s conference,” explained Sandra Lindquist, chamber president and CEO. “We typically have about 90 to 150 women attend. It’s a culture of women really lifting up other women.”

Supporting women in business is important, said Lindquist, because 99% of businesses in Louisiana are small businesses and 47% of those are women owned.

“I’ve learned that women in business have many of the same challenges as men, but they tend to tackle them in a different way,” said O’Shea. “They negotiate differently. They handle conflict differently. They are more willing to talk about their challenges and ask others for advice. That makes getting women together so important.”

Both O’Shea and Lindquist said they will continue doing what they do and working to bring women together as much as possible and helping them address barriers.

“We worked on a $50 million grant last year relating to childcare because that’s what we’re hearing is among the biggest challenges,” said Lindquist, “childcare and transportation.”

For the second year, the chamber will also be bringing together leaders from the Gulf South LGBTQ+ Chamber, Hispanic Chamber of Commerce of Louisiana, and the New Orleans Regional Black Chamber for an event called Build Your Skills: Equity Exchange on June 17. The event will involve a panel discussion exploring topics surrounding diversity, equity and inclusion in the business landscape.

“We wanted to do an event that was inclusive of all our chambers,” said Lindquist. “All of us are going to come together and share ideas.”

Every year, Biz New Orleans dedicates its May issue to the women who are propelling businesses, industries, communities—and the workforce as a whole—to new heights. The number of womenowned businesses is on the rise, and female professionals are leading initiatives and innovations that bring continued prosperity to our region. As the achievements of these women grow in impact and magnitude, so does our focus on celebrating their wisdom, tenacity and dedication. Our 2025 class is comprised of path-makers who are raising the bar for women professionals everywhere. Join us in celebrating this year’s Women to Watch!

Tasha W. Hebert

Attorney

Strauss Massey Dinneen, LLC

When searching for an attorney, integrity and ethics should be non-negotiable— and Tasha W. Hebert of Strauss Massey Dinneen LLC embodies both. A Loyola Law School graduate and New Orleans native, Tasha brings a tireless work ethic and a deep sense of purpose to her practice, built on values instilled in her by her grandmother: perseverance, dedication, and a refusal to settle for anything less than excellence. Her interest in law was sparked at a young age when she witnessed a compassionate, committed attorney help her family navigate a challenging legal matter. That experience stayed with her and set her on the path to becoming the advocate she is today.

Before joining Strauss Massey Dinneen LLC, Tasha served as a staff attorney to U.S. Magistrate Judge Joseph Wilkinson of the Eastern District of Louisiana and as a law clerk to Judge Ross LaDart of the 24th Judicial District Court. She now brings over 25 years of litigation experience to her clients, with a focus on representing the insurance industry and businesses in matters involving insurance coverage, bad faith litigation, insurance fraud, trucking and transportation, significant personal injury, and first-party property and commercial litigation.

Tasha is known for her accessibility, her collaborative spirit, and her unwavering commitment to achieving the best outcomes for her clients. Alongside the dedicated team at Strauss Massey Dinneen LLC, she works closely with clients to craft thoughtful, strategic, and effective legal solutions.

Outside of her practice, Tasha is a member of the Association for Women Attorneys and a proud mother of two adult children—one studying at Notre Dame and the other a professional chef. She actively gives back to her community by mentoring law students through mock trials and interviews, and by volunteering with Second Harvest Food Bank.

Strauss Massey Dinneen, LLC

935 Gravier Street / Suite 1250

New Orleans

504-380-0274

Alice Lowery

Founder Outburst Consulting

Built upon the belief that changing lives is possible through creative problem-solving, Alice Lowery of OutBurst Consulting spent years learning the importance of quality staffing firsthand. Born in Mobile, Alabama, Alice discovered a passion for people that would ultimately manifest as OutBurst Consulting. After trying every career direction she could think of, Alice realized her years of work in direct sales and the service industry were the expertise she needed to help others succeed. Utilizing her innate sense of optimizing businesses’ ability to perform, Alice created OutBurst Consulting to help small business owners take the pressure off finding quality personnel by providing comprehensive recruiting and onboarding services.

“Greatest success is our culture and environment,” says Alice. “I love how inclusive, welcoming, and uplifting our team at Outburst Consulting is for clients and each other. We have found that personal touch, and investment in our clients, really goes a long way.”

Since those early days, OutBurst has only expanded its reach and impact; with social media and brand management now offered alongside their expansive repertoire of services. Now a nationally represented firm with twelve people in every US time zone, Alice has grown Outburst Consulting into a force for active small business change, helping owners stay focused on their day-to-day while allowing the experts to take over staffing, interviewing, and hiring.

When she’s not helping business owners streamline and scale, Alice is an active supporter of local outreach efforts in New Orleans—dedicating her time to causes that uplift children, underserved communities, and those in need. She’s also a proud mom of two boys who keep her on her toes and inspired her every day.

Outburst Consulting 3421 N Causeway Blvd. Metairie 251-367-2784

Ansley Seaver

Partner

McEnery Residential / The Ansley Group

Originally a corporate attorney by trade, Ansley Seaver had no idea that seeking out her real estate license 14 years ago while pregnant with her second daughter would eventually lead to the development of one of the most successful luxury real estate groups in the city. Initially finding success by leasing luxury homes for actors and producers in New Orleans for Film and TV projects, Ansley’s reputation for top-notch service no matter the listing price, led to the opportunity to open her own real estate brokerage, McEnery Residential, and start a team of top-notch real estate agents known as the Ansley Group, (formerly Ansley Marshall Group).

As co-owner and co-founder of McEnery Residential, Ansley has been able to expand her services across a city overflowing with beautiful properties, both new and historic. No matter the property, though, Ansley prides herself on treating luxury as a level of service, not just as a price point.

“We do sell many multi-million dollar properties, but it is important to me to offer a white glove experience to my clients regardless of price point,” says Ansley. “By accessing off-market properties and staying ahead of market trends, our full-service team is able to provide the highest level of service. Whether selling and showing, negotiating, staging, & marketing, to acting as contractors to price and coordinate repairs, we pride ourselves on excellent service and communication at every stage of the process.”

The Ansley Group

4901 Magazine Street New Orleans

504-430-3887

Iam Christian Tucker

President/CEO/Owner

ILSI Engineering

Building upon a family legacy begun by her late father, Iam Christian Tucker and Integrated Logistical Support, Inc., a renowned engineering firm since 1994, are proud to celebrate thirty years in business. A certified 100% woman-owned, minorityowned small business based in New Orleans, LA, ILSI is a civil engineering, structural engineering, stormwater management, construction management, and program management firm with a strong performance record on multi-year, multimillion-dollar projects completed in the federal, state, private, and municipal sectors.

After a career as a Baton Rouge police officer, Iam Christian Tucker took over ownership of ILSI in 2008 and has only expanded its reach and influence; with Iam winning the 2024 SBA National Small Business Person of the Year Award from the Biden Administration. In her tenure, ILSI has experienced significant growth through Tucker’s management prowess and adherence to the company mantra: Diverse Experience. Diverse Projects. Diverse People.

Over the past thirty years, ILSI has performed award-winning work for numerous governmental and private organizations with a stalwart focus on infrastructural excellence. As part of a recent expansion, ILSI has expanded its work with larger-scale commercial and industrial development clients while developing modern, highly intuitive customer service outreach services to best provide for utility clients.

Tucker’s dedication and work ethic also stretch beyond business, as she is a dedicated member of her community and a steadfast supporter of policies that promote disadvantaged businesses throughout the country. Through worldclass engineering expertise and a familyrun mentality, Tucker’s leadership assures that ILSI will continue its fine work for the betterment of Louisiana and its people.

ILSI Engineering

4298 Elysian Fields Ave. Suite B New Orleans 504-909-9403

Cassie Alsfeld

Founder & CEO

Shoreline Strategies LLC

Mary Caswell “Cassie” Alsfeld is considered one of the most innovative political and public affairs consultants in the country. She is a veteran of three presidential campaigns, two national party committees, and two congressional offices. A key operator in both state and national politics, Cassie launched Shoreline Strategies LLC in 2015.

Honored by the American Association of Political Consultants (AAPC) with the prestigious “40 Under 40” award, Cassie’s experience with public affairs, copywriting, digital marketing, fundraising, and political consulting has made her a force in both Louisiana and Washington. She creates strategies that “market and sell” policies, people, ideas, and initiatives.

Cassie’s ability to maneuver through partisan infighting and special interest jockeying has proven instrumental as she expands her influence beyond politics to help executives, businesses, and organizations best position themselves, navigate complex environments, and reach the right audience with the right message. A philanthropist and community leader, Cassie is a Founder of Ellevate Louisiana and Co-Chair of Membership and Development.

In 2008, Cassie moved to Washington to accelerate post-Katrina recovery. She spent much of her career rebuilding and revitalizing New Orleans, expanding the role of women in government and business, and advocating for independent contractor jobs, skilled workforce initiatives, and price transparency in healthcare. Her advocacy work won an AAPC Pollie Award, considered the “Oscars of Politics.”

Additionally, Cassie found a niche market crafting headpieces, centerpieces, and flower crowns. She designed the headpiece for this year’s “Greasing of the Poles” winner. Cassie’s crafts can be found on her @MCaswellCreative Instagram page and in select New Orleans boutiques.

Shoreline Strategies LLC Shorelinestrategies.co

Delisha Boyd

Real Estate Broker/Notary Public Delisha Boyd LLC

The Louisiana State Representative for District 102, as well as the owner of Delisha Boyd Realty, Delisha Boyd is a staunch advocate for better and enforceable Fair Housing Guidelines, women’s reproductive rights, equal pay for women, and living wages which will open more opportunities for members of our community to achieve the dream of home ownership. After one year of service, Representative Boyd was honored with the distinction as a 2022 Louisiana Democratic Party Rising Star Recipient.

As the owner of Delisha Boyd Realty LLC., Representative Boyd has sold nearly 300 million dollars in real estate over her career; utilizing a competitive team of agents who are devoted to hard work and serving clients. With a bachelor’s degree in Business Administration (abd), a Master’s in Business Administration, and soon a Doctorate in Business Administration, Representative Boyd has spent her career defending the rights of her New Orleans neighbors while working tirelessly to find those same neighbors homes to live and thrive.

“I live with my family in the Greater New Orleans Area,” says Representative Boyd. “My clients are my neighbors and my friends. I’m there for them, always.”

A true multi-hyphenate, Representative Boyd was the New Orleans Metropolitan Association of Realtors 2020 Managing Broker of the Year and received the Max J. Derbes Meritorious Service Award from the New Orleans Metropolitan Association of Realtors in 2022. Elected to public office in 2021 as the First African American Female to do so in her district, Representative Boyd stands strongly against voter suppression and has authored nineteen Bills signed by the Governor as well as co-authored another 64 Bills signed into law.

Beyond her brokerage and politics, Representative Boyd is the proud mother of one daughter, Kristen, and grandmother to Reagan.

Delisha Boyd LLC

3500 Behrman Place

New Orleans

504-533-8701

Melissa Bennett Simeon

Founder Bennett Simeon Insurance

When most people think of insurance, they sigh—frustrated by high premiums and overwhelmed by the struggle to find affordable coverage, especially in Southeast Louisiana. But Melissa Simeon sees insurance differently. To her and her agency, it’s a challenge worth tackling.

After completing her international business studies at the University of Georgia, University of Oxford (UK), and Universidad de Cadiz, Melissa Simeon decided it was time to return home to a post-Katrina landscape of citizens who were extremely frustrated by insurance, and understandably so.

A second-generation insurance professional with now almost two decades of experience, Melissa founded Bennett Simeon Insurance, one of the only woman-owned independent insurance agencies in the Greater New Orleans area.

“Our agency believes in educating our clients, helping you understand your risks and the options available to protect against them,” Melissa Simeon says.

The growing team at Bennett Simeon Insurance thrives on crafting innovative, cost-effective solutions to protect what matters most to you—without compromising on coverage. While many local agencies have been bought out by large corporations and now route calls overseas, they’ve chosen a different path. Bennett Simeon Insurance is staying local, rooted in the community it serves, and committed to providing personalized, top-tier service. Insurance is more than a monthly bill—it’s a legal contract with real implications. That’s why you need someone in your corner who understands the fine print, the forms, and the endorsements that shape your policy.

“We’re here to be that someone,” Melissa says, “To guide you, advocate for you, and ensure you feel confident—one policy at a time.”

Bennett Simeon Insurance

3100 Ridglake, Suite 204

Metaire

504-603-3333 Bennettsimeonins.com

Catherine Roe

CPA, Bestselling Author

Cowart Roe CPA LLC

Cowart Roe Academy LLC

A New Orleans native, born and raised, Catherine Roe has parlayed a successful CPA career into becoming a best-selling author. Finding success at a larger accounting firm initially, Catherine soon found herself wanting to leave the corporate world to find work built on personal relationships with clients where she could make actionable differences in people’s lives.

“I got to a place at some point where I was starting to question why I was doing the things I was doing,” says Catherine. “I wanted to do things differently, with a more personalized approach, not just numbers on a piece of paper.”

Thus, Cowart Roe CPA was born, built upon the foundational principles of taking care of individuals and small businesses on a personal level. Through finding fulfillment in this approach, Catherine decided she wanted to write a book about her experiences, about letting go of the hustle she clung to as a young entrepreneur by finding fulfillment in a proper work/life balance. The bestselling book, “No More 24/7: Entrepreneurs, Take Your Life Back”, is a full-service guide to setting proper boundaries in work and in life to tackle burnout head-on.

“Society tells us to always be available, but that leads to complete chaos,” says Catherine. “No More 24/7: Entrepreneurs, Take Your Life Back” details my journey from burnout to taking my life back and offers direct instruction from myself and other professionals on how they achieved the same freedom.”

Now offering virtual classes that further extrapolate the lessons of the book, Catherine still finds time for personal enrichment and expression. Her debut musical album is set to be released sometime in 2025.

Cowart Roe CPA LLC

cowartroecpa.com

cowartroeacademy.com

504-252-0652

ThirtyNorth Investments

Paris Debautte, Client Service Manager

Suzanne Mestayer, Managing Principal

Sarah Bomhoff, Principal and CIO

ThirtyNorth Investments has your future on their minds, whether that be achieving financial success of you and your family, providing an outstanding plan for the retirement of your employees, or realizing the mission of a non-profit.

Established in New Orleans in 2010 by Suzanne Mestayer, CIMA®, after a career in wealth management and financial services, ThirtyNorth was born of the desire to build an independent investment advisory firm with a singular focus on clients. With a firm name that evokes the latitude of New Orleans, Suzanne, who currently serves as Chair of The National WWII Museum Board and a board member of Ochsner Health, Business Council of New Orleans and GNO Inc., has created a team of men and women on a mission to Bring Together Money and Meaning.

A key figure in the success of the firm, Sarah Bomhoff, CFA®, CIPM®, serves as ThirtyNorth’s Chief Investment Officer, working directly with clients to design strategies and portfolios that fit their goals. Sarah holds herself to the client-centered, ethical, and educational standards her designations promote. A member of the boards of NextGen Council of GNO Inc. and Goodwill Industries of SELA, Sarah believes that money is a tool- and a powerful one- to help you live your life to its fullest in whatever way that means to you.

Another important member of the team is Paris Debautte, a client service specialist with a banking background who brings with her a passion for building lasting client relationships. A recent addition to ThirtyNorth, Paris has already made herself a standout at ensuring clients receive exceptional service and personalized support.

ThirtyNorth Investments

1100 Poydras St., Suite 1460

New Orleans

504-528-3685

thirtynorth.com

Fannie MarcotteBennett

Principal, Chief Strategy Officer Digital

Engineering

With an accent that often places her somewhere south of Thibodaux, Fannie Marcotte-Bennett actually hails from snowy Quebec—but she’s called Louisiana home for her entire adult life. With a foundation in science and early career experience in local government, Fannie discovered a natural ability to connect people, ideas, and opportunities.

“I originally thought I’d go into medicine,” she says. “But as it turns out, my education and job experience made me a fantastic business developer without my even knowing it.”

That strength led her to Digital Engineering, a regional consulting firm specializing in program management, transportation and water resources engineering, and construction management services. Today, Fannie serves as Chief Strategy Officer and is the firm’s first female and non-engineer owner/partner.

“Strategy here isn’t just about growth— it’s about impact,” she says. “At DE, client service is personal. We show up, follow through, and build trust through every project.”

DE is deeply rooted in service—both professionally and philanthropically. Whether building a playground or picking up trash as a team, the firm proudly lives its mission: bettering communities, elevating leaders.

Fannie helps turn that mission into action, guiding firm strategy, mentoring talent, and strengthening partnerships throughout the region.

Outside of work, Fannie embraces controlled chaos as a proud soccer mom and the human in charge of two oversized lap dogs. Her off-duty hours include a mix of sideline cheering, snack wrangling, chauffeur services and negotiating couch space with 200 pounds of drooling affection.

Digital Engineering

527 W Esplanade Ave. #200 Kenner

504-468-6129

Rosalind Thibodeaux

Realtor, Contractor & Broker

Thibodeaux Reed Realty LLC

Rosalind Thibodeaux was simply trying to find a good place to park near the crowded campus of the University of Louisiana at Lafayette when her friend offered a novel idea: why not get a job at the local Coldwell Banker Real Estate Office near campus? Guided by nothing less than the desire for a shorter commute, Rosalind ended up getting that job and discovered an aptitude, if even a passion, for real estate in all its myriad forms. Since that day, Rosalind has brokered or served in every conceivable form of real estate transaction or role. If there was a way to sell a property, Rosalind has done it. Now with brokerages in Lafayette and New Orleans, she has the expertise to guide your purchase of any residential spaces in the region.

A true multi-hyphenate, Rosalind has been able to follow her passions wherever the industry has led, expanding her business to all things real estate, even becoming a licensed residential contractor herself and handling everything from renovations to ground-up builds, and loaning her own personal money to others so they can become real estate investors. Currently negotiating to expand her footprint by purchasing two different HVAC companies, Rosalind is always growing her portfolio, challenging herself, and ever in pursuit of new and novel industries to explore.

A mother of five with four grandchildren and a fifth on the way, Rosalind believes that memories outweigh material goods. So when not working, don’t be surprised to find her sky diving, swimming with sharks, or even hot air ballooning. There are always new horizons to uncover, whether in business or in life, and Rosalind hopes to conquer them all.

Thibodeaux Reed Realty

New Orleans 504-354-8462 Acadiana 337-658-0181

Krystal Hardy Allen

Founder & CEO

K. Allen Consulting

Founded in 2017 by Krystal Hardy Allen, K. Allen Consulting™ is a national management consulting firm based in New Orleans, Louisiana that helps institutions across industries increase organizational effectiveness, advance equity, and build organizational resilience . The firm provides customized trainings, strategic advising and planning, resource/tool development, and management of special projects. A native of historic Selma, Alabama, Krystal began her career as a teacher, and later advanced into instructional leadership as a school principal, where her passion for designing and delivering professional learning experiences took root. Krystal transitioned into social entrepreneurship in 2017, establishing K. Allen Consulting™, which has become a highly sought-after partner for major corporate brands like Amazon, Google, and Microsoft, as well as school systems, nonprofits, and government agencies. Utilizing core values of care, equity, and excellence; K. Allen Consulting™ works to drive strategic improvements and foster sustainability .

Debuting her new book, “What Goes Unspoken: How Leaders Address DEI Beyond Race”, Krystal attempts to bridge the gap between theory and action, offering practical strategies for leaders to foster meaningful and sustainable change within organizations and communities. By drawing on her extensive professional expertise and personal experiences as a Black woman, first-generation college graduate, and lifelong education advocate, Krystal provides readers with actionable insights into how DEI can transform workplace environments and the impact organizations have within the communities they serve.

K. Allen Consulting

401 Saint Joseph St., Suite 2A kallenconsulting.org

Cox

Sunni LeBeouf, Market Vice President New Orleans

Tracy White, Public Affairs Manager

Mary Robinson, Government Affairs Manager

Sunni LeBeouf was always in search of a career that allowed her the chance to make a difference in her community. She ultimately found that calling as Market Vice President of Cox Communications in 2023, an organization where female leaders are able to collaborate and help create actionable solutions that

benefit communities through technology and communication.

“What resonates for me in this job is meaningful connection and that’s what we do at Cox Communications,” says Sunni. “Through a recent partnership with STEM NOLA, we have been able to contribute to digital equity through the donation of dozens of laptops to students; expanding their exposure to technology and creating new opportunities for career and educational advancement.”

A recent addition to the team as Government Affairs Manager, Mary Robinson has already been witness to the positive effects of Cox’s outreach efforts; including recent events supporting the Boys and Girl’s Club of America.

“Cox is incredibly community-oriented and allows me the chance to shape policy and connect

communities by mobilizing tools that make a real difference across the state,” says Mary.

Having called Louisiana home for nineteen years now, Tracy White, Cox Communications Public Relations Manager, leads media relations for the entire state of Louisiana, with a focus on sharing its narrative and connecting communities through volunteer efforts and philanthropic initiatives.

“Recently, we had the pleasure of awarding new computers to honors students in Baton Rouge,” says Tracy. “We live and work in these communities and are devoted to seeing them thrive through connection, putting Cox Communication’s resources to work to help build a better future for Louisiana.”

Cox 1-844-303-1014

cox.com

Rite Moisio

Senior Vice President Hancock Whitney

After a successful career as Vice President and Private Banker at a multi-national bulge bracket bank in New York City, Rite Moisio joined the Hancock Whitney team in 2013 as Vice President in the Hancock Whitney Private Bank. She is now Senior Vice President and Team Lead of the New Orleans Wealth Management group. With a BA from Middlebury College and an MBA from NYU Stern School of Business, Moisio found the corporate world of international banking to be profitable, yet distancing. Through her transition to Hancock Whitney, she was able to quickly able to develop intimate relationships with Gulf South clients and community leaders, establishing herself as a force for good within the community.

“My job in Private Wealth Management for Hancock Whitney has provided me with many of the tools I’m able to bring to my role in the community at large,” says Moisio. “Working for such a supportive organization enables me to continue to give back to a community that has been so welcoming to me, including my work with various local non-profit organizations, including Raintree Children’s Services, Young Audiences of Louisiana (YALA), and, at the time, Project Lazarus.”

Moisio has found that expanding opportunities to underserved communities is the best way to create equitable treatment for all and create a more broad-based clientele.

“It’s incumbent on any organization to help underserved communities; in doing so, we are more immediately addressing a wider audience of constituents who are integral to this community,” says Moisio. “New Orleans is the sum of its parts, and the people of NOLA represent those parts.”

Hancock Whitney

701 Poydras St. New Orleans

504-586-7456

Northwestern Mutual

Amanda Roark, Associate Director of Development & Growth Anitra Blue-Francis, Wealth Management Advisor & Growth Development Director

When you think about the life of a financial advisor, long hours and hard work often come to mind. But for women like Anitra Blue-Francis and Amanda Roark at Northwestern Mutual NOLA, the financial industry enables them to balance career and family life seamlessly.

Anitra’s path to financial advising wasn’t initially planned. While studying finance with aspirations for law school, an internship at Northwestern Mutual sparked her passion for financial planning. As a Black woman in a white male-dominated field, Anitra faced credibility challenges but succeeded through advanced education, persistence and networking.

“As I built my clientele, I focused on things I could control, which helped me develop the discipline that’s still with me today,” says Anitra. Amanda entered the financial services industry after some uncertainty. As an openly LGBTQ woman, she faced similar challenges in a maledominated space. Overcoming self-doubt, Amanda earned additional certifications to build confidence. As a mom, she found ways to balance her professional and personal life by adjusting her schedule and collaborating with colleagues.

“Being a mom has given me a greater appreciation for the flexibility this career offers,” Amanda explains. “I can adjust my schedule to fit my family’s needs, and it’s made all the difference.” What binds Anitra and Amanda’s stories is flexibility. Each has found ways to manage their careers and personal life without sacrificing one for the other. If you’re ready to take control of your career and life, Northwestern Mutual NOLA can help you find that balance. Join inspiring women like Anitra and Amanda at Northwestern Mutual NOLA. Contact amanda.roark@nm.com or anitra.blue@nm.com to start your journey.

Northwestern Mutual 111 Veterans Mem Blvd. Ste 940 Metairie 504-831-8146 neworleans.nm.com

Rachelle Albright

Owner

Albright Management Strategies, LLC

After a career in the general contracting business, Rachelle Albright decided to leverage her decades of experience, knowledge, and resources to be a representational voice for clients undergoing massive construction projects.

Rachelle spent 21 years with a local general contracting firm, serving as Vice President of Project Management and ultimately CEO. Recognizing the need for a knowledgeable firm to represent the owner’s interests, she founded Albright Management Strategies, LLC., a construction management firm fueled by her vast experience in the coordination of general contractors, architects, and owners. Her knowledge of the construction industry’s processes provides her clients with streamlined management to help traverse the always laborious and often tedious construction process.

“An owner’s role during the design and construction phases is significant to the project’s success, and most owners have full plates managing and operating their own businesses,” says Rachelle. “The construction schedule and project costs, by far, are the most important factors for an owner. The timing of decisions made by owners can directly impact these two critical project factors. By engaging AMSLLC, the owner can rest assured that their project responsibilities and the decisionmaking are being well-managed while staying focused on their own business.”

Since 2018, AMSLLC has overseen several major construction projects, including multiple projects for both Discovery Schools and the Academy of the Sacred Heart. She has served many other clients including Favrot & Shane Properties, L.L.C., Lake Development Construction, Inc., and Volunteers of America Southeast Louisiana; and is currently working on projects for Discovery Schools, Metairie Country Club, and Taste Buds Management.

Albright Management Strategies, LLC 234 Beverly Drive Metairie 504-416-0890

Visit Jefferson Parish

Violet Peters, President & CEO (right) Terrie Birkel, COO & VP of Marketing (left)

Celebrating its two hundredth year, Jefferson Parish is looking toward the future promoting business and tourism to help the next century to be even grander than the last.

Violet Peters, CDME, President & CEO of Visit Jefferson Parish, and Terrie Birkel, CDME, COO & Vice President of Marketing, lead a team of hospitality specialists who market and sell Jefferson Parish as a diverse destination offering unique venues and experiences for tournaments, group tours, festival revelers, outdoor enthusiasts, and anyone seeking great food and fun! Tourism is big business in Jefferson Parish, garnering $2 billion in visitor spending and employing over 20 thousand people.

“We’ve really embraced the evolution of Jefferson Parish over the years, from the Jean Lafitte fishing community, which has become a major tourism destination for swamp tours, to our metropolitan areas,” says Violet. “It’s incredible to see how in 2025, Jefferson Parish has morphed from a humble suburb to something far more grand and progressive, while maintaining its culture and traditions”.

As part of the two-hundredth celebration, Jefferson Parish is creating a bicentennial timeline where businesses are able to talk about their shared history and highlight how they have grown and contributed to the larger community. These efforts hope to empower local business owners and residents to become ambassadors of Jefferson Parish to the larger community and to the rest of the world.

“We have such a rich and diverse parish,” says Terrie. “This celebration is an opportunity to really come together and showcase what makes Jefferson Parish unique”.

Visit Jefferson Parish

1221 Elmwood Park Blvd. Ste. 411, Harahan

Visitjeffersonparish.com terrie@visitjeffersonparish.com violet@visitjeffersonparish.com

Andreanecia Morris

Executive Director

GNO Housing Alliance

As rising insurance costs are affecting homeowners throughout Louisiana, and sending many of our neighbors to other states, Andreanecia Morris, Executive Director for HousingNOLA, and the GNO Housing Alliance are working tirelessly to advocate for substantive solutions to drive down costs for affordable housing for all.

“The term ‘affordable housing’ is often misunderstood,” says Andreanecia, “The average homeowner’s insurance rates have risen forty percent, with many Louisiana residents experiencing far worse. The goal has always been to pay ten percent toward insurance costs and that is what we are working to return to.”

Andreanecia Morris has spent her career working for the benefit of New Orleans homeowners, with her efforts Post-Katrina creating 500 first-time homebuyers, disbursing $10 million in homebuyer subsidy, and providing supportive services for approximately 5,000 households. Now as New Orleans nears the twenty-year anniversary of Katrina, she sees a new housing catastrophe looming on the horizon.

“One of the major factors in increased insurance costs is our rapidly changing climate,” says Andreanecia. “In the past year alone we almost had a blizzard and are beginning to get tornados more often, not to mention hurricanes. We can mitigate insurance risk by making homes more climate-ready.”

But this is just one piece of a larger puzzle as a baseline economic conversation is needed with state-level lawmakers on a bi-partisan level to benefit residents and keep people living and working in Louisiana.

“It’s about doing right by our citizens and we need our leaders to understand that,” says Andreanecia. “Part of what they’re doing through the rest of the year is figuring out how to help make the next ten years of housing the best it can be for everyone because everyone deserves to have affordable housing in Louisiana.”

GNO Housing Alliance

4640 S Carrollton Ave. Suite 160

New Orleans 504-224-8300

Elizabeth Peralta

Vocational Rehabilitation Counselor and Life Care Planner

Stokes & Associates

A licensed and certified vocational rehabilitation counselor and certified life care planner, Elizabeth Peralta was not in search of the opportunity that would become her lifelong career and calling. After earning her Bachelor of Arts in Psychology from Southeastern Louisiana University in 2005 and her Master of Education in Counseling from Southeastern Louisiana University in 2010, Elizabeth was busy raising her first child when a cousin came to her with a job opportunity from a friend of hers, Dr. Lacy Sapp, (who would later become a dear friend of Elizabeth’s as well as mentor) as a research associate at Stokes & Associates, a specialized firm that provides expert consultation and testimony services for legal cases involving the cost of future medical care and loss of earning capacity post-injury or occurrence. Intrigued, Elizabeth joined up and quickly expanded her role within the firm, growing and thriving over a thirteenyear career to become a testifying expert for litigation. Throughout her career, Elizabeth has testified in both federal and state jurisdictions, with areas of expertise including assessing future medical needs and life care planning, vocational assessment, wage and earning capacity analysis, and labor market research. She is currently in the process of obtaining her Ph.D. from the University of Holy Cross to further her growth and development as a rehabilitation counselor.

“I really enjoy going to trial,” says Elizabeth. “As a counselor, I love connecting with the jury and providing education in my field of expertise.”

When not working, Elizabeth spends much of her time with her two children, providing them with travel experiences and memories that are as enriching as they are educational.

Stokes and Associates

3501 N. Causeway Blvd. Suite 900 Metairie

Woodhouse Spa

From Left to Right:

Joelle DieJoia, Lauren Hullfish, Dominique Ovide, Heather Horton, Danielle McGee

The women leaders of Woodhouse Spa know the true power of self-care well served and devote themselves to their clients, crafting their own unique approach to wellness.

“Over the years we have cultivated a team that is dedicated to providing the best experience for

our guests,” says Heather Horton (Woodhouse Spa Baton Rouge). “I work alongside the staff to make Woodhouse a place that isn’t just for the guests but also the staff.”

Managers Heather Horton, Joelle DieJoia, Domonique Ovide, Lauren Hullfish, and Danielle McGee each bring their own unique flavor to what makes each Woodhouse Spa location special through their personal experience and team-building know-how.

“I like to set realistic goals for my team. I find this helps their growth professionally and creating these achievable goals helps boost their confidence, knowing they can do anything they put their mind to,” says Joelle DieJoia (Woodhouse Spa Mandeville).

“Lifting up my co-workers is one of my main priorities,” says Lauren Hullfish (Woodhouse

Spa Metairie). “We all come from different backgrounds and each has gone through multiple challenges, but the one thing about us women is that we don’t give up.”

“Being a leader, I always like to see where I can grow and how I can better myself in order to grow my team at that moment such as listening, gaining new ideas to implement, or trying new fun activities with the staff,” says Domonique Ovide (Woodhouse Spa New Orleans).

“My goal is to make everyone feel special,” says Danielle McGee (Woodhouse Spa Slidell).” When I hear someone say how much they enjoy coming to Woodhouse or how they love working at Woodhouse I feel that I have succeeded at my job.”

Woodhouse Spa Woodhousespas.com

Lindsey All

President & CEO

WBEC South

Since 1994, Women’s Business Enterprise Council South (WBEC South) has worked to build a network of more than 1,200 certified Women’s Business Enterprises, connecting them to corporate partners, procurement leaders, and business development resources. Recently appointed President and CEO of WBEC South, Lindsey All, hopes to expand upon the success she found with the Women’s Business Enterprise National Council (WBENC), where she launched numerous nationwide programs aimed to support the growth and development of women business owners, including the Energy Executive Program (EEP), the Chemical Industry Accelerator and entrepreneurial management programs.

A native of the greater Baton Rouge area, Lindsey plans to facilitate economic growth for women business owners throughout the Southeast—creating a stronger economy for all. She plans to lead the next chapter of WBEC South focusing on providing worldclass certification, facilitating opportunities, expanding resources and inspiring engagement for women business owners to work together and build lifelong relationships.

“At WBEC South, we have witnessed many businesses launch, expand, and grow to a global level. We’ve even championed them to merge their businesses or sell and move onto their next act,” says Lindsey. “We’ve grown to more than 1,200 certified Women Business Enterprises contributing $17 billion in annual economic impact across our region and take immense pride in creating an ecosystem that is a powerful force for innovation in their industries.”

This Summer, New Orleans is playing host to the WBENC National Conference where certified business owners and entrepreneurs from around the country will be in town to network and find communal enrichment through their peers. With a week filled with panels, industry labs, receptions, and the annual student pitch competition; there’s nowhere better to build your business than through this conference.

“The WBENC National Conference is the ultimate opportunity for women and small business owners to connect, grow, and thrive,” says Lindsey. “It is an unbeatable combination of topnotch professional development, game-changing opportunity enhancement, and initiations of long-term relationship development for business and economic success!”

WBEC South wbecsouth.org 504-830-0149

Katherine Garcia

Senior Director of Operations

WB Collective & WBEC South

Katherine Garcia, Senior Director of Operations at WB Collective and WBEC South, has built a dynamic 20+ year career supporting diverse suppliers and corporations-one that has taken her on a path she never expected. Since joining WBEC South nine years ago, Katherine has been deeply inspired by the organization’s mission. She quickly fell in love with the work and takes pride and excels in serving a vibrant community of women business owners, passionately championing their success every step of the way.

“I didn’t originally set out to work with entrepreneurs,” Katherine shares. “I fell in love with the mission, the work, and especially the vibrant communities we serve.”

Today, Katherine leads the WB Collective in New Orleans, a built-in community of entrepreneurs, corporations and resource organizations designed to support the growth of women-owned businesses. More than just a coworking space, the WB Collective offers business and professional development opportunities, as well as private offices and event space, in the heart of the Central Business District.

“At the WB Collective, we have the honor of working alongside some of the most inspiring women business owners in the region,” she says. “It’s a privilege to show up every day and support their success.”

The WB Collective recently celebrated its fifth anniversary, and its continued growth is rooted in inclusion. What started with a focus on certified women-owned businesses has evolved into a welcoming space for all women—no matter where they are on their business journey.

“The WB Collective has become a pipeline for the next generation of entrepreneurs,” Katherine explains. “It’s a space where seasoned business owners and early-stage founders come together, share energy, and learn from one another. That dynamic has truly kept the magic going.”

Looking ahead, the focus remains on expanding awareness of the WB Collective’s unique offerings including its beautiful, flexible event space that’s perfect for small to mid-sized gatherings in New Orleans.

“The WB Collective is something really special,” says Katherine. “It was created by women, for women. It’s not just about office space—it’s about building community, creating meaningful connections, and providing the tools women business owners need to thrive.”

WB Collective wbcollective.com 504-830-0149

FROM THE LENS

Form follows function at Ferrand Design’s new studio

PRINCIPLE OF DESIGN

Form follows function at Ferrand Design’s new studio.

BY MISTY MILIOTO

PHOTOS BY SARA ESSEX BRADLEY

Sisters and cofounders of Ferrand Design, Lauren Ferrand and Ashley Bowman moved into their current space above Keife & Co. in the Warehouse District in 2023.

FERRAND DESIGN 901 Carondelet St. // New Orleans 504-491-4244 // ferranddesign.com @FerrandDesign

Sisters Lauren Ferrand and Ashley Bowman, co-founders of Ferrand Design, credit their family as the biggest influence on their careers as interior designers.

“Growing up, our mom owned an interior decorating business,” Ferrand said. “My sister and I loved going to her office and playing in all the fabrics. Our dad and stepmom were always working on DIY home renovations, and they involved us in many of those restoration projects. I’m pretty sure that’s where the idea to be an interior designer was born for both of us.”

Ferrand and Bowman both received a bachelor’s degree in interior design from Louisiana State University in 2007. After that, they both worked for architecture firms as design architects until they secured their interior design licenses in 2009 (the same year that Ferrand started the company).

“We both learned so much from working with the firms, but we felt the need for more freedom in design,” Ferrand said.

At the start of Ferrand Design, architecture firms were the main client.

“While working with architects, I built a portfolio in commercial and hospitality,” said Ferrand. “We are both certified in green building, so, in 2011, we joined a firm working toward green initiatives. We designed with a sustainability lens and helped rebuild schools after Hurricane Katrina. With that firm, we were able to grow our client base and our design operation. I then began to design for residential clients as well. Ashley joined me in 2013.”

Today, they design for both residential and commercial spaces (such as Cherry Coffee Roasters, Rêve Realtors and The Country Club).

“Having the commercial experience prior to residential has proven to be a great contribution to our success,” Ferrand said. “There’s more formality in project coordination for commercial projects. All design decisions are made prior to construction. We like to take this formality to our residential projects when we can.”

Ferrand and Bowman also infuse commercial spaces with residential elements.

In their new space, Ferrand and Bowman are able to run the company like a collaborative design studio — regularly sharing their office with other artists and creatives.

“Commercial used to be a bit more contemporary and simplistic in form, but there has been a huge transition in aesthetics since 2020,” Ferrand said. “Commercial has become more residential in feel. ‘Resimercial’ is a term that we have seen come into play. Workplaces, public places, even hospitals are becoming more attuned to the natural comforts of residential.”

In 2023, the sister duo moved into a new office space in the Warehouse District (located above Keife & Co.) and now operate as a design collaboration studio. By sharing their workspace, Ferrand and Bowman have been able to expand their design knowledge while also collaborating with other design disciplines. For example, this past summer, they shared the space with a dress designer.

“We did a quick flip for our office that took just under a month in the summer of 2023,”

Ferrand said. “The Art Deco façade is a moment unto itself. We painted, upgraded the electrical, bought a few new furnishings and added a plethora of window treatments. We are using the main principle of design—form follows function—as the [design directive].”

The new studio space, which includes desk areas, a design library, a lounge/kitchen area, a conference room/stock room and a restroom, leans toward minimalism with light contrasts.

“Our goals were to design a collaborative and multifunctional space that included areas of productivity as well as areas for quiet, while preserving the abundance of natural light,” Ferrand said. “We decided to paint the walls a warm white to give an overall lightness and warmth, and we have space-planned so that these areas can co-exist. When designing the design library, we chose to do a larger custom millwork piece that was backless to allow light

to filter through. [We also designed] custom drapery and shades for light control.”

Going forward, she and Bowman would love to grow with the space by adding a few art pieces and more desks.

QUICK LOOK

Number of years in operation 16

Style of architecture Art Deco

Square footage

1,200

Number of Employees 4

Persons in Charge

Lauren Ferrand

Interior Décor

Ferrand Design

Initial Brand

Development

Ferrand Design, Logo designed by Also Known As

Art and furnishings

Ferrand Design

“I say this about our design projects, as well, especially residential,” Ferrand added. “There is a baseline of design (a completion) and then there is the space to grow. I think all spaces should looked finished; however, there should be room to allow the inhabitants to create a space for themselves. Your space should reflect your lifestyle, as you occupy it, and the personalities of its inhabitants.”

Today, the sisters have a team of talented designers, and they collaborate with several architects, stylists, artists and photographers. They are currently working on several projects in various stages of design, including commercial office spaces, boutique hotels, restaurants and custom-built homes.

“We are especially looking forward to three new-construction homes that are in design and slated to start construction within the next six months,” said Ferrand, “a contemporary Bayou St. John residence, a beach house in Bay Saint Louis, Mississippi, and a Tudor-style residence in St. Louis, Missouri.” T

The open concept of the bright office space, combined with an extensive design library, supports collaboration in many disciplines.

CONCIERGE CARE FOR MENOPAUSE IS HERE

A new telehealth clinic is helping Louisiana women take charge of their health

BY ASHLEY MCLELLAN

PHOTOS BY EDMUND D. FOUNTAIN

Up to 1.3 million American women transition into menopause each year, a fact that impacts not only their individual lives, but the national workforce. According to the Society for Women’s Health Research, “two out of five women considered finding or found a new job due to their menopause symptoms or experience.”

Among the symptoms that women say disrupt their ability to work include sleep disturbances, brain fog and difficulty concentrating, hot flashes and joint pain, all leading to $150 billion in menopause-related productivity losses worldwide.

And yet, while more than a million women are impacted — with many more starting the process in perimenopause sometimes a decade earlier — treatment for symptoms and guidance for patients going through the process has been woefully insufficient.

One local telehealth company aims to solve this problem by providing “an affordable and accessible approach to managing menopause.”

Co-founders Crystal Burke, a registered nurse practitioner with more than 15 years of experience, and Dr. Steven Youngblood, board certified in internal medicine, created The Menopause Clinic in April 2024 with a public launch earlier this year.

“The first few months were less ‘grand opening’ and more ‘grand experimenting,’” said Youngblood. “While we knew the science of menopause inside and out (that part’s been solid for years), figuring out how to get that help to women without requiring them to sell a kidney? That was the tricky part.

Youngblood said he and Burke spent most of 2024 asking how they could make care more accessible and affordable.

“Think of it like building a really good recipe,” he said, “you know all the ingredients (the science), but finding the right way to serve it up (the business model) takes some kitchen testing. And now we’re cooking with gas.”

Potential patients start the process with a video consultation to discuss their symptoms, lifestyle and needs, with the initial visit priced at $50, and continuing care priced at $85 per month. Clinic visits are not currently covered by health insurance, although the team works with patients to help get the costs of prescriptions covered.

“First things first: We listen. Like, really listen,” Youngblood said. “But here’s the real deal: We’re your menopause navigation experts. Think of us as your GPS through this whole experience, except instead of recalculating when you take a wrong turn, we’re helping you figure out which path is right for you in the first place — whether that’s hormone therapy, lifestyle changes, or something else entirely, we’ll help you sort through the options without making you feel like you’re solving a medical mystery by yourself.”

Consolidating care can also save money, said Youngblood.

“Is it the cheapest thing you’ll ever buy? No,” he said. “Is it cheaper than trying to piece together care through multiple specialists who don’t really understand menopause? Also trying to coordinate multiple appointments around your already-crazy schedule? Absolutely.”

For Burke, working through common misconceptions and guiding patients on their treatment path is all part of the company’s mission.

“Here’s something that might surprise you: Your regular doctor probably can’t help much with menopause,” she said. “Even more surprising, according to research studies, only 30% of OB-GYN residency programs have training on menopause at all. That old story about hormone therapy being dangerous? Time to put that one to bed. Not interested in hormones? No worries, there are other options on the menu.”

Another myth that needs to go, said Burke, is the idea that you need to be completely miserable to seek treatment.

“If menopause is affecting your quality of life in any way, you deserve help,” she said. “Your well-being matters, whether at work, home, or anywhere in between.”

For Burke, the project is personal. After struggling to manage her own perimenopausal symptoms and frustration in finding answers from medical professionals, she decided to create a space that would specialize in women going through this phase of their lives.

“For generations, menopause has been whispered about behind closed doors, if discussed at all,” she said. “But why? The answer lies in a perfect storm of cultural attitudes, medical neglect and societal pressure.

“Picture this: decades of predominantly male doctors patting women on the head and telling

them their hot flashes and mood swings were ‘just part of life.’ Many women learned early on that speaking up meant being dismissed or, worse, labeled as ‘difficult.’ So they stayed quiet.”

She said companies are starting to understand that supporting employees through menopause isn’t just nice, it’s necessary to avoid losses.

“Most importantly, there’s been a seismic shift in how women view themselves. The same generation that fought for workplace equality isn’t about to shuffle quietly through menopause. They’re leading frank discussions about hot flashes during board meetings and advocating for better healthcare options.

Currently, The Menopause Clinic consists of a team of two, Burke and Youngblood, who staff the virtual clinic themselves. Youngblood said the venture is proudly self-funded.

“It has been more like scraping together pocket change and making magic happen on a shoestring budget,” said Youngblood. “No investors. No fancy backing. Just us, our determination and whatever was left in our wallets after buying groceries. We’re talking serious bootstrap energy here…Think of us as the medical clinic equivalent of that indie band recording their first album in someone’s garage. Except instead of making music, we’re trying to revolutionize menopause care. Same spirit, slightly different goal.” T

FROM THE LENS NEIGHBORHOOD GEM

Panola Street Café

This Uptown hot spot reflects generations of restaurateurs

BY KEITH TWITCHELL

If not for the large, colorful sign out front, a passerby would never know that there was a restaurant inside 7801 Panola Street in the Lower Carrollton neighborhood. And after 26 years in business, Riccobono’s Panola Street Café is truly part of the fabric of the neighborhood.

The restaurant even hosts the neighborhood association’s annual Christmas party.

“Every year I get the phone call,” recounted owner Vincent Riccobono. “I just leave the key for them.”

The Riccobono family has operated multiple restaurants in the New Orleans area over the course of the past century. It all started with Riccobono’s grandfather, who opened the legendary New York deli-style restaurant The Pearl on St. Charles Avenue just off Canal Street back in the 1920s. Riccobono’s father operated several steakhouses, along with the longtime Metairie fixture Peppermill. His son and daughter run Sala and Café Navarre, respectively.

This experience and love of the restaurant business are reflected in the Panola Street Café.

“We’ve been doing restaurants for four generations,” Riccobono said. “This is just a little neighborhood café, but our chefs, our menu, our preparation are more than you would expect from a place like this.”

Open from 8 a.m. until 2 p.m. daily, the café is a classic breakfast/brunch/lunch establishment, but as Riccobono said, “The menu is

PANOLA STREET CAFÉ 7801 Panola Street // New Orleans 504-314-1810 // Panolastreetcafe.com @panolastreetcafenola // @panolastreetcafe_nola

both simple and beyond typical. We’ve always seemed to have menus that cover a lot of bases.”

As one example, the brunch staple eggs Benedict comes in five different variations. The standard BLT is there — but so is the BLAST, which adds avocado and Swiss cheese to the classic sandwich. From the unusual crawfish etouffee omelet to the traditional liver and onions, “everybody can find something to be happy with,” Riccobono said.

Neighborhood regulars appreciate the food options and quality, the local art for sale on the colorful walls, and being greeted by name by the 14 staff members. Tulane and Loyola students are also frequent customers. At the same time, the Riccobono legacy and reputation draws people in from Metairie and the entire Greater New Orleans region.

Despite the loyal clientele and well-established rhythms, challenges do exist. As with virtually every restaurant around, staffing is an ongoing issue. And then there’s price of eggs: Riccobono reported that the case price has recently dropped

to a mere three times what it was just two years ago. Chicken is also much more costly, though returning to normal more quickly, possibly answering the age-old “Which came first?” question. Reluctantly, he has raised menu prices to account for his increased expenses.

Overall, though, the family legacy and the longterm relationship with the neighborhood keep things humming pretty smoothly. Other than maintaining a website, the Panola Street Café does no advertising; business arrives via word of mouth. At peak times like Mardi Gras and Jazz Fest, locals regularly bring their out-of-town friends for an authentic New Orleans experience.

Having overcome everything from Hurricane Katrina to COVID to endless street repairs, Riccobono is happy to just keep on keeping on.

“I’m just thankful that we’ve been here this long,” he said. “It’s a sweet little restaurant. Keeping it going is the best thing that ever happened to me.”

Generations of satisfied customers would undoubtedly agree. T

EDUCATION

University of Nevada, Las Vegas (BS); Cornell University, Ithaca, New York (GM program)

ADVICE

Stay endlessly curious — not just about work, but about the people and their stories. Curiosity fuels empathy, and empathy is at the heart of exceptional hospitality.

Esther Oh Kostecky

General Manager of Four Seasons Hotel New Orleans

VACATION DESTINATION

Wherever I haven’t been yet! I’m always inspired by the chance to explore new cultures and perspectives.

LOVE ABOUT JOB

Working with Four Seasons has given me a global experience and the opportunity to connect with people from diverse backgrounds and cultures. What I love most are these heartfelt connections and lasting impressions from around the world.

ADMIRE

My parents, who instilled in me the value of hard work; they dedicated six days a week to their careers for over 40 years, which I have always admired.

Born in Seoul, Korea, Esther Kostecky developed a passion for travel and other cultures early in life. She began her Four Seasons career in Los Angeles, advancing in rooms operations across multiple properties, including Beverly Hills, London and the Serengeti. In October 2024, she was appointed to her first GM position in New Orleans. T