ROUNDTABLE THE
Connections, Solutions, Ideas
LEADERSHIP TECHNOLOGY TRENDS
COMMUNITY
FUTURE PROOF
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Carlo MacDonald President & CEO
Exigo Technology Services
Jane Verret President & CEO Campus Federal Credit Union
Daigle CEO for Ochsner Baton Rouge and Lake Charles
Clay Young (center)
Moderator
Trends and Topics
BATON ROUGE STANDS at a pivotal moment in its journey. From navigating economic uncertainty to adapting to rapid technological advancements and shifting workforce dynamics, the city’s leaders have faced extraordinary challenges. Through resilience and innovation, they continue to pave the way for a stronger, more sustainable future.
As 2025 approached, Business Report hosted its seventh annual Roundtable.
The event provides a space for Baton Rouge’s visionaries to reflect on the hurdles they’ve overcome and share insights into the strategies shaping their industries. This year’s discussions will focus on future-proofing businesses, leveraging new technologies, attracting
LA
and retaining top talent, and ensuring long-term growth.
This edition features insights from leaders focused on shaping Baton Rouge’s future. They discuss the challenges they’ve tackled, the lessons they’ve learned, and the bold steps they are taking to ensure a thriving tomorrow for our city.
Chuck
Lionel Johnson Jr. Mayor St. Gabriel,
What do you see as the most pressing issue for the Capital Region in 2025, and why do you feel it will be critical for us as a community? If you were tasked with leading us through this issue, what direction would you go?
Health care, economic development, media and technology, faith based, governmental, and educational leaders all have a role in shaping the future of our community. Establishing strong relationships with local, state, and federal leaders in the Capital Region is essential. By working together and reaching a consensus on what we want our community to look like, we can align efforts and resources to achieve shared goals.
The critical piece is ensuring that leaders at all levels understand the importance of long-term vision. The decisions we make today may not fully materialize for 20 years, but the impact will shape future generations. It’s about contributing to a legacy and playing a meaningful role in building a better tomorrow.
—Mayor
Lionel Johnson
We’ve all touched on the importance of building a skilled and adaptable workforce that meets the region’s needs to ensure growth and success. The challenge lies in replacing retirees and attracting younger professionals to not only move to the area but also to establish their careers here.
This has been a longstanding issue for Baton Rouge, but I’ve noticed significant progress recently. There’s been a lot of emphasis and resources directed toward addressing this challenge, which is encouraging. If we want the region to thrive and achieve greater success in the future, these efforts will remain critical.
At Campus Federal, we support this transition by offering both financial education and tailored products to help young people manage their money and plan for the future. Our financial literacy programs reach LSU students, staff, and other campuses statewide, providing virtual and in-person training to equip them with the tools for financial success. We also offer incredible resources on our website that help with understanding and managing finances, improving your credit position, and reaching financial goals. As a trusted financial partner, Campus Federal is committed to empowering individuals and businesses with the resources and education they need to thrive in an evolving economy.
—Jane Verret
In my 30 years of business in Baton Rouge, one thing has remained consistent: when young people graduate from college, they often leave, seeking excitement in other cities. But inevitably, many return to Baton Rouge when they start families because it’s a fantastic place to raise children and build a life. That’s part of why I’ve stayed here despite opportunities elsewhere, including in places like Silicon Valley. The challenge is convincing young professionals right out of college that Baton Rouge can be a “cool” place to live and thrive.
From a technology standpoint, making Baton Rouge a desirable, modern, and forward-thinking city is essential. I think we’ve made great strides, particularly with smart city initiatives. For instance, Baton Rouge recently received recognition as a leading digital city in the country, which is an encouraging step. However, infrastructure and long-term planning for 2025 and beyond are crucial to attracting both young talent and big businesses. Big companies bring the resources to fund public schools, public spaces, and overall development.
To achieve this, I’d like to see the city renew efforts toward smart city advancements. While there have been meetings and initiatives, they haven’t fully realized their potential. Establishing a dedicated smart city board—similar to the Louisiana Public Broadband Council— could help align government agencies, private companies, and community stakeholders toward meaningful progress. Baton Rouge was once the fastest-growing wireless city in the country, according to Intel in 2003. That foundation exists. Now, we need to focus on becoming a truly innovative smart city, leveraging technology and collaboration to differentiate ourselves and build a future-ready community.
—Carlo MacDonald
Acouple of weeks ago, we held a Healthy State Conference where leaders from Louisiana’s workforce and economic development sectors discussed a troubling statistic: 35 to 40 percent of our citizens are either unemployed or not actively seeking work. While we need a safety net system, it’s crucial that we focus on creating pathways to employment and developing a talent pool that will help attract new businesses and drive economic growth.
Institutions like Southern University, Baton Rouge Community College, LSU, the Chamber of Commerce, and the Baton Rouge Area Foundation all share the same goals. The challenge is to bring these organizations together and develop a long-term plan that will ensure Louisiana is an attractive destination for new technology companies and other industries in the future.
—Chuck Daigle
What is the biggest leadership challenge you anticipate in 2025, and how are you preparing to address it?
One of the things I’m focused on—and that we as an organization are prioritizing—is succession planning. It ties in with some of the challenges we’ve all identified for our region, particularly developing a strong pipeline of leaders. We want to ensure these leaders are not only familiar with the business but also equipped with the skills to sustain our culture, drive innovation, and keep pace with advancing technology.
Things are becoming increasingly challenging, so identifying high-potential individuals and equipping them with the necessary tools is a significant focus for us. At Campus Federal, we’re investing in leadership
There are three key challenges facing leadership in our industry right now: staffing, the surge in mergers and acquisitions, and shifting perceptions of what IT and technology firms offer.
Staffing remains a priority, and as I’m not getting any younger, I’m focused on training and educating our next generation of leaders to carry forward what we’ve built over the last 30 years. We’ve started engaging with industry experts to guide our team members and instill the principles that
Investing in leadership development and career progression is critical. For example, helping clinicians advance from medical assistants to LPNs, RNs, and even into management positions requires clear career tracks and targeted support. It’s not just about individual growth—it’s essential for retention. We’re in a competitive environment for talent, and investing in both partnerships to develop new talent and in our existing team
The biggest leadership challenge for me in 2025 revolves around managing growth while navigating new tax structures and maintaining key relationships. We must actively monitor legislative changes to understand the nuances of the new tax laws. This will help us anticipate the impact on our municipal budget and the local economy. Additionally, ensuring that growth is sustainable by focusing on long-term planning is essential. Investing
development programs, mentorship, and crossdepartmental training. These are fairly standard initiatives, but we’re also emphasizing areas like technical expertise and less traditional skills, such as emotional intelligence and strategic thinking. These competencies are critical for preparing leaders to navigate the future effectively.
By fostering a culture of knowledge-sharing and collaboration, we’re ensuring emerging leaders are prepared to take on greater responsibilities and support Campus Federal’s continued growth and success.
—Jane Verret
have been central to our success. Back in the 1990s and early 2000s, we spent a lot of time speaking at LSU to inform students about the opportunities in Baton Rouge. Surprisingly, many didn’t even know technology companies existed here. That’s something we’ve been addressing recently with events like job fairs and campus marketing to show local students they don’t need to move to Austin or Nashville to find great opportunities—they’re right here in Baton Rouge.
—Carlo MacDonald
members is crucial. By fostering growth and providing development opportunities, we can retain team members who embody our values and want to advance within the organization. This focus on internal growth is far more prevalent today than it was in the early 1990s when I started my career, and it’s a positive shift. That said, there’s still tremendous potential for further progress in this area.
—Chuck Daigle
in infrastructure, technology, and talent to meet the needs of our growing population is key.
By addressing these areas through thorough planning, clear communication, and ongoing collaboration with key stakeholders, we can navigate the challenges of 2025 and position leadership to drive sustainable growth and opportunities for the community.
—Mayor
Lionel Johnson
There are still many customer internal processes that need monitoring and compliance management. In 2025, we plan to increase our security compliance management solutions through new technology tools that automatically track our customers’ compliance requirements and keep their insurance companies happy. In the early 2000s, we built some of the first citywide systems using wireless technology, allowing cameras to be placed in areas without needing a physical presence, especially for law enforcement. Major enhancements in keeping all of us safe using AI will continue to grow in the coming year. AI is at the top of everyone’s mind, and that includes security systems utilizing AI to fight the bad guys.
For our own internal systems, AI is being implemented to help our support teams quickly answer questions from our customers, which in turn will improve our customer satisfaction.
From a hardware standpoint, I don’t foresee major innovations in 2025 around hardware other than increased computing power. Apple and others may release new devices, but the bigger concern will be businesses facing a wave of hardware replacements, as many systems are due for upgrades within the typical five-year cycle. Companies will need to decide whether their employees need full laptops, tablets, or simpler mobile devices based on their roles.
—Carlo MacDonald
What technologies are you exploring to improve operational efficiency or customer experience in 2025?
Iwant to highlight a few advancements in the medical field. Recently, we deployed two new robotic platforms. One is an advanced robotic system for general and gynecological surgeries, offering surgeons improved tactile feedback and a more realistic surgical feel from the console. The other is the Ion robotic platform, which specializes in detecting and removing small lung nodules and lesions. This technology plays a critical role in early detection and treatment of lung cancers, showcasing the continuous evolution of medical innovation.
On the operational side, workforce challenges, like clinician shortages, persist. However, we’ve implemented a virtual nursing platform on the inpatient side, particularly for discharges. Discharge processes often involve detailed instructions, medication management, and education, which can be timeintensive for nurses managing multiple patients. With our system, a team of 24/7 remote nurses handle the discharge process from a centralized location.
This approach allows for better patient education, more thorough medication reviews, and ultimately, improved outcomes. The process has significantly reduced readmission rates while creating more efficiency and balance for on-site nurses, enhancing both the patient and staff experience.
—Chuck Daigle
We are focused on apps to make our processes more efficient and user-friendly, particularly for paying bills and completing applications.
In our police department, we’ve invested in LPRs, or license plate readers, and other software capabilities, allowing us to quickly obtain vehicle owner information, criminal history (outstanding warrants), and determine if this is a vehicle of interest. We’ve now covered the entire perimeter of our city limits, so if a vehicle enters St. Gabriel, we know just about everything we need to know within seconds.
Currently, we are exploring the legalities of integrating home security systems with our police systems. While we are making technological advances, it’s crucial that we remain within legal boundaries.
—Mayor Lionel Johnson
Over a decade ago, we adopted interactive teller machines (ITMs), becoming one of the first credit unions in Louisiana to implement this technology. These machines have provided significant benefits, including extended service hours and disaster recovery capabilities. With branches in Shreveport, New Orleans, and Baton Rouge, we can, for example, run ITMs from Shreveport during hurricane threats in southern Louisiana, keeping operations running while ensuring staff safety. We continue to focus on technologies that enhance operational efficiencies and improve the member experience. For instance, our online chat system offers members several options: connecting via video, opting for an audio call, requesting a call-back, or interacting via text—eliminating the need to wait on hold.
Looking ahead, we’re integrating artificial intelligence to handle routine tasks, such as balance inquiries, allowing us to free up personnel for more complex member needs. These advancements help us operate more efficiently and positively impact our members while keeping their confidential data protected.
—Jane Verret
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Visit ochsner.org/batonrouge to learn more.
What emerging trends in your industry do you foresee having the biggest impact in 2025?
On the technology side, we’re doing some exciting work in precision medicine and gene therapy, particularly within our large cancer center that spans Louisiana and Mississippi. The team is focused on genetic testing and targeted therapies, using patients’ genetic makeup to predict their risk for various cancers, like breast or colorectal cancer. Through partnerships, including one with MD Anderson, we’re advancing genomic testing and
It’s interesting that cybersecurity came up because, in our sphere, while we focus heavily on ethics and harassment, cybersecurity has now become a new priority and focus.
We’re evaluating our operations to make them more efficient while integrating technological solutions— whether it’s paying bills, applying for permits online, or similar processes. At the same time, we’re prioritizing the safety of the information our constituents provide.
Cybersecurity is a huge focus for our industry— and probably for many of yours too. We’re investing heavily in robust systems to counter threats, including advanced threat detection systems and extensive employee training. Employee mistakes, like clicking on the wrong link, are often the weakest link when it comes to breaches, regardless of the security measures you have in place.
We’re also engaging in ongoing conversations with regulators and security providers to stay
For me, it comes back to promoting Baton Rouge as a smart city — a place with accessible public spaces, widespread Wi-Fi, and the kind of infrastructure that attracts talent. Even though we operate nationwide, we’d much rather hire in Baton Rouge. This is where we’re growing, and investments in these kinds of initiatives help us tremendously.
From a health care standpoint, I remain bullish on home health care. If we can make improvements and create more initiatives around the home health care environment, it’s going to drive business growth. It’s a natural extension of what we do. When we started exploring this area, I compared it to managed services.
predictive analytics. This allows us to analyze family history and genetic codes to provide more precise predictions of disease potential. Additionally, our cancer group is heavily involved in clinical trials and research to push the boundaries of medicine and bring more predictive, data-driven approaches to patient care.
—Chuck Daigle
We want to ensure they aren’t receiving fraudulent text messages or other scams due to a breach on our end. The biggest trend we’re seeing now is cybersecurity as it relates to our operations. If someone hacks our system or gains unauthorized access, the potential consequences could be catastrophic due to the wide range of data we manage.
—Mayor Lionel Johnson
informed about emerging trends and to make smarter investments. Where do we spend the money? The fear factor can push organizations to overspend. It all comes back to making the right choices— finding the right advisors to guide us on what will make the biggest difference. Where do we allocate funds to achieve the most effective protection? While nothing seems foolproof in today’s environment, the goal is to minimize the damage and reputation risk.
—Jane Verret
In our industry, the model has shifted. Most businesses no longer pay hourly rates for IT support — they pay a fixed amount, and it’s on us to deliver reliable service.
Now, apply that concept to home health care. It’s not about providing medical care, but about delivering the infrastructure that makes it possible. If someone is being monitored at home, broadband connectivity must be flawless. Think about what happens if the connection goes down. If a critical heartbeat signal is missed, and something goes wrong, the consequences are catastrophic.
—Carlo MacDonald
In 2025, my focus is primarily on retail and commercial growth. We’re actively working to strengthen relationships with the Baton Rouge Area Chamber and Louisiana Economic Development (LED). An article I read just this morning about data centers in North Louisiana caught my attention. I see potential for similar opportunities in St. Gabriel, and that’s on my radar.
We’re actively working to expand our retail sector. The City Council has been very proactive in this area. For instance, we’re planning to attend a national grocers’ convention as well as visit Madison, Wisconsin, to learn from their municipally funded grocery store model. These efforts are geared toward boosting the retail and commercial space in St. Gabriel.
—Mayor Lionel Johnson
If you could focus on one major initiative to future-proof your business or organization, what would it be and why?
From Ochsner Health’s standpoint, 2025 will continue to focus on growth and expansion within the region. This past year, we invested approximately $20 million in capital projects, including advancements in technology and new care venues. Key developments include our Ochsner Orthopedics and Sports Medicine Institute at Elite Training Complex on Burbank Drive, which houses a sports medicine and performance training institute, and our outpatient infusion center on Bluebonnet Boulevard, serving patients requiring intravenous treatments for neurological or infectious diseases. Investments in MRIs, robotic platforms, and other cutting-edge technologies remain a priority as we advance care delivery.
—Chuck Daigle
We’re deeply involved in the home health care space, which is a personal passion of mine. From a technology standpoint, we’ve been collaborating with several large home health care agencies to develop tools that improve care for aging adults and pediatric patients in their homes. It’s exciting to explore how we can extend innovations like those Chuck described into the home environment. For the past five or six years, we’ve been working with insurance providers, and the results are clear—keeping patients out of hospitals and cared for at home saves money and enhances efficiency.
—Carlo MacDonald
Technology has been our primary focus for a long time. We were actually the first credit union in Louisiana to offer online banking in 1997—which feels like forever ago now. Our current goal is to leverage technology to improve both efficiency and the member experience.
We’re investing in mobile banking enhancements, including chatbots, to handle routine tasks. This allows our staff to focus on more meaningful interactions, like providing personalized solutions for members. By transferring these smaller, manual tasks to technology, we create space for deeper conversations and individualized service. That’s a key part of delivering a better overall experience.
It’s critical for us to determine where to allocate funds wisely— figuring out which chatbots or routine tasks to automate makes the most sense for us. These are some of the detailed, practical decisions we’re working through to maximize value for our members.
—Jane Verret
What strategies are you employing to attract and retain top talent in an increasingly competitive labor market?
At Campus Federal, we place a lot of emphasis on culture and ensuring consistency throughout our organization. We focus on building a strong culture and reinforcing its core competencies. We have organizational promises that everyone knows and practices regularly in our work.
Of course, we also prioritize things like being competitive with compensation and offering career development opportunities. Career growth is especially important for younger employees, as Chuck mentioned earlier. They often want to advance more quickly than is realistic, but it’s crucial to show them that there’s a clear path forward beyond entrylevel positions. We help by providing growth opportunities and showing employees the ‘why’ and ‘how’ of reaching the next level.
The pandemic really showed us that we can operate entirely remotely. The challenge we faced, at least from our perspective, was that we lost a lot of our culture because everyone had their own little world going on at home. Now, what we’re seeing—and promoting—is the use of tools like Microsoft Teams to stay connected. In the past, if you had a problem, you’d walk over to someone and say, ‘Hey, I’ve got a client with this issue. How do you fix it?’ That in-person collaboration made a big difference. Today’s technology, even with Teams, isn’t quite there yet. We’re exploring other products to help foster collaboration and maintain culture.
There are tools out there, like online games and other
There’s a lot to that question, but I think it all starts with culture, as Jane mentioned. Culture is critical. It’s about creating an organization where you hire people who align with your values—whether that’s putting patients first, showing compassion, or maintaining integrity. These are general but vital values, and it’s important to ensure people subscribe to them.
It’s also about fostering inclusivity—valuing individuals from different walks of life and with diverse opinions. If someone aligns with our core values of care, compassion, kindness, and humility, we welcome different perspectives because they make us a stronger organization. Culture isn’t
We’re working to improve our HR department, focusing on expanding our social media presence and enhancing employee empowerment. Part of this initiative involves ensuring all employees are affiliated with a professional organization and monitoring their professional growth. At our last employee empowerment meeting, I specifically emphasized that my goal is for every employee to be part of a professional organization. We want to track their growth and create a plan for them to progress through the
Retention has always been a key focus for us. Our average employee tenure is 9.8 years, and just last week, we celebrated a 45th anniversary, a record for our credit union. We host milestone anniversary celebrations, with this year’s ranging from 10 to 45 years of service.
Finally, we prioritize making the workplace enjoyable. We host events like Family Day and Employee Appreciation Month to keep things fun. It’s more challenging now, as many employees prefer working remotely, but we’ve had to get creative in maintaining our culture and encouraging in-person interactions.
While we haven’t mastered all of this yet, we’re trying a variety of approaches and seeing success along the way.
—Jane Verret
engagement platforms, that can help bring teams together. That’s one of our key focuses—keeping our remote workers engaged. We do promote remote work, but we also encourage getting employees into the office a few times a week. It’s essential because, without offering remote options, you simply can’t attract the best talent anymore. Another priority is promoting our company here in Baton Rouge—making people aware of who we are and what we do, not just from a customer perspective but also for recruitment. We’ve started reaching out to local universities to introduce ourselves and highlight the opportunities available within our organization.
—Carlo MacDonald
static. It evolves and breathes within the organization, and we work hard to nurture that.
We’ve also enhanced benefits to reflect modern needs, including more flexibility and options like paternity leave. Additionally, we’ve strengthened our talent acquisition efforts, forming partnerships with vo-tech schools, two-year colleges, and four-year universities across Louisiana to attract talent. We’re even engaging with grade schools to expose students to career opportunities in health care.
While we haven’t mastered all of this yet, we’re trying a variety of approaches and seeing success along the way.
—Chuck Daigle
organization. The aim is for employees to see a clear path forward, rather than retire after 30 years at the same level. Our biggest area of focus has been law enforcement. We’re increasing pay, providing take-home units, and covering the cost of POST certification—about $10,000 per employee. Additionally, we’re participating in state programs that offer one-time supplements for individuals entering law enforcement.
—Mayor Lionel Johnson
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