With local leaders and a focus on quality client service, EisnerAmper has a long history of helping organizations innovate, transform, connect, and grow.
Solutions are tailored to your industry, size, and geography. So, whether you’re a manufacturer, a professional services firm, a governmental entity, or any growth-oriented business, anywhere in the world, discover how we can amplify your success.
With its groundbreaking in March, the Our Lady of the Lake Health Interdisciplinary Science Building at LSU will prepare the next generation of doctors, engineers, scientists and technologists to lead the future of vital industries in Louisiana like healthcare and energy. It’s just another way we’re moving Louisiana forward as Championship Health Partners.
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Consistency in any business is hard to achieve but is a great goal to strive for. Gulf Coast has been in business since 1977 and has been constantly growing and expanding. Now covering from the state line of Mississippi to the state line of Texas and distributing nationally, we are committed to an excellent customer experience. We were rated #1 ofce equipment dealer in Baton Rouge and our 100 Louisiana employees continue to strive daily to be better than ever. Our city is changing and technology is changing even faster, so bringing solutions to the market to help our clients adapt is very important. If you have never met our team, please give us a try … I think our very tenured staf will make you feel comfortable that we are a great option for the services we provide. Gulf Coast continues to be a proud sponsor of the Tigers and like them, we try to incorporate championship qualities in your experience with us.
TREY BEALL President
For 100 years, Our Lady of the Lake has been committed to serving the Greater Baton Rouge region with the highest standards of quality care and cuttingedge medical technology. With over 650 providers, our team is dedicated to promoting equity of care and good health for everyone in our community. This work has included ofering new and expanded services to address social determinants of health and community advocacy and outreach in places where no other organization is serving. We move into the next 100 years with a dedication to our patients, team members and our community bringing a Spirit of Healing.
CHUCK SPICER President
The East Baton Rouge Parish Library is committed to strengthening local business, promoting workforce development, and supporting entrepreneurship. We continue to increase services for our business community. Our resources deliver current training, research, and skills development opportunities to ensure that local businesses’ needs are met at all levels to help them compete globally.
The Library brings value to businesses and non-profts by helping them fnd the tools and resources to keep moving forward. Our SMALL BUSINESS SERVICE includes free programs, resources and tools to help your business grow, and ofers free consultations, including newly added walk-in “ofce hours” every Thursday, 4-6 p.m. Entrepreneurs are invited to bring their top challenges and questions to our business librarians. They can guide you in the use of robust tools such as Data Axle Reference Solutions, Mergent Intellect, and Gale Business: Plan Builder. Business Librarians can also design a curated collection of Continuing Ed courses for you and your staf. Contact them at smallbusiness@ebrpl.com.
Our 14 locations provide programs, services, and resources for all ages that add to the quality of life for business professionals and their families, further advancing your company’s ability to attract and retain new employees. As we expand our workforce development and emerging technology oferings, the Library diligently strives to assist in the forward momentum of Baton Rouge’s economic development. We will continue responding to your needs, working toward growth and development. Check us out at www.ebrpl.com
KATRINA STOKES Director
As the CEO of Guarantee Restoration Services, rooted in Baton Rouge, I take pride in our unwavering dedication to the Gulf Coast communities we serve. With our leadership in property damage restoration, we stand as pillars of support during weather events and unexpected disasters, restoring lives and businesses one at a time. With ofces strategically placed across the Gulf Coast, and plans for future expansion, we’re growing to better serve our partners in times of need. As an LSU alumni, community is at the heart of everything we do.
Our signature catchphrase “Where 24/7 is not just a number ... it’s a Guarantee!” embodies our roundthe-clock commitment to being there when disaster strikes. Together, with our dedicated team and our steadfast commitment to service, Guarantee Restoration Services is not just a restoration company. We are the light in the darkness of disaster.
SHAWN FOLKS CEO
[ OUR LADY OF THE LAKE HEALTH ]
ESTABLISHED IN 1923 in the river town of Baton Rouge, Our Lady of the Lake began its legacy of healing for the families of this region. Today, Our Lady of the Lake Health ofers the most advanced comprehensive healthcare in the capital area.
In the tradition of its founders, the Franciscan Missionaries of Our Lady, Our Lady of the Lake has gone where called, responding to the needs of the community, especially those most in need. The Catholic healthcare ministry’s commitment to the community will continue to be its driving force as it looks to the future of healthcare in the region.
“We will build upon the work done for the community over the past 100 years with planned strategic investments in technology, security and infrastructure to provide new and innovative ways of meeting healthcare
needs,” says Chuck Spicer, Our Lady of the Lake Health president. “The full extent of new technology will be leveraged to ensure quality and safe care for those entrusted to us for their healthcare needs.”
Our Lady of the Lake is committed to the highest standards of quality care with cutting-edge medical technology and an emphasis on listening to heal. “We believe a big part of healthcare is hearing our patients,” Spicer says. “Through listening we can understand what’s going on, what good health means to each person, and most importantly, how we can heal.”
The mission of Our Lady of the Lake Health has always been to respond to the com-
munity’s greatest needs. In 1923, the need was a hospital. Since then, the need has been for the hospital to grow into a regional presence and provide the most up-to-date technology and healthcare right here in the Greater Baton Rouge region.
“We continue this mission to serve God’s people, especially those most in need,” Spicer says. “Our Lady of the Lake has a living spirit, one breathed into the Baton Rouge community by the Sisters’ special gifts and their devotion to other people’s lives. We are the Spirit of Healing.”
Our Lady of the Lake Health, afectionately known as “the Lake,” is the predominant healthcare provider in the Greater Baton Rouge area. Our Lady of the Lake Regional Medical Center is the largest privately owned hospital in Louisiana, with more than 900 licensed beds. Its emergency
department is the largest in the state, serving more than 200,000 patients per year.
In addition to the regional medical center, Our Lady of the Lake includes campuses across several parishes to meet the needs of its growing communities. Its hospitals, emergency departments and clinics ofer care in areas that are medically underserved.
Our Lady of the Lake annually treats more than 38,000 patients in the hospital and serves over 820,000 people through outpatient locations. With more than 650 employed providers and over 7,300 team members, Our Lady of the Lake is committed to building a healthy community through excellence in patient care and education.
Recognized for excellence in the areas of heart and vascular, trauma and emergency, stroke, cancer, minimally invasive procedures and more, Our Lady of the Lake is positioned to serve all corners of the community, attract top medical talent to the area and increase the scope of its medical education, training and research.
Our Lady of the Lake Health was the frst in Baton Rouge to perform both heart surgery and open-heart surgery and is the statewide leader in cardiology with its Heart & Vascular Institute, which opened in 2013.
Furthermore, Our Lady of the Lake Cancer Institute ofers the largest group of specialists in the state to fght cancer.
Our Lady of the Lake Regional Medical Center is designated as a Level I trauma center, the only one in the capital region and one of only three in the state. The hospital was frst in the nation to implement an innovative and life-saving tool to detect sepsis, the leading cause of death in hospitals across the U.S.
Our Lady of the Lake’s relationship with the state’s fagship university began in the hospital’s frst months in 1923. Together, LSU and Our Lady of the Lake have invested in medical education programs and research while nurturing the next generation of healthcare professionals and driving innovation. The partnership led to a $1.5 billion increase in economic impact over the decade from 2013 to 2023. Our Lady of the Lake is a branch campus for the LSU School of Medicine, consistently recognized as a national leader in implementing innovative models for collaboration, including the Alliance of Independent Academic Medical Centers (AIAMC) Innovation Award, Pathway Innovator in Pursuing Excellence in Clinical Learning Environments, and the AIAMC Justice, Equity, Diversity and
November 4, 1923
Inclusion National Initiative. Our Lady of the Lake is proud to be the ofcial Championship Health Partner of LSU, one of the largest investments for our state’s health in Louisiana’s history. This partnership is charting a new, long-term course to change the trajectory of health in Louisiana.
Franciscan Missionaries of Our Lady University, or FranU, once known as Our Lady of the Lake School of Nursing (from 1923) then Our Lady of the Lake College (until 2016), ofers certifcate programs, associate, bachelor, master and doctoral degrees. A leading Catholic institution in the southeast U.S., FranU provides dedicated students a faith-flled and formative education in preparation to serve communities. Over its 100 years, the university has formed Franciscan servant leaders of all faiths who are integrated thinkers and highly skilled professionals.
Our Lady of the Lake Children’s Hospital was the frst and continues to provide the only pediatric emergency room in the Greater Baton Rouge area. Its Level II pediatric trauma center is the frst and only in the region.
Our Lady of the Lake was the frst, and continues to be the leader, in advanced minimally invasive and robotic surgeries. Through its
I’ve been privileged to be part of this ministry for just over a year, 1 percent of Our Lady of the Lake’s frst 100 years. It started with a commitment from the Sisters in 1923, and we will continue and accelerate as we begin the next 100 with a dedication to our patients, team members and our community!
Metamor Metabolic Institute, it is the only organization in the region to ofer comprehensive treatment and surgery for obesity. Through this and other joint ventures Our Lady of the Lake is able to ofer comprehensive care.
Over the years, Our Lady of the Lake has grown and changed to meet the healthcare needs of the region. What remains constant is the Sisters’ mission to care for the entire community. Our Lady of the Lake is special. Mother de Bethanie knew that 100 years ago, and 100 years from now it will still be true.
October 5, 2019
After decades as a hospital-within-ahospital, Our Lady of the Lake Children’s Hospital opened near the Regional Medical Center. The 360,000-square-foot facility is home to more than 25 pediatric specialties and serves as an anchor for advanced pediatric care for the region.
SHAWN FOLKS GREW up in the carpet cleaning and repair business. As the child of parents who had started a small company out of their one-bedroom apartment on College Drive, Folks often accompanied them on visits to job sites.
“I can remember when I was 5 years old going out with my dad to clean carpets at a gym,” he recalls. “I saw how my parents always liked helping people and making things look better.”
Today, Folks is the CEO of Guarantee Restoration Services, the company his parents launched back in 1974. Carpet services are no longer its focus, with the company transforming itself over
the years into a regional leader in water and fre damage restoration and mold and asbestos abatement. The company marks its 50th anniversary in March.
“Over the past 10 years, we’ve opened up a new ofce just about every two years,” Folks says. “We have ofces in Lafayette, Baton Rouge, New Orleans, Gulfport, Jackson and our newest ofce in Mobile. We have a growth trajectory plan over the next 20 years to grow to 15 ofces along the Gulf Coast. We have a pretty awesome system and product that we’re excited to provide to more clients.”
“
” Folks says he enjoys supporting his employees so they can have successful careers, which he believes allows them to be better spouses, parents and community members.
SHAWN FOLKS, CEO
Guarantee is also planning to open new buildings at its New Orleans and Gulfport locations, which have outgrown their existing facilities due to client demand. The new buildings will be three times the size of the old ones with more parking space and the addition of onsite, climate-controlled storage units where customers can store their belongings while their home or business is being repaired.
When people call on Guarantee for help with a damaged home or business, they’re often stressed out. Guarantee’s professionals work hard to fnd solutions as quickly as possible. “We have a proven track record of completing projects on time and on budget, and providing the client anything that they want or
need,” Folks says. “We don’t tell our clients no. We fnd a way to make it happen.”
It’s important to ofer clients options, not roadblocks, Folks says.
“We work with our clients to be a partner with them and fnd the most cost-efective way to complete the project,” he says. “If we have a customer who is in a fnancial situation and can’t aford certain repairs, we will provide that client options rather than turning them away.”
Guarantee has about 150 employees across its six locations. The company’s expansion into new markets has allowed them opportunities for career growth, something Folks is proud of.
“One of the biggest things we promote is internal growth within our
company,” he says. “Probably 75% of the people in management positions didn’t start there. They were promoted through the ranks, and our company has supported them with coaching and training along the way.”
Folks says he enjoys supporting his employees so they can have successful careers, which he believes allows them to be better spouses, parents and community members.
And like his parents, Folks enjoys helping customers in their time of need. “When we’re called, it’s the worst time in that person’s life,” Folks says. “Being able to see things come to fruition and help them reopen their business or move back into their home is one of the things that fulflls me.”
In addition to the GRS Mobile Command Center, today the company has four 18-wheelers and a feet of 100 company vehicles.
This year, GRS is celebrating its 50th anniversary, and I feel grateful to all who contributed to our success. My father, Chunky Folks, founded this company with the great principle that if you take care of your people, they will take care of everything else. Today, I stand by those words more than ever. Our commitment to our team’s growth and well-being is unwavering. We provide opportunities for personal and professional development through career advancement tracks, ongoing training, and a family-friendly work culture. I am honored to lead such a talented and committed team, and we look forward to the next 50 years.
SHAWN FOLKS
Guarantee has approximately 150 employees at six locations and continues to expand with new facilities planned for Gulfport and New Orleans.
[
BY CONNECTING
PARISH residents and businesses with valuable information, resources, materials, technology, experiences and support services, the East Baton Rouge Parish Library invests in you. It is continuously evolving, including adding new materials and resources to its physical and digital collections and on-site spaces across its 14 facilities. New acquisitions often are in direct response to library patron queries. For example, the library’s subscription to testpreparation platform Mometrix came out of conversations library staf had with the local business community.
“When someone asks our reference staf a question, it’s an opportunity to explore new tools and platforms,” says Assistant Director Mary Stein. “We pay attention just like any good business would. That responsiveness is important because we want this to be a collaboration with the business community.”
The library’s responsiveness is
evident through its investment in small-business services. With one-onone consultations and curated coaching, staf members assist business owners, employees and entrepreneurs
with a range of services, from taking the frst steps of business planning to developing a list of potential leads in a specifc area. Staf are available through scheduled appointments and
walk-ins to provide guidance for business intelligence databases, including platforms such as Gale Business, Morningstar, Statista, PressReader and Data Axle. “We show them the pathway; people don’t always know where to start or who to talk to about what they need,” says Reference Services Coordinator Andrew Tadman.
Tadman also recently introduced “small business ofce hours,” online, drop-in sessions for learning about courses the library ofers through LinkedIn Learning, Udemy and Gale Courses, among others.
With more than 2 million items in the library’s collections and subscriptions to more than 140 databases, staf also invest in resources such as video tutorials with Niche Academy and staf-developed InfoGuides, providing essential direction and insight on how to access, use and leverage these resources.
The library also invests in soft-skills
training and in-person programs that help businesses retain employees, which Stein says increasingly has been in demand by local businesses in recent years. For example, the library provides access to Hiveclass, an online platform that promotes physical activity and wellness, which fts with business’ focus on employees’ work-life balance.
The library provides these services and resources at no cost. Tadman says patrons often “think that there’s a fee or a catch or that it’s too good to be true.”
The community has taken note of the library’s investments. More than 74 percent of parish residents are library patrons. In 2023, overall circulation increased 8 percent, to 2.8 million. The digital archive was accessed 578,413 times, yielding 632,498 retrievals, and Infoguides were searched 120,566 times. The premiere business platforms, including e-learning, news sources and business intelligence, were the most robustly accessed collection.
2023
Bookings for the library’s meeting rooms increased 37 percent, with spaces used 4,858 times by more than 111,350 people.
Looking ahead, the library plans to invest in updating its website and in increasingly in-demand AI resources.
“AI is the paradigm shift that’s going to transform the way people do business, whether it’s the internal business of just managing your life as an employee, a manager, a CEO, or how you use AI with your customers and in product development,” Stein says. “The databases and tools we provide access to will help with this transformation.”
Amid the ever-developing resources and services, the library’s commitment to investing in the information needs of residents and businesses has held frm, Tadman says. “Our core mission of being a community center and providing access to things that people might not otherwise have has remained constant, even if the technologies for delivery have changed.”
EBRPL’s digital archive was accessed 578,413 times, yielding 632, 498 retrievals in 2023. Business platforms were the most robustly accessed collection.
Your NATIONALLY ACCLAIMED East Baton Rouge Parish Library provides robust services for the business community, delivering up-to-date training and tech initiatives so that employment and research needs are met at a level that helps businesses expand and compete globally. Remote access to research tools and training platforms like LinkedIn Learning, Gale Courses, and Udemy in the Digital Library are especially well-used. Our award-winning Main Library and 13 branches provide programs and resources for all ages to enhance the quality of life for business professionals and their families. Our Small Business Service includes free programs, resources and tools to help businesses grow. Contact business librarians at smallbusiness@ebrpl.com, and check us out at ebrpl.com or ebrpl.com/DigitalLibrary.
2024
Phase One of the Scotlandville Branch Library renovation is underway with the construction of Archives Annex that will eventually house archives and facilities.
2025
Visible progress can be seen as the new South Branch Library goes up near Rouzan. Completion of this inviting neighborhood is anticipated in early 2025.
AFTER 70 YEARS of good service and fair rates, Neighbors Federal Credit Union is still the same homegrown business—just with the latest technology to make fnancial decisions even easier for customers.
“We are really focused on making sure we leverage technology and emerging technology where it makes sense to continue to deliver outstanding service for our members,” says President and CEO Steve Webb.
Historically, Neighbors was the frst institution in the marketplace to become fully automated with integrated teller machines in 2017. Last year, they implemented a test of a new AI-powered chatbot to serve as
an internal language model and help employees answer questions. The product is expected to fully roll out during the frst quarter of 2024.
“Our philosophy and strategy is how do we create this nice marriage between the utilization of technology—but when you come to visit us, you get a warm, personal experience,” says Webb.
Customers who walk in the front door of any of Neighbors’ 11 branches are greeted face to face by an employee, along with Community Cofee Monday through Friday.
Technological services—from the integrated teller machines to touchscreen displays and cash recyclers, are [ NEIGHBORS
“
” We let technology assist with the simple things so that our people can have those in-depth and more engaging conversations with our members.
BRETT REYNOLDS, VP OF MARKETING
always present—but “you’re getting that Baton Rouge hospitality feeling when you walk in the branch,” adds Webb.
Vice President of Marketing Brett Reynolds says Neighbors’ mission going forward is “technology powered by people.” The human aspect will never be lost, but instead staf have been able to take on diferent roles and skillsets to prepare for the future. “We let technology assist with the simple things so that our people can have those in-depth and more engaging conversations with our members,” Reynolds says.
Ofering a consistent experience throughout multiple locations can be a challenge. “A member, regardless of whether they are visiting a branch in Zachary or Prairieville, will be interact-
ing with the same employee and get the same experience,” says Reynolds.
Neighbors is also continuing to honor its origins by giving back to education in the school systems in its service area.
The credit union began in March of 1954, when fve teachers joined together and chartered Baton Rouge Teachers Federal Credit Union with only $150. It has since grown to $1.2 billion and 75,000 members.
Neighbors has two locations inside high schools, including the Wildcat Branch at Walker and Central. Each are full-service locations stafed by an employee and open to the public. Students get credit for working in these locations and learn job and fnancial skills at the same time.
The Neighbors Capital Area Foundation awards project grants for public schools, while the Neighbors Way Tuition Assistance Award ofers a $50,000 scholarship to students in the Greater Baton Rouge area. Public school grants have resulted in campus beautifcation projects, the start of new programs like flm classes, new sound and AV equipment and playground equipment.
“We have a commitment to community service just as much as we do technology,” says Reynolds. “Now that banking is in the palm of your hand, our members can access our services anywhere, but we still want to provide that personalized service that goes back to our roots.”
At Neighbors FCU, we are proud to be celebrating 70 years of service. Every day we strive to make a positive impact on our members and our communities. Over 80,000 people in the Greater Baton Rouge area call Neighbors their fnancial service provider. We remain committed to ofering competitive rates on deposits and loans, while delivering superior member service.
Started in 1954 as Baton Rouge Teachers Federal Credit Union, our organization was rooted in education. It’s with this in mind that we created the Neighbors Capital Area Foundation, which annually distributes more than $100,000 in scholarships and public school grants throughout our service area. These values have made us successful in the past and will continue to guide us into the future.
STEVE WEBB
Neighbors Way Scholarship Award Ceremony
Neighbors Day Kickof
NFCU employees kicking of their annual service day with East Baton Rouge Parish
[ HANNIS T. BOURGEOIS, LLP ]
SINCE 1924, Hannis T. Bourgeois has been synonymous with trust and expertise in accounting in Louisiana. As the frm marks its 100th anniversary, leaders have a sharp focus on the future. In particular, they are investing in young, early-career professionals—the next generation of certifed public accountants.
With more than 150 employees at fve locations across the state, including newly opened ofces in Hammond and Alexandria, HTB provides accounting and business advising services. It has long prioritized a positive work environment and development opportunities for employees … and those eforts have paid of. HTB recently landed the No. 6 spot on Accounting Today’s nationwide list for Best Firms for Young Accountants.
“We’re very proud of our culture,” says Managing Partner Jay Montalbano. “If you have a happy staf, that’s a better engaged staf, and a better engaged staf leads to better client service.”
HTB takes employee satisfaction and success seriously, ofering fexible schedules and wellness initiatives to
encourage good work-life balance. For its newest stafers, a program called Thrive pairs them with seasoned HTB
employees who help them set goals and receive feedback.
“We really try to individualize the experience for our employees,” says Firm Operations Manager Claire Harrell. “We try to give them training and help them fnd the perfect ft in terms of interest and acumen.”
That early training is critical to maintaining HTB’s reputation for providing expert service, Montalbano says. Because the frm specializes in six industries—construction, fnancial institutions, auto dealers, nonprofts, government agencies and healthcare— it’s important for CPAs to know the ins and outs of those industries.
“When you come in the doors, we get you acclimated into one or two of those industries,” Montalbano says. “We don’t like to create generalists. As you advance, you develop one or two specialities. I think that’s of tremendous value to the client.” Needs vary widely by industry.
“
” Accounting is complex, but it can be very rewarding. The most fulflling part of our career is seeing our clients grow and helping them prosper.
JAY MONTALBANO, MANAGING PARTNER
“Clients know when they come to us that we have partners and staf who know the nuances of their industry and can provide value from day one,” he says. “Now more than ever, there’s so many intricacies to accounting for the diferent industries.”
HTB’s specialty model has resulted in many longstanding client relationships, Montalbano says, some of which have lasted for decades. Nurturing those connections is important to him and his staf
“That’s what keeps our partners going,” Montalbano says. “Accounting is complex, but it can be very rewarding. The most fulflling part of our career is seeing our clients grow
1924
Hannis T. Bourgeois founded his small CPA frm in the Roumain Building on Third Street in Baton Rouge.
and helping them prosper.”
The frm has beneftted numerous businesses in the century since Hannis T. Bourgeois frst opened shop in 1924 in downtown Baton Rouge’s Roumain Building.
“We’re very engrained in the community,” Harrell says. “It’s really awesome when you drive down the street and see businesses we have an impact on.”
As HTB looks ahead to its next chapter, Harrell is confdent the frm’s time-honored tradition of top-tier service will endure.
“We have a lot of really smart, exciting young professionals who are continuing that legacy,” she says.
1979
Hannis T. Bourgeois & Co. transitioned its ofce from downtown to its present site at 2322 Tremont Dr. Initially occupying just a quarter of the building, the frm expanded steadily over the next three decades, ultimately assuming full occupancy of the Tremont ofce with over 110 employees.
We are excited this year to celebrate our 100th year of service to the Greater Baton Rouge area. What started in 1924 as a sole proprietorship in the Roumain Building in downtown Baton Rouge has grown to fve locations throughout Louisiana with over 160 professionals. In recognition of this milestone, our frm will be celebrating three foundational pillars throughout 2024—our clients, the Louisiana communities where we live and serve, and most importantly, our people, the real reason behind our generations of success at HTB. On behalf of everyone at HTB, I want to express our sincerest gratitude for trusting the people of HTB as your business advisors for the last century. We look forward to serving Baton Rouge for generations to come.
Hannis T. Bourgeois, CPAs + Business Advisors (HTB), boasts a robust presence with fve strategically located ofces throughout Louisiana and a dedicated team of more than 150 professionals.
LANTEC’S JOURNEY OVER the past 25 years is a testament to its adaptability and commitment to meeting the evolving needs of its clients. Founded with a focus on technology training, the company has undergone signifcant transformation, responding to changes in the market and embracing new opportunities.
As COO Christy Brasseaux refects, “Looking back over my 23 years of tenure, the two most remarkable transitions I’ve witnessed include the growing demand for interpersonal skills training over technical skills, and of course, the evolution of virtual training.”
In its early years, LANTEC established itself as a leader in technology training, catering to the growing demand for IT skills in the workforce.
However, recognizing the need to diversify its oferings and adapt to shifting industry trends, the company began expanding its curriculum to include leadership and professional development courses. This strategic shift allowed LANTEC to broaden its client base and address a wider range of training needs.
“LANTEC recognized that today’s employers want to focus more upon shoring up the people skills that sometimes fall short in tech-savvy staf, and we are now able to fll that niche with a plethora of professional development topics, Brasseaux says. “Teaching folks how to communicate more efectively, deal with organizational change and become better leaders has proven much more useful to our customers in
2024 than we ever imagined in our humble beginnings.”
One of the key challenges LANTEC faced during its evolution was the necessity to adapt its business model in response to physical moves. Despite these challenges, LANTEC seized the opportunity to refne its services and enhance its value proposition. By leveraging its expertise in technology training, while expanding into leadership and professional development, LANTEC positioned itself as a comprehensive training provider capable of meeting the multifaceted needs of modern organizations.
The outbreak of the COVID-19 pandemic presented LANTEC with a unique set of challenges and opportunities. With restrictions on in-person gatherings and the sudden shift to remote work, LANTEC swiftly pivoted its training delivery model from 100 percent in-person to 70 percent virtual platforms in 2020.
This transition not only allowed the company to continue serving its clients, but also opened up new opportunities to reach a broader audience. By embracing virtual instructor-led training, LANTEC was able to deliver high-quality education to clients across diferent geographic regions, including fed-
eral agencies such as the U.S. Navy, Federal Emergency Management Agency (FEMA) and the U.S. Department of Agriculture (USDA).
LANTEC’s success in navigating the pandemic and its transition to virtual training underscores its agility and commitment to innovation. By embracing new technologies and methodologies, LANTEC has remained at the forefront of corporate training, ensuring that its clients receive the skills and knowledge they need to thrive in today’s world.
“I enjoy watching companies that we work with grow and improve over the years,” says Senior Account Executive Brad Berard. “Hearing from clients about reductions in turnover, improved morale and culture and other tangible improvements is always a great feeling.”
As a primary training provider to the Louisiana Workforce Commission’s Incumbent Worker Training Program (IWTP) since 2008, LANTEC has acquired over $20 million in awards for Louisianabased employers to invest in their staf’s growth and development. LANTEC works with employers to customize their necessary training endeavors and manages the grant to ensure success on all fronts. The IWTP also allows small business
Rickie Comeaux acquires a computer training franchise and establishes LANTEC Computer Training Center in Baton Rouge.
Louisiana Workforce Commission invites LANTEC to become a primary training provider for IWTP grants.
owners to take part in the initiative by funding up to $3,000 per fscal year for every employee to skill up in areas that will impact their bottom line in meaningful and immediate ways.
LANTEC’s impact extends far beyond its training programs, as the company is committed to giving back to the community and supporting worthy causes. One notable aspect of LANTEC’s community involvement is its support for charitable organizations such as Dreams Come True and the Brian Bordelon Memorial Scholarship. In addition to its fnancial contributions, LANTEC actively encourages employee engagement in volunteer activities through giveback days and ofers a 100 percent charitable match to any employee contribution.
“Our commitment to customer service, hiring and maintaining amazing instructors and a willingness to be nimble, has led us to celebrating our 25th year in business, three thriving Louisiana training center locations and a myriad of loyal federal customers nationwide,” Brasseaux adds. “We are excited and thankful to see what the next 25 years holds in store for our hardworking and talented team here.”
LANTEC is selected by the U.S. Navy to conduct leadership development programs for their civilian workforce worldwide.
LANTEC surpasses $20 million benchmark in securing customized IWTP grant awards for Louisiana employers statewide.
As we commemorate our 25th anniversary, it is with immense pride and gratitude that I refect on LANTEC’s incredible journey. Since our inception in 1999, LANTEC has become a trailblazer in corporate training, guided by unwavering core values. Our commitment to providing a positive environment for employee growth, delivering leading-edge technology training and engaging with the community through organizations like Dreams Come True, Sky High for Kids and Habitat for Humanity remains steadfast. From our humble beginnings training just 700 students in Baton Rouge in 2000 to training over 15,000 across the nation in 2023—including Hawaii, Alaska and international locations—LANTEC’s global infuence has soared. We are a key provider for the Louisiana Workforce Commission and can boast collaborations with federal agencies like GSA, DOJ, FEMA, the Navy, the Army and many more. As we refect on this journey, appreciation is extended to our dedicated staf and clients who have been the driving force behind our success. Here’s to embracing change, nurturing growth and shaping the future for another 25 years.
RICKIE P. COMEAUX
LANTEC is shifting to LANTEC CORPORATE TRAINING in a strategic efort to be more comprehensive of our global footprint serving federal agencies worldwide.
PEYTON MURPHY RELISHES the relationships he’s built while he and his legal team have helped thousands of injured victims throughout Louisiana who were involved in automobile accidents, tractor trailer accidents, premises liabilities, product liabilities, wrongful death claims, dangerous pharmaceuticals, defective medical devices, improper residential construction and asbestos exposure.
In the end, those relationships are what truly matters to Murphy. In a case involving catastrophic loss and serious injuries, lawyers have the opportunity to form lasting connections with the injured plaintif and their family. “We do not choose this career path unless we want to help people and those lives we are fortunate enough to positively impact make it all worthwhile,” says Murphy.
On April 23, Murphy Law Firm will
celebrate its 31st year of service after opening in Baton Rouge. These days, Peyton is blessed to be able to advise
and counsel the second and third generations of the families of previous clients. “There’s no greater honor than
a former client referring their child, grandchild or other loved one,” refects Murphy. Murphy Law Firm takes pride in having such a high percentage of referrals based on the quality of assistance rendered to past clients.
Murphy believes his role as an injury attorney is to fght to ensure that insurance companies treat his injured clients fairly. When defendants are unwilling to resolve claims for a fair amount, Murphy and his team will go to trial and fght for his clients. Murphy assures that “every lawyer in the ofce has the experience necessary to take a case from the initial consultation all the way through trial and appeals.”
In January, Peyton and members of the legal team he assembled were before the Louisiana Supreme Court fghting for the sanctity of one of the foundations of our legal system—a jury of one’s peers—and the value of
“
” Murphy guarantees that every lawyer in the ofce has the experience necessary to take a case from the initial consultation all the way through trial and appeals.
a husband, father and breadwinner who was catastrophically injured. Many people know of the $18.9 million verdict handed down by a Baton Rouge jury in favor of Murphy’s clients. This case highlights the point that if defendants are not willing to resolve claims for a reasonable amount, Murphy will go to trials and appeals to fght for his clients to be treated fairly. Results may vary, but be assured Murphy will not settle for pennies.
Peyton remains actively involved in every case. “I want the right outcome to happen for my clients,” Murphy says, noting that the right result sometimes involves a more deliberate process than seeking a quick resolution. When he is not in court, you can fnd Murphy in his ofce working hard for his clients. Many of them have his personal cell phone number, and he stresses that he is available any time his clients need advice.
In his free time, Murphy enjoys
the outdoors, relishing the benefts of Sportman’s Paradise. He can be found hunting in St. Francisville, fshing of the coast of Grand Isle or enjoying one of the area’s beautiful golf courses. All of his clients know his Fox Red Labrador, Waylon, who is always by his side. The pair enjoy being a part of the Southern Blood Trackers Association.
Building upon the legacy of community service formed over the last 30 years, Murphy consistently strives to remain active in community service eforts. The team annually supports HOPE Ministries, a local organization that strives to feed the hungry, prevent homelessness and provide Christmas gifts for the children of those in need. The frm also supports causes such as the American Cancer Society, the Capital Area CASA Association, Kelli’s Kloset, and several others.
Murphy belongs to numerous professional organizations, including
the Louisiana Bar Association, Baton Rouge Bar Association, Lafayette Bar Association & Foundation, the 21st Judicial District Bar Association, the 23rd Judicial District Bar Association, American Association for Justice, Louisiana Association for Justice, America’s Top 100 Attorneys, Million Dollar Advocates Forum and the Multi-Million Dollar Advocates Forum. He was recognized by his peers with an AV Preeminent Rating from Martindale Hubbell, which is given to attorneys who demonstrate professional excellence. The frm boasts an A+ rating by the Better Business Bureau.
Nothing is more gratifying to Murphy than the host of fve-star reviews by prior clients. “Our ultimate goal is client satisfaction,” he says. For more information, visit murphylawfrm.com or visit the Murphy Law Firm on Facebook or Instagram @MurphyLawFirm225.
Louisiana is my home and a wonderful place to raise a family, hunt, fsh, golf and practice law. Since opening Murphy Law Firm in 1993, we have always strived to exceed client expectations. I will always fght for the best result for my clients. People who hire Murphy Law Firm know they have a lawyer that goes to court if necessary.
We often meet new clients who are experiencing serious injuries, or even at times, tragedy, loss and grief. The ability to help people in their time of need has always been a blessing. I am forever grateful for the friendships I have made and the people I get to know. I look forward to many more years of Murphy Law Firm fghting for accountability for all parties to any litigation.
ATTORNEY PEYTON MURPHY
FOUNDED BY CHIEF Executive Ofcer
John Sikes and Chief Compliance Ofcer
Jef LeBlanc in 2003, the Baton Rougebased company got its start in nurse anesthetist stafng. Hurricane Katrina in 2005 transformed the anesthetic landscape throughout Louisiana. DPI ultimately pivoted into fee-for-service contracts, evolving into a more traditional anesthesia management company in 2007 after bringing in Chief Marketing Ofcer Gerry Pedersen as a partner. Chief Medical Ofcer Scott Gardiner became a partner in 2018.
Today, DPI engages 107 employees and credentials 350 anesthesiologists and nurse anesthetists in a three-state area—Louisiana, Georgia, and South Carolina. The company ofers several diferent services, from departmental
management and stafng services to practice consulting and billing services.
“Our ability to grow the company when things look dire has been a constant for us over the 20-year span,” says Sikes. “I believe it’s that way because we’re always intentional about looking forward and grounded in what we do on a daily basis.”
The COVID-19 pandemic provided DPI the opportunity to expand its geographic footprint into South Carolina with successful contracts to staf two hospitals with anesthesiologists and nurse anesthetists—an achievement in 2020 when hospital stafng was by and large considered a challenge.
“We took a facility that was struggling to staf any anesthesia providers at all and had it fully stafed within
“ ” DPI operates by a core set of values, including leadership, integrity, accountability, humility, and family. These core values inform the culture that DPI wishes to create in their own company and within each of the organizations they staf.
three months,” Sikes says. “We completely turned the situation around for them in a very short period of time.”
Sikes credits DPI’s recruiting and retention as key to its ongoing success, especially with the increasing volatility of the healthcare employment market. Traditionally, Certifed Nurse Anesthetists (CRNAs) worked strictly under the supervision of an anesthesiologist, but many states now allow CRNAs to practice independently due to the safety, efciency, and fnancial benefts. Providing expertise to physician practices that are slow to change when the healthcare industry is evolving so rapidly is an important cornerstone of DPI’s business.
“There are some administrations that feel as though they are very exposed in that regard,” Sikes says. “Healthcare is changing. The landscape is changing, and they want a group that is going to be able to change with them. Flexibility is a key piece.”
2003
DPI operates by a core set of values, including leadership, integrity, accountability, humility, and family. These core values inform the culture that DPI wishes to create in their own company and within each of the organizations they staf
“In today’s world, having those kinds of values on the table and really understanding what they are and standing for something that you believe in, is quite important,” Sikes says. “That’s how you attract people that you want to be a part of your profession. You establish what your DNA is, and people open to that are going to be more apt to come and work with you. You’re ofering more of an experience and a culture to be a part of that is positive.”
Trust also extends toward making patients comfortable and pain-free during procedures using new techniques that allow providers to use fewer addictive opioids in the process.
DPI Anesthesia was founded by John Sikes, Chief Executive Ofcer, and Jef LeBlanc, Chief Compliance Ofcer, as a nurse anesthetist stafng company.
“The very core of what we do is providing less pain and more clarity,” Sikes says. “If you take that same idea to the boardroom, it’s the same thing. We’re there to address what their pain point is. Our central purpose is to make sure administrators, anesthesiologists, and nurse anesthetists have the resources they need so they can design their future.”
Looking forward, Sikes anticipates shifting focus from new business development to internal operations, including integrating new technology, clarifying processes, and ensuring the company is ready to take the next step in its growth.
“2024 is going to be a year where we grow internally and solidify a lot of our internal operations and internal support,” he says. “Or we’re going to take a giant step in additional revenue and employees and growth. Either one is going to be very good for us as a whole.”
2014
Business leaders Bobby Johnson and Madison Mulkey joined the leadership team as Chief Financial Ofcer and Chief Operating Ofcer, respectively.
It is an exciting time for DPI as we enter 2024. We are humbled by the huge opportunity we have every day to infuence the surgical experiences of our patients and make positive impacts in their lives. Our core values of integrity, leadership, accountability, humility, and family inform the DNA of our company and ofer a solid foundation for us to stand on as the trusted anesthesia partner for many hospitals and ambulatory surgery centers across the southeastern United States. DPI’s sustained success is a result of hiring the right people who are passionately willing to serve and persevere through the toughest of circumstances. Our team of top-notch clinical providers and business experts creates a collaborative culture which fuels DPI’s exponential growth. We are proud to have provided measurable value in the Surgical and Anesthesia arena for the past 21 years and look forward to what the future holds.
2018
DPI lands its frst contract outside of Louisiana in Atlanta, GA. The company continues to grow.
construction business has been successful for one simple reason—its employees, some of whom have been with the company for decades. “I feel we have a good working environment here,” Blount says. “Quite simply, I don’t have much turnover. Even some of my feld superintendents have been here for over 10 years.”
This has given Blount General Contractors LLC in Walker the stability it needs to build a reputation for dependability. They provide every client with quality work, with a focus on time and cost efficiency. By sourcing the right materials, subcontractors and specialists, the contractor helps owners cost-effectively realize their vision.
They also work collaboratively with their clients, keeping them informed at each stage of development. With frequent budget overviews and status updates, an owner remains involved from the beginning of construction through completion. That minimizes the possibility of construction disruptions and ensures complications are addressed quickly.
Blount’s path to success was anything but straight. In the 1980s, he got his start working in the laminated timber erection business, traveling all over the southeastern U.S. from jobsite to jobsite. It was family, though, that prompted him to shift his attention closer to his home. He founded a residential construction business—John
Blount Inc.—in 1987 and began phasing out his timber work to spend more time with his young daughters. At frst, business was good. “I was building 40-50 homes a year and running myself crazy in the residential business,” he says, “but it kind of cycled through and I wanted to ease over into the commercial world.”
It wasn’t easy in the beginning. “It was a long transition from residential to commercial contracting,” Blount says. “I joke all the time that I’ve been in business 37 years, and I’ve probably made money the last 10.”
Public construction is where he eventually found his niche, but it took the beginnings of the Great Recession to move him in that direction. In 2008, work was drying
up fast and he knew some changes would be needed to stay afoat. “I needed to get somewhere safe, so we started doing more public tax dollar work,” he adds. “The private world was risky at the time.”
Today, nearly 80 percent of the contractor’s portfolio is in public construction. A couple of years ago, Blount completed his largest project to date, the new $16 million Denham Springs Elementary School. It turned into the biggest challenge of his career. They broke ground in January 2020 right as the COVID-19 pandemic began. “It made us all understand that we can get through a trying time,” Blount says.
“We put some protocols in place that we still use today, and we’ve
come back stronger.”
Blount Construction continues to grow, but at a measured pace. “We strive to bid and undertake projects that align with our capabilities, being mindful of size and scope,” Blount says. “We were recently awarded our largest project to date, but even so, we understand that too much growth is not always a good thing. We are careful not to overextend our capabilities.”
Blount expects to soon begin transitioning his business to two of his senior leaders to maintain continuity in the company. “I want to give them the opportunity to take this thing and keep it alive. Their experience and dedication will ensure that Blount Construction will continue.”
At a young age, business was interesting to me. I always listened to successful businesspeople and watched how they handled themselves. As I approach 40 years in business, what I can tell you with certainty is that it’s about the people around you. Not long into the journey, I started operating by the old saying, “Hire good people and get out of their way!” I have created a good place to work but certainly give credit for our success to the people around me. I hope to go for a few more years but I do know the business will carry on with those who have committed to the long haul.
Our employees are the reason for our success
John C Blount - 37 years
Bob Tharp - 31 years
Damion Williams - 28 years
Chucky Calligan - 21 years
Philip Robinson - 18 years
Susan Hazleton - 18 years
Tina Cifreo - 14 years
Wesley Lee -12 years
John Scalise -10 years
Troy Rhodus - 9 years
Aaron Robinson - 8 years
Ed Anthony - 2 years
Brandon Gill - 1 year
Josh Ball - 1 year
Cole Tidwell - 1 year
Randy Pourciau - 21 years (retired)
BARELY A YEAR into his tenure as CEO, Dr. Richard Vath was faced with leading Franciscan Missionaries of Our Lady Health System (FMOLHS) through one of the biggest global health crises of the last century.
The COVID-19 pandemic put the health system’s medical staf on the frontlines of protecting and caring for our communities, but also put a spotlight on their expertise helping state leaders make decisions about how to navigate an unprecedented health event.
FMOLHS, which includes Our Lady of the Lake Health and four other regions in Louisiana and Mississippi, overcame those clinical and fnancial challenges through steadfast leadership and a focus on mission.
Now, as the health system’s largest hospital moves past its 100th anniversary, Dr. Vath is preparing for retirement having set up a team of 18,000 for long-term success and stability. And through the health system’s mis-
sion of serving everyone, especially those most in need, our communities are now on path toward better health outcomes as well .
“It has been my honor to lead an organization responsible for providing care to almost half of Louisiana’s citi-
zens and serving Mississippi’s largest metropolitan area,” Dr. Vath says. “Our work is rooted in the service of others through our healing ministry and has grown to impact the health of millions of patients we serve in communities throughout the region.”
During Dr. Vath’s many years with FMOLHS before becoming its president and CEO in 2019, he helped turn a critical eye toward care delivery for people in our communities. Healthcare desperately needed to shift away from a model based on volume to a more progressive approach focusing on value for patients.
That model is the basis of Health Leaders Network (HLN), which launched in 2014 as a clinically integrated network of more than 2,200 providers from inside and outside FMOLHS committed to the Triple Aim: improving the quality of care and the overall management of population health, improving the patient experience and reducing the cost of caring for patients.
HLN is now setting a standard of care delivery that focuses on preventive screenings and management for patients, so they aren’t seeing providers only when their health conditions
are at their worst and, thus, more expensive to treat.
This value-based approach has been adopted across FMOLHS and through the additional 60+ participating multi-provider clinics and health groups in Louisiana and Mississippi that have become part of HLN. And it’s reshaping the way doctors and patients interact to be more focused on prevention and long-term healthy habits.
As Dr. Vath prepares for retirement in May, he will be succeeded by E.J. Kuiper, who has spent the last 20 years as a leader in Catholic healthcare. He previously served as CEO of the Midwest
Division of CommonSpirit Health, overseeing 28 hospitals in four states.
Kuiper’s experience will help FMOLHS continue its path of innovation and transformation as a model for compassionate care.
“Serving as president and CEO of FMOLHS provides a wonderful opportunity to lead a strong healthcare system dedicated to improving the lives of the patients and communities that we serve across the Gulf South,” Kuiper says. “I look forward to what the future holds and thoughtfully building upon the strategic vision set forth by my predecessors.”
Find out more about Franciscan Missionaries of Our Lady Health System at fmolhs.org.
Over the last 12 years, the health system has seen tremendous growth across Louisiana and Mississippi as it has expanded the healthcare ministry’s reach.
2012: Our Lady of the Lake Livingston opens with the state’s frst freestanding emergency room.
2013: The nine-story Our Lady of the Lake Heart & Vascular Institute opens.
2013: Our Lady of the Lake and LSU form the state’s frst public-private healthcare partnership, with a goal of driving Louisiana’s economic growth.
2014: The LSU Bogalusa Medical Center in Washington Parish joins the health system and is renamed Our Lady of the Angels Hospital.
2017: Our Lady of the Lake North Emergency Room opens.
2019: Our Lady of the Lake Children’s Hospital opens, now housing the state’s only Level II pediatric trauma center.
2019: Women’s & Children’s Hospital in Lafayette joins Our Lady of Lourdes Health.
2019: Heart Hospital of Lafayette joins Our Lady of Lourdes Health.
2019: St. Dominic’s in Jackson joins the health system, expanding its reach in Mississippi.
2019: Our Lady of Lourdes Scott ER opens, providing quick access along the 1-10 corridor.
2020: St. Francis Medical Center in Monroe launches its graduate medical education program.
2021: Our Lady of the Lake Cancer Institute and Our Lady of the Lake Robotic Surgery Institute are established.
2022: Our Lady of the Lake Regional Medical Center earns a Level I trauma center designation, the only one of its kind in the region.
2022: Our Lady of the Lake Health and LSU become Championship Health Partners, combining expertise in healthcare, sports medicine, education and research.
2023: St. Dominic’s Mississippi Heart & Vascular Institute launches the nation’s frst Center of Excellence for Complex Heart Procedures.
2023: St. Francis Medical Center is designated a Level III trauma center and accredited as a Primary Stroke Center.
2023: FranU opens the three-story St. Francis Hall for academic and student development, including a library, study spaces and a “mini hospital” for simulations.
• Our Lady of the Lake Health in Greater Baton Rouge
• Our Lady of Lourdes Health in Acadiana
• St. Francis Health in Northeast Louisiana
• Our Lady of the Angels Health on the Northshore
• St. Dominic’s in Greater Jackson
• 10 hospitals
• 2,296 licensed patient beds
• 1,915 medical staf members
• 18,000+ total employees
FROST-BARBER WANTS TO make a diference. Locally owned and operated for 78 years, their services extend beyond merely supplying commercial furniture. They are a consultant and partner in the design process.
That’s particularly true of their work in the educational market, where they’re actively assisting architects, interior designers, project managers and school districts to promote a more immersive educational experience.
“We’re on a mission to improve education for our children in the state,” says Elizabeth Beyer Carter-Thibodeaux, VP of Sales and Business Development.
“We’ve done half a dozen projects in East Baton Rouge Parish, and we have now expanded into multiple school districts.” To back it up, they’ve opened the largest educational furniture showroom in Louisiana, which will soon double in size. “In the process, we ensure that what we’re putting into our school facilities is something
that is going to enhance education for the children,” she adds.
Recently, they took it a step further at McKinley Elementary School when they met with the teachers, architects and project manager after the completion of a project.
“We broke everyone into groups and led a tour of the school to inform the teachers of why we had made the selections we did, and how they could use the furniture to enhance the learning experience,” Carter-Thibodeaux says.
Essentially, the furniture is becoming part of the learning process.
Tables and desks come in a variety of
shapes that can be pushed together for student collaboration.
Teachers also have mobile white boards and podiums that move with them for small group learning.
There are also special adaptive seating items for students with ADHD, allowing them to fdget, while still keeping their eyes on the teacher.
Frost-Barber has been a Steelcase dealer for 40 years. Having such a strong relationship with one of the leaders in the world of commercial
furniture manufacturing afords them the ability to provide an unmatched level of specialized service.
Steelcase is a cut above, since they design their products based upon the needs of the end user, and share their research with architects, designers and customers. “Even when I was an independent designer, I always specifed Steelcase products,” says CarterThibodeaux. “I knew that Steelcase was the best at what they did.”
Frost-Barber services any type of commercial facility, with a strong concentration in the educational, medical and industrial markets. They’ve fostered long-standing relationships along the way; Turner Industries has been a customer for 18 years. They have also been part of the Baton Rouge landscape in the medical arena. The current Woman’s Hospital and OLOL Children’s Hospital were both mostly furnished by Frost-Barber.
Not all furniture dealers can do what they do. Delivering creative workspaces and complete custom solutions, they’re Louisiana’s premier source for commercial furnishings. They provide total life-cycle services from space planning to procurement, as well as responsive delivery, installation and repairs.
Technology also plays an integral role. Designers at FrostBarber utilize specialized software programs that allow them to arrange and re-arrange the furniture within the plan, while changing fnishes, colors, etc. as the customer provides input in real time. “We can show the clients in 3D what that furniture looks like within their space,” she adds. That’s all complemented by a two-story working showroom, so that clients can see what they are getting before they receive it.
It has been an undeniably successful formula, prompting Frost-Barber to expand its territory westward to the Texas state line and northward to Arkansas. They hired salespersons in Shreveport and Jennings to support the expanded territory.
In every project, their goal is always the same— to create a welcoming space that is inviting to both customers and the end user. That’s been particularly important as many companies adopt hybrid work schedules and struggle to get employees to come back to the ofce. The workplace must provide better than what they have at home. “If you give your staf the proper tools from a technology standpoint, posture standpoint and choice standpoint, they will choose to come to the ofce. We all are social creatures, after all.” Along with their vendor partner, Steelcase, they strive to help their customers “Work Better.”
Frost-Barber is one of Louisiana’s largest commercial furniture dealers, locally owned and operated for more than 75 years.
Our success is based on the energy and experience of our people. Frost Barber has been in business since 1946. We started out as an ofce supply company in Downtown Baton Rouge and then moved to our current location in 1984, where we became a Steelcase Dealer, and furniture became our primary mission. Over 50% of our staf have been employees for over 18 years. We deliver a high level of service with the intent of repeat business and referrals. As a result, Frost Barber has many long-term customer relationships lasting over ffteen years. Taking care of our customers is extremely important, but so is giving back to the community that we live and work in. Frost Barber sponsors programs such as Toys for Tots, donates to the Baton Rouge Food Bank yearly, supports various business organizations and our employees serve on various community boards.
ELIZABETH CARTER-THIBODEAUX
Its ofces, showrooms and warehouses are based in Baton Rouge and the company proudly serves the entire state of Louisiana.
Frost-Barber can meet any budget requirement or aesthetic need for any size project. Delivering creative workspaces and complete custom solutions, Frost-Barber is Louisiana’s source for commercial interiors.
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ORBIA FLUOR & Energy Materials’ (Koura’s) story is one of American grit and tenacity. It wasn’t too long ago that the St. Gabriel plant faced the very real possibility that it would be downsized or shuttered. Instead, it is expanding to become the nation’s frst domestic manufacturer of critical lithium-ion battery materials.
Louisiana native Erick Comeaux, Director - Operations, Growth, is proud of his company’s ability to pivot while also fnding a way to keep the entirety of its workforce employed. An LSU graduate, Comeaux has spent 30 years working in the petrochemical industry. “The refrigerant we produce is being phased out,” he says. “Some companies would have just closed the facility and laid everyone of, but that would have had a tremendous impact on our workers, and the whole state of Louisiana for that matter.”
Instead, Orbia Fluor & Energy Materials took the bold step of enter-
ing a business they have supported for decades—the lithium-ion battery market—and chose to build two new grassroots production facilities to manufacture the chemicals that go
into the batteries, with the help of funding from the U.S. Department of Energy through the Bipartisan Infrastructure Law. Once operational, one of the plants will produce enough
lithium hexafuorophosphate to make more than a million electric vehicle (EV) batteries a year.
They’ll then retroft their existing operations to produce a new, lower global warming potential refrigerant.
“Doing that will not only preserve the $87 million in value we bring to the state, but our projections show that our new businesses will be worth more than $2.7 billion to Louisiana and $300 million to Iberville Parish over the next 30 years. We’re going to come out bigger and better than we have ever been from this challenge.”
What’s more, the company’s existing contingent of 85 permanent workers will continue to work at the plant.
“The plan is to retain all our existing workforce,” Comeaux says. “We have a place for everyone and more—the two new plants together will require about 160 new employees and about 40 additional contractors.”
Orbia Fluor & Energy Materials has already begun proactively cultivating the workforce it will need. They recently launched the Orbia Empower Scholarship program ofering 10 college scholarships—eight for community colleges and two for four-year colleges—through the Baton Rouge Area Foundation’s online portal, with another two for an apprenticeship program through NCCER. “We help them to fll out the application, collect the requirements, and fnd out what they need to be successful,” Comeaux says. “We’ll even help with tutoring or transportation.”
Orbia also ofers paid internships, whereby students can be exposed to on-the-job training. “Every candidate will have a job ofer if they fnish school and the program,” he adds.
“Our purpose is to help people who may not have had the opportunity to work in this industry. We want to give them a chance to qualify for these jobs when they are available.”
The Louisiana site also provides an unmatched working environment, with a reputation for running safe and environmentally responsible operations over three decades. In recognition of that accomplishment, they are repeat winners of the Louisiana SAFE (Serious About Fostering Excellence) Award, presented by the Louisiana Chemical Association, and CN’s Safe Handling Award (for rail).
“We want our employees to have good stories about where they work,” Comeaux says. “We view our people as an investment and want to give them every opportunity to succeed. It’s one of the many ways that we are Advancing Life Around the World.”
Exciting things are happening at Orbia Fluor & Energy Materials (Koura). We are in the process of designing and building two new state-of-the-art manufacturing facilities adjacent to our existing site in St. Gabriel that will produce materials for lithium-ion batteries. As the U.S. Secretary of Energy, former Governor Edwards and our other elected leaders noted when they visited our site last year, these facilities will create a robust, domestic lithium-ion battery supply chain for the frst time in our nation’s history. Touted by the U.S. Energy Secretary as a “model for the nation,” these projects put Louisiana at the “tip of the spear” in leading the global energy transition.
We are proud of our highly trained, skilled and diverse local workforce and the safety record we have maintained since we began site operations in 1991. We strive to nurture a culture among our workforce and with our customers and communities that refects our commitment to Advancing Life Around the World.
With an estimated $2.7 billion economic contribution to Louisiana over the next 30 years, our people will continue to have a vital positive impact on the future of our region and state. Orbia Fluor & Energy Materials is committed to remaining a valued community partner through our payroll, purchases, taxes and support for our schools and nonproft organizations, including the new Orbia Empower Scholarship Program launched earlier this year.
• Global leader in the development, manufacture and supply of fuoroproducts that play a fundamental role in enhancing everyday lives.
• Received a $100M award from U.S. Department of Energy that will be combined with a larger company investment to support state-of-the-art lithium-ion battery manufacturing for supply chain security and competitiveness.
• Orbia Fluor & Energy Materials owns the world’s largest fuorspar mine, located in San Luis Potosi, Mexico, providing a unique “mine to market” advantage.
• Products are used in a variety of applications, including lithium-ion batteries, polymers, refrigerants, medical devices, and active pharmaceutical ingredients, among others.
• Established frst-ever Orbia Empower Scholarship this year to provide assistance with two and four-year degrees to local residents in Iberville, Ascension and East Baton Rouge parishes.
Location is everything, and Baton Rouge Business Report offers a prime spot for your advertising message. Connect with the top decision-makers across the Capital Region via our comprehensive monthly magazine, multiple digital platforms and engaging events and ensure maximum impact and visibility for your brand.
CREATING AN ENDURING correspondent banking relationship is not something that happens overnight.It requires the steady application of resources, a thorough understanding of the challenges community banks face, and above all, a genuine and sustained commitment.
First National Bankers Bank was established 40 years ago by 28 Louisiana-based bankers. Today, the holding company, FNBB, Inc., and its banking subsidiary have six locations serving community fnancial institutions in more than 30 states. FNBB is unique in that its shareholders are its respondent bank customers. Staying true to its bankers’ bank model, FNBB provides the support and technology their community banks need to thrive and succeed. Through economies of scale, FNBB makes available advanced products and services that could be cost prohibitive on their own.
The holding company, FNBB, Inc., has grown to include the banking subsidiary, an audit
company, insurance company and capital markets group. The banking industry is constantly evolving, and FNBB stays abreast of the latest trends and regulatory requirements. A top-of-mind matter for fnancial institutions is cybersecurity. FNBB, Inc., through its subsidiary, FNBB Services Corp., provides information systems audits and network vulnerabilities tests. FNBB Insurance Agency, LLC, provides cyber-liability coverage focused on the needs of a fnancial institution. Customers gain access to information and best practices fundamental to combating fraud and complying with such legislation as the Bank Security Act and the Anti-Money Laundering Act.
One area the company has focused on in recent years is innovation, and a couple of years ago hired a chief innovation ofcer to help stay attuned to new products and concepts. Innovation training is a new service ofered to customer banks. “You hear a lot
“
” You hear a lot lately about innovating, but many businesses are still struggling with how to take real action. We’re applying it in practical ways, constantly looking for opportunities, products and concepts that could be of real value to community fnancial institutions.
JOEY QUINLAN, FNBB, INC. PRESIDENT & CEO
lately about innovating, but many businesses are still struggling with how to take real action,” says Joey Quinlan. “We’re applying it in practical ways, constantly looking for opportunities, products and concepts that could be of real value to community fnancial institutions.”
FNBB is committed to the success and future of community banking and realizes the key to its long-term success is the ability for community banks to acquire and retain younger customers and employees. With that in mind, it formed the Future of Banking Group, a group of FNBB employees under the age of 35. This group meets on a regular basis to
brainstorm, research, and collaborate on the challenges confronting fnancial institutions and has recently published a white paper on the subject of attracting younger customers.
Community banks must be able to compete with national and regional banks and Fintech companies. This is where FNBB steps in with services designed to help community banks maintain their competitiveness and support their communities as they take advantage of operating efciencies. “Because correspondent banking is our only business, banks view us as a noncompetitive partner,” says Pax Mogenson. “Through our correspondent services, com-
munity banks are better equipped to respond to the needs of their customers.”
FNBB will continue to be responsive to the needs of their shareholders and customers, providing the service they require to keep up with an evolving banking environment.
“They look to us to be subject matter experts and to provide services that help them remain relevant to their customers. That’s why we’re here,” says Joe Quinlan. While banking will continue to change, FNBB will not.
“Our commitment throughout the last 40 years has been and remains “Service Beyond Comparison,” he adds.
When we founded our Bankers Bank organization four decades ago, we unanimously agreed that our mantra and initial core value needed to be “SERVICE BEYOND COMPARISON.” This philosophical approach is one of the primary reasons for our early success in what has been a very competitive correspondent banking market arena in Louisiana and neighboring states. We not only believe in this philosophy, we practice it daily. Today, that core value remains to be one of the heartbeats of our company, and will remain forever. FNBB, Inc. and its subsidiaries have been blessed with many, many long-time and legacy correspondent banking friendships and partnerships which we value greatly.
JOSEPH F. QUINLAN JR.
Chairman
[ GONZALES ELECTRIC GATES ]
THERE ARE PLENTY of priorities competing for your attention on any given day, but the protection of your family and assets supersedes pretty much everything else.
Fortunately, near 100-percent protection is achievable, accessible and afordable for the home and business owner in the Baton Rouge area. A customized electric gate can provide the protection you need, while preserving, or even adding, to the value of your property. “A security camera doesn’t prevent a thing; it merely videos the people that just robbed you blind,” says Rod Braud, owner of Gonzales Electric Gates. “A gate prevents people from even getting on your property.”
And thanks to new technologies,
today’s gates can do more for less.
Nearly 75 percent of installations have some level of smart integration, and many incorporate live video feeds.
“Smart home integration with live feed video intercoms is becoming increasingly popular,” Braud says. “It enables the homeowner to view a person at their gate, and they can operate their gate from literally anywhere. It’s also becoming much more cost efective.”
Business owners are also attracted to the expanding capabilities of the modern gate, particularly those who have sites that are unmanned and need to be remotely controlled, sometimes from across the country.
The reliability of such technology has improved signifcantly in recent years,
and now with the availability of wireless point-to-point transmission capabilities, a gate can be controlled from literally miles away.
When it’s time to get a gate, though, it’s critical that a customer turn to a specialist, not a “jack of all trades” who does a dozen diferent things. It’s a niche industry, whereby each company must be licensed and regulated by the fre marshal. Employees also undergo a background check and several hours of secondary education to keep their license. “When it comes to the safety and security of your property, an average job is not what you want,” Braud says.
“ ” Smart home integration with live feed video intercoms is becoming increasingly popular. It enables the homeowner to view a person at their gate, and operate it from literally anywhere.
ROD BRAUD, OWNER
customer deals directly with me throughout the design, fabrication and installation process.”
All the gates at Gonzales Electric Gates are custom made, with literally nothing prefabricated. Their designs range from simple to high-end. “Each gate is handcrafted and locally made,” he adds, “and each
About 80 percent of the gates begin as a base model, which is then customized to meet the needs of the customer. “Once we determine what the customer wants, we provide them with a CAD drawing before it goes to fabrication,” Braud says. “They’ll know exactly what the gate will look like. In the process, they can add such things as puppy bars at the bottom, a video component to the intercom etc.”
Nearly 75 percent of installations have some level of smart integration, and many incorporate live video feeds.
The company’s certifed technicians regularly attend classes sponsored by the manufacturer to stay abreast of the latest in technology.
The quality is unparalleled. All the gates are fully welded and come with a lifetime warranty against sagging. A partner company in Walker fabricates and installs the ironwork, and Braud’s team installs the automation. “If anything needs to be fxed, it gets fxed for free,” he adds.
The company has four certifed technicians who regularly attend classes sponsored by the manufacturer to stay abreast of the latest in technology. “That’s important,” Braud says. “If a gate isn’t installed correctly, it could potentially become a safety hazard. We install safety devices as an additional precaution, and each gate is built according to specifc industry standards.”
Gonzales Electric Gates’ commitment to the customer is evidenced by their unbeaten track record of quality, security and satisfaction. There’s literally nothing they won’t do to make the customer happy. At the end of the day, if it’s conceivable, it’s doable.
Customized electric gates provide protection and can preserve or even add to the value of one’s property.
All the gates at Gonzales Electric Gates are handcrafted and locally made with nothing prefabricated.
[
Number one asset will always be its people and its ties to the community
COMMUNITY INVESTMENT IS at the heart of the Bank of Zachary.
The oldest chartered bank headquartered in East Baton Rouge Parish, the Bank of Zachary opened the doors of its frst location on Main Street in 1904 and has done business as the “Bank of Zachary Way” ever since.
“Our primary mission is to improve our community by meeting its fnancial needs and by being a responsible productive member of that community,” President and CEO Mark Marionneaux says. “Recognizing that the extent of our ability to enhance our community is dependent on our proftability, the bank has continued to reinvest in the communities we serve for years.”
While COVID-19 presented the banking world with many challenges, it also provided
community banks like the Bank of Zachary with remarkable opportunities through the federal PPP program. Community banks were able to show how reliable they were to their communities during a period of uncertainty and instability.
The bank opened a new Watson branch in 2020—its frst since the 1970s. The momentum led to the opening of an in-school bank branch at Central Private School in 2022 and two new full-service branches in St. Francisville and Central in 2023.
The Bank of Zachary also plans to open an in-school branch at Zachary High School this fall.
“We’re always looking for the right opportunity to share our passion for community banking ... banking the way that we do busi-
“
” As things seem to become more and more callous and impersonal in the fnancial services industry, we’re able to maintain a very loving culture and a more personal service experience for our customers.
MARK MARIONNEAUX, PRESIDENT & CEO
ness,” Marionneaux says. “If there’s an opportunity for us to expand into a neighboring community, we absolutely want to evaluate that. We’re not turning our back on any good opportunities.”
What defnes the “Bank of Zachary Way”? The bank’s four constituent groups—its customers, employees, shareholders, and community—are held in equal relation to one another, forming the basis of its corporate culture.
“Our primary diferentiator is the quality of our staf. They deliver our products and services to our customers in the most efcient way, but also in a very high-touch, caring, loving way,” Marionneaux says.
“The Bank of Zachary invests in its employees with training and development opportunities led by a full-time training ofcer—something of a rarity for community banks,” Marionneaux says. “The intentional efort to train employees results in a culture of continuous improvement and re-in-
vestment in not only our customers but also the communities the bank serves.”
“It’s our job to be good stewards of those employees and allow them to develop and grow,” he says. “If we’re fortunate and continue to do a great job, they’ll keep growing inside the Bank of Zachary. Since we’ve rapidly grown, there are lots of new opportunities being developed as we move forward.”
The “Bank of Zachary Way” also includes remembering the institution’s roots as a community bank dedicated to helping small businesses succeed. A key 2024 initiative includes evaluating the bank’s existing small business products to ensure that Main Street is set up for success.
“The locally owned small businesses are the fabric that holds strong communities together, and we’re proud to play a part in the health of our local business community,” Marionneaux says. “We are making sure we’re providing solutions that allow those employ-
ers to be as successful as they can be.”
The Bank of Zachary plans to continue the development of its digital products and services for customers and small businesses in 2024. The institution migrated its core to a new digital service platform in recent years and plans to continue exploring new competitive options for its customers.
But no matter how much growth the Bank of Zachary experiences, its number one asset will always be its people and their investment in the communities they serve.
“The quality of the people who work here makes a diference. The way they do business and the way they treat our customers is second to none,” Marionneaux says. “It’s refreshing that as things seem to become more and more callous and impersonal in the fnancial services industry, we’re able to maintain a very loving culture and a more personal service experience in the way we do business that transcends all issues that arise.”
1904
The Bank of Zachary opened the doors of its frst location on Main Street. It’s the oldest chartered bank in EBR Parish.
2020
The bank opened a new Watson branch—its frst since the 1970s.
2022
An in-school bank branch at Central Private School was opened.
2023
Two new full-service branches were opened in St. Francisville and Central, and there are plans to open an inschool branch at Zachary High School in fall of 2024.
SYNERGY IS THE theme of the year for the Port of Greater Baton Rouge. Through a partnership with the Port of New Orleans and a pioneering containeron-barge service initiated in 2016, the Port has not only demonstrated the tangible benefts of inter-port cooperation, but also charted a course for the future of the state’s maritime industry. This partnership, amid growing calls for enhanced collaboration among Louisiana’s ports, underscores the signifcant advantages of strategic alliances in driving economic growth, economic efciencies, and competitiveness on a global stage.
The container-on-barge service, which has rebounded from low water levels on the Mississippi River since 2022, has been a beacon of opera-
tional success. Facilitating the seamless movement of containerized cargo between the two ports, this initiative has leveraged the river’s strategic advantages, enhancing export capabilities and streamlining supply chains. The success of this endeavor is underscored by the expansion of the Port of Greater Baton Rouge’s container storage yard, now capable of accommodating nearly 1,800 containers—a testament to the growing demand of this service.
Beyond the immediate operational successes, this partnership exemplifes the broader economic and strategic benefts of synergy between
ports. The forthcoming Louisiana International Terminal (LIT) in St. Bernard Parish, spearheaded by the Port of New Orleans, is poised to further revolutionize container movement along the Mississippi River. This ambitious project, by signifcantly boosting the state’s container handling capacities, will impact the state’s and nation’s economy through job creation, enhanced trade capacities and increased global competitiveness.
“We’ve had a good working relationship with New Orleans in the past and believe our growth potential ties into the building of the LIT terminal,” says Port Executive Director Jay Hardman. “It will put the Mississippi River and the Port of New Orleans on the map as far as a container port and take them and the state of Louisiana’s economy well into the future.”
Scheduled to be operational by 2028, the LIT is expected to
generate 32,000 new jobs nationwide—18,000 here in Louisiana and 4,300 in St. Bernard Parish— as well as more than $1 billion in total new state and local tax revenue by 2050.
This Baton Rouge-New Orleans collaboration serves as a powerful case study for the potential of unifed eforts among Louisiana’s ports. In a landscape marked by calls for greater efciency, enhanced federal grant acquisition and the reduction of redundant services, the success of this partnership has not only yielded tangible benefts, but also highlighted the strategic advantage of a coordinated approach.
“We are poised to expand this service even further in the coming years,” says Port NOLA President and CEO Brandy D. Christian. “This is one more example of Port NOLA
working alongside our partners to provide innovative solutions for global supply chain disruptions while simultaneously honoring a commitment to sustainability.”
The evolving dynamics of global trade and the pressing need for sustainable, efcient maritime operations underscore the importance of visionary leadership and collaborative frameworks within Louisiana’s port ecosystem. The Port of Greater Baton Rouge and the Port of New Orleans, through their ongoing partnership, have not only set a precedent, but also laid the groundwork for a more integrated, cooperative future.
“If we work together as an association of ports, we can collaborate on grants and, ultimately, the establishment of America’s Marine Highway from Memphis to New Orleans,” adds Hardman.
“We are all strongly united, and we look forward to more collaborative eforts, both big and small.”
• During calendar year 2023, the Port of New Orleans marked 20,500 container moves by barge, the highest since starting the service in 2016 with the Port of Greater Baton Rouge and Ingram Marine Group.
• The partnership represents the largest container-onbarge network in the U.S. with connectivity to the nation’s heartland.
• The service reduced more than 1.3 million kg. of carbon dioxide (CO2) emissions and saved more than 130,000 gallons of diesel fuel in 2023.
• Container-on-barge moves containers by water rather than by truck on roads to reduce air emissions, moving an average of 30,000 twenty-foot equivalent units (TEUs) per year between New Orleans, the Port of Greater Baton Rouge, Memphis and St. Louis.
[ SYNC LIFE]
HER 18-YEAR career as a pharmacy owner, Angie Huf forged connections with her clientele, but also witnessed an alarming trend—a continuous rise in medication consumption coupled with stagnant health outcomes. Instead of getting better, many of her customers were stuck in a cycle of increasing medications and unwavering health conditions.
“Though I was conventionally trained (Doctor of Pharmacy), I knew in my heart there had to be a better way,” she says. “Traditional medicine can be fawed in ways, as it’s built around waiting for someone to get ill. It’s not proactive in keeping you well.”
Huf’s solution? Break the prescription/condition cycle with a proactive approach.
In 2016, she began crafting a new era in healthcare with SYNC Wellness.
In the infancy stage of her current practice, known as SYNC Life, Huf began SYNC Wellness with a focus on pharmaceutical-grade supplements
that she made available at her pharmacy. As COVID-19 accelerated the growth of her company due to the demand for expert guidance on supplements, SYNC Wellness expanded into a standalone facility.
Though SYNC Wellness’ supplements provided premium vitamins and minerals, Huf still felt there were missing pieces in Baton Rouge’s healthcare.
Recognizing the need for a more comprehensive care strategy, she delved into functional medicine, a biology-based approach focused on root-cause identifcation and disease prevention. In efect, functional medicine can proactively keep people well, assist them in leading healthy lifestyles and increase their vitality and longevity.
In 2023, Huf flled in those missing pieces, bringing her business to the next level. The result: SYNC Life.
Located of Old Perkins Road, SYNC Life is an integrative medicine practice
led by a seasoned team of medical professionals. Its comprehensive care spans an array of holistic services, from intravenous (IV) therapy and hormone optimization to professional-grade supplements and mild hyperbaric oxygen therapy.
Empowering patients to achieve their health goals, SYNC takes a personalized approach using advanced medical assessments like genetic testing to provide members with customized lifestyle plans based on their specifc needs.
Unlike the prescription/condition
cycle, SYNC is outcome-oriented and aims to make a measurable diference in patients’ health. One way it achieves this is through its Vitality Track, which measures 101 wellness biomarkers, followed by a detailed consultation to craft a personalized wellness plan. To ensure patient progress, SYNC conducts check-ins that provide patients with clinical reports that detail their health improvements.
YOUR
Huf emphasizes that there’s no “one and done” approach to your
health, which is why SYNC encourages patients to become members for longterm tracking and afordability.
“You’re not going to come to one appointment and learn how to improve vitality and longevity,” she says. “It’s a lifelong commitment. We want to see patients every three or six months to gauge whether the plan we’ve instituted is giving us the results we desire.”
With science-backed services, personalized plans and progress tracking—all provided by medical professionals—SYNC crafts the perfect
formula that empowers patients to achieve optimal health.
SYNC continues to gain a signifcant presence in the local medical community, with physicians increasingly referring their patients to the integrative practice. “We’re in an era where people are more informed about their healthcare,” Huf says. “They’re asking questions that traditional doctors either don’t have time to answer or don’t know. Together, we can create a more well-rounded and comprehensive approach to healthcare in Baton Rouge.”
[ MANCHAC HOMES ]
IT’S A RARE thing indeed when a contractor remains friends with a customer at the end of a project. There are just too many unexpected surprises during construction that can, and often do, tarnish a relationship. That is, perhaps, what makes Russell Alleman most proud. He has built more than 60 high-end luxury homes since the founding of Manchac Homes, yet he remains friends with nearly all his former clients.
He gives credit to his company’s transparency and heightened project awareness. “My clients need to have that transparent data at all times,” Alleman says. “Every Thursday morning, they get an ofcial fnancial report on their project … but at any time of day they can also log into our client
portal to see real-time information.”
Quality in craftsmanship is vital in the luxury homebuilding market, so Manchac Homes maintains only a select number of clients at a time. Many of them have already been through a bad experience or two with contractors on previous home building projects, and they desire a diferent outcome. “Their home becomes my baby,” he adds. “I treat it as my own home. I make sure to focus on these clients and their homes and get a product that everyone—me, my team, clients, subcontractors and vendors— are proud of, and are glad to have been a part of afterward.”
Manchac Homes provides complete turnkey services to clients, even
helping them locate a good lot or a reputable architect or interior designer if needed. During each project, they manage a team of qualifed, seasoned contractors while keeping an eye on the big picture. Customized software manages the interrelationships of every task. This provides immeasurable benefts, as they can swiftly react when unexpected obstacles threaten the timeline.
It has proven to be a winning formula. Manchac Homes has established a stellar reputation for building personal high-end luxury residences in communities such as The Country Club of Louisiana, Highland Road, LSU Lakes, University Club, Rouzan, Laurel Lakes, Long Farm, Lexington Estates, Carriagewood Estates, Pelican Point and River Winds.
Nevertheless, Alleman continually strives to improve the customer experience. In the last year, he has delegated more authority to his team members to provide him with more time to focus on the overall client experience. Through these newfound efciencies, Alleman has heightened the customer experience even further. Manchac Homes is now expanding its high-end portfolio of services to the North Shore, with their frst project in Mandeville well under way. It’s a particularly promising area that supports a vibrant building market for high-end clientele with only a small number of luxury home builders.
Alleman is deeply committed to the advancement of the home building industry. He was recently appointed to the board of directors for the Louisiana Home Builders Association and is a Louisiana delegate for the National Association of Home Builders.
He embraces community over competition and seeks to share his insights and “lessons learned” with others. In the process, Alleman wants to provide opportunities for other like-minded construction enthusiasts to beneft from his experiences—both good and bad—while forging vital bonds.
“I love this industry,” Alleman says, “and want it to thrive. By helping others, it’s my hope that I can create a more sustainable and lucrative industry for all home builders.”
Manchac Homes has built personal high-end luxury residences in communities such as The Country Club of Louisiana, Highland Road, LSU Lakes, University Club, Rouzan, Laurel Lakes, Long Farm, Lexington Estates, Carriagewood Estates, Pelican Point and River Winds.
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AS BUSINESS MODELS GO, it would be hard to fnd a more shining example of success than Melara Enterprises. Founded in 1982 as a community business journal, it has evolved into one of the South’s leading multi-media corporations, ofering marketing services, leadership training, content strategy, video production, business analysis, digital marketing, website development, performance tracking, and much more.
Yes … all of these data-driven services are housed under the Melara umbrella. And the list is not surprising considering the fact that owner and founder Julio Melara is motivated by innovation, adept at recognizing opportunity, and has always had a keen eye on the changing media landscape.
The company’s staple brands— Business Report, 10/12 Industry Report, 225, and inRegister—are all national award-winning magazines with broad audiences and loyal readership, but digital media has long
been reshaping the way information is consumed and delivered, and Melara Enterprises has been on the leading edge of that trend.
In 2021, Melara developed a marketing division, StudioE, to provide clients with deeper solutions and direct access to the company’s in-house marketing experts, creative services, digital operations team, and media brands. StudioE ofers value that few others can, thanks to a multifaceted framework built on fexibility, scalability, and a best-in-class experience.
“When StudioE launched, we positioned ourselves as a content studio that could help clients ‘tell their story,’ but based on client demand, our focus today is on communication, content and ‘creative backed by data,’” says StudioE Director Taylor Gast. “Once we have an understanding of a company’s demographics, pain points, interests and behaviors,
we can create a strategic marketing plan complete with measurables.”
In July of 2023, Melara Enterprises acquired Launch Media, tripling the company’s capabilities for video production and making it possible to amplify client campaigns on a host of platforms, including websites, apps, newsletters, ads, infographics, blogs and social media operations.
Leadership Academy is another game-changer that has helped rising professionals take their leadership and their organizations to the next level. Launched in 2017, it was such a success that business leaders asked for more career-enhancing programs, which are known for their national guest speakers, energetic formats, and fresh perspectives. Today, Leadership Academy has more than 500 alumni. Additionally, a Sales Academy was established with the goal of helping clients sharpen their
sales skills, boost their confdence, and build stronger relationships. In 2022, Melara Enterprises began ofering custom training for corporations with a focus on management alignment, leadership development, and other professional development skills.
“I think people are surprised at the extensive range of services we ofer,” says Chief Digital Ofcer Erin Pou. “But we are always looking to grow and serve our clients’ needs. For years, customers have partnered with our media brands for advertising. Today, they come to us to build comprehensive sales and marketing plans to attract new business, retain customers, and position their company for future growth locally or on a national level. The key is having the client identify what success looks like and then mapping the journey together.”
For businesses and organizations, Melara Enterprises ofers comprehensive digital marketing services that begin with a thorough client need analysis as the foundation for a customized solution. Campaigns are deployed and optimized with transparency to guarantee results above industry standards. Key products include dominant display, local SEO, device ID, native advertising and retargeting.
With a dedicated team for research and data analysis, we can assist with market strategy, planning, brand development, audience development, channel planning, lead generation and building critical connections.
The well-established, award-winning brands that are a part of Melara Enterprises uniquely provide advertisers and sponsors highly targeted, loyal and daily engaged audiences in both the B2B and B2C markets on a variety of platforms.
Melara Enterprises produces and hosts multiple live events that have emerged as essential community experiences: Power Breakfast, Business Awards & Hall of Fame, Infuential Women in Business, Best Places to Work, Business Symposium, Best of 225, Strictly Business and more.
As a publishing company with diverse expertise in content production and deployment, we are a one-stop shop for your content creation and management needs. Storytelling, graphic design, video, photography, custom publishing, branding, signage, website and app development, social media, digital publishing and marketing, blogs and newsletters, AI content are just some of the services we are able to provide.
White papers. Promotional brochures. Commemorative books. Sales collateral. Native advertising. Signage. We provide end-to-end services in both print and digital.
Melara Enterprises ofers end to end service in videography, from a detailed discovery of your needs and performance goals to storyboarding, scriptwriting, casting and crew, animation, motion graphics, flming, editing, and deployment. With our own dedicated studio, we also ofer webcast planning and management, as well as audio and podcasting services.
Get executive training for rising leaders in your company or organization through the Business Report Executive Leadership Academy, ofered in the spring and fall. Our Selling Academy, ofered periodically throughout the year, ofers comprehensive, customized training designed to grow your next generation sales force. We can also provide a customized development solution for your enterprise.
SUNSHINE PLUMBING & Backfow Prevention, Inc. carries a family legacy and a logo guaranteed to bring a smile to your face.
Founded in 2008 by fourth-generation plumber Dirk Payne, Sunshine Plumbing vehicles are known as “duck trucks” for the bright yellow duck logo emblazoned on the side. The duck is modeled on Dirk himself with a spiky hairstyle and ever-present sunglasses.
“I was in Washington, D.C. for a lobbying event for the plumbing industry with the Plumbing Heating Cooling Contractors Association, and I saw just a plain white plumbing van with a small rubber duck on the side of it. I can’t tell you why it stuck with me,” Dirk says. “So when I started my business, I wanted a six-foot rubber duck on the side of my trucks. It’s one of the greatest things that we’ve come across as far as marketing.”
Sunshine Plumbing provides basic health services, small remodels, and sewer/drain cleaning in the Baton Rouge area. Dirk strives for his employees to be the most knowledgeable, cleanest, best-dressed plumbers in town.
“When we do a job at your house, you’re not going to have to clean up after us,” he says. “We will scrub your bathroom before we leave. All our guys are vetted. Everybody’s background is checked. We keep well-stocked trucks so we have all the parts necessary to make repairs. And of course, we have the cool duck shirts.”
Trained by his father, Dirk started Sunshine Plumbing with one truck and successfully grew the business to a four-truck feet with an independent shop. Then the Great Flood of 2016 struck, bringing in eight feet of water that completely destroyed Dirk’s Central home and his Baton Rouge business.
“We didn’t work for about three or four months because we had no way to work. We had no trucks, nothing,” Dirk says. “It took us all the way back down to just me and my son, just a one-man shop.”
The COVID-19 pandemic and worry for his family provided the momentum necessary for Dirk and his son Cody Payne to start growing the business beyond a one-truck operation once again.
“I have two autistic children. Who’s going to take care of them?” Dirk says. “My oldest son Cody is my service manager … we had a sit-down talk and we dropped the hammer.”
Sunshine Plumbing got a reboot in 2020, growing from a single-truck operation to seven trucks with 14 employees. Its mission is to be the premier plumbing company in Baton Rouge. “We stand behind our work. We give the longest warranties out there for our industry and that’s one of the things that separates us from everybody else,” Dirk says. “We truly believe in the integrity of our work and integrity comes with a great warranty.”
“Sunshine Plumbing got a reboot in 2020, growing from a single-truck operation to seven trucks with 14 employees. The company was named National Residential Plumbing Contractor of the Year by Plumbing & Mechanical Magazine in 2023.
Part of that confdence comes from the culture of continuing education Sunshine Plumbing has put into place twice per week before employees head out to job sites. Dirk estimates the average employee will receive approximately 100 hours of education each year to better their craft.
“All the guys really do enjoy it because craftsman like to learn their trade better,” he says. “Everybody’s looking for that next thing that separates them from the other guys.”
Sunshine Plumbing was named National Residential Plumbing Contractor of the Year by Plumbing & Mechanical Magazine in 2023.
”The company also bought the commercial space it has been operating from for the past several years—a step Dirk hopes will lead to future expansion.
Looking forward, Dirk plans to maintain 40% business growth and add two new trucks to his feet each year. He also plans to add an AC division to Sunshine Plumbing’s service oferings in 2024.
“We’re hoping this will take us to the next level of business growth, which also requires the next level of business management to better run this team the way we want to.”
Sunshine Plumbing’s team is comprised of licensed, bonded and insured plumbers with more than 40 years of experience.
Launch Media is an award-winning visual communication and video production company. We create dynamic visual experiences and content, helping our clients achieve success with moving images. We’re ready to work with you from concept to distribution to create impactful visuals for your business.
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BOARD CERTIFIED ORTHOPAEDIC surgeon Craig Greene has not only spent his life helping South Central Louisiana patients with arthritis, bone, and joint issues; he also serves his fellow Louisianans as Louisiana Public Service Commission (LPSC) District 2 Commissioner and Chairman of the Commission.
After winning a special election in the fall of 2017 to fll an unexpired LPSC term, Dr. Greene was re-elected for a full term in the fall of 2018, served as chairman of the Commission in 2021, and was elected LPSC representative to the Organization of MISO States. With his current term closing at the end of this calendar year, Dr. Greene is running for another six-year term with a continued focus on citizens’ democracy.
“I frmly believe that citizens who care should serve in politics when pos-
sible,” says Dr. Greene. “It makes a huge diference to have average citizens in ofce rather than career politicians.”
Dr. Greene fnds strong, rewarding parallels in his roles as LPSC District 2 Commissioner and orthopaedic surgeon, including listening to issues, getting an idea of patients’ and constituents’ current problems, and trying to navigate conversations toward realistic solutions that will be good for everyone. “I see a lot of people who tell me, ‘My knee hurts
and my electric bill is too high,’” says Dr. Greene. “I say, ‘Okay, let’s diagnose both.’”
As a public commissioner, he studies resilience, with a goal of fnding the most customer-centric options possible. “I am running for re-election because I want to see through the things I’ve started, like resiliency and solutions focused on the customer,” he says. “I’m passionate about working for a better Louisiana, not just during my election cycle, but for 30-50 years from now
when I’m not here anymore.”
The concept of citizens’ democracy has been ingrained in Dr. Greene throughout his life, with his grandfather serving as mayor while having a full-time job with the railroad, and his veterinarian father serving as a twotime state senator.
“Dad taught me about servant leadership and that it often comes at a sacrifce, but is worth it to further our society,” says Dr. Greene, who ascribes to the quote, ‘All it takes for evil to triumph is for good men to do nothing.’
“Hopefully, my children see that their dad prays for wisdom and vision, and that I try to fnd my constituents the best possible solutions for the least amount of money,” he says. “Empathy is the most powerful emotion on the planet, and it’s important to me that they see that I prioritize making a difference over making a living.”
[
By focusing on the process, GCOP remains at the top of its game
MUCH LIKE LOUISIANA’S premier collegiate and professional athletic programs, Gulf Coast Ofce Products knows the importance of teamwork when striving toward a goal. They also know how challenging it can be to maintain that same level of intensity once they’ve achieved success. “It’s hard to win the Superbowl, but it’s even harder to repeat the next year,” says Trey Beall, president of the company.
Beall says the key, whether in sports or the business world, is consistency in the process. “We’re not so much focused on the end number,” he adds. “If we take care of the customer, they come back, they’re loyal and everybody wins. The rest takes care of itself.”
Gulf Coast’s employees are treated like family. That’s why the number of employees with more than fve years of service has exploded from 32 to 74 over the last decade. Even their delivery drivers have been with the company for well over 10 years.
Their customers are the benefciaries, as they’re usually doing business
with a familiar face. “We have a lot of boots on the ground,” Beall says, “so we can normally be in a customer’s ofce in a couple of hours to fx any problem. If you can’t scan, print and copy, you can’t run a law frm or an urgent care center. It’s detrimental to your business.”
Gulf Coast Ofce Products’ overriding goal is to provide a “fve-star
experience” for the customer. Every step of the process is conducted in a professional manner, right down to the receptionist answering the phone. Being a single-line dealer of Ricoh printers and copiers makes it possible to continue that professionalism and efciency during the service experience.
“Our guys are going out and looking at the same manufactured product on every call,” Beall says. “And we have all
the parts here on the shelf.” It has been an indisputably successful formula. Gulf Coast Ofce Products has become an indispensable resource, as they’ve diversifed way beyond copiers since their creation back in 1977.
These days, they’re more integrated into a client’s workfow, enabling them to print, copy, email and manage documents from the cloud. They can be fully connected to any network, with pre-trained technicians on staf ofering local expert service.
While the main artery of the business continues to be traditional black and white and color copiers that print, scan and fax, the company is much more than that. GCOP ofers software and other services to enable them to store documents in the cloud for document retrieval. They also supply equipment such as interactive whiteboards. And they’re not standing still. As Beall puts it, “Our customers’ needs are evolving, so we’re always ready to revise the game plan when necessary.”
WHEN A MAIN water line ruptured in Bogalusa on a recent morning, the phone at Southern Underground of Louisiana rang with a plea for help. More than 400 homes in the Washington Parish city were without water, and repairs needed to be made quickly.
Within an hour, Zachary-based Southern Underground had a crew— including the company’s founders—on the way to fx the broken line and restore service.
It’s just one example of Southern Underground’s commitment to putting all hands on deck to help clients in their time of need. A utility contractor specializing in water, gas and sewer lines, drainage and sewer treatment facilities, the company works with everyone from industrial giants on expansion projects to developers building new residential communities to local municipalities that keep Southern Underground on speed dial for infrastructure emergencies.
“Our company has grown, but we’re still the tight-knit company that we’ve been since we were founded in 2015,”
says Business Development Manager Austin Bryce. “The owners still answer the phone. We’re all here whenever our clients need us.”
Owners Luke Bennett and Bryan Hodges started Southern Underground out of a desire to bring more efciency to their feld. Bryce notes that the
company is young … it was founded less than a decade ago, and many stafers are in their 20s, 30s and 40s. That has proven to be an advantage.
“We are ahead of the curve,” Bryce says. “We’re ahead of a lot of the industrial changes. We’re up to date on technology and some of the more
advanced equipment. Our machinery is newer.”
Southern Underground’s range of services and roster of clients has expanded over the years. The company has increased its industrial presence signifcantly, taking on projects with big-name clients such as Honeywell, Chevron, Dalley Tower and Entergy.
One thing that has attracted customers near and far is a specialty drilling rig. “It gives us the capability to do large-scale drill shaft installation,” Bryce says. “Whenever somebody’s looking for this service, we are one of few contractors that can do it.”
Customers are impressed by Southern Underground’s timeliness, expertise and professionalism.
“Safety, understanding the job, getting in and getting everything done, leaving no trash left behind—those are big things that set us apart,” Bryce says. “It’s why we get a lot of repeat business. One of our industrial clients has been a repeat customer for six years with over 45 completed projects all over the United States.”
WHEN LOCAL RESIDENTS think of Capital Area Transit System (CATS), it’s likely they envision the large buses cruising the streets of Baton Rouge. But CATS is more than buses; it’s about connecting people to what matters— through transit solutions that cater to their needs.
One such game-changer is LYNX by CATS’ microtransit service. Launched in June 2022, LYNX redefnes convenience with a user-friendly app enabling ride requests. Within 15 to 20 minutes, a van arrives to transport passengers throughout the Baker area. CEO Theo Richards acclaims LYNX’s success, with more than 100,000 rides and poised for expansion.
Beyond Baker’s confnes, LYNX links critical destinations like Southern University and Lane Regional Medical Center, bridging gaps in accessibility. Seamlessly connecting riders to Baton Rouge’s broader bus network, it’s a lifeline for those who rely on public transit.
Complementing LYNX is CATS on Demand, a system for riders with dis-
abilities or mobility constraints. With a simple application process and a phone call, users access tailored transportation to vital locations, from medical appointments and grocery store runs, to work and school. Richards
emphasizes their mission: ensuring no one is left behind in accessing essential services.
Yet the impact transcends mere mobility. It’s about empowerment. Take the Baker resident who credited
LYNX for clinching a job interview, a testament to its transformative potential. Such services aren’t just about getting from A to B; they’re catalysts for personal growth and economic prosperity.
Moreover, afordability underscores CATS’ commitment to equitable transit. With fares mirroring regular buses, at $1.75 per trip, fnancial constraints don’t hinder access. It’s about leveling the playing feld, ensuring everyone can participate in the city’s opportunities.
CATS’ initiatives go beyond transit. They’re engines of change, propelling communities toward a brighter future. By democratizing access to mobility, they foster a cycle of progress in which individuals thrive, businesses fourish, and communities prosper.
CATS is a beacon of inclusivity and empowerment. Through LYNX, CATS on Demand, and similar initiatives, it’s rewriting the narrative of public transit, one ride at a time—because in Baton Rouge, everyone deserves a seat on the journey to success.
THE WEST BATON Rouge Parish Chamber of Commerce stays busy balancing the needs of industry, small businesses, and the community. 2023 brought announcements of three industry expansions and a new ExxonMobil project, demonstrating that interest in West Baton Rouge Parish has never been greater.
“West Baton Rouge is kind of a hidden gem because we have the Port of Baton Rouge, which is one of the top fve busiest ports in the Gulf,” says Executive Director Anna Johnson.
The Chamber also monitors federal and state legislation that may infuence its industrial corridor and educates the public regarding any changes, including potential environmental and economic impact.
“We like to keep the community engagement level high and keep everybody in the know. We stay transparent with what’s going on,” Johnson says. “It can be easy for things to get misconstrued, especially within the industry and pulling the lever in the race to net zero.”
Like many other organizations, the
COVID-19 pandemic presented major disruptions and new opportunities, such as a new business model that has yielded positive results for the parish. The Chamber’s annual Small Business Summit grew from a business support group to a high-profle event that boasts attendees from
across Louisiana, even hosting a panel for gubernatorial candidates to discuss their plans for small business. In the two years since the event began, the Chamber has helped 47 small businesses qualify for state grants, loans, or incentives they weren’t aware they were eligible for.
“A lot of our business owners get frustrated when they’ve got to deal with all the red tape. And that’s where we step in and say, ‘Come sit with us. We’re going to help you get through this,’” Johnson says. “That’s the staple of what I want our legacy to be at the Chamber—that businesses can say we helped them. We did this together.”
Johnson anticipates more expansion and new projects on the horizon for West Baton Rouge Parish in 2024. The Chamber helped break ground on a Career Academy in Port Allen in January. Supported by a Reimagine Grant awarded to the parish in 2022, the academy ofers dual enrollment to approximately 70 students and is scheduled to be completed in May.
“We continue to support the community while exploring evolving markets like renewable energy or permanent capital, expansions, growing small businesses, and supporting industry,” Johnson says. “Those have really been the hallmark of what the Chamber has been for the last 50 years.”
For 25 years, Mestizo has blazed its own trail
IT’S NO SECRET that the food industry has undergone a radical transformation over the last 25 years. People have more educated palates these days, thanks to television and social media, and they’re willing to try more non-traditional dishes and experiment with new ideas.
That’s been a good thing for Jim Urdiales, as his decidedly unique Mestizo Louisiana Mexican Cuisine was a bit ahead of its time when it opened its doors in 1999. In the early days, some of his customers were hesitant to accept his unique take on Mexican cuisine. “They didn’t understand that I was trying to tell a diferent story,” Urdiales says. “But people today are more educated about food and are willing to explore new options.”
“My menu is not like anyone else’s,” he adds. “It’s a fun menu that tells the full story of Mexican cuisine. Most people just get the Tex-Mex side of the story, but we show them that it’s a beautiful, complex and gourmet experience.”
Urdiales gave the restaurant its name—Mestizo means “of mixed blood and two cultures”–in honor of his own Acadian French-Mexican heritage. His grandfather migrated from Mexico to open a restaurant in Lake Charles, then four of his children opened their own
Mexican restaurants in the years that followed.
As for Urdiales, he wasn’t entirely sure that he wanted to follow the same path. After he graduated with a degree in marketing from LSU in 1993, he landed a job at the Hilton in New Orleans. But after two years of working in the kitchen there, he wasn’t convinced that the restaurant industry was for him.
“I told my dad that I wanted to cook for his restaurant in Baton Rouge to see if that’s what I was meant to do,” he says.
At frst, it seemed it wasn’t. He was rejected twice by prominent restaurants in the area. “I remember that I
was chopping onions when I got my second rejection letter,” Urdiales says. “It was at that moment that God came in my head and told me that I needed to open my own restaurant, and that later he would tell me why. It was a spiritual thing.”
Of course, it wasn’t always smooth sailing in the years that followed. There have been plenty of storms, both fgurative and literal, that have befallen Urdiales’ Acadian Thruway restaurant. But each time—whether it be after a food, hurricane or pandemic—he pivoted and came back stronger.
Difculty and challenges, in fact, have become an integral part of the Mestizo story. It was a negative blog
review that opened Urdiales’ eyes to a new movement that would eventually take Baton Rouge by storm. “In 2008, a vegetarian food blogger just ripped me to shreds,” he says. “I remember thinking how unfair that was. After all, we weren’t a vegetarian restaurant. But as I was editing the next menu, I decided to add a couple of vegetarian tapas to see how they did.”
Urdiales is indebted to the blogger, as it forced him to recognize a niche in the market that wasn’t being served.
“Today, much of my menu is on the cleaner, healthier side,” he says.
Paying attention to what his customers want is critical, so Urdiales keeps the Mestizo menu fresh and relevant, most recently adding food bowls, vegetarian and Keto options.
He has also expanded the full-service catering side of the business, which has become an increasingly popular choice for corporate lunches or of-site events such as weddings and rehearsal dinners.
As he develops the new menus each year, he never shies away from experimentation.
“Being a smart business owner means not being afraid to try new things.”
SINCE 1985, ACCESS Sciences Corporation has distinguished itself as a leading consulting and managed services frm based in Houston, TX. An employee and woman-owned enterprise with a strategic workforce in Baton Rouge, as well as Oregon, New Mexico and Arizona, these industry experts are dedicated to architecting, building, and sustaining information management strategies and solutions that empower clients to extract maximum value from their information assets.
This summer marks a signifcant milestone for the Access Sciences team in Baton Rouge as the company celebrates its 20th year of collaboration with the State of Louisiana, ofering unparalleled Information Management services with a focus on Records Management Operations. Over the years, Access Sciences has developed long-term, managed service relationships with several key state agencies, including the Department of Environmental Quality (DEQ), Department of Transportation and Development (DOTD), Ofce of Technology Services (OTS), Louisiana
Department of Health (LDH), and Coastal Protection and Restoration Authority (CPRA). This longstanding partnership strengthens Access Sciences’ commitment to enhancing information management systems across various sectors within the state.
Currently, Access Sciences boasts a dedicated team of 34 employees working on agency projects, with an upward trajectory. This growth underscores the company’s expanding role in supporting Louisiana, and contributes to job creation in the Baton Rouge
community.
“Access Sciences is proud of its partnership with Louisiana state agencies over the past two decades, helping them achieve their missions and serve their constituencies through better management of their information assets,” says President and CEO Steve Erickson.
Beyond its work with state agencies, Access Sciences is also a major player in the private sector, managing engineering information across capital projects for some of the largest and
most complex Petrochemical, LNG and Semiconductor frms in the Gulf coast region. This diversifcation of projects demonstrates the company’s capability and adaptability across key strategic industries.
In response to their continued growth and to further solidify their commitment to the Baton Rouge area, Access Sciences is set to open a permanent, new ofce in Baton Rouge in April. This expansion is a testament to the company’s success and its intention to deepen its roots in the region, providing local businesses and state agencies with top-tier information management services.
As Access Sciences looks to the future, it remains steadfast in its mission to ‘Tame Information Chaos’ by creating a strategic path to not only make information digital and fndable, but to make it usable and valuable.
And the opening of the new Baton Rouge ofce marks a new chapter in the company’s history, as well as reaffrming its dedication to contributing to the local economy and enhancing the community it serves.
SINCE ITS ESTABLISHMENT in 1973, the East Baton Rouge Council on Aging (EBRCOA) has been dedicated to supporting senior citizens in upholding their independence through a comprehensive range of programs. As the demographic landscape of America undergoes a notable shift towards an aging population, the demand for these invaluable services has surged. Recognizing this evolving need, EBRCOA has risen to the challenge by enhancing its facilities and expanding its oferings.
With a network of 23 senior activity centers strategically situated across the parish, including the recently inaugurated, cutting-edge Lotus Center in downtown Baton Rouge, as well as newly opened sites in Central and Zachary, the agency remains at the forefront of providing essential resources. At these centers, seniors enjoy nutritious meals, engage in ftness and wellness activities, and receive critical information through educational seminars. Additionally, EBRCOA administers the Meals on Wheels initiative, ensuring that frozen meals and staple items are delivered
to those in need.
Recently, EBRCOA has witnessed a remarkable 40% increase in program participation, with senior centers and Meals on Wheels emerging as particularly sought-after services. In the 2023 fscal year alone, over 1.2 million meals were served, highlighting the vital nature of these services. “As the senior population continues to grow exponentially, we are cognizant of the
evolving needs of our constituents,” says Angell Kennedy, Chief Marketing and Information Ofcer of EBRCOA.
“Our commitment to innovation and expansion is unwavering as we strive to meet these demands head-on.”
In addition to its existing programs, EBRCOA is spearheading initiatives in the realm of housing. The Lotus Village, comprising 116 afordable units, in close proximity to The Lotus Center,
embodies a vision of aging-in-place, providing seniors with the opportunity to reside in a supportive environment tailored to their evolving needs.
Looking ahead, a new senior living community, The Lotus Village at the Lakes, is set to grace the Baker area, featuring garden cottages complemented by a senior activity center. These developments accentuate their steadfast commitment to enhancing the quality of life for seniors across our community.
Tasha Clark-Amar, CEO of EBRCOA, stresses the broader societal benefts of these endeavors, asserting that fostering wellness, social connections, and independence among seniors ultimately enriches the entire community.
“In addition to addressing immediate needs such as housing and food security, our programs foster social inclusion, mental well-being, and cognitive vitality among seniors,” says Clark-Amar. “It is imperative that we cultivate an environment where our senior population remains engaged, active, and vibrant.”
A RELIABLE POWER grid is fundamental to economic and community vitality.
That’s why Entergy Louisiana prioritizes investments that enhance dependable service and minimize disruptions to the electric system for households and businesses. This also reduces vulnerabilities for the state’s large industrial base and critical infrastructure, including emergency services, healthcare facilities and local law enforcement, for example.
Through a robust program of ongoing maintenance, upgrades and proactive measures, Entergy’s commitment to reliable service supports economic growth and the safety and security of local communities, says Steven Benyard, Entergy’s vice president of reliability in Louisiana.
“We understand that, especially after a storm, restoring power quickly allows people to get back to their daily lives by returning to work or supporting their communities and spending time with their families.”
Entergy’s data-driven inspection and maintenance program analyzes historical outages and leverages new technologies to identify infrastructure needing repair, replacement or upgrading throughout the year. This
process enables Entergy to target resources and maintenance where it’s most needed, enhancing system-wide reliability.
Upgrading generation, transmission and distribution infrastructure, including modernization and adopting cutting-edge engineering-design and materials standards, fosters system reliability by adapting to changing weather and environments. For example, parts of the system most susceptible to tropical systems are now designed to withstand up to 150 mph winds.
Vegetation management also plays an increasingly prominent role in reliability, especially considering
that parts of Louisiana are heavily wooded and severe weather can occur year-round.
Advanced technology, including smart grids and equipment like reclosers and trip savers, provide instantaneous detection of system damage or disruption and facilitate quicker restoration of power. Automated processes also can reroute power, minimizing the number of afected customers.
“Instead of a fault impacting an entire circuit, we can pinpoint where the damage is, minimize the number of afected customers and restore power much quicker,” Benyard says. “It’s an improvement in overall system performance and reliability.”
Enhancing reliability also involves maintaining a diverse power generation portfolio that includes sources like natural gas, nuclear and renewables like solar. The importance of a diverse portfolio was seen during recent extreme winter weather.
“We were able to keep the lights on without performing any load shed because we have a diverse system of generation that we can rely upon,” Benyard says.
Working toward a more reliable and resilient future is also critical to meeting future load demand from continued regional growth.
While Entergy provides power to Louisiana-based customers, its operations have global impacts, given the state’s natural resources, critical infrastructure and pivotal position as a key pipeline for the world economy.
“Reliability is important not just for residents who live here, but for the world,” Benyard says. “When we have a storm, we strive to get the lights on faster and make sure folks can get back to their business quickly because when they’re down, it’s not just the local economy, it’s the world that feels that. That’s why our reliability programs are so important.”
[ LOUISIANA POLICY INSTITUTE FOR CHILDREN ]
A LOT HAPPENS between a child’s birth and their fourth birthday: for example, learning to talk and walk, discovering the world around them, and developing their own personality. It’s a critical time of growth for children—and their parents—who often lean on others for help. The Louisiana Policy Institute for Children (LPIC) provides and advocates for research-backed policies that support the state’s youngest residents and those who care for them.
The institute was founded in 2014 by Melanie Bronfn, who saw a need for a nonpartisan, nonproft source of research and data on issues afecting babies through 4-year-olds along with their families and care providers. Since then, LPIC has made signifcant strides. Louisiana now ofers $87 million in assistance to help ensure access to quality childcare, and the state ranks in the top 20 nationally for accountability of how those dollars are spent.
Childcare matters for adults, too. Louisiana’s economy loses $1.3 billion a year due to access problems. That number comes from parents’ inability to take full-time jobs because they can’t aford childcare.
“It’s a two-generation approach,” Sonnier says. “It’s a workforce-of-today issue because parents have to go to work, and they need to know that their little people are receiving a quality education in safe and healthy environments. It’s also a workforce-of-tomorrow issue. Currently, in Louisiana, 70% of children entering kindergarten are not ready to interact with kindergarten materials. They’re already starting behind.”
Research from the institute has helped shape those policies. It continues to aid leaders’ decision-making through unbiased data on key issues such as how to keep childcare centers open during COVID and the need for pay raises for providers.
The organization emphasizes the importance of early childhood education. Providers are “brain architects,”
not babysitters, says Libbie Sonnier, who has led the institute since 2019. Because 90% of the brain is developed by age 4, the caregivers and teachers a child encounters early in life have a lasting impact.
Getting them ready starts early, Sonnier says. One way the institute is helping is through the Geaux Far Louisiana coalition, which is championing fve pillars toward creating a unifed childcare system in the state. For more information about LPIC and what it is doing for our state’s youngest learners, visit www.policyinsitutela. org.
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AS A TRUSTED IT solutions provider in the government, education, and medical markets, Lockstep Technology Group helps connect, protect and empower clients with their data.
From reliable wired and wireless networks to tailored cloud-based solutions and virtual private networks, Lockstep customizes advanced networking solutions to meet each client’s unique needs. This includes developing a complete disaster recovery or business continuity plan, which is vital in a region where weather events can afect connectivity.
“We’re good at protecting our clients’ data because that’s critical,” says Molly Evans, Vice President of Sales. “Connectivity and backup aren’t just services we provide; it’s how our clients collaborate, communicate and achieve their goals. It’s the cornerstone of success in today’s digital world.”
In an ever-evolving landscape, cybersecurity remains a paramount concern for all organizations. Not only can sensitive information be leaked, but it can also result in lost time and revenue. With threats like ransomware growing increasingly complex, the
solutions needed are also continually evolving.
In the past it was as simple as deploying a frewall, but now multiple products, full time analysts, and employee training are needed to protect your organization from attacks,” Evans says, adding that internal threats such as clicking on harmful links continue to be a common vulnerability.
Still, simply having multiple cybersecurity products is not enough for protection; vigilant monitoring is essential. With security threats changing in real time, Lockstep’s team
of “threat hunters” is dedicated to researching the latest threats and responding to clients’ cybersecurity alerts.
Through its Security Advisory Service, Lockstep ofers a comprehensive assessment of an organization’s network vulnerabilities and potential risks. They develop an action plan for prioritizing and addressing these concerns, which Lockstep presents to executive-level decision makers.
“We deliver a service that helps you leverage the tools in your environment to their fullest potential,” Evans says. “We don’t lead with a product; we
work to understand the client’s current environment and business goals, ensuring our solutions drive success.”
Moreover, Lockstep empowers organizations by providing a wide range of endpoint solutions, including laptops, interactive panels, and IoT devices like cameras and smart sensors. These devices play a crucial role in enhancing operational efciency, streamlining processes, and improving overall business outcomes.
In an ever-evolving digital landscape, Lockstep stays a step ahead of the trends, ofering innovative solutions to safeguard their clients’ data and ensure their success in today’s dynamic world.
With a strong presence across the Southeast and three decades of service in Baton Rouge, Lockstep combines local expertise with advanced technical resources to deliver top-notch service. “We can think big and deliver local,” Evans says. “We’re a good ft whether you need experts to supplement your internal IT team or you need us to be your complete managed solutions provider.”
LIKE MANY INDUSTRIES, construction has evolved signifcantly in the past few decades. Ken Naquin, who has been with Louisiana Associated General Contractors since 1979, has witnessed those changes frsthand.
“We didn’t have computers. We didn’t have cellphones,” says Naquin, who has served as LAGC’s CEO for the past 17 years. “Everything has changed so dramatically in the industry that, today, a project engineer or superintendent often doesn’t use paper plans. They have a laptop. Everything is digital now. Many projects use drones.”
The organization Naquin oversees has helped contractors across Louisiana navigate technological advances along with shifting government regulations, insurance issues and more. Its membership includes nearly 700 construction frms as well as subcontractors, bonding and insurance professionals, architects and engineers.
Founded in 1949, LAGC is part of the national Associated General
Contractors network. As the only statewide construction association, LAGC provides its members with educational programs on important topics such as blueprint reading, contract development, project management and payroll. The organization also advocates at the federal, state and local level, bringing concerns in the industry to
the attention of government agencies.
“We just try to make our contractors’ lives easier every day,” Naquin says.
LAGC ofers a 401K program, which Naquin says is the largest in the country, with about 15,000 employees participating.
“We’re helping those workers … those craftsmen … with their future,” he says.
And when it comes to the future of the construction industry, LAGC is working to strengthen the workforce, something Naquin says is especially important as Louisiana experiences a construction boom spurred by a record amount of infrastructure dollars being spent.
“I anticipate this boom to continue for the next fve to seven years,” he says.
LAGC has ofered a special membership program through a Disadvantaged Business Enterprise initiative. It’s giving a boost to about 60 women- and minority-owned frms in Louisiana. The organization also has a Future Leaders program for young professionals and is working with eight school districts across Louisiana to ofer opportunities for the next generation of contractors and others in the construction business.
“We have made inroads to those districts’ career centers to attract students to do welding, mechanical, and carpentry work,” Naquin says. “I think we’re gaining some ground there.”
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FAULK & WINKLER is literally ingrained within the communities it serves. The Baton Rouge-based CPA frm is intimately familiar with its clients’ markets, enabling them to track with laser-like intensity any changes and opportunities that might arise in the fnancial landscape.
More like a business partner than a CPA, Faulk & Winkler can deliver unique, change-oriented and value-driven results with the goal of enhancing its clients’ overall fnancial well-being.
By focusing solely on markets such as professional service frms, wholesale/retail, construction, manufacturing and healthcare, they’re able to provide more knowledgeable and attentive service.
“We focus on those areas that we know really well,” says Managing Partner Tommy LeJeune. “Change is occurring at a much faster pace today, and as a result, our clients need assistance staying informed about those challenges.”
Faulk & Winkler integrates both business and personal planning in a holistic manner to provide a clearer, more comprehensive picture of their clients’ needs. They ofer four primary areas
of service—income tax planning and compliance; audit and assurance for local governments, non-proft and forproft entities; outsourced accounting services; and retirement consulting and compliance under the Sentinel brand.
“We strive to proactively impact the well-being of those we serve, and that embodies what we want to be as an accounting frm,” LeJeune says. “We care about their situation and treat it as if it were our own. We want to make our clients’ situations better.”
As a result, all of their divisions are growing. “There is a tremendous amount of opportunity in the Baton Rouge area with existing and new clients,” LeJeune says. “There’s simply a high demand for help and that has led to growth in all areas of our practice.”
In fact, Faulk & Winkler is ramping up its staf at its main ofce in Baton Rouge, as well as its Gonzales and Lafayette locations.
As they grow, the frm is seeking out employees who refect their corporate culture … one that is collaborative, creative, caring, innovative and empathetic. “Our people are our greatest asset,” says Lejeune, “and that’s refected in the quality of individualized services that we provide.”
[ TRAIN LEAD WIN COACHING ]
Helping leaders ‘up their game’ with a sports-minded take on executive training
THE DISCIPLINE AND teammindedness necessary in sports has helped numerous athletes transition to the business world over the years. That has certainly been the case for Jonathan Pixley, owner of Train Lead Win (TLW) Coaching, who made the leap to business owner after decades of coaching championship basketball teams. His teams at The Dunham School went to fve consecutive state fnals from 2017-21, and won state championships in 2018, 2020 and 2021.
Pixley’s background as both player and coach, combined with his realworld business experience as director of operations at Team Sportsplex, a multi-court indoor athletic facility, have given him a unique skill set.
A chance encounter with a former player prompted him to put that experience to work. “He asked if I provided any leadership or executive coaching,” Pixley says. “I wasn’t at the time, but it got me thinking. I literally began to put together a template of what a leadership program might look like.”
President/Founder Jonathan Pixley
He then tested the waters by ofering leadership and executive coaching at a friend’s Memphis-based installation company. After two years, the results were hard to ignore. The company experienced a signifcant surge in revenue and doubled its employee retention rate.
Since then, TLW Coaching has gained traction throughout the business world as an efective way to take leadership teams from good to great.
During his year-long coaching program, Pixley works with existing and potential leaders to “up their game.”
Each year-long, tailored program typically includes 16 bi-weekly meetings and four monthly meetings, either in person or via Zoom.
At the end of the year, the client then has the option to participate in Pixley’s ongoing support program.
“One of my strengths is taking people who are self-motivated but are looking
to fll in the gaps,” he adds. “In the process, I draw upon my 30 years of experience in developing leaders on a team, while addressing issues such as accountability, specifc strategies, avoiding complacency, persistence, building trust within a team, etc.” His unique approach to executive training has been hugely successful. Pixley now speaks at sales meetings and corporate events, and his book 11 … Because Everyone Else Does 10 has become a must read.
Pixley credits his success to simply taking what he’s done with team after team, player after player, and applying those same principles to corporate America.
“At the end of the day, true leadership is more than helping individuals reach their self-imposed ceilings. It’s about showing those same individuals how to push through that initial wall and create new ceilings for themselves, both professionally and personally. That’s what I’m trying to do every day.”
FOR 50 YEARS, the Louisiana Public Facilities Authority (LPFA) has contributed to strengthening the state’s economic growth and resilience. Through its bond fnancings and job-creation initiatives, LPFA has served as a catalyst for enhancing economic development, healthcare and education across Louisiana communities.
As a conduit issuer of tax-exempt and taxable bonds, the LPFA has fnanced more than $29.8 billion through 882 bond issuances in Louisiana since it was created in 1974. There have been more than $30 million bond bank loans in LPFA funds, which have generated $4.9 million in savings for governmental entities across the state. Further, LPFA has fnanced $44 million through its Rural Development Loan program, generating an additional $1.1 million in savings. Through its bond issuances and programs, LPFA has fnanced a diverse range of ventures, such as educational facilities, hospitals, student loans, industrial and economic development
projects, and essential programs for state and local governmental units. By providing the means for qualifying projects and entities to receive tax-exempt fnancing and achieve interest cost-savings, the LPFA has provided crucial support for economic and community development across the state—furthering its mission to make Louisiana a better place to live, work and raise families.
As a self-supporting authority that operates solely on self-generated rev-
enue, the LPFA has never requested nor received any tax or other appropriation from the state of Louisiana for its operations. The LPFA’s operating expenses are covered through revenue generated by its bond issuances and programs.
Through its education division, the Louisiana Education Loan Authority (Lela), LPFA supports college-bound students. Lela provides students and families with responsible borrowing options through its LelaChoice supplement loan
programs. Refnancing higher-cost student loans also is available through Lela’s RefHELP program. Additionally, Lela ofers free remote assistance with the Free Application for Federal Student Aid (FASFA), the federal-aid form that highschool students must submit before graduating. In 2023, Lela assisted nearly 10,000 students. More than 450,000 students have received fnancing or outreach assistance since Lela’s inception in 1984.
“Fifty years is a signifcant milestone and we’re incredibly proud that the LPFA has remained committed to serving the people of Louisiana and continuing to help fuel Louisiana’s growth and resilience,” says LPFA President and CEO Tricia A. Dubroc. “Throughout our history, we have maintained strong partnerships with business and industry, and we wouldn’t have gotten to this milestone without them. We look forward to continuing our eforts to make our state a better place to live and work for the people of Louisiana well into the future.”
SINCE ITS BEGINNING in 2011, Genesis 360 has evolved into a multi-faceted powerhouse, continually expanding its operations to meet the needs of local business owners. Founded by Opelousas native Craig Stevens, the Baton Rougebased company has quickly turned heads both locally and nationally for its all-encompassing services which include construction, ground and building maintenance, and IT services.
“Our business model is to be the Amazon of maintenance, construction, and IT,” Stevens says. Instead of relying on multiple vendors to get things done, he wants his company to be viewed as the single solution to all the problems that businesses experience. “We’re fast and reliable,” he says. “That’s how I positioned the company. We want businesses to instinctively think, ‘I know who to call … Genesis can take care of that for me.’”
By slowly adding new divisions, what began as a parking lot stripping company has grown organically into a business based on customer needs.
“An owner asked me if I could do other
work, such as painting and removing signs,” Stevens says. “I kept saying yes and kept meeting their expectations.”
When they asked if Genesis 360 could perform construction, “a light bulb went of, and I got my commercial and residential construction license,” he
adds. “That’s when I started marketing the company as a one-stop shop for maintenance and construction.”
That “one-stop” mentality hasn’t slowed Stevens down either, as he recently added an IT Services division in 2022. With a degree in Information
Technology and extensive experience in IT from his time as an ofcer in the Air Force, Stevens knew he wanted to ultimately add an IT division to his company. The addition has been successful, as he has picked up contracts with some of the largest utility, service, and healthcare providers in the country, earning up to $4.6 million in three months alone.
Along with its exponential growth, Genesis 360 has received a number of local and national accolades as well.
The company was named Baton Rouge Business Report’s Company of the Year in 2022, and was listed on INC 5000’s fastest growing companies in America in 2023. Additionally, Stevens—a veteran with a 25-year military career— was named 2023 Veteran Champion of the Year by the U.S. Small Business Administration.
Servicing companies large and small, businesses across Baton Rouge and across the country are continuing to turn to Genesis 360 for whatever they might need … whenever they might need it.
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