Biz New Orleans December 2016

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DECEMBER 2016 BizNewOrleans.com

BizNewOrleans.com DECEMBER 2016

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Editor’s Note

The Good With the Bad

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n social media I’ve seen a lot of not-too-sunny posts about 2016, even going so far as to say that someday historians will skip over it completely, noting only, “Oh, 2016, we don’t talk about that.”

It’s true, we’ve definitely had our hits this year. David Bowie, Merle Haggard, Prince, Muhammad Ali, Gene Wilder — pop culture icons seem to be dropping left and right. Throw in the Zika virus, Brexit, escalating racially charged violence and the worst mass shooting in U.S. history. Finally, top it all off with a supremely taxing and divisive election that continues to pull the country apart, and you certainly have a good case for wishing 2016 never happened.

On the local front, we’ve also had our battles — the flooding in Baton Rouge, continuous issues with short-term rentals, the World Trade Center and a declining film industry, plus the Mike Yenni scandal.

We’ve also, however, had some big wins. After more than 30 years we finally have a non-stop flight to Europe, along with a growing list of other international destinations. Possibilities with Cuba look hopeful, both international tourism and the port reached record levels yet again, and commercial real estate saw a 90 percent increase.

As we enter into a new year, we definitely do so with no small level of uncertainty as a country, but here in Southeast Louisiana we know well from experience: the harder the fight, the sweeter the victory.

CLARIFICATION Some clarifications in the November issue: GNO Inc.’s new office was actually a combining of three separate office suites into a single space. NANO (not Woodward Design + Build) custom designed and built the feature wall and reception desk, designed all the millwork, selected the furniture and created the layouts. KV Workspace provided all furniture in the private offices and seating throughout the entire space, and Bart’s Office Furniture handled the move and assembled the furniture.

We regret the errors.

Kimberley@BizNewOrleans.com 6

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DECember 2016 | volume 3 | issue 3

Publisher Todd Matherne Editorial Editor-in-chief Errol Laborde Managing Editor Kimberley Singletary Art Director Antoine Passelac Photographer Cheryl Gerber Web Editor Kelly Massicot Assoc. Multimedia News Editor Leslie T. Snadowsky Contributors Maria Clark, Robert Edgecombe, Steven Ellis, Suzanne Ferrara, Rebecca Friedman, Jessica McKelvie Kemp, Pamela Marquis, Chris Price, Peter Reichard, Kim Roberts, Jennifer Gibson Schecter, Marie Simoneaux, Keith Twitchell, Melanie Warner Spencer advertising Vice President of Sales Colleen Monaghan Colleen@myneworleans.com (504) 830-7215 Sales Manager Maegan O’Brien Maegan@BizNewOrleans.com (504) 830-7219 Senior Account Executive Caitlin Sistrunk Caitlin@BizNewOrleans.com (504) 830-7252 Account Executive Carly Goldman Carly@BizNewOrleans.com (504) 830-7225 PRODUCTION Production/Web Manager Staci McCarty Senior Production Designer Ali Sullivan Production Designer Monique DiPietro Traffic Coordinator Terra Durio administration Chief Executive Officer Todd Matherne President Alan Campell Executive Vice President Errol Laborde Vice President of Sales Colleen Monaghan Director of Marketing & Events Cheryl Lemoine Event Coordinator Margaret Strahan Administrative Assistant Denise Dean Distribution Manager John Holzer Subscription Manager Sara Kelemencky Subscription Assistant Mallary Matherne AABP 2016 Award of Excellence Best Feature Layout: Magazine | Bronze

110 Veterans Blvd., Suite 123, Metairie, LA 70005 (504) 828-1380 Biz New Orleans is published monthly by Renaissance Publishing, LLC, 110 Veterans Blvd., Suite 123, Metairie, LA 70005; (504) 828-1380. Subscription rate: one year $24.95, two year $39.95, three year $49.95 — foreign rates vary call for pricing.

Postage paid at Metairie, LA, and additional mailing entry offices. POSTMASTER: Send address changes to Biz New Orleans, 110 Veterans Blvd., Suite 123, Metairie, LA 70005. Copyright 2016 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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Contents

88

92

42

Feature

From the Lens

42 Top 10 Business Stories

88 Great Offices

A recap of the top stories affecting Southeast Louisiana business in 2016.

The Greater New Orleans Foundation’s new offices.

92 Why Didn’t I Think of That?

A local 83-year-old entrepreneur’s invention just got picked up by Walmart.

104 Behind the Scenes GoodWood Nola

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On the Cover The top business story of 2016 is the three international flights on their way to the Louis Armstrong New Orleans International airport, including the first nonstop flight to Europe in more than 30 years.

Contents

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30 Columns

22 NOLA By the Numbers

Three numbers that represent some of the city’s most important, ongoing dynamics.

24 Dining Biz

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A must-try list of restaurants for the new year.

26 Tourism Biz

Downtown celebrates the holidays.

28 Sports Biz

Similarities between the Saints and Pelicans have led to almost identical results.

30 Film Biz

What’s new at the Nims Center?

Perspectives

News

54 Dining & Entertainment

20 Calendar

For restaurateurs and caterers the holidays are hustle time.

32 Entrepreneur Biz

58 Education

34 Biz Etiquette

62 Real Estate & Construction

36 Tech Biz

66 Guest Viewpoint

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Does your business encourage intrapreneurism?

Tips for freelancers.

Amazon’s Echo Dot is a game changer in home automation.

DECEMBER 2016 BizNewOrleans.com

Alumni relationships are a win/win.

A look at big projects in the works around New Orleans.

New Orleans and Baton Rouge need to work together in resilience measures.

Upcoming events not to miss.

38 Biz Bits

Industry news

96 Q&A

Gary LaGrange, president and CEO of the Port of New Orleans.

102 Around Town – Events Industry gatherings

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BizNewOrleans.com DECEMBER 2016

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Publisher’s Note

Like Father, Like Daughter

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his month my second daughter graduates from the University of Holy Cross and we are so proud of her accomplishments.

Mallary began her collegiate pursuits at Spring Hill College in Mobile, Ala. After transferring in her second year to be closer to home, she found a welcoming community and prestigious curriculum at UHC. She followed her heart back to New Orleans — as I did in my college career — starting at one school but finishing close to home. In both cases, it was love that brought us back; love for our city, family and a special someone in our lives.

Of all my daughters Mallary is most similar to me, definitely inheriting most of my genes.

Our family and those who know us know we share similar mannerisms and have the same disposition. She is one of the most compassionate and loving people I know.

With a desire to learn the business, she has been working here at Renaissance Publishing while in college. It’s heartwarming to have one of my children by my side with a drive to grow here professionally.

Here’s is a little lagniappe: during our company Halloween party this year, Mallary came in costume as me: suit, shoes, glasses, bowtie and all. Her impression was spot-on.

We are so proud of her accomplishments and know she will be a success.

Congratulations Mallary, we are honored to see the inspiring young woman you have become.

Todd Matherne

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Meet the Sales Staff

Maegan O’Brien Sales Manager (504) 830-7219 Maegan@BizNewOrleans.com

Caitlin Sistrunk Senior Sales Executive (504) 830-7252 Caitlin@BizNewOrleans.com

Carly Goldman Account Executive (504) 830-7225 Carly@BizNewOrleans.com

Colleen Monaghan Vice President of Sales (504) 830-7215 Colleen@BizNewOrleans.com

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Calendar Tuesday, December 6

Thursday, December 8

BRAC Monthly Lunch

ABWA Crescent City Connections

11:30 a.m. – 1 p.m.

Monthly Luncheon

East Baton Rouge Parish Library

Featuring Peggy Scott Laborde of WYES-TV

7711 Goodwood Blvd.

11 a.m. – 1 p.m.

BRAC.org

Ralph Brennan’s Heritage Grill ABWANewOrleans.org

Tuesday, December 6 Thursday, December 8 Jefferson Chamber of Commerce Business Card Exchange 5:30 – 7:30 p.m.

Private residence, pre-registration required

by Dec. 8 at 1 p.m.

JeffersonChamber.org

Bureau of Governmental Research (BGR)

Thursday, December 8

Breakfast Briefing: Economic Trend Lines for a Changing

Hispanic Young Professionals of Louisiana

Jefferson Parish

End of the Year Social

Featuring JEDCO President Jerry Bologna and

Location and time T.B.D.

GCR, Inc. Urban Planner and Consultant Robert Edgecombe 8 a.m.

Sheraton Metairie New Orleans

HCCL.biz

Thursday, December 15

2nd Floor 4th Galleria Blvd.

BGR.org

St. Tammany West Chamber of Commerce Business After Hours

Wednesday, December 7

4:30 – 6:30 p.m.

St. Tammany West Chamber of Commerce

Banner Ford

Healthcare Luncheon

1943 N. Causeway Blvd., Mandeville

11:30 a.m. – 1:15 p.m.

StTammanyChamber.org

Clarion Inn 501 N. Hwy 190, Covington

Thursday, December 15

StTammanyChamber.org

St. Tammany Economic Development Foundation Annual Luncheon & 35th Anniversary Celebration 11:30 a.m. – 1 p.m.

Benedict’s Plantation 1144 North Causeway Blvd., Mandeville STEDF.org

We’d love to include your business-related event in next month’s calendar.

Please email details to Editorial@BizNewOrleans.com.

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Columns | NOLA By The Numbers

Three for the Road I leave you with these parting words and numbers.

Editor’s note: Due to changing work commitments, this will be Robert Edgecombe’s last column for Biz New Orleans. He has been a wonderful addition to the magazine and we wish him well in all his endeavors.

Robert Edgecombe is

an urban planner and consultant at GCR Inc. He advises a wide range of clients on market conditions, recovery strategies, and demographic and economic trends.

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or the past 14 months, I have used data on a variety of topics to tell the story of the New Orleans area—how it has changed, how it compares to other regions and what trends are important for our leaders to consider going forward. In many respects, the data tells a positive story: Our population continues to grow; new investment is robust; educational outcomes have improved; and our quality of life remains comparatively quite favorable. On the other hand, data also highlights our ongoing challenges of high crime, housing affordability, water management, economic diversification and many others.

In this, my last column—at least

DECEMBER 2016 BizNewOrleans.com

for a while—I want to leave you with three numbers that to me represent some of the city’s most important ongoing dynamics. The figures aren’t exactly related to one another, but together they’re worth keeping in mind as reminders of New Orleans’ trajectory, potential and difficulties.

The first number is 630,000, the approximate population of New Orleans in 1960. According to the most recent estimates, the city’s population today is about 390,000.

That means that the city has a footprint that once accommodated roughly 60 percent more residents than it does today. As of 2010, the city reported about 25,000 fewer housing units than in 2000, but 21,000 more vacant units.

There is the same geographical demand for municipal services— street maintenance, emergency response, utility provision and the like—against a much smaller tax base. This math poses an ongoing challenge for the city, one which is

likely to last a generation or more.

The second number is 2,900, the estimated number of new housing units created in downtown New Orleans between 2005 and 2015. For perspective, those new units represent a more than doubling of the pre-Katrina downtown housing stock and a major physical, cultural and economic shift in the residential dynamics of the city. New buildings, large-scale renovations and complete repurposing of commercial buildings have been a hallmark of the last decade in New Orleans, and make the city a prime example of the “back to the city” movement that has characterized many American metropolitan areas in recent years. Time and future development will reveal the continued demand for downtown living, but it’s certain that in the last 10 years, the identity of our city’s core has been recast.

The third number, 52, is deeply sobering. That’s the percentage of working-age African-American males in New Orleans who are unemployed, according to a 2013 report published by the Lindy Boggs National Center for Community Literacy at Loyola.

Representing about 26 percent of the city’s population, black males have been most vulnerable to the perennial challenges of urban life in New Orleans—poverty, economic instability, educational insufficiency, violence and cultural trauma. This statistic is a devastating example of untapped potential in employment, economic growth and civic contribution.

Thankfully, the issue is being addressed purposefully through city-run programs, education reform, nonprofit initiatives and criminal justice interventions, but it is both causal and symptomatic of our city’s greatest challenges.

New Orleans is an interesting place to study, and a fascinating place to live.

While life and progress here is experienced in much, much more than data and statistics, I do hope that we all resolve to measure ourselves and learn about the key indicators of our regional conditions.

Numbers don’t tell us everything, but they do provide common reference points for us to set visions and priorities for the place we call home, and I hope we will continue to study them and apply them toward our highest aspirations. It has been a pleasure to share them with you. n Photo Thinkstock

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Columns | Dining Biz Toups South at 1504 Oretha Castle Haley Blvd.

Restaurant Checklist for 2017 A new year brings new culinary options.

BY Peter Reichard

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he following is a collection of restaurants just-opened or about to open. They include a popular food truck going bricks-and-mortar, the rebirth of a long-closed Creole-soul icon, a distillery-cum-restaurant, a restaurant within a museum and a tribute to one of the culinary greats who died earlier this year.

Aux 3 Garçons Bistro — 1200 Poydras St. Along a rapidly developing stretch of Loyola Avenue, a new French offering will occupy part of the new multiuse complex on the corner of Poydras. Eric Damidot, executive chef at the next-door Hyatt Regency, will stand at the helm and feature the bistro fare of his native France. For a study in contrasts, the new building will also include Dave & Buster’s, a massive chain video game arcade / restaurant.

Dunbar’s Creole Cuisine — 7834 Earhart Blvd. Anybody who remembers Freret 24

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Street in its humbler days before Hurricane Katrina will remember Dunbar’s. It was one of New Orleans’ Creole-soul standbys, and generations of Loyola and Tulane students depended on it for its low-cost fare. Now, Celestine Dunbar has found a bigger, sparklier location between Xavier University and Notre Dame Seminary that may help to make up for all that lost time.

Lula — 1532 St. Charles Ave. Lula Restaurant Distillery is looking to capitalize on the micro-distilling craze in the Crescent City at a high-profile spot on St. Charles: the old Halpern’s furniture annex. Lula will distill its own gin, rum and vodka on-site and craft its cocktails accordingly. The menu will focus on game – rabbit, quail, Cornish hen – and other items that reflect chef/co-owner Jess Bourgeois’ Donaldsonville roots. Several entrees include a dash of rum, since it’s readily available.

Maypop — 611 O’Keefe Ave. Chef Mike Gulotta, who brought MoPho to Mid-City, is expanding to the CBD. This time, though, there will be less pho and more of an emphasis on other Asian dishes. Maypop will join the other restaurants (Company Burger, Blaze Pizza, Magasin Kitchen, Willa Jean) in the Paramount building, occupying the former site of the ill-fated Ursa Major on the corner of Lafayette.

Picayune Social House — 326 Camp St. Located in a former Daily Picayune newspaper office (more recently, until its move to Mid-City, Ed Smith’s Stencil Works), this gastro-pub will feature casual Indian fare out of a tandoori oven.

Rosedale — 801 Rosedale Drive, New Orleans. Opened in October, Susan Spicer’s new restaurant occupies the simplest of buildings in an unexpected spot, amidst the cemeteries and railroad tracks in old Lakeview. But its classic New Orleans menu promises a spicy contrast to the understated location. Fellow New Orleanian and Bayona veteran Brett Duffee will keep things authentic as chef.

Ted Brennan’s Decatur Restaurant — 309 Decatur St. With his ambitious project for a new restaurant still in process, Ted Brennan passed away in August. But the mantle passes to his son Teddy and chef Lazone Randolph, who served for years as chef at Brennan’s on Royal before cousin Ralph acquired it.

Taceaux Loceaux — 627 Celeste St. After a spate of Mexican openings over the past two years, does New Orleans need another taco place? Few are better positioned to answer that question than Alex and Maribeth del Castillo, who have spent years building up street cred with their well-respected Taceaux Loceaux food truck. The new location will allow the del Castillos to expand their menu, serve margaritas and create an atmosphere to match their food.

Toups South — 1609 Oretha C. Haley Blvd.

Since opening Toups’ Meatery on South Carrollton and Dumaine in 2012, Isaac Toups’ Cajun star has risen rapidly on the strength of his authentic regional fare. It makes sense that Toups would assume the restaurant slot at the Southern Food & Beverage Museum in Central City. Opened in October, the restaurant gives the museum a chance to feature a Southern exemplar, and it gives Toups an excuse to expand the geographic reach of his menu. n

Photo Cheryl Gerber

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Columns | Tourism Biz

Downtown Does December Options for celebrating abound in Downtown New Orleans

O Jennifer Gibson Schecter was

once a tourist in New Orleans herself and is now proud to call NOLA home. Prior to New Orleans, she wrote for publications in the Midwest and New York City.

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ne of the most interesting aspects of New Orleans is how each of its neighborhoods has a distinct identity.

The French Quarter may be the most famous, but Downtown Development District (DDD) has been hard at work for over 40 years promoting living and working in Downtown NOLA. For visitors during the holiday season, there are even more reasons to love this vibrant neighborhood.

Canal Street: Home for the Holidays began in 2008.

According to Devona Dolliole, director of communications for Downtown Development District, the series of events was created to “support Canal Street and Downtown retailers during the holiday season and to encourage family activity along the grand corridor.”

Dollioile added, “Every year,

DECEMBER 2016 BizNewOrleans.com

this grand celebration, presented by the DDD and The Roosevelt New Orleans, brings more than 30,000 locals and visitors Downtown for holiday magic and merriment at several festive events held throughout the season.”

More than 1 million twinkle lights will make the season bright along Canal Street and throughout Downtown. The Fulton Street Mall outside of Harrah’s Hotel is the location of “Miracle on Fulton Street,” where the pedestrian mall is transformed by lights, interactive ornaments and even “snow.”

On Friday and Saturday evenings Dec. 2-24, visit with Santa and enjoy live performances.

The first three Fridays in December also feature Holiday Movies on the Mississippi, a partnership with DDD and The

Outlet Collection at Riverwalk. Dec. 2 will remind parents to bring their children on vacation with them with “Home Alone,” Dec. 9will get “Let It Go” stuck in your head all over again with “Frozen,” and Dec. 16 will have you craving “candy, candy canes, candy corns and syrup” with “Elf.” All movie screenings take place at Spanish Plaza at 6:30 p.m.

The National WWII Museum joins the festivities with A Vintage Christmas and Teddy Bear Teas. The Victory Belles will grace the Stage Door Canteen stage to sing holiday classics at these special shows. Tickets for both can be purchased in advance online at NationalWW2museum.org.

The most New Orleans-style event is the Krewe of Jingle Parade on Saturday, Dec. 3. The parade will start at 1 p.m. and wind its way through Downtown. Floats will feature special holiday “throws” for the crowd, including beads of course. Marching bands, dance krewes, Christmas characters and Santa himself will bring happiness and cheer in this extremely family-friendly parade.

Providing an opportunity for fitness and fun, the Reindeer Run and Romp is scheduled for Saturday, Dec. 10. It is a fun run designed especially for kids of all ages that starts and finishes at Spanish Plaza.

Participants will be given antlers, race T-shirts, and a bag of holiday treats. After the race, Spanish Plaza will feature healthy activities, games, music and crafts. Registration begins at 8 a.m. and the race is at 9 a.m.

If the kiddos (or grownups) aren’t worn out from the race, they can head to the Audubon Butterfly Garden and Insectarium for Jingle Bugs from 10 a.m. to 4 p.m. Holiday-themed activities will feature the creatures-in-residence, and even include a few dead ones if you want to eat some “buggy holiday treats.”

Balloons and face painting, as well as a special reading, are also planned.

To ring in the New Year, head to the Louisiana Children’s Museum for its annual New Year’s Eve Countdown on Saturday, Dec. 31 from 9:30 a.m. to 3 p.m. At the stroke of noon, a confetti drop and balloon release create a fun way to celebrate.

Downtown New Orleans is a wonderful place to be to celebrate the holidays, and any visitor during this time of year has their pick of activities. The Canal Street: Home for the Holidays series and all of the bustling Downtown events are sure to create new holiday memories. For more information about these events and more, visit downtownnola. com/downtownnolaholidays/. n

Photo courtesy of DDD NOLA

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Columns | Sports Biz

Mirror Images The Saints and Pelicans are built nearly identically, and they’re getting similar results.

A

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.

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superstar at the center of a team with big contracts, too many injured players and marginal hopes for the playoffs: That’s the basic description for New Orleans’ major professional franchises, both owned by Gayle and Tom Benson and run by Mickey Loomis, Saints general manager and Pelicans head of basketball operations.

The Saints are led by quarterback Drew Brees, who in his decade as the black and gold’s field general has become a lock as a first-ballot pro football Hall of Famer. He carried the team to it greatest height, winning Super Bowl XLIV. Since then, as the team chased a second championship in a quickly closing window of opportunity, misses on veteran players and draft picks and the piling up of dead money have put the club in financial dire straits and limited its ability to build a deep, talented team.

DECEMBER 2016 BizNewOrleans.com

The lack of financial resources has meant the Saints have been forced to depend on a greater mix of draft picks, journeyman players cast off other teams and undrafted free agents joining the dwindling number of recognizable players on the roster. That has led the team to finish 7-9 in three of the last four seasons. Through late October, the team hasn’t had a winning record this season.

When Forbes released its annual listing of the most valuable teams in the National

Football League, the Saints ranked 29th out of 32 NFL franchises, with an estimated value of $1.75 billion. It was a 16 percent increase over last year, when the team ranked 23rd in the league, with an estimated value of $1.52 billion. According to the magazine, the average NFL team is worth $2.34 billion, 22 percent more than last year.

In the ranking of NBA teams, the Pelicans ranked 30th out of 30 teams with an estimated value of $650 million.

Forbes estimated the franchise did not increase in value, while the average team saw 13 percent growth.

That was a bit of surprise. Entering the 2015-16 season with new head coach Alvin Gentry and All-Star power forward Anthony Davis, the Pelicans were considered one of the NBA’s up-and-coming teams. But they started the season 1-11, and finished 30-52, winning just 37 percent of their games.

Davis averaged 24.3 points, 10.3 rebounds and two blocked shots per game last year. But he only appeared in 61 of the team’s 82 games, causing him to miss making one of three All-NBA teams, thus missing out on a $24 million bonus. Don’t feel too bad for him, though. This season, he began a five-year contract extension worth an estimated $145 million.

But, like Brees, Davis can’t do it alone.

Shooting guard Buddy Hield, the Pels’ first-round draft choice, has a talent for knocking down threes. The long-term hope is that he can become a back-court threat who can stretch defenses and open room for Davis to work along the baseline.

For now, though, expectations for the Pelicans have slipped from a year ago.

Where a playoff climb was thought to become the norm, the team will be a surprise if it makes it to the postseason this year. n

Forbes 2016 Team Valuations In Forbes’ 2016 listings of the most valuable teams in the NFL and NBA, the Saints ranked 29th out of 32 NFL franchises and the Pelicans ranked last, 30th out of 30 teams.

Current Value Operating Team Rank Value Change Revenue Income Average NFL Team

$2.34 B

22%

$380 M

$91 M

New Orleans Saints

$1.75 B

16%

$358 M

$77 M

Average NBA Team

$1.25 B

13%

$173 M

$30.0 M

New Orleans Pelicans

$650 M

0%

$142 M

$19.7 M

29/32 30/30

Photos Associated Press

BizNewOrleans.com DECEMBER 2016

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Columns | Film Biz Examples from the Fleshman Collection of Pre-Cinema Optical Devices and Victorian Parlor Amusements

What’s New at Nims NCIS New Orleans and a unique historic collection have the center hopping.

T Kimberley Singletary is the

managing editor of Biz New Orleans magazine.

A 20-year Southern California veteran, she has been surrounded by the film industry for most of her life.

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ucked away in the industrial area of Harahan is a 100,000-square-foot facility called the UNO Nims Center New Orleans.

Monday through Friday, the center is bustling with activity as it plays home to the third season of CBS’ hit series NCIS New Orleans. Inside you’ll find perfect replicas of a medical examiner’s offices, restaurant and New Orleans style residences. You’ll also find UNO students getting a hands-on introduction to Hollywood.

“We’ve got 16 interns at the center right now,” says Roger Benischek, director of the Nims Center. “Eight are working on NCIS and eight are working at the center.”

The for-credit, paid ($10 an hour) internship program with NCIS, Benischek says, is the result of the passion of Joseph Zolfo, the show’s producer. “He started in the business at the bottom of the bottom and always told himself

DECEMBER 2016 BizNewOrleans.com

that if he ever made it, he’d give back. He saw this as an opportunity to do just that.”

Interns on the show work in various departments, from art to camera to facilities to locations, averaging approximately 20 hours a week.

With four stages, 35 productions offices, plus post-production suites and screening rooms, conference rooms, showers, kitchens, washers-dryers and even a 40 seat HD executive screening room, the Nims Center — operated by the UNO Foundation and UNO — has been a popular filming location since it opened in 1999. In addition to TV movies, music videos and commercials, the center has hosted 30 feature films including award-winning projects “12 Years a Slave,” “Dallas Buyers Club,” “Ray,” “Beasts of The Southern Wild,” and “The Curious Case of Benjamin Button.”

“Benjamin Button took up the entire facility as their soundstage and costume area,” says

Benischek, who notes that in the center’s early days sometimes three projects would be filming at a time.

In 2013, not too long after NCIS arrived for its first season, the Nims Center received another exciting addition, a collection of precinema optical devices and parlor amusements from the estate of Robert Fleshman, former chair of the theatre department at Loyola University New Orleans.

“Robert spent over 40 years quietly collecting these items, that range from little toys and things that amused Victorian society to early projection devices from Thomas Edison and other inventions that led to the development of moving images,” Benischek says. “All in all it’s, I’d say, over 300 items, including about 150 to 200 actual devices, 15 or 20 of which were truly instrumental in the development of cinema.”

Interns on the Nims Center side have been hard at work on the collection for three years now — cleaning, sorting, locating missing parts, doing research and making sure the devices are actually functional.

Benischek says the ultimate goal from the beginning was to create a different sort of a museum.

“Instead of putting the items behind glass, we have them out in the open on pedestals that you can turn so you can see the entire piece easily,” Benischek says.

“We’re also including digital tablets with each item that allow you to learn about each one and see how it contributed to the development of cinema.”

This past spring the first part of the Galleria of Pre-Cinemagraphic Optical Devices and 19th Century Parlor Amusements was completed and the center hosted a successful showing for Fleshman’s family.

“Eventually, when everything is completed, the idea is to open the collection up to public tours one or two times a month,” Benischek says. “With NCIS here, of course we’re very limited on parking so we’d have to figure all of that out but I think that can happen.”

Benischek says the Nims Center is a source of pride for UNO, and rightly so.

“No other film program that I know of operates like this,” he says. “To have this direct work opportunity with the industry in our own facility plus a classic collection like this — we really are unique.” n

W O O D WA R D D E S I G N B U I L D . C O M

800 650 6443

BizNewOrleans.com DECEMBER 2016

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L A I T R A M P L A S T I C I N J E C T I O N M O L D I N G P L A N T | W O O DWA R D D E S I G N G R O U P A N D H M S A R C H I T E C T U R E

Columns | Entrepreneur Biz

Entrepreneur vs. Intrapreneur Does your business encourage intrapreneurism?

“I 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 macrobusiness levels.

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ntrapreneurship” is a relatively new concept that is gaining traction in a variety of forward-thinking enterprises. Simply defined (by Investopedia), intrapreneurship is “acting like an entrepreneur within a larger organization.”

A more colorful description came from John Landrum, vice president for innovation at Intralox, a division of Laitram, a local industrial machinery company. According to Landrum, Intrapreneurism “offers a chance to be entrepreneurial without risking your kids’ tuition. It’s entrepreneurism without the chest pains.”

As explained by Mike DeBoer, director of transformation and operations at GE Digital, intrapreneurism “takes the principles of entrepreneurism and applies them to large organizations internally. Employees can take risks, define new products and continue to develop them over time.”

Intrapreneurship is credited

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with producing products as diverse as Post-It Notes and Gmail. Clearly, a company that encourages intrapreneurship can benefit in many ways: creation of new and/or improved products and services, better internal processes and systems, and even less tangible rewards such as higher employee satisfaction and retention rates.

All this said, there are still significant differences between being an intrapreneur and an entrepreneur. Closer examination of the circumstances of intrapreneurship, and some of the assumptions associated with it, suggest that the simple definition may not be especially accurate.

To begin with, intrapreneurs still must understand, and operate within, the principles and boundaries of their organization; their undertakings must be aligned with its business model.

Also, while an entrepreneur must have a wide range of skills to succeed, an intrapreneur looks

at one piece of a company or organization rather than its entire entity. Intrapreneurs can focus on narrower problems, such as improving a specific process, product or service; in turn, this may require a more narrow, targeted skill set.

And as Landrum pointed out, using company resources instead of personal resources, thereby eliminating personal risks and costs, creates a vastly different environment.

Still, it is easy to see why both employees and organizations benefit from establishing an intrapreneurial culture. Landrum described this as creating a “challenge culture, where you manage by principle, not by authority.” Decision-making is at least partially decentralized, and employees feel more empowered.

DeBoer used the term “agile culture” and emphasized how GE is encouraging staff to spend more time with customers in a nonsales environment. “We are becoming more customer-focused, measuring success by customer outcomes,” he explained. “We are bringing the customer into the product development cycle.”

With customer input in hand, GE then allows employee teams to work on ideas while coming from the perspective of being a startup venture.

Landrum offered the example of a new product developed within Laitram. One of the company’s account managers saw a customer need, and despite being part of the sales force rather than the product development unit, took the initiative to invent a new product. He was given the latitude to pursue his idea, and it resulted in a popular new item for the company to sell.

As intrapreneurship becomes a larger presence within more companies, some interesting theories are emerging. For example, many business experts recommend rewarding successful intrapreneurs with rapid promotions and envision them as future company leaders. Remembering the Peter Principle, one has to question whether entrepreneurial skill sets really align with the skills required to manage larger enterprises.

Another question is whether people who emerge as intrapreneurs in a larger organization could go on to become independent entrepreneurs.

Intrapreneurship is a fascinating trend, and clearly a positive one. How it will play out over the longer term will be something to keep an eye on — maybe even fodder for a thesis by an entrepreneurial MBA candidate. n Photo Thinkstock

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Columns | Biz Etiquette

Tips for Freelancers Etiquette rules of the road for the brave new gig economy world

I Melanie Warner Spencer is editor of

New Orleans Bride Magazine. Her writing has appeared in the Austin American-Statesman, the Houston Chronicle, the Chicago Tribune and Reuters. Spencer’s ever-expanding library of etiquette books is rivaled only by her everready stash of blank thank-you notes. Submit business etiquette questions to Melanie@ MyNewOrleans.com.

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f it seems lately that everyone you know has a “side hustle” or freelance work, that’s because more than a fourth of the population is in some way a member of the gig economy.

According to Spera, a digital office platform for independent workers, nearly 54 million Americans participated in independent work in 2015.

Those numbers are expected to rise to about half the population by 2020, according to SmallBizTrends.com.

With so many of us taking on outside projects or working as full-time contractors, it can’t hurt to review a few basics for working with clients, both for those gigging outside of their day job and the people who have made it their full-time occupation.

First impressions When meeting with clients, consider your audience and dress accordingly for face-toface meetings. While it might be acceptable to dress casually

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for a meeting with a technology industry client at a company known for its dress-down atmosphere, showing up in jeans and a concert T-shirt with the CEO of a finance corporation is not advisable. Do your homework and if the company culture is traditional, wear a suit or similar business attire. This holds true whether you are meeting at their offices or off-site.

Office Space For a lot of freelancers, coffee shops, bars and restaurants replace a traditional office. When meeting clients, plan to pay for their order. You are wooing them, not the other way around. If the client offers to pay, it’s fine to say, “Thank you, that’s very generous.

Are you sure?” Protesting once is fine, but don’t turn it into a back-and-forth. Also, opt for quiet, low-key settings. Be mindful of the establishment’s staff, too. Don’t take up the table for extended periods, otherwise you are interrupting

their business to conduct yours. Full-time freelancers with a more robust budget can consider membership in a co-working space.

In addition to a place to hang your laptop during business hours, most co-working spaces have meeting rooms. Day rates are also often available.

Time is Money As a contractor, it’s your job to make your client’s work easier and to save them time.

Pick the best form of communication for the situation. If something can be accomplished via email or with a quick phone call, don’t schedule an in-person meeting. When you do book a phone conversation, Skype session or face-to-face meeting, always ask your client how much time is available on their end, set a beginning and end time, and stick to it.

Face Time With in-person meetings, be clear about the agenda — especially when addressing areas of frustration or concern. The worst thing you can do is ambush the client with an unexpected problem. Extend your client the courtesy and respect of informing them about the issue so they can give thought to the situation and possible solutions.

Under Pressure The adage “Under promise and over deliver” should be every freelancer’s credo. As an outside contractor, you more than anyone are replaceable. Communicate as problems and setbacks arise and offer bad news wrapped in solutions. Whenever possible, turn work in early rather than late and offer regular progress reports. Finally, be realistic about timelines and where your client falls in your workload. If you have five projects ahead of them, be honest about it. Sometimes you will simply have to turn work down because the client’s timeline is too short. That’s OK. Ask them to keep you in mind for future projects and, if you know a reliable peer who would be a good fit, recommend a substitute.

The client will appreciate your candor and the help in finding a replacement, and you will create a lot of good karma for yourself and your business.

Finally, be sure to keep freelance work off of your day job employer’s time. Take calls and meetings during lunch and other breaks, after hours, and on weekends, and don’t use company equipment for your work.

Let clients know when you typically respond and hold “office hours” for meetings.

Honesty and ethical conduct are qualities prized by both full-time employers and those hiring freelancers. n Photo Thinkstock

BizNewOrleans.com DECEMBER 2016

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Columns | Tech Biz

Home Automation A game-changing new addition arrives just in time for the holidays.

A

Steven Ellis

has spent the last 16 years working at the intersection of business and technology for Bellwether Technology in New Orleans, where he serves as the company’s vice president.

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short nine months ago, I wrote an article for the March 2016 issue of Biz New Orleans about the Internet of Things (IoT).

While acknowledging some of the benefits of connecting devices together, much of my focus was on the fact that IoT, particularly in the context of home automation, is not quite ready for primetime due to a lack of standards, a lack of true integration, and the unreliability of many of the products.

I hinted at, but did not explicitly point out, that even when everything works as it should, the process of finding my phone or tablet, unlocking it, launching an app and then finally controlling something is often less convenient than simply flipping a switch. In other words, home automation can be more gimmicky than useful.

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All of which, I think, is about to change.

When the Amazon Echo was first announced two years ago, I thought it, too, was a gimmick. Two hundred dollars for a voice-controlled speaker did not get me excited. It wasn’t until Amazon announced the new $50 Echo Dot on Oct. 3 of this year, followed by the Google Home launch event the next day, that I started seriously thinking about what voice control in the home really means. What I realized is that it’s precisely what can make home automation consistently more convenient.

I began to tackle the question of whether that realization is an abstract idea to stow away for the future or today’s reality. Soon my six pack of Amazon Echo Dots arrived, and “Alexa” became the new member of the household.

(Amazon’s announced Sonos integration kept me from waiting for Google Home to be released at the time).

Setting up Alexa is easy for anyone reasonably technically inclined. The first out-of-the-box tasks that everyone seems to mention are getting weather reports, tracking grocery lists and tasks, and setting kitchen timers, all of which work as expected.

My kids have also found it useful while doing homework. “Alexa, what’s 53 times 78? Alexa, what’s the definition of ‘forthcoming’?”

So far, so good.

Next, I started connecting Alexa to other devices. My experience with the Philips Hue, Logitech Harmony and Yonomi “skills” (Yonomi enables Sonos control until the official Sonos integration is released next year) has been mostly positive. While each took some tweaking to get everything working reliably, in each case the difficulty lay entirely with the app or device being controlled — not with Alexa.

And the key difference is that the end result is worth the effort.

Before, when the smart lights didn’t always respond, we just stopped using them as smart lights and went back to flipping switches. Voice control, as opposed to mobile app control, supplied the motivation to invest in more bulbs to improve the network’s reliability.

Similarly, before Alexa arrived, I hadn’t bothered trying to automate the entertainment center. Having lost count of the number of times I showed the less technical members of the house how to set the TV and receiver to the correct inputs to watch what they wanted to watch, I figured investing time and money on a smart remote would likely be met with skepticism, if not outright hostility. But Alexa was the motivation to buy a Logitech Harmony Hub, and now we have “Alexa, turn on the TV.” “Alexa, turn on the Wii.” “Alexa, turn on NBC.” Who can argue with that?

Alexa is not perfect — too much background noise will throw her off; there’s a lot that she doesn’t yet know how to do; and if you don’t know the right phrase, she won’t understand you — but she is ready today to start making your life just a little easier. n

Photo Thinkstock

BizNewOrleans.com DECEMBER 2016

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Biz Bits - Industry News Around town

By attempting to use our courts to circumvent the work of DNR (Louisiana Department of Natural Resources) and the administrative enforcement of state law, Gov. Edwards is setting a new precedent, which will have far-reaching implications beyond oil and gas to the entire business community.

Louisiana Oil and Gas Association Acting President Gifford Briggs (left) and Louisiana Mid-Continent Oil and Gas Association President Chris John (right) in a joint statement in response to 24th Judicial District Court Judge Stephen Enright’s decision to grant a motion for a new trial in the lawsuits involving

More than $1 million —Amount of Disaster Unemployment Assistance that has been provided to Louisiana residents whose jobs were affected by the August flooding in Baton Rouge. The deadline to apply for assistance has passed, but individuals that remain eligible may receive payments until Feb. 18, 2017.

Gov. John Bel Edwards, Louisiana Department of Natural Resources (DNR), Jefferson Parish and numerous oil-and-gas exploration-and- production companies over alleged violations of coastal use permits.

Board and Officers Announced for LIDEA The Louisiana Industrial Development Executives Association (LIDEA) has elected its board and officers for 2017. Among the goals for the upcoming year, according to President Jerry Bologna, are to “grow membership, increase advocacy and bring greater focus to economic development needs across the state of Louisiana.”

President: Jerry Bologna, CEcD - executive director, Jefferson Economic Development Corp.

Vice President: Michael Tarantino - president/CEO, Iberia Industrial Development Foundation Secretary: Grady Fitzpatrick - senior vice president, business development, GNO Inc. Treasurer: Don Allison - partner, Advantous Consulting

Board of Directors: Frank Fink (past president) - LaCEcD, director of economic development, St. Mary Parish Government

Humana Grant for Health-Related Nonprofits Nonprofits in New Orleans and Baton Rouge that promote health education, healthy behaviors and access to health services are invited to apply for a 2017 Humana Foundation grant.

The foundation — which awarded $3.6 million in health-related grants last year, including $1.7 million to programs targeting minorities — has chosen New Orleans and Baton Rouge as two of the eight cities on which it will focus grant making for 2017.

Letters of Intent will be accepted from Dec. 1 to 15, 2016. Selected organizations will be invited to submit online grant applications from Jan. 1 to 31, 2017. Grant announcements will be made next spring.

For more information, visit HumanaFoundation.org.

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Larry Collins - executive director, Office of International Commerce, Louisiana Economic Development Rhonda Reap-Curiel, CcED - owner, CENCOR Jim Bourgeois - executive director of Business Development, One Acadiana Scot Byrd - vice president, business development, BBI Architects Vic Lafont - president/CEO, South Louisiana Economic Council Stacey Neal - executive director, Tangipahoa Economic Development Foundation David “Rocky” Rockett - president and executive director, Greater Bossier Economic Development Foundation Donald Pierson, CEcD (ex-officio) - secretary, Louisiana Economic Development

Recent Openings

40 Arpent Taproom

Hard Rock Construction

Funded in part by the $110,000 prize package 40 Arpent won at the inaugural Startup St. Bernard entrepreneurial pitch competition in 2015, 40 Arpent Brewing Co. in Old Arabi has completed a 1,200-square-foot taproom. Part of the company’s 6,000-square-foot microbrewery, the taproom is now open Thursday through Sunday from 3 p.m. to 11 p.m. Plans are to eventually add an observation deck.

A civil contractor in business since 1989, Hard Rock Construction celebrated the opening of its new headquarters Oct. 28 at 1255 Peters Road in Harvey, Louisiana. The new facility includes a 12,000-square-foot administration building and 10,000-square-foot warehouse building. Hard Rock currently employs a staff of 180. Main clients including Louisiana DOTD and parishes including Orleans, Jefferson, St. Bernard, East Baton Rouge and Plaquemines.

South Market Sales Gallery The sales gallery for The Standard at South Market — the fourth addition to the South Market District mixed-use development by The Domain Companies— is now open at 719 O’Keefe Ave. The first of its kind in New Orleans, the gallery features full-size model rooms for the 89 for-sale luxury condominiums that range from one to three bedrooms. The gallery also displays a 3-D model of the project, renderings and a local art collection.

Thibodaux Regional Medical Center Wellness Center The 242,000-square-foot Thibodaux Regional Medical Center Wellness Center was dedicated on Oct. 27. A $73 million facility, the center is the first of its kind in the state and focuses on prevention, fitness, education, rehabilitation, and focused sports and wellness services. Its economic impact to the Lafourche Parish and surrounding region is $5.2 million a year.

Coming Soon

VFW Post 8973 This Veterans Day, Nov. 11, the New Orleans Veterans of Foreign Wars Post 8973 — one of the fastest-growing posts in the U.S. and only active post in New Orleans — celebrated the groundbreaking of its new 531 Lyons St. facility. Design Management Group is the general contractor for the renovation, which will include replacing more than half of the post’s current structure with modern construction.

VOAGNO Cottages The Cottages at Mile Branch, the newest housing development by Volunteers of America Greater New Orleans (VOAGNO) designed to serve families and veterans in need, broke ground Nov. 3 at 424 Purslane Drive in Covington. Of the 25 two-, three-, and four-bedroom single-family homes, 13 will be set aside for veterans and their families. Four of those will be ADA compliant to accommodate physically injured veterans. The development will be owned and managed by Renaissance Neighborhood Development, a subsidiary of VOAGNO.

We’d love to include your business-related news in next month’s Biz Bits.

Please email details to Editorial@BizNewOrleans.com.

BizNewOrleans.com DECEMBER 2016

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DECEMBER 2016 BizNewOrleans.com

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TOP1o Business Stories of 2016

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DECEMBER 2016 BizNewOrleans.com

MSY Ups Its International Game

By Kim Singletary

First it was Germany, then England, now Honduras — after 34 years without a direct flight to Europe, this past year the Louis Armstrong New Orleans International Airport (MSY) welcomed announcements that nonstop flights are on the horizon to two European and one Central American destination.

Seasonal nonstop service on Condor Airlines to Frankfurt, Germany, was announced in June. Flights are booking now, with service set to begin May 17, 2017. Service will run during the high-travel summer months of May to September two days a week, Wednesdays and Sundays.

The 10-hour trans-Atlantic flights will take place aboard a Boeing 767-300ER that includes 35 premium-class seats, 18 business class and 206 economy seats.

In October, New Orleans finally landed the big fish — British Airways. Nonstop service between New Orleans and London Heathrow Airport will begin March 27, 2017, four days a week on the airline’s Boeing 787-9 Dreamliner.

As the airline that pioneered first-class international air travel, it’s no surprise that British Airways’ latest addition, the Dreamliner, has a host of high-class features ranging from extra-large windows (60 percent larger than typical aircraft, according to one reviewer) and mood lighting to quieter, lighter, more fuel-efficient operation. The airplane’s premium cabin is also roomier — with eight seats compared to 14.

In a letter to members and colleagues, Stephen Perry, president and CEO of the New Orleans Convention and Visitors Bureau, said the wooing of the airline giant took place over four years, led by a partnership between the CVB, GNO, Inc., and local businessman Gregory Rusovich.

“The new partnership with BA will drive the brand of New Orleans as a world destination not only in the U.K., but throughout the European continent,” Perry said. “With the new Dreamliner and all of its amenities, we will have a top-of-class aircraft connecting London to New Orleans. We will jointly forge an entirely new marketing approach in collaboration with BA that will be a huge part of a greatly ramped-up international marketing program designed to bring hundreds of millions of new top-line dollars to the Greater New Orleans region.”

Simon Brooks, British Airways senior vice president, praised the link between the two cultural destinations, adding he was “pleased to be connecting our two cities as developing technology hubs and look forward to increased business opportunities as a result of the new service.”

About a week after the British Airways announcement, Choice Aire announced that it would be starting yearround nonstop flights between New Orleans and San Pedro Sula, Honduras, on Dec. 17. The three-hour flights will run Wednesdays and Saturdays aboard a 150-seat Boeing 737-400.

The service will be the second offering nonstop rides to Central America, following the addition of Copa Airlines’ flights to Panama City, Panama, that began June 24, 2015.

“This is another significant announcement for our airport and citizens,” said New Orleans Mayor Mitch Landrieu in a press release. “This flight will improve connection and synergy between businesses in both New Orleans and Latin America and be another positive advancement for our communities.” n

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2

Catastrophic Flooding in Baton Rouge

By Rebecca Friedman

With 13 people killed and the most recent damage estimate reaching $8.7 billion, the August f looding in the Baton Rouge area has become the state’s worst natural disaster since Hurricane Katrina.

Gov. John Bel Edwards returned to Washington, D.C., in November to request $4 billion in federal disaster aid, up from the initial $2.8 billion request the state made back in August. This aid would address not only the f looding in Baton Rouge but also severe f looding that hammered the northern part of the state earlier this year. In addition to relief for housing and business recovery, some of these funds would be directed toward water management, f lood control and other initiatives intended to better protect the region in the future.

So far, the federal government has delivered $438 million in disaster funding to the state, but the Restore Louisiana Task Force, the group charged with allocating these funds, has yet to finalize the terms of an initial housing recovery program. The task force has asked for more time to consider the program guidelines 46

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in order to ensure that aid reaches the greatest number of people with the greatest amount of need.

One of the biggest challenges of the August f loods is the fact that approximately 80 percent of those affected did not carry f lood insurance, as they lived in areas where it was not required. With an estimated 180,000 structures damaged, that leaves property owners with millions of dollars in exposure.

Businesses certainly took a hit as well. According to Louisiana Economic Development, the f looding affected 20,000 businesses in the state, with 6,000 businesses f looded across 22 parishes, and 278,500 people unable to work during the peak of the crisis. The U.S. Department of Agriculture designated 24 Louisiana parishes agricultural disaster areas, and the LSU AgCenter estimated the state’s agricultural losses at $277 million.

FEMA aid typically covers 75 percent of rebuilding and remediation in the wake of a natural disaster, so Louisianians affected by these events — particularly the uninsured — remain hopeful that they will get some relief. But as New Orleanians who faced a similar struggle after Katrina can attest, they will need to be patient, as the bargaining process has only just begun. n

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‘A House Divided’ Over Short-Term Rentals

By Rebecca Friedman

4

South Market District Continues

By Marie Simoneaux

The conflict between local economy and local identity has reached a fever pitch in the ongoing battle over short-term rentals (STRs).

With the continued growth of sites like Airbnb and HomeAway, STRs have surged in popularity in tourist-friendly New Orleans. According to AirDNA, a site that reports statistics about Airbnb activity, Airbnb posted more than 5,000 active listings in New Orleans in November 2016. Of those listings, nearly 75 percent are for whole-home rentals, a trend that has residents of many neighborhoods up in arms.

Proponents of STRs tout the ability to earn additional income by renting out whole properties, or even a room or a couch within their home.

In a city where wages for many have remained stubbornly stagnant, supporters have grown to rely upon the extra income their STRs provide.

On the flip side of the argument are members of the hospitality industry, who argue that STRs enjoy an unfair competitive advantage by not having to pay taxes or adhere to the same safety regulations as traditional hotels and bed and breakfasts. Neighborhood organizations lament the steady streams of tourists who take up scarce parking spaces and often behave in a disruptive manner. And affordable housing advocates blame STRs for reducing the city’s already insufficient rental housing stock and driving up rents.

The City Planning Commission and City Council have sought to strike a balance that would acknowledge the (seemingly permanent) reality of STRs and ensure that they contribute to the city’s tax base and enforcement efforts. On Oct. 20, the City Council (in a 6-1 vote) approved a proposal crafted by the Mayor’s Office, two major STR sites and City Council members that attempted to address both sides.

The resolution prohibits full-time, whole-home rentals in residential districts but does allow whole home rentals up to 90 days a year — outside of the Vieux Carré, where such rentals are banned altogether.

Permanent residents (with proof of a homestead exemption) are allowed to rent spare bedrooms or half a double house on a full-time basis. And property owners in districts zoned as commercial or mixed use can operate STRs year-round with few restrictions. All STR operators must carry a permit.

In turn, STR industry platforms have agreed to collect taxes from STR permit holders, contribute to an affordable housing fund and provide quarterly data on their operators.

With details still being finalized, all parties involved are keeping a close eye on the negotiations. n

With three residences, seven retailers and nine restaurants, one luxury hotel and co-working space for up to 400 people, the South Market District is quickly making its mark in downtown New Orleans. Since the Paramount apartments opened in 2014, the South Market District has forged ahead on project after project, with a vision of changing the Warehouse District and the CBD. Chris Abadie of Stirling Properties has watched the South Market District project since its inception and said it has changed the face of retail in the Warehouse District. The combination of desirable housing and new walkable retail makes the area more attractive to tourists, young professionals and locals.

“It’s become ground zero for retail within a growing area and has helped changed the face of this neighborhood within a very short time,” said Abadie.

Prior to the South Market District project, developed and run by the Domain Companies, the area had limited retail and no high-quality, accessible grocery store – both of which Abadie said is key to a thriving, downtown neighborhood.

Domain started work on South Market in 2013, when they broke ground on the Paramount apartments, but 2016 has been special, according to Matt Schwarz, one of the company’s principals.

“2016 has been an amazing year for the District and Domain, with new buildings opening, projects being announced, and restaurants and retailers setting up shop,” he said.

The Ace Hotel and the Beacon apartments both opened in March of this year, work on the Standard apartments was announced, and sales started in October (it’s expected to open in spring 2018), and a slew of new businesses opened or are set to open under the umbrella of South Market.

When the development is completed, the South Market District will boast 1,000 luxury apartments and condos, 200,000 square feet of retail space and 1,300 parking garage spaces. Domain expects that the project will have created over 500 permanent jobs and 1,500 construction period jobs.

“We are proud of the South Market District’s continued growth and positive impact on downtown New Orleans,” Schwartz said. “In addition to the economic benefits South Market’s new residents and businesses bring to the city, it has been wonderful to see a strong sense of community develop in the area. We’re looking forward to what 2017 will bring.” n BizNewOrleans.com DECEMBER 2016

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Real Estate Good and Great

International Tourism Boom

By Marie Simoneaux

In 2015, New Orleans experienced a 37 percent growth in international tourism — the highest of any city in the United States according to the United States Department of Commerce’s National Travel and Tourism Office.

In addition to the increase of overseas visitors, the total revenue from tourists increased by over 3 percent, to reach $7 billion.

In June, New Orleans was host to the IPW convention, a partner of the U.S. Travel Association and the largest generator of travel to the United States. The event attracted more than 6,000 attendees, including 1,000 national travel organizations, 1,300 international buyers and 500 travel journalists from over 70 different countries.

The convention is predicted to have helped secure $4.7 billion in future tourism revenue.

Stephen Perry, president of the New Orleans Convention and Visitors Bureau, said the city is in a strong tourism growth curve.

“The increase in international visitation to New Orleans was a major milestone for the city and the fruit of many years of hard work and investment,” Perry said. “We will continue to build on the successes of this year, as we expect to see another boost in international visitation from hosting IPW in June, coupled with new, direct international f lights beginning service in 2017.”

Mayor Mitch Landrieu said the numbers show New Orleans is one of the best places in the world to visit.

“Simply put, New Orleans is on a roll,” said Landrieu in a press release. “For the tenth consecutive year, New Orleans has seen a record-breaking increase in the number of visitors that are contributing billions of dollars to our economy.”

In total, 9.78 million visitors came to New Orleans in 2015 from over 70 countries. As the city prepares for its tricentennial in 2018, Perry said New Orleans will continue to take the global stage.

“It truly is an exciting time for New Orleans as a world-class destination.” n

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DECEMBER 2016 BizNewOrleans.com

By Suzanne Ferrara

Despite lower energy prices, the oil and gas crisis and a higher than national average unemployment rate, the New Orleans real estate market actually grew more in 2016 than in the previous five years.

According to Latter and Blum’s 2016 Market Measure Real Estate Trends, the number of properties sold in the Greater New Orleans area was up by 8.7 percent for the first three quarters of the year when compared to the same time in 2015.

However, the president of the New Orleans Metro Association of Realtors, (NOMAR), Lesha Freeland, is quick to point out, “This [increase] is a drastic slowdown from the double-digit increases from the year before.” She says the marketplace right now is complicated. “There are really two sides: there’s a good and not so good side, depending on the price range you are looking at.”

2016 has been a buyers’ market for higher-priced homes ($400,000 on up). “There’s a slowdown occurring with homes over $400,000, and that hasn’t been the case for years,” adds Freeland.

However, there’s stiff competition for moderately priced homes (around $200,000) due to a lack in supply and high demand.

Real estate consultant Dr. Wade Ragus says the overall picture remains sunny compared to the rest of the country.

“We are considered one of the stronger housing markets nationwide, and we are still maintaining more appreciation than in much of national marketplace,” he says, before admitting that, “There is a consensus now that we have reached the top and are now entering a period with somewhat less growth in demand.”

As for the commercial market, sales in the retail sector increased 90 percent in the Greater New Orleans area in 2016 compared to the same time period last year, according to Latter and Blum’s 2016 Market Measure Report. “New Orleans continues to remain strong, particularly the CVB and warehouse sectors,” says Paul Richard, president of NOMAR’s Commercial Investment Division (CID). “What we’re beginning to see is a tightening of product inventory and a deceleration in prices per square foot for lease for some retail and office space.”

Richard says next year’s forecast will depend greatly on what happens with the Federal Reserve and the new president’s relationship with Congress. n

Restaurant Greats Continue to Expand

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World Trade Center Turmoil

By Pamela Marquis

By Maria Clark

The restaurant scene in New Orleans continued to grow this year with a variety of dining options popping up in neighborhoods all over town.

The year kicked off with the announcement that chef Emeril Lagasse was set to open his fourth restaurant in the city and the first to open since the renovation of Delmonico in 1998. Named Meril for his daughter, the restaurant opened Sept. in the Warehouse District.

O.C. Haley Boulevard has continued to draw attention from up and coming restaurateurs. One of the latest additions is Toups South, which opened in the same building as the Southern Food and Beverage museum on Oct. 5. This is chef Isaac Toups’ second location in the city and focuses on sublimely meaty Southern and Cajun-inspired dishes.

Both the Ace Hotel and the Pontchartrain Hotel have retained their popularity with locals and tourists after completing extensive renovations over the past year. Josephine Estelle, the sleek Italian restaurant in the Ace Hotel that opened this past March, has continued to draw a crowd of hungry diners. The Besh Group, meanwhile, revitalized the elegant Caribbean Room as part of The Pontchartrain Hotel’s $10 million renovation and brought back a menu built on contemporary Creole dishes.

In August, Altamura, an elegant Italian trattoria opened in the Magnolia Mansion in the Lower Garden District. Owned by Jack Petronella of Manhattan Jacks, Altamura’s menu includes classic Italian dishes such as osso bucco and minestrone.

Over in Mid-City, Vessel opened in June with an exciting new bar program and menu heavily influenced by Mediterranean cuisine. The new concept is spearhead by MiLa alum Nick Vella and offers a chic dining and happy hour alternative in the heart of Mid-City.

Another trend that has shaped the industry this year has been the expansion of longtime favorite hotspots, which includes the team behind Three Muses on Frenchmen Street bringing their concept Uptown with Three Muses Maple on Sept. 9. The venue features live music and a menu made up of small dishes and an array of cocktails.

Fellow Uptown tenant, the Delachaise team, has cemented its popularity over the past decade with the Delachaise on St. Charles Avenue. On June 5, the concept was expanded further Uptown with Chais Delachaise, a cozy bistro featuring a menu of small and large plates created by chef Daniel Volponi. n

The efforts to resuscitate the building at 2 Canal Street seem simply Sisyphean: full of numerous lawsuits, possible demolitions, unrealized plans and busted negotiations with developers for long-term leases.

The city’s most recent plan includes selecting a development team led by Carpenter & Co. of Cambridge, Mass., and Woodward Interests of New Orleans to lease and renovate the vacant tower into a $360 million Four Seasons hotel.

The 33-story building was constructed in 1968. For years, it was known as the International Trade Mart building before becoming the World Trade Center. However, since the late 1990s, negotiations with developers over long-term leases have failed many times, during which the building sat vacant, generated no revenue and basically deteriorated.

In March 2015, Carpenter & Co. and Woodward Interest were selected as co-developers of the project and the city approved the lease with them shortly thereafter. The group is planning to develop a Four Seasons hotel with 350 guest rooms, two signature restaurants, more than 20,000 square feet of meeting space, a Four Seasons spa and fitness center, a rooftop pool and 76-hotel-serviced condos. Renderings of the ambitious project can be viewed at the project’s website Frontandcenterneworleans.com.

This process was not without its own share of tumult, particularly

by Stuart “Neil” Fisher, a Florida real estate investor whose company is called Two Canal Street Investors. The company was one of five finalists for the city’s 99-year lease of the building with a $228 million proposal. Fisher slowed the procedures with lawsuits and appeals about the bidding process. By year’s end, however, the road blocking efforts seemed to be running out of steam.

The building is owned by the New Orleans Building Corp., a property development arm of the city. The city and NOBC have insisted the lease selection process was open, fair and resulted in a deal with the highest benefit to local taxpayers.

A recent press release from the city stated: “The Carpenter/ Woodward (Four Seasons) proposal maximizes the NOBC’s return on investment by creating good-paying jobs — including more than 1,600 temporary construction jobs and 450 permanent jobs — and will be a demand generator that attracts further investment across the city.”

Once completed, the new hotel will anchor development along that stretch of the riverfront. n BizNewOrleans.com DECEMBER 2016

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9 10

The Slowdown Continues With Hollywood South

By Kim Singletary

In the summer of 2015, the passage of ACT 134 officially limited the film cap to $180 million — a drastic change to an industry that spent $246 million in the state in 2013 and $222 million in 2014.

It didn’t take long for Louisiana to feel the effects. Filmworks, a 37-acre movie production studio that opened in 2014 went from booking films before it was even officially open to closing its doors for good on March 31, 2016.

Louisiana Economic Development Secretary Don Pierson reports film business in the state has declined by 80 percent since the changes were made.

Hits to the industry have rippled outward, affecting businesses like Ricca’s Architectural sales in New Orleans. In the Biz film column this past May, Store Manager Julie Ricca noted that the film industry both saved her family’s business in the wake of Hurricane Katrina and continued to provide a crucial source of revenue until the changes went into effect. “In the last 10 years, the industry made up, I’d say, about 40 percent of our clientele,” she said.

In the August issue film column, Mark Backus, sales and design for OPA Signs & Graphics, reported that 25 to 30 percent of the sales at his company from 2011 to 2014 came from filming projects. He noted visits from productions to his business had gone from six or seven a week to maybe once a month.

The issue is one of state vs. local — incentives are paid by the state, but benefits are primarily reaped on the local level. While proponents of the changes assert that with every dollar the state spends on film only 23 cents comes back in tax revenues, Robert Vosbein, president of the Louisiana Film & Entertainment Association noted in his president’s letter in June that, “Local economies enjoyed an average infusion of $6 to $9 for every $1 the state spent to encourage film and television production.”

Within a month of the start of the 2016 fiscal year, the cap was tapped out, but many say it’s a good sign that the state is paying out and clearing the backlog of credits — hopefully helping to restore faith.

While the list of productions in 2016 doesn’t stretch as long as 2014 and previous years, as of late November — according to FilmNewOrleans. org — it did include 14 feature films and six TV series, including season three of NCIS New Orleans, four independents and a TV pilot. n 50

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Cuba Gets Closer

By Keith Twitchell

Cuba may not yet be fully open to American business, but with momentum in that direction, profound benefits could accrue to the New Orleans regional economy.

Gov. Edwards, Mayor Landrieu, other government officials and numerous private sector representatives all visited the long-isolated island nation in 2016, so clearly the doors are opening.

“The city of New Orleans and Cuba share cultural and commercial connections that date back to our city’s founding in 1718,” observed Rebecca Conwell, senior advisor to the mayor for economic development. “As the United States continues to increase diplomatic relations with Cuba, we remain poised to develop robust trade relations and cultural exchanges that will subsequently increase overall economic activity for our city, state and region.”

Added Mayra Pineda, president and CEO of the Hispanic Chamber of Commerce of Louisiana, “Cuba historically was a very important partner for Louisiana. It is very early in the process, and many changes still need to occur before open trade develops, but Louisiana needs to be alert and ready to position itself as a logical option.”

The most obvious beneficiary would be the Port of New Orleans.

Michelle Ganon, vice president of public affairs for the Port, commented that, “it would be a really wonderful growth opportunity for the Port if the embargo was lifted, for regular trade as well as for the cruise business.”

In addition, noted Michael Hecht, president and CEO of Greater New Orleans, Inc., “as the Mariel Port for transshipping is built out in Cuba, this can benefit New Orleans. Enormous ‘post-Panamax’ vessels will unload their cargo at Mariel, then the smaller ships will make their way up the Mississippi to New Orleans – adding to our cargo business.”

Agriculture is another sector that stands to benefit from more open trade. As Hecht pointed out, Louisiana already has more agricultural exports to Cuba than any other state, led by rice. Additional opportunity sectors, according to Jerry Bologna, president and CEO of JEDCO, include “exporting manufactured foods, destination healthcare, and distribution and logistics businesses, both exporting and importing.”

Cuba remains a very poor nation, which puts some limits on the economic opportunities, but unquestionably if Cuba is open for business, that is good for Louisiana business. n

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Perspectives A closer look at hot topics in three southeast Louisiana industries

54 Dining

& Entertainment

58 Education

62 Real Estate

& Construction BizNewOrleans.com DECEMBER 2016

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Perspectives | Dining & Entertainment

Twenty-five percent of the annual returns at Fulton Alley are made during the holiday season.

Time to Party For restaurateurs, venues and caterers the bottom line is on the line this holiday season.

By Suzanne Ferrara

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or many area restaurateurs and catering venue operators, the holiday season is the ultimate determinant of success for their business. “It is a huge driver for revenue, and it’s a total gamechanger for us. It really makes our year,” says Octavio Mantilla, with the Besh Restaurant Group.

Depending on who you talk to, the percentage of importance fluctuates. While House of Blues reports the holiday season accounts for 10 percent of its annual returns, Fulton Alley reports it’s 25 percent, 54

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and Besh Restaurant Group says the festive period is responsible for anywhere between 20 percent to 40 percent of its business.

Mantilla, who is also the president of the Greater New Orleans chapter of the Louisiana Restaurant Association (LRA), says that 35 percent of the $8.7 billion earned by Louisiana restaurants each year is made in New Orleans. Approximately $700 million of that revenue is made between Halloween and New Year’s. “That’s a pretty big number,” he says.

Photo courtesy of Fulton Alley

“Clients have scaled-back budgets, which has required us to be more flexible with minimums,” says Anna Sumas with the House of Blues.

Mantilla, who owns some of the New Orleans area’s highly acclaimed restaurant pillars within the Besh Restaurant Group, is cautiously optimistic that New Orleans restaurants will experience a slight increase for 2016. “We expect for the holidays to do well or even better than last year, and I would say by at least 5 percent better.”

Gene Todaro, who owns restaurants in New Orleans and south Louisiana, agrees that number could be on target “if the recent pickup in business we received in November continues on its current course, then I can see that happening. Hopefully for all of us the increase will continue on that path.”

While most expect to meet their goals, some are candid about the challenges they’ve faced in 2016.

“We do expect to hit our December revenue number, although this year is more difficult than some in the past due to the economy in NOLA,” says Anna Sumas with the House of Blues. “This last push for December holiday business can sometimes be responsible for us either making our budget or missing it. This was the case for the House of Blues New Orleans in 2015.”

Business owners say the economy, convention business and a presidential election each play a role in holiday returns, and coming off of a lackluster, summer their collective fingers are crossed for improved fourth-quarter earnings.

“We didn’t really have huge conventions like we had in previous years; we had some but not as many, and this has been a little soft spot,” says Bernard Stolberg, vice president of Creole Cuisine Restaurant Concepts (CCRC).

Demand for restaurant and holiday soirees is also driven by corporate and company earnings, plus the incomes of individual Photo courtesy of House of Blues

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consumers; all affect just how much dining out will be done during the holidays. “Clients have scaled-back budgets, which has required us to be more flexible with minimums,” Sumas continues. “We are hoping that this flexibility pays off as they return to us for future years to come.”

But all business owners know it’s not just what you sell, it’s also where you sell it. For example, location plays a role in overall holiday earnings for Creole Cuisine restaurants popular with locals. “Boulevard American Bistro in Metairie does better during the holidays because people are out on the street shopping and in the spirit,” says Stolberg.

Many are counting on a historical New Orleans holiday tradition to be the saving grace for fourth-quarter earnings.

New Orleans’ reveillon (‘awakening’) offerings have played a critical role in revenue returns — the Creole holiday feasts have gradually grown in popularity over the past 20 years, and heatedly so over the past five. More than 50 restaurants from the French Quarter, Mid-City, and Bywater districts are offering this unmatched culinary fare designed to appeal to locals, and tourists have come along for the culinary ride. “I think people want to celebrate life in New Orleans, especially after what happened with Katrina,” says Mantilla.

Reveillon is such an enormous revenue-maker that some businesses partaking in the deeply rooted tradition say it accounts for half their holiday takings. “Everybody looks forward to reveillon, and the tourism folks have helped motivate it,” explains Stolberg.

Meanwhile, because of increased convention bookings for 2017, business owners are seemingly more confident about what’s around the corner in terms of revenue possibilities.

While they hope to close out the quarter exceeding their holiday goals, Todaro shrugs his shoulders and admittedly says, “You just never know.

It’s so fickle and hard to really pinpoint how it’s going to flesh out.”

Soiree Trends Staying ahead of the curve and preserving New Orleans’ unmatched culinary tradition is the name of the game when it comes to satisfying patrons thirsty for something more than the average soiree. In fact, there has been a trend with millennials turning to venues to celebrate with loved ones, which in turn has led to extended holiday hours for both restaurants and catering venues. “We opened on Thanksgiving Day for the first time last year due to overwhelming number of requests to be open. We will open again this year, and for years to come,” says Lisa Larsen of Galatoire’s.

Mantilla agrees: “The biggest thing I see trending now is people want more of a family-meal type setting, and more family-style menus with dishes they can share.”

There is also a shift in the variety and size of soirees hosted this year.

“They’re not doing huge corporate Christmas parties, they’re doing more intimate gatherings,” adds Stolberg.

Guests are also demanding more of an experience at holiday gatherings. “The trend is offering interactive food stations where guests can mingle with the chef as he prepares their dish in front of them and guests can make your own culinary creation,” says Leanne Mistretta with Fulton Alley and Brechtel Hospitality. Brechtel Hospitality group takes the experience aspect a step further by utilizing its Fulton Alley 56

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TOP: Marcello’s Christmas dinner BOTTOM: Broussard’s filet mignon Wellington is one of the options for the restaurant’s reveillon feast.

entertainment venue, which includes distinctive spaces and a bowling alley and game parlor.

Larsen says Galatoire’s holiday patrons are seeking private dining rooms with private balconies overlooking Bourbon Street; a few blocks away at the House of Blues, soirees include “lots of color and personality, and a variety of talent choices based on budget and genre,” says Sumas.

Igniting Palates Topping off these trends are food-conscious consumers wanting to ignite their palates. “Millennials are very much experimental customers who want to experience unique dishes with local, quality ingredients, and they want to know the stories behind the food,” adds Mantilla.

Among clients’ favorites this year at Fulton Alley are trendier handpassed hors d’oeuvres like lobster mac-and-cheese fritters, chicken-andwaffle bites, and bread pudding beignet balls. House of Blues focuses on sourcing local ingredients and customizing menus to accommodate the Photos courtesy of Marcello’s Restaurant and Wine Bar, and Broussard’s Restaurant

TOP: Galatoire’s Turtle Soup au Sherry BOTTOM: Craft cocktails are a favorite during the holidays. Shown here is the bar at Fulton Alley.

various dietary needs. “Everyone wants a Southern holiday-inspired menu that features a lot of traditional items but are often restricted by their guests’ dietary restrictions,” adds Sumas.

While some stick to the authentic recipes of reveillon, more and more restaurateurs are serving reveillon-inspired dishes with a twist.

“Galatoire’s menu has remained consistent over the years, but reveillon allows our chef a chance to bring in new flavors and dishes and showcase his talents,” says Larsen.

Like Galatoire’s, serving several courses and more traditional reveillon meals reign at Broussard’s Restaurant, where third-course options include filet mignon Wellington and seared drum. Stolberg says holiday dishes at CCRC’s restaurants reflect the personality of each eatery and are both innovative and classic.

Cultural recipes are pleasing holiday palates at Marcello’s Restaurant and Wine Bar. Here holiday dishes are the meals tempting taste buds in Sicily during Christmas and New Year’s. “We are not serving ‘New Orleans Italian’ food, which has the Creole influence,” adds Todaro. Cioppino (a fish stew) and an array of veal and pasta dishes are among perennial holiday favorites.

Seasonal Sippers Craft cocktails incorporating tasty seasonal ingredients like pumpkin and clove are quenching patrons’ thirst.

At Marcello’s Restaurant and Wine Bar, a sparkling Italian wine called prosecco flows heavily during Christmas and New Year’s; meanwhile, Galatoire’s offers the popular after-dinner libation named café Brulot, a flaming cup of citrus- and brandy-spiked coffee. The trend at larger holiday catered events is to pare down the cocktail possibilities, with a two-drink ticket limit per guest. n Photos courtesy of Galatoire’s and Fulton Alley

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Perspectives | Education

The Ties that Bind Strong local alumni relationships pay off for area schools and professionals.

By Kim Roberts

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hether recent or not so recent graduates, alumni serve as lifelong ambassadors of their alma maters. As such, alumni associations serve an important role at most high schools and universities in Greater New Orleans. Locally speaking, these ties truly do bind.

No matter the size or scope, most schools depend on alumni to support them in some aspect, either by helping with events, fundraisers, open houses, career fairs and forums or through networking opportunities. Maintaining a positive relationship with alumni means that the messages they share about their schools will be positive and current and lead to attracting prospective students.

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Photo courtesy of Rummel High School

LEFT PAGE: Taking place each June, the annual Fishing Rodeo and Family Fest is a two day event that begins with the fishing rodeo and captain’s party in Shell Beach on Friday and ends with a second day of fishing, weigh-in and Family Fest back on the Severn campus. The event offers fishing categories for kids, teenagers, and adults.

TOP: The Raider Golf Classic, organized by the Archbishop Rummel Alumni Association, takes place each fall at Chateau Country Club in Kenner.

“Our alumni do a little bit of everything,” said Don Stout, alumni director for Archbishop Rummel High School. We have a great group of Rummel alums that are very aware of the school’s goals and what we are trying to do — educate Christian gentlemen — and they support us wholeheartedly. They help out with Masses, pep rallies, fundraisers, at football games, as well as modeling positive behavior for current students. They are continuously putting their hands and feet to work for us, and they want to give back to their high school as much as possible.”

In addition to supporting the school at various events, Rummel’s alumni association organizes three large fundraisers to support the school: a golf tournament, fishing rodeo and the ‘beast feast,’ — an adventurous food experience. Last year the association raised $70,000 for academic scholarships and campus improvements.

“Our alumni always come through when we need them,” said Stout.

“They are critical to our success as a school.”

By aligning themselves with their alma mater, alumni also increase the value of their own education and that of their fellow alumni. Many organizations that rank the quality of colleges in the United States, including U.S. News and World Report, use alumni involvement as a measure of a school’s worth. According to the magazine, a large, active alumni association automatically increases a school’s prestige, which reflects back onto a graduate and their resume.

U.S. News and World Report went on to state that as a member of an alumni organization, one has exclusive access to events and promotions intended specifically for alumni. Because enrollment fees in the alumni association fund crucial initiatives like scholarships, schools are heavily vested in helping graduates maximize their involvement. For alumni, this translates to opportunities to form connections with people they might not otherwise meet, such as those working in different industries or living in other areas. It can also extend a social safety net in a new city or produce introductions to established movers and Photo courtesy of Rummel High School

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shakers in career fields. If nothing else, alumni membership is often considered when a previous graduate’s child is looking for admission to a school.

“At Loyola University the activities of the alumni association are governed by the Alumni Association Board of Directors and organized to serve alumni, promote the spirit of cooperation and fellowship among alumni, encourage the development of lifelong relationships between alumni and the university and foster philanthropic loyalty and support for the university,” said Laurie Leiva, assistant vice president for alumni engagement at Loyola University. “The association is very active — meeting four times a year — and they host our annual jazz brunch each summer during Alumni Weekend. There is also a very active Young Alumni Pack that plans events and programs specifically geared to meet the needs of undergraduate alumni in their first 10 years post graduation. Last year, more than 7,000 alumni were involved in the association either by attending an event, volunteering their time or supporting Loyola philanthropically by making a financial gift.

“As an institution, Loyola certainly benefits from engaged alumni,” Leiva added. “They can provide a variety of resources — everything from recommendations about potential students to generous financial support. Alumni involvement continues into the classroom … alumni frequently return as guest lecturers to share their professional knowledge and experience. In my experience, if an institution invests in its alumni, then the alumni will invest in the university.”

Today, schools are placing more importance on alumni relations and have beefed up their attempts to engage students and alumni in meaningful ways. By facilitating relationships between students and alumni during this process, institutions have created deeper connections between students, alumni and the school itself.

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TOP: Loyola 2016 Alumni Weekend BOTTOM: Jesuit Class of 1983 after delivering 500 turkeys to the school last Thanksgiving.

Photo courtesy of Loyola University and Jesuit High School

“The Country Day Alumni Association fosters our deep sense of community and inculcates simultaneously traditions and innovations of our school. An active alumni association is indicative of a close-knit school with a sense of community and tradition,” said Jennifer Marsiglia, Country Day director of alumni relations. “While active alumni associations are not unique to New Orleans, we have so many schools with deep traditions. Country Day roots itself in our traditions and also provides opportunities for creative innovation.

Our school benefits from generations of families who have attended and also from first-generation Cajuns, all of whom know what it means to be a ‘Cajun for Life’ from the moment they step foot on campus and become part of our strong traditions,” Alumni relations are an important part of an institution’s growth and advancement because alumni are an institution’s most loyal supporters, they are fundraising prospects, and they embody and take with them the knowledge of that institution wherever they may go after graduation. The reality is that if the relationship between a school and its alumni breaks down, then knowledge of the school’s activities and achievements will stop generating. Maintaining and keeping communication channels open with alumni is imperative so a school can keep them informed of their most recent activities and make them part of the school’s future, not just its past.

“Everyone that graduates from Jesuit is a member of our alumni association. This group works together and is incredibly involved in the school,” said Mat Grau, Jesuit High School alumni director. “We have a core team of 25 people that spans classes of various decades, that meets three times a year to discuss new ideas and follow through with current programs like the annual commencement luncheon.

This luncheon was born out of team discussions and is a formal way of welcoming seniors into the alumni association.”

Grau says the association’s mission is to keep the connection to each of the graduated classes and back to the students at the school — something they do with the help of creative events.

“Our Thanksgiving drive is unique in that it involves the alumni, students and faculty all working together to take care of families in need,” he said. “As far as the alumni component, the class of ’83 takes care of purchasing turkeys for 500 families, and the rest of the alumni put together 180 complete meal baskets while the students do the remainder of the baskets. Alumni raise money amongst themselves, and the students raise money in homerooms for the items that go into the baskets as well as collecting staple items. This is such an impactful activity for students that when they become alums they still want to participate. It has become a part of their lives. This has become such a big thing that the class of ’83 is working on getting an endowment to ensure that they will be able to provide turkeys for the drive forever.

“Alums are one of the active distinguishing traits of Jesuit,” he explained. “The strength of our alumni helps sustain the school, and our alumni are very generous in their support, both physically and monetarily speaking. They are generous because they are happy for what the school did for them and they want to pay it forward. The alums are a real resource for us, we go to them for assistance with career day, shadowing programs, guest speaking at assemblies and to serve on various boards to offer input. They are great at supporting the younger alums and giving them a helping hand if they need it.”

No matter the institution, alumni ties are strong in the Crescent City.

“In New Orleans we are one big community, and we are all passionate about the schools we graduated from,” said Stout. “I think that is why the alumni stay so active, and continue to participate in activities at those schools as a way to carry on the tradition that they grew up with and preserve it for future generations.” n

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Perspectives | Real Estate & Construction

Since Jan. 1, 2016, construction has been underway on the new North Terminal at Louis Armstrong New Orleans International Airport.

In the Works A look at notable projects under construction in the Crescent City.

By pamela Marquis

F

rom the $950 million North Terminal Project at Louis Armstrong New Orleans International Airport to the 2,000-square-foot expansion of Parkway Bakery & Tavern in Mid-City, New Orleans’ construction industry is in good health. Many of the area’s architects, contractors and landscapers continue to leave their mark on our neighborhoods and the surrounding area, and there’s more to come.

“I think in general the climate for construction is positive with many projects in the pipeline,” says Snappy Jacobs, a local real estate broker. “It all revolves around our still growing tourism economy. Plus, interest rates are still low and there’s a lot of capital out there. I think we will continue to see a lot of construction in the area.”

Jacobs says Mid-City along Tulane Avenue and Canal Street is an area to watch as it transforms away from an industrial zone into more mixed use. He says the completion of the $2 billion University Medical Center-VA hospital complex is spurring much more development in that area.

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and commercial real estate investors have really been buying properties in that section of New Orleans,” he said.

North Terminal Project at Louis Armstrong Airport The North Terminal Project at Louis Armstrong International Airport kicked off construction Jan. 1. Cesar Pelli of Pelli Clarke Pelli, Manning Architects and the Crescent City Aviation Team — a joint venture of Leo A. Daly and Atkins North America Inc. — designed the terminal. In 2014, the Hunt, Gibbs, Boh Metro Joint venture was awarded to serve as the construction manager at risk for this project.

According to a press release from the mayor’s office, this project will create more than 13,000 new construction jobs. In total, the 760,500-square-foot terminal will feature 30 gates, a 2,000-car parking garage, a central utility plant and a ground transportation staging area. It is projected that this expansion will result in $1.7 billion in economic impact from construction and $3.2 billion in expected annual economic impact on tourism. It is scheduled to open Oct. 1, 2018.

Rendering courtesy of Crescent City Aviation Team

The Penthouses at Mid-City Center are now leasing, adding more living options to the booming Mid-City region.

St. Martin’s Episcopal School’s Gibbs Family Center An exciting midsize project, the 5,000-square-foot Gibbs Family Center for Innovation + Design at St. Martin’s Episcopal School is being led by architectural firm Blitch Knevel Architects and contractor F.H. Myers. The ribbon cutting for the new building will be held in January 2017. The center is named for Marian and Larry Gibbs, whose family has been deeply involved in the St. Martin’s community for 26 years. Larry Gibbs is also the CEO of Gibbs Construction.

The center includes a production studio, build and wood shops, and a digital lab, making it the most comprehensive school-based maker space in the region.

“I have no doubt this new facility and all the resources included in it will have a profound impact on our students,” said head of school Merry Sorrells. “The opportunity to utilize these new tools and spaces within our established design-thinking program will deepen the learning process and prepare our students to communicate more effectively, ask better questions, and build solutions together by working in a creative, collaborative learning environment.”

Elliot Peyton, a 15-year old freshman at St. Martin’s, is impressed by the almost finished construction.

“It looks real cool, and I think it will open a lot of doors for creativity for not only students but for our teachers, too,” said Peyton. “I like the way it looks, especially the design of the roof.”

Parkway Bakery & Tavern It’s a relatively small construction project, but for all lovers of a great gravy-dripping roast beef poor-boy, it’s exciting news. One of the city’s beloved restaurants, Parkway Bakery & Tavern, is planning a 2,000 square-foot expansion.

“We started with a 15-by-30-foot space,” said Parkway owner Ray Nix. “We’ve been blessed with great customer support so we are crammed most days. We just outgrew our pants.”

He said that currently their offices are literally under the stairwell. This expansion will provide office space, a break room, more storage, more room for coolers and refrigerators, better restrooms, and more space to dine.

“We’re also trying to make it more handicap accessible, more sanitary and more convenient.”

The architect overseeing the project is Chip Verges of VergesRome Architects.

“Most of the work is being done on the house adjacent to the restaurant,” he said. “All the colors and finishes will match the restaurant and provide a more cohesive look.”

Photo courtesy of VergesRome Architects

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TOP: Parkway Bakery & Tavern in Mid-City is undergoing a 2,000-square-foot expansion.

BOTTOM: Renovations to The Bourbon House restaurant were completed in August.

Woodward Design + Build Founded in 1924, Woodward Design+Build is a privately held firm based in New Orleans that is working, along with Carpenter and Co. of Cambridge, Massachusetts, on the 350-room Four Seasons Hotel at the World Trade Center.

The $364 million project also includes 76 hotelserviced condos and adds two wings to the sides of the building. Woodward is also continuing its work in the up-and-coming South Market District.

Nix feels confident the expansion will happen quickly once all the ordinances and inspections are accomplished.

“We are looking at starting early this spring,” he said. “I used to be in construction and I expect to pop it up like a piece of toast.”

VergesRome is also doing work at the Mid City Centre, the 90-year old building that takes up a city block on North Carrollton Avenue and Bienville Street. The $2 million project will offer seven apartments: two one-bedroom and five two-bedrooms, ranging in size from 1,100 to 2,300 square feet.

“The views are tremendous,” said Verges. “The apartments facing Carrollton will be very popular around Endymion.”

Other New Orleans companies have also been busy with just completed projects, projects starting soon or beginning in the very near future.

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Ryan Gootee Construction The company is a licensed commercial general contractor and the recipient of the 2015 Alliant Build America Award by the Associated General Contractors of America. The company recently completed the following projects: The Manning Family Athletic Complex at Isidore Newman School The architect on the project was Waggoner & Ball Architects. This new construction project consists of locker rooms, a press box, athletic equipment storage, snack bar and amenities building, restrooms, a sky deck located immediately behind the existing bleachers, field turf area, and an ornamental iron gate and paved parking area.

The Bourbon House Renovations were for owner Dickie Brennan and Co. The architect for the project was Farouki & Farouki. The project was a fasttracked renovation to the existing dining area, hotel lobby bar and café bar. Work included new heart of pine reclaimed-wood f loors, new millwork, new banquettes, updated finishes including painting and staining woodwork, new lighting fixtures and furniture.

“We worked for months during the design assist, planning the execution of this project to ensure a minimal restaurant closure time of 10 days,” said Ryan Gootee.

Other Gootee projects include: Jesuit High School, with architect Mathes Brierre Architects; Christian Brothers School at St. Anthony of Padua Campus renovations, with architect VergesRome Architects; and the Entergy interior renovations Floors 16 and 17, with architect Mathes Brierre Architects.

In the near future Gootee will be looking to build a new Gentilly campus for Good Shepherd School and a Robért Fresh Market on St. Claude Avenue; they are in various stages of negotiations for several projects with construction start dates over the next 18 months. They are encouraged about the market.

“In light of the numerous jobs we are currently working on, from our point of view, the future looks bright,” said Gootee.

Photo Thinkstock

Mullin Landscape Associates completed the landscape surrounding the Trader Joe’s that opened on Veterans Memorial Boulevard Sept. 23.

Mullin Landscape Associates Mullin is a comprehensive landscape design and build firm that offers a wide range of professional landscape services for residential and commercial clients.

“We’re currently working on the main headquarters for Florida Marine Transporters with Kent Design-Build on Highway 190 in Covington,” said president Chase Mullin. “We’re installing both landscaping as well as a large, custom fountain at the front entrance of the building.”

Another exciting project in the works is Malcolm M. Dienes, LLC’s new office, located on Causeway Boulevard in Metairie.

“The building is a testament to the rising property values in the area, and its attractive architecture and soon to be completed landscaping is reminiscent of the architectural style found in Alys Beach, Florida,” said Mullin.

Additionally, Mullin did the landscaping for the much-anticipated Trader Joe’s in Metairie. “We were proud to be a part of this project, built by Palmisano,” said Mullin. “It was a great and muchanticipated addition to the community.”

Mullin is also proud to be a part of the work his business is doing for Ochsner Medical Center. The company is installing a courtyard at Ochsner’s Driftwood location in Kenner, and they are in the design phase for several other locations.

Additionally, Mullin will be starting work at Arlington Plantation in Franklin, Louisiana. Martin Romero, PLA, ASLA, one of Mullin’s Landscape Architects, has been collaborating with the client this past year in the creation of a unique venue space for weddings and other functions. Construction for this project will be kicking off right around Thanksgiving.

“We will be accentuating the property with a large brick court area with sugar-kettle water feature and landscaping that highlights the architecture and history of the plantation,” he said. “It has been an enriching experience to work with our clients in the development of these ideas, especially considering their passion about the history of the plantation as well as the vision of its true potential.”

From the ubiquitous and often frustrating roadwork to new hotels and homes, New Orleanians are seeing lots of construction.

“The climate in construction is good right now, but it’s shifting to more private investment,” said Verges. “ The public investment from FEMA and such things as building schools is winding down and now there is a lot of growth in building office space and housing. We are excited about the future.” n BizNewOrleans.com DECEMBER 2016

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Guest Viewpoint

Time to Join Forces Baton Rouge and New Orleans need to work together to increase resilience.

O

Jessica McKelvie Kemp is the vice president for policy and advocacy at the Center for Planning Excellence (CPEX) in Baton Rouge.

She is responsible for advancing CPEX’s mission in public policy for the CONNECT coalition and issues related to planning throughout Louisiana. The CONNECT coalition is dedicated to advocacy for expanded mobility choices that connect people to jobs and affordable housing in the Baton Rouge-to-New Orleans Super Region.

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DECEMBER 2016 BizNewOrleans.com

ne of the biggest lessons Baton Rouge is learning in the wake of the August floods is that resilience isn’t just a coastal concern. The two massive floods that devastated both northern and southern regions of Louisiana make it clear that growing vulnerability to flood risk is a critical statewide issue.

All but 12 of Louisiana’s 64 parishes have received federal disaster declarations in 2016 alone. More than 111 municipalities were affected in the August floods — some with more than 90 percent of their housing stock inundated. The intense rainfall and subsequent floods have been described as “unprecedented.” Though this may be true, it is unlikely to remain so.

Understandably, facing the catastrophic losses resulting from these floods, government officials and residents alike want to expedite recovery and return to normal as soon as possible. However, we can’t afford to proceed with blinders on – we must contend with the fact that the “normal” of yesterday no longer exists. We must prepare for tomorrow by building

safer, more resilient communities designed to withstand more frequent rain and flooding events of increasing severity.

We must avoid replicating vulnerabilities in our infrastructure and housing stock and address the chronic conditions of socioeconomic disparity, racial division and environmental decline that exacerbate the impacts of disaster.

Clinging to the status quo puts hundreds of thousands of residents in danger and deprives them of the opportunity to proactively protect their livelihoods, families and assets.

Luckily, our neighbors in New Orleans and the coastal regions of our state are wellversed in the language of resilience and have taken great strides in developing and implementing resilience-building measures.

From the many and often painful lessons learned in the aftermath of Hurricane Katrina to the creation of the world’s first, award-winning city Resilience Strategy, New Orleans has made a robust commitment to building resilience and is beginning to see positive outcomes as a result.

Photo Thinkstock

In addition to the protection and restoration efforts associated with the state’s Coastal Master Plan, coastal communities are also proactively building resilience by supporting conservation and restoration of natural barriers; elevating homes, businesses and infrastructure; directing development away from high-risk areas; raising local funds to construct structural protections; and updating regulatory standards for development in flood plains.

Baton Rouge and other regions of the state have much to gain as we plan for recovery and rebuilding by drawing upon these advanced resilience-building efforts to inform our own strategies and adapting them to our specific contexts and risk profiles. A few key features that stand out as foundational to a successful resilience building effort include defining resilience broadly, institutionalizing resilience and prioritizing equity.

Traditionally, resilience refers to the capacity of a system to maintain or recover functionality in the event of disruption or disturbance. The Rockefeller Foundation’s 100 Resilient Cities initiative, which supported New Orleans’ plan, insists that such resilience is achieved via measures that extend far beyond hazard mitigation to include social cohesion, economic parity, public health, strong multimodal transportation networks, environmental sustainability, and efficient and transparent government.

This broad definition encourages development of resiliencebuilding projects that accomplish several goals simultaneously — reducing vulnerability to severe weather, for instance, while also providing a community asset such as a park that may be equipped with educational resources that can be tied into curriculum at a neighborhood school.

This is a shift away from a narrower attempt to anticipate the impacts of disaster events such as hurricanes and oil spills.

As HUD’s deputy assistant secretary for the Office of Community Planning and Development explained at Center for Planning Excellence’s 11th Annual Smart Growth Summit, resilience is built through policies, programs and projects that Photo Lael Butler

deliver multiple community benefits, improving everyday life while also reducing vulnerability to disaster.

When the systems, networks and assets we all rely upon are strong and well protected, cities and people are better able to prepare for and weather chronic stresses, such as economic downturn or climate change, and acute disruptions, such as a severe weather event or chemical plant explosion.

New Orleans has exemplified this approach by designing projects that not only reduce exposure to hazards, but also engage youth, create jobs and improve equity. Amidst heavy budget constraints at every level, we must learn from these examples and adapt them to our own rebuilding efforts in Greater Baton Rouge and throughout the state.

According to the One Year Progress Report, one of the first steps toward implementation of the Resilient New Orleans plan was the creation of the Mayor’s Office of Resilience and Sustainability. The work of this office is supported by a multidisciplinary team whose expertise includes planning and design, community outreach, water management, transportation and mobility, and energy and hazard mitigation.

Furthermore, the city of New Orleans has incorporated resilience goals across sectors and functions, reorganizing programs and processes as needed to do so. Making resilience a broad-reaching and permanent fixture of daily business will help propel New Orleans’ efforts over the long term.

Resilience building endeavors at all scales will be sustained and elevated by the provision of dedicated offices and expert staff empowered to transform organizations, programs and practices.

Perhaps the most important feature of New Orleans’ resiliency plan is its focus on equity. In Baton Rouge, the corrosive effects of long-standing economic and racial disparity were brought into stark relief this past summer with the shooting death of Alton Sterling and the subsequent shooting of six police officers. Three of those officers, Montrell Jackson, Brad Garafola and Matthew Gerald, lost their lives, and another remains in serious condition.

Our community continues to mourn these losses and struggle with the implications of these tragic events. The August f loods followed, both wreaking further devastation and reminding us of the ways we are able to come together in times of need. These events have illuminated the weaknesses in our social fabric, the vulnerabilities of our infrastructure and the changing nature of our environment.

Our coastal and New Orleans neighbors can surely empathize with the thousands here for whom the future seems uncertain. The confluence of violence, social breakdowns and natural disaster speak clearly and poignantly to the need for robust resiliencebuilding measures that address these issues in tandem.

The need to build resiliency on a larger scale throughout the state is yet another reason for the Baton Rouge – New Orleans Super Region to join forces, exchange knowledge, coordinate efforts and align resources. n BizNewOrleans.com DECEMBER 2016

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PROMOTION

PROMOTION

Entrepreneur: Weight Loss Meals Sensible Portions Meals

As owner and CEO of the largest meal preparation program in the country, Ingrid Rinck knows what it means to be a successful businesswoman and entrepreneur. With over two decades of expertise in the health and fitness industry, she is known as the go-to person for women’s weight loss at her two fitness facilities on the Northshore.

In 2014, Ingrid launched a healthy meal service called Sensible Portions Meals, an intentional mix of clean “diet” foods with comfort “fun” foods at affordable prices. As more clients began utilizing her service and witnessing quick results, demand for her portion-controlled, prepared meals grew. A perceptive entrepreneur, Ingrid began fine-tuning her business plan and at the age of 33 and a single mother of three, she opened her giant prep facility in Mandeville. Her team of chefs, sous chefs and meal preparers followed her carefully detailed menus each week to give clients portion-controlled meals that are packed with nutrition. In just two years, she has found herself leading the fastest-growing and largest meal prep business in the entire country based right here in Louisiana.

Ingrid Rinck, Owner & CEO

(985) 290-9757 Sensibleportionsmeals.com

As the company continues to grow, so does the Sensible Portions workforce, which is made up of 98 percent women, with a large part being mothers and single mothers. Ingrid has created hundreds of local jobs to keep up with the growth in her kitchens and corporate offices, along with her ambassadors, in addition to the growth of other local companies she works with regularly. The company now serves thousands of clients with nationwide shipping and local pickup locations in 10 cities including: Metairie, Mandeville, Slidell, Bogalusa, Houma, Gonzales, Baton Rouge, Lafayette, Westwego and Gulfport, Mississippi.

Under the expert direction of Ingrid, Sensible Portions boasts countless testimonials from clients, many who have faced challenges such as diabetes, PCOS and insulin resistance, and have tried every diet. They are amazed at what portion control has done for their health and they continue to meet and exceed their goals through the Sensible Portions program. Through her leadership and business savvy, Ingrid is helping our local economy grow and waistlines shrink!

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LUXURY REAL ESTATE

Francher Perrin Group, GARDNER REALTORS The Francher Perrin Group of Gardner REALTORS® is a “boutique real estate group” with over 20 years of experience and expertise in the industry.

Born and raised in New Orleans, the group has an intimate understanding of the New Orleans real estate market. Our motto, “love where you live” is carried through with each real estate transaction. It is evident, with over $220 million dollars in sales, that the Francher Perrin Group provides top-notch negotiation skills. The service we provide has earned us a sterling reputation as top New Orleans real estate agents in residential, investment and commercial transactions.

Our dynamic group consists of esteemed award-winning agents L. Bryan Francher, Leslie Perrin, Jeanne Peres, Josee Kantak, John Seitz, William Peters and Therese Kingman. Our work ethics are the same, and working together makes us stronger than we are individually. The variety of our backgrounds range from masters degrees in preservation studies, to architecture, business, psychology, and construction management, and have proven to be valuable in our group’s success. Living by our motto, we are involved in many community

1820 St. Charles Avenue, Suite 110 New Orleans, LA 70130 (504) 251-6400 / FrancherPerrin.com (504) 891-6400

non-profits, giving our time and service to the city we love.

With a reputation for honesty and integrity, the Francher Perrin Group provides the highest level of service to all our clients. Selling or buying a home is a business transaction and the Francher Perrin Group wants to guarantee that every step of the way is an enjoyable and win/win experience for all parties.

We are a locally owned company that also brings you the power of our invitation-only network, Leading Real Estate Companies of the World® and Luxury Portfolio International®. This is a prestigious global community of real estate companies awarded membership based on rigorous standards for service and performance.

Building strong lasting relationships with clients is key to understanding their needs and necessities. As a client of the Francher Perrin Group, we want you to be assured that you are working with the best REALTORS® in the profession.

L. Bryan Francher | Leslie A. Perrin | Therese Kingman | Josee Francher Kantak | John Seitz | Jeanne Peres | Will Peters, Jr.

PROMOTION

Technology

RENT-A-Nerd, inc.

Back in 1997, when Darrin Piotrowski was canvassing his Old Metairie neighborhood, hanging up signs and going door-to-door advertising his computer repair services, little did he know that one day Rent-A-Nerd, Inc. would be the go-to firm for business IT sales, installation, support and maintenance. When he started, his clients were home users who had trouble connecting to the internet or needed a new printer installed. Now clients range from law and accounting firms to shops and restaurants.

The company’s tagline, “We’re your IT staff without the overhead,” speaks to what makes Rent-A-Nerd, Inc. a valuable resource for area businesses of all sizes. Firms have come to realize that it is much more cost effective, and often more reliable, to outsource their IT needs — and that is where RentA-Nerd, Inc. comes in. Piotrowski offers complimentary consultations

Darrin Piotrowski, owner

2200 Tulane Avenue, Suite 302 New Orleans, LA 70119 (504) 454-6373 / Rent-a-nerd.net with business owners in order to assess their technical needs, and offers everything from setting up new networks, to providing 24/7 maintenance, to recovering data when disaster strikes (although Piotrowski stresses the importance of setting up a solid backup plan, rather than relying on recovery after-the-fact).

As a self-made businessman — and following setbacks because of Hurricane Katrina and the BP oil spill — Piotrowski recognized that he could benefit from the Goldman Sachs 10,000 Small Businesses program, to which he was accepted. As a result, Rent-A-Nerd, Inc. outgrew its long-held space on Metairie Road and recently relocated to 2200 Tulane Avenue in the midst of the Downtown Medical District, which also places his technicians closer to many of his clients with offices in the CBD.

PROMOTION

Interior Environments AOS

Celebrating its 40th anniversary, AOS Interior Environments has been experiencing a milestone year. As the region’s leading provider of commercial furnishings and prefabricated interior construction, the company is enjoying some of its largest growth to date.

AOS (formerly known as Associated Office Systems) started as an independent filing and storage dealership in 1976, opening offices in New Orleans, Baton Rouge and Shreveport. Since then, AOS has grown to be the largest provider of commercial furniture, storage solutions and prefabricated interior construction in Louisiana and Mississippi. To support a truly turnkey process, the company employs a team of 76 and operates all warehousing, installation and services in-house.

However, the key to success for AOS goes beyond product offerings and a one-stop shop business plan. President and CEO Shelby Russ credits a deep-seeded, solutions-based philosophy. “Every business has a vision of its own image and how it wants to be perceived,” he says. “They want their physical environment to reflect that personal vision, and it is our

400 Poydras Street, Suite 1700 New Orleans, LA 70130 (504) 561-8400 / thinkaos.com role to facilitate their ability to do so in the most efficient, resourceful way possible within their budget.”

In 2017 alone, the company has installed product in over 1 million square feet of space for clients ranging from Fortune 500 companies to local community organizations. Among the many notable projects AOS has had the good fortune to work on are: the World War II Museum, Superdome, Orpheum Theater, New Orleans BioInnovation Center, Jazz and Heritage Foundation, Arlene Mereaux River Observation Center, the Saints and Pelicans practice facilities and the new VA Medical Center.

“We are extremely grateful to have served the region’s outstanding architecture and design community for all these years and are deeply inspired by the future this industry is shaping,” Russ says. “Our city is in the midst of a renaissance with a renewed sense of vitality and energy. We are all fortunate to be a part of this growth and consider it our responsibility to be a catalyst through our team, our offerings and our contributions to this incredible city.”

ROSE VINCI,CFO | Caroline P. Hayes, MARKETING DIRECTOR | SHELBY E. RUSS JR., PRESIDENT & CEO | SUZANNE DUMEZ,VP BUSINESS DEVELOPMENT REBECCA COOLEY,VP MODULAR INTERIOR CONSTRUCTION | BUD BREAUX,VP CONTRACT FURNITURE

PROMOTION

Banking

First American Bank and Trust First American Bank and Trust is a community bank with 24 locations across Southeast Louisiana. For over 100 years, First American Bank has served the financial needs of its communities. Operations began in St. James Parish in 1910 and have expanded to 11 parishes including Jefferson and St. Tammany.

Today, First American Bank has total assets of $863 million. The size of the bank puts First American in a unique position to help both consumers and small businesses. We handle a large amount of construction loans for individuals, as well as contractors. After construction is complete, a large percentage of those residential loans are maintained in our loan portfolio, providing our customers with exceptional service from local employees.

Additionally, we provide the small businesses in our community with loans as high as $10 million. In 2015, First American Bank originated $141 million in loans for its customers.

Ronald J. Falgoust, President and CEO

2785 Highway 20 West, PO Box 550 Vacherie, LA 70090 (225) 265-2265 / fabt.com Besides being a great source of loan funding, First American Bank maintains a strong capital base for its customers to deposit their funds.

From online bill pay to mobile check deposits, First American Bank offers the latest in banking technology to provide the best possible services for its customers.

Let First American Bank take you where you want to go. We are here to assist you with your construction loan, home purchase, business loan, or whatever financial service that you need while providing you with the latest in banking technology from knowledgeable and customer-friendly employees.

First American Bank and Trust, A Banking Tradition Since 1910 — Member FDIC, Equal Housing Lender.

PROMOTION

BUSINESS LAW

Couhig Partners, LLC Jason Cavignac is a partner at Couhig Partners LLC, where he advises and represents businesses and individuals in a variety of legal matters.

Cavignac is also certified by the NFL Players Association as a contract advisor, allowing him to represent NFL players in their negotiations with teams. This year, with the firm’s support and encouragement, Cavignac launched a sports agency focused on helping local athletes achieve their dreams of making it to the NFL. In most law firms a partner might be discouraged from taking time to start an independent business, but Couhig Partners encourages its attorneys to follow the lead of its founding partner, Rob Couhig,

Jason Cavignac, Partner

1100 Poydras Street, Suite 3250 New Orleans, LA 70163 (504) 588-1288 / couhigpartners.com and pursue their passions and interests outside of the practice of law. The firm’s philosophy is that its clients are best served by a group of talented, well-rounded individuals with diverse interests and practical, real world business experience that compliments their legal acumen. The firm’s lawyers include small business owners and entrepreneurs, an artist, general counsel, a sports agent, and an app developer. In addition to providing interesting water cooler conversations, these varied experiences give the lawyers at Couhig Partners a unique perspective and ability to advise their clients.

Personal Injury Law

Frank J D’Amico, Sr. Law Offices Frank J. D’Amico, Sr., A Professional Law Corporation, was founded in 1954 when Mr. D’Amico returned from the Korean War after serving as judge-advocate general officer. In New Orleans, Mr. D’Amico has long been recognized as a paragon in the field of personal injury law. He has successfully tried numerous cases, ranging from those involving severe brain injuries, to serious burns, product liability, roadway hazards, 18-wheeler incidents and motor vehicle wrecks, among others. Mr. D’Amico is highly regarded by colleagues Ellen C. Badeaux of Covington, and Mark Mueller of Austin, Texas. According to Badeaux, “Frank has seen and done it all in personal injury. He is an encyclopedia of car accident cases. There is no one more

500 Pontchartrain Drive Slidell, LA 70458 (985) 645-0088 / frankdamicolaw.com knowledgeable.” Mueller has called him “a legend and a role model.”

Mr. D’Amico met his wife, Nancy (pictured above) through a mutual professional association in 1986. Nancy holds a master’s degree in communication disorders, and for years directed the Department of Speech, Language and Audiology at Children’s Hospital. She subsequently directed the Department of Speech at the Rehabilitation Institute of New Orleans. Mr. and Mrs. D’Amico married in 1987 and will celebrate their 30th Anniversary in June of 2017. Nancy is the business manager of Frank J. D’Amico, Sr., APLC, and consults professionally on legal cases involving trauma.

PROMOTION

Ashley L. Springmann (pictured left) is a graduate of Southeastern Louisiana University. She has been employed by Frank J. D’Amico, Sr., APLC for over nine years and currently is Mr. D’Amico’s legal assistant. Her parents, Michael K. Springmann and Bernadette Buehler Springmann, are both Loyola Law School graduates, as is Frank D’Amico, Sr. She has long been interested in the practice of law and anticipates admission to law school in the Fall of 2017.

In recent years, Frank D’Amico has added two vital members to his legal team. First, Lenora Talley, R.N. (not pictured), who has more than 25 years of experience as a registered nurse. Lenora consults on a wide range of personal injury cases. She assists with medical record reviews to assure that the medical care is both necessary and appropriate to the injury.

The second addition to Frank D’Amico’s legal team is Angela S. Willis, CPA (pictured right). Angela was formerly a forensic auditor with the Louisiana Attorney Disciplinary Board Office of Disciplinary Counsel in Baton Rouge.

She ensures that all client funds are managed properly and assists in determining clients’ lost wages.

Frank D’Amico and his legal team consist of professionals who offer diversified skills, with each member contributing uniquely to the management of each personal injury case. The D’Amico team, under the direction of Frank J. D’Amico, Sr., continues to fight for those needing a voice in the legal system. Mr. D’Amico and his team focus on the unique needs of each and every client and their families from inception through resolution of each case. According to Mr. D’Amico, “The collaboration that occurs within our offices, with the knowledge, intelligence, and experience of this team, ensures that our clients receive the best representation possible.”

Frank J. D’Amico, Sr., Esquire – President/CEO | Nancy T. D’Amico, M.S., CCC-SLP - Business Manager | Ashley L. Springmann, B.A. – Legal Assistant | Angela S. Willis, B.S., C.P.A. – Forensic Accountant | NOT PICTURED: Lenora R. Talley, B.S., R.N

PROMOTION

Commercial General Contractor The Lemoine Company

“Built to Last.” The Lemoine Company tagline extends beyond the quality of its construction projects. The family built a construction company over 40 years ago based on a customer relationship-driven business model producing the highest level of quality. The Lemoine Company continues to focus on building lasting relationships with their clients, stakeholders, design partners and communities.

Lemoine’s people-driven culture includes continuous employee development, an open collaboration with local design and trade partners and a commitment to client satisfaction. Their commitment to client satisfaction and project success has resulted in over 80 percent of work coming from repeat clients.

Understanding clients’ needs and providing solutions is what differentiates Lemoine from its competition. Surveys have cited clients’ reasons for selecting Lemoine as their contractor of choice due to the company’s

300 Lafayette Street, Suite 100 New Orleans, LA 70130 (504) 309-2424 / lemoinecompany.com

professionalism, attention to detail, on-time delivery, problem solving, expert preconstruction services, and quality project managers and superintendents.

From preconstruction and project planning through construction completion, Lemoine’s estimating team works hand in hand with operations to ensure continuity of project goals and client satisfaction. This collaborative approach has resulted in Lemoine delivering millions of dollars in cost savings to clients.

Lemoine’s New Orleans office, located in the Warehouse District, staffs preconstruction, scheduling and construction professionals ready to serve the growing market. The Lemoine portfolio in Greater New Orleans includes The National WWII Museum, Tulane University, The Wampold Companies, Delgado Community College, Children’s Hospital, New Orleans East Hospital, Entergy, Shell Motiva, Pinnacle Entertainment and Crest Industries. For more information on Lemoine’s project portfolio, visit: www.lemoinecompany.com.

Tim Burdette, Operations Manager | Mitchell Garner, Lead Estimator Leon Foster, Vice President of Commercial Construction | William Lemoine, Vice President of Commercial Construction William Davidson, Project Manager | Wills Hover, IV, Senior Project Manager

PROMOTION

Senior Services Lambeth House

Teamed with 14 of the senior services industry’s most dedicated professionals, Lambeth House’s executive trio works to offer quality services that aging adults can trust. Lambeth House, a Life Plan Community (formerly known as a Continuing Care Retirement Community or CCRC), offers choice and possibility for those 62 and older who are looking to maintain an exceptional lifestyle while offering peace of mind that additional care is available if or when it’s ever needed. Since its conception in 1998, Lambeth House has been recognized for its unique approach to senior care services.

In 2014, Lambeth House embarked on the enormous feat of expanding its existing building located at Broadway and the river. Upon completion of the project, the American Institute of Architecture honored Lambeth House with its Merit Award for Designs on Aging. This globally acclaimed award came as a result of Lambeth House leadership’s devotion to providing arguably one of the most innovative spaces for aging services with dedicated spaces

150 Broadway Street New Orleans, LA 70118 (504) 865-1960 / lambethhouse.com for physical and spiritual development. The first floor encompasses the Wellness Center and is solely dedicated to the holistic health of those living and enjoying an active, independent lifestyle. With over 21,000 square feet, the Wellness Center features multiple destinations in one — including a stunning, indoor, salt-water pool, a fitness room, exercise room, art studio, interfaith chapel, meditation studio and a casual dining venue (the Wild Azalea Café, now open to the public).

But this leadership team’s commitment extends far beyond attention to its physical structure. Above that, the team members are trusted partners dedicated to addressing the ever-changing needs, desires and preferences of today’s seniors. Recognized as an area industry resource, Lambeth House stands steadfast in its commitment to provide innovative approaches to aging throughout New Orleans. And with a Baby Boomer turning 65 every 8 seconds, many are relieved that they are here.

Jere´ Hales, Vice President & COO | Scott Crabtree, President & CEO | Lynn Swetland, Secretary, Treasurer & CFO

PROMOTION

HEALTH INSURANCE HUMANA NEW ORLEANS

Humana, one of Louisiana’s leading health benefits companies, has launched an ambitious public health initiative to improve the health of New Orleans and Baton Rouge by 20 percent by 2020. Earlier this year, Humana Louisiana and corporate leaders met with New Orleans-area employers, health care providers, business and community leaders in fact-finding and listening sessions on the top health care challenges facing the community. Out of those conversations, Humana identified key barriers to improving health in New Orleans, including diabetes, obesity, mental health and food insecurity, and in late Spring, convened a one-day Clinical Town Hall to discuss and develop programs and projects to address those issues in collaboration with the New Orleans community.

Following the Town Hall, Humana established a New Orleans Health Advisory Board. The advisory board is a coalition of employers, health care providers and nonprofits convened by Humana, focused on developing programs to improve health in New Orleans. For more on Humana’s Bold Goal, go to www. humana.com/boldgoal. Humana is committed to improving the health of the communities it serves, including Greater New Orleans, as well as Baton Rouge. The Humana Foundation, the philanthropic arm of Humana Inc., in

One Galleria Boulevard, Suite 1200 Metairie, LA 70001 Humana.com August announced up to $75,000 in grants to two nonprofit organizations providing support to those affected by the recent flooding in southeastern Louisiana. The Humana Foundation also matched up to $25,000 in gifts from Humana associates to the American Red Cross, for a potential total of $50,000 to the American Red Cross from the Humana Foundation on top of associate contributions. The Humana Foundation has also awarded several charitable grants to Greater New Orleans nonprofits to support programs ranging from diabetes education and prevention to wellness and nutrition programs in area schools. Humana has more than 600 associates in Louisiana and serves more than 350,000 health plan members across the state.

Humana Inc., headquartered in Louisville, Kentucky, is a leading health and wellbeing company focused on making it easy for people to achieve their best health with clinical excellence through coordinated care. The company’s strategy integrates care delivery, the member experience, and clinical and consumer insights to encourage engagement, behavior change, proactive clinical outreach and wellness for the millions of people they serve across the country.

John Hotard | Cheryl Watts | Lorraine Bretthauer | Rhonda Bagby | Casey Urschel

PROMOTION

MEDICAL WEIGHT LOSS Medi-Weightloss®

Known as The One That Works!®, Medi-Weightloss offers a clinically proven way for people to lose weight without resorting to fad diets or invasive surgery. Nationwide, patients have lost over 3 million pounds combined. Individual weight loss results are just as impressive; on average, patients who comply with the program lose 6.4 pounds the first week and 14 pounds the first month. Thereafter, patients typically lose 2-3 pounds per week or more.

At our clinic, physicians and medical professionals provide individualized care based on each patient’s goals, current health status, and medical history.

In addition, Medi-Weightloss offers specialized weight loss programs for adolescent and diabetic patients in order to address their unique needs.

4315 Houma Boulevard, Suite 100 Metairie, LA 70006 (504) 325-2315 / MediWeightloss.com Once an individualized program has been established, the Medi-Weightloss system includes weekly one-on-one consultations focusing on nutrition, lifestyle and exercise. Education is provided on how to lose weight in the real world using real food, without the need for pre-packaged meals. Once a patient’s weight loss goal has been achieved, the patient learns how to keep it off for life through a specialized Wellness Phase.

Medi-Weightloss is dedicated to impacting the health of our community.

Our clinic has participated in the Walk from Obesity event in New Orleans as well as local health fairs. We offer Worksite Wellness Workshops for companies in the area and invite local businesses to reach out to us so we can help your employees achieve happier, healthier lives.

Standing: Robin Bone, MD | Archana Paine, MD | Katherine Swing, MD | Sacha Wax, MD | Kathleen Sullivan, MD Seated: Shelly Minkin, Operations Manager | Paisley Jones, MA | Maria Cabrera, Counselor

PROMOTION

NONPROFIT

Youth Empowerment Project Across the Greater New Orleans region there are 26,000 Opportunity Youth — young people between the ages of 16 and 24 who are not in school or working. In many cases, Opportunity Youth are struggling to stay on track so they turn to the Youth Empowerment Project (YEP) for assistance. Since 2004, YEP has designed and operated innovative programs that meet the needs of out-of-school and disconnected New Orleans youth, and address barriers that result from poverty, violence and a lack of educational opportunities.

Through 11 programs located at six sites, YEP provides young people ages 7 to 24 with literacy and HiSET/GED instruction, post-secondary transition support, job readiness training, afterschool enrichment, tutoring, summer programming, mentoring, intensive case management, assistance with basic needs and a holistic set of wrap-around services that are unique to each young person and their individual circumstances. In 2015, YEP served approximately 1,000 young people in New Orleans.

1600 Oretha Castle Haley Boulevard New Orleans, La 70113 (504) 522-1316 / youthempowermentproject.org “I felt like I was learning things I wouldn’t really need to use in the real world when I was in a high school setting,” said 19-year-old Seth, now a freshman at UNO studying international business with a minor in Japanese.

Seth dropped out of a traditional New Orleans high school because the large classroom environment was not working for him. He found a better fit at the Youth Empowerment Project’s New Orleans Providing Literacy to All Youth (NOPLAY) Program, which helped him earn his HiSET/GED. “I feel like the staff at YEP truly do care about the people they’re helping,” he added.

YEP’s work is made possible through financial support from foundations, donors and the business community. Additionally, the non-profit has employment partnerships with local businesses such as Harrah’s Casino, QUEORK, Raising Canes, Lambeth House, GrowDat Youth Farm, Entrescan, JUMA Ventures, Dryades Public Market, Hyatt Hotels and Louisiana Green Corps. As a member of the business community, you can support YEP’s mission by making a donation, hiring a young person engaged with YEP, or volunteering with one of YEP’s programs.

PICTURED HERE: YEP YOUNG PEOPLE & STAFF, INCLUDING Darrin McCall, Director of Programs | Melissa Sawyer, Co-Founder & Executive Director | Darren Alridge, Recreation Coordinator & Para Instructor | Amanda Talbert, Youth Services Coordinator

PROMOTION

FINANCIAL ADVISORS Faubourg Private Wealth

‘Faubourg’ translates loosely from French into ‘neighborhood,’ and it’s that neighborhood feel that Jean Paul Lagarde, David Soliman and Tyson Vanlandingham have created at their local financial advisory practice, Faubourg Private Wealth. Whereas advisors at larger firms and banks may often sell proprietary products pushed by their higher-ups from far-away cities, Faubourg’s core principle is maintaining a fiduciary level of care — putting the financial interests of their clients above their own. “We’re unencumbered by conflicts of interests and outside influence,” says Faubourg Co-Founder, David Soliman. Advisors strive to provide independent, comprehensive financial planning and investment services individually tailored to their clients’ needs, looking at every column of a client’s balance sheet — assets, liabilities, insurance, estate planning — to help develop, streamline and work towards the client’s financial goals. Soliman and Vanlandingham stepped away from the world of investment platforms at large banks and brokerage firms a year-anda-half ago to start Faubourg, joined shortly after by Lagarde. In just that short amount of time, the firm has grown to two locations, seven advisors and five staff members, with more growth on the way. It’s a versatile staff with a wide spectrum of experience — current and former trust officers, private bankers, non-profit consultants, and investment and hedge fund analysts and managers use their distinct skills to handle everything from retirement planning to wealth

2800 Veterans Memorial Boulevard, Suite 220 Metairie, LA 70002 (504) 321-0923 / fpwa.com transition, and estate planning to 401k consultations. “Our team is what I’m most proud of,” says Co-Founder Vanlandingham. Often, Faubourg’s advisors are experienced in more than one discipline. While Portfolio Manager Jean Paul Lagarde may focus his time on managing risk in client portfolios, he also was once heavily involved in community outreach programs and philanthropy. “It’s one thing to help people and institutions in their efforts to create and preserve wealth,” says Lagarde, “but it’s really great to see how they put it back into the community.”

To hear more from Faubourg Private Wealth, visit them at www.fpwa.com, or tune into the weekly radio program they host on WGSO 990AM from 5-6 p.m. Monday evenings, in which Lagarde interviews lead portfolio managers from global firms, ERISA attorneys, lead auditors at large accounting firms and representatives of local non-profits.

Securities offered through LPL Financial, Member FINRA/SIPC. Investment advice offered through Level Four Advisory Services, LLC, a registered investment advisor. Level Four Advisory Services, LLC and Faubourg Private Wealth are separate entities from LPL Financial. Support Staff includes Jaron Miller, Robin Hymel and Greg White.

Jean Paul “J.P.” Lagarde | W. Tyson Vanlandingham | P. David Soliman | Jaron Miller | Robin Hymel | R. Greg White

PROMOTION

Higher Education University of Holy Cross LUXURY REAL ESTATE

4123 Woodland Drive New Orleans, LA 70131 1820 or St. 1-800-259-7744 Charles Avenue,/ uhcno.edu Suite 110 (504) 398-2175 New Orleans, LA 70130 (504) 251-6400 / FrancherPerrin.com and governmental accounting. The study of accounting provides students

Francher Perrin Group, REALTORS The University of Holy Cross, celebrating their 100thGARDNER year, has an extremely

robust business department offering undergraduate degrees in business administration and accounting, and graduate degree in management.

The Francher Perrin Group of Gardner REALTORS® is a “boutique real estate Continuing the University’s mission, the group” with over 20 years of experience andbusiness expertisedepartment’s in the industry.responBorn sibility is also to develop business leaders and professionals with the and raised in New Orleans, the Group has an intimate understanding of the consciousness, knowledge and practical skills to be successful in a dynamic, New Orleans real estate market. Our motto, “love where you live” is carried ever-changing business “We equip necessary through with each real environment. estate transaction.

It isstudents evident,with withthe over $220 tools so that they can be immediate contributors to the organizations they million dollars in sales, that the Francher Perrin Group provides top-notch join upon graduation,” said Dr. Armine Shohoyan, PhD, professor and chair negotiation skills. The service provided by the Francher Perrin Group has for the us department business as administration.

“While a large of that earned a sterling of reputation top New Orleans real estatepart agents in process involves classroom learning, we strive to enrich business programs residential, investment and commercial transactions. by additional experiential learning opportunities in many different areas to Our dynamic Group academic consists ofcareers.” esteemed award winning agents: L. Bryan round out students’ Francher, Leslie Perrin, Jeanne Peres, Josee Kantak, John Seitz, William Business administration students may choose an area of concentration or Peters and Therese Kingman. Our work ethics are the same, and working may choose to pursue the business administration degree with no area together makes us stronger than we are individually. The variety of our of concentration. Concentrations are offered in management, marketing, backgrounds range from Masters in Preservation Studies, Architecture, healthcare management and organizational management (accelerated Business, Psychology, and Construction Management, and have proven to be 19-month program for adult learners). valuable in our Groups success. Living by our motto, the Group is involved in Accounting students are prepared for positions and careers in public, private

(504) 891-6400 with the best possible credentials to serve the needs of today’s world of commerce. Students completing a B.S. in accounting degree (120 credit many community non-profits, giving our time and service to the city we love. hours) are prepared in the foundations of the profession and graduate with With a reputation for required honesty for andCPA integrity, the Francher Perrin Group all accounting courses examination. provides the highest level of service to all our Selling or Buying a The masters of science in management program isclients. designed for working profeshome is a business transaction and the Francher Perrin Group wants to sionals who need to maintain their full-time job while pursuing a graduate level guarantee that every step of theorganizational way is an enjoyable experiencein degree. The program produces leadersand whowin canwin be successful for all parties. today’s fast-paced business world by being able to identify complex problems, implement solutions andcompany make sound managerial The program We are a locally owned that also brings decisions. you the power of our invitation-only Leading Real Estate of the World® and has two-tracks:network, the 30-credit-hour MSM and Companies the 39-credit-hour MSM with an Luxury International®.

This is a prestigious global community of optionalPortfolio concentration in operations management or healthcare management. real estate companies awarded membership rigorous standards for In Spring 2016, the university launched thebased Deanon James Rabalais Executive service and performance.

Speakers Series, which became an integral part of the business education in the University Holy Cross.

Invited business leadersispresent speeches Building strongoflasting relationships with clients key tokeynote understanding their andofnecessities.

As a client of the Francher Perrin Group, weof to anneeds audience students, faculty and community members.

Engagement want you in todirect be assured that with you the are speakers working gives with them the best REALTORS® in students discussion a unique opportunity the profession. to meet notable business leaders one-on-one.

L.David Bryan | LesliePhd, A. Perrin | Therese Kingman Francher | Johnand Seitz | Jeanne Peres | Will Peters, Jr. M. Francher “Buck” landry, President and Dr. Armine| Josee Shohoyan, PhD,Kantak professor chair for the department of business administration

PROMOTION

Pre-K through 12th Grade MEDICAL WEIGHT LOSS METAIRIE PARK COUNTRY DAY SCHOOL Medi-Weightloss®

Mission: Metairie Park Country Day School enriches the lives of talented Knownpeople as TheinOne That Works!®, offers a strength clinically young a dynamic learningMedi-Weightloss environment, building proven way and for people to lose weight without to fad diets or of intellect strength of character withinresorting a community that is invasive surgery.challenging Nationwide, patients have lost 3 million simultaneously and supportive.

Our over students learn pounds to be combined. weight arechallenges just as impressive; on average, flexible, to Individual be adaptable, andloss to results face the of life with honor, patients who comply with the program lose of 6.4humor. pounds the first week and optimism, confidence, creativity, and a sense 14 pounds the first month. Thereafter, patients typically lose 2-3 pounds Established in 1929, Metairie Park Country Day School is a co-educational, per week or more. non-denominational, independent school where care and cultivation of At ourchild, clinic,from physicians medical professionals individualized each Pre-K and through Grade 12, come provide to life with exciting careinnovative based on each patient’s to goals, currentNew health status, and medical history. and approaches teaching. state-of-the-art engineering, In addition, offers specialized weight loss science, and Medi-Weightloss art-centered learning spaces combined withprograms our use for of adolescent and diabetic patients in order torigorous addresscurriculum, their unique needs. advanced technology, support our expansive, opening the world to our students. Our outstanding faculty holds our students to

300 Park Road 4315 Houma Boulevard, 100 Metairie, Suite LA 70005 Metairie, LA 70006 (504) 837-5204 / mpcds.com (504) 325-2315 / MediWeightloss.com high standards while teaching the importance of individual achievement Once andepth individualized has been Medi-Weightloss through of inquiryprogram rather than mereestablished, recitation ofthe facts.

The Country system includes weekly one-on-one consultations nutrition, Day tradition of developing an aesthetic sensibility infocusing studentson is reflected lifestyle exercise.

Education provided how in the not only and in our beautiful 14-acre iscampus, butonalso in to thelose richweight and varied real world using real food, need pre-packaged Once performing and visual artswithout programthe that is aforhallmark of ourmeals.

School.

Oura patient’s weight loss goalvirtues has been the patient learns how to keep insistence on intellectual andachieved, ethical leadership is woven throughout it off for lives life through a specialized Wellness the daily of the diverse individuals that Phase. build our community.

Medi-Weightloss is dedicated to impacting the values health and of our community.

Learning in the 21st century calls for the very practices that Our clinic participated in the Walk Obesity event New Orleans have madehas Country Day unique sincefrom its inception.

Ourinstudents are as well asto local health Wescale, offerand Worksite Wellness Workshops for prepared compete on fairs. a global they face the future with poise companies in successes the area and invite local businesses reach out are to us so we and vigor. The of our graduates in collegeto and beyond a living can help your employees happier, healthier lives. testimony to the curiosity,achieve involvement, and creativity engendered by our philosophy and our community.

Standing: Robin Bone, MD | Archana Paine, MD | Katherine Swing, MD | Sacha Wax, MD | Kathleen Sullivan, MD Seated: Shelly Minkin, Carolyn Chandler, HeadOperations of School Manager | Paisley Jones, MA | Maria Cabrera, Counselor

PUBLISHER’S NOTICE: All real estate advertised herein is subject to the Federal Fair Housing Ace and the Louisiana Open Housing Act, which make it illegal to advertise any preference, limitation, or discrimination because of race, color, religion, sex, handicap, familial status, or national origin, or intention to make any such preference, limitation, or discrimination. We will not knowingly accept any advertising for real estate which is in violation of the law. For more information, call the Louisiana Attorney General’s Office at 1-800-273-5718.

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L U X U R Y

R E A L

E S T A T E

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Great Offices

Full Circle

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Greater New Orleans Foundation finds new home in historic locale By melanie warner Spencer photos Jeff johnston

W

hen the Greater New Orleans Foundation was looking for a new place for its center for philanthropy and foundation headquarters, it chose a site on historic Lee Circle. Having outgrown its leased offices at the K&B building at 1055 St. Charles Ave., the foundation hired Waggonner & Ball Architects to help create a state-of-the-art facility.

Greater New Orleans Foundation links donors and nonprofits together and helps manage funds. “To have a place to point to and say, ‘That’s a center of philanthropy’ is important,” says Waggonner & Ball Principal, Mac Ball. “It’s probably one of the most important sites in the city. Getting that site was of great importance for them. To rebuild that street wall and the fabric of the city was a great thing to do.”

Lee Circle has had many lives through the course of the city’s history. Formerly known as Tivoli Circle, it was once a residential area; it served as a camp for troops during the Civil War; it was a public park; and now it is currently home to the now controversial monument of Gen. Robert E. Lee. “In the ’30s, it became a place where you tanked up your car,” says Ball. “The Shell Station where we built this site was one of them. It was like a covered Phillips station.

Then it became a little shack of a gas station.

Then we got the site.”

The first order of business was to clean up the site and make it fit for construction. The old fuel tanks had to be removed, and once the site work began, the team discovered foundation slabs. Another challenge was creating the design itself.

“It was a balancing act to get the best façade and building materials that would make it fit into the site and make it look like a civic building,” says Ball. “We had to make it tall, so we made it as thin as we could to get it up to three stories. One of the ways we did that was put a porch or loggia at the top.”

The result is a semiclassical yet contemporary design. The building is clad in cast stone and bricks by St. Joe Brick Works Inc., located in Pearl River. It curves with the circle and features a gridlike curtain wall of windows facing into the courtyard.

The Lee Circle elevation of the new Greater New Orleans Foundation Center for Philanthropy blends cast stone, locally manufactured St. Joe brick and glass in a composition that is both contemporary and contextual.

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“I think a lot of the inspiration for me is warehouse buildings in the district that are masonry and have depth and shadow,” says Ball. “I love historic buildings, and they certainly are an inspiration for us.”

Ball says one of the firm’s goals is to incorporate demonstrative water features into all of its projects. For example, the courtyard at GNOF has a water management system that stores roof runoff water in underground tanks. Additionally, the parking lot has permeable asphalt, which eventually directs water into the soil.

The porch or loggia at the top is the perfect spot for parade watching and to show potential donors an excellent view.

“It’s like a treehouse,” says Ball. “It’s a great place to show off the city.”

Inside, a board-form concrete wall extends all the way up to the third f loor.

The horizontal lines were created by constructing a form out of the boards, then knocking them out.

“It doesn’t look like Sheetrock,” says Ball. “It has some strength. Because that stair is the main way to get up in that building, we wanted it to be like the core of GNOF. They are tough, they do good things and they’ve been around.

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1- A view down into the main lobby from the bridge overlook on the second floor. A video art piece by Courtney Egan illustrating magnolias flowering and unfolding is projected on the concrete wall of the main stair, providing a sense of movement and wonder for the space.

2- The staff lunchroom, which overlooks the courtyard garden behind the building, also functions as a conference space for staff members.

3- Loft space on the second and third floors is where GNOF program work is done. Good lighting and an open layout are key to the collaborative work method used at GNOF.

At A Glance Company Name: Greater New Orleans Foundation Address: 919 St. Charles Ave. Office completed: Nov. 15 Architect: Waggonner & Ball Architects Interior Designer: Waggonner & Ball Architects Furnishings: DKI Office Furniture Square footage: 22,000 square feet Budget: Construction cost about $9.4 million; total project cost $13 million Main goal: Visibility, presence and a public face Biggest challenge: Cleaning up the site and fixing foundation problems Standout feature: The courtyard and the porch or loggia

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4- The Chevron Learning Center at the corner of St. Charles Avenue and Lee Circle is a multi-purpose space for public engagement, lectures and workshops. The large painting is by Louisiana artist Francis X. Pavy, on loan from the Arthur Roger Gallery.

5- The main stair is enclosed in a cast-in-place, board-formed concrete container. The stair runs are separated by a custom designed millwork element built of responsibly sourced Douglas fir.

6- The rear of the building is a clear glass curtain wall that faces north and opens the entire building up to views of the adjacent garden. The garden and the 32-car parking area are designed to capture and store rainwater and can hold water from a 10-inch rain event to help prevent street flooding on Lee Circle and the surrounding area.

Stored rainwater is also used for irrigation of the raised, landscaped plaza and garden.

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Why Didn’t I Think of That? Creative Businesses Taking Hold in Southeast Louisiana

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Just a

Spritz

Will Do

This local 83-year-old entrepreneur’s new hygiene product was just picked up by Walmart.

By rebecca friedman

I

t’s a well-known fact that great ideas often come to us in the shower. But they can sometimes pop up elsewhere in the bathroom, too.

During Angelo Chetta’s recent travels through Europe, he was struck by the fact that nearly every lavatory contained a bidet. “I just thought that was so much more civilized than what we have in this country,” says Chetta. “We pride ourselves with sanitation and cleanliness and seem to be content with dry toilet paper.”

Over the last year and a half, Chetta has set out to change that practice with Milavo, a “pocket bidet” that transforms ordinary toilet paper into a wet wipe with just a spritz from the compact bottle. (The product’s name is derived from the phrase “mi lavo,” which means “I wash” in both Spanish and Italian.) Chetta is also quick to point out that Milavo is not only meant for toilet-related use. In his vision, travelers or busy gym-goers without time for a shower could use Milavo for a quick all-over birdbath, as could a parent who’s picked a perilous moment to run out of baby wipes.

According to Chetta, Milavo’s small bottle — it’s slightly larger than a cigarette lighter — can be carried discreetly in a pocket or purse, unlike bulky containers of wet wipes. It also offers a more environmentally and plumbing-friendly option than traditional wipes (even those marketed as flushable can defeat bathroom pipes — just ask anyone who lives in an older New Orleans home).

Currently being launched in 89 Kinney Drug stores in New York and Vermont, Milavo can also be purchased on MilavoSpray.com and on Amazon.com. As of early December, the product is expected to be available on Walmart.com.

Angelo Chetta’s Milavo spray transforms ordinary toilet paper into wet wipes.

Photo Cheryl Gerber

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A creative path At the age of 83, many people would be content to relax and play golf. Chetta’s not one of them. “I’m retired, but the mind never stops,” says Chetta. “I’ve always had an entrepreneurial bent.”

He has tapped this creativity over a long and colorful career that included 20 years as the operations director for the Louisiana Superdome, working as an urban planner for St. Bernard Parish, and touring the South as part of a children’s theater company.

He even had a previous experience creating and copyrighting a character called the Crawgator in the early 1980s. Half alligator, half crawfish, the character graced products ranging from beer to hot sauce to t-shirts, before its popularity waned in the face of competition from merchandise for the 1984 World’s Fair.

“As you can see,” says Chetta, “my interests are varied.”

Bottling a good idea The process of moving Milavo from the seed of an idea to drugstore shelves has been complicated, taking well over a year.

Once Chetta decided to pursue his invention, he knew he had to start with the distinctive packaging, which he believes is critical to its success. He first spotted the bottle he had in mind on a store shelf — containing another product. The next step was tracking down the source of the bottle (it turned out to be China).

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Now that he had found Milavo’s bottle, Chetta needed to work on what it would contain. He contacted several manufacturing cosmetic companies about creating the right formula for the product and eventually found one in Florida that fit the bill.

They worked on several versions before submitting the winning mixture, which includes a mix of lavender, aloe vera, tea tree and lemon peel, among other ingredients.

Having tracked down his preferred bottle in China, Chetta was faced with not only a three-month shipping time, but also a minimum order requirement of 25,000 bottles. More time passed as he applied for the trademark and UPC code, then worked on a label design that met all the legal requirements for labeling. “Of course,” he adds, “you really don’t get the trademark until you sell your first bottle — so while all that was going on, the trademark was pending until I actually had product to sell.”

With those hurdles finally crossed, Chetta had his long-awaited product sample in hand. However, getting the product produced in bulk meant another minimum order: this time 4,000 bottles — with a turnaround time of five to six weeks. The downside of producing only the minimum number was that it increased the unit cost, or as Chetta says, “I paid through the nose for both bottles and the initial order, which kind of puts you at a disadvantage because your wholesale price is dependent on your production cost.”

LEFT PAGE: Milavo is currently hitting shelves at 89 Kinney Drug stores in New York and Vermont. Online sales outlets include Amazon.com, MilavoSpray.com and, as of early December, Walmart.com.

LEFT: The pocket bidet spray is priced at $6.95 per bottle.

A history of innovation 325,979: Number of patents granted in the U.S. in 2015 (of both foreign and U.S. origin) 446: Number of those patents originating in Louisiana Source: U.S. Patent and Trademark Office

Did you know these things were invented in Louisiana?

CrankCase: a hand-cranked smartphone charger. The inventors are a duo who met at Louisiana State University. After relying heavily on their cellphones in the wake of Hurricane Katrina, they were seeking a reliable way to keep a smartphone charged.

The casino game ‘craps’: This game was brought to New Orleans from England in the early 19th century and adapted for American play by Bernard Xavier Philippe de Marigny de Mandeville, a local politician and gambler.

The Binocular Microscope: This groundbreaking piece of equipment was invented by John Riddell during his tenure as chairman of Tulane’s Department of Chemistry (from 1837-1862).

go out in the field and beat the bushes, I’d have to pay that individual.

They take that burden off of me.”

In the interim, he is self-financing the whole undertaking, which further fuels his desire to see Milavo succeed.

A future full of Milavo With that first run behind him, Chetta is hopeful that he will be able to place future orders in greater quantities, thereby bringing down the unit cost to a more reasonable level.

Spreading (and spraying) the word Once he had his product ready to go, Chetta sought to bring Milavo to the attention of potential customers. He started here in New Orleans, advertising in local publications such as New Orleans Magazine and Gambit, but found it difficult to drive traffic to the product website (which was the only outlet for purchase at that time). “I didn’t realize what I was getting into with that,” he says.

Then he happened upon an article in the June 2016 issue of Biz New Orleans, detailing a local man’s journey to producing his own invention (the Reachable Magnetic Ceiling Filter Vent Cover). The story mentioned the involvement of a company named Product Launchers, a business consulting firm that helps fledgling entrepreneurs get their products onto the shelves of regional and national retailers.

Chetta reached out to Product Launchers for help, and they have since placed Milavo in 89 Kinney Drug stores in the New York area and are continuing to pursue additional outlets. “It’s an ongoing challenge,” says Chetta. “At this stage I’m more or less dependent on Product Launchers to get me to the next level.” They do charge an administrative fee, but as Chetta says, “If I had to hire a salesperson to Photos Cheryl Gerber

In Chetta’s ideal world, Milavo would be found “anywhere people are on the go.” This would include the checkout counters of airport concessions, spas, health clubs, “in every hotel bathroom, every gift shop, every goodie basket. To me, that’s where the volume is.”

He has also heard surprising “anecdotal information” from customers who are using Milavo on their pets. “Instead of giving their pet a bath, they spritz Milavo on it as a temporary fix for pet odors.”

One privately owned local drugstore, NOLA Discount Pharmacy, is carrying Milavo in its two locations, and Chetta plans to approach additional local players. “I say local because you don’t have to go through the chain of command,” he explains. “If you’re trying to get something into CVS or Rite Aid, you have to jump through quite a few hoops and go through the national offices, not the local. Here again, that’s where I hope Product Launchers can get me an entrée.”

At this point, Chetta is awaiting feedback on the sales of the 30 dozen units he shipped to Kinney Drugs. He is also hoping to gain traction in local markets and more broadly through Product Launchers. “It’s exciting, and it’s also expensive and nerve wracking,” says Chetta.

“That’s all part of life, I guess. You’re in there playing the game and not on the sidelines watching. That’s pretty much my philosophy.”

When asked if he has more invention ideas in the hopper, Chetta demurs. “Not really. You never know. It’s like giving birth — one baby at a time. We’ll see what happens with this.”

To learn more or to purchase Milavo, visit www.milavospray.com. n BizNewOrleans.com DECEMBER 2016

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Q&A

“We’ve had to develop alternate forms of financing that don’t exist. ....to not only think outside of the box, but also create a new box to work in.”

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Going Out

On Top Port of New Orleans CEO Gary LaGrange looks back on 15 years of weathering both national disasters and unprecedented growth, and shares his excitement for the future.

By Chris Price

G

ary LaGrange, who has served as president and CEO of the Port of New Orleans since 2001, will retire at the end of his contract in April 2017.

During his tenure, the port invested more than $500 million in infrastructure, opening state-of-the-art facilities including new container, intermodal, cruise and refrigerated terminals. The port also endured changes brought on by the terror attacks of Sept. 11, 2001, and Hurricane Katrina in 2005.

A public agency that manages $61 million in revenues, 292 employees and $200 million in capital projects, the port has diversified its business, increasing container shipping and the cruise tourism industry and becoming North America’s fifth-busiest cargo port and sixth-busiest cruise port. Chief Operating Officer Brandy D. Christian will succeed LaGrange, becoming the first female CEO in the organization’s 120-year history. LaGrange recently reflected on his years at the helm and what’s next for him and for the Port of New Orleans.

Biz: How are you feeling with your term coming to a close?

GL: I feel euphoric. I’ve reached the culmination of 41 years of being a president and CEO. It’s hard to believe, but I feel really happy about it. I’m very satisfied with the accomplishments this port has made.

If there is one legacy that I can leave behind, it’s the team. It’s all about the team, the people who work here and the people that make the port what it is. That’s probably my greatest feeling — knowing that there are a lot of good people who built a really great port that competes worldwide.

Biz: What are you most proud of in your tenure as leader of the Port of New Orleans?

GL: There are a lot of things. I think the spontaneity and reactions to a lot of unexpected instances throughout the years.

My first day on the job was Sept. 10, 2001. And we all know what happened the next day. All of our lives changed on Sept. 11. We had all the security changes and the launch of the Department of Homeland Security and new regulations.

Photo Cheryl Gerber

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Post-Katrina, on Sept. 20, 2005, a Carnival Cruise Line ship contracted by FEMA berthed behind the U.S.S. Iwo Jima on the city’s waterfront to provide much-needed housing.

LaGrange worked with the White House to reopen the port within 11 days of the disaster.

Then, when Hurricane Katrina hit on Aug. 29, 2005: Friday, Aug. 26, was a typical day at work. At 3 o’clock that afternoon, after a day of meetings, my executive assistant told me, ‘We’re in the cone.’ I wasn’t sure what the cone was. Well, I quickly learned that we were in the cone of uncertainty for potential landfall.

Biz: How did the port come through Katrina?

GL: We had a preparation plan for natural disasters and storms, but what we didn’t realize at the time was that we had no recovery plan. We had grown pretty complacent. We hadn’t had a major storm hit in 40 years. After the storm hit on Monday, we were flying by the seat of our pants for the next five or six days, working with limited or no communications with our counterparts in Washington, D.C., and trying to figure out where to go next.

The most impactful call that we had came from Washington asking what we needed. I just met with my staff at the St. Claude Avenue Bridge, where there was a triage area and some 3-, 4-, 5,000 people still missing in the Lower Ninth Ward. We were literally watching them fish people out of the water, which was up to the rooftops. I remember thinking at that moment on the bridge, ‘Wow, what are we going to do?” because there was no place to take these people, no first aid supplies, no food, no water, no blankets. These people had just lost everything in their lives.

People were disoriented, just in shock in the aftermath.

A couple of hours later, the White House called and asked what we needed. Of course I’m still in reaction mode — we need food, water, first aid supplies. Then they asked what we needed to reopen a port of national significance so that we could supply goods throughout the country. That was impactful. They needed this port open. Chicago, St. Louis, Memphis, Indianapolis, Pittsburgh, Tulsa and all points in between needed the cargo that runs through our port.

We later found out that for every day this river is closed, the detrimental economic impact to the country is $300 million a day, and it rises exponentially after the fourth day because of supply-anddemand issues.

To come back from what many say is the most catastrophic disaster ever to hit the United States, and reopen within 11 days, was nothing short of a miracle. A lot of credit goes to people who never got 98

DECEMBER 2016 BizNewOrleans.com

Schreiber Award Latest in List of LaGrange Accomplishments At the Louisiana International Trade Gale on Nov. 18, Gary LaGrange received this year’s Eugene J. Schreiber Award, named for the late Eugene “Gene” Schreiber, who served the World Trade Center and Louisiana community for over 30 years. The Schreiber Award honors an individual who demonstrates exceptional knowledge and leadership in promoting international trade policy for the benefit of the state of Louisiana.

A highly active and celebrated professional, LaGrange was also inducted into the International Maritime Association Hall of Fame at the United Nations in New York in 2006 and the National Rivers Hall of Fame in Iowa in 2005.

LaGrange also serves the industry in the following capacities: n

Waterways Council, Inc. — board and executive committee

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National Waterways Conference — past president and board member

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Gulf Ports Association of the Americas — board member

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Transportation Research Board — executive committee

Transportation Committee of the World Trade Center of New Orleans — board member n

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American Association of Port Authorities — past chairman

Federal Reserve Bank of Atlanta — member of Advisory Council on Trade and Transportation n

n U.S. Department of Transportation Maritime Transportation System — member of National Advisory Committee

the credit they should have. The National Oceanic and Atmospheric Association provided surveys, links to navigation and identified where sunken vessels were that we didn’t know about so that we could avoid crashes once the channel opened. The Army Corps of Engineers worked to make sure the minimal water draft was there so ships could pass safely. And then the Maritime Administration and Transportation Secretary, Norman Mineta, came up with the idea to send floating dormitories because 80 percent of the housing stock in Photo Win Henderson / FEMA

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the city was destroyed. We needed workers to reopen. Mineta sent vessels from the Merchant Marine academies to New Orleans so that we were able to house 2,000 workers and provide three meals a day while they were in New Orleans. Then they could visit their families in Houston, Dallas, Atlanta and points in between on the weekend.

The next important step was getting word out that the port was reopening as soon as possible. We averaged 60 interviews a day with national and international media. We asked companies not to divert their business to another port, because when that happens, you hardly ever get their business back. So keeping business here was paramount. The shippers knew the advantages of our port and our connectivity inland through the river, six Class 1 railroads and the Interstate Highway System.

The Lykes Flyer was the first ship to come in, and in typical New Orleans fashion, it was full of coffee and beer from Mexico. I’ll never forget that as long as I live. There’s a photo of that ship offloading cargo in my office.

Biz: How has the Port of New Orleans changed since you began here?

GL: It’s changed quite a bit, as has the entire port industry over the last 16 years. The biggest shift is that we do a lot more container cargo. When I first started here, New Orleans wasn’t on anyone’s radar screen as a container port. We had a small container terminal in New Orleans East on France Road. Now we have one of the top 20 container terminals in North America. The Journal of Commerce ranked us 16th last year for container imports and exports.

The other area is the proliferation of the cruise industry. We realized New Orleans is a destination city. It’s a jewel city, not only of the United States but also of the world. People want to come to New Orleans. So we thought, let’s take that opportunity to convert into the maritime world by bringing in more cruise ships.

All of this was the result of the World Bank imposing an embargo on imported steel. More than 37 percent of our revenue was generated by imported steel. That was too many eggs in one basket. We had to spread out our portfolio and diversify by reaching out to other areas. That’s when we built the Napoleon Avenue Container Terminal, which continues to grow and expand on an annual basis.

We built a new state-of-the-art cruise terminal and renovated an old terminal at Julia Street. Now we’re building another at Poland Avenue. We started with basically no regular industry, and now we’re the sixth-largest cruise port in the United States and the ninth-largest in the world.

We’ve multiplied from a one-dimensional port into a multidimensional port.

Biz: What have been your biggest challenges?

GL: Financing has probably been the biggest challenge. New Orleans is a self-supporting port, and we’re really proud of that. We don’t collect taxes, and all of our major competitors do. We’ve had to develop alternate forms of financing that don’t exist. Houston gets $90 million in ad valorem taxes annually. New Orleans gets nothing.

Mississippi rebuilt the Port of Gulfport with Road Home money that was intended to go to rebuild housing. We’ve had to not only think outside of the box, but also create a new box to work in.

Biz: Do you have any regrets, or are there things you wish you had done differently?

GL: No, only leaving. But it’s time to move on. I’m very fortunate to have been placed here.

Biz: What’s next for you?

GL: I’ll still be working in the industry as leader of the Ports Association of Louisiana. I won’t be as hands-on, but I’ll be helping all 32 ports in Louisiana with legislation, funding and financing.

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DECEMBER 2016 BizNewOrleans.com

New Port Shuttle Service Receives $1.75 million Grant Earlier this year, a container-on-barge shuttle service began between the Port of New Orleans and the Port of Baton Rouge. Operated by SEACOR AMH, the service moves five barges per week between the ports that would otherwise be transported by truck or rail.

Thanks to a $1.75 million grant from the U.S. Maritime Administration (MARAD) announced on Nov. 1, the container-on-barge shuttle service will be acquiring new container loading equipment to increase efficiencies and save Louisiana money.

According to a U.S. Department of Transportation study, for every round trip of a 40-foot container moved by barge rather than over the road between New Orleans and Baton Rouge the state saves $118.

Biz: What will Brandy Christian bring as president and CEO of the Port of New Orleans?

GL: The port is getting a great leader. Brandy brings an element of knowledge to us that is not common on the Gulf Coast. She is from California and the West Coast. She came from the Port of San Diego, which is a totally different kind of port than New Orleans. She brings ideas on developing nontraditional sources of income. She’s got new ideas, concepts and thoughts that will be really, really, good for the Port of New Orleans. I’m excited that she’s stepping in. She’s bringing new ideas to what we have established and I think she’ll be great. n

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Events 5th Annual Louisiana IT Symposium in partnership with Simmons & White

ACG Louisiana 6th Annual “A Taste of New Orleans”

Tuesday, October 25, 2016

Thursday, October 27, 2016

Sheraton New Orleans Hotel

The Roosevelt Hotel New Orleans

This event featured a panel discussion entitled, “Leading and Managing IT.” Panelists included Mike Gauthier (CIO, International Matex Terminals), Jeff Penton (CIO, Port of New Orleans), and Bernie Clement (CIO, Thibodaux Regional Medical Center). Moderator was Tim Babco, CIO, Pool Corporation.

Gary LaBranche, CEO of ACG, presented the keynote for this luncheon entitled “Highway to Hell or Stairway to Heaven: What Post-Election Song Will the Middle Market Hear from Washington.”

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1. DonLandry, Sandra Lindquist, Laura Thomas and Ralph Melian 2. Bernie Clement, Jeff Penton and Mike Gautier 3. Tim Babco, Patricia Hood and Steve Frassetti 102

DECEMBER 2016 BizNewOrleans.com

1. Aziz Musa, Gary LaBranche, Claude Silverman, Les Alexander and Hank Wolf 2. Frank deVay 3. Nemo Viso, Vanessa Claiborne, David Rieveschl and Harold Callais Photos by Cheryl Gerber

Thibodaux Regional Medical Center – Wellness Center Dedication

New Orleans Regional Leadership Institute

Thursday, October 27, 2016

Friday, November 4, 2016

The Cannery Thibodaux Regional Board of Commissioners, team members and physicians — along with special guests Gov. John Bel Edwards, United States Sen. Bill Cassidy, and Congressman Garret Graves — gathered to unveil the innovative, 242,000-square-foot state-of-the-art center.

The New Orleans Regional Leadership Institute (NORLI) recognized three NORLI alumni for their work impacting the region. This year’s honorees were Betsie Gambel of Gambel Communications, Jyric Sims of Tulane HCA Hospital and Hunter Hill of IBERIABANK.

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1. Archie Manning, Jennifer Hale and Mike Detillier 2. Greg Stock 3. Greg Stock, Senator Bill Cassidy and Jake Giardina Photos by Cheryl Gerber

1. Hunter Hill, Kaylea Hill and Chris LeBato 2. Jasmine Haralson and Voris Vigee 3. Jyric Sims, Maisha Sims, Brenda Sims and Bernell Sims BizNewOrleans.com DECEMBER 2016

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Behind the Scenes

The Human Touch

Photo by Jeff Johnston 104

DECEMBER 2016 BizNewOrleans.com

Specializing in custom furniture design for commercial and retail spaces in all mediums, GoodWood NOLA — led by business partners Michael Dalle Molle and Jordan Gurren (not pictured) — has made a splash since opening its 4,200-square-foot studio in Mid-City in January of 2015. Notable projects have included construction of the donut bar at District Donuts across from Whole Foods on Magazine Street, along with District’s Lakeview location and upcoming restaurant.

GoodWood also designed and built the Besh Restaurant Group’s executive office suite on Gravier Street.

GoodWoodNola.com