SETH KNUDSEN shares his thoughtsonthe area’sbiggest strengthsand opportunities, includinghow we keep the Super Bowl momentum going
WHAT BUSINESS WANTS
TOP EXECS SPEAK OUT AND CANDIDATES RESPOND
FUTURE EYE ON THE
THE DOWNTOWN DEVELOPMENT DISTRICT’S NEW LEADER TALKS CRIME, THE SUMMER SLOWDOWN AND THE OPPORTUNITIES HE’S EXCITED TO JUMP ON
What Business Wants
The business community speaks out about what issues matter most to them ahead of New Orleans’ mayoral election on October 11, and the top three candidates share their plans
For such a small section of the city, Downtown New Orleans packs a big economic punch. It’s biggest champion, the Downtown Development District, just got a new leader, NOLA native Seth Knudsen
Hope
Aleader is a dealer in hope.”
It’s a great quote — and one that’s not only particularly timely for our city right now, but it even has a bit of a tie to New Orleans as it came courtesy of Napoleon Bonaparte. Napoleon may never have made it to the city, but the house that was waiting for him and still bears his name is a renowned fixture of our French Quarter (and will always be my favorite place for a muffuletta).
Every election at every level hinges on what candidate is most effective at delivering on the promise of a better future, and I feel confident in saying we are all looking for some hope in this new mayor.
It’s going to be a critical election for New Orleans, which is why in this issue, Biz reached out to the most recent class of the New Orleans 500 — top leaders in every industry — to find out what issues matter most to them. We had a great response — evidence of the importance of the topic. Even our cover Q&A with the new head of the Downtown Development District, New Orleans native Seth Knudsen, included Knudsen’s hopes with the upcoming leadership change. Don’t miss what the top three candidates had to say about some of the most pressing issues facing the city’s business community.
Of course, hope is nothing without action — so don’t forget to get out and vote!
October will be here before we know it, and with it comes our annual real estate issue. In it, we curate a short list of some of the top professionals working in both the residential and commercial realms and ask them to share what’s challenging them now and exciting them for the future.
One thing that’s exciting me right now is talking to so many incredible local leaders on our weekly BizTalks podcast! Just a few of our recent episodes have included a chat with the new CEO of the convention center on his vision for this tourism powerhouse and a check in with the head of the Louisiana Restaurant Association to find out whether we should be concerned about the future of our critical restaurant industry. Check out BizTalks wherever you get your podcasts, or online at BizNewOrleans.com which, I’m so excited and proud to share, took home the title of “Best News Website” at this year’s Press Club of New Orleans Excellence in Journalism Awards. As always, thanks for reading (both in print and online)!
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Are You Ready?
Fall is coming and so is football. I am excited for the Saints season opener and this year we get backto-back home games to start the season. What a great way to celebrate our new coach and new team.
Did you know that Renaissance Publishing also publishes the Saints GameDay magazine, the official in-stadium program for all New Orleans Saints home games? If you can’t make a game, you can always visit our shop online to have your very own copy mailed directly to your home.
Just as the Saints have made big changes this offseason, so did Renaissance Publishing with the redesign of Biz New Orleans’ sister publication, New Orleans Magazine. Visit our shop online at MyNewOrleans.com to order your copy today.
After taking in some football, why not head over to Lakeside Shopping Center to Sip and Socialize with New Orleans Magazine on Thursday, September 18. We would love to see you there. To secure your ticket, visit MyNewOrleans.com and click on “events.”
With so much happening in September, the most important thing you can do this month starts on September 27 — VOTE. This is when early voting starts, so now is the time to make
sure you are informed. To help you become more educated about the candidates, this issue of Biz New Orleans delivers insights into the top mayoral candidates and the issues facing our city. There are also many mayoral forums being held by various business and civic organizations all around the city. I encourage you to find one in your area or industry to attend.
TODD MATHERNE CEO and Publisher Renaissance Publishing
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MEGHAN SCHMITT
IN THE BIZ
10 SPORTS
If they can remain healthy, the Saints could surprise in 2025
14
ENTREPRENEUR Accountability, done properly, is a two-way street that can transform your business
12
TOURISM
Recent transportation wins are making New Orleans more accessible to the world and investing in our future
and public
Expect Moore from the Saints
If they can remain healthy, the Saints could surprise in 2025
BY CHRIS PRICE
While football experts are down on the New Orleans Saints for the 2025 season, the Black & Gold could be one of the surprise teams on the rise.
After a 5-12 campaign in 2024, the Saints were blackballed from appearing in this year’s nationally televised primetime games this year. The sports book DraftKings has only favored the Saints to win one of their 17 games, -1.5 points against the New York Jets on Dec. 21. Meanwhile, BetMGM has set the Saints’ season win total at 6.5 games.
But this team has talent and could be on the rise under new head coach Kellen Moore much quicker than expected.
With the surprise offseason retirement of QB Derek Carr due to significant degenerative injuries to his throwing shoulder, 2025 secondround draft pick Tyler Shough and second-year quarterback Spencer Rattler were thrust into competition to be the team’s starter, with thirdyear QB Jake Haener expected to provide depth. Whether Shough or Rattler winds up under center, they have established players at the
skill positions they can rely on to move the ball down the field. Alvin Kamara returns as the top running back option after posting a career-best 950 rushing yards in 2024. Only a groin injury which forced him to miss the final three games kept him from a 1,000-yard rushing season.
Expect Devin Neal, Kendre Miller and possibly Clyde Edwards-Helaire to carry the ball for the Saints as well; Chris Olave, Rashid Shaheed and Brandin Cooks to be top targets at wide receiver; and Juwan Johnson, Taysom Hill, and Foster Moreau to haul in passes at tight end.
If the Saints are going to be successful in 2025 the play and health of the offensive line will be a major factor. The Saints have firstround picks at LT Kelvin Banks Jr. (2025), LG Trevor Penning (2022), RG Cesar Ruiz (2020), and RT Taliese Fuaga (2024), and a secondround pick with C Erik McCoy (2019). Depth is a major concern on the O-line, so the more time the starters spend on the field, the better the outcome should be for the Saints. If injuries pile up, losses will, too.
New Orleans finished 21st in the NFL in total offense and 24th in points per game last year, averaging 320.1 yards and 19.9 points per
game. Productivity in both categories will have to improve if the Saints expect to compete this year. I expect with an offensive-minded coach in Moore and offensive coordinator Doug Nussmeier (former Saint QB and father of LSU QB Garrett Nussmeier) both numbers will improve.
The drastic slide of the Saints’ defense was a surprise last year. The team finished 30th in total defense, giving up an average of 379.9 yards per game, and 19th in points per game, 23.4.
New Defensive Coordinator Brandon Staley switched the unit’s formation from four linemen and three linebackers (4-3) to three linemen and four linebackers (3-4), the same formation the Saints had during the reign of the famed “Dome Patrol” under Jim Mora. This should allow the Saints D to better move laterally and contain the opposing run game. Look for LDE Cameron Jordan, NT Davon Godchaux and RDE Khalen Saunders to start on the line with support from Bryan Bresee, Nathan Shepherd and rookie third-round pick Vernon Broughton. Demario Davis and Peter Werner will play as interior linebackers with outside linebackers Chase Young on the strong side and Carl Granderson on the weak side.
The defensive backfield will feature cornerbacks Kool-Aid McKinstry and Alontae Taylor with new addition Justin Reid at strong safety. It will be interesting to see what rookie safety Jonas Sanker (3rd round), linebacker Danny Stutsman (4th) and cornerback Quincy Riley (4th) will bring to the team.
Blake Grupe will kick, Matthew Hayball will punt, and Shaheed will return kicks and punts.
Tampa Bay looks to be the class of a weak NFC South, with a significant drop-off with Atlanta, Carolina and New Orleans. If the Saints’ starters can remain healthy, this team could be competitive and climb out of the division cellar. They have the NFL’s third-easiest schedule, so wins are attainable.
While a wild card playoff berth may be a bit of stretch, I expect the team to improve, and this season will be better than last. T
CHRIS PRICE is an award-winning journalist
relations principal. When he’s not writing, he’s avid about music, the outdoors, and Saints, Ole Miss and Chelsea football.
WALT LEGER III is president and CEO of New Orleans & Company, the official destination marketing and sales organization for New Orleans tourism industry. He may be reached via email at walt@neworleans.com.
By Land, Air and Sea
Recent transportation wins are making New Orleans more accessible to the world and investing in our future
BY WALT LEGER III
New Orleans has never been a city that stands still. We are a hub — of culture, commerce and creativity — and today, that momentum is accelerating.
Recent announcements from Amtrak, Louis Armstrong New Orleans International Airport (MSY), and Carnival Cruise Line signal something clear: New Orleans is in high demand — for leisure, business and global events, and we’re investing in the infrastructure needed to meet that moment.
A MILESTONE FOR RAIL: AMTRAK’S MARDI GRAS SERVICE
Earlier this month, Amtrak launched its Mardi Gras Service, a twice-daily passenger rail route
connecting New Orleans to Mobile, Alabama, with stops in Bay Saint Louis, Gulfport, Biloxi and Pascagoula, Mississippi. For the first time since Hurricane Katrina disrupted service nearly 20 years ago, these communities are once again connected by passenger rail.
This service brings significant cultural and economic value. It fosters tourism, strengthens business ties, and unites the region in a way that benefits everyone. During my time in the Louisiana Legislature, I served on the board of the Southern Rail commission and saw firsthand the collaboration it took to bring this vision to life.
Now, at New Orleans & Company, we’re proud to promote the service alongside Amtrak and the Commission — because regional wins are wins for New Orleans, too.
MSY EXPANSION: A GATEWAY TO GROWTH
Louis Armstrong New Orleans International Airport — already ranked among the top airports in the country — recently unveiled a transformative 20-year master plan. The proposal includes a new terminal with 15 additional gates, 150,000-plus square feet of expanded check-in and baggage areas, and over 3,000 new parking spaces.
This expansion is about more than convenience; it positions us to attract more citywide meetings, major conventions and global events like the Super Bowl. Airlines are taking notice: Breeze Airways has launched direct flights to Las Vegas and Los Angeles, while British Airways has increased nonstop London service to five days per week in peak months. These connections are critical in making New Orleans more accessible to the world.
CRUISING AHEAD WITH CARNIVAL
Carnival Cruise Line recently reaffirmed its commitment to New Orleans, announcing that two ships will remain homeported here — including the larger Carnival Dream returning in 2027. Larger ships mean more visitors, longer stays and greater economic impact for our port and city.
CONNECTIVITY DRIVES GROWTH
Whether by rail, air or sea, these aren’t just upgrades — they’re engines of economic development. International visitors and business travelers tend to stay longer and spend more, directly benefiting our hotels, restaurants, attractions and workforce.
At New Orleans & Company, we believe that better connectivity is key to staying competitive. It’s how we grow, how we lead and how we share New Orleans with the world. And with these investments, our city’s reach — and potential — has never been greater. T
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.
Accountability
Done properly, it’s a two-way street that can transform your business
BY KEITH TWITCHELL
Accountability” seems to be near the top of all major buzzword lists right now. But how do entrepreneurs establish meaningful accountability in their organizations?
Webster’s gives us a simple definition of accountable: “obliged to account for one’s acts; responsible.” If we’re being honest, many people — inside of business and out — don’t go much further than that. Yet in the volatile, high-stakes world of entrepreneurship, comprehensive accountability is imperative.
This begins with acknowledging that accountability is absolutely a two-way street.
“Accountability is often looked at as just employee performance and holding people to a standard of outputs and behaviors,” observed Jennifer Jeansonne, owner of JAJ Consults, a small business recruiting firm. “But when looking at it from an entrepreneurial lens, it also means that the company/employer/supervisor provides what the employee or team needs to be successful — resources, support, coaching, training feedback. You can’t ‘hold someone accountable’ for performance without appropriate structures and support in place.”
Not only is the business leader responsible for setting employees up for success, s/he must also model accountability. All standards, measures,
requirements and so forth established for staff must be at least met and ideally exceeded by the person in charge. Further, leaders must be open about when things are not going well, including acknowledging their own mistakes.
A specific starting point for bringing productive accountability into any enterprise is complete clarity in terms of roles, expectations, outputs and outcomes. People who know exactly what their job is tend to understand and perform their jobs better. Performance measures should be just that: measurable, as well as realistic, appropriate to the position and the skill set of the person holding it, and focused on both immediate and long-term successes.
Ideally, staff members will have some input in setting their roles and performance measures, which helps develop another key aspect of achieving accountability: a strong sense of employee ownership.
“Encourage employees to think like owners by giving them decision-making authority within their domains,” encouraged Kevin Wilkins, CEO and founder of trepwise, a strategy consulting firm. “When people have real ownership over outcomes, they naturally become more accountable for results.”
While lines of authority must of course remain clear, engaging staff members in plan-
ning and strategy sessions, setting goals and performance outcomes, while encouraging innovation and even offering profit-sharing and/ or the opportunity to invest in the company, all help build that sense of ownership. Empowered, invested employees are almost universally productive employees.
These approaches also build a stronger sense of team among staff members, which in turn creates mutual accountability. Wilkins suggested creating “Peer Accountability Systems, team structures where members are accountable to each other, not just to leadership. This might include cross-functional project teams, buddy systems for goal achievement, or peer review processes.”
One caveat here is to avoid setting up a “tattletale” environment. While employees should feel empowered to report inappropriate behaviors or actions in the workplace, no one works well if they are constantly looking over their shoulders.
Accountability should also be incentivized. Employees and teams that meet or exceed their goals should be rewarded. Financial rewards are always welcome, but especially for early-stage entrepreneurs still pinching every penny, many other options exist, including a little extra time off or an affordable team outing.
Ultimately, accountability is a relationship. Like every other human relationship, it is based on communication and trust. Communication means true, honest dialogue, centered around constructive, thoughtful feedback and real listening. This in turn builds trust, along with keeping one’s commitments and being genuinely clear and transparent.
“In an entrepreneurial organization, you are building something together,” Jeansonne noted. “Your employees can be one of your biggest assets if you invest in them appropriately.”
Productive accountability, flowing in both directions, is a vital aspect of investing in your staff — and having them invest in your business and you. T
PERSPECTIVES
16 BANKING + FINANCE
Why succession planning is the key to economic resilience in Southeast Louisiana and tips on ensuring success
22 HEALTHCARE
Louisiana’s nursing shortage affects every aspect of our community well-being. The answer to bridging the gap lies in reworking healthcare education
24 ECONOMIC DEVELOPMENT
As an organization that represents the fastestgrowing demographic in Louisiana, your business can’t afford not to know the HCCL
25 GUEST
New Federal law brings prominent shifts for HR, payroll and compliance. Tips on how businesses can turn these changes into opportunity
18 TECH
In June, New Orleans hosted hundreds of maritime professionals from across the continent focused on industry-wide environmental change
LIZ HEFLER is the Greater New Orleans regional president of Hancock Whitney. She may be reached via email at elizabeth.hefler@hancockwhitney.com.
Built to Last
Succession planning is the key to economic resilience in Southeast Louisiana. Here’s how you make sure to do it right.
BY LIZ HEFLER
One factor increasingly determines whether a business thrives or fades: succession planning.
The strength of our region’s future depends on how well we prepare the next generation of leaders to run and grow the businesses that drive local jobs, capital and community investment. Succession is not a retirement decision, it’s a resilience strategy.
A REGIONAL SHIFT: THE
SUCCESSION
GAP IN SOUTHEAST LOUISIANA
In markets like New Orleans, many business owners are nearing or over the age of 65 and are beginning to make decisions about the future of their companies. While these decisions typically lead to financial milestones, they can also raise questions based on transfer of ownership or leadership: Will these companies retain their local character? Will they continue to support the same workforce and community causes? Will they bank locally?
WHY SUCCESSION PLANNING IS ECONOMIC RESILIENCE
Succession is not just about who signs the paychecks, it’s about ensuring a company’s leadership, capital access and business strategy
endure in a time of change. When our commercial banking team evaluates credit opportunities for middle-market companies we look beyond financial statements. We ask: Who is running this business? Do they have the experience, leadership and vision to drive future growth?
We want to see that existing leadership is actively mentoring the next generation—not just choosing a successor but preparing them. In our experience that transition is more successful when a banker, CPA and attorney are brought to the table early. Business owners should ask themselves:
• Who in the company could realistically take over?
• Have they been trained, coached and tested in leadership roles?
• Do they understand how to work with lenders, manage cash flow and sustain operations through economic shifts?
We also work closely with our wealth management team to ensure that succession planning is aligned with the owner’s personal financial goals. A business exit should be a positive financial event, and it takes forethought to ensure the next generation isn’t burdened by debt or illiquidity.
WHAT HAPPENS WHEN YOU DON’T PLAN
The cost of not planning is real. One immediate risk is tax liability. Many owners underestimate the financial obligation that comes with a business sale or ownership transfer. Without proper planning a liquidity crunch can derail even the best intentions.
But longer-term risks are just as damaging. We’ve seen companies stall or shutter when the wrong person was tapped to lead or when a successor wasn’t empowered with decision-making authority. Simply writing down a plan isn’t enough. You must invest in the person, get the organization behind them and give them the tools they need to succeed.
A strong succession plan gives employees, vendors and bankers comfort. When everyone in the organization knows there’s a plan and
they are clear on who will carry it out, that builds confidence and encourages people to root for that person’s success.
SUCCESSION IS PERSONAL—AND RELATIONAL
Succession planning is never a one-hour conversation. It takes honest reflection, long-term thinking and frequent touchpoints. As bankers we take pride in building those relationships over time. We text, call and meet for coffee. That kind of ongoing dialogue helps us understand not just the numbers but the people running the business.
As my grandfather—a business owner himself—once told me, “No matter how much the world changes, people still want to do business with people.” He lived to 97 and ran an international company through waves of economic and technological change. His legacy reminds me that human relationships are the foundation of business success—and succession is one of the most human processes there is.
KEYS TO A RESILIENT SUCCESSION PLAN
Based on our work with businesses across Southeast Louisiana, here are a few takeaways for C-suite leaders preparing for succession:
• Start early. The earlier you start thinking about transition, the more options you have.
• Identify and invest in the right people. Whether family or non-family, the successor needs real leadership development.
• Build your advisor team. A trusted attorney, CPA and banker can help shape your legal, financial and personal plans.
• Know your company’s true value. Too many owners guess at value instead of getting a professional valuation.
• Consider your lifestyle goals. What do you want after the transition—more time, travel, philanthropy, passive income? Align your business exit with your personal vision.
• Involve your bank. Your banker should be comfortable with the transition and involved early enough to ensure it works from a financial and operational standpoint. T
HARBORING CHANGE
In June, New Orleans hosted hundreds of maritime professionals from across the continent focused on industrywide environmental change
BY KELLY HITE
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.
For the first time in its 18-year history, this June the GreenTech Conference — the leading sustainability event for North America’s maritime industry — was held on the Gulf Coast, with New Orleans playing host.
This milestone came after a sustained effort by Port NOLA leadership to bring the event to the region.
“I started advocating to bring GreenTech here two years ago at the GreenTech Conference in Seattle,” said Emily Federer, director of sustainable development at the Port of New Orleans (Port NOLA). “When I gave the closing speech last year at the conference in Halifax, I was proud to officially announce New Orleans as the 2025 host city.”
Over 200 delegates attended this year’s conference at the Hilton Riverside New Orleans, with more than 50 speakers and a dozen exhibitors participating. The conference featured guided tours of local sustainable port initiatives and showcased new technologies and operational practices.
Federer emphasized what the event meant for the city, noting, “It was an incredible opportunity for New Orleans to showcase its leadership in sustainable maritime practices.”
WHAT IS GREEN MARINE?
The decision to bring GreenTech to New Orleans was intentional. The port’s growing leadership in sustainability — anchored by its long-standing participation in the Green Marine certification program — played a major role in the city being chosen to host the event.
Green Marine, the nonprofit organization behind the GreenTech Conference, evaluates and certifies maritime companies — including ports, terminals, shipyards and vessel operators — on a wide range of environmental performance indicators including their air emissions, effect on aquatic ecosystems, underwater noise, waste management and spill prevention. Since its founding in 2007, the program has expanded far beyond its original focus on the Great Lakes and St. Lawrence region, eventually reaching ports and operators across North America and Europe. That global expansion led to the formation of Green Marine International in 2024.
“The decision to hold GreenTech in New Orleans connects with membership growth in the southern U.S., the engagement of Port NOLA as a committed participant, and the city’s strategic role as a major maritime hub,” explained David Bolduc, president and CEO of Green Marine International. “Hosting the event in New Orleans highlights regional progress and the importance of Gulf Coast maritime operations.”
PORT NOLA’S LEADERSHIP AND CERTIFICATION
Since joining Green Marine in 2014 and earning certification in 2015, Port NOLA has steadily advanced its scores, helping set a regional example for sustainable port operations.
Participants score themselves annually on a scale of 1 to 5 in each category, and every two years, Green Marine conducts a third-party audit.
“Our last audit was in 2024, with the most recent self-assessment completed in March 2025,” said Federer. “To maintain certification, you must score at least a level 2 in every category. But it’s not static — Green Marine raises the bar each year,” she added. “That continuous improvement model is a big part of what makes the certification so meaningful.”
Bolduc noted that the certification system is designed to encourage the industry to produce measurable outcomes favorable to the environment and the communities in which they operate.
“Environmentally, participants have demonstrated continual and measurable improvement, with 2024 performance averaging 2.9 on a 1-to-5 scale—sustained despite stricter criteria and a growing participant base. Indicators show a steady upward trend, with an 18% rise in reported performance indicators in 2024 compared to 2023.”
To ensure credibility, Green Marine developed criteria tailored to the maritime industry’s different segments.
“The program criteria are specific to various types of operations — shipping companies, ports, terminals and shipyards,” Bolduc said. “The number of performance indicators grew from six at launch to 15 in 2025. The scope now includes community relations, aquatic invasive species and underwater noise.”
TECHNOLOGY AND CERTIFICATION
Technology plays a central role in helping ports and terminals meet, and exceed, Green Marine
standards. Certified organizations must adopt technologies that monitor and reduce emissions, waste and other impacts.
“In the air emissions category, we’re currently at level 3, which means we’ve done a full inventory of our direct greenhouse gas emissions,” explained Federer. “We’re now working to expand our tracking to include Scope 2 and Scope 3 emissions — including things like procurement.”
Reaching higher levels often involves deploying fuel tracking systems, shore power infrastructure, hybrid or electric cargo equipment, and energy-efficient lighting and buildings. In areas like spill prevention, ports are encouraged to install leak detection systems and double-walled piping.
Advancing through the Green Marine levels typically requires integration of environmental management systems, predictive analytics and clean tech upgrades.
Bolduc emphasized that Green Marine has helped build public trust in the maritime industry.
“The program fosters transparency — mandatory public result reporting — and better communication of actions taken, strengthening trust and social acceptance in surrounding communities,” he said.
TERMINAL OPERATORS AT PORT NOLA
Port NOLA isn’t the only participant in the Green Marine program. Several of its key terminal operators have also committed to certification and continuous improvement — most notably, Ports America and New Orleans Terminal.
PORTS AMERICA
Ports America, one of the largest terminal operators in the country, holds a multi-decade lease on Port NOLA’s Napoleon Avenue and Nashville Avenue terminals. The company first earned Green Marine certification at its Baltimore location in 2022 before adding its New Orleans site.
“Ports America New Orleans has been certified since 2023 and is one of our flagship locations in terms of performance indicators,” said Kelli Hardesty, director of environment and sustainability at Ports America. Hardesty oversees environmental strategy across all of the company’s U.S. operations.
“Our GM-certified sites vary in operations — auto, container, cruise — so applying a tech innovation across the board can be challenging,” she said. “However, we evaluate each indicator and look for ways to apply a corporate-level approach. If sites meet Level 2 for a criterion, corporate initiatives can help elevate them to Level 3.”
That strategy has helped Ports America rapidly expand its participation in the Green Marine program.
“Ports America added six certified sites in 2023, nine in 2024, and five more this year, bringing our total to 21,” said Hardesty. “We challenge all certified sites to go beyond the baseline and strive for the higher levels.”
NEW ORLEANS TERMINAL
New Orleans Terminal has also made the Green Marine program a cornerstone of its environmental strategy. The company earned its certification in 2017 and has used the program to structure and strengthen its sustainability efforts.
“While Green Marine certification wasn’t pursued as a competitive advantage, it has become an essential part of New Orleans Terminal’s commitment to environmental responsibility,” said Kristopher Calkins, CEO of New Orleans Terminal, LLC. “The process provides a structured way to evaluate and improve operations and has deepened our engagement with environmental education both internally and with industry partners.”
Calkins emphasized the broader impact of those efforts.
“By adopting higher environmental standards, New Orleans Terminal contributes to a cleaner, more sustainable port ecosystem,” he said. “These efforts not only reduce our environmental footprint but also encourage a ripple effect throughout the regional maritime and logistics community.”
The company also collaborates regularly with Port NOLA to ensure consistency in environmental practices.
“Ongoing collaboration allows both organizations to share knowledge and improve daily practices,” said Calkins.
BROADER STRATEGY AND COLLABORATION
For Port NOLA and its terminal partners, Green Marine certification is just one element of a broader, long-term commitment to sustainable development.
“We’re also enrolled in the Envision program through the Institute for Sustainable Infrastructure, which is like LEED but for civil infrastructure,” said Federer. “It helps us embed sustainable thinking into our planning and project delivery from the ground up.”
That shared focus has also deepened collaboration between Port NOLA and certified terminal operators.
“Being Green Marine certified in New Orleans, along with Port NOLA, has strengthened our relationship,” said Hardesty. “We share environmental goals, collaborate regularly, and support each other within and beyond the Green Marine framework.”
Another example of Port NOLA’s environmental work is its Clean TRIP program. Launched in 2016, the Clean Truck Replacement Incentive Program (Clean TRIP) offers rebates to truck and fleet owners who replace aging diesel trucks with cleaner-burning models that meet EPA standards.
To date, more than 100 short-haul drayage trucks have been replaced, reducing fine particulate emissions by 96% — equal to taking 116,000 cars off the road. Carbon dioxide emissions dropped by 870 tons per year, and nitrogen oxide emissions were reduced by 91%.
“Our Clean TRIP program has helped us achieve progress in multiple Green Marine categories,” said Federer.
The program has been supported by $6.25 million in funding, including EPA Diesel Emissions Reduction Act (DERA) grants, Louisiana DEQ funding, and matching funds from the port.
“There aren’t any commercially available electric Class 8 trucks yet, but we’re closely following that technology,” said Federer. “In the meantime, we’ve secured additional funding to replace another six trucks in 2026.” T
SARAH HIGGINS is the regional vice president of operations at Herzing University, a nationally recognized leader in career-focused education. She specializes in expanding access to healthcare and nursing programs for nontraditional students, helping working adults and career changers build meaningful careers.
Train Local. Hire Local. Heal Local.
The answer to Louisiana’s nursing shortage lies in reworking healthcare education
BY SARAH HIGGINS
Louisiana is facing a critical shortage of nurses — especially in rural communities where healthcare resources are already stretched thin. A projected shortfall of approximately 6,000 registered nurses by 2030 represents a 40% gap in the workforce.
While the issue may seem isolated to hospitals or clinics, the nursing shortage is, in fact, a workforce crisis with far-reaching economic and community impacts.
When hospitals can’t fully staff essential roles, the impact is felt in several important ways, including making a region less appealing for companies considering relocation or expansion and slowing the adoption of new care models, telehealth, and other healthcare innovations — sectors that typically attract venture capital and health tech investment. Shortages can also force hospitals and clinics to rely on costly contract or travel nurses.
The solution begins with expanding access to affordable, career-focused healthcare education. By removing barriers to nursing and
allied health training, we can build a stronger, more local workforce and ensure all Louisiana communities have the care they deserve.
HIGH-WAGE, HIGH-DEMAND CAREERS
Louisiana has one of the highest poverty rates in the nation, with 19.6% of Louisianans living at or below the Federal Poverty Level in 2021. This economic instability significantly hinders access to and affordability of healthcare, particularly in rural areas where poverty is often more concentrated.
Nursing programs can enable individuals to transition from minimum-wage work to high-demand healthcare careers that pay a family-sustaining wage, often in under three years.
A new graduate entering the field can earn a strong annual salary — averaging $80,000 in Louisiana for registered nurses — with potential for continued growth.
A NEW MODEL FOR RURAL WORKFORCE DEVELOPMENT
Challenges like geography, cost and family obligations can make it difficult to pursue a degree through a four-year, on-campus format. Flexible, student-focused learning models can help reduce these barriers and support broader access to education.
A hybrid/online campus approach — combining online coursework with in-person clinical experiences — may offer a more accessible option for some students. This model can reduce the need for long commutes or relocation and provide opportunities for students to apply their learning in hands-on settings.
Students who train within their communities are more likely to remain and care for the community they love. In turn, patients may feel more comfortable receiving care from providers who understand and reflect the communities they serve.
MAKING EDUCATION MORE PRACTICAL AND ACCESSIBLE
Healthcare and higher education can collaborate to make degrees more affordable and accessible. Many hospitals and clinics offer tuition reimbursement to support employee
advancement, while colleges often provide tuition discounts to staff at clinical sites that host their students. These partnerships reduce financial barriers and expand access to the clinical training essential for graduating the next generation of healthcare professionals.
THE RIPPLE EFFECT OF A HEALTHIER WORKFORCE
Research shows that increasing the number of registered nurses in a community can reduce hospital readmissions, significantly lowering overall healthcare costs. These improvements contribute directly to stronger local economies. When more people are healthy, employed and insured, every business benefits.
Accessible nursing education also supports the creation of a more diverse and representative healthcare workforce. Patients experience better care when treated by providers who understand their background and culture. This understanding, often referred to as “cultural competency,” fosters trust, enhances communication, reduces disparities and overall provides a better patient experience.
A CALL TO ACTION FOR LOUISIANA’S BUSINESS AND CIVIC LEADERS
Of course, no single institution or program will solve the rural nursing shortage alone. It requires ongoing collaboration between education providers, employers, policymakers and civic leaders. Together, we can reimagine how workforce development and higher education align to meet the needs of today’s communities.
That means supporting models of education that are flexible, affordable and aligned with evolving workforce needs. It also means recognizing that conversations about economic development and education are deeply connected — both play a vital role in strengthening communities.
When students can pursue healthcare education closer to home, it may contribute to a stronger local talent pipeline. With continued partnership and investment, we can help expand access to care, support rural health systems, and open more doors for individuals seeking meaningful careers in healthcare.T
PERSPECTIVE ECONOMIC DEVELOPMENT
MAYRA PINEDA is president and CEO of the HCCL, where she has worked tirelessly to develop strong and long-lasting business relationships between Louisiana, the Hispanic community and Latin America. She may be reached via email at mpineda@hispanicchamberla.com.
Do You Know the HCCL?
This organization represents
the
fastestgrowing demographic in Louisiana, so your business can’t afford not to
BY MAYRA PINEDA
The Hispanic Chamber of Commerce of Louisiana (HCCL) stands as the largest and most impactful Hispanic business organization in the state.
As a mission-driven nonprofit, HCCL is dedicated to fostering and promoting Hispanic-owned businesses by connecting them with essential resources, growth opportunities and a robust network of support.
The organization’s work is grounded in four key pillars: education, workforce development, networking and advocacy. Each initiative is strategically designed to serve the unique needs of diverse community segments, ensuring culturally relevant and accessible support.
Whether it’s offering technical assistance for job applications and business forms or hosting high-profile events featuring prominent keynote speakers and panelists, HCCL is
a hub for those seeking to engage with Louisiana’s fastest-growing demographic — one that represents immense purchasing power, skilled labor and vibrant cultural influence.
As New Orleans commemorates 20 years since Hurricane Katrina, it is important to recognize the instrumental contributions of the many Hispanic laborers that help rebuild the city. Since that time, the workforce in areas like construction, hospitality and diverse service industries has included many of Hispanic descent.
HCCL is deeply committed to cultivating a thriving business environment that drives economic development across the region.
Think of us as a bridge connecting businesses and leaders through our network. Over the past 14 years, I have expanded the chamber’s reach across Louisiana by building strategic partnerships and creating innovative collaborations that have benefited countless businesses. The
HCCL has remained focused on advancing the Hispanic business community to enhance the broader economic, civic and cultural landscape. By collaborating with peer organizations and civic leaders, HCCL continues to launch initiatives that uplift and strengthen the regional business ecosystem.
The chamber’s impact is far-reaching — HCCL delivers over 400 workshops annually, hosts eight signature events and actively collaborates with numerous stakeholders to touch the lives of more than 1,000 individuals each year. Its Bilingual Workforce Training and Business Development Center provides vital training opportunities to job seekers and entrepreneurs. Programs include digital and financial literacy, Excel, Word, QuickBooks, entrepreneurship, Canva, marketing fundamentals, plan reading and soft skills development such as resume building, interview techniques and women’s empowerment workshops. These programs equip participants with the tools and confidence to succeed in today’s competitive job market.
In addition to its domestic initiatives, HCCL plays a vital international role by serving as a conduit between Louisiana and Latin America and Spain. Through trade missions, international expos and global partnerships, the chamber actively works to strengthen trade relations and re-establish Louisiana’s identity as the “Gateway of the Americas.” These efforts create mutually beneficial opportunities and reinforce the state’s relevance in the global marketplace.
HCCL’s mission would not be possible without its valued partners. The organization is proud to collaborate with essential resource providers like the U.S. Small Business Administration, Louisiana Economic Development and the United States Hispanic Chamber of Commerce. These alliances enable HCCL to continue driving change and empowering the business community for long-term success. T
AMY B. BAKAY, SHRM-SCP, is the founder and CEO of HR NOLA. She may be reached via email at amybakay@hrnola.com.
The “BBB” Means Big Changes for Your Business
New federal law brings prominent shifts for HR, payroll and compliance
BY AMY BAKAY
The passage of the “One Big Beautiful Bill” Act is one of the most sweeping legislative updates to labor and employment law in my recent memory. With wide-ranging implications for employers, employees and compliance professionals alike, this legislation marks a turning point in how U.S. businesses will manage their workforce across pay, benefits, eligibility and audits.
Whether you operate a restaurant, manage a warehouse or lead a professional services firm, these changes will likely touch your payroll systems, benefits administration and HR policies. Here’s what you need to know—and how your business can respond strategically.
1
NO
FEDERAL TAX ON OVERTIME AND TIPS (2025–2028) For the next three years, tipped and hourly workers will benefit from a temporary provision that allows significant portions of overtime and tip income to be exempt from federal taxation. What it means:
• Employees in “customarily tipped” occupations — like servers, bartenders, hotel staff and hairstylists — can deduct up to $25,000 annually in eligible tip income.
• Only tips reported for payroll tax purposes and subject to federal withholding qualify.
• Overtime pay, as defined under the Fair Labor Standards Act (FLSA), is also partially deductible but only the premium portion (the amount paid above 40 hours at 1.5x rate). Why it matters: This change may increase employee take-home pay, providing a valuable tool for recruitment and retention in industries with high turnover. Employers, however, must ensure proper payroll tracking and new W-2 reporting to remain compliant.
2
DEPENDENT CARE FSA LIMIT INCREASE (2026)
Effective in 2026, the annual contribution cap for Dependent Care Flexible Spending Accounts will rise from $5,000 to $7,500.
Considerations for employers:
• Unlike healthcare FSAs, the dependent care limit still does not adjust with inflation.
• Employers will need to revise plan documents, notify participants and ensure ongoing nondiscrimination testing per IRS regulations. For working families this modest increase may offer more flexibility in managing child and elder care expenses, which in turn supports workplace productivity and engagement.
3
INCREASED IMMIGRATION ENFORCEMENT AND FORM I-9 SCRUTINY Funding for Immigration and Customs Enforcement (ICE) worksite enforcement has tripled. That means more audits, more Form I-9 inspections and potentially higher penalties.
Industries most likely to be targeted: Construction, agriculture, hospitality and logis-
tics are sectors that traditionally rely on large numbers of hourly or contract workers.
Best practice:
audit now. Ensure forms are up to date, verify proper documentation and train managers on how to respond to audits professionally and within legal guidelines.
4
MEDICAID WORK REQUIREMENTS AND WORKFORCE IMPLICATIONS A new federal requirement mandates at least 80 work hours per month for non-disabled, working-age adults to retain Medicaid eligibility. While intended to encourage employment, this could disrupt coverage for part-time or variable-schedule workers.
Implications for businesses:
• HR departments may be asked to certify hours or employment status.
• Employers with lower-wage, part-time staff may see an increase in absenteeism or turnover if workers lose healthcare access.
• This may prompt job seekers to prioritize roles that offer more stable schedules or employer-sponsored health plans.
5
EXPANDED USE OF HSAS AND TELEHEALTH BENEFITS Starting in 2026, new legislation will permanently expand the use of Health Savings Accounts (HSAs). This is a welcome change for small businesses and entrepreneurs offering high-deductible health plans who want to supplement benefits with low-cost care options. Opportunity in the Details: These regulatory shifts signal a growing emphasis on modernizing workplace benefits, increasing enforcement of labor laws and incentivizing employment in key sectors. While compliance demands will increase, forward-thinking businesses can use these changes to reexamine their policies, strengthen employee value propositions and better align with the evolving labor market.
In times of regulatory change, clarity and preparation are your greatest assets. Whether it’s revising benefits plans, updating payroll processes or preparing for audits, the businesses that thrive will be those that meet change head-on — and turn it into opportunity. T
ON THE
FUTURE EYE
THE DOWNTOWN DEVELOPMENT DISTRICT’S NEW LEADER TALKS
CRIME, THE SUMMER SLOWDOWN AND THE OPPORTUNITIES HE’S EXCITED TO JUMP ON.
KEITH TWITCHELL
BATTISTELLA
THE NEW ORLEANS DOWNTOWN Development District (DDD) is one of those agencies that almost everyone has heard of, and few people really understand. And yet, it has a prominent role in the success of an area critical to the city.
At just 1.2 square miles, Downtown is home to more than 4,300 restaurants and 1,200 businesses (including 102 hotels), that together employ more than 56,000 people. This densely packed area is responsible for one-third of the city’s sales tax collection — all of this was noted in the DDD’s latest “State of Downtown” report for 2025.
“I do think that we have pretty high name recognition: Most people have heard of the Downtown Development District, but I think that second question of ‘What do they do?’ isn’t always easy to answer,” noted Seth Knudsen, who became the new president and CEO of the DDD in May.
Any confusion would be understandable: The DDD is not an economic development agency, though it supports commerce and business growth and makes investments in Downtown buildings. It is not a public safety agency, though it contributes significantly to safe streets and facilities within its borders. It is not a sanitation agency, though it works diligently to remove graffiti and maintain cleanliness Downtown.
For a little bit of background, the Louisiana Legislature created the DDD in 1974 to serve as the nation’s first assessment-based business improvement district — meaning it works to improve the economic development, security and sanitation of a district that stretches from the Mississippi River inland to Claiborne Avenue and from the Pontchartrain Expressway east to Iberville Street — (the French Quarter technically begins at Iberville, not Canal Street).
Operating out of its headquarters at Place St. Charles, the agency is governed by an 11-member board of commissioners and has a staff of about 35 people. Its primary funding comes from a dedicated city millage, which is augmented by bonds, grants and other revenue sources. The DDD then uses its funding to distribute grants to businesses within its operating area for various items such as sidewalk improvements, lighting and façade improvements.
A native New Orleanian, Knudsen’s long career in public service has included stints with the New Orleans Redevelopment Authority, Housing Authority of New Orleans and City Planning Commission, among other governmental agencies. Recently, he sat down with Biz New Orleans to discuss his take on the agency and Downtown New Orleans in general, as well as his plans and visions for this critical economic engine for the entire greater New Orleans region.
HOW WOULD YOU DESCRIBE THE DDD? Legally and technically speaking, it is a government agency. It’s a state-chartered agency that operates within exclusive boundaries. It’s similar to NORA (New Orleans Redevelopment Authority), operates in Orleans Parish, is set up by state statute. It’s similar to the Sewerage and Water
Board on some level, in terms of administrative structure. I think if you look at the organization, maybe “quasi-governmental” comes to mind, but there really isn’t any private sector component to it.
WHAT DO YOU SEE AS BEING THE MAIN ROLE OF THE DDD? The DDD is here to create a superior environment to live, work, play and invest in Downtown. That includes things that people can see, in terms of cleanliness, sanitation and safety, but also some things many people can’t see on the policy side. We’re here to work with and support the city in creating a superior Downtown.
PRIOR TO COMING HERE, YOU WORKED AT SEVERAL OTHER NEW ORLEANS GOVERNMENT AGENCIES – HOW WILL THIS EXPERIENCE INFORM YOUR WORK AT THE DDD? I have a lot of experience in housing, economic development, planning, infrastructure in this market. I have a good understanding of the landscape, how things work and, in some cases, how things don’t work. I also have an appreciation for the role of special-purpose, small government agencies, the opportunities for partnerships and to supplement what City Hall is doing on a day-to-day basis.
WHAT DO YOU SEE AS THE BIGGEST CHALLENGES FACING THE DDD RIGHT NOW, AND WHAT ARE YOU DOING TO ADDRESS THEM?
There are a few notable challenges, but they’re also opportunities. I think the No. 1 challenge is the perception of Downtown as an unsafe place.
It’s very interesting — the crime statistics tell a very different story than the average city or greater New Orleans resident thinks about Downtown. It’s been trending in the right direction for several years now. Eighth District crime statistics suggest that 2025, despite some high-profile criminal activity that’s taken place this year, is on track to be one of the safest years in the last 50 or 60 years. And if you talk to folks who live and work
Downtown today, they recognize this disconnect. And yet there is this very persistent perception from friends, relatives and folks who don’t come Downtown on a regular basis that perhaps Downtown isn’t as safe as it is. That’s the single biggest challenge.
WHAT DO YOU DO TO TRY TO OVERCOME THAT?
One thing I’ve learned from having grown up here: It’s hard to get people to change opinions that have built up over long periods of time. We see part of our role as trying to amplify the good news coming out of Downtown.
One thing we have that is a great resource is a weekly newsletter that highlights what is going on Downtown, both in the public sector and private sector.
We are also talking to some of our partners at the city, the Chamber of Commerce, New Orleans & Company and others about how we get the good news out about crime being down. It’s a good problem to have — it’s not one that has been a persistent challenge in terms of always having good news to report, but for once in this post-Katrina era we have a solid trend line in a positive direction for several years, and we need to get the word out.
I think one of the things that we must work on collectively is more local usage and presence in Downtown. There’s been a lot of discussion about the challenges businesses face in summer, it’s the slow season for hospitality, and Downtown and the French Quarter are both areas that have that challenge. Folks remark to me all the time, ‘Oh, I’m really sorry that restaurant closed.’ But if you ask them when was the last time they went, it’s been a long time — too long for those restaurants to survive.
These businesses really need our support, particularly in these more challenging summer months.
I think one of the things we’ll be working on next year is whether we can develop some programs to create some incentives for folks to take another look at Downtown and come down during the summer.
WHAT ABOUT THE OFFICE MARKET?
I think there are some lingering challenges from the pandemic in terms of office operations, the number of workers who are Downtown daily. We don’t have as good a way of tracking that as some other cities, where there’s card access to all the buildings and
you can track comings and goings that way, but we do have a proxy for it in terms of garage usage. This office is a good example of it; there are more people in the office Tuesday through Thursday than there are Monday and Friday. That has impacts on some of the small businesses in the surrounding area that have relied on office workers being here 40 hours a week, and that rhythm has changed.
We’re still trying to have some adjustment in the market Downtown to reflect what that’s going to be like going forward.
The last big challenge from my perspective is that we have just a handful of high-profile vacant buildings. There’s Charity, there’s the Whitney complex, there’s a school, all of which are interesting opportunities for investment.
Real estate development is a challenge, and not just in New Orleans right now —
this is part of a national phenomenon. Interest rates and construction costs have risen at a very notable pace over the last several years. There’s only so much we can do to address market conditions, but getting those historic buildings back online and in commerce is critical.
WHAT DO YOU SEE AS SOME OF THE BIGGEST OPPORTUNITIES DOWN HERE? I think Charity represents both the biggest challenge, that’s a literal and figurative challenge at a million square feet, but also the biggest opportunity, especially in that quadrant of Downtown, adjacent to the sports district, the hospitals, the Biodistrict. The potential for that area for economic development that’s meaningful not just to Downtown but to the region is really significant. I’m hopeful that the contours of the deal and Tulane’s commitment to the project
mean that we are going to get to a transaction sooner rather than later. Bringing that facility back online will really unlock investment in the surrounding area.
WHAT ARE SOME OF THE POLICY ITEMS YOU’VE BEEN WORKING ON? One of the things we’ve been doing with the city is updating the Canal Street study that was done a very long time ago. We are taking a look at Canal Street today, what the existing policy framework is, what that’s resulted in in terms of investment and development over the years, and what tweaks may be necessary to foster the continued development of Canal Street.
WHAT WOULD YOU CALL YOUR SIGNATURE PROGRAMS? The tagline I’ve developed for the DDD is “Cleaner, Safer, Stronger.” The sanitation activities that people are used to seeing in terms of litter pickup, pressure washing of sidewalks, those types of activities that we’re doing on a 24/7 basis, that’s where most people see DDD out in the community.
We also have public safety programs that have different levels to them. We have Public Safety Rangers who are employees of the Downtown Development District who do homeless outreach, help tourists with hospitality-related concerns and questions, and do safe walks for our residents and workers after hours if they want someone to accompany them to their home or vehicle.
On the economic development side, some of the higher-profile programs over the years have been façade improvements and investments on Canal Street.
WHAT ARE SOME OF YOUR IMMEDIATE PLANS? Taking a look at all of our existing operations. I think there is always room for improvement on service delivery.Obviously that’s a very high-profile topic in an election year and also more generally. We’re looking at our clean and safe operations, trying to figure out where there is room for improvement.
THE SUPER BOWL HAD A VERY POSITIVE IMPACT ON DOWNTOWN. ARE THERE ANY SPECIFIC PLANS TO BUILD ON THAT PROGRESS? Yes, even in my short time here, there’s been a great legacy of those partnerships that were forged in advance of that event. In the case of the DDD, in particular, with GNO, Inc., the Biodistrict, I think there are some long-term opportunities for us to continue to partner with those organizations, to leverage each other’s efforts and to fulfill our respective missions together. We’ve done some investment on behalf of the Biodistrict — landscaping and some lighting analysis. We’ve also worked with GNO, Inc., on some projects like the murals on Canal Street. Those kinds of conversations are continuing.
I also think that with the new mayor and the new council coming in, there may be opportunities for the Downtown Development District to partner with the city and maybe take on an even larger role with some of those long-term maintenance projects that there was a great push to address in advance of the Super Bowl. A lot of it was deferred maintenance, and I think there is an opportunity to get past the maintenance backlog and start looking at some longer-term improvements to Downtown.
DOES IT MAKE A DIFFERENCE TO HAVE A LOCAL PERSON IN THE TOP POSITION AT THE DDD I guess we’re going to find out! [laughs] I think it does, and not that it necessarily is inherently superior, but I do think it offers some very specific advantages.
Specifically in my case, having worked in and around local governments since before Katrina, I know the players, I know the landscape. I feel that I got a little bit of a head start over someone coming in from outside in terms of understanding the framework that the DDD operates in.
I did have some interesting feedback since I got the job from some friends and colleagues in government that remarked to me that it was important to them that one of these high-profile jobs actually went to someone local. It was interesting, I didn’t think of my candidacy that way, sort of like being a local option versus non-local options, but I’ve been surprised and interested to hear that feedback.
I think maybe there was an assumption that certain high-profile jobs don’t go to locals, but in this case that was challenged and welcomed by some folks in the community.
WHAT DO YOU WISH PEOPLE KNEW ABOUT DOWNTOWN NEW ORLEANS AND ABOUT THE DDD?
There’s a lot of cool stuff happening here — a lot of stuff that people don’t know is happening. There are interesting new local businesses that have opened here.
I feel like Downtown in a lot of ways is the land of “what’s next” before we know what’s next. I’ve seen evidence of that in my time here with some of the new businesses that have opened, some of the small businesses that are doing research and development in new offices Downtown that you would never know passing on the street. Honestly, people should be more aware and really proud of some of the things that are happening down here.
Regarding the DDD, I think that there’s a hope on the part of some people that if there’s a problem Downtown, the Downtown Development District can fix it. Our statutory mandate isn’t quite that broad, but if I can get folks to remember that we provide a cleaner, safer and stronger Downtown, then we can start to have a greater appreciation for what the Downtown Development District is trying to do and the opportunities it provides.■
BY KIM SINGLETARY
WHAT BUSINESS WANTS
ILLUSTRATIONS BY WESTON WEI
THE BUSINESS COMMUNITY SPEAKS OUT ABOUT WHAT ISSUES MATTER MOST TO THEM AHEAD OF NEW ORLEANS’ MAYORAL ELECTION ON OCTOBER 11, AND THE TOP THREE CANDIDATES SHARE THEIR PLANS.
EW ORLEANS’ problems aren’t news to anyone who lives here. Issues from aging infrastructure, to crime, to affordable housing to the inevitable summer slowdown have long been a part of life here in the Crescent City. The last five years, however, have been especially tough, with first a global pandemic, then four hurricanes — including two that caused significant damage, setting off skyrocketing insurance rates.
Pair all of this with streets that remain torn up, sometimes for years, persistent trash service failures, and a city government plagued with inefficiencies and scandal and the unsurprising result has been many residents reaching their breaking point.
While New Orleans has happily shed the title of “Murder Capital of America” — and is even on pace to hit a 50-year low in homicides in
“We need a vibrant Downtown with cranes in the sky. Cranes indicate growth and opportunity. You see this in neighboring cities: Houston, Dallas, Nashville, Atlanta. To keep our kids here, we need to make sure there are job opportunities right here at home.”
Natalie Barranco, CEO, Prime Business Advisory Solutions
2025) it has picked up another heinous title, the metro area (of more than 500,000 residents) with the biggest population loss in the nation over the past three years.
A shrinking population is bad for business, no matter what your industry, so the big question is how do we turn things around? A lot of hope right now is riding on the upcoming mayor’s race. Current Mayor LaToya Cantrell is ending eight years in office having survived a 2022 recall campaign and multiple scandals which contributed to a 27% approval rating, according to a recent annual poll commissioned by the New Orleans Crime Commission. On Aug. 15, a federal grand jury indicted her for corruption.
As of mid-August, 11 candidates were running for the mayor’s seat, with three consistently being placed in the top of the polls — City Council members Helena Moreno and Oliver Thomas and Louisiana Sen. Royce Duplessis.
In late July, we reached out to the 2025 class of our sister publication, the Biz New Orleans 500 — an annual publication that highlights the most influential, involved and inspiring executives in every industry in the region. We asked them to share the top three issues that they most want the new mayor address. You’ll find many of their more detailed responses here, along with a chart that illustrates how popular each issue was with these executives.
Most importantly, however, we reached out to each of the top candidates and asked them to share (in 250 words or less) what they would do to address three of the most popular concerns.
We hope you find this of value because as Mayra Pineda, president and CEO of the Hispanic Chamber of Commerce of Louisiana succinctly put it, “This is a critical election for the city of New Orleans, and I think one where we will see much more participation because the citizens are frustrated and tired.
“Impending changes to key safety net programs could have long-term consequences, and while we’ll always advocate for policy rooted in dignity and opportunity, the local response must also be strong, strategic and unified. The future of our city and region is rooted in our people, not politics, and it’s time we act accordingly.”
Michael Williamson, CEO, United Way of Southeast Louisiana
Infrastructure was the most mentioned concern among the top local business leaders we surveyed. What would be your top three action items to address this topic upon taking office?
MORENO I’m committed to delivering real, visible results to improve infrastructure across New Orleans. My first priority will be to bring a culture change to City Hall, where responsiveness, accountability and urgency are standard. City services should be fast, reliable and citizen-focused, not bogged down by bureaucracy. Residents deserve the same level of coordination and execution we see when a major event like the Super Bowl is approaching, every single day.
Second, I will establish an Infrastructure Operations Task Force to coordinate all street, drainage, and water projects across agencies and utilities. This team will include senior staff and key stakeholders, meeting frequently to ensure that work is progressing on time, on budget and with clear communication. With this unprecedented level of coordination, we will reduce costs, time and redundancy.
Third, I will build skilled, in-house city work crews to handle street-level repairs like paving, potholes and streetlights. We’ve seen how outsourcing, disorganization and poor quality control have made infrastructure repairs slow and expensive. By hiring experienced staff and training local talent, we can cluster work in neighborhoods and complete it all at once.
New Orleans deserves infrastructure that works and leadership that delivers. I am ready to lead that change with urgency and focus, starting on day one.
THOMAS I’m going to fix our streets fast with a 90-day pothole guarantee and strict oversight to eliminate delays and waste. I’ll
MORENO
Born in Xalapa, Mexico, Moreno formerly worked as an Emmy-winning investigative reporter for WDSU-TV before entering politics. She was elected to the Louisiana House of Representatives in 2010 to represent New Orleans’ District 93A and has served as an at-large member of the New Orleans City Council since 2017, including as president from 2019 to 2023, and chaired multiple boards. She currently chairs the council’s Climate and Sustainability Committee and the Economic Development Committee.
fully staff the Department of Public Works and implement a “Dig Once” policy to stop repeated street closures for the same repairs. I’ll also bring pride back to every neighborhood with clean streets, working drainage and reliable city services. No more excuses, just results.
DUPLESSIS When it comes to infrastructure, we don’t need to reinvent the wheel; we need to make the wheel turn. My approach is simple: better coordination, accountability and transparency.
As mayor, I will require all agencies involved in infrastructure — DPW, Capital
LOSS POPULATION
Projects, Resilience and Sustainability, SWBNO, Entergy, and others — to follow a unified project timeline and proactively communicate. We will regularly engage with community leaders about infrastructure projects and be transparent with citizens about progress or delays.
We must stop doing the same work multiple times. Every time a street is repaved without coordinating underground work, taxpayers pay the price. Before repaving, we must align our schedules to ensure the job is done correctly the first time.
This is not just about convenience; it’s about economic survival. Small businesses can’t afford to be shut down for months because of repeated or poorly coordinated construction. We know what needs to be done. Now we need to act.
New Orleans taxpayers are already paying for infrastructure. The issue isn’t funding alone; it’s follow-through, and failure to embrace new actors to help think creatively about how to deliver a better return on investment to the residents. As mayor, I’ll bring the discipline and urgency needed to deliver results, end wasteful duplication, and give residents and businesses the transparency and reliability they deserve.
Ashortage of qualified workers continues to be a major issue for area businesses as New Orleans also struggles to retain residents. What is your plan to help bridge this gap?
MORENO Addressing the population loss is central to why I’m running for mayor. It’s all rooted in quality of life; and New Orleans cannot thrive without strong city services and real opportunities. We must make this a city where people want to stay and are able to build their futures.
My plan focuses on three key areas. First, I will improve the delivery of basic city services. Clean, safe neighborhoods and reliable infrastructure are essential to retaining residents and attracting talent (and jobs).
Second, I will champion economic development by supporting small businesses and entrepreneurs, attracting new industries, and creating a business-friendly environment. I’ll
“New Orleans has an opportunity to grow a skilled trades workforce that reflects our city’s diversity and character. A mayor who champions trade education, apprenticeships and incentives for hiring locally could drive generational economic impact across industries.”
Ryan Mayer, Owner, Mayer Building Co.
“In New Orleans proper, wealth is further aging in concert with a declining population. This is equivalent to burning your gumbo roux from an economic lens. Our city’s economic foundation is quite challenging to recover from as is. We need to discard it and start over.”
Jarrett Cohen, CEO and CIO, JECohen Co.
OLIVER THOMAS
Known as “OT,” Thomas is a native of New Orleans’ Lower Ninth Ward. Formerly an account executive, Thomas’ previous work has also included serving as the capital projects manager for New Orleans’ Downtown Development District and as a property manager in the private sector. He served on the New Orleans City Council from 1994 to 2007 representing District E, when he left after pleading guilty to bribery charges. Thomas was then elected back to the council to represent his home district, District B, in 2021 and has been serving since 2022 on multiple committees.
work directly with business leaders, workforce development partners and educational institutions to align training programs with real job market needs, including vocational and technical training.
Third, I will build partnerships to invest in youth and adult workforce development. That means expanding apprenticeship programs, job placement pipelines and wraparound services like childcare and transportation that help people stay in the workforce.
My track record shows I can bring people together and get results. As mayor, I will lead with urgency and a focus on opportunity for all.
THOMAS I’m going to bridge the workforce gap by expanding job training and apprenticeship programs, especially for youth and returning citizens, so residents are ready for high-wage, high-demand careers. I’ll invest in small business growth, homeownership access and economic mobility programs that help people build stable futures right here in New Orleans. When we grow opportunities from the neighborhood up, we keep talent here and help every family thrive.
DUPLESSIS To succeed, New Orleans must make forward-looking decisions that build on our strengths and address our weaknesses.
When I launched my campaign, I promised to guide New Orleans to again be America’s leading port. Expanding our port will build on our assets to attract new jobs and industries and lead to inclusive economic development
8% OF RESPONDENTS SAID THAT INDUSTRY DIVERSIFICATION IS A TOPIC OF CONCERN
across our community. Additionally, the BioInnovation District, our universities, and hospitals are positioning New Orleans as a hub for healthcare, biotech and research.
We must expand access to workforce training that aligns with real industry needs identified by our businesses and economic development agencies, including technical certifications, apprenticeships and new technologies. Strategic investment in workforce development will grow jobs and support a more inclusive economy. We can also attract remote workers by promoting our culture, affordability and quality of life, strengthening our tax base, and revitalizing neighborhoods. We also need to align the existing workforce and training programs with employer demand. I’ll ensure public investments are coordinated, not redundant.
I’m committed to making New Orleans livable and affordable. When residents face rising housing costs, utility bills and unreliable city services, we risk losing talent and community. Stopping the exodus of New Orleanians will ensure more qualified workers are available.
The city also directly affects job creation through permitting, licensing and procurement. Delays and unpredictability hold back businesses and hiring. I’ve passed legislation to support job growth and returning citizens without raising taxes. I’ll bring that same practical, results-driven mindset to City Hall.
Bureaucratic inefficiencies, including a notoriously slow permitting process, is also a major concern of area business professionals. What would be your first steps in making New Orleans more efficient?
MORENO Fixing the city’s broken bureaucracy and slow permitting process will be one of my top priorities. Delays and red tape are driving away invest-
8% OF RESPONDENTS SAID PERMITTING/ BUREAUCRACY IS A TOPIC OF CONCERN
ment, stalling projects and frustrating residents and business owners. That must end.
I will also overhaul the Safety and Permits Department. That includes hiring qualified staff, improving customer service, and implementing updated systems with performance standards and clear timelines for permit review and issuance. I’ve already begun working to eliminate unnecessary legislative hurdles that slow down progress.
As council president, I’ve pushed for accountability and transparency in city operations, including bringing in the legislative auditor to investigate delayed vendor payments. As mayor, I’ll implement the auditor’s recommendations. That’s essential to rebuilding trust with the high-quality contractors we want to work with.
I’ll also lead a local and national search for an experienced, reform-minded chief administrative officer to help restructure departments with a focus on efficiency and results. New Orleans deserves a 24/7 mayor and a city hall that works with urgency — like the Super Bowl is coming every day.
Finally, I’ll continue leading efforts to make development incentives fairer and more predictable. Businesses deserve clarity, not political favoritism.
Efficiency at City Hall is key to unlocking our city’s growth, and I’m ready to deliver it.
THOMAS The first step is streamlining City Hall — starting with a fully upgraded 311 system that tracks every request and response in real time. I’ll cut red tape by improving the
SEN. ROYCE DUPLESSIS
New Orleans native Royce Duplessis spent years in Washington, D.C., where he founded the Howard Energy and Environmental Law Society and worked as an intern with the EPA and the White House Council on Environmental Quality. He then returned home to practice energy law and champion criminal justice reform. Since 2018, Duplessis has served as a Louisiana state senator and currently serves on the board of the Innocence Project and the Governor’s Council on the Success of Black Men and Boys. He also serves as chair of New Orleans City Planning Commission and has a legal practice focused on civil litigation.
“The time to go through the permitting process in the whole region is ridiculously long and circuitous — Orleans, Jefferson and St. Tammany all have the same issue. I’m working on projects in Mississippi and western Louisiana, and we see none of these problems.”
Ron Blitch, Owner, Blitch Knevel Architects
“I am not sure what the silver bullet is on flood insurance, but coastal restoration is a key component. Does the incoming mayor understand that we need wetlands to protect our levees and floodwalls? Is the mayor willing to use some of the parish GOMESA funds to dedicate to coastal restoration in Orleans Parish?”
Kristi Trail, Executive Director, Pontchartrain Conservancy
One-Stop permitting platform and holding every department accountable with public performance reviews. City government will stop being a barrier and start being a partner — working faster, smarter and for the people.
DUPLESSIS Efficiency is about leading better, not spending more. I will set clear expectations for faster, more predictable permitting without adding cost or bureaucracy. Safety and permits spending rose from $7 million in 2018 to over $11 million in 2024. At the same time, building permit revenue dropped by $2 million and service quality dropped even more.
Innovation is often about simplification, not just new technology. We’ve moved backward by allowing departments to operate in silos, even though their work is interconnected. The Matrix Group’s permitting findings weren’t about tech failures; they were about operations, HR, and management needing better supervision. I will expect every department leader to understand the full impact of their team’s work. We’ll reintroduce the public “STAT” meetings to identify and solve barriers like those SWBNO faces in delivering services.
I will simplify processes and eliminate duplicative reviews that delay projects without adding value. Many delays stem from internal policy, not law. I will remove these roadblocks. Residents and businesses deserve permitting processes with integrity and efficiency.
We’ll establish clear timelines so businesses and developers can plan realistically. Applicants should always know where their permit stands and when to expect a decision. I’ll require regular reporting and public updates through the STAT meetings using existing tools. Delays in permitting, costs businesses and residents more, add to frustration and hinder growth.
I’ve cut through bureaucracy at the state level and know how to hold systems accountable. With the right leadership, we can make city government work faster, fairer and more efficiently.
B2B SERVICE GUIDE
Whether you are searching for accounting expertise, accomplished project managers, or IT wizards, these B2B service providers can ease pain points in your company and prove that New Orleans businesses are better when they work together.
THE BOOKKEEPER
ARTHUR J GALLAGHER RISK MANAGEMENT
THEBOOKKEEPER.COM
The Bookkeeper partners with business owners to unlock their potential by turning financial data into growth decisions. Based in Metairie, we provide thorough, accurate bookkeeping, customized financial reporting, and expert CFO services tailored to each client’s needs.
We go beyond balancing the books—we interpret the numbers, uncover trends, track KPIs, and flag opportunities so leaders can act with confidence. Our team understands the unique challenges of all industries, from hospitality, construction, e-commerce, retail, law, real estate, healthcare, and more— delivering timely insights that drive smarter spending, higher profits, and long-term stability.
Recognized as Best Accounting Company in the New Orleans area, The Bookkeeper is distinguished for their commitment to client success through proactive communication, streamlined processes, and a true partnership approach.
Whether you need monthly reconciliations, advanced financial forecasting, or a backoffice overhaul, The Bookkeeper is your trusted partner for clarity, strategy, and growth.
Gallagher is one of the largest insurance brokerage, risk management, and consulting firms in the world. With roots in Louisiana dating back decades, we’ve grown to become the leader in our state. As a community insurance broker and trusted local consultant, we help people and businesses move forward with confidence. We have over 53k people working around the globe, and over 500 in the state of Louisiana. Managing risk with customized solutions and a full spectrum of services is what we do. We help our clients foster a thriving workforce, and our team always holds itself to the highest standards of ethics to help you face every challenge – that’s The Gallagher Way.
EISNERAMPER JEFFERSON PARISH ECONOMIC DEVELOPMENT COMMISSION
COAST BANK
Atlantic hurricane season is June 1 – Nov. 30. Blue Cross and Blue Shield of Louisiana (Louisiana Blue) reminds you to make health needs part of your family’s hurricane preparation plans. Keep your health plan information handy, and get a digital member ID card if possible. Make a list of your family’s health information, including which medications everyone takes. Store the list in your phone or keep a written copy in your wallet or something else you’d take with you if you leave. If you take prescriptions regularly, see if you can get a 90-day supply to have on hand in the event of evacuations or extended closures. Sign up for telehealth services so you have options to get care remotely. Visit lablue. com or connect with us on social media @MyLouisianaBlue to see more health-related hurricane preparedness tips.
We know running a business isn’t easy. EisnerAmper is here to help with a wide range of services – accounting, tax, business advice, and even back-office tasks – to make things smoother. We work with public companies, private businesses, government organizations, and high net worth individuals, and tailor our approach to your specific situation.
Think of us as your go-to team for accounting and audits, tax prep and advocacy, business advisory, and specialized support like IT and cybersecurity. We’ll help you solve problems fast, spot opportunities, and grow. Providing you clear guidance and the resources you need to succeed.
As an internationally accredited economic development organization, Jefferson Parish Economic Development Commission (JEDCO) is a leader in building a resilient, equitable, diverse, and competitive economy for Southeast Louisiana.
JEDCO drives the retention and creation of quality jobs, entrepreneurship, innovation, and investment in Jefferson Parish by providing a mix of resources, support, and connections to partners. JEDCO also attracts new businesses to the community and supports existing businesses through a variety of services, including small business financing, tax incentive guidance, site selection, and Parish interface
With over $3 billion in assets, Louisiana-based Gulf Coast Bank & Trust Company serves its business and personal banking clients through its bank branches, loan production offices, trust and investment offices, and business credit offices.
Gulf Coast Bank & Trust Company has more than 900 employees across 21 branch locations in Southeast Louisiana, including a new branch location in Miramar Beach, Florida, as well as more than 48 total locations in 11 states. Locally, Gulf Coast Bank & Trust Company branch offices are in Orleans, Jefferson, St. Bernard, St. Tammany, Tangipahoa, and East Baton Rouge cities.
As a community bank, Gulf Coast Bank & Trust Company commits itself to nonprofit organizations in Southeast Louisiana through sponsorships and charitable giving. Each year, Gulf Coast Bank & Trust Company hosts a fundraising event, Auctions in August, for local and national organizations, schools, churches, and community groups. Since its inception in 2008, Auctions in August have raised almost $1.6 million for nonprofits.
FROM THE LENS
NEW ORLEANS 500
Kyle Monti, founder and CEO of Haptech Inc.
BY MISTY MILIOTO
PHOTOS BY LAURA STEFFAN
Opened this summer, KV Workspace’s new showroom is located just a block from The National World War II Museum. The company has been selling furniture for 20 years.
After years of working as a designer and a consultant in the contract interiors industry, Kris Van Dierendonck decided to open KV Workspace in 2005.
“I saw a real need for a firm that could combine deep industry expertise with a client-centered approach,” she said. “Founding KV Workspace allowed me to bring together my passion for design, my commitment to service and my belief in building strong, collaborative relationships with every client.”
Through KV Workspace, Van Dierendonck provides furnishings and thoughtful, integrated solutions for her clients and their construction teams.
“Contract furniture is diverse and intricate,” she said. “Each market segment has its own unique set of rules and conditions that are critical to our clients’ success — and ours. I am very involved in almost every project and aspect of our organization. I am also blessed to have the most fantastic team of engaged, smart, fun, caring people.”
What makes KV Workspace unique is the combination of experience, especially with healthcare organization, personalized service
and an unwavering commitment to creating spaces that work for the people who use them.
“Our team is involved from the earliest planning phases to the final installation,” said Van Dierendonck. “Much of what we do is educate our clients on trends and innovations in the contract furniture industry. Most people don’t know what options are available to them or how to apply these concepts and ideas.”
The company was previously located at 801 Baronne St. and recently moved into its new showroom at 612 Andrew Higgins Blvd.
“We were outgrowing the space, and, at the same time, the building was sold to a new owner who had different plans for the site,” said Van Dierendonck.
In the new and larger showroom, Van Dierendonck is not only able to highlight the company’s design capabilities in a much better way, but she is also able to showcase more high-end commercial furnishings from top suppliers. She works with 20 manufacturers through her partnership with (and as the authorized dealer for) Haworth in Louisiana, as well as 80 additional furniture manufacturers, to provide the best options available. Some of these include Cassina, Cappellini, Krug, Mien and Richelieu.
QUICK LOOK
Number of years
in operation
20
Style of architecture
Historic
Square footage
1,500 square feet of space on the first floor
with an additional 10,000 square feet of Haworth furniture at Scale Workspace, located on the second floor of the building
Number of Employees
12
Person in Charge
Kris Van Dierendonck
Architecture
Woodward Design + Build (original building renovation)
Architect
Lisa Quarls, Woodward Design + Build
Interior Décor
Transitional/ Contemporary
Interior Design
Donna Trotter, KV Workspace
Furnishings Haworth
Before moving into the new showroom, Van Dierendonck and Donna Trotter, senior designer at KV Workspace — along with the rest of the KV Workspace team — needed to do some light remodeling. In fact, they only had to enclose one entrance to make it a private office.
“We [also] began discussing what pieces we wanted to showcase, and that’s when I started the space-planning process,” said Trotter. “After several iterations, [we chose] a final layout and then we explored our color palette options through numerous renderings and finalized finishes. At that point, I shifted gears into the specification phase in preparation of ordering. For final touches, [we selected] decorative lamps and accessories to complete our vision of the NOLA showroom.”
The expansive, open showroom now features a comfortable waiting area, a conference room, collaborative work zones and private desks.
The KV Workspace team also incorporated a custom-designed kitchenette area with storage and work surfaces (all built out with furniture and shelving pieces) to use for daily tasks and entertaining.
“By utilizing our space-planning expertise, we made the most out of every inch,” said Van Dierendonck.
For the interiors, Van Dierendonck wanted a fresh and welcoming office where she and her team could not only meet with clients one-on-one and work with designers on projects, but also where they could show specific pieces to clients, make presentations and entertain.
“We wanted to show a variety of materials, finishes and colors we can work with, while keeping the space feeling cohesive and organized,” said Trotter. “We did so by pairing pieces that work well together but also are strong on their own to make a statement.”
Pleased with the outcome, Van Dierendonck said the showroom now features a mix of lounge, collaborative, meeting and office space that has a relaxed but refined feel.
“With a variety of bright colors and wood tones, it helps to make the space feel light and fresh, while also warm and inviting,” she noted.
Meanwhile, floor-to-ceiling windows provide plenty of natural light, and the building’s original elements (like high ceilings, plaster walls and flared mushroom columns) lend a beautiful
aesthetic and speak to the historic building’s past.
“The large windows and street views of Downtown help to make for a well-lit and gorgeous space, connecting us to the city,” noted Trotter.
The new showroom opened this summer, featuring a mix of transitional and contemporary pieces and design all showcasing the endless options that the firm has on offer to make a space work beautifully. Trotter added that the team is happy to schedule tours of the new showroom as well as host events.
“We are about to acquire additional space,” said Van Dierendonck, “so [there will be] more to come soon.” T
Through its partnership with Haworth, KV Workspace works with more than 20 manufacturers — plus an additional 80 furniture manufacturers — to provide commercial furniture options for clients.
GO FETCH!
BY ASHLEY MCLELLAN
PHOTOS BY EDMUND D. FOUNTAIN
Doggie Bus offers safe rides to and from daycare, grooming and vet appointments with the same convenience of common rideshare apps. Seen here is owner Troy Bergeron (left) and DeLuca Technologies CEO Mario DeLuca.
Doggie Bus, a new local rideshare app, aims to fetch a big audience while providing a unique pet care service for the exploding dog and pet industry.
Founded by local logistics expert and entrepreneur Troy Bergeron, along with technical expertise from DeLuca Technologies CEO Mario DeLuca, Doggie Bus launched in early 2024 and has quickly gained traction both in New Orleans and nationally.
“While taking his own dogs to daycare and vet appointments, Bergeron saw firsthand how difficult it was for pet owners to coordinate transportation for grooming, daycare and medical visits,” said DeLuca. “Drawing on his operational know-how and love for dogs, he launched Doggie Bus. The result is a tech-powered pet transport solution that blends convenience with care.”
While rideshare apps like Lyft and Uber have become ubiquitous, Bergeron sought to create something new with the ease of that experience for pet owners in a new way.
“Doggie Bus was inspired by the simplicity and convenience of modern rideshare platforms,” explained DeLuca. “Seeing how those apps transformed transportation for people, we saw an opportunity to bring that same level of
ease, visibility and reliability to dogs and their families through a service built specifically around their needs and routines.”
Bergeron’s experience in logistics along with DeLuca’s knowledge of custom software solutions, helped launch the app on a large scale. Doggie Bus has already been featured in a Microsoft Global Customer Success Story, “showcasing the powerful synergy of local expertise and next-generation technology.”
According to a recent company press release, “The app uses Microsoft’s .NET MAUI and Azure platforms to deliver real-time scheduling, GPS tracking, and push notifications to pet owners.” Doggie Bus is available on Google Play and in the Apple app store.
“Pet owners can download the Doggie Bus app on their iPhone or Android device and follow a few quick steps,” explained DeLuca. “They enter their dog’s information, select the destination and confirm the pickup. As we like to say, it’s so easy, a dog could do it.”
Pet owners can then track their pet’s journey each step of the way, just like traditional rideshare apps.
“Even before the ride begins, pet owners can see the Doggie Bus on the map as it makes its
way to their location,” said DeLuca. “Once the ride is underway, they can continue tracking the journey in real time and receive instant notifications at every key moment, from pickup to drop-off. The entire experience is designed to give pet parents peace of mind. Dogs ride in comfort and safety while their owners stay connected throughout the journey.”
The app aims to connect both with pet owners (who need an extra hand) and dog lovers to provide a unique service, franchise options and job opportunities for those who love animals.
“Doggie Bus isn’t just about transporting pets,” said Bergeron, “it’s also about creating meaningful, fulfilling careers for those who want to help others, whether it’s busy families, seniors or anyone who simply can’t transport their dogs on their own. By franchising, we are opening the door for others to build something of their own, rooted in purpose, connection and compassion.”
Doggie Bus already has its first franchisee in Rhode Island and is testing new locations across the U.S. Rates for rides vary from location to location.
“Each Doggie Bus region sets its own pricing based on local gas prices, operating costs and travel distance,” said Bergeron. “Riders see clear, upfront pricing when booking through the app, and frequent users can access bundle or subscription options tailored to their routine.”
Bergeron noted that the company also provides subscription options for daily or weekly transport, tailored for dogs with regular daycare schedules. These plans offer cost savings and priority access during busy times.
Doggie Bus is hitting the market at time of rapid growth in the pet care industry. According to a May 2025 MarketWatch report, “Ninety-four million households in the U.S. currently have at least one pet — a 15% increase from 2024 according to the American Pet Products Association. This growth comes with increased spending on vet care, pet insurance and pet wellness plans.”
It goes on to note that dogs are the most popular pet choice — 68 million households have at least one dog.
Doggie Bus drivers and vehicles must undergo specific safety qualifications to ensure peace of mind for dog owners.
“Driver numbers vary by region, but all are carefully selected and trained,” said Bergeron. “Each candidate undergoes background checks, must have a spotless driving record, and must complete specialized training in dog handling
and safety. Most importantly, they must have a genuine love for animals, ensuring that every ride is professional, caring and dependable.”
Pet owners and dogs that use Doggie Bus are required to provide current, up-to-date vaccination records. Owners’ emergency contact information and specific pet safety protocols ensure pets’ safety.
“Dogs travel in crash-tested harnesses secured to seat belt anchors, and all drivers are trained in dog handling and safety protocols,” Bergeron explained. “We follow guidelines from the American Veterinary Medical Association and meet certification standards from the Center for Pet Safety.”
While the app has started off with a bang, Bergeron and DeLuca are anticipating increased growth and expansion.
“With strong momentum in both New Orleans and Rhode Island, Doggie Bus is now expanding through a national franchise model,” said Bergeron. “But beyond growth, there’s a deeper motivation driving this next chapter. We believe that when people are given the opportunity to do work they love while making a real difference in their communities, everyone benefits.”T
GEM
Baldwin & Co.
Where coffee, books and community converge
BY KEITH TWITCHELL
Remember when coffee shops were hives of intellectual conversation and activism instead of rooms full of people staring at their screens?
Baldwin & Co. Coffee and Bookstore is recreating that interactional type of community coffee shop and gathering place.
Founded in 2021 by DJ Johnson, who grew up just a few blocks from its 1030 Elysian Fields Avenue location, Baldwin & Co. is meant to be “a comfortable and welcoming neighborhood hub.”
Johnson named his business after the great American author James Baldwin “because he is the perfect embodiment of what Baldwin & Co is all about. Not only is he my favorite author, but he is one of the most fearless, brilliant and unapologetically honest voices in American literature. James Baldwin stood at the intersection of art, activism and intellect, using words as both a weapon and a balm. His work challenges systems, speaks truth to power and deeply affirms the lived experience of Black people around the world.
“At Baldwin & Co, we honor his legacy by creating a space that promotes critical thinking, cultural dialogue and community power,” Johnson continued. “The ‘& Co.’ is an invitation for all who walk through our doors to be a part of that legacy, to read bravely, speak boldly and continue the work.”
BALDWIN & CO. 1030 Elysian Fields Ave. // New Orleans 504-354-1741 // baldwinandcobooks.com @baldwinandcompany // baldwinbooks
Book selections highlight Black and BIPOC authors, as well as New Orleans and Southern themes. The staff of 15 is equally happy to brew your latte and/or help you find a literary favorite.
Along with opening Baldwin & Co., Johnson founded a nonprofit foundation whose primary focus is improving community literacy rates, in part by donating books to area residents — particularly young people — to help them start building home libraries.
The store’s Marigny location is close enough to the French Quarter that tourists drop by, but most of the clientele is a stream of neighborhood locals.
“Our customer base is truly a mix of everyone,” Johnson reported. “We bring in thought leaders, community-driven supporters, coffee lovers, educators, activists, neighborhood families, tourists and everyone in between.”
Johnson sees coffee and books as a natural combination, and even has a few volumes on hand that people can simply pick up and read as they sip their beverages. Readings, author talks and book signings are additional attractions.
While the variety and energy that embody Baldwin & Co. draw in steady business, competing with the likes of Amazon remains a major challenge. Johnson noted that “most indie bookstores, including us, have online websites where you can order books to be shipped to you. With ordering directly from a bookstore, you can guarantee quality and efficiency that you may not get with Amazon.”
Another significant challenge he faces is getting the word out about the business.
“We are currently working on new marketing and memberships,” he said, “so keep an eye out on our website for those.”
Johnson views the coffee shop and bookstore as being greater than the sum of its parts.
“This is a cultural sanctuary rooted in New Orleans, where literature, community and social justice converge,” he said. “We exist to amplify marginalized voices, celebrate Black brilliance, and create space for meaningful conversation, creativity and change. Whether you’re here for the books, the coffee or the energy, Baldwin & Co. invites you to think deeper, speak louder and belong fully.” T
Kyle Monti Founder and CEO of Haptech Inc.
PHOTO BY MIKE LIRETTE
ON THE HORIZON
We are running at full sprint to take Haptech’s commercial product line – ERIS – into mass production.
Aproud native of Luling, Louisiana, Monti is the founder and CEO behind Haptech, Inc. The New Orleans-based company is at the forefront of electronic and motordriven haptic simulation and is composed of two brands, StrikerVR and Haptech Defense Systems, which was recently named Louisiana Economic Development’s 2025 Innovative Company of the Year.
Haptech Defense Systems makes advanced weapon simulators for the U.S. military and law enforcement agencies, while StrikerVR is a leading innovator in the gaming industry. Monti leads both brands with a clear mission: to build breakthrough technology that erases the line between mixed reality and the real world, where it matters most. T
University of New Orleans
