Region Q4 2025

2

REGION WINTER 2025–2026

GNOINC.ORG

3

Contents THE OFFICIAL PUBLICATION OF GREATER NEW ORLEANS, INC. VOLUME 6 / NUMBER 4

Greater New Orleans, Inc. President & CEO Michael Hecht Chief Business Development Officer Grady Fitzpatrick Senior Vice President of Communications Matt Wolfe Chief Operations Officer Sara Bradford

Renaissance Publishing Editor Drew Hawkins Art Director Ali Sullivan Account Director Meggie Aune Digital Director Rosa Balaguer Senior Production Designer Ashley Bravata

15

Production Designer Czarlyn Ria Trinidad Chief Executive Officer Todd Matherne

6 Letter from the President

18 Building the Future

8 About Greater New Orleans, Inc.

The Greater New Orleans Inf rastructure Partnership is creating pathways for indemand careers.

10 By the Numbers

22 Personal Profile

12 A Foundation Situated for Economic Growth The Northshore parishes of St. Tammany, Tangipahoa and Washington

15 Business Development Startup Noir Nola

1100 Poydras St., Suite 3475 New Orleans, LA 70163 (504) 527-6900 gnoinc.org

Allison Hotard and the Future of Young Leadership in New Orleans

24 Beyond Business Delta Administrative Services is redef ining human resources

26 Photo Gallery 30 Newsflash

Region is produced for Greater New Orleans, Inc. by Renaissance Publishing, LLC 110 Veterans Blvd., Suite 123 Metairie, LA 70005 (504) 828-1380 myneworleans.com | bizneworleans.com

TO ADVERTISE

Contact Meggie Aune at (504) 830-7220 or email Meggie@myneworleans.com Copyright 2026 Region, GNO, Inc., and Renaissance Publishing, LLC. No part of this publication may be reproduced without consent of the publisher.

4

REGION WINTER 2025–2026

LETTER FROM THE PRESIDENT

W

e lc o m e t o t he W i nt e r 2 0 2 5 – 2 0 2 6 i s s u e o f R E G I O N M a g a z i ne . I n t h i s e d i t io n , w e h ig h l ig ht t h e p e o p le , p a r t ne r s h ip s , a n d p l a c e s s h a p i n g t he ne x t c h a p t e r o f e c o no m ic g r o w t h a c r o s s S ou t h e a s t L ou i s i a n a , f r o m w o r k f o r c e p ip e l i ne s a n d i nc lu s i v e e nt r e p r e ne u r s h ip t o r e g io n a l c o m p e t i t i v e ne s s a n d c o m mu n i t y le a d e r s h ip .

We b e g i n w i t h a lo o k a t t he G r e a t e r N e w O r le a n s I n f r a s t r u c t u r e P a r t ne r s h ip , a l a n d m a r k e f f o r t a l ig n i n g c o m mu n i t y c ol le g e s , e m p lo y e r s , a n d p u b l ic p a r t n e r s t o p r e p a r e r e s i d e nt s f o r h ig h - d e m a n d i n f r a s t r u c t u r e c a r e e r s . B a c k e d b y a U. S . D e p a r t m e nt o f L a b o r g r a nt , t h i s i n i t i a t i v e i s b u i l d i n g c o o r d i n a t e d , e m p l o y e r- d r i v e n p a t hw a y s i nt o c o n s t r u c t io n , e ne r g y, m a nu f a c t u r i n g , t r a n s p o r t a t io n , a n d e m e r g i n g f ie l d s l i k e e le c t r ic v e h ic l e t e c h nolo g y.

Tu r n i n g t o t he N o r t h s ho r e , w e e x p lo r e h o w S t .

Ta m m a ny, Ta n g ip a ho a , a n d Wa s h i n g t o n p a r i s he s a r e t r a n s l a t i n g s u s t a i ne d p o p u l a t io n g r o w t h i nt o t a r g e t e d e c o no m ic d e v e lo p m e nt . W i t h m aj o r i nv e s t m e nt s l i k e Niaga ra Bot t li ng a nd Ch il lCo, long-ra nge pla n n i ng t h r ou g h T H R I V E 2 0 2 9 , a n d a s h a r p e ne d f o c u s o n s i t e r e a d i ne s s , t he N o r t h s ho r e c o nt i nu e s t o s t r e n g t he n i t s i n d u s t r i a l b a s e w h i le p r o t e c t i n g q u a l i t y o f l i f e .

We a l s o t a k e a c lo s e r lo o k a t S t a r t u p N oi r N O L A , a n i n i t i a t i v e c r e a t e d t o e n s u r e B l a c k f ou n d e r s a r e s ho w c a s e d a s a d r i v i n g f o r c e b e h i n d t h e r e g io n’s g r o w i n g i n no v a t io n e c o no m y. T h r ou g h i nv e s t o r t ou r s , f ou n d e r c o nv e n i n g s , a n d c o m mu n i t y- b u i l d i n g p r o g r a m s , S t a r t u p N oi r N O L A i s w o r k i n g t o e x p a n d a c c e s s t o c a p i t a l a n d c u s t o m e r s w h i le p o s i t io n i n g N e w O r l e a n s a s a n a t io n a l m o d e l f o r B l a c k i n no v a t io n .

T h i s i s s u e a l s o f e a t u r e s t w o p r o f i le s t h a t hu m a n i z e t he r e g io n’s p r o g r e s s . We m e e t A l l i s o n H o t a r d , E x e c u t i v e D i r e c t o r of t h e You n g L e a d e r s h ip C ou n c i l , w ho s e j ou r ne y r e f le c t s t he p o w e r o f c i v ic e n g a g e m e nt a n d t he i m p o r t a nc e o f c u l t i v a t i n g t he ne x t g e ne r a t io n of l e a d e r s . We a l s o p r o f i le D e l t a A d m i n i s t r a t i v e S e r v ic e s , a f a m i l y- d r i v e n c o m p a ny r e d e f i n i n g H R b y p a i r i n g o p e r a t io n a l e x p e r t i s e w i t h a d e e p c o m m i t m e nt t o p e o p le , c u l t u r e , a n d c o m mu n i t y i m p a c t .

6

REGION WINTER 2025–2026

To g e t h e r, t h e s e s t o r ie s r e f l e c t a c o m mu n i t y t h a t i s i nv e s t i n g w i t h i nt e nt io n , a l ig n i n g g r o w t h w i t h i n c lu s io n , a n d b u i l d i n g s y s t e m s t h a t s u p p o r t l o n g - t e r m p r o s p e r i t y.

T h a n k y ou f o r y ou r c o nt i nu e d s u p p o r t o f G N O, I n c . a n d f o r b e i n g p a r t o f t h e w o r k s h a p i n g ou r r e g io n’s f u t u r e .

S i nc e r e l y,

MICHAEL HECHT Greater New Orleans, Inc. President & CEO

ABOUT GREATER NEW ORLEANS, INC.

RELATIONSHIPS. RELEVANCE. RESULTS.

G

reater 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.

10

PARISHES OF SOUTHEAST LOUISIANA

JEFFERSON ORLEANS PLAQUEMINES ST. BERNARD ST. CHARLES ST. JAMES

LOUISIANA STATE GOVERNMENT Louisiana Economic Development

FEDERAL GOVERNMENT

ST. JOHN THE BAPTIST ST. TAMMANY

PARISH ECONOMIC DEVELOPMENT ORGANIZATIONS

STAKEHOLDERS

Our Investors Parish Government

Jefferson Orleans Plaquemines

Colleges/ Universities

St. Bernard

Legislators

St. Charles

Business Community

St. James

Nonprofits

St. John the Baptist

Influencers

St. Tammany Tangipahoa Washington

8

REGION WINTER 2025–2026

MEDIA

PUBLIC

PROSPECTS

TANGIPAHOA WASHINGTON

BY THE NUMBERS

Greater New Orleans

BY THE NUMBERS Q4 2025 An economic snapshot of Greater New Orleans’ 10-parish market EMPLOYMENT & ECONOMY STATISTICS

POPULATION

EMPLOYMENT STATISTICS

31% of Louisiana’s population resides in Greater New Orleans

Regional Average Earnings

1,428,758

$74,400

SOURCE: LIGHTCAST; ECONOMY OVERVIEW

SOURCE: LIGHTCAST

ADVANCED MANUFACTURING JOBS

37,798 ECONOMY

53,602

673,549

Private Establishments

Civilian Labor Force

SOURCE: LIGHTCAST; INDUSTRY TABLE – PAYROLLED

SOURCE: LIGHTCAST; ECONOMY OVERVIEW

AVERAGE EARNINGS

$99,371

BUSINESS LOCATIONS

GDP

$3.98B SOURCE: 2024 LIGHTCAST

691,595

Total Regional Employment SOURCE: LIGHTCAST; ECONOMY OVERVIEW

10

REGION WINTER 2025–2026

4.36%

Regional Unemployment SOURCE: LIGHTCAST; ECONOMY OVERVIEW

BY THE NUMBERS

FAST FACTS: HEALTH SCIENCES

RECENT ANNOUNCEMENTS 50% of LSU Health graduates from this spring will remain in Louisiana for residency training

COST OF LIVING & REAL ESTATE

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

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

COMMUNITY INDICATORS Households

568,157 Median Monthly Rent

$1,120

Vacant Housing Units

87,874 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

Median Age

38.6 SOURCE: LIGHTCAST, COMMUNITY INDICATORS MAP

Grady Fitzpatrick Chief Business Development Officer gfitzpatrick@gnoinc.org

*Due to data collection methods, previous GNO By the Numbers are not directly comparable

GNOINC.ORG

11

REGIONAL SPOTLIGHT

A Foundation Situated for Economic Growth Home to a historic population boom since the turn of the century, the Northshore parishes of St. Tammany, Tangipahoa and Washington have taken a proactive approach to nurturing existing employers and attracting new ones.

BY WILLIAM KALEC

T

he word continues to spread about the Nor thshore.

Two years ago, Niagara Bottling formally announced plans to invest $160 million in a stateof-the-ar t facility in Tangipahoa Parish — an economic development win for the rapidly growing community that would create 170 direct and indirect jobs with salaries well above the state median income.

For Gi nger Ca ngelosi, e xec ut ive d i rec tor of Ta ng ipa hoa

12

REGION WINTER 2025–2026

Pa r i sh Econom ic Development , t he Niaga ra a n nou ncement not on ly m a rked a m ajor step i n at t rac t i ng more adva nced m a nu fac t u r i ng tod ay, it a l so t r iggered a rapid wave of bu si ness i nq u i r ies t h at cou ld sh ape f ut u re g row t h.

“I ndu st r y com mu n icates w it h i ndu st r y,” Ca ngelosi sa id. “Compa n ies t a l k to eac h ot her, especia l ly when it comes to site e x pa n sion a nd est a bl i sh i ng a new faci l it y, even i f t hose bu si nesses a ren’t necessa r i ly t he sa me t y pe

REGIONAL SPOTLIGHT

of m a nu fac t u r i ng. A nd wh i le ou r st a f f ac t ively pu rsues globa l compa n ies, of ten t he word i s a l ready out a bout ou r pa r i sh a nd t he Nor t h shore becau se of t he proven bu si ness adva nt ages of t h i s reg ion.”

T h a n k s to a mple u ndeveloped la nd su ited for i ndu st r ia l projec t s, bu si ness -f r iend ly relat ion sh ips at loca l a nd st ate level s, robu st i nter mod a l t ra n spor t at ion i n f ra st r uc t u re, a sk i l led work force t ra i ned to meet i ndu st r y need s, a nd h igh-per for m i ng sc hool s pa i red w it h a bu nd a nt moder n hou si ng, t he t r i-pa r i sh a rea nor t h of L a ke Pontc h a r t ra i n h a s become a m ag net for econom ic g row t h ac ross a va r iet y of u ne x pec ted sec tors.

“Obviously, International Paper has been a major economic driver and community partner for years, but we’ve seen advanced manufacturing really emerge here — smaller companies doing major ‘concept-to-completion’ work on important projects,” said D’Ann Davis, executive director of the Washington Parish Economic Development Foundation. “To encourage further growth, we’ve strengthened our workforce pipeline and developed a collaborative effort with our neighbors in St. Tammany and Tangipahoa to give local residents the tools and skills to fill these rapidly growing careers.”

W hile many workers in the three parishes still commute across the Causeway or along I-12 to jobs in New Orleans or Baton Rouge, transformational economic development closer

to home - sparked by strategic initiatives - has created quality career options with much shor ter commutes.

“Ou r reg ion has bui lt a wel l- ea r ned reputat ion as a n awesome place to live — somet h i ng busi nesses a nd ou r econom ic development sta f f use to at t rac t top ta lent, whet her it ’s i n hea lt hca re, ma nu fac t u r i ng, log ist ics, or t he energ y a nd ma r i ne sec tor,” sa id Russel l R icha rdson, P resident a nd CEO of St. Ta m ma ny Econom ic Development Cor porat ion (St. Ta m ma ny E DC). “People wa nt to live on t he Nor t hshore. Ou r leaders have ta ken t hat a nd t ra nsfor med t h is a rea f rom a ma i n ly resident ia l com mu n it y to one w it h a solid fou ndat ion of i ndust r y w it hout sacr if ici ng a ny t h i ng when it comes to q ua lit y of life.”

While some of that shift occurred organically via population growth, economic expansion across the Northshore accelerated substantially post–Hurricane Katrina through a series of forward-thinking initiatives and a more coordinated regional approach to economic development.

I n S t . Ta m m a ny, t hose ef for t s a re g u ided by a for m a l long-ra nge st rateg ic pla n. I n Febr u a r y 2 019, S t . Ta m m a ny E D C lau nc hed T H R I V E 2 02 3 - a comprehen sive road m ap for a moder n econom ic development approac h. T h i s led to t he est a bl i sh ment of fou nd at ion a l prog ra m s i nclud i ng bu si ness retent ion ef for t s, t a rgeted work force i n it iat ives, a nd suppor t for reg ion a l ent repreneu rsh ip t h rough t he c reat ion of S Ta r tU P Nor t h shore. A 2 02 4 i nter n a l rev iew fou nd t h at 85% of T H R I V E 2 02 3’s or ig i n a l t ac t ics a nd st rateg ies were successf u l ly i mplemented , demon st rat i ng st rong a l ig n ment bet ween st a keholders a nd mea su ra ble prog ress towa rd long-ter m goa l s.

Bu i ld i ng on t h at moment u m , S t . Ta m m a ny E D C relea sed

GNOINC.ORG

13

REGIONAL SPOTLIGHT

T H R I V E 2 029 i n M ay 2 025 - a second ph a se of t h i s i n it iat ive w it h a sh a r pened foc u s on bu si ness retent ion a nd e x pa n sion a nd en h a nci ng bu si ness at t rac t ion a nd i nvest ment ef for t s. T he pla n out l i nes a clea r, proac t ive approac h to g row i ng S t . Ta m m a ny ’s econom ic ba se wh i le protec t i ng t he e xcept ion a l q u a l it y of l i fe t h at cont i nues to d raw resident s a nd employers to t he reg ion. “ T H R I V E 2 029 is a proac t ive st rateg ic pla n ,” R ic h a rd son sa id. “It bu i ld s on ou r e x i st i ng fou nd at ion a nd t a kes ou r com mu n it y to m a rket to pu rsue econom ic g row t h oppor t u n it ies t h at f it S t . Ta m m a ny. A nd ju st a s i mpor t a nt ly, we’re doi ng t h i s w it h a clea r, conci se v i sion sh a red w it h st a keholders, t he bu si ness com mu n it y, a nd ou r work force a nd resident s so ever yone u nderst a nd s ever y a spec t of T H R I V E 2 029.”

Early wins tied to T H R I V E2029 became evident in October when ChillCo - a major supplier of commercial and industrial cooling solutions - invested more than $4 million to upgrade its Lacombe headquar ters, a project forecasted to create or retain nearly 150 jobs. At the same time, St. Tammany EDC is advancing the competitiveness of its industrial assets by leveraging Louisiana Economic Development’s newly launched FastSites program. Through this effor t, sites such as Gulf South Commerce Park, Lacombe Industrial Park, Bilten Park, and St. Joe Brick are being elevated for greater visibility and development readiness. These effor ts position the parish’s industrial sites for the nex t generation

of economic oppor tunity, ensuring they are developmentready today and aligned with the infrastructure and industr y demands shaping St. Tammany’s future.

C h i l lCo i s st rateg ica l ly located w it h i n a t ra n spor t at ion net work t h at places t he reg ion at t he log i st ica l c rossroad s of t he Gu l f S out h. T he Nor t h shore sit s at t he i ntersec t ion of I nterst ates 10, 12 , 55, a nd 59 — fou r m ajor cor r idors t h at con nec t bu si nesses to New O rlea n s, Baton Rouge, t he M i ssi ssippi Gu l f Coa st , Mobi le, t he M idwest , a nd t he E a ster n S ea boa rd. Reg ion a l a sset s suc h a s H a m mond Nor t h shore Reg ion a l A i r por t suppor t sm a l l-load ca rgo movement , wh i le t he a rea’s ra i l system prov ides d i rec t con nec t iv it y to mu lt iple deep - d ra f t por t s a long t he lower M i ssi ssippi R iver. Toget her, t hese mu lt i mod a l opt ion s of fer compa n ies ef f icient , cost- ef fec t ive access to n at ion a l a nd i nter n at ion a l m a rket s.

H a m mond Reg ion a l A i r por t en a bles compa n ies to send a nd receive sm a l l-load ca rgo, wh i le t he reg ion’s ra i l system con nec t s t he f ive deep - d ra f t por t s a long t he lower M i ssi ssippi R iver to t he Nor t h shore — a nd beyond. “ Becau se of ou r locat ion a nd i n f ra st r uc t u re, we’ve n at u ra l ly blossomed i nto a hu b for d i st r i but ion ,” Ca ngelosi sa id. “ W het her you’re mov i ng produc t s nor t h , sout h , ea st or west — domest ica l ly or i nter n at ion a l ly — t here’s a n ef f icient , cost- ef fec t ive solut ion to get it done f rom ou r pa r i sh. A s ‘ T he Crossroad s of t he S out h ,’ t h at ’s somet h i ng we don’t t a ke for g ra nted.”

BUSINESS DEVELOPMENT

Investing in Inclusion Inside Startup Noir NOLA’s Growing Impact

BY BELLA ANGELOS

S

t a r t up Noi r N O L A e me r ge d du r i ng a pivot a l mome nt for Ne w O rle a n s’ s t a r t up e c onomy. I n 2 0 21, t wo m ajor e x it s — i nc lud i ng L ou i s i a n a’s f i r s t u n ic or n — s ig n a le d a t u r n i ng p oi nt , s how i ng t h at bi l l ion - dol l a r outc ome s c ou ld h app e n lo c a l ly. T h at mome nt u m s p a rke d ne w c omp a n ie s , at t r ac te d i nve s t me nt , a nd brought r e ne we d at te nt ion to t he r e g ion’s g row i ng i n nov at ion l a nd s c ap e.

Recog n i z i ng t he sig n i f ica nce of t h at sh i f t , GNO I nc.’s C h ief E x ter n a l A f fa i rs O f f icer, Ja sm i ne Brow nDe Rou ssel le, c reated S t a r t up Noi r NOL A to en su re Blac k fou nders cou ld f u l ly pa r t icipate i n — a nd help sh ape — t he reg ion’s g row t h. T he i n it iat ive bu i ld s on New O rlea n s’ e x i st i ng st reng t h s: a h igh concent rat ion of Blac k

resident s w it h ent repreneu r ia l t a lent , a clu ster of H BC Us produci ng sk i l led g radu ates, a nd a c reat ive c u lt u re sh aped by generat ion s of Blac k i n novators. Pa i red w it h a st a r t up suppor t net work t h at i s e x pa nd i ng a nd becom i ng more coord i n ated , t he reg ion i s i nc rea si ngly su ited for fou nders look i ng to lau nc h a nd sca le here.

Work force & E nt repreneu rsh ip M a n ager S a lem H a bte, who lead s t he i n it iat ive, notes t h at t he prog ra m’s n a me i s i ntent ion a l a nd d i rec t .

“It ’s ver y l itera l i n n a me! It conveys who t h i s i n it iat ive i s i ntended to ser ve,” she sa id.

T h at cla r it y i s cent ra l to t he m i ssion: elevat i ng Blac kled st a r t ups i n Greater New O rlea n s a nd e x pa nd i ng t he resou rces ava i la ble to t hem.

BUSINESS DEVELOPMENT

Star tup Noir NOL A works alongside par tners such as The Idea Village, Louisiana Economic Development, Corridor Ventures, Camelback Ventures, and J PMorgan Chase. The initiative aims not only to address persistent gaps but also to streng then what New Orleans has historically done well.

The city has a long histor y of entrepreneurship — from some of the nation’s earliest Black self-made millionaires to one of the highest percentages of Black-ow ned businesses in the countr y today. But data continues to show an imbalance.

“Access to capit a l a nd c u stomers rem a i n t he top c h a llenges Blac k st a r t up fou nders here face,” H a bte sa id.

Despite st rong idea s a nd g row i ng compa n ies, BI P OCled f i r m s a re st i l l less l i kely to receive t rad it ion a l loa n s or vent u re f u nd i ng, slow i ng bot h bu si ness development a nd t he reg ion’s broader econom ic potent ia l.

S t a r t up Noi r NOL A seek s to c h a nge t h at . It s work foc u s es pr i m a r i ly on fou nders who h ave a l ready ga i ned t rac t ion a nd need t a rgeted suppor t to reac h t hei r ne x t m i lestone. “ We’re now rol l i ng out prog ra m s to at t rac t out side st a r tup capit a l a nd a ssi st w it h access to it w it h i n t he ecosys tem ,” H a bte sa id.

By helpi ng fou nders reac h new c u stomer seg ment s a nd prepa re for g row t h , t he i n it iat ive accelerates t hei r progress towa rd m ajor goa l s, i nclud i ng f ut u re f u nd i ng a nd bu si ness e x pa n sion.

One early milestone came during New Orleans Entrepreneur Week, where Star tup Noir NOL A hosted its first summit.

The event drew more than 10 0 attendees and featured conversations on the state of Black entrepreneurship, founder

16

REGION WINTER 2025–2026

wellness, and strategies to encourage more high-net-wor th individuals to become investors. It also included a fireside chat with Erik Moore, founder of Base Venture Par tners. The response underscored a long-standing need.

“I hea rd repeated ly, ‘ F I NA L LY ! Conversat ion s centered a rou nd ou r e x per ience,’” H a bte sa id.

T he su m m it i s set to ret u r n to NOE W i n M a rc h 2 026 .

Capit a l access rem a i n s a cent ra l foc u s. Becau se m a ny i nvestors i n m ajor m a rket s tend to “ f ly over ” t he Gu l f S out h when sou rci ng dea l s, S t a r t up Noi r NOL A lau nc hed a fa m i l ia r i z at ion tou r to br i ng i nterested i nvestors d i rec t ly to New O rlea n s. Ten represent at ives f rom vent u re capit a l f u nd s, a ngel g roups, a nd a C DF I pa r t icipated. T he d ay h igh l ighted loca l Blac k fou nders i n biotec h , beaut y, a nd mu sic tec h nolog y, wh i le of fer i ng i nvestors a deeper look at t he cit y ’s st reng t h s. “ We a i med to help t hem u nderst a nd ou r cit y ’s h i stor y, a rea s of e xcel lence, a nd most i mpor t a nt ly, i nt roduce t hem to loca l Blac k ent repreneu rs t h at a re ra i si ng capit a l for t hei r compa n ies,” H a bte sa id.

T he i mpac t wa s i m med iate: fou nders bega n receiv i ng fol low-ups, a nd severa l i nvestors st a r ted conduc t i ng d i ligence on compa n ies t hey met du r i ng t he tou r. H a bte be l ieves t h i s i s t he st a r t of deeper engagement .

A nother key piece of the initiative is community building.

Recently, Star tup Noir NOL A launched a Supper Club to give founders space to speak openly about barriers and oppor tunities within the ecosystem. Each dinner is co-hosted by a founder or funder who helps guide the conversation. It’s par t

BUSINESS DEVELOPMENT

of creating an environment where founders feel suppor ted and heard.

Habte envisions a future where New Orleans becomes a national model for Black innovation. “ We see a f ut u re where t h i s cit y bi r t h s a new pa rad ig m for Blac k ent repreneu rsh ip,” she sa id. “I n New O rlea n s, it shou ld not on ly be possi ble to sca le you r compa ny, but adva nt ageou s to do so.”

L ook i ng a head , S t a r t up Noi r NOL A h a s a n a m bit iou s slate of pro g ra m s pla n ned for 2 026 . I n Ja nu a r y, t he i n it iat ive w i l l host m a stercla sses desig ned to help fou nders st reng t hen t hei r supply c h a i n s, se c u re work i ng capit a l, a nd reac h new c u stomer ba ses. T he i nvestor tou r, Vent u re Voi r, w i l l a l so ret u r n w it h a new cohor t of v i sitors. T h roughout t h i s e x pa n sion , t he i n it iat ive re m a i n s open a nd accessi ble.

“I f you a re a Blac k st a r t up fou nder, plea se reac h out so we ca n t a l k a bout you r work a nd goa l s,” H a bte sa id. “I f you a re a n ent repreneu r ia l suppor ter pa ssion ate a bout t h i s m i s sion , I ’d love to get you i nvolved.”

GNOINC.ORG

17

STRATEGY

Jade Methanol Plant

Building the Future The Greater New Orleans Infrastructure Partnership is creating pathways for in-demand careers.

BY MISTY MILIOTO

W

hen M a rco Tejed a- Kemp, Di rec tor of Ta lent a nd Work force at Greater New O rlea n s, I nc., look s at S out hea st L ou i sia n a’s i n f ra st r uc t u re sec tor, he sees bot h prom i se a nd c h a l lenge. A f ter yea rs of con nec t i ng employers w it h sk i l led workers, he’s watc hed t he gap w iden bet ween t he nu m ber of ava i la ble jobs a nd t he t ra i ned t a lent req u i red to f i l l t hem. “ [ T here wa s] clea r employer dem a nd for moder n , i ndu st r y-ready t a lent i n i n f ra st r uc t u re -related f ield s — i nclud-

18

REGION WINTER 2025–2026

i ng adva nced m a nu fac t u r i ng, energ y, m a r it i me log i st ics, con st r uc t ion a nd t ra n spor t at ion — a nd t he need to sca le eq u it a ble access to t hose ca reers,” he says.

T h at dem a nd helped spa rk t he Greater New O rlea n s I n f ra st r uc t u re Pa r t nersh ip (GNOI P), a reg ion a l con sor t iu m led by Delgado Com mu n it y Col lege a longside Nor t h shore Tec h n ica l Com mu n it y Col lege, Nu nez Com mu n it y Col lege a nd R iver Pa r i shes Com mu n it y Col lege, w it h GNO, I nc. ser v i ng a s convener. Suppor ted by a $ 6 .0 5 m i l l ion U. S .

Depa r t ment of L a bor S t reng t hen i ng Com mu n it y Col leges Tra i n i ng Gra nt— one of on ly 16 awa rded n at ionw ide —

STRATEGY

GNOI P i s bu i ld i ng a coord i n ated system to t ra i n resident s ac ross 10 pa r i shes for h igh- dem a nd i n f ra st r uc t u re jobs.

T he f u nd i ng a i m s to i mprove access to t hese ca reers for h i stor ica l ly u nder represented com mu n it ies a nd foc u s es on prepa r i ng st udent s for roles i n con st r uc t ion , energ y, t ra n spor t at ion log i st ics, automot ive tec h nolog y, a nd i ndu st r ia l m a i nten a nce.

A REGIONAL APPROACH TO WORKFORCE DEVELOPMENT W hat sets GNOI P apa r t is its coord i nated st r uc t u re.

“GNOI P pai rs ou r reg iona l econom ic development orga n izat ion, GNO, I nc., w it h a consor t iu m of fou r com mu n it y col leges u nder one Depa r t ment of La bor g ra nt,” TejedaKemp ex plai ns. “It u n if ies employer engagement, cu r r iculu m va lidat ion a nd eq uipment moder n i zat ion across mu lt iple ca mpuses a nd i ndust r ies rat her t ha n sepa rate, isolated t rai n i ng prog ra ms.”

Delgado ser ves as t he lead i nst it ut ion, overseei ng g ra nt ad m i n ist rat ion, cu r r icu lu m development a nd tech n ica l suppor t. “ T h is pa r t nersh ip w i l l prepa re hu nd reds t h roughout Sout heast Louisia na for h igh- ea r n i ng jobs, resu lt i n t he development of i n novat ive a nd data- d r iven cu r r icu la, a nd i ncor porate state - of-t he -a r t tech nolog y i nto t ra i n i ng to for t if y ou r g raduates’ read i ness for t he work force” says Delgado Cha ncel lor Dr. La r issa L it t leton- Stei b.

T he col leges meet q ua r terly, a nd Dr. Susa n ne B. Diet zel, prog ra m d i rec tor for t he g ra nt at Delgado, v isits each ca mpus to suppor t i mplementat ion. “ T he GNOI P pa r t ners a re located st rateg ica l ly t h roughout t he reg ion, a nd each col lege has t he adva ntage of work i ng w it h busi ness a nd i ndust r y pa r t ners to develop cu r r icu lu m u n iq ue to t hei r i ndust r ies w it h i n t hat reg ion,” she sa id.

GNO I nc., a s t he convener a nd l ia i son to i ndu st r y a nd employer pa r t ners, host s i ndu st r y rou ndt a bles a nd adv isor y boa rd s a nd coord i n ates d at a t h at i n for m s cou rse of fer i ngs.”

R at her t ha n compete, t he col leges have d iv ided responsi bilit ies st rateg ica l ly. “Each col lege of fers d ist i nc t st reng t hs a nd ser ves a d if ferent seg ment of t he 10 -pa rish la bor ma rket,” Tejeda-Kemp says. “ Toget her, t he consor t iu m ensu res broad geog raph ic coverage a nd reduces duplicat ion of prog ra ms.”

Regg ie J. Poché, i nter i m v ice cha ncel lor for st rate g ic pa r t nersh ips a nd engagement at Nu nez Com mu n it y Col lege, li kens t he i nst it ut ions to si bli ngs i n t he sa me fa mi ly. “ We each have ou r ow n d ist i nc t ident it ies, persona lit ies a nd ta lents,” he says. “ We f ig u red out how we comple ment each ot her w it h rega rd to ou r respec t ive ex per t ise.”

FROM INDUSTRY DEMAND TO CAREER PATHWAYS C r it ic a l to G N OI P ’s de s ig n i s e mploye r-v a l id ate d t r a i n i ng. M ajor c omp a n ie s ac ro s s e ne r g y, m a nu f ac t u r i ng, m a r it i me lo g i s t ic s , c on s t r uc t ion a nd t r a n s p or t at ion he lp g u ide t he pro c e s s .

Teje d a - K e mp note s t h at h igh - de m a nd role s i nc lude pro c e s s te c h nolo g y op e r ator s , i ndu s t r i a l m a i nte n a nc e, a nd automot ive i n s t r u me nt at ion te c h n ic i a n s . To a l ig n t r a i n i ng w it h t he s e ne e d s , e mploye r s p a r t ic ip ate t h rough adv i s or y c om m it te e s , M OUs a nd r e g u l a r rou ndt a ble s .

T he i r fe e d b ac k d i r e c t ly i n for m s e q u ipme nt pu rc h a s e s a nd c u r r ic u lu m up d ate s .

For Po c hé, t h i s e ngage me nt i s e s s e nt i a l . “ E ve r y pro g r a m at Nu ne z i s de ve lop e d w it h e mploye r i nput f rom d ay one,” he s ay s . A dv i s or y b o a r d s he lp s h ap e c u r r ic u l a , a nd e mploye r s of te n c ome to c a mpu s to e v a lu ate e q u ip me nt , p a r t ic ip ate i n mo c k t r a i n i ng s c e n a r io s a nd c on duc t mo c k job i nte r v ie w s .

T h i s i n f lue nc e e x te nd s i nto c l a s s ro om s a nd l a b s . A t Nu ne z , for e x a mple, a t y pic a l s t ude nt m ight f i r s t c om ple te pro c e s s te c h nolo g y s i mu l ator mo du le s a l ig ne d w it h e mploye r- de f i ne d c omp e te nc ie s a nd t he n pro g r e s s to a work s ite pr ac t ic u m e v a lu ate d by i ndu s t r y p a r t ne r s .

STRATEGIC PROGRAMS ACROSS FOUR CAMPUSES T he fou r col leges each cont r i bute specia li zed prog ra ms t hat toget her meet t he reg ion’s i n f rast r uc t u re a nd workforce needs. Delgado Com mu n it y Col lege leads t ra i n i ng i n t ra nspor tat ion a nd automot ive f ields, of fer i ng ever y t h i ng f rom com mercia l t r uck i ng, heav y eq uipment operat ion, a nd d iesel eng i ne repai r to t he reg ion’s f i rst E V Tech nolog y prog ra m lau nch i ng i n 2026. Nor t hshore Tech n ica l Com mu n it y Col lege focuses on energ y i n f rast r uc t u re a nd const r uc t ion, wh i le Nu nez Com mu n it y Col lege ser ves as t he reg iona l hu b for process tech nolog y, pa r t icu la rly as t he L NG sec tor ex pa nds. R iver Pa r ishes Com mu n it y Col lege a nchors t rai n i ng i n i ndust r ia l ma i ntena nce t rades essent ia l to ma nu fac t u r i ng a nd energ y facilit ies.

T he g r a nt h a s a l s o e n a ble d s ig n i f ic a nt e q u ipme nt up g r ade s ac ro s s c a mpu s e s . Nu ne z pu rc h a s e d a ne a rly $1 m i l l ion L N G t r a i ne r for it s P ro c e s s Te c h nolo g y pro g r a m , g iv i ng s t ude nt s h a nd s - on e x p e r ie nc e to c omple me nt t he me t h a nol pl a nt a l r e ady on c a mpu s . “ T he y ge t to touc h t he v a lve s . T he y ge t to move t he c ont rol s ,” Po c hé s ay s , not i ng t h at “ t h a n k s to G NOI P, t he y w i l l now h ave a l iq u i f ie d n at u r a l ga s t r a i ne r on wh ic h to t r a i n .”

GNOINC.ORG

19

STRATEGY

Manufacturing Day

A t D e lgado, a $ 8 5 0 , 0 0 0 c ong r e s s ion a l e a r m a rk f rom Repr e s e nt at ive Troy C a r te r, to ge t he r w it h t he D O L f u ndi ng for t he E V pro g r a m , w i l l s upp or t t he c r e at ion of t he r e g ion’s f i r s t Automot ive Ce nte r of E xc e l le nc e. A c om me rc i a l- g r ade E V c h a r ge r don ate d by Pa r e t t i L a nd Rove r w i l l a nc hor t he pro g r a m . “ It ’s a ga me - c h a nge r for ou r pro g r a m ,” s ay s C r i s t i n a A lv a r do - S u a r e z , de a n of t he S c ho ol of Con s t r uc t ion A r t s & Te c h n ic a l S t ud ie s at D e lgado.

CREATING OPPORTUNITIES GNOI P recog n i z es t h at t ra i n i ng a lone i sn’t enough , access m at ters. “C h a l lenges va r y ac ross t he reg ion ,” Tejed a- Kemp says. “ S ome a rea s face t ra n spor t at ion a nd c h i ldca re access i ssues, wh i le ot hers h ave l i m ited t ra i ni ng faci l it ies or outd ated eq u ipment .”

S t udent s ca n a l so access f i n a ncia l suppor t t h rough prog ra m s l i ke t he M . J. Foster P rom i se P rog ra m a nd t he Work force O ppor t u n it y I nvest ment Ac t . “O ne of ou r g ra nt objec t ives i s to a ssi st st udent s i n m a x i m i z i ng t h i s f u ndi ng,” Diet z el says .

T he prog ra m s ser ve recent g radu ates, work i ng adu lt s, ca reer c h a ngers a nd u nderemployed i nd iv idu a l s, w it h a

20

REGION WINTER 2025–2026

foc u s on eq u it a ble access. Tra i n i ng t i mel i nes va r y— f rom i ndu st r y recog n i z ed cer t i f icate prog ra m t h at ca n lead to employ ment i n 30 to 9 0 d ays to longer deg ree prog ra m s t h at u n loc k h igher- ea r n i ng roles.

DEFINING SUCCESS For GNOI P, success mea ns more t ha n placi ng st udent s i n jobs — it mea ns g u id i ng t hem i nto what t he pa r t nersh ip ca l ls “G ood Jobs.” T hese a re roles w it h l iv i ng wages, benef it s, adva ncement oppor t u n it ies a nd employer i nvestment i n sk i l l development.

“A t wo -yea r deg ree, even shor t-ter m work force t ra i ni ng or obt a i n i ng a n i ndust r y-based credent ia l, is just as va lua ble (a nd more a f forda ble for t he st udent) i n ma ny i nst a nces,” Poché notes.

GNOIP will track enrollment, credential attainment, job placement and retention, wage progression and employer satisfaction. “We’ll track upward mobility—whether participants can move from entr y-level roles to super visor y positions,” Poché says. “The goal isn’t just employ ment; it's building careers that sustain families and communities.”

U lt i mately, t he ef for t suppor t s reg iona l econom ic development. “A st ronger i n f rast r uc t u re work force sup -

STRATEGY

por t s busi ness at t rac t ion, accelerates projec t del iver y a nd keeps i n f rast r uc t u re i nvest ment s loca l,” Tejeda-Kemp says. “ T h is st reng t hens t he reg ion’s compet it iveness, creates h igher wage jobs a nd f uels i nclusive econom ic g row t h.”

Poché measu res success i n a way t hat ’s easy to v isua l i ze: “seei ng more L ou isia na l icense plates” at work sites across t he st ate — not t hose f rom Tex as, M issou r i or Ok la homa. H is adv ice to prospec t ive st udent s is si mple: “ T hese pro g ra ms a re bu i lt to meet you where you a re. Ever y step cou nt s towa rd a ca reer t hat bu i lds bot h you r f ut u re a nd you r com mu n it y ’s.”

GNOIP TRAINING PROGRAMS AT A GLANCE Delgado Community College • Heavy and Tractor-Trailer Driver: Eight classes per year preparing students for Class A CDLs. • Diesel Engine Specialist: Three annual courses leading to ASE credentials.

• Heavy Equipment Operator: Three classes annually offering NCCER-aligned instruction.

• Electric Vehicle Technician: Launching Spring 2026, expected to train 380+ students.

Northshore Technical Community College • Electric Line Technician: Academic program beginning Fall 2025.

• Heavy Equipment Operator: Workforce training program launching Spring 2026.

Nunez Community College • Process Technology with LNG Certification: Begins Summer 2026.

River Parishes Community College • Industrial Maintenance: Starting Fall 2025, training millwrights, instrumentation specialists and pipefitters.

GNO, Inc. – The Regional Convener As the economic development organization for the 10-parish region, GNO, Inc. serves as GNOIP’s convener, translating employer needs into program design. Through GNOu, it hosts advisory boards and roundtables and publishes the annual Greater New Orleans Jobs Report, aligning training with real labor market demand.

GNOINC.ORG

21

PERSONAL PROFILE

Allison Hotard

And the Future of Young Leadership in New Orleans

BY BELLA ANGELOS

W

hen A llison Hotard talks about leadership, she doesn’t do it from behind a podium or with a stack of management books at her side. Her stor y star ts somewhere far more grounded—in Vacherie, the small river parish tow n where she grew up, went to school, and first learned the value of community.

“I went to E . D. W h ite i n T h i bodau x,” she says, “a nd t hen I ca me to t he Un iversit y of New Orlea ns to st udy hotel, restau ra nt a nd tou r ism.”

L i ke a lot of you ng people a r r iv i ng i n New Orlea ns, she wasn’t su re yet what her place i n t he cit y wou ld be. But she felt pu l led towa rd it.

Her pat h i nto leadersh ip wasn’t li nea r. T he i nspi rat ion bega n i n h igh school, where she worked as a tou r g uide at Oa k A l ley Pla ntat ion. She remem bers meet i ng a t ravel w r iter a nd i m med iately bei ng capt ivated.

“I was li ke, oh my god, t hat ’s such a cool job,” she says. “She told me to look up col leges t hat have a hotel, restau ra nt a nd tou r ism deg ree. A nd so t hat ’s what I d id.”

Hota rd laughs a bout it now. “I just d id what t hat woma n told me to do.”

She en rol led at U NO i n 20 01, but Hu r r ica ne K at r i na d isr upted ever y t h i ng. She was supposed to g raduate i n 20 05, but i nstead fou nd herself shut t li ng bet ween ca mpuses. “I was supposed to f i n ish up t hat yea r at U NO,” she says, “so I took some classes at Nichol ls a nd t hen went back t he fol low i ng yea r.”

She u lt i mately g raduated w it h t he H RT deg ree but— i ron ica l ly—never entered t he hospita lit y i ndust r y.

Instead, her career became rooted in higher education and nonprofit development. She began working in U NO’s alumni relations depar tment, handling fundraising events before moving to Loyola, where she spent a decade building alumni

22

REGION WINTER 2025–2026

engagement and suppor ting fundraising effor ts across different depar tments. Following that, she launched her ow n consulting business — right before the pandemic hit.

A f ter COV ID, she joined GNO, Inc. One of her jobs was actually to find people to profile for this ver y magazine.

“It u sed to be my job to f i nd people for Reg ion ,” Hot a rd says. She laugh s at t he sy m met r y. “A f u l l- ci rcle moment .”

A nd t hen , t wo yea rs ago, she stepped i nto t he role she hold s tod ay : E xec ut ive Di rec tor of t he You ng L eadersh ip Cou nci l ( Y L C).

T he Y LC, fou nded i n 1986, has shaped New Orlea ns i n ways most residents don’t rea li ze —f rom lau nch i ng t he Greater New Orlea ns Spor ts Fou ndat ion, to helpi ng light t he Crescent Cit y Con nec t ion, to produci ng la rge -sca le pu blic a r t projec ts a nd fou nd i ng Yout h Ru n NOL A . Its m ission today rema i ns rooted i n t he sa me idea: developi ng a nd reta i n i ng you ng leaders t h rough com mu n it y- d r iven projec ts.

For Hota rd, t hat m ission spea k s d i rec t ly to her ow n relat ionsh ip w it h t he cit y a nd t he you ng professiona ls who ca l l it home. “ We a re a nonprof it t hat teaches leadersh ip a nd retai ns leaders t h rough com mu n it y projec ts,” she ex plai ns, ca ref u l ly not i ng t he newly updated m ission statement.

Y LC is best k now n for Wed nesdays at t he Sq ua re, t he f ree week n ight spr i ng concer t ser ies i n La fayet te Sq ua re.

But most people don’t rea li ze t he produc t ion is ent i rely volu nteer-led. “ T hey pla n t he budget, t hey get t he sponsors, t hey pick t he music — t hey do it a l l,” she says. “It ’s a l l r u n t h rough volu nteer leadersh ip.”

T hat volu nteer et hos is em bedded across a l l Y LC prog ra m m i ng. T he orga n i zat ion’s Leadersh ip Development Ser ies, created i n 20 03, rema i ns a f lagsh ip projec t— a

PERSONAL PROFILE

ten-week cou rse where pa r t icipa nts lea r n a bout New Orlea ns t h rough d i rec t engagement w it h civ ic a nd i ndust r y leaders. “ T hey have d if ferent topics on New Orlea ns,” Hota rd says. “ T hey get to meet leaders i n t he cit y who help t hem f ig u re out where you ng professiona ls ca n be placed… how t hey ca n get i nvolved.”

A not her prog ra m, Power T ies, br i ngs volu nteers i nto m idd le schools to teach eight h g raders a bout ca reer oppor t u n it ies, cu l m i nat i ng i n mock i nter v iews a nd resu me development. “ We help t hem see what sk il ls t hey have t hat cou ld be ut ili zed to help t hem gai n employ ment as teenagers,” Hota rd says.

Nex t yea r ma rk s Y LC ’s 4 0 t h a n n iversa r y— a milestone t hat Hota rd pla ns to use not just for celebrat ion, but ref lec t ion. She’s orga n i z i ng a ca l l to a lu m n i a nd developi ng new prog ra m m i ng, i nclud i ng a boot ca mp class t hat w i l l i nv ite recent g raduates of t he Leadersh ip Development Ser ies to propose what Y LC ’s nex t major i n it iat ive shou ld be.

Her focus now is on shapi ng t he orga n i zat ion’s f ut u re by listen i ng d i rec t ly to t he people it ser ves. “ T he orga n i z at ion l ives a nd t h r ives by t he col lec t ive of you ng profession a l s,” she says. To t h at end , Y L C h a s beg u n i mplement i ng su r veys a nd pla n n i ng foc u s g roups to u nderst a nd wh at t h i s ne x t generat ion wa nt s, need s, a nd env i sion s. It ’s a sh i f t towa rd deeper engagement , one she sees a s essent ia l to st ay i ng releva nt a nd respon sive.

Two yea rs i nto t he job, she says she feels g ratef u l.

“I feel ver y blessed to cont i nue to work w it h t he you ng professiona ls i n t he cit y of New Orlea ns,” she says, “ to help g uide t hem i n get t i ng i nvolved i n t he com mu n it y a nd a lso use t h is as a n oppor t u n it y to help con nec t t hem so we ca n reta i n t hem.”

Her message to you ng professiona ls is si mple: be pa r t of it. “Please get i nvolved w it h t he You ng Leadersh ip Cou nci l,” she says. “ We’re here to con nec t t hem w it h ot her you ng professiona ls. We’re here to help con nec t t hem w it h t he cit y of New Orlea ns.”

Hota rd k nows f i rst ha nd how a si ngle con nec t ion — say, a conversat ion at Oa k A l ley— ca n shape a life. Now, she helps shape t hose moments for ot hers.

A nd she’s just get t i ng sta r ted.

GNOINC.ORG

23

BEYOND BUSINESS

Redefining Human Resources More than just an HR service, Delta Administrative Services aims to become a trusted partner of each company’s family.

BY BELLA ANGELOS

I

n the late 1960s, Victor Law rence founded Law rence Personnel. The beginnings of the company were rooted in a simple yet powerful belief, that: “Businesses suc-

ceed when people are treated with respect and care.”

In a place like New Orleans where relationships and community are the cornerstone of business, the company’s mission from its star t has guided ever y step of its grow th.

“The focus was on building relationships, not just filling positions,” said co-ow ner David Law rence. “That approach became the foundation of ever y thing we do.”

Co-owner Teresa Lawrence echoed that sentiment, noting that trust and consistency were just as important as results.

“People remember how you treat them,” she said. “That’s what keeps relationships — and businesses — strong over time.”

This philosophy remained true as the business entered a new chapter. When Victor’s health began to decline, David and Teresa stepped in to carry forward his legacy and grow the company.

The early years were far from easy. They faced the daily challenge of keeping operations steady while redefining their vision for the future.

“Every day felt like a balancing act just to keep things afloat,” Teresa recalled. She said those years required resilience and adaptability.

“We were learning as we went, making decisions together, and figuring out how to honor Victor’s legacy while still moving forward,” she said. “Everything began to change when we joined TempNet, a network of independently owned staffing companies across the country.”

That partnership opened the door to collaboration, mentorship, and shared innovation. Learning from others in the industry gave David and Teresa the insight and confidence to strengthen their business practices and expand their reach.

What began as a local staffing firm grew into the foundation for what would become Delta Administrative Services, a company built to help businesses thrive through people-first solutions and long-term partnerships. Though Delta has grown and evolved, the heart of the business has never changed.

24

REGION WINTER 2025–2026

“Delta remains family-driven, community-focused, and committed to helping organizations and their employees thrive. Our histor y isn’t just a stor y of grow th — it’s a stor y of perseverance, relationships, trust, and the values that continue to guide us today,” David said.

THEIR MISSION “We were built on the belief that when businesses are suppor ted with care, integrity, and exper tise, their people and communities thrive,” David said.

Teresa added that this belief shapes how Delta approaches ever y client relationship. “We don’t see companies as accounts,” she said. “We see them as par tners whose success is directly tied to how well their people are suppor ted.”

David pointed out that a common misconception about Delta Administrative Ser vices is that they’re just an H R and pay roll company. In reality, their role goes far beyond managing benefits and processing paychecks; they’re key par tners in their clients’ success.

“Our work goes far beyond processing pay roll or managing benefits,” David said. “We help employers navigate complex compliance issues, streng then their teams, and create workplaces where people feel valued. At our core, we’re a family business that understands what it takes to build and sustain one. That spirit of ser vice and commitment is what truly defines Delta.”

By offering comprehensive HR solutions tailored to each client’s needs, Delta becomes more than just a service provider — they are a true partnership. Their own growth is a direct reflection of the success of the companies they serve.

W hether a business is looking to outsource its human resources functions, streamline pay roll and benefits, or streng then safety and compliance practices, Delta offers the exper tise and f lexibility to help them succeed. Their ser vices span H R management, risk and safety, benefits and insurance, pay roll, and ta x administration, and they continue to suppor t clients with staffing and recruitment needs through long-standing recruiting capabilities.

BEYOND BUSINESS

LOOKING AHE AD Over the nex t five to ten years, Delta Administrative Ser vices aims to streng then its position as a leading par tner for businesses throughout the Gulf South and beyond. In 2025, Delta has upgraded its sof tware systems to enhance performance, security, and client experience.

Looking ahead to the coming year, Delta’s growth strategy focuses on integrating artificial intelligence to drive efficiency, streamline operations, and elevate the value delivered to every client.

Delta functions as an ex tension of its clients’ teams, suppor ting them with both Professional Employer Organization (PEO) and Administrative Ser vices Organization (A SO) models. This empowers businesses to operate more efficiently, reduce compliance risks, and focus on what matters most: grow th.

“Our clients of ten tell us they feel like we’re par t of their ex tended family,” Teresa said. “We’re ver y hands-on. Clients k now they can call us and talk to a real person who understands their business and their challenges.”

Delta is deeply embedded in their partnerships and in New Orleans, where businesses rely on one another to create a cycle of shared success and lasting impact.

Their services contribute to the city’s ongoing reputation for collective growth.

“For us, serving our community and serving our clients go hand in hand,” David said.

“Our focus will be on leveraging technolog y and innovation to enhance operational efficiency and client suppor t, while maintaining the core values of integrity, ser vice, and personal attention that have defined our company from the beginning,” David said.

Teresa emphasized that technology will support — not replace — the human element. “No matter how advanced our systems become, relationships will always come first,” she said. Delta aims to be known not only for the quality of its services, but for the meaningful impact it makes on the businesses of New Orleans.

The company is dedicated to helping clients succeed while strengthening the communities it serves and honoring the roots from which it was built.

Deeply proud of its heritage, Delta takes special pride in suppor ting women-ow ned and minority-ow ned businesses. Its ongoing commitment to giving back to the Hispanic community ref lects values grounded in ser vice, oppor tunity, and connection.

“We care deeply about people, not just processes,” David said. “That commitment ex tends beyond our office walls into the community, where the relationships we nur ture and the suppor t we provide are just as impor tant as the work we do. At Delta, professionalism and hear t go hand in hand.”

GNOINC.ORG

25

PHOTO GALLERY

un Co mmon Con s truc tion o p e ne d T he un Common C ampu s , a new 1 2 , 0 0 0 s q f t f ac ilit y in N ew O rlean s . I t w ill s er ve a s un Common’s head quar ter s and sup p or t it s high s c ho o l ap p rentice s hip p ro gram s , w hic h enro ll ab ou t 1 0 0 you th annuall y.

In O c tob e r, Commerc ial Fo o d S anitation op ene d it s new U. S . head quar ter s in H arahan ! T he f ac ilit y f eature s c la s s ro om s , lab s , and training area s de s igne d to teac h b e s t p rac tice s f or s af el y de s igning , maintaining , and op erating f o o d p ro duc tion line s .

26

REGION WINTER 2025–2026

GNOINC.ORG

27

PHOTO GALLERY

T he 2 0 2 5 G N O u S ummit b rought to ge ther more than 4 0 0 e duc ator s , emp loyer s , and communit y par tner s f or a full day f o cu s e d on the fu ture o f talent in G reater N ew O rlean s . T hi s year ’s thre e panel trac k s — Tale nt , Work f orce, and S T E M , inc lu ding the f ormal inte gration o f the S T E M S ummit — b rought to ge ther leader s from ac ro s s L oui s iana to s hare in s ight s , s treng then conne c tion s , and highlight the s trate gie s dri v ing our re gion’s comp e titi vene s s .

G reater N ew O rlean s , Inc . teame d up w ith M e ta f or an exc iting hand s - on A I work s hop f or s mall bu s ine s s ow ner s !

A b ou t 4 0 lo c al bu s ine s s leader s joine d u s to exp lore how M e ta A I c an b o o s t e f f ic ienc y ac ro s s marke ting , s ale s , o p eration s , and more. At tend e e s learne d exp er t tip s f or c raf ting b e t ter A I p romp t s , s aw li ve demo s c reating on - b rand content , buil t p er s onalize d b rand voice guide s , and exp lore d p rac tic al A I work f lows to s c ale their dail y op eration s .

28

REGION WINTER 2025–2026

G N O, Inc . ho s te d our quar terl y Inve s tor B reak f a s t , f eaturing remark s from M ayor- E le c t H elena M oreno on the b ud ge t d e f ic it , re gionali s m , and e conomic grow th . Tulane Uni ver s it y Pre s ident M ike F it t s al s o s hare d up date s on the uni ver s it y ’s p lan s f or expan s ion and innov ation .

GNOINC.ORG

29

NEWSFLASH

Helena Moreno will be New Orleans’ next mayor after winning 55% of the vote. A former journalist who entered politics after covering Hurricane Katrina, she f irst ran for Congress in 2008 before winning a Louisiana House seat in 2010 and later the Division 1 At-Large seat on the City Council, where she served as president f rom 2019 to 2023. In her victory speech, Moreno said the city is “a step closer to moving New Orleans in a new direction… where opportunities aren’t just for some but for everyone,” adding, “we’re just getting started. Now the real work begins.”

30

REGION WINTER 2025–2026

GNOINC.ORG

31

NEWSFLASH

New research f rom the Nasdaq Entrepreneurial Center ranks the New Orleans–Metairie metro 14th among the nation’s top 20 entrepreneurial growth regions, placing it alongside established innovation hubs like Austin, San Francisco, Seattle, and Charlotte. The study f inds that highperforming metros typically share deep university networks, supportive state and local policies, and amenities that attract diverse talent; on average, they host more than 15 universities, while Greater New Orleans counts 13 anchored by institutions like Tulane and UNO and bolstered by expanding health, digital, and creative industries.

32

REGION WINTER 2025–2026