Baton Rouge Business Report: Trends for 2022 Roundtable by Baton Rouge Business Report

S P O N S O RED C O N TEN T

Trends for 2022 ROUNDTABLE

Navigating the challenges ahead: Baton Rouge thought leaders share their insights on business and community concerns, and how to move the Capital Region in the right direction

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Issue Date: JAN 2022 Ad proof #2 • Please respond by e-mail or fax with your approval or minor revisions. • AD WILL RUN AS IS unless approval or final revisions are received within 24 hours from receipt of this proof. A shorter timeframe will apply for tight deadlines. • Additional revisions must be requested and may be subject to production fees.

ONE STOP SHOP FOR ALL YOUR MAINTENANCE & CONSTRUCTION NEEDS

COMMERCIAL CONSTRUCTION & PROJECT MANAGEMENT

GROUNDS MAINTENANCE

BUILDING MAINTENANCE

IT SERVICES

The mission of Genesis 360 is to put its track record of excellence to work for its federal and commercial clients, allowing them to focus on their core business. As a one-stop shop for construction, grounds maintenance and building maintenance, Genesis 360 serves organizations across the United States with offices in downtown Baton Rouge and Houston. That focus is now at your facility’s service. Genesis 360 is bringing their expertise and focus to Capital Region companies that want on-time, on-budget, above expectation services like remodeling & construction, grounds maintenance, building maintenance, and IT related Services. Our recent award for the maintenance of a 5 year federal contract for 300+ acres of building and ground maintenance at the Naval Academy in Annapolis, MD is just one example of the level of discipline and determination the Genesis 360 team will bring to your job. Owner Craig Stevens’ 25+ year Air Force career guarantees your facilities needs will be handled with precision and attention to detail unlike anything available in Louisiana. Contact us today to discuss how your organization’s values can be reflected in the construction and maintenance of your physical and digital environment.

BATON ROUGE • HOUSTON • (225) 304-6657 • CRAIG@GENESIS360LLC.COM • GENESIS360LLC.COM

BUSINESS REPORT, January 2022 | BusinessReport.com

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Meet the roundtable participants Drew Patty

Baton Rouge Office Managing Member, McGlinchey Stafford, PLLC

Craig Stevens Owner/Founder, Genesis 360, LLC

Kathy Trahan President/CEO, Alliance Safety Council

James DuBos CEO, Transformyx

Chuck Daigle

CEO, Ochsner Baton Rouge & Lake Charles

The Conversation Starts Here IS THAT A LIGHT at the end of the tunnel? 2022 is here, but Baton Rouge remains in recovery mode from the challenges of the past two years—a pandemic, natural disasters, economic hardship, political strife, and mass job resignations. Slowly, but surely, the tide seems to be turning. For the past four years, Business Report

has invited influential thought leade s to a unique roundtable for discussion about some of the most critical issues facing our community in the coming year. Topics include quality of life, diversity, education, cybersecurity, workforce issues and more. Despite progress in the fight a ainst COVID-19, the pandemic continues to shape our work habits and

lifestyles. In this remarkable discussion, leaders talk about the challenges of the past year and their hopes for the new one. Comments made during the roundtable have been edited and condensed for clarity and for space. Read and share the online version at businessreport. com/2022Roundtable.

Daily-Report.com | BUSINESS REPORT, January 2022

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BUSINESS REPORT, January 2022 | BusinessReport.com

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he need for skilled labor is huge. Sixty percent of the jobs for the next 20 years won’t require a four-year degree. The focus needs to be more around attracting those candidates who are willing to provide craft and logistical transportation services as well as the talent needed to rebuild and expand our infrastructure. There are states that have successfully addressed recruiting talent by building dormitories for community and technical colleges that accommodate families with children. They register students from every corner of the globe. We can learn from these best practices. I think that if we can move in that direction, we can help foster the support for those nontraditional students looking for a new career, allowing our workforce to grow stronger and be more balanced. —Kathy Trahan

ontinuing the positive momentum built in the fourth quarter of 2021. There were moments when life “felt normal” and that sense of normalcy will go a long way toward helping our region prosper. While the pandemic is not over, we’ve seen many encouraging developments with diffe ent therapeutics that may allow us to better manage COVID-19. —Chuck Daigle

nfrastructure. The bulk of my working life, I have been here in Louisiana, but I spent about 10 years in the Atlanta metro area and the one thing that I found that was unique about that experience was watching the state government and local communities come together in these public and private partnerships to build infrastructure and build roads. I found it fascinating because they would build infrastructure in what appeared to be the middle of nowhere. But in a very short period of time, you would see housing developments and business communities and all these things happen. If the region wants to continue to grow in a particular way, I think we really have to be smart about our infrastructure and how we invest. The decision-making must be collaborative. Public and private partnerships can be a real game-changer. They are a multiplication factor. We have a nice nest egg for an opportunity to make an investment. How can we multiply it? —James DuBos

What is the most pressing issue for the Capital Region in 2022?

he biggest challenge that I see requires more of a long-term fix and that is the crime issue that we face—specifically domestic violenc . Our children are generally a product of our environment. This becomes a dangerous cycle—what children see growing up becomes part of who they are and can lead to challenging behaviors. —Craig Stevens

t their core, many of these issues are about socioeconomic disparities. That is one of the most pressing issues. And that impacts our ability to attract talent from out of state. If the perception is that the region is intolerant or difficult to manag when it comes to race relations or other social issues, then it makes it more difficult t get that workforce and bring new talent, and to convince new companies to relocate here. To me, infrastructure and socioeconomic issues are the key. —Drew Patty

Capital Assets We asked panelists to share what they believe to be the community’s greatest asset. The talent we have here supports a broad geographical region. We want them to be given the respect the challenging work they do deserves. The benefit of having a mobile workforce is that regardless of where they work, they bring their earnings back to Louisiana. —Kathy Trahan

The region has such a diverse economy. Our petrochemical industry and support services. Finance, legal, infrastructure, health care and even political capital. Our economy becomes more diverse every year. —Chuck Daigle

I think it is a great starting ground for small businesses. Louisiana has become one of the nation’s leaders— specifically in welcoming small businesses to start up and grow. —James DuBos

Daily-Report.com | BUSINESS REPORT, January 2022

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upply chain is the elephant in the room. In the federal sector, they understand that, but we still have a job to do. They award you a contract and you move on it. They say, ‘figu e it out.’ We just won a contract with the US. Naval Academy in Annapolis, Maryland. They gave us 30 days to ramp up, get equipment, get vehicles. But there is a huge chip shortage across the U.S. We talked to the truck distributor and asked what they had. They stated their inventory was extremely low because of the chip shortage. Understanding the chip shortage globally, we asked if we could get trucks without power locks and power windows, and they agreed. Nothing like good old-fashioned roll-up windows. It was either that or not give our team the tools and equipment needed to perform. It’s just being able to pivot in any environment. The pandemic is real for everyone, but you have to figu e out how you can do things diffe ently. —Craig Stevens

hree things come to mind. First: cybersecurity. I have never seen in my life more organized extortion attempts on business and public sector organizations than we have right now. In 2021, we had a mantra we pushed out to customers— cybersecurity is non-negotiable. Second: supply chain. In the technology industry, we deliver technology to customers, so that creates all kinds of interesting dynamics. Clients are thinking, ‘Where do I put my investments,’ but that investment is not going to arrive for another 4 to 6 months, so they are thinking about budgeting cycles diffe ently. They were thinking about all sorts of things in a diffe ent time frame. The last thing is recruiting. We have talked a lot about labor and specific talent. Wh t would have been traditional candidates to come into the information technology sector have been drawn into other sectors. Maybe it’s not the glamorous work that it once was at a certain point in time. So we are partnering with community colleges, vocational technical schools and obviously the traditional university to try to bring those candidates back to this market. —James DuBos

here has been a lot of delayed and deferred care over the past two years during the pandemic. We have focused on the acute issues, created large collaborations within health care. A lot of great things have come of that, but it has been all-consuming. Many people have not accessed care or addressed their chronic disease. Therefore, they are sicker because of it. We have a tremendous backlog within the system. Competing with that is a labor shortage. It’s not only qualified clinicians and p oviders— it’s also some of our most valued team members, some of our entry level folks who provide that extra level of service. We are struggling in terms of the general labor market and how do we compete? How do we get qualified candid tes interested? Those are issues that we have to solve over the next year. —Chuck Daigle

What are the biggest challenges facing your sector or industry in 2022?

It’s a With 15 offices nationwide, McGlinchey Stafford is nationally recognized for its corporate defense litigation, financial services, intellectual property, bankruptcy and insurance representation. The firm has received top honors every year since 2018 from the Leadership Council on Legal Diversity.

Going Green “Transitional training will be key. The writing is on the wall that petrochemical and oil and gas have segments in that industry that are going to have to transition and pivot over the next five to 10 years into other forms of industrial services and production. Maybe it’s blue hydrogen, maybe it’s green hydrogen, maybe it’s other things. They have the basic skill sets and that’s one of the assets of this region, but they may need to be retrained to transition into different industrial-based jobs and functions. That training will be key to help that transition take place without a lot of trauma.” —Drew Patty

BUSINESS REPORT, January 2022 | BusinessReport.com

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e are in the business of taking care of people, so we will continue to expand and grow throughout the greater Baton Rouge region. We have many projects underway with our focus to grow access to primary care, pediatrics, women’s services and behavioral health services (a big underserved area). We’ll also be working to ensure that we have highly trained specialists in all areas. We have growth plans in East Baton Rouge, West Baton Rouge, Iberville, Ascension, Livingston and Tangipahoa Parishes. We know through data and analytics that we still have access issues for health care. Our goal is to provide the highest quality of care, but also, we have a responsibility to lower the cost of care, through access to care and working to keep our citizens out of the emergency room and out of the acute care environment. This is accomplished through primary care and chronic disease management with all the advanced technologies Ochsner has built and deployed. We know that 60+% of bankruptcies involve some element of health care debt. —Chuck Daigle

e are focused on scaling in both the federal sector and the commercial sectors. That has been our model for several years. You will continue to see us in the growth phase in the form of revenue, profits and peopl . We are constantly looking to diversify. In 2020, the fi st year of the pandemic, we had our largest revenue growth historically and that was only because we are diversified in th ee divisions: construction, building maintenance and ground maintenance. If we were just construction, it would have been a more painful pandemic. We had a really good year and it opened our eyes as well to see that that was where we needed to be. This is not going to be the last pandemic. We want to prepare for whatever is to come. Being able to continue to diversify and scale is our focus for 2022. —Craig Stevens

o steal a phrase from Richard Branson: “Take care of your employees because they take care of your customers.” A couple of years ago, we started an internal theme, #Come Be Awesome! It was established to build this cultural mindset of what would it mean to be a member of Transformyx and how do we reach out in our recruiting effort . I think of recruiting as just another form of sales: I am selling to a prospect versus to a customer. I think that going into 2022, we focus on how we continue to develop our employee community to retain them—from a retention standpoint, but also from a personal development standpoint. These generations that are coming into the workforce think a little diffe ently about their work life relationship and so I think that it is really important to connect with the things that matter to them at an individual level. For me, that is one of the biggest challenges … making sure that you don’t lose that. —James DuBos

What will be a major business focus for you in 2022?

It’s a Genesis 360 is a veteranowned maintenance, construction, and IT services company with clients across the U.S. It provides innovative, one-stop shop services from large scale expansion projects to small repair and maintenance tasks.

e are looking at recession and/or pandemic-resistant industries and how we can help them focus on their core business by taking care of the details of risk management. With new regulations for entry-level Class A CDL drivers and continuing regulatory and compliance issues facing the industries we serve, we’ll continue to work on mitigation of those issues. We’re investing in improved technology solutions, more engaging training and micro-learning. Zoom fatigue has driven us to look at more engaging, accessible technologies. Not everyone has the same level of competency when it comes to technology, and not everyone wants to work remotely. So we need to create fl xible solutions that provide what our teams need to enjoy their work environment and be productive. We also have to help our members retain their workforce. Our organization works to demonstrate the commitment that the industries we support have to safety, and we will continue to work on saving them time and helping them grow. —Kathy Trahan

Daily-Report.com | BUSINESS REPORT, January 2022

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think that folks are going to realize that there is something to people working together. They create energy and innovation. There is a balance in there somewhere. I don’t know that we have found that balance. I think it will be a process to find it. There will be some offices t t are vacated. But by and large, people are social beings and they enjoy being together. Creativity and innovation can come out of that. —Chuck Daigle

It’s a Transformyx was founded in 1987 as a software development company. It has grown in the years since and has adjusted its business model to include cybersecurity, enterprise networking, collaboration, cloud solutions and much more.

t could be an opportunity for transitioning a lot of office spac to residential because there is a shortage of residential. There is a need for mixed use already. If you are a forward-thinking downtown development district, then maybe you want to think about mixed use redevelopment of some old office spaces t t could be repurposed. You look at what’s going on in downtown Baton Rouge right now. There is some major reconstruction on some existing towers that are being reconfigu ed for mixed use, which is an interesting option. There is still going to be some real estate disruption out there. —Drew Patty

Will we see a real estate reckoning in Baton Rouge?

The ‘Great Resignation’ I think it was directly correlated to fear and lack of control. Employees wanting to regain some control in their lives in an uncontrollable moment in time. We haven’t been impacted by it, but it definitely has affected the recruiting and messaging we are using. We are trying to connect the culture with the candidate who might be thinking about making a change and really wanting to make a good decision for themselves. I don’t want them to decide just for the sake of change. —James DuBos

Because we are scaling so fast, we haven’t really felt the effects of it. I have hired more people this year than in the last five years combined. In different parts of the country, it is harder to attract talent. For the contracts we obtain on the East and West Coasts, it’s a little easier to get good talent versus the Gulf Coast. Anytime a company is in growth phase, bringing on new people has its own challenges, but our turnover has been minimal through this whole pandemic. —Craig Stevens

When you’re an organization that supports both the state and country’s critical infrastructure, you must keep running. Government programs have a finite number of resources. When there isn’t enough going into those programs, they will end. At some point, the bottom will fall out and those left standing will be those with jobs that keep our great country going. —Kathy Trahan

BUSINESS REPORT, January 2022 | BusinessReport.com

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t is more critical now than it ever has been in legal services. We find that some of our best lawyers are diverse, so it makes complete sense. At McGlinchey, we’ve invested considerably in recent years and made changes in leadership roles to better reflect our di ersity. Through our #McGlincheyForward initiative, we’ve named a Chief Diversity Officer an enrolled in the Mansfield Certifi tion process, which increases representation of diverse lawyers in law fi m ranks and leadership. In terms of boosting equity and inclusion within our teams, we’re focusing heavily on employee wellness and camaraderie to foster connection across our national platform, where some people work in offices and oth s are remote. We want everyone to feel seen and valued for what they bring to the table. For clients, our attorneys provide counsel and training on developing and implementing DEI and ESG (environment, social and governance) programs as well. —Drew Patty

or me, spending 25 years in the Air Force allowed (and in some cases) forced me to be part of so many diffe ent cultures, nationally and internationally. So diversity in the workplace comes naturally to our organization. I emphasize it’s not about the color of your skin or ethnic background or religion … it’s about how you can fit into our cultu e. We have learned to see our cultural fit f om many diffe ent perspectives. —Craig Stevens

The Alliance Safety Council’s Emerging Technologies Center focuses on the future of learning technology and training process innovation for business and industry. It provides an environment conducive to design thinking and also innovative content development and delivery technologies that will transform the adult learning experience.

What is your company or organization doing to ensure diversity and inclusion?

It’s a Ochsner Health has been providing high-quality clinical and hospital patient care since 1942. By investing in new technologies and research, it has helped to make world-class care more accessible, affordable, convenient and effective. Ochsner boasts a team of more than 34,000 employees and 4,500 providers.

It’s a

e serve a diverse patient base with a diverse staff. Healthca e at its core works best in an inclusive environment and Ochsner has predefined strategies to ensure we achieve our goals. By creating strategies and goals to purposefully capture diverse opinions and input from all walks of life, we are going to get the best from our teams and provide the finest care to our patients. Having the ability to always hear feedback allows us to understand the perspective of our community and craft solutions to best fit their need . —Chuck Daigle

mentioned earlier that technology by and large is a predominantly maledriven environment. We had to really work at this piece of the business. It is probably one of the things that I am most proud of in terms of when I look at the organization, whether it’s diffe ent genders in leadership roles or diffe ent racial backgrounds performing services. For me, it is important to project the possible so that individuals from diffe ent racial backgrounds or genders can see the possible. I have found that when I would bring an individual from a particular racial background to meet with other potential students, they see the possible. I am the father of adopted children from diffe ent racial backgrounds and it cuts close to home for me. So really what I want is for us to see that we do serve all of humanity and what we want is to remove some of the lines and just see the possible in everyone. How do we do that in a positive way without all the hyperbole that sometimes tends to surround this topic? I feel that we should put all that aside and look at the gift and talent that the individual brings to the organization and find th t best place for them. To do that, you must show them what is possible. —James DuBos

Daily-Report.com | BUSINESS REPORT, January 2022

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see travel being a lot less. We put on conferences for clients. For the last two years, we have done a virtual conference for 400-plus participants and 180 financial institution , and it was completely virtual, and we had the best attendance ever because people could attend virtually. They didn’t have flight , they didn’t have to get permissions. It was a positive for us because we have a tremendous national coverage that way. Conferences like that are going to have to be hybrid going forward. The other issue is going to be training new hires. How do you train new hires virtually if you are trying to promote teamwork and support them through difficult ojects where they really need some back and forth? Can you do that virtually or do you need to have a mentor/mentee at the office periodically or a ybrid arrangement too? When we have new hires come in, we are still encouraging them to be at an office with peop . The question is can we get the mentor to be at the office? One the big things that has impacted the legal profession is changes in the court system—the realization even by the courts that you can do a lot of business by electronic means. That is going to have a cascading effect on the need or lack the eof for being close to the courthouse if you will. So if you don’t need to be close to the courthouse on a moment’s notice or once a week or even once a month because most of your business is going to be online, that is also going to impact your decision on whether you locate yourself downtown, or stay close to the courthouse from an operational standpoint. For our litigation practices, that is a development that is probably going to stay around long-term because it is so much more efficient not to ve to travel to a courthouse if you can have a Zoom conference call and resolve the motion. —Drew Patty

e had just built out a brand-new customer client service center with lots of capacity for people sitting in seats, taking phone calls and taking care of customers. Then: Here’s remote work. But what we found is that we had an increase of about 400% in call volume with the same team. So it showed me that you could deliver a very high performance, maintain a quality of service with remote teams. I think you must change your measurements in terms of how you measure the outcomes that you are looking at. So maybe what was a traditional key performance indicator pre-pandemic is a little diffe ent now in terms of the way you measure your team and the way they are performing. I think we are keeping hybrid work. I think some of our team members work better for a variety of reasons. Some team members don’t want hybrid work. I got kids at home. I want to come to the offi . So having that fl xibility for those team members is going to be important. Operationally, that is a little diffe ent dynamic. The real estate component is real because you are trying to figu e out what that means. Do we have permanent offices w or some form of hot seating or schedules that I can institute with my team? So there are all kinds of new operational dynamics that we are thinking about in that regard. I think that customers are also going through the same experience. We share some of those things that are working for us to those customers from an operational perspective so they can think about their own internal operations and how they would apply concepts. You talk about collaboration tools and team interactions as well as how you are measuring teams in certain ways—just trying to help business owners in those organizations that we are working with to think a little diffe ently about their own operations, too. Hybrid work, business outcomes for customers—we are thinking about those things as lessons learned out of the pandemic, for sure. —James DuBos

How do you see the future of work?

LOOKING FORWARD

In just a few words, tell us why you are optimistic about 2022. Infrastructure package opportunities. —Craig Stevens Pent-up demand. —Kathy Trahan Resiliency of our team. A return to normalcy. —Chuck Daigle

e need to provide our managers with the know-how to support and manage a remote workforce. We need to make sure that we have the resources they need to work remotely and know how to put them to use. When you compete over the web, you compete with the world. We need to make sure our teams understand expectations and provide them with the psychological security that staying connected and engaged affo ds if we want them to stay with us. We are really working to reinvent the way we communicate. We are having daily stand-ups. We are popping in for video chats. We are doing everything we can to move things to secure, collaborative cloud solutions so that we can work seamlessly from wherever we happen to be. With so many teams working remotely, we have to reinvent how we use our facilities. Our leadership team and our support services are still in the offices or the most part. We are going to offer mo e fl xibility because once people experience something, it’s like you are taking something away from them when you ask them to revert to pre-COVID operations. So we need to get over ourselves and our preconceived notions about remote work and learn how to thrive in this new world. We will have to change the way we assess people and the way we evaluate and train them. We need to change the way we look at what it is that they need to be successful so it’s a huge shift in mindset to manage a remote workforce. In most cases, we are finding people a e actually working more. They don’t have to drive, so fuel costs go down and they don’t have to invest in traditional work clothes. That being said, we did have to work on following the dress code and turning cameras on when you are on a Zoom meeting. We need to see their faces. Our clients need to see their faces, and they should always be wearing appropriate attire for a business meeting. If what they are wearing doesn’t meet our internal dress code, they are not meeting expectations. So we are having to remind everyone to be appropriately dressed so that if a customer or colleague calls on you or has you join an impromptu meeting, you are ready. You and your background need to look like you are at work. We’ve all seen the “Zoom fails.” Don’t be that person. —Kathy Trahan

Investment outcomes. —James DuBos The opening up of the economy. The resolution of the supply chain. —Drew Patty

BUSINESS REPORT, January 2022 | BusinessReport.com

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Issue Date: JAN 2022 Ad2 proof #2 • Please respond by e-mail or fax with your approval or minor revisions. • AD WILL RUN AS IS unless approval or final revisions are received within 24 hours from receipt of this proof. A shorter timeframe will apply for tight deadlines. • Additional revisions must be requested and may be subject to production fees.

TRANSFORMYX BY THE NUMBERS

YEARS IN CONTINUOUS BUSINESS OPERATIONS

INDUSTRIAL DATA CENTERS MANAGED IN THE US

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CLIENT DEVICES SUPPORTED & MANAGED

PURPOSE BUILT. PEOPLE DRIVEN. SECURITY FOCUSED.

www.transformyx.com Daily-Report.com | BUSINESS REPORT, January 2022

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