FROM TOP LEFT: Ben K. Jumonville; Linda Perez Clark; James R. “Sonny” Chastain; G. Blane Clark, Jr.; L. Victor Gregorie; Jay M. Jalenak, Jr.; Charles S. “Trey” McCowan, III; Erich P. Rapp; John F. Jakuback; Glenn M. Farnet; Jeffrey N. Boudreaux; G. Trippe Hawthorne; J. Eric Lockridge; Erin L. Kilgore
Congratulations to Baton Rouge Advisory Board member
Patricia Lemoine for being named as one of this year's Top 40 Under 40. She joins this distinguished group of BSF leaders and past Top 40 honorees.
R
Rel ionship
Left to right: Advisory Board members Mawe Takyi, Jeremy Aydell, and Patricia Lemoine, BR Vice President Whitney Boyd, and EVP/Market President Douglas Dupont
The talent shaping tomorrow
BOLD. DRIVEN. RELENTLESS.
The young professionals in this year’s Forty Under 40 are not just the future of Baton Rouge—they’re shaping its present, driving change across industries and championing community causes that matter.
It’s clear that these emerging leaders are essential to the continued growth and vitality of the Capital Region. But here’s the thing: if we don’t actively work to recruit and retain this talent, Baton Rouge risks falling behind.
Take Danielle Brown, who’s putting Baton Rouge on the map as the global head of influencer marketing at Google and YouTube, crafting campaigns seen by millions worldwide. Or Logan Austin, who’s revolutionizing health care at Our Lady of the Lake by expanding women’s services to accommodate nearly 1,400 births annually. Then there’s Ross Armstrong, blending creativity with public service, winning national awards while serving the community as a firefighter.
Their accomplishments and those of others are a testament to the caliber of this year’s honorees.
These innovators and doers are not just navigating the challenges; they’re leading Baton Rouge through them, setting an example for what’s possible. Yet, their impact extends far beyond their industries. They are improving local policies, enriching our culture, and shaping a stronger Baton Rouge. Leaders like Bliss Bernard are restoring vital ecosystems, while others like David Hou are driving sustainability at ExxonMobil.
The challenge ahead? Ensuring that we keep them right here, in Baton Rouge, and attract others of their caliber. To do that, the Capital Region must offer more than just job opportunities—it must provide an environment where ambitious minds can thrive. From creating more dynamic infrastructure and cultural experiences to offering opportunities for entrepreneurial ventures, the community needs to show that it’s invested in the growth and success of its young leaders.
So here’s my call to action: Let’s make a conscious effort to support these
trailblazers. Advocate for the policies and investments that will keep our young talent thriving right here. Get involved, be a mentor, or even just spread the word about these remarkable individuals. Baton Rouge’s future is bright, but it’s up to us to keep that momentum going.
To the Forty Under 40 we honor in these pages: Keep driving, keep striving, and never stop pushing for more. We see you, we celebrate you, and we’re counting on you. Let’s build a bold and unstoppable Baton Rouge—together.
As we celebrate the remarkable achievements of our Forty Under 40 honorees, I would be remiss not to recognize the exceptional talent within my own executive team, who exemplify the very spirit of innovation and leadership that we honor this issue.
I am incredibly fortunate to work alongside Erin Pou, our chief digital officer, who has recently taken the helm as associate publisher of Business Report. Penny Font, our chief content officer, stepped into the role of executive editor of Business Report over a year ago and is doing an outstanding job.
Liz Hebert, our vice president of sales for all media brands, drives our sales strategy with unmatched dedication. Our business manager, Tiffany Durocher, is doing an exceptional job running our business department; and Guy Barone, our chief operating officer and managing director of StudioE, leads with a passion that fuels our collective success.
We have so many talented people on our team, and together they embody the drive and determination essential to our mission. I am proud to acknowledge every one of their contributions and to work alongside such talented individuals who are not only shaping our organization, but also paving the way for the future of Baton Rouge!
The best is yet to come.
Julio Melara, Publisher
Publisher: Julio Melara
Associate Publisher: Erin Pou
EDITORIAL
Executive Editor: Penny Font
Managing Editor: Allan Schilling
News Editor: Holly Duchmann
Staff Writers: Jordan Arceneaux, Cynthea Corfah, Dillon Lowe
Price tag for a construction and advanced manufacturing building to help LSU’s Bert S. Turner Department of Construction Management establish itself as a world-class leader in the field. Philanthropists supporting the project with a combined $27.5 million are Performance Contractors founder Art Favre; MMR, founded by Pepper Rutland; and Cajun Industries, founded by Lane Grigsby. The Louisiana construction industry is projected to grow 14.3% by 2030.
BUILDING A DREAM TEAM
During LSU baseball coach Jay Johnson’s collegiate coaching career he has developed 30 major leaguers. Nine LSU players were chosen in the 2024 MLB Draft–including eight pitchers, tying a record for most pitchers from the same team drafted in a single season. So he knows a thing or two about building a dream team. He’ll share his winning ways and how they’re relevant to business on the November episode of “Strictly Business.” Register at strictlybusiness. businessreport.com.
76%
Average capacity of the Baton Rouge Metropolitan Airport’s nonstop service to Washington’s Reagan National Airport this year through July. The service launched by American Airlines in June 2023 operated at an average of 65% capacity from its inception through the end of 2023.
$18.2B
Total cost of announced projects with a high probability of breaking ground in 2025 and 2026, according to the latest Louisiana Economic Forecast from economist Loren Scott. One of the largest is Air Products’ $7 billion blue hydrogen project.
Nov. 13
At press time, this was the date set for the sale of One American Place, the downtown skyscraper that was seized by the East Baton Rouge Parish Sheriff’s Office after a lawsuit claimed owners had defaulted on the mortgage.
TALKING TAXES
Legislators will convene Nov. 6 for a third special session—this one to talk taxes. As initially proposed, Gov. Jeff Landry’s plan will mean the richest 10% of Louisiana taxpayers will pay 61% of all the state’s income tax revenue, compared to the current 55%. Get more details on page 19.
Fall, step, leap: Navigating the space between growth curves
CHANGE HAPPENS. Your company downsized, and you no longer have a job. Or, you spent the last three years convincing your boss to promote you, and they finally did. Or, you quit your career of 40 years as a sales rep, and now you’re starting as a developer.
WHITNEY JOHNSON is CEO of leadership development company Disruption Advisors and has 1.8 million followers on LinkedIn. You can reach her at whitney@ thedisruptionavisors.com.
Our lives are portfolios of S-curves—the S-shaped growth curves we move along whenever we start something new or seek to develop a new skill. We are constantly moving between curves. Sometimes, the curves line up nicely—the flat top of our current curve runs directly into the bottom of the next— and it’s like we are simply walking up a staircase, one step at a time. Often, though, we are abruptly pushed from our curves before we ever have a chance to take in the view from the top or strategically decide where we want to go next. Other times, we take a running leap, intentionally heading toward an S-curve that is nowhere near the one we are on now.
We can step, fall, or leap between curves. And while we might not always get to decide when the transition between curves happens, we can always be prepared to turn a fall into a step or a leap. It all comes down to mindset.
You are connected to an infinite number of curves. Each interest you have, each skill, each contact in your network, and each experience links you to a future growth opportunity. As you explore these interests, the connections either strengthen or weaken. It’s why the start of an S-curve is the explorer stage—the part of any curve where you determine if it’s even the growth journey you want to be on. In fact, you’re often exploring potential curves while you’re still firmly on your current one.
In fact, the “space” between curves isn’t a space at all. It’s filled with small connections, many heading in different directions—toward different S-curves. They are fine threads, so the space appears empty. But, as you narrow in on your next curve, they combine to form the bridges that lead you from one growth curve to the next, shaping your journey and opportunities along the way.
When you step to the next S-curve, you are following the top of your current S-curve to the logical next one. An individual contributor becomes the manager. A head of accounting becomes a CFO. It is still a change from one curve to another, but
because the connections between it are so strong— so clear—it feels like you are simply lifting your foot up and putting it down again.
When you leap or fall, though, you aren’t quite as certain where you are going to land. It’s more emotional. Whether you are pushed from your current curve or you leap from it with a direction in mind, you are crossing to an area that is occupied by less developed connections. If you know where you are headed, that moment between the two often feels like flying. If you don’t know where you are going to land, it will likely feel like falling. The difference? Your perception of time in the air.
So, how do you prepare yourself for an eventual change, whether of your own accord or not?
Know your strengths so you can easily identify curves that utilize them. What do you excel at, and what energizes you in your current role? Seek feedback from colleagues or mentors to gain insights into your unique abilities. Utilize self-reflection tools or assessments to identify your key strengths that can be valuable in a new position.
Explore your interests. Dedicate moments to ponder your interests and passions beyond your current job. Are there roles in your company or elsewhere that could allow you to explore that interest? Allow yourself space to investigate different areas that spark curiosity or excitement.
Nurture your network to strengthen possible curves. The worst time to reach back out to an old friend or colleague? When you need something from them. Your network is a powerful way to quickly connect with opportunities that will align with your strengths and areas of interest, but the connections are useless if you haven’t nurtured them. Make sure that you nurture authentic relationships with those in your network who you genuinely care about and want to stay connected with—you never know when your S-curves may lead in the same direction.
Own your transition by believing you can fly. Whether you feel like you are falling, leaping, or simply stepping, you and you alone are in control of where you land. Embrace the emotions that come with growth and change—fear, excitement, anticipation, uncertainty, empowerment—and follow those tiny tails of all your possible S-curves until you reach the place you want to be.
Today, he’s measuring how extreme stress impacts the immune system by studying athletes, trauma victims and even astronauts.
Soon, he and his team will apply that research to everyone — improving immune health, endurance and athletic performance.
With Our Lady of the Lake Health and LSU behind them, imagine what frontiers our researchers will explore next.
That’s the impact of champions.
Guillaume Spielmann, PhD
Lead Trauma Researcher, Our Lady of the Lake Health Associate Professor of Kinesiology, LSU Health
person? Many businesses are still working out how to lead effectively in this “new normal,” but it has become clear that managing hybrid teams requires clarity in expectations as well as frequent communication.
4
Leadership development strategies for rising generations
IN TODAY’S RAPIDLY evolving business landscape, business leaders must be more dynamic than ever in their approaches to leadership development. Shifting workforce demographics—coupled with the rise of emerging technologies like AI and automation—present both challenges and opportunities. To stay ahead of the curve, strategies must be adapted.
Success Labs, a Baton Rouge leadership development and management consulting firm, is witnessing these changes play out in real time. Business Report sat down with CEO Devin Lemoine and partner Melissa Thompson to glean their insights about how businesses can future-proof their talent development tactics.
1
MILLENNIALS ARE TAKING OVER.
By 2025, millennials are expected to account for 75% of the global workforce. This generational shift brings with it changes in workplace expectations. Millennials and Gen Z expect flexibility, transparency and opportunities for advancement. Lemoine and Thompson point out that these younger generations are often eager to step into leadership roles because of their desire to meaningfully contribute to something larger than themselves. Businesses should offer leadership development programs that are aligned with these generational preferences.
TIP: Create leadership development programs that cater to the preferences of millennials and Gen Z by outlining clear career paths and opportunities for advancement.
2
EMBRACE EMERGING TECHNOLOGIES WITH A HUMAN TOUCH.
Emerging technologies like AI should be considered in leadership development, but according to Lemoine, retaining a “human element” remains essential. AI may expedite processes, but strong leadership fundamentals like open communication and relationship building must always take precedence. Thompson likewise emphasizes that technology should enhance human work, not replace it.
TIP: Consider using AI to enhance your leadership development programs, but ensure that open communication, interpersonal interaction and relationship building remain central to your approach.
3
HYBRID WORK BRINGS NEW CHALLENGES.
The COVID-19 pandemic accelerated the shift to remote and hybrid work—a shift that has reshaped how leaders manage teams. Lemoine says that while new technologies make it easy to work from just about anywhere, they also pose significant leadership challenges. For example, how can businesses ensure that their employees are doing what they’re supposed to be doing? And how can businesses maintain or improve company culture when their employees rarely interact with one another in
TIP: Focus on strengthening leadership skills that lend themselves to managing hybrid teams, such as setting clear performance expectations and encouraging collaboration and communication among team members—even if they’re miles apart.
THE AI FACTOR
As an adjunct faculty member at LSU’s E. J. Ourso College of Business, Thompson has seen firsthand how eager younger generations are to adapt to AI tools like ChatGPT. Even so, developing critical thinking skills remains essential. To that end, Thompson integrates AI into her curriculum—“they’re going to use it anyway,” she says—but emphasizes the need for her students to understand that AI output is nothing more than a first draft. What her students turn in should be something like their 10th draft.
TIP: Consider using AI as a foundation but focus on mentoring young talent to build upon that foundation, thereby honing their critical thinking and decisionmaking skills.
5
PREPARE FOR THE FUTURE.
Succession planning has long been essential to most if not all businesses, yet many still struggle with it. Lemoine says businesses must be intentional, proactive and transparent in their approach to leadership development and succession planning. Without clear plans for future leadership changes, businesses risk losing top talent to competitors. Lemoine encourages businesses to involve their future leaders in that planning process to ensure commitment and continuity.
TIP: Develop a structured, transparent succession plan that clearly communicates opportunities for career advancement and ensures future leaders are prepared for their roles.
Devin Lemoine
Melissa Thompson
Bridget Kaigler, CPA
Founder, Bringing Leadership Back Senior Director, Amedisys
Chair, Society of Louisiana Certified Public Accountants Board of Directors
CAUSE I’M PASSIONATE ABOUT The Louisiana CPA Education Foundation. It supports future CPAs to promote the profession, brings awareness to the profession, and grows the pipeline.
THEME SONG FOR MY LIFE
“Rise Up,” by Andra Day UNEXPECTED INTEREST
Transforming ordinary outdoor spaces to a cozy contemporary fortress to relax after a long day
ADVICE TO MY YOUNGER SELF
This journey is not for you. It’s for the individuals you will influence and encourage along the way.
VALUABLE LESSON FROM A DIFFICULT EXPERIENCE
It’s not what it looks like. It’s what you believe.
QUIRKY TALENT
I’m a fanatic of home improvement projects. From rehabbing old furniture and scraping popcorn ceilings to creating outdoor spaces, I enjoy giving something old a new look again.
FAVORITE LOCAL HIDDEN GEM
Dearman’s Diner. Awesome hamburgers and root beer floats.
DESTINATION OF CHOICE
A quiet and peaceful hideaway with a fabulous outdoor space close to the city for shopping, great food, sightseeing and entertainment
BEVERAGE OF CHOICE
Red wine, of course
FAVORITE MOVIE CHARACTER
Gabrielle Union characters. She is confident, smart, talented, beautiful, and portrays self-love. My hope is she will play an influential CPA on the big screen.
QUOTE THAT HAS STUCK WITH ME
“Do the best you can until you know better. Then when you know better, do better.”
PROUDEST MOMENT
In April 2010, I was licensed in Louisiana as a certified public accountant. Currently, Black CPAs represent 2% of all CPAs in the U.S. I’m proud to be in that number and the CPA profession.
Maya Angelou
SUPERPOWER I’D CHOOSE
Traveling back in time to meet my ancestors to honor the legacy of those that came before us, understanding traditions firsthand, engaging in conversations to inspire the current generation. In all, appreciate how far we can come, the advancements in technology, and the life we live.
ADVICE ON HOW TO MAKE A POSITIVE IMPACT IN THE CAPITAL REGION
Leadership matters. Set the standard. Others will follow. Be the one to change the world one person and one motivational word at a time.
HISTORICAL FIGURE I’D MOST LIKE TO HAVE DINNER WITH
Former first lady Michelle Obama. To acknowledge how she inspires the masses and to tap into her insight as to how to amplify our voice for change, prioritizing self-care, and living life on our terms.
This Q&A is extended content from the Capital Region 500, a special edition produced by Business Report that profiles the Capital Region’s most powerful and influential business leaders. Visit try.businessreport.com/capitalregion500/ for more information.
To lead is to live dangerously. In business, leadership is often perceived as inspiration, decisive action and rich rewards. But the reality is that leading can sometimes require taking risks that can jeopardize your career and your personal life. It doesn’t have to be that way, as authors Ronald Heifetz and Marty Linsky write in Leadership on the Line: Staying Alive Through the Dangers of Change. In its pages, they insist it’s possible to make a difference without getting “taken out” or pushed aside—providing tools that give equal weight to the dangerous work of leading change and the critical importance of personal survival. Through vivid stories from all walks of life, the authors present straightforward strategies for navigating the perilous straits of leadership.
DONKADAIR
JARED CAUSEY
Louisiana’s tax tango
Louisiana legislators are expected to convene Nov. 6 for a special session to consider a new tax code for the state that will make personal and corporate income taxes among the lowest in the nation. Gov. Jeff Landry says his plan—devised under the leadership of Louisiana Department of Revenue Secretary Richard Nelson—works toward a goal of eliminating Louisiana’s income tax by 2030, following similar moves in other conservative-led states. Many of the changes, including the additional personal income tax reduction, will require voter approval.
Out with the old: Louisiana’s current tax rate is 1.85% on the first $12,500 in income; 3.5% on income between $12,500 and $50,000; and 4.25% on everything $50,000 and above.
In with the new: Gov. Jeff Landry’s plan would simplify that structure to a 3% tax rate for everyone who makes more than $12,500. For business: The proposed structure repeals the corporation franchise tax and institutes a flat corporate tax rate of 3.5% from the current 7.5% at the top level. It also makes the partial business utility exemption permanent.
The newly taxed
With a reduction in income tax comes a new wave of sales taxes on everyday services, which the National Federation of Independent Businesses has said will create additional paperwork for small businesses and lead to higher prices that could affect sales. Some examples:
• Digital products, including online streaming services and subscriptions to genealogical, financial or other databases; computer software; and dating and social matching services
• Information services, including newsletter, tax guide, and research publications; financial or investment, circulation, credit, stock market, and bond rating reports; mailing lists; abstracts of title; scouting reports; surveys; bad check lists; and broadcast rating services
THE GOVERNOR SAYS
“We’re moving from taxing your labor to your choices.”
• Replacement or installation of a heating or air conditioning unit
• Interior decorating, design and remodeling services, including replacement or installation of roads, driveways, parking lots, patios, decks and sidewalks
Private investigation, security, protection and bodyguard services
Parking or storing motor vehicles and boats
• Professional laundry, cleaning, pressing, alterations, repair and dyeing services
• Car wash services
• Services including linen supply; mailing services; personal fitness training; grooming, boarding, and other pet care services; and photography and photographic studio services
• Lobbying and public opinion and research polling services
• Intrastate limousine, bus and van transportation, as well as taxi and ridesharing services
Landscaping, lawn care and horticultural services
Social event planning and coordination and catering services; rental of space for meetings, conventions, weddings, banquets, parties and other shortterm social events
1 Key to Success
“We grew without a lot of headaches, because we had laid the groundwork for building systems so we could scale them up when the time came, and the market was right.”
Nathan Rust
PRESTIGIOUS PAINTING
THE PAINTING BUSINESS has become more competitive over the last decade, and to stay competitive, it takes strong client relationships, says Prestigious Painting owner Nathan Rust.
“Our reputation is our greatest asset,” says Rust, who joined the Baton Rouge-based business in 2012, becoming a partner in 2015 and helping the business expand from an exclusively commercial focus into residential. This year, he became the company’s sole owner.
The painting landscape ranges from national chains to mom-and-pops, but Rust says Prestigious has carved out territory as a full-service provider known for quality. Its value proposition is about removing uncertainty.
The company offers amenities like a staff interior designer who can guide color selection, which is often the most anxiety-producing aspect of a job, Rust says. And by paying his employees top dollar, Rust has been able to retain experienced craftspeople. Moreover, the company is the first in a three-parish area to offer a seven-year paint warranty for its exterior jobs, he adds.
“Our client hires us because they want a
great experience,” Rust says. “They want to work with professionals, because they’re usually professionals. They want to have a very detailed understanding of what’s going to happen.”
The decision to focus on a boutique, full-service model came after a few years of flat growth. Rust says the company took a hard look at its processes and decided to go full bore with customer service as well as marketing. Then in 2020, when the pandemic motivated many homeowners to pull the trigger on improvement projects, the company was ready. Since then, its sales have doubled, Rust says.
The secret to growth is satisfied clients, Rust says. They become repeat clients, or they refer their friends.
“The painting business is kind of considered an annuity of sorts,” Rust says. “If you manage your business and your client relationships well, about every five years you can double in size, because your customers come back to you, on average, every five years. It’s a matter of investing in your clients long term.”
—Maggie Heyn Richardson
Invest in YOU!
The Library brings value to your small business or non-profit by helping you find the tools and resources to keep it moving forward. Stop by one of our locations, search our digital library, call a librarian, or even text our team with your top challenges and questions.
Tigeraire vs. Tiger Woods: Whose logo will prevail?
Baton Rouge company is taking on a Goliath of golf: Tiger Woods. Tech startup Tigeraire, known for its wearable athletic cooling technology, is at legal odds with Sun Day Red. The apparel brand named for Woods’ iconic red Sunday tournament attire launched in February in a partnership with TaylorMade Golf and is backed by a South Korean private equity firm.
THE ISSUE
Tigeraire says the design that Sun Day Red has newly stamped on hats, slacks and everything in between has created confusion in the market with Tigeraire’s existing brand. And it wants it stopped.
Says Tigeraire CEO Jack Karavich, “We’ve had innumerable caddies of professional golfers, as well as high-profile personalities from ESPN, the Golf Channel, the PGA Tour, Greyson Clothiers, and many more mistakenly think our logo is that of Sun Day Red.”
But Sun Day Red says such allegations are “meritless,” and accuses Tigeraire of making an “over-the-top monetary demand.”
Tigeraire ascended to fame with its “air accelerator” technology that creates airflow for personal cooling devices in athletic, industrial and military settings. The company developed a custom helmet—the Tigeraire Cyclone—for LSU’s football program to improve player comfort and performance that has since been adopted throughout the NCAA and NFL. Notably, the company was the first in Louisiana to attract a seed round investment from a global top 50 venture capital firm.
ORIGIN STORIES
Tigeraire was founded in Baton Rouge in the summer of 2020, offering a cooler and more comfortable environment inside the helmets of the newly minted NCAA champion football team—the LSU Tigers—via the Tigeraire Cyclone. Its products have since expanded across the NCAA, NFL, youth sports, the military and industrial workforces. In the summer of 2022, Tigeraire began product development for wearable electric fans known as the Zephyr, marketed to golfers and other athletes. The Zephyr Sport was provided to amateur and pro golfers—including David Toms and members of the LSU golf team—and became available for purchase in August 2023. It was featured at the PGA Show in Orlando in January 2024.
“Tigeraire’s
JANUARY 2024
Sunday Red LLC dba Sun Day Red files trademark applications for two of its designs with the U.S. Patent and Trademark Office.
FEBRUARY 2024
Sun Day Red announces its partnership with Tiger Woods at the Genesis Invitational Tournament.
Decades ago, Tiger Woods’ mother encouraged him to wear red during junior golf tournaments as a symbol of power. The practice continued into his professional career, wearing that same color on the final day of tournaments. TaylorMade Golf has now teamed up with Woods on a luxury apparel brand dubbed Sun Day Red. Its logo is a tiger with 15 stripes, each one symbolizing the iconic golfer’s major championship victories. Trademark applications were filed in July 2023, and the brand launched in February 2024 ahead of the Genesis Invitational Tournament in Los Angeles that Woods hosted.
APRIL 2024
Attorneys for Tigeraire send a letter to Sun Day Red, alleging trademark infringement. In May, the two parties exchange confidential settlement communications in an effort to avoid litigation over infringement allegations.
JUNE 2024
The trademark application is published in the Trademark Official Gazette on Sept. 3 to discern any entities who believe the trademark may harm them.
SEPT. 25
Tigeraire files its opposition with the U.S. Patent and Trademark Office to Sunday Red LLC’s application to trademark its design. At press time, the matter was pending.
SEPT. 26
Sunday Red LLC sues Tigeraire Inc. in California federal court, asking a judge to throw out Tigeraire’s trademark claims and prohibit Tigeraire from interfering in its efforts to secure a trademark.
SEPT. 27
“After months of silence in negotiations … [Tigeraire] recently sent an outrageous monetary demand to Sun Day Red, hoping to force Sun Day Red to provide it an enormous and undeserved windfall.”
Tigeraire sues Sunday Red LLC in Baton Rouge federal court, alleging trademark infringement, injury to business reputation and unfair trade practices. The petition asks a judge to invalidate Sun Day Red’s trademark application and award it all of Sun Day Red’s profits from sales and other revenue to date.
One
The holiday party
Holiday season is upon us and with that comes the highly anticipated (or dreaded) work parties. We all remember those company parties that were so much fun it made you grateful just to be a part of the team. With the right food, drinks, music and thoughtful planning, business executives can host an event that employees will be raving about throughout the workweek. We turned to the pros—local event planning entrepreneurs Heather Day, owner of Red Cake Events, and Tiffany Pilgrim of August Events—for a crash course on best practices for planning a successful company party.
—Cynthea Corfah
The Planning
“To stay within budget, look at the hours you’re hosting the party. You don’t have to go until midnight. Having a nice 6 to 8 p.m. party is fine. Less time means less drinks to provide, less food to provide, and less hours on your rental. Go with a place where everything is inclusive. Rentals can get pricey. Choosing a place that has tables and chairs helps. Choosing a venue that has a stage, sound and lights for the stage helps a lot, because you don’t have to bring all of those things in. Being aware of what your venue provides can save you money.”
—Heather Day
The Spread
“Know your audience. Know who eats what in the office. Who’s a vegetarian, vegan and gluten-free? You want to make sure you’ve got something for everybody. The last thing you want is somebody to get there, there’s nothing they can eat, they’ve had three cocktails and they desperately need food.”
—Heather Day
Picking A Venue
“Lay out the food in a way where people can walk around and enjoy it, instead of one big, long buffet line. Maybe you have a station with pasta over here, but then you’ve got a grazing table with graband-go stuff on the opposite side of the room so there’s not a lot of bottlenecking. No matter where you are in the room, you can break off, pick something up and enjoy it.”
—Tiffany Pilgrim
“If you choose a restaurant or a caterer that has a bar and catering on-site, things are going to run a lot smoother and it’s easier for paying all the bills, too. Perhaps there’s a spot that is awesome and they rent by the hour, but they don’t have a bar, chef or a caterer in-house. Then you have to go outside the box and find those things. Be mindful of that. Always ask who the venue’s preferred vendors are. It proves to be a smoother party if you go with the vendor’s preferred vendors.”
—Heather Day
*Annual Percentage Yield (APY) is accurate as of 9/3/2024. Fees could reduce earnings. APY is variable and may change after the account is opened. Debit or credit card purchases must be at least equal to $5.00 per purchase to count toward the five qualification purchases each month. Federally insured by NCUA.
The Party
“We really try to stay away from pressuring guests to participate in a structured activity. Incorporate informal networking areas, like lounge seating or community tables.”
—Tiffany Pilgrim
“Lighting is so important for any kind of gathering. Have something that’s going to make everybody look pretty, so guests are not embarrassed to get out on the dance floor, have fun and strike up conversation.”
—Heather Day
Make It Memorable
“People won’t necessarily remember the linen, the flowers and that kind of stuff. They’re going to remember how they felt at the event. Did they have to wait a long time for a drink? Was the food really bad? Did they feel awkward and it was too bright?”
—Tiffany Pilgrim
The Invitation
“Count down to your office party. Every day, you take a different aspect of whatever the theme is. Say it’s a circus theme. Today, we’re having hot dogs and popcorn for everybody. Every day kind of has this countdown to get people excited so nobody’s forgetting there’s an office party.”
—Heather Day
Get Feedback
“Don’t be afraid to send a survey for feedback because everyone has a different experience at events. It can be really helpful and informative for how to make little tweaks for the next year.”
—Tiffany Pilgrim
Our Lady of the Lake Regional Medical Center has earned the highest level of stroke certification from The Joint Commission, a designation for hospitals that quickly and accurately treat the most complex stroke cases. Our world-class Comprehensive Stroke Center team continues to lead in providing stroke prevention, complex treatment and recovery care.
When a stroke strikes, where you seek care matters. Learn more at ololrmc.com/stroke.
BOLD. DRIVEN. RELENTLESS.
Meet the 2024 Capital Region Forty Under 40
How they stay ahead of industry disruption What most people don’t know about them +
THEY ARE THE next generation of Baton Rouge leaders, and they are driving transformation in business and the community.
Among their ranks is the global head of influencer marketing at Google and YouTube. The business team leader for one of the nation’s leading refineries. The head of Louisiana’s premier workforce development entity. The national marketing director for a global restaurant chain started right here in Baton Rouge. And one of the governor’s top staffers.
Meet Business Report’s 2024 Forty Under 40.
In the business sector, these honorees are trailblazers, driving innovation and shaping the local economy. They represent a diverse range of industries, from startups to established corporations, and are redefining success.
In the community, our honorees are passionate advocates for social causes, education, health care, and more. They are committed to making a positive difference through initiatives to uplift communities and champion causes.
In the public sector, they are shaping policies and tackling the complex challenges
Photography by Amy Martin & Don Kadair
facing our city—all with the goal of building a better Baton Rouge and Louisiana for all residents.
Our team worked with a panel of community leaders to carefully review more than 500 nominations for 218 individuals to make the difficult decisions in choosing this year’s class. As you read about these 40 honorees, you will discover the diverse talents and backgrounds that make up the fabric of our community. They are leaders who inspire, challenge conventions, and contribute to a brighter future for Baton Rouge.
Ross ARMSTRONG
Owner, 4th FLR Productions
Lieutenant, Baton Rouge Fire Department
This entrepreneur heads a creative agency with a vision to “maximize moments.” He’s led his team to achieve major industry accolades: two 2024 American Advertising Awards, a 2024 Telly Award, two 2023 American Advertising Awards, and the National Council on Marketing and Public Relations “Gold Medallion.” In 2019, he created a video that won the Adweek Media Plan of the Year Award, three Louisiana Credit Union League Marketing Awards, and the CUNA “Diamond” Marketing Award. On behalf of 4th FLR, he is a recent graduate of the DRIVE MBA program sponsored by BRAC. Armstrong also serves as a lieutenant firefighter with the Baton Rouge Fire Department and has been honored with two fire save awards and five medical life save awards. He is president of the board of directors at Blind Grace and an advisory board member for the Louisiana School for the Visually Impaired.
MOTIVATIONAL SONG: One song that inspires me is “Walking in Memphis,” by Marc Cohn. This was a song I would hear my parents playing all the time when I was growing up and recently I got a chance to visit Memphis and see how much influence the city had on music. From Stax Records to Graceland, from Isaac Hayes to Elvis, I got to see what it looks like and feels like to leave a legacy behind. That in part has inspired and motivated me to be the change the world is looking for.
MOST PRIZED POSSESSION: One is the 2024 Louisiana state championship ring the Liberty Magnet High School boys basketball team and coaches gifted to me and my company for the video work we did capturing this story over the past three years. It’s symbolic of being appreciated and being a part of a team.
PERSONAL MOTTO
“Creating good on purpose”
Logan C. AU STI N
Senior Vice President and Chief Operating Officer, Our Lady of the Lake Health
Today, Our Lady of the Lake Health can deliver an additional 1,400 babies per year—and provide better care to mothers close to home—thanks to a transformation of the women’s services department. That project was overseen by Austin from both a physical infrastructure and a physician staffing perspective. Separately, he developed an expansion of inpatient and outpatient gastroenterology service lines including physical infrastructure and the recruitment of physicians. As a result, patient volume grew by nearly 50% in 18 months, leading to more diagnostic findings and better clinical outcomes for patients. He also managed more than $175 million in major capital projects. Austin is a board member for the Boys and Girls Club and an executive sponsor for both the Capital Area United Way and the American Heart Association.
PERSONAL MOTTO: A Japanese yojijukugo–ichigo ichie–which translates into “one time, one meeting.” A concept of treasuring the unrepeatable nature of a moment.
MOST IMPORTANT QUALITY FOR A LEADER: ability to listen more than you speak. Only after listening and seeking to understand what is important to those around you, can you begin to inspire confidence in those you are hoping to lead.
I’D LIKE TO HAVE DINNER WITH: Bob lger. It’s rare that someone comes back from retirement to “rescue” their former company.
Dante BIDWELL
Chief Administrative Officer, City of Baton Rouge and East Baton Rouge Parish
When more than $50 million in American Rescue Plan Act funds and more than $20 million in federal funding to develop more than 1,000 units of affordable housing in Baton Rouge arrived, Bidwell was the one who directed its allocation and disbursement. He led the Mayor’s Police Chief Candidate Review Committee to select the Baton Rouge police chief. He also serves as a chapter adviser for My Brother’s Keeper Baton Rouge. PERSONAL MOTTO: “Face the crowd, don’t just be a face in the crowd.”
CAUSE OR CHARITY I’M PASSIONATE ABOUT: As the son of Army veterans, I have volunteered a lot of time in recent years to causes that support veterans and their families across southeast Louisiana. Since joining Mayor Sharon Weston Broome’s administration, I have been an active participant with the Mayor’s Advisory Council on Veterans Affairs.
BEST ADVICE FOR OTHERS: Always be tactful and respectful when engaging others. How you deliver a message is often just as important as the message being delivered.
FIRST SET OF WHEELS: The first car I bought for myself was a $900 Ford Police Interceptor from a surplus supplies auction. I remember that I could only unlock it from the passenger side door.
Bliss Kelley BERNARD
Vice President, G.E.C. Inc.
This executive has been recognized not once, but twice for her dedication to the engineering profession and contributions to the field: In 2021 with the ACEC of Louisiana Robby Cangelosi Award and later the 2022 ACEC National Young Professional Engineer of the Year Award. Bernard is part of the engineering team for the Queen Bess Island Restoration Project, which restored critical bird rookery habitats and set a new standard for future restoration efforts in Louisiana. Bliss currently serves as Baton Rouge chapter president for the Louisiana Engineering Society. She also recently finished a four-year term on the Addis City Council, advocating for smart growth and better quality of life in her hometown.
PERSONAL MOTTO: “You can do anything you set your mind to, WOman.” (Featuring a personal twist on one of my favorite karaoke songs.)
ADVICE TO MY YOUNGER SELF: If I weren’t meant to be here, I wouldn’t be. Embrace every challenge and opportunity with confidence, knowing that you belong right where you are.
ONE THING THAT WOULD MAKE THE CAPITAL REGION A BETTER PLACE TO LIVE OR DO
BUSINESS: More infrastructure projects to get traffic moving. I say this with a wink because, well, I’m an engineer and can’t help but dream of a world where I don’t spend time in traffic, and, of course, it’s great for business.
Danielle BROWN
Global Head of Influencer Marketing at Google, YouTube Brown created an influencer campaign at the 2024 Paris Olympics that spurred a record-breaking 850 million viewers tuning into Olympic content on Youtube 2. She has also been recognized by AdAge in its Best Ads of 2024, for talent casting in the YouTube TV/NFL Sunday Ticket “Migration” Super Bowl commercial and was the creative mind behind a social-first talent strategy to help grow YouTube TV by 3 million subscribers in 2023. To advocate on behalf of Black women and girls, she currently serves as chair of public policy for the National Coalition of 100 Black Women – Metropolitan Baton Rouge Chapter.
PERSONAL MOTTO: “I’ll find a way or make one.” (Motto of Clark Atlanta University, my alma mater)
BEST ADVICE RECEIVED: As my friend and mentor, Valeisha Butterfield, wisely advised: While I disrupt and occupy spaces not designed for people like us, I must always remember the arduous journey it took to get there. It’s my responsibility to lift as I climb. While no one owes me anything, show gratitude to those who have trusted me with this platform. And always prioritize authenticity; if I can’t be myself, it might be time to step aside.
MEMORABLE EMBARRASSING MOMENT: Once, I crowd-surfed my way out of Coachella, unintentionally. Future’s set was lit, but the mosh pit had other plans for me. Security had to fish me out.
Laurel BURGOS
Vice President of Marketing and Communications, Woman’s Hospital
When Louisiana’s first perinatal mental health unit opened in 2024, it was Burgos who oversaw strategies for communications, public relations, events and marketing. It marked the first mental health unit in the state dedicated solely to treating pregnant and postpartum women who struggle with mental health issues. Previously, she was involved in the move to Woman’s new hospital campus in 2012, and she developed Woman’s first pregnancy app in 2014 before apps were more commonly
PERSONAL MOTTO: “Get comfortable being uncomfortable, because that is when the biggest change and growth happens.”
HOW I GOT MY START: I started my career in sports—completing a full-time marketing and communications internship with USA Luge in Lake Placid, New York, during the Torino Olympic Games.
QUIRKY TALENT: An odd (sometimes spooky) intuition
Zach CORBIN
Director of Marketing, Raising Cane’s Chicken Fingers
When Raising Cane’s expanded across five countries in the Middle East and entered markets in Alaska and Hawaii, it was Corbin who led the messaging developing the marketing strategy as well as planning and execution. He also negotiated and managed the company’s sponsorship with LSU athletics, including its partnerships with former LSU head football coaches Les Miles and Ed Orgeron and dozens of LSU NIL athletes.
PERSONAL MOTTO: “Don’t ever take life too seriously. You’ll never get out alive.”
ONE THING I’D CHANGE ABOUT MY INDUSTRY: I would require everyone to work in a restaurant at one point in their life so they can understand the hard work, grit and gumption it takes to cook for and serve others each and every day.
WHAT OTHERS DON’T KNOW ABOUT ME: I despise melon of any kind and refer to it as “filler fruit.”
Jared CAUSEY
Senior Vice President, Repcon Inc.
Causey was one of the leaders behind the successful merger and integration of two companies, Repcon and Turnaround Welding Services, into one organization. He was promoted to vice president of operations for the national industrial contractor five years ago. At Repcon, he was part of the executive leadership team that experienced 250% growth and established the company’s headquarters in Baton Rouge.
PERSONAL MOTTO: “Hardships often prepare ordinary people for an extraordinary destiny.”
ADVICE TO MY YOUNGER SELF: Passionately pursue your faith, purpose and close relationships. Stop worrying about comparing yourself to others.
BOOK THAT MADE AN IMPRESSION: Doom: The Politics of Catastrophe, by Niall Ferguson. This book touches on the historical perspective of national disasters and the ability of governmental institutions and societies to navigate through them. It is a very relevant read after having lived through the COVID pandemic.
Meagan COLLMAN WICK
Manager, Emergent Method
Wick led the outreach and communication efforts for a $1.07 billion federally funded assistance program that helped Louisiana homeowners recover from disaster events in 2020-2021. She also managed outreach and engagement for a statewide COVID-19 recovery program that provided mortgage assistance to Louisiana residents impacted financially by the pandemic. Wick currently serves as president of Forum 225, and drafted the organization’s first publicly available three-year strategic plan.
PERSONAL MOTTO: “If not me, then who?”
BOOK THAT MADE AN IMPRESSION: Colors of the Dark, by Chris Whitaker. It’s a book that spans decades and is centered around the power of hope.
WHO I’D WANT TO PLAY ME IN A MOVIE: People have told me since I was a teenager that I remind them of Jennifer Lawrence, and I absolutely love how down to earth and real she is.
Lauren DARDEN
Executive Director and Principal, Gardere Community Christian School
More than 115 families annually in the Gardere community now have access to quality education. That’s thanks to a high-tuition assistance program Darden successfully implemented at Gardere Community Christian School. The latest state standardized test scores show the school performing two times higher than the state and district averages in both ELA and Math. Darden also helped lead a capital campaign to secure a multipurpose building for Gardere families. The $2.5 million building will offer space for events, art and music classes, dining areas and designated academic intervention and mentoring spaces.
PERSONAL MOTTO: “Serve with passion and integrity, knowing that your work is for a greater
FIRST SET OF WHEELS: Geo Tracker. This little blip of a car was like driving a golf cart.
HOBBY OR PASSION: I love to cook. My husband is Cuban, so it’s fun cooking with his family and now our kids. You can catch us in the kitchen making concoctions and happy messes.
Madison D e WITT
Partner, Phelps Dunbar
This attorney is on the front lines of the energy transition. To date, DeWitt has negotiated service and supply contracts totaling $350 million to bring clean energy projects to an existing industrial manufacturing client in Louisiana. She has also advised on a new $2 billion clean energy facility in the state.
PERSONAL MOTTO: Know your “why.”
This was advice given early in my career regarding contract negotiations but translates equally as well into all aspects of life and knowing what is truly important.
CAUSE OR CHARITY I’M PASSIONATE ABOUT: The Emerge Center, which empowers children on the autism spectrum to achieve independence and provides vital support for their families.
QUIRKY TALENT: Hula-Hooping
MYLES LAROUX CFP®, ChFC® Partner & Advisor
Chelsea HARRIS DUFRENE
Executive Director, LED FastStart Dufrene leads LED FastStart, the state’s award-winning workforce development solution for companies relocating and expanding in Louisiana. She says the state is at a pivotal moment in its history, marked by a new wave of energy—and she’s honored to be a part of the transformation. While working for Entergy, she led the economic development marketing initiatives for the company’s service territories in Arkansas, Louisiana, Mississippi and Texas, and introduced Entergy to international markets, expanding its global presence and influence.
PERSONAL MOTTO: “Success lies not just in the solution, but in the art of piecing it all together.”
QUIRKY TALENT: Completing jigsaw puzzles—1,000 pieces and up—in a super short amount of time, all without glancing at the box.
ANIMAL PERSONALITY: A lion. Lions symbolize strength, courage and leadership, while also showing loyalty to their pride. They have a playful side, especially with their young, which resonates with my fun-loving nature.
Peyton FINICAL
Co-Founder, Sasquatch Waste
If you’ve spotted a Sasquatch around town—safely plastered on the side of a truck—then you’re familiar with Finical’s entrepreneurial vision. He created the trash compacting startup named for the legendary beast alongside his father, Tony, and best friend, Joshua Crowdus. The company grew by 40% from 2022 to 2023 and is expected to continue that trend in 2024. Plans are to expand to Lafayette and New Orleans.
PERSONAL MOTTO: “Be the same person in every environment.”
BEST ADVICE RECEIVED: Do right by people, and they will do right by you. I think sometimes we get our minds set on, “What’s in it for me?” when that is the most limiting mindset you can have for your business. A business, in my opinion, is finding a solution for people’s needs. Do right by the people who need you, and they will take care of you in return. It’s a great way to build trust and reputation.
ANIMAL PERSONALITY: A penguin. I walk with my feet pointed out.
Derek W. FORET
Partner and Assurance Service Line Lead, Hannis T. Bourgeois
As a CPA, Foret does much more than just crunch numbers. He is a partner and trusted adviser whose responsibilities include planning, consulting, financial statements, compliance, business valuation, wealth advisory and more. Foret lists his top three professional achievements as passing the CPA exam, being named a partner at HTB, and serving as HTB’s assurance service line lead.
PERSONAL MOTTO: “Whatever is worth doing at all, is worth doing well.”
–Philip Stanhope
HOW I INSPIRE MY TEAM: I try to lead by example and come to work with a good attitude, even though that may be difficult more times than not. I think my team wants to understand expectations but also wants the freedom to operate independently and take risks. I try to inspire the group by displaying high energy and also by laying out a plan that is aggressive but also attainable.
GO-TO DESTINATION: The British Virgin Islands on a boat. It is one of the most beautiful places I have ever seen and there is no need for plans. The general flow is wake up, move to a different island and run off your own schedule for the remainder of the day. In a busy lifestyle, the ability to go with the flow in a beautiful place is always welcome.
Steven T. GOTTFRIED
Owner and CEO, St. Bruno Bread Company
Via the company he founded, Gottfried is providing a healthier, daily bread to local neighborhood groceries and markets for convenient access no matter where consumers live. After two years of planning and building, the company has grown to serving more than 40 restaurants, grocers and local markets in its first year of business. It also delivers extra bread to local food shelters.
PERSONAL MOTTO: “Go confidently in the direction of your dreams, live the life you’ve imagined.”
MOST IMPORTANT QUALITY FOR A LEADER: Confidence. Confidence in the product, the brand and the vision because if you can’t see it clearly, your team certainly won’t.
MEMORABLE EMBARRASSING
MOMENT: Getting my king cake destroyed on national television and my wife filming my reaction and posting it online, which eventually got about 5 million views online.
Dr. Brandon GAYNOR
Neurosurgeon, The NeuroMedical Center
Gaynor specializes in adult neurosurgery and has a strong clinical interest in minimally invasive spine surgery, brain tumors and neurosurgical trauma. He is also the author of 15 peer-reviewed scientific articles. Gaynor is a board-certified neurosurgeon who graduated from the combined six-year bachelor’s/master’s program at the University of Missouri in Kansas City. He completed his residency in neurological surgery and is a member of the Alpha Omega Alpha medical honor society.
PERSONAL MOTTO: “Give the care you wish to receive.”
ON MY BUCKET LIST: Space travel
HOW I INSPIRE MY TEAM: I let them pick the music in the operating room.
CAUSE OR CHARITY I’M PASSIONATE
ABOUT: Our family enthusiastically supports Our Lady of the Lake Children’s Hospital. We’ve been involved as sponsors and committee members of The Big Bash since we moved to Baton Rouge. A well-supported local hospital for children is vital to our community.
Morgan HILLIARD
Executive Director, Thrive Foundation
Throughout her professional career, Hilliard has raised more than $800,000 for local nonprofit organizations. Today, she leads the foundation that helps sustain and advance Thrive Academy, where 200 students currently are educated, housed and cared for Monday through Friday each week. Although the school is eligible for state funding, the additional money raised helps support school operations and capital improvements.
PERSONAL MOTTO: “Keep pressing forward.” Philippians 3:1214
ADVICE TO MY YOUNGER SELF: “No.” It’s a complete sentence. WHAT OTHERS DON’T KNOW ABOUT I am nearing 14 years of service in the Louisiana Air National Guard, and for the past 11 years, I have supported the Governor’s Office of Homeland Security and Emergency Preparedness in the military support branch, contributing to response efforts for countless hurricanes, COVID-19, wildfires and cyberattacks.
David HOU
Business Team Leader, ExxonMobil
This MIT graduate interned in Los Angeles and Houston and even entertained job offers in New York City but ultimately decided to make Baton Rouge his home. He’s a chemical engineer who is passionate about global energy solutions, product innovation and sustainability. As an MIT graduate, he has been recognized with the 2018 ExxonMobil Value Chain Award, 2020 ExxonMobil President’s Excellence Award and for the 2023 Capital Area United Way Employee Campaign of the Year.
MEMORABLE EMBARRASSING MOMENT: Probably when I immigrated to the U.S., not speaking a word of English, and having to point at the menu above the counter to order at McDonald’s. I’m better at English now, ha-ha.
WHAT OTHERS DON’T KNOW ABOUT ME: I am in a live improv comedy team at the Boomerang Comedy Theater.
PERSONAL MOTTO:
“Enter each conversation with the goal of discovering how you can help the other person.”
Ben JUMONVILLE
Partner, Kean Miller
Jumonville has helped lead the firm’s efforts to assist clients navigating the Corporate Transparency Act, a new federal law this year impacting millions of businesses. He also has successfully assisted several local companies and owners in the process of buying, starting or selling their business. He joined the firm in 2015 and practices in the business and corporate group. He was listed in Best Lawyers in America as One to Watch, 2021-2025.
PERSONAL MOTTO: “Pressure is a privilege.” (Borrowed from tennis legend Billie Jean King)
MOST IMPORTANT QUALITY FOR A LEADER: Empathy. Everybody needs to be rowing in the same direction, and a good leader should be able to build trust and tap into what motivates each person on the team.
STAYING AHEAD OF INDUSTRY
DISRUPTIONS: Embrace the disruptions. For example, generative AI has the potential to be a big disruptor in the legal profession. I’m working on figuring out the most effective ways to use it in my practice because those attorneys who are best able to use the technology will be best positioned for success.
Hunter KINCHEN
Vice President of Employee Benefits, Higginbotham
This year, Kinchen was ranked No. 1 on Business Insurance America’s 5-Star Brokerage list. He consulted with more than 100 employers in the Capital Region to help provide access to quality, affordable health care options for their employees. He contributed to the development of multiple special insurance programs to help churches and nonprofits in the Capital Region with rising health care costs. Kinchen is also a member of the Young Professionals Board for The Knock Knock Children’s Museum and an active member of the Alumni Council for The Dunham School.
PERSONAL MOTTO: “Coffee is for closers.”
STAYING AHEAD OF INDUSTRY
DISRUPTIONS: I follow a lot of industry leaders across the country on platforms like Linkedln. I read and watch their content to keep up with what is happening in other parts of the country and try to find ways to bring that innovation to Louisiana.
BOOK THAT MADE AN IMPRESSION: The Go-Giver, by Bob Burg and John David Mann
ONE THING I’D CHANGE ABOUT MY INDUSTRY: The cost of health insurance to businesses and their employees. It’s no secret that health care is one of the largest line items for many businesses. It’s easier said than done, but we are making some strides.
“Dedicated to the Support and Success of the Independent Retail Grocer.”
Over 600 professionals supporting local independent retailers since 1950.
Adam LANDRY
Chief Operating Officer, Pala Landry became a top executive in August 2023 after serving as tank operations manager for the company. He’s experienced the front lines of the company as a project manager and serves on the Associated Builders and Contractors Pelican Chapter board of directors. He was recognized as an emerging leader by 10/12 Industry Report in 2024.
PERSONAL MOTTO: “Don’t expect a great day; create one.”
PODCAST I RECOMMEND: “The Bible in a Year,” with Father Mike Schmitz
BEST ADVICE FOR OTHERS: Build a strong circle of people who believe in the same vision and move toward that vision together.
QUIRKY TALENT: I played the trumpet for 15 years, ending my playing career in LSU’s Golden Band from Tigerland.
Myles LAROUX
Partner, Highland Wealth
Laroux became an equity partner at this firm in January 2024 and has helped grow its assets under management from $50 million to $500 million. Another of his top professional achievements is earning the certified financial planner designation.
PROFESSIONAL MOTTO: “It takes what it takes.” –Nick Saban
PROUD PROFESSIONAL
MOMENT: Being chosen as adviser of the year last year by our team (internally). It’s one thing for a client to refer you to their friends on the basis of great planning, but it’s a whole new level when your colleagues, including interns and operational staff, see the work you put in and give you props for it. I didn’t get a trophy or a cash prize or anything, I was just called out in the room that matters.
POTENTIAL ALTERNATIVE CAREER: or diplomat. My degree is in global diplomacy with a concentration on the Middle East. I took four semesters of Arabic at LSU. I’d likely be working for one of the alphabet agencies.
Dorothy KEMP
Director of Educational Support Services, LSU Cox Communications Academic Center for Student-Athletes
With the help of Kemp, LSU athletics achieved a record-breaking graduation success rate of 92% in 2022, with 12 sports earning perfect scores of 100%. In 2023, LSU sustained this success with a GSR of 91%, with 11 sports maintaining flawless scores. For seven consecutive years, LSU has been one of only four SEC schools to consistently achieve a GSR of 89% or higher.
ADVICE TO MY YOUNGER SELF: Take more risks and don’t be afraid of failure. The setbacks you face will teach you valuable lessons, and sometimes the biggest opportunities come from stepping out of your comfort zone.
FIRST SET OF WHEELS: A lime green Volkswagen New Beetle. Enough said.
PERSONAL MOTTO:
“Driven by service, committed to impact.”
Patricia LEMOINE
Director of Donor Relations, Mary Bird Perkins Cancer Center
Lemoine launched the Investor Collective, a network of men dedicated to ensuring access to state-of-the-art treatment and essential support services for cancer patients and families at Mary Bird Perkins Cancer Center. To date, the group has invested more than $1.6 million into mission-critical programs at the cancer center. She also serves on the advisory board for the Bank of St. Francisville. It’s a special honor because her father, Conville Lemoine, co-founded the bank with Carter Leak more than 40 years ago.
PERSONAL MOTTO: “There’s a crack in everything. That’s how the light gets in.” –Leonard Cohen
HOW I INSPIRE MY TEAM: Recognizing and celebrating achievements. Even a simple gesture can go a long way in boosting morale.
GO-TO ADVISER: The one that stands out is my closest friend, Mellie Bailey. She has taught me a lot about authenticity, confidence and the importance of continuous growth. Her approach to fundraising and leadership is truly admirable.
MANNING
Executive Vice President and Chief Risk Officer, b1Bank
Manning has been actively involved in multiple merger and acquisition transactions, and when b1Bank went public, she was there at the Nasdaq, for the ringing of that opening bell. She also built an enterprise risk management function to help meet the risk needs of the growing institution. In the community, Manning serves on the board of the Capital Area Family Justice Center.
PERSONAL MOTTO: “It’s gonna be
MOST IMPORTANT QUALITY FOR A LEADER: Self-awareness. A self-aware leader understands his or her strengths and weaknesses, positioning them well to navigate challenges, inspire their team and make informed decisions with confidence.
ADVICE TO MY YOUNGER SELF: Speak up.
BEST ADVICE FOR OTHERS: If someone gives you an opportunity, especially if it is challenging,
Justin MAROCCO
Partner, Jones Walker
As a wave of sustainabe energy companies arrives in Louisiana, Marocco has been involved in many of its inaugural carbon capture and sequestration projects. In addition to making partner at Jones Walker, he previously served as a judicial law clerk to U.S. District Judge James J. Brady.
PERSONAL MOTTO: “You cannot control everything that happens to you. You can only control the way you respond to what happens.”
I’D LIKE TO HAVE DINNER WITH: Jeff Bezos and Warren Buffett. I would love to pick their brains on daily routines and get their advice on how to continue to grow and evolve over time to remain successful.
QUIRKY TALENT: The ability to put four children under the age of 8 to bed in less than 60 minutes, including bath time, reading time and lights out.
MARTIN
Co-Owner/Chief Creative Officer, Red Six Media
Co-Owner/Hypeman, Brickyard South Bar + Patio
Martin launched Red Six Media right after graduating from the LSU Manship School of Mass Communication and celebrated 15 years in business this year. In addition to his work with companies, he donates time, creative ideas, branding, and design work to local events and nonprofits including the United Way Jambalaya Jam, Mid City Gras and the Baton Rouge Bourbon Society among others. Martin also volunteers with the Young Entrepreneur Academy of Baton Rouge, AdFed and LSU.
PERSONAL MOTTO: “There is no substitute for fun.”
FAILURE OR CHALLENGE OVERCOME: I was very proud of how both Red Six and Brickyard fared during the pandemic. It was a remarkably stressful time to be a small business owner, but in both cases, we stuck to our guns, took care of our people and clients, and tried to come up with creative solutions to complex problems.
ONE THING I’D CHANGE ABOUT MY INDUSTRY: There are bad actors, invasive and sneaky tactics, and aspects in modern marketing that foster distrust of the industry.
ANIMAL PERSONALITY: I had someone tell me that I remind them of a raccoon because I’m resourceful and always stay up late. Also, my hair is pretty soft.
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Andrée MILLER
Deputy Chief of Staff, Office of the Governor Miller was named deputy chief of staff for Gov. Jeff Landry this year. Previously, she was part of the team responsible for successfully passing the “Positioning Louisiana to Win” legislation aimed at modernizing Louisiana Economic Development’s structure. She developed fundraising programs for the Louisiana State Trooper Association, allowing the organization to provide financial assistance for law enforcement community members. She is also an avid volunteer at St. Jude Catholic Church and with the St. Jude Children’s Research Hospital, organizing a St. Jude charity walk event in Baton Rouge.
PERSONAL MOTTO: “Work hard. Play hard.”
MOST CHALLENGING ETHICAL DILEMMA: Having faced inappropriate and unprofessional behavior from superiors early in my career, it taught me the importance of advocating for myself despite the potential repercussions. This has defined my resolve to speak up, not only for myself but also for other people who find themselves in vulnerable situations.
PROFESSIONAL ORIGIN STORY: Volunteering on a campaign before I could even vote. This experience instantly led me to fall in love with politics and campaigns. Interestingly, I can connect the dots of that first campaign to my current position.
QUIRKY TALENT
I’vetheperfected art of wardrobe changes from my car.
Matthew MISTRETTA
Owner, Total Diamond Performance Director of Player Development, Louisiana Mariners Baseball
Mistretta opened a second Total Diamond Performance location in Baton Rouge this year featuring four fields, covered batting cages, and a 20,000-square-foot indoor facility. He serves as a baseball performance consultant for the Oregon State baseball program and is a mental performance coach for the baseball programs at Sulphur, Live Oak, and Dutchtown high schools, teaching players how to develop a competitive process to overcome adversity/ failure, get the most out of their performance, and enjoy the game more.
PERSONAL MOTTO: “We before me.”
PODCAST I RECOMMEND: “WorkLife with Adam Grant” and “Dare to Lead,” by Brené Brown
GO-TO ADVISERS: Mitch Canham (Oregon State head baseball coach) and John D’Angelo (CEO of Investar Bank). They’re extremely successful in their field, high-character people, and they understand the importance of a positive, healthy organizational culture.
GOAL FOR 2025: Learn American Sign Language to reach the hearing-impaired community with an interest in baseball or softball.
Pheriche PERKINS
Executive Director, Pointe Coupée Early Childhood Coalition
While heading up the Pointe Coupée Early Childhood Coalition, Perkins has expanded access to care in Pointe Coupée Parish. She also led the organization to recognition as Nonprofit of the Year in 2023 and Business of the Year in 2024 by the Greater Pointe Coupée Chamber of Commerce. She acquired $17 million in grant funds to support literacy in 2020 while working as director of special projects at the Louisiana Department of Education. Perkins also coordinates the local meal ministry in Zachary’s Americana neighborhood and volunteers with the St. Joseph Cathedral Choir.
PERSONAL MOTTO: Dr. Quentina Timoll taught me to ask, “Are the children well?” and to do whatever it takes to make sure you can answer in the affirmative.
MEMORABLE EMBARRASSING MOMENT:
In graduate school, my roommate and I attempted to boil a sack of crawfish in spaghetti pots in our apartment. This was not a good idea.
FIRST SET OF WHEELS: It was a Jeep and the prior owner had put about 30 bumper stickers on it. Since it was already 15 years old, I had a policy that anybody could give me any bumper sticker and I’d put it on the car.
Brett MURRAY
Vice President of Operations, Loadstar Product Handling
Murray has been a key leader in the growth of Loadstar since the company launched operations in early 2021. He is a SHRM certified professional and a certified Hogan Leadership Assessment coach, recently transitioning from HR and administrative leadership into field operations leadership. He has been active in youth athletics for more than 15 years, serving as a football and baseball coach to kids ages 6-14. He is a member of Our Lady of Mercy Church’s “Men of Mercy” club and was selected as the 2019-2020 Distinguished Graduate of St. Aloysius School.
PERSONAL MOTTO: I really love the “Man in the Arena” quote by Theodore Roosevelt. I try to take time and read it as often as I can, especially when things are getting busy both personally and professionally.
MOST IMPORTANT QUALITY FOR A LEADER: Self-awareness. Having it helps leaders recognize their strengths and areas for development. It also helps leaders understand their impact on others and manage their own emotions.
WHAT OTHERS DON’T KNOW ABOUT ME: My wife has turned me into a closet Broadway fan. I enjoy a good musical.
Clayton S A MSON
Director of Technology, MAPP
Samson has hired and trained IT and virtual design construction teams across multiple offices and states that continue to push the innovation that sets MAPP apart. Over the last four years, he has successfully led the implementation of many new field technologies, including robotic total stations for self-perform layout and quality control, a robust drone program, and a 360-camera platform called OpenSpace. In 2023, he led a team that built a completely custom integration between MAPP’s project management system and accounting system. Samson also provides professional mentorship to LSU’s construction management program and free/low-cost IT consulting/services to the elderly.
PERSONAL MOTTO: “I believe in empowering people, at work and at home, to be the best versions of themselves.”
ON MY BUCKET LIST: To see a Premier League soccer game in Europe.
PROUD PROFESSIONAL MOMENT: One of my team members showed me a post on LinkedIn stating five qualities of a good boss. He told me when he saw this it made him thankful to be working with me because I exhibited all of the qualities mentioned. It warmed my heart to know he felt I was supporting him in meaningful ways.
SCARBROUGH
Owner, Green Heart Group, United Supply Agency, Empire Electrical Group
As owner of Green Heart Group, Scarbrough creates and promotes a healthy environment that contributes to better overall health within the community by providing meals that support balanced diets. He has successfully founded and scaled multiple businesses across different industries and has designed, developed, and rigorously tested a proprietary line of safety products tailored for the construction industry. He is an active member and donor to the local CCA chapter, Ducks Unlimited chapter, the Capital Area United Way, Our Lady of the Lake Children’s Hospital, St. Jude and Feeding Louisiana.
PERSONAL MOTTO: “In business and life, strong relationships are your greatest asset. Take care of those who take care of you.”
PROUD PROFESSIONAL MOMENT: Once, a loyal customer of Green Heart came into the store one Saturday while I was working the counter and told me that after a year of eating our meals and exercising, she had lost over 100 pounds.
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POTENTIAL ALTERNATIVE CAREER: As a kid, I envisioned a few exciting career paths for myself, primarily becoming a lawyer or joining the military in the special forces.
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Laura SIU NGUYEN
Chief of Staff, Bear Process Safety
Founder of Night Market BTR
Nguyen founded Night Market BTR in 2023 with a mission to empower and highlight Asian businesses in town, ensuring that every AAPI feels seen in Baton Rouge. The inaugural event attracted 2,500-plus attendees and a second event this year brought in 10,600, according to the Downtown Development District. She has received the Woman of the Year Award for the Curate for Women Who Work Conference, the Community Leader Award from Visit Baton Rouge for National Travel and Tourism Week, and a Red Stick Award from the Public Relations Association of Louisiana – Baton Rouge Chapter this year for her work on Night Market BTR. She became a U.S. citizen in June 2023 after coming to the country to study at the University of New Orleans. Nguyen is the 2024 Forum 225 vice president of leadership and a board member.
PERSONAL MOTTO: “Be the change you wish to see in the world.”
MOST IMPORTANT QUALITY FOR A LEADER: Foster a growth mindset: progress over perfection. By fostering a growth mindset, you allow yourself room to learn and see things from a different lens. You enable your team to adapt to change and overcome obstacles with a positive attitude.
CHILDHOOD DREAM: To be an astronaut
Melanie M. TALLEY
Director, EisnerAmper
Talley was named director of EisnerAmper’s association management department in 2023. She obtained her certified association executive, or CAE, credential in 2017 and served as a board member of the Louisiana Society of Association Executives from 2020 to 2022. She currently volunteers as secretary of the Down Syndrome Awareness Group of Baton Rouge. She is also a member of the National Charity League and St. George Catholic Church.
PERSONAL MOTTO: “It is not a bad life, just a bad day.”
ADVICE TO MY YOUNGER SELF: Speak up more. I admire the younger generation and its confidence in bringing ideas to the table openly and candidly. It’s a confidence I wish I would have had at a younger age.
BOOK THAT MADE AN IMPRESSION: The Speed of Trust. I actually reread it and the refresher was well needed. Trust is so crucial in everything
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CHILDHOOD DREAM: I wanted to be the next Katie Couric. The thought of having coffee and talking to the nation every morning about the daily news sounded like the best job out there.
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Tepe’s contributions to LSU athletics staffing led to LSU winning the 2021 NCAA Men’s Outdoor Track & Field Championship. She planned the inaugural “Women Leaders Workshop” for the women of LSU and Southern athletics. She also oversaw logistics for the first days on campus for high-profile LSU coaches Kim Mulkey, Jay Johnson, Brian Kelly and Matt McMahon. She holds a Ph.D. in leadership and human resource development.
PERSONAL MOTTO: “Be intentional to be influential.”
MOST IMPORTANT QUALITY FOR A LEADER: Empathy. To have a heart for the experiences of others and see people for who they are is an important quality for a leader to have in a diverse organization.
WHO I’D WANT TO PLAY ME IN A MOVIE: Emma Stone
WHAT OTHERS DON’T KNOW ABOUT ME: I went to Miami University. There are no palm trees there because it is in Oxford, Ohio!
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Congrats, Zach on your Forty Under 40 recognition! Your dedication to Raising Cane's and our community inspires us. We're excited to see your continued impact on Baton Rouge.
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is pleased to announce Best Law Firms® awarded Tier 1 status to the firm in Baton Rouge for Professional Malpractice Law - Defendants in the 2025 edition of Best Law Firms®. BEST LAW FIRMS Ranked by Best Lawyers UNITED STATES 2025
Our attorneys named to the 2025 The Best Lawyers in America® list are:
John P. Wolff, III Litigation – Insurance Personal Injury Litigation – Defendants
Andrew Blanchfield Professional Malpractice Law – Defendants Kirk L. Landry Workers’ Compensation Law – Employers
Edward F. Stauss, III Personal Injury Litigation – Defendants Workers’ Compensation Law – Employers
Christopher K. Jones Mass Tort Litigation/Class Actions – Defendants
Our attorney named to the 2025 Best Lawyers: Ones to Watch in America® list is: Brandi A. Barze: Commercial Litigation
Keogh, Cox & Wilson, Ltd. • 701 Main Street, Baton Rouge, LA 70802 • 225-383-3796 keoghcox.com
Andrew Blanchfield, Managing Partner • LSBA FILING # LA 24-17710
humble. Anesthesia is the most humbling thing any human can do. You never have it all figured out.
MOST UNUSUAL JOB: Planting pine trees was my very first job at 15. My mom surprised me the first day of my freshman high school Christmas break by waking me up at 5 a.m. and telling me to wear my boots and dress warm.
Zach Corbin
Greg UPTON
Executive Director, LSU Center for Energy Studies
As the newly named executive director of the LSU Center for Energy Studies, Upton speaks frequently about energy issues of concern to Louisianans and often testifies before state and national legislative committees. He also promotes and shares the work of the LSU Center for Energy Studies in news media such as The New York Times, The Wall Street Journal, NPR, and Politico. He holds three economics degrees, including a Ph.D., from LSU.
PERSONAL MOTTO: “The harder you work, the luckier you get.”
I’D LIKE TO HAVE DINNER WITH: Paul Samuelson, to discuss the proper role of academic economists in engaging policymakers, and Milton Friedman, to discuss how to be an effective communicator of economic concepts to non-economists.
ADVICE TO MY YOUNGER SELF: Life is a dynamic stochastic optimization problem (please excuse the economics jargon). Work hard, but also be strategic. Be willing to change course.
CAUSE OR CHARITY I’M PASSIONATE ABOUT The St. Elizabeth Foundation. My wife and I have adopted three children through St. Elizabeth.
Shaun WARD
Founder/CEO, Prodigy Entertainment and GR88s Forever Ward follows in the footsteps of his father, jazz violinist Michael Ward, in creating a distinct and unique sound on violin. He brings the classical instrument into the 21st century with his blend of jazz, R&B, hip-hop, and experimental sounds. Business acumen, determination, love for computer technology and passion for continued self-education have allowed this creative to build systems and processes as an independent artist solopreneur that have led his company to great success. Ward continues to serve as music director and pianist at his home church.
PERSONAL MOTTO: “Bigger, better, great forever.” Think bigger than you’ve ever dreamed. Do better than you did the day before. Be great—forever.
BEST ADVICE FOR OTHERS: There are over 8 billion people on the planet. The internet has opened the world from the palm of your hand. Anyone can find their tribe. Use it to build something great.
MOST PRIZED POSSESSION: A signature blue violin. My dad, a Southern University alum, built his career on that violin. I’ve had several, but I feel like it wasn’t until I started playing that electric blue that things really began to happen in my solo career. Like a mantle of sorts, I consider it a family heirloom and look forward to the day it’s time to hand blue magic to my younger brother and hopefully have some of those same things happen for him.
INSIGHTS: Innovation
How our honorees stay ahead of industry disruption
“Be the revolution before it finds you! Seek and embrace change before disruption occurs–recognizing and adapting to technology, market, and culture shifts that will drive industry transformation. Start rethinking how Gen Z and Alpha engage and experience products and services to reimagine value propositions that are a competitive differentiator. This is how you lead change, and not react to it.”
DANIELLE BROWN, Global Head of Influencer Marketing at Google | YouTube
“Having contacts across the nation in various organizations. There are always different points of view and approaches to similar issues. Most of the time you don’t have to reinvent the wheel, you simply need to adopt and tweak novel ideas from the people you surround yourself with.”
LOGAN AUSTIN, Senior Vice President/Chief Operating Officer, Our Lady of the Lake Health
“In a world increasingly driven by AI, we focus on telling authentic, relatable stories that resonate on a personal level. At the same time, we leverage AI to enhance our operation—streamlining processes, analyzing trends, and improving efficiency— without losing the human touch that defines our work.”
ROSS
ARMSTRONG, Owner, 4th FLR Productions; Lieutenant, Baton Rouge Fire Department
“Our industries are in a constant state of change and evolution, influenced by factors such as labor, material availability and the economy. We prioritize staying informed and connected to our customers, closely monitoring their evolving needs. When we identify an opportunity to expand our product offerings, modify a food type, or improve our processes, we engage in brainstorming sessions to quickly implement new ideas. Before bringing a product or process to market, we rigorously test it, deliberately seeking out potential failures to ensure its success.”
MICHAEL SCARBROUGH, owner, Green Heart Group, United Supply Agency, Empire Electrical Group
“I work in the service company, and the best way we stay ahead of disruptions is to listen to our customers. If there is something that can make their job easier or create more trust in our company, then we need to try our best to implement it. Every customer has a need; how can you identify it and meet that need?”
PEYTON FINICAL, Co-Founder, Sasquatch Waste
“At ExxonMobil, we focus on leveraging our people, technology, scale, integration, and operational excellence to be competitive and resilient in the face of industry disruptions. Recently, I am exploring the idea of anti-fragility, which focuses on thriving through disruptions rather than merely survive. The idea focuses on embracing uncertainties, learning from failures, building optionality, seeking discomfort, and testing/iterating new approaches.”
DAVID HOU, Business Team Leader, ExxonMobil
“Embrace new technology and approach it with clear eyes and a level head. AI is a great example, and Phelps has stayed ahead by embracing this new technology to make us more efficient and provide greater value to our clients. We are not viewing AI as a disruption, but as an enhancement.”
MADISON DEWITT, Partner, Phelps Dunbar
“As someone who assists with managing risk in a financial institution, we spend a significant amount of time trying to anticipate potential disruptions and then strategically planning our responses to those disruptions. We’ve built a culture where these challenges are seen as opportunities to learn and to embrace positive change so that disruptions do not have to be disruptive. A strong foundation of risk management controls and oversight can position you to face future challenges.”
KATHRYN MANNING, EVP/Chief Risk Officer at b1Bank
“Stay curious and keep your eyes open for inspiration, because it’s everywhere. Someone once told me, ‘if you’re not green, you stop growing,’ and that really resonated with me. You have to set aside time for you and your team to explore, experiment and shake things up, while knowing you can’t catch every train that goes by. I try to keep up with other leaders and colleagues in my industry and am very open, some may say too open, about internal challenges we face and initiatives we are exploring. I’ve found that our community in Baton Rouge is very willing to share and collaborate, but you’ll never know if you don’t ask.”
JOE MARTIN, Co-Owner/Chief Creative Officer, Red Six Media; Co-Owner/Hypeman, Brickyard South Bar + Patio
“I have always been fairly conservative, accepting risk when I feel it is just the right time. We spend a lot of time discussing the idea of staying on the cutting edge but not necessarily the bleeding edge. Our profession has faced more challenges and disruptions over the past three to five years than I can remember over the entire rest of my career prior. We keep our teams informed of what’s out in the market and spend time anticipating what could impact our daily workflow. I like to be progressive in order to not become obsolete, but we take opportunities in doses to not change everything drastically all at once.”
DEREK W. FORET, Partner – Assurance Service Line Lead, Hannis T. Bourgeois
No one knows
Honorees reveal the personal incidents and attributes that weren’t widely known—until now.
“After a semester as freshman class president, I was asked never to run for any student office ever again.”
—JOE MARTIN, Co-Owner/Chief Creative Officer, Red Six Media; Co-Owner/Hypeman, Brickyard South Bar + Patio
“I thought I wanted to be a bull rider. So I tried riding bulls when I was young. That did not last long.”
—JOSHUA TODD, Vice President of Operations and Compliance and Chief Nurse Anesthetist, DPI Anesthesia
“I was homeschooled from kindergarten through 12th grade.”
—ANDRÉE MILLER, Deputy Chief of Staff, Office of the Governor
“In my former life, I won Miss Congeniality in the Miss UL Lafayette pageant and I am a published model.”
—BLISS KELLEY BERNARD, Vice President, G.E.C. Inc.
“Most people don’t know that I was an actor throughout most of high school and college. I’ve done quite a few shows on stage and screen, from comedies to drama and even musicals.”
—DANTE BIDWELL, Chief Administrative Officer, City of Baton Rouge and East Baton Rouge Parish
“I’m Native American. Our tribe is the Choctaw-Apache Tribe of Ebarb. My family and I attend our annual powwow, which happens in April at our tribal grounds in Sabine Parish.”
—MYLES LAROUX, Partner, Highland Wealth
“I had to beatbox for one concert in my undergrad a cappella group. I fear it’s still on YouTube.”
—PHERICHE PERKINS, Executive Director, Pointe Coupée Early Childhood Coalition
“My first job, at age 16, was working as a janitor at a waterslide park in San Dimas, California.”
—DR. BRANDON
GAYNOR, Neurosurgeon, The NeuroMedical Center
“I am competitive in board games, especially Settlers of Catan.”
—LAURA SIU NGUYEN, Chief of Staff, Bear Process Safety; Founder, Night Market BTR
BUSINESS REPORT’S EXECUTIVE LEADERSHIP ACADEMY GRADUATES 2024 FALL CLASS
Dominique
Jocelyn
Karen Guerin
Kietha Gage
Kiley Huggins
Does Baton Rouge need a city-parish manager?
BY DILLON LOWE
If approved by voters this month, here’s what the new position would look like.
ON NOV. 5, East Baton Rouge Parish voters will decide the fate of a set of sweeping changes to the city-parish’s Plan of Government.
Among the most substantive changes is the proposal to do away with the position of chief administrative officer and introduce the positions of chief of staff and city-parish manager in its stead. But what would those changes actually look like in practice, and how have comparable cities embraced similar models?
HOW IT WOULD WORK
According to District 3 Metro Council member Rowdy Gaudet, the proposal aims to create a distinct separation between managerial and political duties within the mayor’s office. Under the current Plan of Government, the CAO is
tasked with a broad range of responsibilities, from managing department heads to maintaining political relationships.
Gaudet says that model can often place an overwhelming burden on the CAO and that splitting those duties up would boost both efficiency and responsiveness to resident needs.
“The current job of the CAO encompasses effectively all things to serve a mayor. … Having one person in that catchall role is an outdated model,” Gaudet says.
If voters approve the changes, the city-parish manager would focus solely on departmental management and service delivery—“running the day-to-day operations of city-parish government,” as Gaudet puts it—while removing politics from the equation. The chief of
staff, meanwhile, would be responsible for developing policy, engaging with the community and maintaining relationships with Metro Council members.
The city-parish manager would be appointed by the mayor, but that appointment would be subject to Metro Council confirmation. Currently, council members do not have a say in who is hired as CAO. The mayor would be able to remove the city-parish manager at any time without Metro Council approval.
Notably, would-be city-parish managers would need to meet a set of education and experience requirements: The position would require a bachelor’s or master’s degree “preferably in business administration, finance, public administration or a related field of management or a degree in the
field of law” as well as at least five years’ experience in an administrative capacity in municipal or state government or in an executive management capacity. No such requirements currently exist for the CAO.
“To me, this is what a legislative branch should be doing,” Gaudet says. “We should constantly be looking for areas where we need to make improvements to our form of government.”
As for what the city-parish manager’s salary would look like, Gaudet says only that compensation would be decided through a discussion between the mayor’s office and the Metro Council as part of standard budget talks.
District 5 Metro Council member Darryl Hurst says he supports the introduction of the city-parish
DIVISION OF DUTIES: The intent of the proposed city-parish manager position is to create a distinct separation between managerial and political duties within the mayor’s office.
manager position largely because of the aforementioned hiring criteria.
“When a new administration comes in—whether it be after this election or in the future—I want to know that the person [with these duties] is qualified,” Hurst says.
Another of the proposal’s merits, according to Hurst, would be the Metro Council’s ability to weigh in on who the mayor appoints to the position. This, he says, would allow council members to ensure that the mayor’s appointee has the city’s best interests at heart.
“I want to know that the cityparish manager is willing to listen to us and work with us to make sure that all of Baton Rouge is taken care of, but especially north Baton Rouge, where a lot of the challenges in our city come from,” Hurst says. “My goal is to make sure the next 10 years don’t look like the past 40.”
HOW OTHER CITIES DO IT
The managerial model in question is not a new one and has in fact been adopted by many local governments across the country. The model may date back to as
“To me, this is what a legislative branch should be doing. We should constantly be looking for areas where we need to make improvements to our form of government.”
ROWDY GAUDET
,
Metro Council member, District 3
early as 1908, and in the time since, a number of once-small but nowprominent cities appointed their own managers, including Austin, Texas; Dayton, Ohio; and Phoenix.
According to the International City/County Management Association’s 2018 Municipal Form of Government Survey, 40% of local governments with at least 2,500 residents use a council-manager form of government and 38% use a mayor-council form of government.
Under a council-manager form of government, a chief elected official (e.g., mayor) and an elected council are responsible for developing policy while a professional manager runs day-to-day operations. Under a mayor-council form of government, a chief elected official serves as the head of government and possesses significant administrative authority while an elected council serves as a legislative body. Baton Rouge currently uses a “strong mayor” mayor-council form of government.
According to Jason Grant, advocacy director for the ICMA, the council-manager model is designed
to minimize political corruption by ensuring that the individual responsible for running the day-today operations of government is a professional rather than a political appointee. The idea is that such appointees are less likely to be driven by the short-term political goals that might drive elected officials, meaning they are able to focus exclusively on long-term planning and operational efficiency.
“You’re 60 percent less likely to see corruption convictions under a council-manager form of government versus a mayor-council form of government,” Grant says, referencing data collected by the ICMA.
Council-manager cities, Grant says, also tend to enjoy higher bond ratings and find greater success when implementing cost-saving measures. The model could even have its advantages when it comes to economic development.
“Council-manager cities are more likely to implement incentives that grow jobs and stabilize their local economies,” Grant says. “Mayorcouncil cities are less likely to implement those types of incentives.”
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A new plan of government
Here’s a rundown of other proposed changes to Baton Rouge’s Plan of Government on the November ballot.
• Candidates for Metro Council would be required to have been a resident of the district in question for at least one year before qualifying for office.
• References to a specific compensation for council members— currently $1,000 per month—would be removed. The Metro Council would be required to approve compensation for council members by ordinance at least one year prior to the beginning of each term.
• The Metro Council would be required to adopt ordinances “governing qualifications and reporting” for members of cert ain boards and commissions.
• Candidates for mayor would be required to have been a resident of the parish for at least two years before qualifying for office.
• The position of executive counsel would be introduced to the mayor’s office. The executive counsel would provide “independent legal advice” to the mayor.
• The mayor would be required to give a “St ate of the Parish Address” at a special Metro Council meeting no later than Jan. 31 of each year.
• The Metro Council would be given 37 extra days to evaluate the city-parish budget at the end of each year. Visit brla.gov/1257/Plan-of-Government to read all of the proposed amendments.
State Rep. Dixon McMakin, R-Baton Rouge, fully supports the Plan of Government changes and points to recent CAO turnover as a prime example of the current model’s shortcomings. Current CAO Dante Bidwell is the fifth person to hold the position since Mayor Sharon Weston Broome took office in 2017.
“That [turnover] is unacceptable for a city that is the capital of its state with a top flagship university and top industry,” McMakin says. “We can’t be having people coming here that can’t get the job done.”
According to McMakin, introducing the position of city-parish manager would go a long way toward “bringing Baton Rouge to the 21st century.” The current Plan of Government was adopted in 1947 and has since been amended 17 times.
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“Putting a person in place who has the proper credentials would help Baton Rouge become the city that it needs to become,” McMakin says. “It would set us on a path toward competing with other top cities that have this structure.”
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“When a new administration comes in—whether it be after this election or in the future–I want to know that the person [with these duties] is qualified.”
DARRYL HURST, Metro Council member, District 5
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“The city-parish manager proposal really does bring me some pause.”
MAYOR SHARON WESTON BROOME
THE OPPOSITION
Not every major player in Baton Rouge supports the proposal.
While a majority of Metro Council members did vote to approve the ballot item at the council’s March 27 meeting, two council members—Chauna Banks (District 2) and Carolyn Coleman (District 10)—voted against it. Cleve Dunn Jr. (District 6) and then-Mayor Pro Tempore Lamont Cole abstained from voting.
At that meeting, Banks said she harbored concerns over how much the Plan of Government changes would cost the city. If voters approve the proposed changes, the position of executive counsel would be introduced to the mayor’s office alongside the positions of chief of staff and city-parish manager while the position of CAO would be eliminated.
“What it looks like to me is we’re going to be top heavy,” Banks said. “It does not appear that there is an elimination of many of these positions but there are additions to the positions. What comes with that is salaries and benefits. We have this
COLLIN RICHIE
issue of not being able to bring our workforce into a reasonable pay but yet most of these positions are probably [going to be making] six digits.”
Coleman, meanwhile, said she was primarily concerned about the city-parish manager position stripping power away from the mayor.
“I went to the [Conference of Mayors] and there were some mayors there that had the position of city manager, and from what I gathered, it was a difficult spot to be in,” Coleman said. “That’s because all the mayor would be doing is kissing babies and cutting ribbons and the manager would be running the city.”
In September, two leading Democratic mayoral candidates— Broome and former state Rep. Ted James—both criticized the proposal in separate interviews with Business Report
consolidated government.”
“I’d
like the new administration and
the new
council
to have
an opportunity
to look
at the Plan of Government and not ask the people of the parish to accept changes this year and again next year. Second, I don’t need a Plan of Government change to tell me that we need a credentialed hire to help me fulfill my vision for the parish. I’ve already committed to doing that.”
TED JAMES, mayoral candidate and former Louisiana state representative
It’s worth noting that Broome expressed her support for the proposal on March 27 after the aforementioned Metro Council vote.
James said his concern over the proposal is twofold.
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Broome said she believes the Metro Council’s motivation is “certainly to move our system of government forward” but also that Baton Rouge’s current strong mayor system is “essential in our
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“The city-parish manager proposal really does bring me some pause,” Broome said. “I’ve always said that the issue … is more about salary than the need for change. I’m committed to building a leadership staff around me that, at the end of the day, will help me deliver and win. I encourage voters to really consider the proposal and its impacts.”
“First, there are some Plan of Government changes that I would like to propose,” James said. “I’d like the new administration and the new council to have an opportunity to look at the Plan of
Government and not ask the people of the parish to accept changes this year and again next year.
Second, I don’t need a Plan of Government change to tell me that we need a credentialed hire to help me fulfill my vision for the parish. I’ve already committed to doing that.”
You’re free to live your life out loud! Because you’ve got the compassion of the cross, the security of the shield, and the comfort of Blue behind you.
CELEBRATE WITH US AS WE RECOGNIZE OUTSTANDING INDIVIDUALS
NOVEMBER 14, 2024
L’AUBERGE CASINO HOTEL
Proceeds benefitting
SPONSORED
From students to startups
This program is turning high schoolers into business owners.
STARTING A BUSINESS as a high school student is no easy feat.
Most teenagers lack the financial resources to turn an idea into a reality, and navigating the legal and regulatory requirements necessary to officially register and operate a company can certainly be a struggle.
Beyond those hurdles, high school students are also unlikely to have access to the mentors and professional networks that are often critical to launching a successful business.
Furthermore, the skills needed to draft a business plan, develop a brand and pitch to investors are usually learned over time—experience that most young people haven’t yet had the chance to accrue.
Enter Young Entrepreneurs Academy of Baton Rouge.
high school students a unique opportunity to launch their own businesses over the course of an academic year.
With guidance from business mentors, industry professionals and LSU instructors, participating students develop their business ideas into real companies and are granted access to real seed funding opportunities.
“This is not a simulation,” says Deborah Sternberg, YEA BR’s chair. “These students are doing real work and filing real companies.”
Here’s how the process works:
• Students in the nine-parish Capital Region who are entering grades 8-12 are eligible to apply.
BY DILLON LOWE
selected for each cohort. Tuition is $995, though need-based scholarships are available. Classes are hosted at LSU’s E.J. Ourso College of Business from September through April. Students develop business plans and learn business fundamentals through lectures and projects as well as field trips to local businesses, incubators and nonprofits—Marucci Sports, Nexus Louisiana and the Arts Council of Greater Baton Rouge, to name a few.
• Students file their businesses with the Louisiana Secretary of State’s office.
represent the Capital Region at a national Young Entrepreneurs Academy conference in Rochester, New York.
It’s worth noting that YEA BR graduates who choose to enroll at LSU within four years of graduating qualify for three college credits— something Sternberg says brings value to Baton Rouge’s business ecosystem as a whole. “We’re not only unlocking the potential of high school students in the world of business but also creating a strong pipeline into LSU’s College of Business for continued development and continued learning,” she says.
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Launched in 2018, YEA BR is a partnership of the Baton Rouge Area Chamber, Louisiana Economic Development and LSU that offers
Interested students must submit two short essays, a recommendation letter and a transcript. A virtual interview is then conducted with YEA BR leadership.
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• Twenty-four students are
CONGRATULATIONS
• Students pitch their businesses to a Shark Tank-style panel of judges each March. A total of $25,000 in seed funding is available. How much funding each business receives is decided by the panel of judges, though each business walks away with some dollar amount.
• One business is selected to
YEA BR recently welcomed its seventh cohort, and according to Sternberg, the program saw record interest this year with 95 total applicants. To date, 120 students have launched over 100 businesses through the academy.
Diversity is also something that
Sternberg takes very seriously, and she takes pride in the fact that each YEA BR cohort is a “microcosm of the Greater Baton Rouge area.” Seventeen schools across four parishes are represented in the current cohort by students from “all walks of life.”
“I come from an entrepreneurial family, and it’s been so gratifying to help connect young people with opportunities to see their own visions come to fruition,” Sternberg says. “I really do get great satisfaction out of my work.”
A SUCCESS STORY
One business launched through YEA BR that has found success is Evera, a brand of eco-friendly water bottles. Five reusable utensils—fork, knife, spoon, straw and chopsticks— are stored inside a module that attaches to the bottom of each bottle. The company aims to tackle the global plastic pollution crisis by offering a convenient, sustainable alternative to single-use water bottles and utensils.
Steffek Rainey, Evera’s founder, joined YEA BR in 2020 while
enrolled at Catholic High. A selfdescribed “maker” and “tinkerer,” he had been toying with the idea of an all-in-one sustainable water bottle and utensil storage solution for some time, but it was not until he joined the academy that his vision truly began to take shape.
With YEA BR’s guidance, Rainey— now a graduate student at Harvard
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University—was able to refine his idea and learn the ins and outs of running a business.
“I was a high school student who knew nothing about business, design or entrepreneurship,” Rainey says. “Looking back on it now, [YEA BR] was an invaluable experience.”
After graduating from YEA BR, Rainey spent a few years developing and fine-tuning his product.
While pursuing his undergraduate degree at the University of San Diego, he showcased his bottles at beach cleanups, environmental expos, farmer’s markets and the like. Evera officially launched in September 2023, and Rainey has since been able to strike deals with a handful of retailers in California and Louisiana. Locally, his bottles can be found at The Backpacker on Jefferson Highway.
Rainey has gotten some pretty high-profile accolades for his work, as well. In August 2021, he won the President’s Environmental Innovation Award. And in November 2022 and November 2023, he took home the San Diego Entrepreneurs Organization’s Global Student
Aiming Higher
Entrepreneur and People’s Choice Entrepreneur awards, respectively.
Reflecting on his journey, Rainey says YEA BR gave him a head start in entrepreneurship that very few high schoolers get.
“When the lessons I learned showed up in my college courses, I was like, ‘Oh, I’ve seen this before,’” he says. “[YEA BR] laid a great foundation.”
For Rainey, YEA BR was the catalyst that turned his simple idea into a tangible business, and he encourages other high school students who are considering entrepreneurship to take the leap.
“Don’t be afraid to start,” Rainey says. “The experience alone is invaluable, and you’ll learn so much about yourself and the world of business in the process.”
Though Rainey declined to share sales figures, Evera’s website boasts that the company has “saved over 26,950 pieces of plastic so far.”
Looking forward, Rainey says he has plans to expand the business further, though he’s remaining tightlipped about what those plans entail for now.
Evera founder Steffek Rainey was part of the Young Entrepreneurs Academy 2020 cohort.
Pictured from left to right are Cristin Page, Nicole House, Seth Richardson, Beth Davis, Michelle Owens, Kevin Richardson, Sean Davis, Mark Bagwell, Lisa Richardson, Randall B. Richardson, and Matthew Theriot.
Entrepreneurs in the making
The 2025 Young Entrepreneurs Academy cohort has dreams ranging from athletic clothing design to technological innovation to wildlife management.
THE YOUNG ENTREPRENEURS Academy of Baton Rouge’s 2025 class features 24 teens aspiring to turn their interests and ideas into thriving businesses. The students—who hail from 17 high schools in the Capital Region— attend weekly courses at LSU’s E.J. Ourso College of Business. They’re instructed by professors and members of the business community about how to go from developing a formal business plan to getting their startups off the ground and registering them as an LLC with the Louisiana Secretary of State’s office. The program concludes with a Shark Tank-style competition in which student CEOs pitch their businesses to a panel of judges for seed funding, with the judges also selecting the best presentation to advance to a national competition in New York. Now in its seventh year, YEA BR has mentored nearly 150 students from the Capital Region to launch over 125 startups. Congratulations!
Congratulations on being named to the Baton Rouge Business Report Forty under 40 class of 2024!
Thank you for your commitment to excellence within our healthcare ministry.
Logan Austin SVP, Chief Operating Officer Our Lady of the Lake Health
Jaden Armstrong | 16 Liberty Magnet High School, Grade 11 Entrepreneurial dream: To bring inclusiveness to visually impaired people.
Khaliyah Claiborne | 16
Zachary High School, Grade 11 Entrepreneurial dream: To provide makeup services and make people feel good about themselves.
Christian Busbice | 18 Catholic High School, Grade 12 Entrepreneurial dream: To reduce the population of invasive wild hogs.
Joanna Fang | 17 Baton Rouge Magnet High School, Grade 11 Entrepreneurial dream: To introduce and build people’s confidence in breakdancing through peer feedback.
Rylan Carruth | 17 Catholic High School, Grade 11 Entrepreneurial dream: To use technology to help those in danger.
Armani Goins | 17 McKinley High School, Grade 11 Entrepreneurial dream: To make people feel better about themselves.
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Lucas Hahn | 16 The Dunham School, Grade 10 Entrepreneurial dream: To create the comfiest athletic clothing possible.
Carrie LeBlanc | 16 Central High School, Grade 10 Entrepreneurial dream: To enlighten people with foreign food culture from the comfort of Baton Rouge.
Treveon Harris | 14 Brusly High School, Grade 9 Entrepreneurial dream: To help and inspire others to do good deeds.
Andrew Magherini | 16 University View Academy, Grade 10 Entrepreneurial dream: To provide coaching to make the perfect shot.
Henry Hlichal | 18 Woodlawn High School, Grade 12 Entrepreneurial dream: To provide students with better educational opportunities.
Reza Marzoughi | 18 Baton Rouge Magnet High School, Grade 12 Entrepreneurial dream: To make a positive impact on the health and well-being of my community.
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Akachi Mere | 17 Episcopal School of Baton Rouge, Grade 11 Entrepreneurial dream: To fund scholarships and improve education in Nigeria, helping bright students build a more prosperous country.
A’zyria Parker | 18 Scotlandville Magnet High School, Grade 12 Entrepreneurial dream: To foster support among those who share similar problems.
Lee McMillan | 16 West Feliciana High School, Grade 10 Entrepreneurial dream: To add convenience to the mundanities of people’s lives.
Ava Prestridge-Hoover | 17 Sevenstar Academy, Grade 11 Entrepreneurial dream: To bring more confidence and variety to self-expression through fashion.
Samuel Neal | 15 West Feliciana High School, Grade 10 Entrepreneurial dream: To help make things more affordable for people.
Jennifer Puente | 17 Prairieville High School, Grade 10 Entrepreneurial dream: To educate people about having a healthier lifestyle.
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ELEVATING IT SERVICES
HOW GULF SOUTH TECHNOLOGY SOLUTIONS GOES BEYOND THE BASICS
When it comes to managed IT services, many businesses settle for a one-size-fits-all approach that falls short of their unique needs. But for companies seeking a true technology partner, there’s a managed provider that takes a more proactive, personalized approach – Gulf South Technology Solutions.
With 20 years of experience under its belt, Gulf South Technology Solutions has built its services around the complex requirements of its core client base: engineering firms.
“Engineers have such complex software and equipment needs that it makes supporting other industries relatively easy for us,” explains Kelsie Moak, the company’s COO.
This specialized expertise has allowed Gulf South Technology Solutions to develop a multi-layered service model that goes far beyond basic reactive IT support. At the heart of its approach is a service team dedicated to proactively identifying and resolving potential issues before they impact operations. If any issues arise, the company’s response time is 30 minutes or less, which is
remarkable in the IT world.
“Our goal is to minimize the number of reactive tickets we receive so we can respond more quickly,” Moak says. “We’re constantly analyzing trends across all our clients to find ways to be more proactive.”
This proactive mindset extends to regular on-site visits from the company’s technology alignment managers. Rather than waiting for clients to submit tickets, these dedicated specialists meet with end users, managers and leadership to uncover hidden challenges and make strategic recommendations.
“We often find that users will tell our onsite team things they wouldn’t necessarily escalate to leadership,” notes Moak. “It gives us a much more holistic view of their technology needs.”
Complementing the hands-on support is the guidance of the company’s virtual Chief Information Officer (vCIO). This C-level expert works directly with clients to align their technology roadmap with broader business goals - whether that means budgeting for a new office expansion or optimizing software
licensing.
“We become a true extension of our clients’ teams, helping them make informed, strategic decisions about their IT,” Moak says.
This comprehensive, consultative approach has earned Gulf South Technology Solutions the trust of clients across a range of industries. In fact, the majority of clients have been with the firm for over a decade.
“We’re not just another generic managed service provider,” affirms Moak. “We’ve built our services around the needs of our most complex clients, which allows us to deliver an exceptional experience to businesses of all sizes and industries.”
From rapid response times to proactive maintenance to strategic technology planning, Gulf South Technology Solutions is elevating the standard for managed IT services. By going beyond the typical break-fix model, this provider is empowering clients to leverage technology as a true competitive advantage. For more information, visit gulfsouthtech. com or scan the QR code.
Leila Ramos | 16 West Feliciana High School, Grade 12 Entrepreneurial dream: To empower individuals to make informed decisions, helping them navigate through life’s challenges and protect their well-being.
Maryam Musa Yola | 16 LSU Laboratory School, Grade 10 Entrepreneurial dream: To adapt the way students receive educational resources.
Willow Snow | 17 Liberty Magnet High School, Grade 11 Entrepreneurial dream: To encourage and support youth involvement in STEM through humanitarian projects and community advancement.
Samuel Washington | 15 Walker High School, Grade 10 Entrepreneurial dream: To make people happy with the food I make.
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Thomas Tessier | 16 Catholic High School, Grade 10 Entrepreneurial dream: To provide services for construction sites.
Cynthia Zheng | 17 Baton Rouge Magnet High School, Grade 11 Entrepreneurial dream: To help stressed students and assure them that assistance is available.
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East Baton Rouge EMS Gears Up for Flu Season: Prioritizing Preparedness and Public Health
As the crisp fall air descends upon Louisiana, East Baton Rouge EMS is ramping up its efforts to face one of the most pressing annual public health challenges: flu season. With every flu season presenting its unique set of hurdles, from new viral strains to shifts in public behavior, EBREMS remains committed to ensuring that both the public and its personnel are equipped to handle any potential surges in flu-related emergencies.
EARLY PREPARATIONS
Each year, flu season strains healthcare resources nationwide, and emergency medical services are often on the frontline. For EBREMS, preparation begins long before the first cases start appearing in late fall.
“We start gearing up for flu season by late summer,” says Arien Morgan, public service coordinator of East Baton Rouge EMS. “It’s about being proactive, ensuring our teams are ready
for the influx of calls and that our community is educated and prepared to minimize spread.”
Part of this preparation includes ramping up public outreach efforts. By educating residents on the importance of vaccination and how to prevent flu transmission, EBREMS hopes to reduce the number of serious cases requiring emergency care.
STOCKPILING SUPPLIES
In addition to public education, EBREMS takes extensive measures to ensure its crews are well- equipped. The flu, much like other viral illnesses, poses a significant risk to first responders who interact with sick individuals.
“As EMS providers, we’re constantly exposed to patients with flu-like symptoms. So, our teams are equipped with the latest personal protective equipment (PPE) to safeguard them from contracting or spreading the virus,” Morgan explains. “We stockpile everything from N95 masks to hand sanitizers and disinfectants
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to ensure that our ambulances and personnel remain virus-free.”
Moreover, ambulances are deep cleaned regularly and disinfected after every call. Protocols are reviewed and updated to ensure that all EMS personnel adhere to the strictest sanitation measures.
KEEPING PERSONNEL READY
A healthy workforce is essential for EBREMS, particularly during flu season. To ensure its staff remains on the job and ready to respond, EBREMS has put measures in place to encourage vaccinations for their EMS professionals.
“We offer free flu vaccinations to all of our team members,” Morgan says. “Getting vaccinated not only protects our EMS workers but also helps curb the spread of the flu within the community.
COMMUNITY PARTICIPATION
Ultimately, EBREMS emphasizes that the success of its flu season strategy depends on the community’s participation. “We can prepare all we want, but we need the community to take their own steps to prevent the spread,” Morgan says.
The organization encourages residents to get their flu shots, stay home when sick, wash hands regularly and wear masks if they’re feeling unwell—especially around vulnerable populations. EBREMS is committed to protecting public health but reminds citizens that individual actions can make all the difference.
As flu season approaches, the people of East Baton Rouge can rest assured that their emergency medical services team is prepared, vigilant and ready to respond to the challenges ahead.
More information can be found online at brla.gov/EMS or by scanning the QR code.
WHILE RESEARCHING the BREC tax propositions, the discovery of the organization receiving $100 million per year, or $250,000 a day, and being overseen by a commission with no elected members raised many questions.
What has become clear is that most East Baton Rouge Parish residents have no idea how much money is annually collected by these organizations, how those public dollars are being spent, or the way these often unqualified political appointees operate and manage these 42 agencies.
I have already shared many opinions on BREC management and my opposition to the two propositions on the ballot raising some $700 million to $800 million in taxes. The public is really unaware of the condition of our parks and what goes on behind the scenes. The election results will tell me if voters bought the “fool’s gold” BREC was selling.
Are foxes guarding the henhouse?
Wondering about tax revenues flowing to other Baton Rouge independent taxing authorities, I contacted Tax Assessor Brian Wilson, whose office recently completed its mandated quadrennial property reassessment. Here is what he shared regarding property tax revenues select agencies received in 2024. Wilson noted that sales and property development typically generate a tax boost of 3% to 4% per year for all entities. I see that as an automatic windfall to cover inflation.
• BREC: $88 million (plus self-generated and other sources will top $100 million). That’s $273,000 spent per day with 1,000 employees.
charters. Add in state MFP dollars and you get a $579 million budget in 2024. Divide that by 41,000 students, and it’s an average of $14,121 per student.
• Council on Aging: $12 million Property taxes generate $32,876 per day for 21 facilities and a fleet of vans and buses. State and federal dollars add $3 million, boosting the budget to $15 million. In 2017, the COA had a $3.2 million budget, a difference of almost 400% over seven years. After the Metro Council failed to roll forward COA’s tax rate, CEO Tasha Clark-Amar told The Advocate that the COA is already struggling with funding, and that now she will likely have to turn away seniors. At $15 million spent, this demands investigation.
• Library: $57.5 million. That’s $157,534 per day to operate 15 libraries open seven days a week and provide numerous services and four bookmobiles. There are 312,025 library cardholders. This agency is the best-run public entity in the parish, with the best-kept facilities and the strongest brand. The excellent taxpayer ROI comes down to strong leadership and team.
There are other public boards and commissions that I didn’t list. Go to brla.gov, and under the “Government” tab click “Boards and Commissions” to see all 42. You will also see a link to upcoming “vacancies.” Maybe you are willing to serve. If so, apply at city.brla.gov/dept/ council/expire.asp.
fiefdoms is that options become limited when priorities shift or new needs emerge. Crime is a major problem in our community, and there’s a very real need for more funding for our police and district attorney. Baton Rouge also needs a new prison and a juvenile detention facility.
But where will we get the money to pay for these things? Shifting money from an independent taxing authority or dedicated tax isn’t an option, so wanting something new or boosting existing funding levels typically requires a new tax. This is the situation we have created.
It’s why voters must take a more holistic look at our city-parish needs before reflexively renewing a dedicated tax or remaining silent when a taxing agency votes to roll forward its millage rates. What are your priorities? How much are you willing to pay for the service and quality you receive from these agencies? Millions of dollars are at stake each year. This is a significant issue for EBR and I believe a debate is in order, in search of outcomes based on data and community input.
Rolfe McCollister Jr. is a contributing columnist. The viewpoints expressed are those of the author and do not necessarily reflect those of Business Report or its staff.
• CATS: $25 million. That’s $68,493 a day for buses. CATS says ridership is now half of what it was prepandemic. There were 1,109,900 riders in 2023, equating to $22.52 property tax dollars per rider, not counting fare revenue. And CATS says it will have 114 drivers, with currently 1,500 bus stops.
• East Baton Rouge public schools: $224 million in local taxes. This means we pay $613,000 daily for 83 schools, 5,000 employees and 41,000 students, including
All have power, but only some are financed through direct tax revenue. Some have stipulations or sponsoring groups, but most are political appointees from the Metro Council and mayor. They have made some bad choices, resulting in weak leadership, poor CEO hires and a lack of results for taxpayers. Those should be pointed out, and the politicians should be held accountable for their appointees.
Many of these independent taxing authorities were created because the public had so little trust in the city-parish government to manage its money effectively. This lack of confidence is also why voters tend to reject general operating tax measures, preferring dedicated proposals where how the funds will be spent is generally spelled out.
A significant downside to taxing
We should also look at these commissions’ accountability and the board service criteria. Evaluate all 42 and decide if each is still necessary. Maybe require annual reporting by each in a public forum to answer to the taxpayers. I would like a new inspector general for the city-parish government to investigate abuse or criminal activity to set a high standard.
This is your government and your tax dollars. So, who has the courage to start the conversation and lead the way—or is this mountain too big to climb?
WILL NBR MOVE FORWARD?
A mayoral forum held on the Southern University campus was co-hosted by the Baton Rouge Metropolitan Black Chamber of Commerce, the North Baton Rouge Chamber of Commerce and the Baton Rouge North Economic Development District. You may not be aware of these organizations or what impact they have had on north Baton Rouge in the last 20 years.
The NBR Chamber began in 2004. Its mission is “to serve as an advocate for the creation and growth of competitive, profitable and
sustainable business enterprises in north Baton Rouge and surrounding areas.”
The Legislature created the Baton Rouge North Economic Development District in 2015 with public funding sources. It is “a nine-member board of commissioners appointed to manage the political subdivision.”
The Baton Rouge Metropolitan Black Chamber of Commerce began four years ago. Its mission “is to empower black entrepreneurship to establish a stronger black community.”
But these are not the only ones intent on helping north Baton Rouge—some specifically and some in general—and they, too, have public and private funding. After the announcement of the Amazon fulfillment center, the Cortana Corridor Economic Development District was created with dedicated sales taxes.
The theme of the mayoral forum was “Moving Forward, Together.” But other than the forum, how much collaboration has there been between these groups—and what have been the results for north Baton Rouge? Is there too much duplication of effort and stretching of limited resources? Were some groups formed because others were not delivering results? Have any partnered with other Baton Rouge or regional groups on specific north Baton Rouge projects?
community, and what results have they produced in the past five, 10 and 20 years?
The focus is often on the lack of attention or support for north Baton Rouge and a search to lay blame. Clearly there are a number of organizations in place advocating for this region, and some have dedicated public funds. Consider, too, that a Black, north Baton Rouge community member has held the mayor-president position for the last 20 years. Results?
It can investigate and send recommendations to the state Supreme Court. Some argue the commission is too slow and “takes it easy on judges.” It has been slow but has a small staff. So, if critics want to change that, they can increase the funding and staff.
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At the end of the 2023 audit, it appears to have more than $1.14 million in cash. It is administered by Build Baton Rouge, which created a Florida Corridor Plan. Ninety percent of the district is north of Florida Boulevard.
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So why am I questioning these three specific entities focused on north Baton Rouge? I believe the same questions of accountability should be asked of all public boards and commissions in East Baton Rouge Parish: prominent nonprofits like the Baton Rouge Area Chamber, Nexus Louisiana, 100 Black Men, and the Baton Rouge Area Foundation. Government entities like Louisiana Economic Development and Small Business Development Centers. And our universities doing economic development. What are each of these organizations doing to improve our
We know this community faces numerous challenges. But I hearken back to the theme of the forum: If we want to move forward, we’ll have to do it together.
CONSTITUTIONAL AMENDMENTS
Here we go again, discussing amending our constitution. As I did, you can read a lot more detail at PARLouisiana.org. My recommendations for the Dec. 7 ballot are as follows:
Amendment No. 1 — NO
The Judiciary Commission re
This amendment would increase the number of members on the Judiciary Commission from 9 to 14, letting the speaker of the House and Senate president get two more picks and giving the governor an additional selection.
This would add more politics to the body—and it could still be slow to act. Plus, recent support on a legislative bill by a majority of the state Supreme Court to give themselves bonuses (even before service) displays a lack of character that doesn’t warrant giving them more power.
Bottom line: Hire more staff if you want faster results.
Amendment No. 2 — YES
This amendment would require that the Legislature wait at least 48 hours before concurring in a conference committee report or amend
This provides needed time for legislators to know details before voting on big-money bills. PAR points out: “In June 2023, lawmakers passed more than $52 billion worth of budget bills in the last half-hour of their two-month regular session, in a frenzied series of votes.” That’s ridiculous and not a proper way to handle the people’s business.
Instead of operating in businessas-usual mode, perhaps knowing they require 48 hours the Legislature may respect the process, change its ways and make better decisions. We can vote “yes” to force it to do so.
Amendment No. 3 — NO
I am told that this one was set up to be a companion bill to No. 2.
I see it as more of a “get out of jail free” pass. This amendment would allow the Legislature to extend a regular session in increments of two days, up to a maximum of six days if necessary to pass a bill appropriating money. In other words, if the Legislature doesn’t correctly handle its business and presents a budget with less than 48 hours remaining, it can vote to add two days—or as many as four or six days—to finish the job. And taxpayers would pay for those extended days.
Tell legislators to manage the process and finish on time.
Amendment No. 4 — YES
This one was one of the most complicated amendments I have
REFLECTIONS
THE RICHES OF BEING ‘IN CHRIST,’
encountered and required more research. I have tried to discern the correct answer here. As PAR states, a “yes” vote would “shift Louisiana from a tax sale process to a tax lien auction process when a property owner hasn’t paid property taxes and the local government wants to satisfy the tax debt.” A “no” vote would keep the status quo and continue the “sheriff’s sale” process.
From my limited research, I understand that title attorneys can have difficulty with tax sales and getting clear titles. Redeeming taxes can be difficult after three years, and after five years, the odds of litigation increase. Sometimes, a tax buyer can file a lawsuit and obtain a
THE RICHES OF being “in Christ” are that we are saved from ourselves and forgiven of our sins by the grace of God. This salvation is based on Christ’s performance, not man’s performance. Religion is seeking to make oneself acceptable to God by one’s own performance. Notice in Ephesians 1:7 the three-part work of salvation by the grace of God-Christ performance. “In HimChrist, we have redemption through his blood, the forgiveness of our trespasses, according to the riches of his grace, which he lavished on us.”
valuable property for minimal taxes paid, which could be unfair. The Louisiana Land Title Association collaborated with other committees to draft this legislation. It appears this would protect the consumer and make it easier to clear title.
Also, under current law, the tax notice is put in the tax buyer’s name after the first year, which can be hard to track down. Under the new law, the tax lien is filed with the tax notice, which stays in the actual property owner’s name. To acquire title, a foreclosure suit is filed on the lien like a sheriff’s sale. It has to be appraised and requires a minimal bid of two-thirds of the value, as is the case with a sheriff’s sale.
The word redemption has the idea of a purchase price. Believers in Christ are bought out of the slave market of sin by the blood of Christ. It cost His blood-life to purchase us. This purchase and payment afforded us forgiveness. And the means by which this took place was according to the riches of His grace, which he lavished on us. What a gospel, what beautiful grace, and a reason to worship.
—Jeff Mitchell, Retired COL and Army Chaplain
Jones Walker LLP proudly salutes our partner Justin Marocco on being honored as one of Baton Rouge Business Report’s “40 Under 40.” Congratulations to Justin and all of the honorees for their achievements and contributions across the Baton Rouge region.
The recent Supreme Court decision in Loper Bright Enterprises v. Raimondo has significant implications for businesses in Baton Rouge, especially those in highly regulated industries like energy, healthcare, and construction.
For the past 40 years, the standard of judicial review first applied in Chevron v. Natural Resources Defense Council has frequently allowed federal agencies the final word when it comes to the interpretation of ambiguous laws, which many say has led to regulatory overreach and increased the cost of compliance. The Loper ruling overturns Chevron, meaning federal agencies like the EPA and the Army Corps of Engineers, and the regulations they enforce, may face stricter scrutiny from reviewing judges.
KEY IMPLICATIONS FOR BATON ROUGE BUSINESSES:
1. Evening the Odds Against Federal Agencies: Businesses will find it easier to challenge agency actions in federal courts. For example, the next time the EPA changes its definition of “waters of the United States,” impacted businesses may have more power to demand a thorough explanation and justification for the change in policy when seeking judicial review of the EPA’s decision.
2. More Accountability: Without Chevron, federal agencies will need to provide clear and detailed justifications for their actions. This could lead to more predictable and stable regulatory environments, benefiting businesses that require long-term planning.
3. Successful Citizen Suits: Loper also impacts “citizen suit” provisions in many federal statutes, which allow individuals and groups to challenge or compel agency actions. This means that even when businesses and agencies are working cooperatively, businesses might face stronger legal challenges from environmental and other community activist groups.
4. Reduced Compliance Costs: With agencies required to justify their decisions more thoroughly, new rulemaking may slow down, reducing arbitrary compliance costs and allowing businesses to more efficiently allocate their resources.
WHY THIS MATTERS:
For businesses in places like Baton Rouge, a hub for the energy and petrochemical industries, this decision is crucial. It offers a chance for regulated businesses to have more control and predictability over regulatory challenges, reducing the burdens of compliance. It also forces agencies to provide clear legal, scientific and technical support for their actions, which in turn, should help businesses understand regulatory requirements and identify the best path towards compliance.
As we navigate this new landscape, it’s essential for businesses to stay informed and proactive in engaging with regulatory agencies. This ruling opens the door for a more transparent and cooperative relationship between regulators and industry, benefiting the Baton Rouge business community.
ABOUT THE AUTHORS
Dave Topping and Sophie Gray are environmental lawyers with Phelps Dunbar who help businesses navigate complex regulatory landscapes by providing transactional support, regulatory compliance counseling, and litigation services. Dave and Sophie conduct environmental diligence, draft opinion memoranda, and handle environmental real estate matters, including Phase I and II assessments and environmental liability protections, contractual indemnities, representations and warranties, and statutory defenses. They also help clients navigate environmental remediations, assist with permitting, compliance and reporting, defend clients in EPA enforcement actions and citizen suits, and help clients challenge unfavorable agency decisions, delivering comprehensive environmental legal services.
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2024 Louisiana Business Symposium celebrates Baton Rouge’s best companies and top CEOs
BUSINESS REPORT AND the LouisianaBusiness Symposium sponsors hosted the 2024 Best Places to Work Breakfast and Top100 Luncheon to record-breaking crowds on October 1st at The Crowne Plaza Executive Center. The day started with the Best Places to WorkAwards breakfast, where the top 75 companies in the Capital Region were revealed. The top two companies in each small, medium and large category were recognized with a special award. The program concluded with a panel discussion moderated by Julio Melara
of Melara Enterprises, with executives from the top winners in each category. The Top 100 Luncheon followed with a sold-out crowd gathered to honor the CEOs of the Top 100 private companies in the Capital Region. In a keynote address, Economist Loren Scott revealed his economic trends forecast for Louisiana and Baton Rouge in 2025-2026. The Louisiana Business Symposium was presented by Business Report and sponsored by LWCC, b1BANK, Mercedes-Benz of Baton Rouge, DisruptReady, and WAFB.
LEARN | CONNECT | GROW
All rising professionals, entrepreneurs, executives, and small business owners are invited to join us in taking their leadership up a notch. Business Report’s Executive Leadership Academy is a transformative program that will take your career and your organization to new levels of success.
THE LEADERSHIP ACADEMY WAS A GREAT opportunity for me to learn not only about myself and how I can better myself as a leader, but also to learn from other talented young professionals that represented many different industries in the Baton Rouge area.The instructors were interactive, impactful, and relevant with case studies we discussed in class and thorough with their explanations.”
NYOKI
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Performance Contractors, Inc.
EACH CLASS HAD PRACTICAL INFORMATION that I could immediately take back to the office and apply. I also enjoyed being surrounded by incredible classmates that led to great discussions and sharing of perspectives. I have many pages of notes that I know I will reference for many years to come.
KATI HODGES, Premier Geotech & Testing
THE EXECUTIVE LEADERSHIP ACADEMY is one of the best things I have done in my career for professional development. The course content was excellent with a ton of practical applications. Being able to network and collaborate with other professionals across industry type was of great value.”
EVAN SCROGGS, Lee & Associates
COMPANY NEWS
Forte and Tablada Inc. has a new location in Gonzales, marking the firm’s commitment to its clients and the community in Ascension Parish. Located at 326 E. Cornerview St., the newly acquired facility will enhance Forte and Tablada’s ability to serve Ascension Parish, the city of Gonzales, and industrial clients along the River Parishes corridor. The firm recently provided engineering design services for the new Prairieville High School and the Price LeBlanc PACE Center in Gonzales. The company is headquartered in Baton Rouge and has offices in Denham Springs and Shreveport.
country to offer this advanced treatment and has the only radiation unit in Louisiana. In 2023, the LSU Vet Med Cancer Treatment Unit had approximately 2,200 patient visits.
AWARDS HONORS
Outstanding Leadership Award. The Benjamin Blanchard Memorial Foundation received the Louis D. Curet Memorial Volunteer Fundraiser Award, and Hanson received the D. Jensen Holliday Memorial Community Service Award.
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The LSU School of Veterinary Medicine has acquired a new linear accelerator to provide more advanced radiation treatment for cancer. The technology provides stereotactic radiotherapy, which allows treatments to be performed in a shorter period, thus minimizing the time the veterinary patient is under sedation. LSU Vet Med is one of only a few veterinary facilities in the
Mary Bird Perkins Cancer Center has awarded its three most prestigious awards to local leaders and organizations who have gone above and beyond to support the cancer center and its patients through philanthropy. The award winners—J. Terrell “Tee” Brown Jr., the Benjamin Blanchard Memorial Foundation and Dr. David Hanson—were recently celebrated at the cancer center’s “Our Community” celebration in Baton Rouge. Brown was awarded the Hillar C. Moore Jr. Memorial
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Shell Chemical, in Ascension Parish, brought home the 2024 Lantern Award for manufacturing excellence from Louisiana Economic Development. Shell was one of eight companies recognized at the Capitol Park Museum recently for demonstrating business excellence, innovation and community service. LED established the Lantern Awards in 1979 to recognize manufacturers from each of Louisiana’s eight economic regions whose economic impact and commitment to public service ensure a brighter future for their employees, their communities and the state.
Libbie Sonnier, CEO of the Louisiana Policy Institute for Children, has been named the Women in Government Relations
Advocate of the Year. Sonnier was recognized for her outstanding contributions to child and family advocacy. Under Sonnier’s leadership, LPIC has made significant strides in shaping policies that directly impact early childhood education, health care and family support systems. Her work has brought national attention to Louisiana’s efforts in ensuring that every child has the foundation needed for long-term success, particularly in underserved communities.
Dr. Christopher Trevino of Our Lady of the Lake Health has been honored by being named to Becker’s Hospital Review’s inaugural “Hispanic and Latino Leaders to Know” list. Trevino oversees emergency services across six facilities, serving approximately 200,000 patients annually. In
Trevino
Brown Hanson
Sonnier
addition to his role as chief medical officer, he serves as medical director for all emergency medical and fire services, providing vital support for the sheriff’s crisis response team in Ascension Parish.
APPOINTMENTS MEMBERSHIPS
Scott Ginn has joined the board of directors for Investar Holding Corporation,
consecutive year BRCC’s construction management program has been a beneficiary of the fund. BRCC is one of only four institutions in the state to receive this year’s donation, awarded annually to select colleges and universities that meet LSLBC criteria.
The LaHouse Research and Education Center has been awarded $1.5 million from the
to develop a software prototype aimed at reducing flood risk across Louisiana. The project’s primary
tion software prototype that will explore, simulate and evaluate current and future flood damage scenarios, providing communi ties with a comprehensive evalua tion of potential building damage, infrastructure impact and occu pant displacement in flood-prone areas. This will enhance risk-in formed communication, facilitate the development of actionable sci ence-based solutions and support decision-making for sustainable
BANKING & FINANCE
EDUCATION
Schools for Baton Rouge follow ing a nationwide search. Maxie brings more than 20 years of ex perience in executive leadership, strategic planning, operational management and educational
for Watershed Advisors. She has held several leadership roles with
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Education, including deputy chief of staff for the Office of Teaching and Learning and chief of staff
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Accountability, Early Childhood
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PAUL BRUMMETT II JD Bancshares Inc./ JD Bank
JAMES “JIMMY” LEBLANC JD Bank DANA MAXIE New Schools for Baton Rouge
ENGINEERING & CONSTRUCTION
Jim Dolan has been appointed CEO of Facilities Maintenance Management. Dolan, who has been with the company for a decade, will be a key player in FMM’s continued growth and success. He will lead the development of a new office and training facility at FMM’s corporate headquarters in Denham Springs. When complete, the 50,000-square-foot facility will allow the company to hire and train technicians in-house, improving operational efficiency and expanding capabilities.
Matthew Martinec has been promoted by CSRS to the position of principal. Since joining the team in 2020 as the planning
and government senior adviser, Martinec has been instrumental in advancing CSRS’s mission and expanding its impact. Prior to joining CSRS, he served as director of planning for the city of Gretna. In that role, he spearheaded the community’s first significant planning initiatives, rewrote land development regulations, and championed public sector investments to drive substantial community planning outcome–all centered on building resilience and sustainability.
INSURANCE
Michael Gardner has been promoted to vice president, enterprise data, for Blue Cross and Blue Shield of Louisiana. Gardner will lead strategic initiatives to
of leadership experience in the nonprofit sector, notably as the founder and former CEO of Sexual Trauma Awareness and Response, where she transformed the organization into a vital resource for survivors of sexual violence across Louisiana.
RESEARCH
ensure Louisiana Blue’s data capabilities are analytically driven and highly efficient. Gardner has nearly 30 years of experience architecting, developing and implementing information technology systems. A Louisiana native, he joined Louisiana Blue in 1996. He has been instrumental in creating a best-in-class data and analytics practice to fulfill enterprise-wide data solutions.
NONPROFITS
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Racheal Hebert is the new executive director of The Red Shoes, a nonprofit dedicated to enriching the lives of women through spirituality, personal growth and community. Hebert joins The Red Shoes with more than 15 years
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Jennifer Winstead has been hired by The Water Institute as vice president of mission advancement. Winstead will spearhead efforts to cultivate strategic partnerships, elevate the institute’s profile and create philanthropic opportunities to increase the institute’s capacity to innovate and maximize its impact. Winstead brings more than two decades of experience advancing organizations through strategic capacity building and fundraising. As president and CEO of the Pennington Biomedical Research Foundation, which supports LSU’s Pennington Biomedical Research Center, she strengthened the organization’s ability to secure resources and increase its footprint during her 10-year tenure.
MICHAEL GARDNER Blue Cross and Blue Shield of Louisiana
RACHEAL HEBERT The Red Shoes
JENNIFER WINSTEAD The Water Institute
HR Professional Consulting
HR Professional Consulting supports a world where every work environment is a place for all talent to feel engaged, productive, and welcome as employees offer their hard work and ideas for consumption. The agency’s mission — to continuously advocate for best practices and compassion in the workplace.
The seeds of that mission were created when founder and president William Ancar began a career in human capital management while in the U.S. Army, where he served as a Certified Battalion Career Counselor. Ancar transitioned his skills, knowledge, and love for helping fellow service members advance their military careers into a recruiting business to support the growth and development of local talent. Since the recruiting company’s opening in 2010, Ancar earned a business degree from Loyola and an MBA from Tulane. His further education led to a pivot in Ancar’s business model, focusing on human development over human placement.
“We are new in terms of the company, name, and brand. We are not new in terms of experience, network, relationships, and personnel,” Ancar says.
Since the designed pivot, HR Professionals and Ancar himself carry an impressive list of accolades. The firm is registered as a Service-Disabled Veteran Owned Small Business (SDVOSB) and
accredited by the U.S. Chamber of Commerce. Ancar graduated from both the Edward Lowe Foundation and the Goldman Sachs 10,000 Small Businesses program. Ancar is a Human Capital Management Qualified Advisor through the Society for Human Resource Management (SHRM). HR Professional Consulting is also a proud supplier of the National Football League through the Source Program.
HR Professionals offer various Business and Human Resources services to their clients that can be split into three key service areas — consulting, technology, and human capital management. Within the consulting arm of the business, clients can benefit from process auditing services and empirical growth methods in performance, training, and employee relations. In technology, HR Professionals help clients grow their businesses with various systems, including customized applicant tracking, payroll, AI information collection, automated forms, and more. HR Professionals can also assist with your Human Capital Management needs by offering popular services like talent acquisition, candidate strategy, onboarding, badging, training, and performance.
“Many leaders, especially in smaller companies, are very emotional in terms of decision-making. This way of doing business is very costly and potentially damaging to the company,” Ancar says. “So, we select experts that bring our clients
solutions that they can measure, solutions that they can see, to base their decision-making on.”
As an HR Professionals client, you can expect the direct involvement of the firm’s internal leaders. HR Professionals features many professional consultants with specific skills and expertise that can be deployed directly to your office.
“Managers and leaders enjoy learning from experts, and they are more willing to implement new growth strategies from individuals that are physically present and involved,” Ancar says.
But HR Professionals haven’t forgotten their talent acquisition roots. The TA part of the firm has worked most often with the construction, manufacturing, and energy industries, but HR Professionals have recently included IT and Healthcare services into their growing business model.
Ancar’s goal is to bring more compassion into the HR space and make the workplace better for everyone.
“Coming to us is not just coming to find a job. You come to us because we want to represent you on-site and ensure that the job site that we send you to will meet a standard and will have compassion. You will be accepted and belong. If you aren’t, we have technologies and processes in place to make it better.”
Victoria Young
“The rush of endorphins lifts my spirits and the fresh air clears my mind. It’s my time to reconnect with nature and recharge, leaving me feeling rejuvenated and ready to take on whatever life throws my way.”
Emily Cassidy, MD, Thoracic Surgery, and Jonathon Fletcher, PA, Thoracic Surgery
