Welcome to the Q3 2025 issue of REGION Magazine! This season, we turn our focus to the communities, industries, and institutions that continue to propel Greater New Orleans forward—from the River Region to the BioDistrict, from high-level planning to boots-on-the-ground innovation.
We begin in the River Region, where St. John Parish President Jaclyn Hotard and River Region Chamber Chair Ray Gregson share how a long-standing industrial base is evolving into a diversified economic powerhouse. With more than $4 billion in recent and active investment and a strong focus on energy transition and workforce readiness, this corridor is demonstrating how collaboration and shared infrastructure can lead to broad-based growth.
Zooming out to the state level, the newly released LED Strategic Plan charts a bold, comprehensive roadmap for accelerating Louisiana’s economic momentum. Crafted by Louisiana Economic Development and supported by partners like GNO, Inc., the plan addresses key challenges, such as talent retention and regional competitiveness, through bold action and measurable goals. With initiatives already underway to invest in shovel-ready sites, scale AIenabled training, and attract high-wage jobs, the plan is more than a framework – it’s a call to action.
Next, we turn our attention to the growing biosciences sector, where world-class institutions are laying the foundation for the region’s next innovation economy. LSU Health New Orleans is nearing completion of a $100 million overhaul of its research facilities, while its faculty are leading critical studies into cancer, neurodegenerative diseases, and HIV/AIDS with support from NIH and NSF. Meanwhile, researchers at Tulane University are pioneering new cancer imaging technologies through the ARPA-H initiative. Together, these efforts are creating new momentum for the BioDistrict and reinforcing New Orleans’ leadership in life sciences.
We also bring you two profiles that reflect the people behind the progress. First, we meet Louis Bartels of b1BANK, whose story bridges financial services and community engagement. Then, we introduce EXP, a multidisciplinary firm helping clients build bold, resilient projects across the Gulf South and beyond.
Together, these stories speak to a region that’s not just dreaming big, but delivering. From strategic planning to sectoral growth, from regional assets to individual leadership, Southeast Louisiana continues to rise as a model for smart, impactful development.
Thank you for your continued support of GNO, Inc. and the transformative work happening across our communities.
Sincerely,
Greater New Orleans, Inc. President & CEO
MICHAEL HECHT
RELATIONSHIPS . RELEVANCE. RESULTS .
Greater New Orleans, Inc. (GNO, Inc.) is the economic development nonprofit for the 10-parish region of southeast Louisiana.
GNO, Inc. is built on a simple but broad mission: To create a region with a thriving economy and excellent quality of life for everyone.
The key is GNO, Inc.’s two-pronged approach to economic growth: by focusing on business development, the alliance aims to attract, retain and develop businesses that will employ our future workforce, propelling our economy forward and upward. This initiative is coupled with a concurrent nurturing of the business environment: by proposing, promoting and facilitating policies that improve conditions for business operations, GNO, Inc. ensures that businesses and corporate leaders are
positioned for long-lasting success.
For GNO, Inc., it is not enough to simply serve the community: we must also be a part of it. Real influence and significant change starts from within, and the alliance’s presence in the community is evident and expanding. Working together with the business community, regional stakeholders and all levels of government allows GNO, Inc. to coordinate, consolidate and catalyze action on key issues and opportunities, effectively maximizing job and wealth creation and creating systemic impact.
From workforce development and coastal stabilization to fiscal and criminal justice reform, GNO, Inc. is driven by results. It’s helping to create a robust and growing middle class and, in the process, ensuring our region’s continued prosperity.
Greater New Orleans
BY THE NUMBERS Q3 2025
An economic snapshot of Greater New Orleans’ 10-parish market
EMPLOYMENT & ECONOMY STATISTICS
POPULATION
1,412,061
31% of Louisiana’s population resides in Greater New Orleans
SOURCE: LIGHTCAST
EMPLOYMENT STATISTICS
$74,400
Regional Average Earnings
SOURCE: LIGHTCAST; ECONOMY OVERVIEW
HEALTH SCIENCES JOBS
85,722
ECONOMY
53,584 Private Establishments
SOURCE: LIGHTCAST; INDUSTRY TABLE – PAYROLLED BUSINESS LOCATIONS
680,559
Civilian Labor Force
SOURCE: LIGHTCAST; ECONOMY OVERVIEW
AVERAGE EARNINGS $83,996 GDP $9.3B
SOURCE: 2024 LIGHTCAST
691,579
Total Regional Employment
SOURCE: LIGHTCAST; ECONOMY OVERVIEW
4.74%
Regional Unemployment
SOURCE: LIGHTCAST; ECONOMY OVERVIEW
FAST FACTS: HEALTH SCIENCES
RECENT ANNOUNCEMENTS
50% of LSU Health graduates from this spring will remain in Louisiana for residency training
LSU / LCMC Health / Louisiana Cancer Research Center are in process of applying for National Cancer Institute (NCI) designation, which would be a major boost for cancer research capacity in the region
COST OF LIVING & REAL ESTATE
OVERALL COST OF LIVING GNO Region
99.4 U.S. Average
100
SOURCE: LIGHTCAST; INDUSTRY TABLE
RANKINGS
RECENT RANKINGS
New Orleans ranked #2 on Travel + Leisure Reader’s 15 Favorite Cities in the U.S. of 2025
GNO, Inc.’s mission is to create a Greater New Orleans with a thriving economy and an excellent quality of life, for everyone. For more information about the market, or help with your business, please contact our Research and Business Development team:
Harrison Gitz Policy and Research Manager hgitz@gnoinc.org
Grady Fitzpatrick
Chief Business Development Officer gfitzpatrick@gnoinc.org
*Due to data collection methods, previous GNO By the Numbers are not directly comparable
COMMUNITY INDICATORS Households
568,157
Median Monthly Rent $1,120
Vacant Housing Units
87,874
Median Age 38.6
SOURCE: LIGHTCAST, COMMUNITY INDICATORS MAP
Industry Meets Evolution
A manufacturing giant for decades, the tri-parish River Region economy manages to stay true to its roots while seamlessly adapting to the demand of an ever-changing global marketplace.
BY WILLIAM KALEC
BBisected by the twists and turns of the Mississippi River – inarguably the most vital aquatic thoroughfare in North American commerce – Louisiana’s tri-parish River Region has always possessed the key geographic chess piece needed for a manufacturing/processing hub to flourish.
But in the past 15 years – spurred on by the Haynesville Shale boom of the late 2000s, which provides abundant,
affordable fuel sources for expansive facilities, and a synergistic, big-picture agenda shared amongst industry leaders at the Port of South Louisiana, economic advocacy groups, and state/local government – these rural, connected parishes between New Orleans and Baton Rouge have been the setting of a historic exponential industrial renaissance.
“The strength of our economy, and even the nation’s economy, depends on the industrial and manufacturing base
we’ve cultivated in the River Region for decades. That success comes not only from the ability of these industries to innovate and grow along the river, but also from the strong partnerships they’ve built with local officials who share a commitment to developing the region together,” said Matthew Jewell, St. Charles Parish President.
Always a positive economic outlier because of their per capita high-end employment opportunities, Louisiana’s River Region has seen median household incomes substantially outpace the state average thanks in large part to the area’s abundance of skilled, specialized, and technical careers in the industrial sector.
St. Charles Parish’s median household income of $82,172 ranks 4th in Louisiana, while St. James and St. John Parishes both reside in the Top 20, several thousands of dollars above the statewide standard.
“The relationship between parish government and the Port has been a game-changer,” St. John Parish president Jaclyn Hotard said. “But the same is true of the relationships from parish government to neighboring parish government, or parish governments to entities like GNO Inc., they’ve been a game-changer, as well. You can feel the collaboration. We’re not operating individually. We’re operating together as one team, one united front.
“And I truly believe that is making a difference in some
of the bigger ‘wins’ that have been announced recently.”
Since 2021, more than $4 billion worth of new industrial developments or expansion/renovation of existing facilities have been announced (or construction has commenced) within the Port of South Louisiana’s Port District, which spans through St. John Parish, St. Charles Parish and St. James Parish. Many of these new endeavors are fully or partially connected to long-standing traditional sectors like petrochemicals and oil & gas. However, significant inroads have been made in attracting the next generation of manufacturing/processing facilities, as well.
“Recent announcements like the $7.5B blue ammonia facility and the $800 million Bunge Chevron Ag Renewables project show the promise of what’s ahead for our parish. These investments mean new, high-paying jobs for our residents, stronger schools and infrastructure, and long-term stability for families who want to live and work right here at home,” Jewell said.
In Q1 2024, Life For Tyres – a revolutionary, state-of-theart, European eco-friendly upcycling pioneer – announced that it would be investing $46 million to build its first U.S. facility near the Port’s Globalplex in Reserve. Upon completion, the 10-acre plant will employ approximately 50 workers who will utilize patented, environmentally friendly methods to transform rubber from discarded vehicle tires into top-of-the-line high alloy steel, advanced biofuels, and black recovered carbon. Additionally, the Port of South Louisiana’s vast intermodal infrastructure – specifically barge and rail – offered Life For Tyres economical and green ways to receive discarded tires and send out reimagined, upcycled commodities – a major selling point when deciding where to establish its initial U.S. operation.
Later that same year, Woodland Biofuels Inc. released plans to invest $1.35 billion at Globalplex to construct the gold standard when it comes to renewable biofuel production facilities. Once operational in 2028, Woodland Biofuels will staff more than 100 employees at an average starting salary of $90,000. The state-of-the-art operation will permanently remove hundreds of thousands of tons of carbon dioxide from the atmosphere annually, where it will then be stored at a nearby underground carbon sequestration site.
“The recent momentum in interest and action when it comes to industry establishment, relocation, or expansion in our area has come with a real diversification in the types of industries who have shown real flag-in-theground interest in our parish, and the River Parishes, in general,” President Hotard said. “Manufacturing, agriculture, high-tech endeavors, sustainable green companies, petrochemical facilities. That diversity is key.”
St. James Parish provides another clear example of this balance between tradition and innovation. Long anchored by Koch Methanol, which produces a vital building-block
chemical used worldwide, the parish is also positioning itself at the forefront of the low-carbon economy. Exxon’s planned carbon capture pipeline underscores the parish’s growing role in climate-conscious industrial innovation.
Together, these projects strengthen St. James’ position in global markets and create demand for a skilled workforce, aligning with local schools, colleges, and training programs that are preparing residents for high-wage, high-demand careers. By coupling established industry with emerging technology and investing in people, the parish is charting a path that benefits both its economy and its community.
“St. James Parish plays a vital role in supplying the United States and the world with essential products, from food and fertilizers to chemicals, plastics, and metals, while providing our residents with a quality of life that is truly unmatched,” said St. James Parish President Pete Dufresne. “Our parish industries also afford residents access to state-of-the-art healthcare and advanced diagnostics, ensuring the well-being of our community.”
Seeking to stay several steps ahead of industry trends and a rapidly evolving global maritime marketplace, parish officials and Port executives/board members are positioning the River Region as a cutting-edge leader when it comes to the looming “Energy Transition Process” -- establishing the framework so that existing companies within the Port District can reap the financial and environmental benefits of alternative fuel sources.
“One of the benefits of the boom in interest and activity we’ve seen in our area is that these facilities have put us on the cutting edge of the move to low-carbon and ultra low-carbon solutions,” said Ray Gregson, CEO of the River Region Chamber of Commerce. “In a way, we’re setting the standard for big industrial footprints and how they operate, right here.”
That balance of history and innovation is especially evident in St. Charles Parish, where leaders emphasize the long-term legacy of industrial work while preparing for the next chapter. “For generations, people throughout the River Region have worked in these industries, building the skills and knowledge that still define our economy today. Now, as new technologies take shape, our focus is on preparing young people with the training and opportunities they need to carry that legacy forward,” Jewell said.
But with growth comes “good problems to solve,” as Gregson put it – namely, meeting workforce demands of industry through both quantity and quality.
While these competitively compensated manufacturing/ processing careers along the river do attract professionals from bordering parishes to the East (Jefferson, Orleans) and West (Ascension, East Baton Rouge) most viable candidates come from the moderately populated tri-parish River Region. From a distance, that limited pool of potential applicants
seems like a detriment when recruiting large, international industry to plant roots in South Louisiana. On the contrary -through a collective, strategic educational effort – touting the River Region’s highly skilled, ready-to-operate young workforce has been used as a selling point in the pitch process.
For years, the Chamber of Commerce has hosted regular ‘Workforce and Education Summits’ which have brought secondary and higher education administrators together with economic development leaders and industry executives to address current and upcoming workforce skillsets so that they can help shape/expand curriculum.
Furthermore, several companies with a presence at the Port (such as Marathon) have invested capital for scholarships at River Parish vocational schools with energy-sector training programs.
At local two-year institutions, such as River Parishes Community College and L.E. Fletcher Tech, school officials have seen a rise in students fast-tracking their careers by stacking applicable certifications on top of their main academic, industrial-focused discipline, making them more attractive to companies offering high-wage, high-demand careers.
Noting a growing trend in which higher education students enter college with a defined career-path goal, public schools in the River Parishes have begun introductory orientation programs so that students can explore whether a career in the River Region’s industrial sector would suit them. Specifically, in St. Charles Parish, Grade 11 and 12 high school students can enroll in two Process Technology (PTEC) courses that offer a hands-on glimpse into the duties of a plant operator and the equipment used at chemical plants, refineries, and other industrial facilities.
“The improvements we’ve seen in meeting the challenging, but welcomed, workforce demands of the region can be attributed to the ongoing collaboration and communication between our K-12 school districts, our two-year and four-year universities, and the major employers of the region – because they’ve all aligned,” Gregson said. “The conversations have changed because the job opportunities that these companies provide young people with specialized two-year training is unmatched.
That collaboration is supported by industry itself, which invests in students long before they reach the job market. As Jewell notes: “Industry here doesn’t just drive commerce — it creates opportunity. From scholarships to training programs, our industry partners are helping build the next generation of operators, engineers, and innovators right here at home. That’s how we keep our workforce strong and our community thriving.”
Louisiana’s Economic Renaissance LED creates a strategic blueprint for growth.
BY MISTY MILIOTO
Louisiana is experiencing a transformative moment in economic development, driven by the state’s new comprehensive strategic plan.
Louisiana Economic Development (LED) has unveiled an ambitious roadmap designed to position the state as a leader in the Southeast, addressing longstanding challenges—all while building on inherent strengths through concrete initiatives and measurable goals.
The need for this comprehensive approach was clear. “Before March, LED hadn’t implemented a new strategic plan in more than 16 years,” says LED Secretary Susan B. Bourgeois. “Think of how different the economy and the world are from 16 years ago, so we were long overdue for an update.”
The strategic planning process, which began in mid-2024, culminated in March with formal approval by the Louisiana Economic Development Partnership (LED’s private-sector advisory board established in the legislature last year). LED partnered with national consulting firm McKinsey and Baton Rouge-based Emergent Method to spearhead the effort.
“McKinsey served as the consulting company lead building the plan, benchmarking Louisiana against national and regional competitors, and facilitating conversations at the local and regional level,” says Grady Fitzpatrick, chief business development officer at GNO, Inc. “The LEDP board—composed of 11 private-sector leaders from across Louisiana’s eight economic regions—played a critical role in shaping priorities.”
For example, Louisiana has been underperforming compared to Southern peers in several key economic indicators, including population growth, wage growth and private-sector job creation. The state has also
lost many young, highly educated residents to other states. This strategic plan was designed to address those realities by setting a clear vision, aligning public and private resources, and creating a roadmap for sustained, high-quality growth.
ECONOMIC TRANSFORMATION IN ACTION
The comprehensive plan outlines a phased roadmap built on five strategic pillars: ease of doing business; high-wage employment; thriving regions; growth and innovation; and global impact. These pillars form the foundation for both short-term wins and long-term economic transformation.
“Implementation is designed as a whole-of-Louisiana effort,” Bourgeois says. “Regional Economic Development Organizations like GNO, Inc., are leading region-specific efforts such as business retention, quality-of-place improvements and regional site development. State agencies are aligning policy and infrastructure investments, while higher education and workforce partners are supporting talent pipeline efforts.”
Several flagship initiatives are already in motion, demonstrating LED’s commitment to execution rather than just planning. The Sites and Infrastructure Initiative represent a $150 million investment designed to drive quantifiable returns by making strategic investments into current assets in every corner of the state to keep Louisiana competitive with development ready sites.
Meanwhile, the High Impact Jobs Program provides qualifying companies of every size the opportunity to benefit from wage-focused incentives as they increase their headcount and pay above the parish average wage. This program directly addresses the need for higher-paying opportunities across the state.
LA.IO, Louisiana’s innovation division, also is working to scale local startups, support university research and development, and launch applied artificial intelligence pilots. The division includes a $50 million Growth Fund designed to accelerate innovation, technology adoption and entrepreneurial growth, with a strong emphasis on AI and advanced industries.
Additionally, the Louisiana Opportunity Campaign represents a comprehensive marketing and talent recruitment effort to position the state as a top destination for skilled workers and highgrowth companies. This campaign begins with an in-state messaging effort to build momentum and pride before expanding to national and international audiences.
LED’s commitment to rapid execution is embodied in the 9x90 plan—a focused, 18-month work plan aligning nine key initiatives with the strategic vision ahead of LED’s 90th anniversary in 2026. “These initiatives are designed to deliver tangible progress across the state by the end of next year,” Bourgeois says.
Programs already in motion include technology toolkits to help small businesses modernize and scale, while LA.IO is onboarding new early-stage capital funds and leading AI pilot projects to boost competitiveness in sectors like energy, risk management and trade. “Through 9x90, LED is not just planning—we’re executing at full speed to position Louisiana to win,” Bourgeois says.
The strategic plan builds directly on Louisiana’s core advantages while addressing persistent challenges. The state’s global leadership in energy and process industries is being expanded into areas
Implementation is designed as a whole-ofLouisiana effort. Regional Economic Development Organizations like GNO, Inc., are leading regionspecific efforts such as business retention, qualityof-place improvements and regional site development. State agencies are aligning policy and infrastructure investments, while higher education and workforce partners are supporting talent pipeline efforts.”
– Susan B. Bourgeois, LED Secretary
Gov. Landry Unveils Plan to Boost Business. Photo provided by LED
like liquefied natural gas and hydrogen.
The plan enhances Louisiana’s worldclass logistics infrastructure, taps into the STEM workforce tradition with new talent retention and training programs, and fuels entrepreneurship through the Louisiana Growth Network.
Priority sectors include energy, logistics, aerospace and defense, agribusiness, professional and technical services, life sciences, and technology.
The plan leverages Louisiana’s skilled industrial workforce, affordable energy, world-class ports and global trade infrastructure—all while directly tackling challenges like population decline, underinvestment in research and development, and infrastructure gaps.
SUCCESS STORY: HAPTECH’S INNOVATION JOURNEY
The impact of LED’s support for innovation and local talent development is exemplified by New Orleans-based Haptech, Inc., which was named Louisiana’s 2025 Innovative Company of the Year. Founded in 2014 by Kyle Monti, a University of New Orleans physics graduate from Luling, Haptech has grown from a startup in a New Orleans tech incubator to a company with nearly 100 patents and the U.S. Army as its largest customer.
Haptech’s expansion plans demonstrate how LED’s workforce development initiatives create real economic impact. The company is actively hiring for multiple positions—from engineering to logistics—as it prepares to launch its ERIS line of surrogate training weapons and drop-in kits this fall. These innovations are expected to replace antiquated equipment the military has used for training since the 1970s.
“Haptech has signed a Letter of Intent with LED FastStart, the state’s flagship workforce development program, to help recruit and train Louisiana talent for new roles in engineering, advanced manufacturing and defense systems development,” Monti says. LED Fast -
Left to Right: Haptech’s Chief Operating Officer Conrad Rolling and Founder & Chief Executive Officer Kyle Monti accept 2025 Louisiana Innovative Company of the Year award from Louisiana Economic Development Secretary Susan B. Bourgeois.
Start provides access to a database of more than 200,000 people who want to work in Louisiana and works closely with the Military Council to connect highly skilled veterans with companies investing in the state.
The program’s value also extends beyond recruitment. “LED FastStart teams are also developing training modules for our company’s specific needs, prioritizing safety and improving our onboarding process,” Monti says. This tailored approach to workforce development shows how LED’s strategic initiatives create concrete benefits for Louisiana companies.
VISION FOR THE FUTURE
Moving forward, success will be measured through concrete, quantifiable targets that demonstrate Louisiana’s economic transformation. These include achieving the No. 1 ranking in capital investment per capita,
leading wage growth rate in the South, achieving net positive migration in the state’s economic regions, and increasing venture capital per capita and research and development commercialization.
Short-term goals for 2025-2026 include launching the Louisiana Opportunity Campaign and full deployment of the $150 million Sites and Infrastructure Initiative. Long-term goals for 2027 and beyond focus on becoming No. 1 in the Southeast for wage growth and leading the region in venture capital per capita.
“This is Louisiana’s moment,” Bourgeois says. “We are combining bold leadership, regional partnership and strategic investment to build a better economic future—not just for companies, but for every citizen.” The strategic plan represents more than policy documents and funding programs; it embodies a unified vision that leverages Louisiana’s unique strengths while addressing challenges head-on.
FastStart VR
Bioscience Boom
BY FRITZ ESKER
For decades, New Orleans’ economy has leaned heavily on hospitality, but city leaders and institutions have long recognized the need to diversify. That vision is taking shape through the BioDistrict New Orleans, a coordinated effort to transform the metropolitan area into a national hub for biosciences, research, and health innovation. Stretching across parts of downtown and Mid-City, the BioDistrict is reshaping the physical and economic landscape while fueling groundbreaking discoveries that can improve lives far beyond the region.
BUILDING THE BIODISTRICT VISION
At its heart, the BioDistrict seeks to position New Orleans as a leader in health research, treatment, and innovation. Andy Kopplin, president and CEO of the Greater New Orleans Foundation, said the redevelop -
ment of the old Charity Hospital remains one of the district’s most significant priorities.
“It (Charity Hospital) anchors the downtown section of the District and its adaptive re-use will transform that largely abandoned section of downtown,” Kopplin said.
While the 1.2 million-square-foot project has faced obstacles, Kopplin said Tulane University’s involvement has been critical in bringing it closer to reality.
“An adaptive re-use of a 1.2M square foot historic structure is never an easy project, especially in this real estate market, but I am more hopeful about progress on this project than I have been in years,” Kopplin said.
Recently, the City Council committed $20 million to Charity’s redevelopment and another $14 million to affordable housing tied to the project. Kopplin believes these investments will have a ripple effect throughout the neighborhood.
“While that building stands vacant, developers stand still. Once it gets put back into commerce, the risk for others to invest drops dramatically,” he said.
Beyond Charity, the BioDistrict has targeted Tulane Avenue for major improvements—from tree plantings and flood-reducing landscaping to new bus shelters, crosswalks, and lighting. Kopplin envisions the corridor as both a gateway and a connector.
“Our hope is that Tulane Avenue will have a tree canopy that rivals St. Charles Avenue,” he said.
The long-term financial foundation is also strong. With the support of the City of New Orleans and the State of Louisiana, the BioDistrict has secured funding agreements that could bring in up to $95 million over the next 14 years.
TRANSLATING RESEARCH INTO HEALTHCARE AT LSU HEALTH SCIENCES CENTER
As another anchor of the BioDistrict, LSU Health Sciences Center New Orleans plays a dual role: training much of Louisiana’s healthcare workforce while conducting cutting-edge research into diseases that disproportionately affect the state.
LSU researchers are advancing knowledge in areas ranging from neurodegenerative disorders to cancer and cardiovascular disease. Dr. Nicolas Bazan, Boyd Professor and director of LSU Health New Orleans’ Neuroscience Center of Excellence, and his team recently discovered a new molecule produced in the brain that could transform treatment approaches to critical injuries and illnesses such as stroke, ALS, traumatic brain injuries, spinal cord injury, Alzheimer’s, and Parkinson’s.
Dr. Patricia Molina, Senior Associate Dean for Research in the School of Medicine, was awarded a $7.2 million grant from the National Institutes of Health (NIH) to study how alcohol use impacts patients living with HIV/AIDS and age-related conditions—continuing three decades of work in the institution’s Comprehensive Alcohol Research Center, one of only seven in the nation.
Meanwhile, Dr. Sunyoung Kim, Professor of Genetics, received a $7.5 million grant from the National Science Foundation (NSF) to improve physicians’ ability to predict which patients are most likely to respond to anti-cancer therapies.
To support these groundbreaking projects, LSU Health is completing a $100 million renovation of its primary research building, creating 200,000 square feet of state-of-the-art life sciences facilities designed to foster collaboration.
“These new interdisciplinary spaces will enhance collaboration and accelerate innovation, providing shared spaces that will lead to novel discoveries in the diagnosis and treatment of disease and help us recruit even more brilliant scientists and physicians here,” said Dr. Steve Nelson, chancellor of LSU Health New Orleans.
Nelson added: “We have to be forward-thinking. We have to think about what research will be like in the next 20 years. It will be the pre-eminent research lab facility in the state of Louisiana, and we are unbelievably excited and energized for the possibilities that arise as we translate basic research discoveries made there into new positive health impacts for our citizens.”
GROUNDBREAKING CANCER RESEARCH AT TULANE
The BioDistrict’s promise is evident in projects like MAGIC-SCAN (Machine-learning Assisted Gigantic Image Cancer margin SCANner), a Tulane University initiative aimed at revolutionizing cancer surgery.
Currently, surgeons often struggle to determine whether all cancerous tissue has been removed, since distinguishing tumor from healthy tissue is difficult. The existing process—microscopic analysis of tumor sections—takes time and examines only small portions of tissue. Tulane’s approach integrates microscopy, automation, computing infrastructure, and machine learning to help doctors identify cancer margins in real time.
“Currently, it can take days to weeks before a surgeon knows whether all the tumor has been removed, and our goal is to get that down to 10 minutes, while the patient is still on the table,” said J. Quincy Brown, PhD, associate professor of biomedical engineering in the Tulane School of Engineering and lead researcher on the project.
Backed by the federal Advanced Research Projects Agency for Health (ARPA-H), MAGIC-SCAN could eliminate the need for repeat invasive surgeries while improving patient outcomes.
“The ARPA-H Precision Surgical Interventions program put forth an extremely challenging, and visionary, set of requirements for the project, that could really move the needle in surgical oncology outcomes. Despite the difficulty of the required metrics, we’ve been able to successfully tackle these challenges head-on, due to a combination of an extremely talented, accomplished, and cohesive team, strong innovation, and good planning and project management,” Brown said.
Banking on Community
Louis Bartels, VP of Commercial Banking at b1BANK, approaches his work and relationships guided by two values: honesty and responsiveness.
BY BELLA ANGELOS
If you can master those two things — being upfront, forthcoming and responsive — I think you’re ahead of the game,” Bartels said.
Bartels has been committed to New Orleans his entire life. Raised in Gentilly, he attended Jesuit High School and has never felt the pull to leave his hometown. Every stage of his life and career has been deeply rooted in the community that shaped him.
“I really fell in love with New Orleans in my childhood because I was always here,” Bartels said. “I went to LSU, but I moved back after college, and I’ve never really wanted to live anywhere else. New Orleans is of the utmost importance to me.”
He built his career in the city he loves, working in underwriting, portfolio management, and private banking before ultimately finding stability at b1BANK.
“It wasn’t until I got settled at b1BANK that I really thought to myself for the first time: this is something I want to do forever.”
Bartels embodies what can happen when personal values align with professional roles. He takes pride in being a dependable teammate, and his colleagues recently appointed him b1’s Community Market Champion.
“This basically means I represent our entire market when it comes to community outreach,” Bartels said. “Whether that involves volunteering, hosting a blood drive, or connecting with nonprofits — it’s about giving back.”
This role goes beyond client work. It reflects his belief that helping New Orleans businesses succeed starts with investing in the community itself.
“It gives me the opportunity to be involved in the community in a way that makes me feel like I’m making a difference.”
A VALUES-DRIVEN MODEL
Culture is central not only to Bartels but also to b1BANK. Beyond handling transactions, the bank aims to actively shape New Orleans’ economic future.
“As a group, our goal is to find and recruit good businesses with good leadership to bank with us,” Bartels said.
Their model is simple: to be the financial institution of choice for enterprises, their owners, and their employees. They prioritize relationships over shortterm profitability, ensuring clients’ goals align with the bank’s values.
“We don’t bank everybody. At the end of the day, there’s going to be a good fit for someone, somewhere,” Bartels said. “Our primary goal is to make sure our clients are a good fit for us.”
When those clients are found, b1BANK looks beyond its own perspective. Executive managers meet directly with clients to understand what works and what doesn’t. Feedback drives improvements to digital security systems, online tools, and treasury management products.
“I think one very important aspect of a bank staying relevant is relying on client feedback to continually update our systems and services,” Bartels said.
From portfolio management to community reinvestment, b1BANK strives to strengthen both its business and the city it serves.
“Leaving New Orleans a better place than I found it is my number one motivator,w and keep them here. Every business’ key partner is a banking relationship.”
Leaving New Orleans a better place than I found it is my number one motivator. As a region, we need to attract
new businesses
and keep them here. Every business’ key partner is a banking relationship.”
EARNING TRUST
Reflecting on 18 years in the industry, Bartels notes a shift in how people view banks.
“My parents’ generation always saw their banker as a trusted advisor, but over the course of various events in the 21st century, that trust has eroded,” Bartels said. “At b1, something we pride ourselves on is not being order takers.”
With experience and resources at their disposal, b1 bankers aim to be genuine advisors to their clients. For Bartels, long-term relationships often transform into deeper trust.
“There will be stressful times, but my hope is that I can be the person who makes those times easier than expected,” he said. “Whether it’s as a banker, a friend, or even a random acquaintance, I hope people can say I made a situation less stressful for them.”
Bartels’ approach reflects b1BANK’s larger commitment to supporting New Orleans. Together, they’re building an environment where people can thrive personally and professionally.
“I think it comes down to the autonomy b1BANK provides, our ability to get things done for clients, and my own guiding values: honesty and responsiveness.”
Where Innovation Meets Sustainability
EXP’s New Orleans office has only been open for one year, but it’s already presenting a bright future built on innovation and sustainability with an experienced leader to guide the way.
BY BELLA ANGELOS
W. Beau Black joined EXP with a foundation of experience across the public and private sectors. From law enforcement and government to energy and transportation, each of Black’s previous roles shaped him into the leader he is today as Louisiana Division Manager for EXP’s New Orleans office.
Black brings 25 years of experience in infrastructure and development, spanning ports, oil and gas, and transportation. Early in his career, he served in the U.S. Foreign Service, working with the Office of Overseas Building Operations. Selected to join the team building a new embassy complex in Beijing, China, he became deeply involved in the design, construction, and supply chain processes of one of the most important embassy projects outside of Baghdad, Iraq.
“Little did I know at the time, but that experience definitely planted a seed,” Black said.
That seed grew into a passion for the industry. Before joining EXP, Black thrived at the Louisiana Department of Transportation and Development.
“But the opportunity to build something more than myself and to better help the state was intriguing,” he said.
Black says his drive to improve each day stems from the example of his late stepfather.
“He was an iron worker, a union man and a hero,” Black said. “He probably built more buildings in New Orleans than I’ve been in. Seeing him come home from work with burn holes in his shirt from welding or smelling like grease from the fabrication of steel — and still taking me to baseball practice — made me realize what hard work and dedication really are.”
Beyond his professional life, Black is a devoted father to his twin daughters. His greatest motivation comes from showing up for his family, as well as for his team at EXP. Like his stepfather, he believes small details create lasting impact — a principle he applies personally and professionally. EXP’s business approach reflects the same philosophy.
INSIDE EXP
Every project carries environmental, social, and governance considerations, both locally and globally. EXP approaches these with sustainability at the forefront, whether the project focuses on engineering, architecture, or design.
“If I can go one day without hearing the phrase, ‘Well, that’s the way we’ve always done it,’ then I will have been successful,” Black said. “Changing a mindset is difficult, but I believe the vibe in Louisiana has shifted. With good ideas, we will turn the page.”
EXP is an internationally ranked engineering and architectural services firm that regularly appears in Engineering News-Record rankings. Their projects succeed not only because of innovative design, but also because they provide jobs and opportunities in the communities they serve — including Louisiana.
“We are committed to Louisiana,” Black said. “We’ve accomplished a lot in our first year, and I expect in the next four that our business will grow and allow EXP to offer many more professional and non-technical opportunities to people who want to live, work and play here.”
We are committed to Louisiana. We’ve accomplished a lot in our first year, and I expect in the next four that our business will grow and allow EXP to offer many more professional and non-technical opportunities to people who want to live, work and play here.”
Black grew up on the Westbank, but joined the Foreign Service in 2002 and began a life overseas and across the U.S. Like many New Orleanians, though, he eventually returned home. When Shell Oil Company offered him the chance to relocate a decade later, he said, “it wasn’t even a question.”
“Working on great projects and collaborating with talented people in government and business, both then and now, is what motivates me in my current role and keeps me rooted here — not to mention the culture, food, and energy this area brings,” Black said.
He’s driven the roads, crossed the bridges, and biked the levees here. His dedication to Louisiana is personal, and he takes EXP’s mission to heart.
“I’m not one to just talk about making it better; I work to make it better,” Black said. “Whether it’s transportation infrastructure, port development, oil and natural gas, or coastal protection, I truly believe Louisiana is not only open for business but on a fast track to meaningful progress.”
A COMMITMENT
EXP fosters a workplace that goes beyond desk work. In Louisiana, the company wants team members to feel ownership in the business and pride in their role building client relationships. When every individual sees themselves as a vital part of the whole, the company grows stronger — a philosophy Black embraces and embodies.
Thirty three Louisiana students completed the 2025 GNO Inc. Innovation Internship this summer, gaining hands-on experience at 30+ companies while building skills in engineering, entrepreneurship, and corporate readiness— preparing them for the region’s future workforce.
At our Investor Impact Breakfast, GNO, Inc. welcomed new investors, highlighted recent programs and events, shared legislative wins, gave LIT updates, and heard from GNO, Inc. President & CEO, Michael Hecht, on how smart infrastructure helps us resist disasters.
GNO, Inc. launched our first-ever Venture Voir through the Startup Noir NOLA initiative—a new investor tour designed to connect national funders with standout Black-led tech startups in Greater New Orleans. Stops included NOBIC, The Shop, Esplanade Studios, and a closing dinner at The Elysian Bar—sponsored by JPMorgan Chase.
In August, GNO, Inc. hosted a special forum marking 20 years since Hurricane Katrina. Community leaders reflected on the challenges of starting over with nothing and the determination that drove our region’s recovery.
Throughout the summer, thirteen young women in GNO, Inc.'s Women In The STEM Economy program explored STEM careers with visits to NASA Michoud, Chevron, RNGD, Tulane Primate Center & more— building pathways for women in STEM across Greater New Orleans.
The NOLA Coalition — a network of 600+ nonprofits, civic groups, and businesses — shared a three-year update in July on its work to improve public safety and invest in youth across New Orleans. Since launching in 2022, violent crime is down 67%, with major drops in homicides (68%), shootings (57%), carjackings (79%), and armed robberies (66%).
Women in STEM
City Park in New Orleans–one of the oldest and largest urban parks in the U.S.–has unveiled City Park 2050, a sweeping long-term vision shaped by extensive community input. The plan calls for restoring native landscapes, expanding trails, creating a visitor hub and play areas, revitalizing lagoons, upgrading athletic fields, and adding an amphitheater, all aimed at improving ecology, recreation, and accessibility.
Photo courtesy of New Orleans City Park
The five ports of the Lower Mississippi River, the nation’s busiest port system handling over 500 million tons of cargo a year, are coordinating for the first time under the new Ports and Waterways Investment Commission. Priority projects include the Louisiana International Terminal, the Peters Road Bridge, and a $26 million dock tied to Hyundai Steel’s $6 billion investment, part of a broader state trade push focused on Japan, Australia, and Europe.
