Biz New Orleans November 2023

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FAM ILY B U S INE S S IS S UE

FA M ILY S B U S IN E S E U S IS

SQUEEZING TOGETHER

A FAMILY ENDEAVOR, MAIN SQUEEZE JUICE CO. IS MAKING BOLD MOVES TOWARD HOUSEHOLD NAME STATUS IN THE HEALTHY LIVING MARKET

Lessons in Longevity: Wisdom from 4 businesses that have hit the 100-year mark P. 42 MAIN SQUEEZE CEO THOMAS NIETO

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NOVEMBER 2023

Startup Burnout? What to do now. P. 20w

NOVEMBER EVERY ISSUE

PERSPECTIVES

12 ON THE WEB

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MARITIME+PORTS Port of New Orleans and Port of South Louisiana share what they’re doing to go green.

16 DINING Just ranked among Bon Appétit’s “Best New Restaurants of 2023,” MaMou’s origin story began in tears.

18 SPORTS Now is not the time to lose faith.

20 ENTREPRENEUR Entrepreneurial Burnout: What are the signs and what can you do to set things back on track?

FROM THE LENS 54 GREAT WORKSPACES The owners of Addis NOLA Authentic Ethiopian Cuisine and Cultural Hub welcome diners into their family and culture.

8 EDITOR’S NOTE 10 PUBLISHER’S NOTE

IN THE BIZ

VOLUME 10 ISSUE 02

62 NEIGHBORHOOD GEM Responding to a national conversation around racial justice, young people seeking answers have breathed new life into this literary fixture.

64 NEW ORLEANS 500 Vince Hayward, owner and CEO, L.H. Hayward & Company

24 INSURANCE Coastal restoration and flood protection projects should lower insurance rates. Why aren’t they?

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26 BANKING Local banking execs share their top advice for family businesses.

32 ECONOMIC DEVELOPMENT Tourism is economic development.

34 GUEST Why large IT layoffs earlier this year are nothing to fear

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WHY DIDN’T I THINK OF THAT?

The addition of goat yoga is helping the Greater New Orleans Riding Center get through some tough times.

Still Going Strong

After more than 100 years in business, these four family-run New Orleans institutions are proof of the wisdom that comes with age.

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Squeezing Together

Main Squeeze Juice Co. is making bold moves toward achieving household name status in the healthy living market.

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EDITOR’S NOTE

Publisher Todd Matherne EDITORIAL Editor Kimberley Singletary Art Director Sarah E. G. Majeste

Mixing Livelihoods with Loved Ones

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Digital Media Editor Kelly Massicot Associate News Editor Rich Collins

Perspective Writer Drew Hawkins Contributors Walt Leger III, Norma Jean McClain, Ashley McLellan, Chris Price, Melanie Warner Spencer, Poppy Tooker, Keith Twitchell ADVERTISING Senior Account Executive Meghan Schmitt (504) 830-7246 Meghan@BizNewOrleans.com

RENAISSANCE PUBLISHING

inety percent of all businesses in North America are family run.

Family businesses are responsible for 64% of our country’s gross domestic product and 62% of our labor force, which means it is not hyperbole to say that family-owned companies are the backbone of our nation’s economy.

While Biz features family businesses all year long, every November we take a deeper dive into the specific challenges and joys involved in this, the most common type of business.

In this issue we juxtapose old and new. In our cover Q&A, Metairie native Thomas Nieto of Main Squeeze Juice Company shares how his company’s plans for rapid expansion depended on him hiring the best — which in his case meant members of his family.

While Nieto is only six years into his family’s venture, the four companies highlighted in our second feature have all reached an impressive milestone — 100 years or more in business. I invite you to learn some things you never knew about the names you know.

Continuing the theme for the issue, in our Perspectives section you’ll find input from top local banking executives who share their best advice for family businesses.

Other don’t miss features in this issue include a rundown on tourism and what New

Orleans & Company is doing to preserve what accounts for nearly 40% of New Orleans’ operating budget by industry superstar Walt Leger III, and a look at how a local nonprofit is using goats to shore up its bottom line.

Finally, looking ahead we’ve got two big issues up next: December looks at the Top 10 business Stories of the Year and January highlights the top CEO and Executives of the Year.

If you have any thoughts on these, let us know at editorial@bizneworleans.com.

Thanks for reading,

KIMBERLEY SINGLETARY

PRODUCTION Digital Director Rosa Balaguer Arostegui Senior Designer Meghan Rooney Production Designer Ashley Pemberton MARKETING Marketing Manager Greer Stewart CIRCULATION Subscriptions Jessica Armand Distribution John Holzer ADMINISTRATION Office Manager Mallary Wolfe VP of Sales and Marketing Kate Henry Chief Executive Officer Todd Matherne For subscriptions, call (504) 830-7231

2023 Gold Best Feature Layout Gold Best Beat Reporting, Real Estate Silver Best Feature Series Silver Best Personality Profile Silver Best Cover Silver Best use of Photography/Illustrations Bronze Best Overall Design 2022 Gold Best Feature Gold Best Recurring Feature Silver Best Feature Layout 2021 Gold Magazine Design Gold Best Explanatory Journalism Gold Feature Design Silver Best Feature Bronze Best Use of Multimedia 2020 Silver Best Recurring Feature 2019 Gold Best Recurring Feature Gold Best Explanatory Journalism 2018 Gold Most Improved Publication Silver Best Recurring Feature 2017 Silver Best Recurring Feature Bronze Best Daily Email 2016 Bronze Best Feature Layout

Editor Kimberley@BizNewOrleans.com 110 VETERANS BLVD., SUITE 123 • METAIRIE, LA 70005 • (504) 828-1380

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Biz New Orleans is published monthly

by Renaissance Publishing, LLC, 110 Veterans Memorial Blvd., Suite 123, Metairie, LA 70005; (504) 828-1380.

Subscription rate: one year $48, no foreign subscriptions. Postage paid at Metairie, LA, and additional mailing entry offices. POSTMASTER: Send address changes to Biz New Orleans, 110 Veterans Memorial Blvd., Suite 123, Metairie, LA 70005. Copyright 2023 Biz New Orleans. No part of this publication may be reproduced without the consent of the publisher. The trademark Biz New Orleans is registered. Biz New Orleans is not responsible for unsolicited manuscripts, photos and artwork, even if accompanied by a self-addressed stamped envelope. The opinions expressed in Biz New Orleans are those of the authors and do not necessarily reflect the views of the magazine or owner.

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PUBLISHER’S NOTE

SALES TEAM

November Happenings

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his issue of Biz New Orleans is our annual family-owned business issue. As many of my friends begin to have mature companies, they start the process of hiring family members to join their businesses.

They are mostly hiring their children that want to learn and grow for the day the company will transition to them.

This family transition reminds me of the feature we did in 2021 about the Tulane Family Business Center and the great resources they offer to help in this dynamic situation. One take away from the story is you need to make sure you keep the business and family running smoothly and have great planning to execute a successful transition.

Also in November, the University of Holy Cross is hosting its annual prayer breakfast with speaker Kevin Avin. Kevin served as headmaster of Stuart Hall School for Boys as well as an administrator and teacher at Jesuit High School.

He attained his master’s degree in educational administration and supervision in 1993 from the University of Holy Cross — at that timed called Our Lady of Holy Cross College — and holds a bachelor’s degree from the University of Southern Mississippi. If you would like to attend this prayer breakfast, please reach out to UHC at (504) 398-2206.

I also want to give a shout out to the World Trade Center and Harrison Crabtree (2023 Biz New & Notable) as they host their annual meeting on November 8 at the Four Seasons.

This year they will honor Jack Jensen Jr. with the 2023 C. Alvin Bertel award for his significant contributions to the port community.

Finally, the next session of Biz Leaders will be held on Friday, November 10, from 8 a.m. to noon. We have limited availability in each cohort, so if you want to take the next step in your leadership journey reach out and inquire about this dynamic program led by national EOS implementer and developer of Launching Leaders, Matt Hahne.To learn more, visit BizNewOrleans.com and click on “Leaders.”

Have a happy Thanksgiving.

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VP of Sales and Marketing (504) 830-7216 Kate@BizNewOrleans.com

MEGHAN SCHMITT Senior Account Executive (504) 830-7246 Meghan@BizNewOrleans.com

TODD MATHERNE CEO and Publisher Renaissance Publishing

NEXT BIZ LEADERS COHORT, NOVEMBER 10.

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KATE HENRY

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ON THE WEB BIZNEWORLEANS.COM

THE BUSINESS COMMUNITY IS TALKING ON BIZNEWORLEANS.COM Catch all the latest news, plus original reporting, people on the move, videos, weekly podcast and blogs, digital editions of the magazines and daily Morning Biz and afternoon newsletters. If it’s important to business in southeast Louisiana, it’s at BizNewOrleans.com.

BIZ TALKS PODCAST

“We want the music industry to see New Orleans as a viable place to do music business. This conference is a testament to the city’s cultural significance in the realm of music.”

We strive to create an experience that engulfs you in a welcoming ambiance while transporting you to our vision of a slice of paradise.

Omar Lugo, founder of Habanero’s Urban Mexican Cuisine, which opened a new location at the corner of Severn Avenue and Veterans Memorial Boulevard in the Lakeside Shopping Center Oct. 3. Founded in 2014, the chain includes four locations on the Northshore.

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EPISODE 169

Childcare and the Upcoming Elections The pandemic relief program for childcare just expired Sept. 30, which means 3.2 million children around the country are expected to lose access to care in the coming months and 70,000 childcare programs are likely to close.

How will this affect Louisiana and what can be done to meet this critical need? A chat with Libbie Sonnier, executive director of the Louisiana Policy Institute for Children.

EPISODE 168

Melissa O’Brien, executive producer of the first-ever NOLA MusiCon, a music conference aimed at connecting industry professionals, musicians, students and enthusiasts that was held Oct. 24-27 at the Royal Sonesta Hotel.

A producer at the SXSW Music Conference in Austin from 2012-2017, O’Brien hopes to channel that same energy in New Orleans.

Revelry Develops Tech Talent

Jennifer Baldwin, chief operations officer at Revelry, a New Orleans-based software development company, explains how Revelry’s apprenticeship program has trained more than 50% of its permanent, full-time employees.

IN THE BIZ

16 DINING

Just ranked among Bon Appétit’s “Best New Restaurants of 2023,” MaMou’s origin story began in tears.

20 ENTREPRENEUR

Enterpreneurial Burnout: What are the signs and what can you do to set things back on track?

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SPORTS Now is not the time to lose faith.

IN THE BIZ DINING

POPPY TOOKER has spent her life devoted to the cultural essence that food brings to Louisiana, a topic she explores weekly on her NPR-affiliated radio show, Louisiana Eats! From farmers markets to the homes and restaurants where our culinary traditions are revered and renewed, Poppy lends the voice of an insider to interested readers everywhere.

It All Began Over a Pork Chop

Just ranked among Bon Appétit’s “Best New Restaurants of 2023,” MaMou’s origin story began in tears.

BY POPPY TOOKER

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

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ast fall, native New Orleanian Tom Branighan and Iowa-born Molly Wismeier opened MaMou, a modern, French brasserie on North Rampart Street.

The cozy corner spot — formerly home to Meauxbar — has become an important player in New Orleans’ restaurant scene. National

attention arrived this fall when The New York finest vineyards. A friendship began, and the two Times declared MaMou one of America’s “50 restaurant professionals began dreaming of what Most Exciting Places to Dine” and Bon Appétit they might be able to create together one day. named the fledgling bistro one of America’s During research trips to France before opening their new restaurant, MaMou, both “Best New Restaurants of 2023.”

Wismeier and Branighan were struck by PariBoth Wismeier and Branighan have crystal clear memories of the night they first met. It sian’s “floral maximalism,” an effect floral was at Petit Lion, a contemporary Parisian designer Kim Starr Wise recreates indoors and bistro that opened in the Troubadour Hotel in out. From the tuxedo-fold napkin, complete December 2016. Branighan, the sous chef, had with a fresh flower boutonniere, to the crystal a strong French culinary background honed stemware specially selected to present Wismeiduring years in Manhattan, where he learned er’s wine collection, every detail imaginable has to craft Joel Robuchon’s legendary purée de been meticulously thought through. pommes and other lofty techniques from Despite the exquisite but approachable surroundings, it’s the food and drink that posiDavid Bouley while working at the chef’s iconic restaurant, Bouley, in Manhattan’s TriBeCa. tion MaMou for greatness.

Later, while working with Daniel Boulud at While remaining true to the classical the Café Boulud in New York City, the restauFrench techniques he cherishes, Branighan’s surprising flavors range from a whimsical red rant received its third Michelin star, and when famed chef Paul Bocuse visited, Branighan had bean cassoulet finished with Crystal Hot Sauce the opportunity to cook for him. to a celeriac remoulade garnished with a Gulf Despite his success in the Big Apple, however, blue crab claw and pain perdu that speak to his Branighan always knew he wanted to make his South Louisiana heritage. MaMou’s poisson a la mark at home in New Orleans.

Florentine is Michelin-star worthy, with a caviar Meanwhile, after spending five years as a beurre blanc topped with a veritable laurel sommelier with Charlie Trotter in Chicago, wreath of crisp puff pastry.

Wismeier was recruited in 2012 by chefs Rick The pork chop that started it all remains a Tramanto and John Folse to build Restaurant menu mainstay.

R’evolution’s epic wine cellar in New Orleans.

Perfectly complementing each bite are By 2016, Wismeier successfully parlayed Wismeier’s carefully curated wine selections.

R’evolution’s 12,000-bottle cellar into a multimil“Despite being a new restaurant, MaMou’s list lion-dollar beverage program and was named one includes wines with age. We have Grand Cru of the nation’s top seven sommeliers by Food & Burgundy from the ’80s, prestige Couvée ChamWine Magazine — one of only three women that pagne and classified Bordeaux,” the lauded year to receive the distinction. sommelier reported with a smile.

But more about that pork chop!

Despite the recent national acclaim, both “I served Molly a dish I’d created Wismeier and Branighan agree their there,” Branighan remembered. greatest honor is the opportunity “It was a roast pork short loin to pass their knowledge and experiCatch Poppy served on house made choucroute ence on to the next generation.

Tooker on her radio with sauce Robert. She took one “We’re training industry professhow, “Louisiana bite, and it made her cry!” sionals by teaching difficult techniques Eats!” Saturdays Branighan’s dish evoked taste that are hard to execute,” Wismeier at 3 p.m. and Mondays at 8 p.m. memories for Wismeier of happy said. “I am so motivated by watching on WWNO 89.9 FM. days studying wines in France’s our people grow and learn.” T

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IN THE BIZ SPORTS

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

Saints Need Second Half Surge

Now is not the time to lose faith.

BY CHRIS PRICE

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Looking at the remainder of the season, the Saints have four of their six games against NFC South rivals remaining. The next game against the Bucs — which could decide the division — will be played in Tampa on New Year’s Eve. A lot can happen for each team between now and then.

Carolina has not had a great start as QB Bryce Young, the top overall pick in this year’s draft, is going through a steep learning curve. They have to come to New Orleans on Dec. 10. Atlanta’s QB Desmond Ridder hasn’t been exceptional, and their defense is vulnerable.

This month starts with games against Chicago (home) and Minnesota (road), and a bye week to rest and game plan for a road game at Atlanta the Sunday after Thanksgiving.

In December, they play three home games — Lions, Panthers, Giants — before hitting the road to play the Rams on Thursday Night Football and, with nine days rest, the Bucs. They’ll close the regular season against the Dirty Birds on Jan. 7.

Because of the potential on this roster and belief in the team, the start of 2023 season was frustrating for the Who Dat? Nation, but there is time for the Saints to turn things around. The team, likely, will not go undefeated in the last half of the season, but — barring injury up and down the roster — they should win most of their remaining games.

Playoffs? You talking about playoffs?

Yes, Jim Mora. There is still a strong possibility. Have a little faith. T

SAINTS REMAINING SCHEDULE Week Date Opponent Time 9 Sun, Nov. 5 vs Chicago Bears Noon 10 Sun, Nov. 12 at Minnesota Vikings Noon 11 BYE WEEK 12 Sun, Nov. 26 at Atlanta Falcons Noon 13 Sun, Dec. 3 vs Detroit Lions Noon 14 Sun, Dec. 10 vs Carolina Panthers Noon 15 Sun, Dec. 17 vs New York Giants Noon 16 Thu, Dec. 21 at Los Angeles Rams 7:15 pm 17 Sun, Dec. 31 at Tampa Bay Buccaneers Noon 18 Sun, Jan. 7 vs Atlanta Falcons TBD

TV CBS FOX FOX FOX FOX FOX PRIME FOX TBD

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

his was supposed to be the year the New Orleans Saints returned to their winning ways. The team missed the postseason the past two years, after posting a 9-8 record in 2021 and sliding to 7-10 last year under first-year Head Coach Dennis Allen. But with a new quarterback, the emergence of a trio of downfield receiving threats, and Alvin Kamara and one of the NFL’s best defenses returning in a season with a wide-open NFC South, it looked like the Saints could reclaim the division they won four straight years from 2017-2020.

After wins in the first two weeks, things looked great. After the next two — a collapse in Green Bay and being keel-hauled by Tampa — there was finger-pointing and many calling for Offensive Coordinator Pete Carmichael to lose his play-calling duties, if not his job.

Now two months into the season, the Saints are looking for consistency — ­ positive consistency wherever they can find it.

With Drew Brees at quarterback, Saints fans grew accustomed to lighting up the scoreboard.

In his 15 years leading the team, the Saints averaged 28.1 points per game. Last year, with a revolving door at QB, New Orleans averaged almost 10 points a game fewer (19.4). Even though the Saints defense was ninth in the

NFL in average points allowed, they gave up an average of 20.3 points per game.

New Orleans signed veteran signal caller Derek Carr to a four-year, $150 million deal to bring some stability under center. While the Saints D has kept teams from putting up big points this season, the offense hasn’t been able to sustain the long, clock-eating drives needed to give the team’s defenders rest, nor has it manufactured the points needed to top the opposition. But with more than half the season to go, there is still a lot of football to be played.

It takes faith to be a Saints fan, and there is still hope that with nine of the 17 games remaining the team’s offense can continue to become well-adjusted to each other’s tendencies and expectations and become a prolific unit.

While Carr suffered a sprain to the AC joint in his throwing shoulder early in the season — which may have impacted his performance in subsequent games — it should be less aggravated as the season continues. Hopefully, that means he can start targeting wide receivers Michael Thomas, Chris Olave and Rashid Shaheed, as well as tight ends Juwan Johnson, Foster Moreau and Jimmy Graham on big passing plays.

After sitting out the first three games due to suspension, Kamara, a five-time Pro Bowler, should be able to get into form and should be rejoined by Jamaal Williams, who led the NFL with 17 rushing touchdowns last year but has been limited by a hamstring injury, and rookie Kendre Miller, the team’s third-round draft pick out of TCU, who rushed for 1,399 yards and 17 touchdowns in 2022 .

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IN THE BIZ ENTREPRENEUR

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

Entrepreneurial Burnout

It’s serious business and can send yours up in flames. What are the signs and what can you do to set things back on track?

BY KEITH T WITCHELL

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decision-making, employee management, and the optimism that is inherently necessary for running and growing a business. In a worst-case scenario, this can cost people their businesses and their dreams.

On the personal side, DiSilvestro noted, “It can cause a lot of stress in your family life.

Divorce is a huge problem in entrepreneurship.

Life balance is incredibly important in business.”

While the symptoms of entrepreneurial fatigue and burnout may seem obvious from the outside, they are not always easily recognizable in the never-ending heat of the moment. So, what are some objective, measurable ways to identify the problem?

One key factor cited by DiSilvestro is that “employees don’t want to work with you. When employee turnover goes up, it’s a clear sign that you as a leader are not inspiring your company anymore.”

Flatlining growth of the business is another potential indicator. When this occurs, entrepreneurs should take a good look at how much responsibility they are placing on their own shoulders, and where they can delegate some of the work.

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

ntrepreneur fatigue is one of the biggest medical concerns today.”

This observation from Tony DiSilvestro is rooted in two aspects of the current state of entrepreneurism: More people than ever are going into business for themselves, and the pressure on entrepreneurs is higher than ever.

DiSilvestro is a business mentor who coaches entrepreneurs all over the world, with a particular focus on scaling up growing enterprises (which is where he observes the highest incidence of entrepreneurial burnout). He is also a writer and award-winning entrepreneur who has launched more than 30 businesses himself.

“Entrepreneur fatigue is extremely prevalent, but it’s not talked about,” he continued. “It can be the loneliest profession in the world because entrepreneurs don’t have anyone to talk to.

We’re supposed to be innovators, risk-takers, hard-shelled individuals who don’t look for help.”

Yet the consequences can be severe, professionally and personally. Fatigue frequently descends into serious burnout, depression and anxiety; in turn, these negatively impact

“We grow through our employees,” he noted.

“That’s how we develop our businesses. Trust your systems and trust other people.”

Another aspect of the issue that DiSilvestro cited is that the reason many people decide to start a business in the first place is because they are tired of corporate structure, tired of working the standard 9 to 5 and want to make their own schedules. Unfortunately, they don’t realize just how full those schedules will be and how much responsibility and work go into being successful.

“There’s a big difference between being a business owner and an entrepreneur,” he pointed out.

DiSilvestro had several suggestions for dealing with entrepreneurial fatigue. Not surprisingly, it begins with recognizing the problem in the first place.

“Don’t be afraid to acknowledge issues,” he urged. “In business, it’s important to reset your brain every day.”

Self-care is a critical early step.

“Exercise, change your diet. Take care of yourself physically and mentally,” he advised.

More deeply, DiSilvestro encouraged entrepreneurs to look inside and look back.

“Why did you go into business in the first place?” he asked rhetorically. “It’s because you’re an innovative person, so surround yourself with other like-minded people. Don’t feel like you’re an island. Get out of the box. I love going to conventions because that’s where I meet people like myself.”

While DiSilvestro acknowledged that the desire to do things one’s own way, to be in control and to be the leader are what drives many entrepreneurs and are indeed part of what it takes to be successful, he cautioned that these same tendencies can be at the heart of causing fatigue and burnout.

“You have to be willing to ask for help,” he stated firmly. “You have to remember that we’re not alone.” T

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PERSPECTIVES

24 INSURANCE

Coastal restoration and flood protection projects should lower insurance rates. Why aren’t they?

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32

BANKING

ECONOMIC DEVELOPMENT

Local banking execs share their top advice for family businesses.

Tourism is economic development.

34 GUEST

Why large IT layoffs earlier this year are nothing to fear.

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MARITIME + PORTS Port of New Orleans and Port of South Louisiana share what they’re doing to go green.

PERSPECTIVES INSURANCE

DID YOU KNOW? Increases in federal flood insurance rates are estimated to reach over 700% in the coming years.

A Costly Disconnect Coastal restoration and flood protection projects should lower insurance rates. Why aren’t they?

BY RICH COLLINS

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urricane protection and coastal restoration projects are lowering Louisiana residents’ risks, yet the state continues to see insurance premiums rise.

Chip Kline, former chairman of the Louisiana Coastal Protection and Restoration Authority, says the opposite should be happening.

On a recent Biz Talks podcast, he discussed the connection between insurance and the environment. The following are highlights from the conversation: Many homeowners in New Orleans and surrounding parishes are concerned about rising rates. How have we gotten here and what are potential solutions?

The work that the state’s coastal program is doing is lowering people’s risk all across South Louisiana. For example, in Terrebonne and Lafourche parishes, the levee system that was constructed over the last several years withstood a 16-foot storm surge, which is a significant reduction in risk, yet you see flood insurance premiums increased by 80%.

The opposite should be happening. If you’re lowering people’s risk from hurricanes and

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flooding, then you should see a reduction in flood insurance premiums.

It’s frustrating because all of the work that’s been done over the last several years is not being incorporated into FEMA mapping because the U.S. Army Corps of Engineers is not communicating with its sister agency to certify that these levees meet the criteria to provide a 100-year level of risk reduction.

In Hurricane Ida, you didn’t have a single levee that was breached. You didn’t have a single levee that was overtopped. Yes, there were impacts in areas that were outside of the hurricane protection systems, but the federal government is taking a flawed approach to this issue because it’s not providing an accurate depiction of what’s on the ground.

Nine hundred thousand coastal policies are in play here in Louisiana, Alabama and Mississippi, and these Gulf Coast states are going to take a shellacking if FEMA doesn’t get its act together and recognize the progress that has been made over the last several years.

You can build the best levees and restore your land as fast as you possibly can, but if you can’t afford to pay your mortgage or your insurance, people are leaving. And that’s a scary thing to think about.

Do we need to build more resilient structures and infrastructure to withstand stronger and more frequent storms?

There’s no doubt about it. Just look at our electrical grid, for example. I mean, do we still want to put electrical lines on wooden poles in Grand Isle? No. Bury the things! Put them underground.

We need to be building to a standard that proves to be resilient, and that’s why Sen. Sharon Hewitt passed a bill that said if you had an insurance claim and you rebuilt with a more resilient roof, then you cannot have an increase in your insurance policy.

This can be a controversial position, but I do think we need to look at our building standards in the state. Near Baton Rouge, places like Zachary, Gonzales and Prairieville are expanding at rapid rates. They’re going out into what used to be retention areas for water and they’re putting concrete up, and that just allows for flooding. I think we just need to be very thoughtful about how we’re building and where we’re building. This is an issue that’s not going away.

Does the federal government need to change the way it responds to weather disasters?

Proactive investments in flood protection projects ultimately are going to save the federal government money. Look at the ongoing West Shore Lake Pontchartrain project: It will protect St. Charles, St. John and St. James parishes, which were shellacked during Hurricane Isaac and again in Hurricane Ida. This project was authorized in 1972. Years later, after [Hurricane] Isaac, Congress finally appropriated money for it. Isaac was in 2012, but in 2021, when [Hurricane] Ida hit, it still wasn’t built. And what happened? You had flooding. You had small business loans. You had FEMA appropriate billions of dollars to respond to those things. So yes, it’s expensive to build these types of projects, but you’re saving the federal government money in the long run. T

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PERSPECTIVES BANKING

DID YOU KNOW? According to Harvard Business Review, family businesses tend to do a better job keeping expenses under control and carry less debt.

Mixing Business with Family Local banking execs share their top advice for family businesses.

BY DREW HAWKINS

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unning a family business can be a rewarding journey, but, as anyone who’s done it will tell you, it comes with challenges. This is where it’s good to have some wisdom from people who know it best. Recently, Biz talked to a few local financial experts to get their thoughts on planning and managing a family business.

John Zollinger, executive VP and chief banking officer at HomeBank, started with an immediate caveat: “Much of my advice is more about what I have seen over the years in what works and what has created challenges,” he said. “While my tips may seem more practical and psychological than financial, it will affect the finances of a family business.”

For Zollinger, the first thing he advises family businesses to do is to fully understand and communicate each person’s roles and ensure each person is in a position that suits them best.

Second, family dynamics aside, the most successful family companies Zollinger has encountered can separate family and work.

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“Words like ‘Dad,’ ‘Son,’ ‘Uncle Dan,’ or ‘Aunt Katie’ are not used in common conversation around the office,” Zollinger said. “This sets a very professional tone in the office that everyone follows.”

For those starting new business, Zollinger warned against overburdening a company with too many family members. “[This] can be a very detrimental thing to do to a burgeoning company that is trying to grow,” he said. “Keep overhead down. This is important to the early stages of any company because capital is hard to come by for many small businesses.”

“For established family businesses, one of the most important aspects is to make sure the infrastructure of the company is growing with the business,” advised Meghan Donelon, New Orleans market president at Red River Bank. “As businesses grow, they tend to become more complex. Succession planning is also critical to make sure the legacy of the family business continues. It’s never too early to start working on your succession plan.”

Both Donelon and Zollinger emphasized the importance of longevity and creating a plan for the future.

Zollinger laid out a pattern he’s seen before.

Traditionally, the first generation has a great idea.

They get the business off the ground and establish a good foundation. The second generation watches their parent or parensts dedicate their whole life to the business. They see the precious thing that their parent developed and appreciate the value of it. They are hungry to make it bigger and better, and they often do.

Then, because their parents made the business even more successful, the third generation may not appreciate the time and effort it took to grow and might not be as in tune to the value the business creates. The third generation generally goes one of two ways — they can be a visionary and have great success or they are too comfortable and don’t have the ability to see the landscape changing, so the business struggles to reach a new level and begins to decline.

This is where having a plan for the future really comes into play.

“Helping the third or fourth generation understand the value of the business is the responsibility of the second-generational leaders. The key is keeping their kids hungry for success to carry it on,” Zollinger said.

“The above is not true in all cases, but over many businesses in many places, I have seen this scenario play out. Businesses that get to the eighth or ninth generation are unicorns!” T

JOHN ZOLLINGER Executive VP and Chief Banking Officer HomeBank

Train the next generation outside of the business before allowing them into the business. Ask them to forge their own way and find experience that they can bring back to the family business. It will help them gain acceptance from the employees and may give them a personal sense of accomplishment that they can provide value to the business once they join and contribute.

MEGHAN DONELON New Orleans Market President Red River Bank

Always stay within the budget created for the year unless you are truly comfortable amending the budget. People (particularly family members) expect you to say ‘yes’ always because they know you can, but adhering to your own policies sets the right tone for the organization.

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PERSPECTIVES MARITIME + PORTS

DID YOU KNOW? The International Maritime Organization is aiming to reduce total emissions from international shipping by 50% between 2008 and 2050.

SAILING TOWARD SUSTAINABILITY Port of New Orleans and Port of South Louisiana share what they’re doing to go green.

BY DREW HAWKINS

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he maritime industry stands at a crossroads, a juncture where commerce meets conscience. As the world seeks solutions to climate change, Louisiana has embraced green fuels and has set a goal to achieve zero greenhouse gas emissions by 2050.

Climate change affects every industry, perhaps none more so than the maritime industry, which relies on the sea and coastal port cities — where subtle changes in climate may make a significant difference.

The shipping industry in general is prioritizing sustainability. As one example, ocean carriers are investing in renewable fuel powered ships.

In New Orleans — no stranger to environmental disasters and extreme weather — local ports are recognizing the importance of sustainability and making waves as they make changes to their operations.

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The Port of New Orleans (Port NOLA) has expressly stated its commitment. “We as a port, as well as the state of Louisiana, have a strategic focus on environmental initiatives and decarbonization across the supply chain,” said Kimberly Curth, Port NOLA press secretary.”

As part of that commitment, through a clean energy economy. The shipping industry in general is also prioritizing sustainability. As one example, ocean carriers are investing in renewable fueled powered ships.

But it’s one thing to issue a press release committing to new practices; it’s another thing to put those words into action. Curth pointed to concrete examples that she said demonstrates the port’s commitment.

“Our second container terminal, the $1.8 billion ‘Louisiana International Terminal’ in Violet, which is in the design and permitting phase, will incorporate the latest green technologies,” she said. “That includes shore power, allowing vessels to plug in at the dock, eliminating the need to run diesel engines. This can cut local vessel emissions by up to 98%.

Operators also plan to invest in an electrified equipment fleet, further reducing local emissions impacts.”

Curth said that, like the Uptown facilities, the Louisiana International Terminal will also be equipped to provide container-on-barge services, which move containers by water rather than road to reduce air emissions. Port NOLA’s current container-on-barge service has reduced more than 11,000 short tons of carbon dioxide (CO2) emissions and saved 1 million gallons of diesel fuel. The container-on-barge service moves an average of 30,000 TEUs per year between New Orleans, Port Allen, Memphis and now St. Louis.

Port NOLA also won an EPA award for its “Clean Truck Replacement Incentive Program” or Clean TRIP, which continues to reduce emissions with more than 100 trucks that have been replaced with cleaner burning engines to improve air quality. The program offers a 50% cost incentive ($35,000 maximum) for the voluntary replacement of drayage trucks that service cargo terminals and warehouses within the entirety of Port NOLA’s jurisdiction of Jefferson, Orleans and St. Bernard parishes.

Since Port NOLA launched the Clean TRIP program in 2016, it has reduced fine particulate emissions from each truck by 96% — the

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“

The global shipping industry is changing.

Creating reliability and efficiencies in the supply chain are a top priority for companies and ports alike.

”

Micah Cormier, director of communications, Port of South Louisiana

equivalent of removing more than 116,000 cars from the road.

Additionally, SEACOR container-on-barge service has reduced 9.7 million kg in CO2 emissions and saved 1 million gallons of diesel fuel. This isn’t just an environmental win; it’s

proof that sustainability makes economic sense within the maritime industry.

“We have also focused on greening our rail operation: The New Orleans Public Belt (NOPB) railroad is also focused on greening rail operations,” Curth said. “NOPB has 10 EPA-classified Tier 1 locomotives in their fleet, which replaced older locomotives in 2020.

NOPB has also deployed 45 solar-powered switches across its network.”

Because of its efforts, Port NOLA has been Green Marine Green Port Certified since 2015 and now four major port tenants are also Green Marine certified — a voluntary environmental certification program for the North American maritime industry.

And Port NOLA isn’t the only local port striving to become more sustainable. Under the direction of CEO Paul Matthews, the Port of South Louisiana (PortSL) is also prioritizing energy diversity. Currently, PortSL is the second-ranked energy transfer port in the nation.

“The global shipping industry is changing.

Creating reliability and efficiencies in the supply chain are a top priority for companies and ports alike,” said Micah Cormier, PortSL director of communications. “We are home to some of the globe’s most recognizable companies and our team has partnered with industry as they make major investments in sustainability.”

Cormier also pointed to concrete examples of their commitment. PortSL has the nation’s first hydrogen fueling barge. Their new headquarters building was designed and built to have the latest technology in energy efficiency. The port also has two brand new Konecranes that are much more efficient unloading cargo more quickly with less downtime.

Cormier said PortSL is also working with federal and state partners to construct a new exit and interchange at I-10, as well as a road that will lead straight to the Globalplex facility. “This will reduce truck traffic in neighboring LaPlace and reduce emissions with only one stoplight from the interstate to Globalplex,” he said.

With innovations like shore power, container-on-barge services, and the Clean Truck Replacement Incentive Program, New Orleans is proving that sustainability isn’t a dream; it’s a reality. It’s not just about cargo; it’s about our planet’s cargo — a cargo of hope for a brighter, cleaner tomorrow. T

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PERSPECTIVE ECONOMIC DEVELOPMENT

WALT LEGER III is the president and CEO of New Orleans & Company. He is an attorney and former elected official, having served 12 years in the Louisiana Legislature, eight of those years as the speaker pro tempore of the Louisiana House of Representatives.

Tourism is Economic Development In New Orleans they go hand in hand.

BY WALT LEGER III

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That is the role of New Orleans & Company, the official destination sales and marketing organization for New Orleans’ tourism industry. Since 1960, we have been working to inspire and encourage travel to the city for the economic, social, and community benefit of New Orleans and its residents. Travel unites and knocks down barriers...and few places do that better than New Orleans.

New Orleans & Company works on behalf of its 1,100 members and our community to attract major conferences, conventions and events. In 2022, we welcomed 17.53 million visitors who spent $9.1 billion. In 2019, that number was 19.75 million visitors, with $10 billion of spending.

Those visitors directly contribute to an industry that generates nearly 40% of the city’s operating budget. Without funds generated by New Orleans tourism, every family in Louisiana would pay thousands of dollars more per year in taxes.

Many people may not think of it this way, but tourism is economic development. Tourism drives our economy, boosts infrastructure, instills civic pride and provides lifelong career opportunities. The things that make our city

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

ew Orleans is world-famous for its cultural treasures, special people and unforgettable hospitality. I have learned that there are two types of travelers in the world: those who can’t wait to visit New Orleans for the first time and those who can’t wait to come back.

With increasing globalization and connectivity, dozens of cities are in fierce competition for visitors and the economic impact that comes along with them. Travelers and meetings do not just show up. Every event, conference, convention and visitor must be fought for and earned, and we can never take their significant economic impact for granted.

Today visitors, event organizers and meeting attendees have choices and motivations for how they choose a destination, especially in a highly competitive global environment emerging from a pandemic. It takes innovative marketing, PR and sales strategies, as well as years of relationship-building, to compete for and win their business for New Orleans. And as soon as we win the business, we immediately shift our focus to earning their repeat business.

an attractive place to visit can also make it an attractive place to live, work and invest.

New Orleans’ tourism industry employs 75,000 individuals, providing a livelihood for people from every neighborhood. Those jobs and careers come in many forms: chef, general manager, sales director, driver, publicist, concierge, accountant, artist, musician, mixologist, housekeeper, caterer, pilot, flight attendant, tour guide, event planner, retail associate, security director, sommelier, host/ hostess, valet, food/beverage director, customer service agent, graphic designer, engineer, entertainer, gaming dealer, creative director, marketer, CEO and more.

Each role provides an opportunity to be an ambassador for our hometown and preserve and strengthen our culture. While a visit to New Orleans is always packed with unforgettable experiences, it is often the memory of a special New Orleanian encountered along the way that makes a visit so special.

We know that visitors are drawn to New Orleans for the same reasons residents enjoy living here — welcoming people, incredible food, music, celebrations and love of life.

That’s why, now more than ever, New Orleans & Company is advocating for things that build a stronger community, such as infrastructure, quality early childhood education and care, affordable housing for culture bearers, workforce development, connectivity, public safety, cleanliness, and access to healthcare and mental healthcare.

Building the strongest community for the people who live and work here will make New Orleans a compelling place for people to visit for generations to come.

We believe that New Orleans is the most remarkable, unique and welcoming city in the world and is built to host major conferences, meetings and events. We must maintain our place as a preemminent destination for some of the world’s most iconic events. To join our mission, visit www.neworleans.com. T

PERSPECTIVE GUEST

NORMA JEAN MCCLAIN is the visionary leader behind TekChix, the foremost IT recruiting and talent agency in Louisiana, extending its reach to clients across the United States. With a unique blend of IT expertise and recruitment acumen, McClain empowers TekChix to deliver unparalleled service within the dynamic IT domain.

From Boom to Balance Why large IT layoffs earlier this year are nothing to fear.

BY NORMA JEAN MCCLAIN

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The scarcity of IT talent triggered bidding wars among companies, leading to exorbitant compensation packages. However, this situation was unsustainable and has since corrected itself as demand normalized.

While salaries remain higher than pre-COVID levels, the astronomical figures witnessed in the first and second quarters of 2022 have become a thing of the past.

The headlines earlier this year about layoffs at tech giants may have raised concerns about the stability of the IT job sector. However, these layoffs were strategic moves to offset the overstaffing that occurred during the pandemic-induced hiring frenzy. As our lives returned to a semblance of normalcy, so did the staffing needs of these tech companies. The IT resource demand remained significantly higher than supply, ensuring that those laid off quickly

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

n the second quarter of 2023, the IT job market experienced a noticeable shift, but contrary to fears of an impending recession, the slowdown in hiring is a natural correction following the massive hiring spree we witnessed in 2022.

To understand this transition, we need to look back at the unique circumstances that led to the IT job market’s rollercoaster ride.

The hiring frenzy of 2022 was a response to the hiring freezes imposed by many companies during the tumultuous years of 2020 and 2021. As the world grappled with the COVID-19 pandemic, businesses held back on recruitment, creating a pent-up demand for IT professionals.

When the floodgates finally opened in 2022, it was a catch-up year, with organizations scrambling to make up for two years of minimal hiring.

found new positions. Unemployment rates in the sector remained largely unaffected.

So, where does this leave us in the IT job market of 2023? In terms of compensation, IT professionals are enjoying salaries that are 5% to 10% higher than pre-COVID, depending on their skill set. The supply and demand balance has essentially returned to pre-pandemic levels, with demand continuing to outstrip supply.

This means that to attract and retain top IT talent in this competitive environment, companies need to focus on more than just salaries.

They must understand the ideal candidate profile for their organization and create a work environment that aligns with it. This multifaceted approach to talent management is critical for success in today’s IT job market.

One aspect that’s become more stable in recent times is employee retention. In 2022, attrition rates soared as employees were enticed by salaries that were sometimes $25,000 to $50,000 above market rates. These offers were simply too tempting to decline.

Additionally, the shift toward remote work options opened up countless opportunities for IT professionals, leading to frequent job changes. However, the era of bidding wars for IT resources has ended, and most companies are now embracing a hybrid work model. They are actively seeking candidates who can adapt to this blend of office and remote work for the majority of their roles, with fully remote positions reserved for niche skill sets.

The IT job market in the second quarter of 2023 reflects a return to equilibrium after the extraordinary events of the past few years. Salaries are higher but not exorbitant, and demand for IT professionals remains strong. Companies must now focus on creating attractive compensation packages and cultivating appealing work cultures to secure and retain IT talent. As the market continues to evolve, adaptability and a holistic approach to talent management will be the keys to success in this ever-competitive landscape. T

Biz Leaders is committed to improving the region’s workplaces by providing a latticed structure of education, networking, and continuous growth opportunities for the next generation of leaders.

REGISTER TODAY FRIDAY, NOVEMBER 10, 2023 8AM TO NOON BIZNEWORLEANS.COM/BIZ-LEADERS The benefits of Biz Leaders: · Small cohort leadership workshop for maximum learning · Real time access to online leadership tools · Quarterly webinars with updated content · Social events to experience share with other Biz Leaders cohorts

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SQ

QUEEZING TOGETHER

BY REBECCA FRIEDMAN

PHOTOS BY EDMUND D. FOUNTAIN

W I T H 3 0 L O C AT I O N S N O W A N D A B O U T 1 0 0 I N D E V E L O P M E N T, M A I N S Q U E E Z E J U I C E C O . I S M A K I N G B O L D M O V E S T O WA R D A C H I E V I N G H O U S E H O L D N A M E S T A T U S I N T H E H E A LT H Y L I V I N G M A R K E T. F O R C E O A N D M E T A I R I E N A T I V E T H O M A S N I E T O , B R I N G I N G FA M I LY I N H A S B E E N T H E W I N N I N G R E C I P E .

THOMAS NIETO N E V E R E X P E C T E D to b e t h e C E O of a company whose mission is “Making Healthy Easier.” Nieto had built his career in a very different field, first with AT&T and then as COO of In & Out Smart Repair, a chain of cell phone repair stores that Nieto helped grow into the third-largest player in the sector before selling the business in 2017.

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And he never liked eating vegetables.

Nieto’s turning point came with the sale of In & Out. While in Lake Charles, Louisiana, to explore another cell phone-related business opportunity, Nieto found himself in a brand-new juice bar.

Owners Matt and Miranda Duplichan encouraged him to sample their plant-based menu of coldpressed juices, smoothies, and acai bowls, and Nieto reluctantly complied.

His immediate reactions? First, “How could something so healthy taste so good?” and second, “This is too good not to share.”

With the help of brother-in-law/CFO Michael Canseco, sister/COO/in-house dietitian Julie Nieto Canseco, and a dedicated team, since purchasing the company in 2017, Nieto has built Main Squeeze Juice Co. into a franchised brand and juice juggernaut. New Orleans customers may know Main Squeeze from its partnerships with former New Orleans Saints players Marques Colston and Thomas Morstead, or they may have visited one of the chain’s dozen Louisiana locations, including the latest downtown in Place St. Charles.

Aided by the purchase of I Love Juice Bar — a brand based primarily in Tennessee and Texas — Main Squeeze is approaching the 40-location mark (Nieto hopes to reach 45 by year end), with an average monthly store volume of $50,000 in gross sales. Operating out of its Uptown New Orleans headquarters, the company is targeting additional locations across the southern United States, particularly in hot spots like Arizona and Florida, where multi-site deals are underway.

As Main Squeeze continues to offer its healthy, convenient options to more customers in more locations, Nieto weighs in on what it’s like to lead a fastgrowing company with family by his side.

W H AT C O N V I N C E D YO U T O P I VO T F R O M T EC H N O L O GY T O J U I C E ?

I cut my teeth with AT&T in business, and it’s where I really developed my passion for leading teams. I was the minority partner and COO of [In & Out Repair]… but my buddy wanted to sell and I kind of got out-leveraged. It was a dark moment for me, honestly… In my mind, I was like, ‘This is a once-in-a-lifetime opportunity. You don’t get this chance again.’ In reality, [the sale] was the best thing that ever happened to me, but I couldn’t see it at the time.

I was going to take six months off and figure out what to do next… [but] the day after the press release went out on the national wire, my phone was getting blown up with opportunities to partner with different people and do different ventures… I was like, ‘Might as well strike while the iron is hot and go explore these opportunities.’ I ended up stumbling into Lake Charles, Louisiana, with some guys that owned a cell phone repair concept. I was checking out their

“ I ’ M A B I G C LU ST E R B E L I EV E R B ECAUS E THE WORLD OF FO O D D I ST R I B U T I O N BECOMES ALMOST IMPOSSIBLE IF YO U ’ R E D O I N G O N E STORE HERE AND A FEW STORES THERE.”

company while I was in Lake Charles, and [one of the owners] was like, ‘My little sister is about to open a juice and smoothie bar and I would love for you to come help them unload produce.’

I remember walking into that business — it was Main Squeeze, a mom-and-pop juice bar. It was almost love at first sight. With my background from AT&T and retail, I have an appreciation for merchandising and design, and I was just blown away by the beautiful, crisp, clean, elegant design. After helping unload the produce, I was like, ‘I’ll try the products but, full transparency, I don’t really do juice.’

I tried every single juice they had; I couldn’t believe that I was drinking stuff with beets, spinach and kale… and LOVING everything. I was like, ‘What are y’all doctoring this stuff up with?’ They said each bottle has 2-4 pounds of produce. They use a proprietary vertical press, cold presser, no heat, so you get 100 percent of the nutrients. I’m like, ‘2-4 pounds of produce? That’s more produce than I consume in BI Z N E WO RL E AN S.COM

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6 months.’ They let me try the smoothies… the best smoothies I’ve ever had. They don’t use any ice or fillers or syrups — it’s just whole fruits and vegetables, organic superfood enhancers. Same with the acai bowls. By the time it’s all done, I can’t believe I’m loving all this healthy stuff. From somebody who’s from Southeast Louisiana… who never ate vegetables my whole life… that was the lightbulb moment for me.

I just remember thinking that if you can win me over, you can win the world. I left there and made two phone calls: [my brother-in-law] Michael Canseco and Jessie Williams, my employee who worked with me at In & Out and AT&T and still works with me today. I said, ‘Mark my words: We’re getting into the juice business.’

So much for my six-month vacation… We sold In & Out in April 2017. I ended up founding the entity of the franchise company in June. From July to August, we were writing the [franchise disclosure document], tracking down the guy who owned the marks [to ‘Main Squeeze’], bought the marks, raised some capital and put myself in position to start franchising.

Meanwhile, I’m taking my operations experience with AT&T and basically writing the operations manual for Main Squeeze because their recipes were like, ‘a pinch of this and a handful of that’… so we had to make all this scalable, replicable, then start franchising in September of 2017. The rest is history.

W H AT D O E S YO U R G E O G R A P H I C E X PA N S I O N LO O K L I K E ? Our pocket is definitely the South, Southeast and into the Southwest — areas that are really hot. We’ve already experienced, even being where we are, some seasonality impacts [on items like acai bowls and smoothies] in the winter months. So that would be magnified in my mind if we were up North. I’m a big cluster believer because the world of food distribution becomes almost impossible if you’re doing one store here and a few stores there. They really have to cluster up, and make a few other competitive leverage points as well, to be able to squeeze out the competitors. We just did a big deal end of last year… a 30-unit development deal in Arizona. We have a 10-unit deal in Jacksonville, Florida, and want to continue developing there and just kind of dominating market share in the South.

H OW D O YO U S U P P O R T F R A N C H I SEES? Before we ever started licensing, I started developing our software. I literally established a software company. With my background from AT&T, I know data is very powerful, and technology is going to give you cutting-edge advantages. For us, it’s about guest experience and empowering franchisees with the knowledge and real-time data they need to make the right decisions for the business. It’s also about making everything as easy as possible for the operators… to have the system work for them.

That was the idea, being able to have a system that we can also adapt and tailor to our needs. I view that as a leverage point and a competitive advantage for our franchisees versus other concepts.

For example, we created a juice hub portal in our system that isn’t like anything that exists out there.

Our system calculates and tells you how much you need to produce, what the ingredients are, and it knows what you have on hand because it’s a fullfledged inventory management system. It’s a competi-

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tive advantage for our franchisees and helps us deliver a better, more consistent experience for customers.

works there), making it taste amazing, and making it quick and convenient.

W H AT D O Y O U O F F E R B E Y O N D J U I C E ? We’re really focused on the different products that we need to introduce to our menu to fill in the gaps for the day part sales where we don’t have the penetration. Hot, fresh food is going to be a major priority. Right now, total fresh food as a category is about 5-10% for us, depending on location [and if they offer the new breakfast sandwich]. But we want to grow that to a 30% category by the end of next year. That’s going to lift total sales and help us have better endurance through the winter months.

There’s not a lot of plant-based meal options out there that are top quality, taste really good, and are easily available on the go. That’s why that’s our mission statement is ‘Making Healthy Easier.’ It’s about making it affordable, which we drive through our loyalty program (we’ve got some other stuff in the

HOW DID THIS BUSINESS BECOME A FA M I LY E N D E AVO R? [My brother-in-law] and I had always dreamed about working together.

That opportunity presented itself with the In & Out deal — he was our general counsel. So, we already had made a pact: whatever we do, we’re doing it together. When we were starting Main Squeeze, I was at his house until like 2 a.m. every night brainstorming, strategizing, trying to put these deals together to raise capital. [My sister] Julie was like, ‘Get out of my house!’ She was working with Eat Fit NOLA at the time. She’s a registered dietitian — that’s her passion. Because I was always over at the house, she was hearing what we were doing in Main Squeeze and started getting intrigued. My dad actually brokered that deal. I told Julie, ‘I have no doubt you’d be incredible. But we’re a startup.

I don’t have any stores open. I can guarantee you 90 days, and you’re going to have to take a pay cut.

Outside 90 days, I have no guarantees’... She was like, ‘After 90 days, you won’t be able to afford for me to leave.’ And she was right. That was five years ago.

My dad — who has a background in construction management — got involved early on when we started working on the buildout for the first corporate location [in Katy, Texas]. He jumped on board and helped us with our first 10 builds. Me, Julie, my dad, Michael, Michael’s mom as our CPA/controller, then Michael’s sister ended up becoming our marketing director. So, it ended up becoming a family affair — not by design, it just kind of happened.

HOW HAS IT BEEN RUNNING A NEW FAMILY BUSINESS? Usually, that’s a bad idea and doesn’t really work, but, fortunately, it’s in our DNA. We’re very competitive, everybody’s got very good work ethics. We’re not overly emotional. We’re

very supportive of each other and can make objective decisions. Me, Julie, and Michael are a trio. We’re a bond that cannot be broken, and it really is a very cool thing. It was a cool thing to get to experience that with my dad for a few years, the joy of being able to work with him and spend that much time together and go through the journey together. This is like living your dream: getting up every morning and being able to do something you’re really proud of… with people you genuinely love being around. [That includes] family and, frankly, my employees, who might not be blood family but they’re my adopted family. It’s very much a family vibe within our team.

W H AT A D V I C E W O U L D YO U G I V E O T H E R FA M I LY B U S I N E S S E S ? It’s usually not a good idea, statistically, objectively speaking, because businesses are tough. You’re going be faced with some real shit. And at the end of the day, when family is involved, it can be consequential.

It’s one thing if things go south with an employee… but when it’s your family, it’s more precious. The risk is higher in that regard. For me, the reason that this works is that Julie and I don’t compete against each other. We lift each other up. We try to take the emotions out of it and make objective business decisions. You have to be grounded in that reality when you’re running a business with a family member. Julie, Michael, and I got good at being able to compartmentalize the family element.

My mom might argue that point — she’s always like, ‘Stop talking about work!’ But you’ve got to be able to separate. When it’s business, it’s business.

We have a responsibility that’s greater than ourselves. It’s not about you, it’s not about me, it’s about making sure we’re doing the right thing for the business and we’re protecting our own. And our own is not our own family. Our own is our extended family — the complete and whole family of our employees, our franchisees and our customers.

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STILL GOING STRONG After more than 100 years in business, these four family-run New Orleans institutions are proof of the wisdom that comes with age.

BY KEITH TWITCHELL PORTRAITS BY GREG MILES

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ess than half of new business ventures survive their first five years. By 10 years, two-thirds have failed, and a large percentage of the survivors have merged with, or been acquired by, other companies.

Such context makes the stories of these four, century-plus-year-old businesses, still owned and operated by the families that founded them, all the more remarkable.

All four sprung up within the old historic core of New Orleans — two of them less than a block apart — and continue today as reminders of when the city center was a thriving commercial zone. All four embody the virtues of both continuity and flexibility. But each has its own unique story, and its lessons for today’s entrepreneurs who might envision building a family legacy.

THE REILY COMPANIES Brewing iconic brands for 121 Years

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m. B. Reily & Company (now known as Reily Foods Company) was formed in 1902, when Monroe, Louisiana wholesale grocer William B. Reily decided that the roasted coffee he’d been making and selling at his store had become so popular that he could make a new business — and do so in New Orleans.

His new business venture as a roaster, grinder, packager and distributor of coffees, however, was not an instant success. In fact, it barely made it past its second year.

Two years after opening its doors, there was a fire in the factory that destroyed most of the facility. At the same time, a freeze in Brazil wiped out the coffee crops that were the main source of Reily’s beans.

“We had a line of credit, and the bank called in the loan,” recounted Boatner “Bo” Reily, the current president and CEO. “Our founder had to go to the bank and tell them he couldn’t pay it.”

Fortunately, William Reily ran into New Orleans commodities broker Jacob Aaron while at the bank, and the two worked out a deal to save the company.

“They became great partners,” Reily recalled.

“They opened the office at 540 Magazine Street, and we’ve been there for 118 years.”

Reily Foods Company is now the home of local brands including Blue Plate, Luzianne and French Market Coffee.

“For the first 60 years of the company, we were really just coffee and tea,” said Reily.

“Then my dad started making acquisitions.”

The company found that buying other companies with established product lines greatly reduced the risks that often come with expansion.

“Tens of thousands of new brands are introduced into grocery stores annually, and only a few dozen make it,” explained Reily. “Acquisitions don’t take away a lot of manpower trying to create new brands, that’s why they make more sense.”

While this strategy drove company growth for half a century, today Reily Foods is moving in the opposite direction.

“Acquisitions are now getting huge multipliers of their value, due to competition with private equity firms,” Reily explained. “So, we have decided that we have to do more organic, internal creation of spinoffs, new flavors and categories within our own brands.”

Two examples that consumers can look forward to are Luzianne Southern Blend, a tea flavored with real ingredients such as peach, mint, rose blossom, and honey; and a new spicy Blue Plate mayonnaise, which Reily reported “is great for a fried chicken sandwich.”

Despite the tactical shift, the basis for the company’s longevity remains the same.

“It’s the people,” Reily said firmly. “People here have been with us, some for 50 years or more.

It’s like a family. We treat everybody the way we would want to be treated.”

In terms of making business and life work for the actual family, Reilly’s approach is that “no family member reports directly to another family member. And we don’t go home and have discussions about work.”

To ensure the transition of the fifth generation of Reilys is successful Reily said, “I try to make sure that they get every single job experience they can have so they know everything about the company.”

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MEYER THE HATTER 129 Years of Timeless Style

“P

eople have been wearing hats for at least 10,000 years or so,” pointed out Paul Meyer, fourth-generation owner and president of Meyer the Hatter. “They keep the sun off in summer, they keep you warm in winter. They top off any outfit.”

This downtown institution was founded by Meyer’s great-grandfather in 1894. Originally located near the corner of Canal Street and St. Charles Avenue, the store moved to its present location a little further up the block, at 136 St. Charles, in 1937.

In addition to the timelessly universal appeal of hats, Meyer credits attention to the clientele for the busines’s longevity. It’s not just the ownership that’s multigenerational, some of the customers first visited the store with a parent or grandparent. A significant percentage of sales is made to repeat customers, locals and visitors alike.

“We have some people, they get off the plane for Jazz Fest, and they come straight to see us to get their fest hat,” said Meyer.

“It’s taking care of our customers, giving them what they are asking for,” he continued.

“A hat is a personal thing. It has to be the right size, the right shape, the right color. It has to fit just right.”

Because of the individuality that goes into selecting a hat, Meyer estimates that 92% of sales are made in-store, with phone and internet orders comprising only about 8%. Nonetheless, one of his priorities for the immediate future is to expand the company’s internet sales and social media presence.

The selection at Meyer the Hatter trends toward classic chapeaus. Stetsons, fedoras, Panama hats, even old-style newsboy caps, which remain popular, are featured items. While men’s hats are the main focus, an equally classic selection of women’s hats can be found.

“Eighty to 85% of our sales are men’s hats,” Meyer reported. “Sometimes a lady will buy a man’s hat, like a nice fedora.”

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While the pandemic was a major challenge for the business — halting the tourist component of the sales — in some ways it was nothing new.

“In 129 years, we’ve had our ups and downs,” Meyer recounted. “The biggest challenge for my grandfather was the Great Depression, when no one had any money to spend. Then came World War II, with its manufacturing restrictions. By the end of the war, I think we had sold everything in the store.”

This institutional knowledge, shared across the generations, is invaluable, and Meyer is justifiably proud of the family continuity. He took over the operation in 2009, and his two sons are preparing now to be the company’s fifth generation.

“A family business has to have a plan for succession,” he emphasized.

Meyer’s secret for maintaining family bonds while running a business is “We leave the work here when we go home. We just try to get along with each other, respect each other.”

As some normalcy returns post-pandemic, Meyer said he’s grateful for both family and clientele.

“I really thank everyone for coming to see us over all these years,” he said. “We plan to be here for at least another 129 years, so come on in!”

RUBENSTEIN’S A Big Birthday and a Big New Venture

“Y

ou have to change, be adaptable.

You have to know where the crowd is going and be ahead of that. You can’t do the same thing over and over.”

Coming from a family-owned company celebrating its 100th year in business, this philosophy might sound startling. But for Kenny Rubenstein, chief experience officer of the eponymous men’s clothing store at the corner of Canal Street and St. Charles Avenue, it defines the guiding principle behind his company’s success.

Offering up an example of the value of staying nimble, Rubenstein recalled how the family opened a second, separate shop on the second floor of their building in the 1960s, complete with its own entrance and its own name, Madison’s.

“The young guys didn’t want to go to where their dads shopped,” he explained, “even though a lot of the merchandise was the same.”

Change is relative in the context of men’s apparel. Rubenstein said new trends take about six years to emerge – and even then, they may be as subtle as going from pleats to no pleats.

While the merchandise may be timeless, like other longtime retailers, Rubenstein has experienced its share of disruptions over the years.

“World War II was a major challenge. The store was open, but all the customers were gone. We flooded during Katrina. COVID closed the store, disrupted our supply chain, cost us our access to our customers.”

Overcoming each of these in their turn is what Rubenstein considers to be the company’s greatest achievement.

“After the war, we offered free white shirts to all the soldiers,” he recounted. “After Katrina, we opened within five weeks to help people rebuild their wardrobes. During COVID, we arranged private appointments and dropped off clothes to our customers.”

Each of these experiences, conveyed down through the generations, helps the firm prepare for the next hurdle. Rubenstein represents the third generation, and 18 different family members have been part of the operation.

“The experience from previous generations also helps deal with family situations,” he observed.

“Growing up, when I worked here, if I messed up, I heard about it at home.”

Still, the family works to maintain a certain separation of work and family.

“You have to remember that maybe your boss is upset with you, but your dad is not,” Rubenstein said with a laugh. “Sometimes he is just talking to you as an employee.”

Interestingly, the Rubenstein legacy model doesn’t generally start training the next generation early.

“We feel it is important that they work outside the family business before working in the business,” Rubenstein explained.

As part of the centennial celebration, Rubenstein is welcoming yet another big change: the company has broken into the hospitality market by transforming the upper floors of five buildings — which previously served as company offices and distribution space — into a 40-room boutique hotel called, what else? The Rubenstein. The goal, said Rubenstein, is to attract new customers for the shop, while providing long-term clients with a new and luxurious way to do their shopping.

And in a tongue-in-cheek nod to a previous use of the upper area, the hotel bar will be called Madison’s.

Along with this new venture, and in support of it, Rubenstein is embracing new technologies and marketing approaches. The messaging, however, remains largely the same.

“These are not different customers per se; we are just using different ways of reaching them,” said Rubenstein. “But they all still want to look their best.”

(ABOVE) L to R Back row: Donald Surtain, Chris Meyer, Paul Meyer, Cedrick Meyer L to R front row: Marcelle Meyer, Sam Meyer II, Michael Meyer

(RIGHT) L to R: Andre Rubenstein, Kenny Rubenstein, Niki Rubenstein, Allison Marshall, David Rubenstein

L to R: Katie Whann, Sandy Whann, William Whann, Katherine Whann

LEIDENHEIMER BAKING COMPANY 127 Years of Rising to the Challenge

“F

ood is an essential part of New Orleans’ identity, and we are fortunate to have been able to play a role in the city’s restaurant scene for over a century.”

Given the millions of po-boys served on his bakery’s bread over those years, this comment

by William Whann, director of operations for Leidenheimer Baking Company, is something of an understatement. The company’s delivery trucks — adorned with their iconic “Vic & Nat’ly” cartoon by the late, great Bunny Matthews — are sighted daily throughout the metro area.

Leidenheimer’s French bread, muffuletta loaves and other baked treats are distributed nationally as well, but Whann, who represents

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the fifth generation of family ownership, knows that the local market is where the gusto lies.

“We have an unbelievably loyal and passionate customer base here,” he said. “It would be impossible to stay in business for over 120 years without our customers, so offering them the most reliable service has been our mission from generation to generation.”

Founded in 1896 by George Leidenheimer, who came to New Orleans from Deidesheim, Germany, the bakery has been operating at its present location on Simon Bolivar Avenue in Central City since 1904. The recipes are largely unchanged today, but that continuity has not always been easy to maintain.

“We have experienced the same disruptive challenges that all local businesses face, from hurricanes to pandemics,” noted Whann.

“While every one of these issues requires new and inventive solutions, we never question the need to put our heads down and do everything in our power to get back to work. The people of New Orleans are as resilient as they come, and it is our job to be there for our customers and the rest of the city no matter the circumstances.”

Having succeeded in this gives Whann justifiable pride.

“We are incredibly proud to have been an integral part of the city for five generations. Family businesses are becoming an increasingly rare breed, and to still be going strong 127 years later is the greatest accomplishment we could ask for.”

Current management includes both fourth- and fifth-generation descendants of the founder, and the business, from baking to deliveries, is definitely hands-on.

“Luckily, we are a very close-knit family that enjoys spending time together in and out of the bakery,” said Whann.

Considering that outside of moving from local, horse-drawn delivery wagons to supplying customers nationwide, little has really changed for the company over its lengthy life.

Whann’s future plans are anchored in the past and present.

“Right now, our main goal is to continue to support our customers and the entire restaurant industry as business returns to pre-pandemic levels,” he reported.

Of course, use of social media and the internet is now part of the company, and Whann’s sister, Katie, also works at Leidenheimer, as director of marketing and communications.

But overall, what worked a century ago works today, and Whann is focused on continuing that success.

“We love our role in the tradition of New Orleans,” he said, “and we look forward to providing the highest quality French bread for generations to come.”■

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FROM THE LENS

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GREAT WORKSPACES

NEIGHBORHOOD GEM

NEW ORLEANS 500

The owners of Addis NOLA Authentic Ethiopian Cuisine and Cultural Hub welcome diners into their family and culture.

Responding to a national conversation around racial justice, young people seeking answers have breathed new life into this literary fixture.

Vince Hayward, Owner and CEO of L.H. Hayward & Company

WHY DIDN’T I THINK OF THAT? The addition of goat yoga is helping the Greater New Orleans Riding Center get through some tough times.

FROM THE LENS GREAT WORKSPACES

ADDIS NOLA AUTHENTIC ETHIOPIAN CUISINE AND CULTURAL HUB // 2514 Bayou Road // addisnola.com // @addisnola

DINING FAMILY STYLE The owners of Addis NOLA Authentic Ethiopian Cuisine and Cultural Hub welcome diners into their family and culture

BY MELANIE WARNER SPENCER

PH OTOS BY SARA ESSEX BRADLEY

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Three “gogo bets” (red velvet seating areas) designed by BOA of OI Studio and installed on site

by Thomas Edick design, are “the most coveted seats in the restaurant,” said Joshi-Gupta.

W

hen Biruk, Jaime and Prince Lobo opened Addis NOLA Authentic Ethiopian Cuisine and Cultural Hub four years ago, word spread fast about the delicious and authentic food.

According to the company’s website, “the name Addis comes from the capital city of Ethiopia, Addis Ababa, and translates to ‘new flower.’ Connecting these two cities together, Addis Ababa and NOLA, you get Addis NOLA, a New NOLA.” After growing their fanbase at the original location on Broad Street in Mid-City, the family business relocated to Bayou Road. The new iteration is an immersion in, and celebration of, Ethiopian culture brought to fruition via the owners, along with the creative talents of Nomita Joshi-

Gupta and Sara Lee Walsh of Nomita Joshi Interior Design and BOA of OI Studio.

General manager Prince Lobo and designer Joshi-Gupta shared with Biz New Orleans their vision for Addis’ second incarnation and its striking, experiential design.

What were the design team’s goals and why?

Nomita Joshi-Gupta: There were three goals for this project: to represent the food and culture of Ethiopia in an elevated modern language, to employ local designers, artists and artisans and to create the cornerstone of Ethiopian community life in the restaurant.

Unlike in most African countries, Ethiopian art, clothing and decoration is monochromatic and subdued. We used the imagery and inspiration [of Ethiopia] to come up with our color scheme and elements. We chose lighting made

from natural materials, [such as] jute, rattan and burlap.

The owners of Addis are deeply connected with their community, and they wanted to employ and engage local artists and artisans for this project. We were very excited to work with local muralist Ken Schexnayder, who decorated the columns with traditional patterns. She painted the logo mural for the exterior, as well as on the interior at the coffee ceremony space.

We worked closely with BOA of OI Studio, who designed the traditional gojo bets, which are huts that are a cornerstone of community life in Ethiopia. The owners wanted to recreate the traditional coffee ceremony. They wanted to create a space for the coffee ceremony, which involves roasting green beans all the way to brown roast, grinding, and serving coffee accompanied with ritual chanting and music.

What was the biggest design challenge?

Joshi-Gupta: The shape of the building.

Working with a triangular floor plan to space plan all the seating, the bar, the three gojo bets, the coffee ceremony stage, a handwashing area, a casual seating area. [There] were so many client asks... we had to find ample space to

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According to designer JoshiGupta, goals for the space were to represent the food and culture of Ethiopia, employ local designers and artists and “create the cornerstone of Ethiopian life in the restaurant.”

house all of these. The building had outdated electrical so we had to rewire the entire space to accommodate lighting. With a lot of planning and redrawing we were able to accommodate all the owners’ needs.

What is the standout feature of the design?

Joshi-Gupta: The three gojo bets built in collaboration with OI Studio. They are three semicircular pods or booths made from wood and upholstered in a luscious red velvet fabric.

They have roofs covered in thatch that take you straight back to the motherland. Pendant lights hang over each booth adorned with paintings of women in their traditional garb. Light,

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sheer curtains hang between each to offer a sense of privacy. These beautiful pods were designed by BOA of OI Studio and installed on site by Thomas Edick design and our upholsterers. They are the most coveted seats in the restaurant!

How would you describe Addis Nola and its customer base?

Prince Lobo: Addis NOLA connects our beautiful city to another part of the world. Those who are explorers looking for their next best experience or those familiar with global cuisine are typically the clientele we host the most.

How do you set yourselves apart from others doing similar work in the restaurant industry?

Prince Lobo: In our case, only a handful of people do what we do, which makes it much more special.

It’s rare and authentic to who we are as people; I believe it’s one of the only places like it in the world.

How do you promote a positive work atmosphere for the staff?

Prince Lobo: Prioritizing ourselves and our well-being first. We are a family and want everyone in our space to feel as such. We deal with each other in a kind and genuine manner that creates an environment of care for each and every person in our space.

What are your biggest challenges?

Prince Lobo: The hardest part of running a business will always be managing the books. You live and die by them; no matter how good things can look in one moment, they can be gone in the next day without proper handling. T

ADDITIONAL IMAGES AT BIZNEWORLEANS.COM

“I believe it’s one of the only places like it in the world,” said General Manager Prince Lobo of Addis NOLA’s new location, which started servingcustomers Nov. 10, 2022.

QUICK LOOK Number of years in operation 4 Date of opening new location Nov. 7, 2023 Square footage 2,000 Number of Employees 14

Persons in charge Jaime Lobo, chef; Prince Lobo, general manager; Biruk Lobo, founder Interior designers Nomita Joshi-Gupta and Sarah Lee Walsh of Nomita Joshi Interior Design and BOA of OI Studio

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

SCREAMING KIDS GOAT YOGA 152 Shadowbrook Lane // Laplace @Screamingkids_goatyoga // 985-651-5239 Gnotrc.org/goat-yoga

KIDDINGAROUND The addition of goat yoga is helping the Greater New Orleans Riding Center get through some tough times.

BY ASHLEY MCLELLAN

PH OTOS BY EDMUND D. FOUNTAIN

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on-traditional sports and games — from pickleball to ninja courses to specialized yoga classes — have seen a remarkable surge in popularity across the U.S. post-pandemic as people search for new, fun ways to mix social interaction with exercise.

Enter the “Screaming Kids.”

While the name may conjure ideas of crying toddlers, in fact Screaming Kids refers to the new goats on the block bringing a fun twist

Certified yoga instructor Heidi Malnar is assisted by a herd of friendly goat helpers (plus one special barnyard friend, Clyde) to get participants relaxed in a fun and new way via a range of poses, classes and outdoor interactions.

to yoga practice in the area. The brainchild of certified yoga instructor Heidi Malnar, Screaming Kids Goat Yoga was launched in April 2023 with Anita Hefler, founder of The Greater New Orleans Therapeutic Riding Center (GNOTRC) in LaPlace, where classes are held.

For Malnar and Hefler, the idea was twofold: provide a fun and supportive program for yoga clients while boosting funds for the center.

“Classes began with a ‘Goat Yoga Benefit’ for the riding center, and I urged the center to continue to offer classes to the public as an ongoing program,” Malnar said. “The inspiration for this particular program was one of communal care, helping others while doing something therapeutic for ourselves.”

GNOTRC is a nonprofit organization that provides equine therapy for children and adults living with physical, mental, and emotional disabilities and diagnoses. As the riding center is still recovering in the aftermath of Hurricane Ida and the COVID pandemic, the fact that 70% of goat yoga class registration fees go directly to the center has been a boon.

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looking for a totally new experience, with benefits that go way beyond the body, according to Malnar.

“Yoga works and benefits all of our body’s systems to help regulate our mood, decrease levels of depression and anxiety, increase and improve digestion and immune response, lower blood pressure, and balance respiration and heart rate,” she said. “The goats help in several ways. Goats provide happy distractions, challenge expectations, offer unique forms of physical ‘hooves-on’ assists, and help us break linear patterns. These adorable animals will jump onto your back, hips, belly and shoulders, creating a bond as you explore various poses together.

Always striving to get to the highest point, they embrace the challenge that yoga postures offer, fostering humility, acceptance of change, and releasing control in their human partners For students, Malnar said the human-goat interaction “increases oxytocin, serotonin, and dopamine levels while reducing cortisol and blood pressure. Participants may notice lower levels of stress, anxiety, and depression.

Additionally, HAI (human-animal interaction) promotes feelings of safety and social connection, while reducing feelings of loneliness and isolation.”

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It’s also just a lot of fun. “[Goat yoga] also offers opportunities for human bonding and community building as practitioners discover themselves laughing and engaging with strangers, taking pictures of one another, and leaving with new friends,” she said. “Research shows that physical activity and mindful breathing (major components of yoga), positive social interaction and laughter (practicing in community with others and laughing with one another as the goats surprise us with their actions and behavior), and creative expression (‘I’ve got a goat on my back... let’s see where we can take this!’) are all ways to complete our stress response.”

The “Screaming Kids” team is comprised of Malnar, occasional helpful human yoga volun-

teers, plus a gaggle of 17 goats and their special barnyard friend.

“We cannot forget Clyde, the baby cow who lives with the goats,” said Malnar. “Clyde is normally present during practice.”

Malnar noted that GNOTRC’s goats are very socialized and enjoy the opportunity to connect with humans.

“Many places use feed to attract them to your mat or onto your body, but we have found that they tend to follow the food in those instances rather than maintaining the connection with the yogi. Our kids are curious and friendly. Goats, among the first domesticated animals, share an emotional and evolutionary connection with humans. They recognize emotions and read facial expressions, making

ADDITIONAL IMAGES AT BIZNEWORLEANS.COM

Screaming Kids Goat Yoga offers classes for many abilities and ages, with classes for individuals, field trips and friends (seen here participating for a photo op) with the option to add on bottle-feeding.

According to Malnar, sessions promote “human bonding and community building as practitioners discover themselves laughing and engaging with strangers, taking pictures of one another, and leaving with new friends.”

DID YOU KNOW Yoga Trends on the Rise, according to MyYogaTeacher.com 1. Broga (yoga for men) 2. Roga (yoga for runners)

3. SUP Yoga (standup paddle board yoga) 4. Slackline Yoga (tightrope yoga)

5. Aerial Yoga (suspended yoga)

6. Yoga for mental fitness (yogic breathing and meditation) 7. Yoga capsules (short, 5-to-10minute sessions)

them ideal therapy animals. Our socialized goats have a fantastic sense of humor and eagerly seek to bond with you.”

Classes are $35 for adults ($25 for children 10 and under) for a 90-minute session, which includes a goat yoga orientation, an initial meet and greet, a 60-minute practice, and time for selfies and staged photographs. Group classes, such as for bachelorette parties or school field trips, may also be accommodated with an advance request.

“We also offer a $10 bottle-feeding add-on, which I highly recommend, for a wonderful extra oxytocin, bonding hormone boost,” Malnar said.

“We try to keep classes around 20 people.”

For those more interested in goat ‘play time’ but not the physical practice of yoga, GNOTRC also has a program called ‘Kiddin’ Around,’ which can be arranged by appointment only for groups of one to 10, for 30 or 60 minutes.

“I want to stress that this is both for children and the young at heart,” said Malnar.

While Screaming Kids is a great way for regular yoga practitioners to engage in a fun new way, Malnar emphasizes that no experience is required for class participation and encourages those that may be yoga-curious to give it a try.

“This class meets you where you are,” she said.

“You do not need any prior yoga experience; we move at a slow and gentle pace in order to connect with the goats and offer opportunities for them to physically join us. If you do have prior yoga experience, look forward to challenging your expectations and defaults as the goats give us a lesson in embracing chaos and letting go of control on the mat. Additionally, chair practices and special accommodations can be made with advanced notice.”T

FROM THE LENS NEIGHBORHOOD GEM

COMMUNITY BOOK CENTER 2523 Bayou Road New Orleans // (504) 948-7323 readcbc.com // facebook.com/readcbc

Community Book Center Responding to a national conversation around racial justice, young people seeking answers have breathed new life into this literary fixture.

BY KEITH T WITCHELL

C

elebrating 20 years at its location at 2523 Bayou Road, and 40 years in business, the Community Book Center is the longtime hub of this historic commercial zone just off North Broad Street and Esplanade Avenue. While the area is currently enjoying a substantial renaissance, with an influx of shops and restaurants, Community Book Center predates its neighboring businesses by more than a decade.

Founder and director Vera Warren Williams was working as a substitute teacher when she

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began selling books out of her parents’ home in the Lower Ninth Ward.

“I realized that books which positively reflected African-American people, culture and history were absent from the schools,” she recalled. “I brought some in for the students, and other teachers and administrators wanted them. That led to the business.”

The journey to Bayou Road had several stops along the way, including Williams helping to launch the African Marketplace at Jazz Fest, which has now evolved into Congo Square. She also created the Book Emporium at Essence Fest.

After settling in the present storefront in

2003, Williams continued her focus on serving as a community resource. Community Book Center hosts book signings and readings featuring national authors such as Alice Walker and Octavia Butler, as well as local writers such as former Louisiana poet laureate Mona Lisa Savoy and Kalamu ya Salaam. Community Book Center also hosts a youth arts program, along with frequent community marketplaces and festivals, often focusing on topics such as reading and financial literacy.

Yet it is still a retail operation first. Books, CDs, crafts, apparel, soaps and scents, and much more can be found on the shelves. The selection is diverse, though the store emphasizes African-American history and culture. There is a particular focus on items for youth.

“My biggest passion is working with and for young people,” stated Williams. “They are the guardians and keepers of our culture. The foundation in their lives often determines the direction of their lives.”

In addition to Williams, the business has two full-time staff members, which means, like many smaller neighborhood businesses, the pandemic put the operation at risk.

“We’ve always had the problem of lack of resources,” Williams said. “Everything we’ve done has been from the ground up. Then the pandemic shut everything down, and we had no online presence.”

The center’s lifeline came from an unexpected and ironic source.

“The murder of George Floyd created new interest in knowledge about racial justice and Black history,” explained Williams. “This especially included young people.”

A couple of these younger patrons volunteered to help build the store a website, which has generated enough sales that filling the online orders can itself be a challenge. In addition, the business has a page on Bookshops. com, an online presence for independent booksellers.

Seeing the Bayou Road revival makes Williams happy, but is not likely to change her focus.

“I want to do more community programming, help folks be aware of what’s going on, how they need to take an active role in their lives,” she commented, citing a recent neighborhood resource fair as an example. “It’s the future, but it’s the past and the present as well.” T

FROM THE LENS NEW ORLEANS 500

DID YOU KNOW? Hayward is the fourthgeneration owner of L.H. Hayward & Company, maker of the iconic Camellia Brand beans. In its centennial year (2023), the family-owned company has launched several new products, including the convenient “Beans for 2” mixes, and has increased its nationwide distribution.

Hayward recently acquired two other Louisiana-based food companies: Gulf Coast Blenders and D’Agostino Pasta.

Vince Hayward Owner and CEO, L.H. Hayward & Company PH OTO BY MIKE LIRET TE

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Education: The Thayer Institute (MA), University of Louisiana at Lafayette (BBA) First Job: Store manager at K&B

Advice: If all you ever do is to teach your children they are loved and accepted, you’ve done your job.

Best Fest: French Quarter Fest

Snowball Style: Jungle Juice from Daiquiri Shoppe

ADDITIONAL Q+A ONLINE AT BIZNEWORLEANS.COM