Biz New Orleans April 2016 by Renaissance Publishing

APRIL 2016 BizNewOrleans.com

Editor’s Note

Giddyup! W

hen my family and I first moved to New Orleans back in 2011, we lived right across the street from Mardi Gras World. I remember looking over at that gigantic alligator head staring out at us next to the road and thinking, “Yup, we’re definitely not in Omaha anymore.” Well there was that, and the fact that it was January and I barely had to wear a sweater. Mardi Gras World remains one of our must-see places to take visitors, so it was a special treat to get an extra behindthe-scenes look at their newest acquisition, Pixie. It was incredible to see for myself how such an enormous machine could sculpt such a tiny, intricate bust of Beethoven. While tourists swarmed about on their tours, Kern Studios’ human sculptors remained hard at work. I’m told the company gets a few resumes every day from artists hoping to join the team; it’s easy to see why. With summer just around the corner, take the time now to mark your calendar for May 10 and register to get on the waiting list for Diner en Blanc — an exciting surprise dinner event that we borrowed from another fabulous city, Paris. Check out this month’s “Why Didn’t I Think of That” feature to learn more. Also, a reminder that we love hearing from our readers. Is there a topic you’d like to learn more about? A person or business you think we should talk to? An eye-popping office space that people just have to see to believe? Throw us a line anytime at Editorial@BizNewOrleans.com.

Happy Reading,

Kimberley@BizNewOrleans.com 4

APRIL 2016 BizNewOrleans.com

BizNewOrleans.com April 2016

APRIL 2016 | volume 2 | issue 7

Publisher Todd Matherne Editorial Editor-in-chief Errol Laborde Managing Editor Kimberley Singletary Art Director Antoine Passelac Photographer Cheryl Gerber Web Editor Kelly Massicot Assoc. Multimedia News Editor Leslie T. Snadowsky Contributors Robert Edgecombe, Steven Ellis, Carolyn Heneghan, Rebecca Friedman, Chris Price, Peter Reichard, Kim Roberts, Jennifer Gibson Schecter, David Lee Simmons, Allison Staub, Keith Twitchell, Melanie Warner Spencer advertising Vice President of Sales Colleen Monaghan Sales Manager Maegan O’Brien Maegan@BizNewOrleans.com (504) 830-7219 Senior Account Executive Caitlin Sistrunk Caitlin@BizNewOrleans.com (504) 830-7252 Account Executive Courtney Andrée Courtney@bizneworleans.com (504) 830-7225 PRODUCTION Production/Web Manager Staci McCarty Senior Production Designer Ali Sullivan Production Designer Monique DiPietro, Traffic Coordinator Jessica DeBold administration Chief Executive Officer Todd Matherne President Alan Campell Executive Vice President Errol Laborde Vice President of Sales Colleen Monaghan Director of Marketing & Events Cheryl Lemoine Event Coordinator Margaret Strahan Administrative Assistant Denise Dean Distribution Manager John Holzer Subscription Manager Sara Kelemencky Subscription Assistant Mallary Matherne

110 Veterans Blvd., Suite 123, Metairie, LA 70005 (504) 828-1380 Biz New Orleans is published monthly by Renaissance Publishing, LLC, 110 Veterans Blvd., Suite 123, Metairie, LA 70005; (504) 828-1380. Subscription rate: one year $24.95, two year $39.95, three year $49.95 — foreign rates vary call for pricing. Postage paid at Metairie, LA, and additional mailing entry offices. POSTMASTER: Send address changes to Biz New Orleans, 110 Veterans Blvd., Suite 123, Metairie, LA 70005. Copyright 2016 Biz New Orleans. No part of this publication may be reproduced without the consent of the publisher. The trademark Biz New Orleans is registered. Biz New Orleans is not responsible for unsolicited manuscripts, photos and artwork, even if accompanied by a self-addressed stamped envelope. The opinions expressed in Biz New Orleans are those of the authors and do not necessarily reflect the views of the magazine or owner. 6

APRIL 2016 BizNewOrleans.com

BizNewOrleans.com April 2016

Contents

Features

From the Lens

40 Kern Studios’ Robot

90 Great Offices

48 Short-Term Rentals

98 Why Didn’t I Think of That?

It’s the only one of its kind in the South.

The debate continues.

Lamar Advertising

From Paris with love: Diner en Blanc returns.

104 Behind the Scenes Cocktail & Sons

APRIL 2016 BizNewOrleans.com

On the Cover Barry Kern, president and CEO of Kern Studios, stands with “Pixie,” the company’s new robotic fabricator, inside its custom-built room at Mardi Gras World.

Contents

26 94 30 Columns

20 NOLA By the Numbers

How are our public schools performing?

22 Dining Biz

Could tipping disappear?

24 Tourism Biz

NOLA is feeling Joieful.

26 Sports Biz

Perspectives

News

28 Film Biz

56 Insurance

18 Calendar

60 Law

36 Biz Bits

New Zephys leadership hails from the Red Sox.

Local neurologist turns producer

30 Entrepreneur Biz

A quick recap of NOEW.

32 Biz Etiquette

How should you manage business contacts on social media?

34 Tech Biz

The cloud: What to store and where.

Should you have key person insurance?

The downside to getting a JD

64 Technology

Patient records have gone digital.

68 Guest Viewpoint

The whys and hows of tackling social media.

Upcoming events not to miss

Industry news

Q&A Larry Washington, new president of Junior Achievement of Greater New Orleans

102 Around Town â&#x20AC;&#x201C; Events Industry gatherings

APRIL 2016 BizNewOrleans.com

BizNewOrleans.com April 2016

Publisher’s Note

It’s Good to Give

his month’s edition of Biz New Orleans includes 15 organizations that profile how they are giving back in Greater New Orleans. I’m proud to say that Renaissance Publishing, the parent company of Biz New Orleans, does its own part in terms of giving back — sponsoring more than twodozen nonprofit organizations annually. In addition to providing marketing to these organizations, we also host company events that include sponsorships and ticket sales. Last year we contributed over $50,000 in support of many causes.

I would like to take this opportunity to also highlight an event by one of Biz New Orleans’ sister publications — St. Charles Avenue’s Wine, Dine & Design, held every October at the Audubon Tea Room. Going into its third year, this event has raised a total of nearly $75,000 for charity and this year our plan is to top $50,000 in just one two-day event. Wine, Dine & Design will again challenge our area’s top designers to showcase incredible tablescapes. For our part, we sell sponsorships and tickets to the Thursday evening cocktail party and Friday luncheon that allow everyone to view these masterpieces. I hope to see you there in the fall. For more information, and a listing of all our company events, visit our sister website MyNewOrleans.com/events. I feel, as a business owner, that companies should find balance between company profits and contributing to the community. Every business should do its part to help in whatever way it can so our community can be a better place for all. Todd Matherne 12

APRIL 2016 BizNewOrleans.com

BizNewOrleans.com April 2016

Meet the Sales Staff

Colleen Monaghan Vice President of Sales (504) 830-7215 Colleen@BizNewOrleans.com

Maegan O’Brien Sales Manager (504) 830-7219 Maegan@BizNewOrleans.com

Caitlin Sistrunk Senior Sales Executive (504) 830-7252 Caitlin@BizNewOrleans.com

Courtney Andrée Account Executive (504) 830-7225 Courtney@BizNewOrleans.com

APRIL 2016 BizNewOrleans.com

BizNewOrleans.com April 2016

Calendar Thursday, April 7 ABWA Crescent City Connections Monthly Luncheon Featuring Sandy Rosenthal, president of Levees.org 11 a.m. – 1 p.m. Ralph Brennan’s Heritage Grill 111 Veterans Boulevard, New Orleans ABWANewOrleans.org

Thursday, April 7 New Orleans Chamber of Commerce 2016 Women’s Business Alliance Monthly Meeting 5 – 7 p.m. Stacks on Magazine At the Country Inn & Suites – French Quarter Hotel 315 Magazine Street NewOrleansChamber.org

Tuesday, April 12 New Orleans Chamber of Commerce 2016 Power Panel: Educational Seminar on How to Network Effectively 8 – 9:30 a.m. 1515 Poydras Street 5th Floor Conference Room NewOrleansChamber.org

Tuesday, April 12 United States Hispanic Chamber of Commerce Town Hall Meeting/Luncheon 9 a.m. – 1:30 p.m. JW Marriott 614 Canal Street, New Orleans HCCL.biz

Thursday, April 14 2016 LAF (Louisiana Alternative Fuels) Conference & Expo Only free alternative fuel conference in Louisiana 7:30 a.m. – 3 p.m. Cajundome Convention Center, Lafayette LouisianaCleanFuels.org

Monday, April 18 Statewide Economic Development Summit Presented by Entergy Featuring Governor John Bel Edwards 7:30 a.m. – 1:30 p.m L’Auberge Casino Hotel 777 L’Auberge Avenue, Baton Rouge BRAC.org

Thursday, April 21 New Orleans Regional Black Chamber of Commerce 2016 Annual Meeting The State of Business in Louisiana: An Executive Briefing 11:30 a.m. – 1:30 p.m. Hyatt Regency New Orleans 601 Loyola Avenue NORBChamber.org

Thursday, April 21 GEB University Seminar: Cyber Risks — Prevention and Mitigation in a Technological World 9 – 10:30 a.m. Gillis Ellis & Baker Training Room 1615 Poydras Street, Suite 700, New Orleans Free seminar, registration required agraves@gillis.com or (504) 619-1043

April 26-28 Collision Tech Conference Ernest N. Morial Convention Center CollisionConf.com

Wednesday, April 27 AMA New Orleans South Shore Luncheon Marketing in Construction 11:30 a.m. Location T.B.A. AMANewOrleans.com

Thursday, April 28 Hispanic Chamber of Commerce of Louisiana and Kenner Business Association Networking & Business Card Exchange 5:30 – 7:30 p.m. Adventure Quest Laser Tag 1200 Clearview S. Parkway #1106, New Orleans HCCL.biz

Tuesday, May 3 Give NOLA Day GiveNola.org

Thursday, April 21 AMA New Orleans South Shore Luncheon Marketing in the Healthcare Sector 11:30 a.m. Location T.B.A. AMANewOrleans.com 18

APRIL 2016 BizNewOrleans.com

We’d love to include your business-related event in next month’s calendar. Please email details to Editorial@BizNewOrleans.com.

BizNewOrleans.com April 2016

Columns | NOLA By The Numbers School Ranking 2010-2011 vs 2014-2015 Dist. Letter A B C D F N/A Grad Grade Ranking Schools Schools Schools Schools Schools Schools Enrollment Rate

Jefferson

33 8

24 14

22 50

45,485

Plaquemines

3,861

4,055

83%

48,737 72%

St. Bernard

5,960

7,555

79%

St. Charles

9,851

9,779

84%

6,274

6,060

77%

St. John

St. Tammany

22 18

19 15

37,112

38,439 80%

OPSB

10,587

14,795 89%

RSD (NO)

68*

19 28

18 21

28,212

29,976 61%

39 32

16 12

Total —

— 27

Statewide

—

59 53 —

68 52 —

69 92 —

—

0 147,342

159,396 75% — 75%

Source: Louisiana Department of Education

Passing the Test More students are attending better schools.

P Robert Edgecombe is

an urban planner and consultant at GCR Inc. He advises a wide range of clients on market conditions, recovery strategies, and demographic and economic trends.

APRIL 2016 BizNewOrleans.com

ublic schools are among our most important civic resources. They are one of the foundations of our collective effort toward developing a competitive and sustainable workforce and to nurturing informed, capable and versatile citizens. Education, as Horace Mann once said, is “the balancewheel of the social machinery.” The past several years, however, have seen an incredible amount of conspicuous and controversial changes to public education in our region. Most notable, of course, is the wholesale restructuring of public schools in Orleans Parish, with some schools—traditionally the highest-performing—governed by the Orleans Parish School Board (OPSB), and the remaining schools managed by the state-run Recovery School District (RSD). Setting New Orleans apart among nearly every other school district in the nation, over 90 percent of our local students are enrolled in charter schools. Additionally, the performance of schools throughout the state and across the nation has been measured by increasingly quantifiable and oftchanging yardsticks, including

the standardized testing of nearly all students. Whatever your feeling about these changes, it’s undeniable that our public school systems have made substantial strides, at least according to data published annually by the Louisiana Department of Education. A comparison of data from the 20102011 and 2014-2015 school years reveals some significant progress. First, throughout the metropolitan area, every school district has demonstrated improvement on either an absolute or relative basis over the past five years. All eight districts have either improved or maintained their District Letter Grade, a composite assessment of their students’ academic performance, graduation rates, attendance levels and other key measures of success. Four districts—Plaquemines, St. Charles, St. Tammany, and OPSB— have increased their grade from Bs to As, while Jefferson and St. John the Baptist have improved from D ratings in 2010-2011 to B ratings in 2014-2015. St. Bernard retained its B rating through this period, and the RSD improved from a D to a C.*

Additionally, most area districts ascended the rankings of others around the state based on their District Performance Scores. Most dramatically, Jefferson Parish, which was ranked 51st out of over 70 districts after the 2010-2011 school year, ranked 33rd by the end of last year. Three other districts—St. Charles, St. John the Baptist, and the RSD—climbed by at least five places. Impressively, four of our region’s eight districts rank in the top 10 statewide based on 2014-2015 data: OPSB (2nd), St. Tammany (6th), St. Charles (7th), and Plaquemines (10th). Secondly, more students are attending better schools. Overall enrollment has increased from approximately 147,000 to over 159,000 over this time period, and the changes in the quality of schools as assessed by the Department of Education have improved dramatically. In the 20102011 school year, there were 80 schools whose letter grade was A or B; by the end of the most recent school year, that number had increased to 127. Conversely, the number of schools labeled D or F dropped from 124 to 55 during this period. There were, of course, some school closures, which account for some portion of that decrease, but the overall number of schools in metro-area districts only declined by 17. Finally, graduation rates are typically higher in our region than the statewide average. Throughout Louisiana, approximately 75 percent of the most recent graduating cohort completed high school within four years, a percentage which has been increasing steadily in recent years. Six of the eight New Orleansarea districts exceeded that figure: OPSB (89 percent), St. Charles (84 percent), Plaquemines (83 percent), St. Tammany (80 percent), St. Bernard (79 percent), and St. John the Baptist (77 percent). There are, of course, many nuances to this data that reveal ongoing difficulties. There are still many students, particularly in urban and predominantly poor areas, struggling to receive a high-quality education; this struggle remains one of the pressing challenges of our time. But as someone who has been a teacher (briefly) and who works closely with a local charter school, I can attest to the complete dedication of the educational leaders in this region who, in their own distinct and diverse ways, are up to meeting it. n

BizNewOrleans.com April 2016

Columns | Dining Biz

Survey Says Emerging trends may affect table service.

T Peter Reichard is a native New Orleanian who has written about the life and times of the city for more than 20 years, including as a former newspaper editor and business journalist.

APRIL 2016 BizNewOrleans.com

he National Restaurant Association’s annual chefs’ survey on culinary trends usually yields some insights into dining habits. The forecast for 2016 is no different. Particularly striking in the survey is the large consensus around chef-driven fast-casual restaurants. The trend makes sense, since it’s akin to two other recent trends: Fast-casual restaurants not driven by chefs: A “fast-casual” restaurant is like a fast-food place in that it lacks table service, but it has more upscale décor. Typically, you find this at chain places like Chipotle and Panera Bread. Food trucks: Some food trucks serve “chef-driven” cuisine that reaches toward haute, and some have even won a following. But they’re in the most casual of settings: the street. So it makes sense that a chef might park the truck on the inside of a fine-dining restaurant, so to speak, and serve people who then go on

to find their own seat. No waitstaff needed. The fast-casual format also dovetails with another topic under discussion at the National Restaurant Association: the elimination of tipping. A prominent New York restaurateur has eliminated tipping in favor of higher food prices and higher wages. And a UC-Berkeley professor has argued that tipping is a social evil with origins in “feudal Europe.” On the other hand, she lauds the Europeans for moving away from tipping decades ago. She argues that tipping compels the waitstaff to endure degrading behavior from customers. Now, if American diners more fully embrace the fast-casual format, there will be no waitstaff, and therefore virtually no need for tipping, and the professor’s problem will be solved. But having been a waiter myself in days of yore, I see things differently from the professor. I see the waitstaff almost as a sales

force working on commission, but with one great advantage: If you provide outstanding service, your commission gets even bigger. As a waiter, I had an incentive to sell customers more food and drinks so that the tip would get proportionately bigger. I also had an incentive to give customers a high level of service so they would express their gratitude in the form of an extra big tip. Both of these incentives benefited my employer, since he would make more money that night from the higher sales and in the long-term from repeat customers who appreciated a high level of service. Ultimately, a truly great waiter might make a career of it, go on to one of the grand-dame restaurants in New Orleans and buy himself a cool car with his handsome tips. Sure, occasionally some Rolex-wearing jerk would treat me like his serf, but it’s not like he “degraded” me. In fact, I would always give those types a big smile and thank you at the end of the meal. Maybe some small part of his heart would melt and he would realize what a jerk he was. (Well, probably not.) At any rate, psychologically, I won in the end. I suppose I could have thought of myself as a victim, but this was back in the early 1990s and people didn’t revel in victimhood as much in those days. And, by the way, the vast majority of customers want to befriend their waiters. After all, the waiters control the food supply. But it seems to me that any salesperson is potentially subject to this so-called “degrading behavior” from a customer, whether you sell food or vacuum cleaners. In America, the customer is (almost) always right. That’s the way we do business. By contrast, I have been the customer at restaurants abroad where the tip is a builtin percentage of the bill or zero. And guess what? Being a customer in those places is a far inferior experience to the prompt, courteous service we enjoy here in New Orleans. There may be more rude waiters in Europe than rude customers in the United States. In other words, under the incentive-based approach under which waitstaff operate here, the customer wins, too. Good luck finding good service if those incentives disappear. And without good service from waitstaff, customers will be more and more drawn to those chef-driven, fastcasual places. Waitstaff may have to find new careers, but at least the outrageous injustice of tipping will be wiped from the earth.n Photo Thinkstock

BizNewOrleans.com April 2016

Columns | Tourism Biz

Feeling Joieful A new travel app is making its mark.

T Jennifer Gibson Schecter was

once a tourist in New Orleans herself and is now proud to call NOLA home. Prior to New Orleans, she wrote for publications in the Midwest and New York City.

APRIL 2016 BizNewOrleans.com

here are many options for booking travel excursions online, but a new app is rising above the competition for New Orleansbased trips. If you haven’t yet heard of the concierge app Joieful, pay attention. Joieful LLC is an online booking software and hospitality management provider—basically, it’s an app you can download to your iOS or Android-run smartphone. You can also access it via their website at joieful.com. Their technology creates a streamlined end-user experience. If you are a procrastinator but a planner, you can literally book your entire trip’s worth of activities while you wait to board your plane to New Orleans. Easily navigable categories include: Art, Attractions, City & Plantation, Deals, Dining, Events, Film, Music, New, Outdoor, Riverboat,

Stage, Swamp, Top Picks, Transportation, VIP and Walking. With over 1,600 experiences to choose from, there is sure to be something new for a visitor to learn about or a local to add to their events calendar. The founder and CEO of Joieful, Aaron Dirks, recognized three unmet needs in the marketplace and began Joieful in 2015. “Hoteliers, cities, convention centers and visitors bureaus had not found a superior way to partner with a platform provider to enhance their guests’ pre-arrival, during-stay and post-stay engagement with off-property experiences,” he said. “Existing concierge and software providers are also not engaging the customers in meaningful and immersive connections. Finally, existing providers only focus on the visitor and ignore the massive opportunity to better connect

visitors with locals, and locals with life experiences.” Dirks identifies himself as a businessman who has “suffered and succeeded with the ‘entrepreneurial ailment’ all my life. It led me to start my first business of lawn care service in Baton Rouge while in high school. Since then I have had businesses in hospitality, engineering, financial services, medical devices, international logistics, commodities trading, energy, real estate and e-commerce. My direct experience in hospitality came in helping my wife’s global chauffeured transportation service, Limo Livery, headquartered in New Orleans.” Dirks takes that wide-scope approach to his new venture and has grown a more traditional concierge service as well. Joieful is currently operating at concierge desks in area hotels, including the New Orleans Marriott, Hyatt Regency New Orleans, Hilton St. Charles and Harrah’s Garage Tunnel. The app was also awarded a new contract with the Sheraton New Orleans desk and will begin serving there in the next few months. These placements expose Joieful to over 4,000 hotel rooms per day utilizing its fulfillment platform for on-site and prearrival bookings. With 15 direct full-time employees, Joieful is poised to position itself in new markets beyond New Orleans over the next two years. They intend to grow into at least one new large destination market by the end of 2016 and into 10 new cities by the end of 2017. Joieful expects to be annualizing in excess of $100 million in platform sales by the end of 2017. “Joieful is bringing together the best experiences available in New Orleans and privately-curated VIP experiences not available anywhere else. We also operate a 24-hour concierge text and chat service to help locals and visitors navigate the awesomeness of NOLA,” said Dirks. “It is Joieful’s goal to create a frictionless and immersive marketplace to better create, experience and share life.” n

BizNewOrleans.com April 2016

Columns | Sports Biz

Boston to Big Easy New owner, GM and manager hope to bring Red Sox’s winning ways to New Orleans

T chris price is an award-winning journalist and public relations principal. When he’s not writing, he’s avid about music, the outdoors, and Saints, Ole Miss and Chelsea football.

APRIL 2016 BizNewOrleans.com

he levee behind the centerfield wall at Zephyr Field isn’t yet known as the Green Monster, but with an influx of leadership from the Red Sox organization, it may not be too long before the feature adopts the name of the gargantuan left field scoreboard at Boston’s Fenway Park. When the Zs take the field this month, they’ll be led by a new owner, general manager and manager – all who have prior experience with the Red Sox’s major league and Triple-A teams. In December, Lou Schwechheimer’s Yes2No, LLC, purchased a 50 percent interest in the New Orleans Zephyrs and took over day-to-day operation of the club. Schwechheimer was a longtime minority owner of the Pawtucket Red Sox (Boston’s

Triple-A affiliate), leading the team for more than 30 years as CEO, general manager and chief operating officer. “Our goal is to make the New Orleans Zephyrs one of the top franchises in all of Minor League Baseball,” Schwechheimer said. “With the great South Louisiana fans, the love of sports here, and our hard work, we have every reason to believe that we will succeed.” Yes2No bought controlling interest of the Zephyrs for an undisclosed sum from Don Beaver, who bought part of the team in 1995, obtained a controlling interest in 2001 and became sole owner in 2002. Beaver owns an interest in and serves on the Board of the Pittsburgh Pirates and also owns two Triple-A teams in

North Carolina — the Charlotte Knights and Hickory Crawdads. “Mr. Schwechheimer is one of the top executives in all of Minor League Baseball, and we look forward to him taking over management,” Beaver said. “We welcome him to New Orleans, where he will find some of the best and most loyal fans in all of baseball.” Arnie Beyeler, who spent the last three years as first base coach for the Boston Red Sox, helping the franchise win the 2013 World Series, will serve as the 15th manager in New Orleans Zephyrs history. He has compiled an 802-756 (.515) record in 13 seasons as a minor-league manager, reaching the playoffs six times. Rojas spent nine seasons as a manager in the Red Sox system at triple-A Pawtucket (2011-12), double-A Portland (2007-10), single-A Augusta (2002) and single-A Lowell (2000-01). Schwechheimer installed Augusto “Cookie” Rojas as senior vice president and general manager. He comes to the Zephyrs after serving 18 months as the general manager for Brown Bears Sports Properties at Brown University in Providence, R.I. He spent the previous eight years as general sales manager with Pawtucket. “I am looking forward to reuniting with Arnie,” Rojas said. “I know him to be a great manager, motivator and teacher, and someone who really cares about and embraces the community.” Former GM Mike Schline will stay with the team as vice president of baseball operations. Since arriving in New Orleans in 1993, the Zephyrs have been affiliated with the Milwaukee Brewers, Houston Astros, Washington Nationals, New York Mets, and for the past seven years have been the triple-A affiliate of the Miami Marlins. The Zephyrs peaked in New Orleans at the turn of the last century, when they won the Triple-A World Series in 1998 and the Pacific Coast League in 1998 and 2001. All 144 Zephyrs home and away games will be carried by WODT Fox Sports 1280, and will also be available on iHeartRadio. Additionally, a select number of Zephyrs games will be televised again on Cox Sports Television. The Zephyrs begin the season on April 7, with the home opener at Zephyr Field on Friday, April 15, against the Omaha Storm Chasers. n Photo Thinkstock

BizNewOrleans.com April 2016

Columns | Film Biz

Neurologist Turned Producer Local physician happily finds himself in the film business

“A Kimberley Singletary is the

managing editor of Biz New Orleans magazine. A 20-year Southern California veteran, she has been surrounded by the film industry for most of her life and is thrilled to be covering its emersion in her newly-adopted home.

APRIL 2016 BizNewOrleans.com

ll my life I’ve liked to read and write,” says Nicolas Bazan, M.D., PhD., professor and director of the Neuroscience Center of Excellence at LSU Health New Orleans. “I’ve written probably around 700 scientific papers over my career and about 25 technical papers, but a little over a decade ago I finished my first novel.” That novel, “Una Vida: A Fable of Music and the Mind”, brings to life the realities of Alzheimer’s through the trials of a fictional New Orleans street musician. “Most people don’t realize that one of five women over the age of 65 will, for sure, have Alzheimer’s,” Bazan says. “And for men it’s one out of 11. I think we are all in denial regarding

the magnitude of this issue.” So, beyond his daily research work, Bazan chose to tackle a separate part of the problem: awareness. “My goal with writing the novel was to reach a bigger audience — create more awareness than I can just doing the science I do,” Bazan says. But while he may have set out to be an author, Bazan says he never imagined that his first novel would also make him a filmmaker. “About eight years ago, Richie Adams — the director of the film — happened to be doing some filmmaking in my lab at LSU and we started talking about my novel,” Bazan says. “He became interested, and things just went from there.” Adams and Bazan co-wrote

the screenplay for what became “Of Mind and Music,” and were joined by New Orleanian Brent Caballero. All three served as producers for the film that shot entirely in New Orleans in less than two weeks with a budget of under $2 million — all of which Bazan says was funded by friends and family. “Of Mind and Music” is currently being released in the U.S. and Canada through Monterey Media. The title character in the film has more in common with Bazan than just his occupation. “The house the doctor lives in in the film is actually my house,” Bazan laughs. “We were going to rent another place Uptown but we couldn’t afford it.” Bazan’s mother-in-law — who speaks only Spanish — also appears in the film as the doctor’s mother. “The actress we hired couldn’t come, so we decided to cast her. She was about 93 or 94-years-old at the time. She loved it.” She’s not the only one: The film has received rave reviews from critics and garnered more than 12 awards on the festival circuit, including five Audience Awards. The first public screenings of the film were held for a week back in February at the Zeitgeist Multi-Disciplinary Arts Center. “It was a packed house,” Bazan says. Bazan says he feels fortunate that the film attracted “some real movie stars,” including co-stars Aunjanue Ellis (“Quantico,” “The Book of Negroes,” “Men of Honor” “The Help,” “Ray”) and Joaquim de Almeida (“Our Brand is Crisis,” “Desperado,” “Fast Five,” and “Clear and Present Danger”). “They were all just so motivated and attached to the idea,” Bazan says. “All of them had had some kind of experience with Alzheimer’s or Parkinson’s or dementia.” Thrilled with the reception the film has had thus far, Bazan says he’s hopeful that it will also help contribute to the fight in a monetary way. “Whatever money I make off the film,” he says, “I’m donating 70 percent back to Alzheimer’s disease research at the Neuroscience Center of Excellence.” n Photos courtesy of Monterey Media

BizNewOrleans.com April 2016

Columns | Entrepreneur Biz

NOEW Recap A brief rundown of this year’s festivities

F Keith Twitchell

spent 16 years running his own business before becoming president of the Committee for a Better New Orleans. He has observed, supported and participated in entrepreneurial ventures at the street, neighborhood, nonprofit, micro- and macrobusiness levels.

APRIL 2016 BizNewOrleans.com

or entrepreneurs, the Idea Village’s Entrepreneur Week is right up there with Jazz Fest and Mardi Gras — full of information, opportunities, networking, vendors and even a few parties. NOEW 2016 was no exception, with an endless array of topics, panels, contests and seminars. The Idea Village has made a point of expanding the scope of Entrepreneur Week every year, more recently with a focus on enlarging the concept of entrepreneurism. “There are many, many forms of entrepreneurial activity,” pointed out Alex Lebow, director of strategic partnerships for the city of New Orleans, which this year co-hosted the Civic Innovation Summit. Related to this is the increased emphasis on making Entrepreneur Week something for all New Orleanians, regardless of their ties to entrepreneurship. “One of the great things about New Orleans is our sense of community and collaboration,” observed Rob Lalka of longtime

NOEW partner Propeller. “In New Orleans, we are in community all of the time, and we want the community to feel like they are part of this.” The Civic Innovation Summit was a perfect demonstrator of both these principles. Following up on the city’s Resilience Strategy, released last fall, the Summit centered around how government, business, nonprofits and community can come together to address many of the social issues that relate to resiliency. Beginning with a panel of top city officials, moderated by chief resiliency officer Jeff Hebert, the summit looked at current innovations in city government and how they propel New Orleans toward being more resilient. In addition, the panel explored how the challenges of resiliency also create new opportunities in business, technology and crosssector partnerships. As one example of these innovations, the city’s Lebow cited the increased use of analytics to maximize the effectiveness of city

services. Lebow added that as a result of the Summit, the city “hopes to learn more about how to engage entrepreneurs, especially going beyond technology.” Lalka, from Propeller, noted that “Entrepreneurship is problem-solving. We’re looking to find new ways to solve social problems in New Orleans.” In this spirit, the extensive period after the panel discussion afforded blossoming entrepreneurs and everyday residents the opportunity to talk with key city policymakers about their ideas for solving a wide variety of issues facing the city. Both Lebow and Lalka emphasized that the Civic Innovation Summit is something that will be repeated and enlarged in future Entrepreneur Weeks. Also new on the program this year was Collision, a collaboration and contest with and among seven other midsize cities around the United States. Spurred by the fact that 75 percent of all venture capital is currently being invested in just California, New York and Massachusetts alone, the organizers have created a showcase for the rise of entrepreneurship around the rest of the country. “Up-and-coming entrepreneurs are recognizing that they have to play outside of their immediate geography in order to succeed,” said Billy Schrero, managing director of Launch Pad, which is partnering with the Idea Village on Collision. “Bringing these cities together in this setting enables them to be relevant together. While New Orleans only has a certain number of venture capital-ready ideas, getting the best ideas from a number of cities together on the same stage creates a whole different level of impact.” The Collision contest will feature entrepreneurs from each locale pitching their ideas; ultimately, four companies will advance to the next level, where they will present their ideas to an audience of global investors. However, Schrero did anticipate that “we will see some new investment at the conference itself.” Like the Civic Innovation Summit, Collision is expected to be a regular and growing component of future Entrepreneur Weeks. This weeklong whirlwind of activity truly is the apex of entrepreneurism in New Orleans. So many brilliant ideas, fascinating presentations, spectacular networking opportunities, and yes, new ventures being funded make NOEW a delightful blur. Can’t wait for the next one! n Photo courtesy of NOEW

BizNewOrleans.com April 2016

Columns | Biz Etiquette

Networking Socially How should you handle friend requests and follows from business acquaintances?

I Melanie Warner Spencer is editor of

New Orleans Bride Magazine. Her writing has appeared in the Austin American-Statesman, the Houston Chronicle, the Chicago Tribune and Reuters. Spencer’s ever-expanding library of etiquette books is rivaled only by her everready stash of blank thank-you notes. Submit business etiquette questions to Melanie@ MyNewOrleans.com.

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n the March issue, we discussed finding a balance for business versus personal on social media. Much debate soon ensued at the office regarding the etiquette of if, when and how to handle making, accepting and denying friend requests and follows from business acquaintances. There are of course different things to consider for each platform, since each one has its own culture and personality. For our purposes, we’ll focus only on Twitter, Instagram, Facebook and LinkedIn. • Start with introductions. Often I compare social media to a dinner party, because there a group of people, you may or may not know everyone and a few people have probably had a few too many. As with any party, be sure to introduce yourself. Following without an introduction isn’t really necessary for Twitter and Instagram, but with Facebook and LinkedIn, if you’ve a) never

met the other party or b) have only met once or twice, send a quick direct message to say hello and either introduce yourself or remind them of how you met. For example, you might write, “Hello, Sam! It was great meeting you last week at the networking event. Shall we friend? If not, I’ll see you at the next mixer!” That way, you offer an out. • Access denied. There likely will be times when even with a friendly note, your request is met with silence. Keep in mind that many people use their accounts privately and don’t friend or follow coworkers or business acquaintances. Just assume this is the case and let it go. Don’t bring it up unless the other party does and take it in stride if they tell you as much or claim not to have received your request. A denied friend request or failure to follow back is not worth creating an awkward situation at work or with a client.

• Just saying no. If you are the one issuing the denial, it’s OK to be honest. Simply say you keep your Twitter/Instagram/Facebook page private for family and close friends only. If you are on LinkedIn, suggest connecting on that platform instead, since you use it strictly for business. • We’re friends, now what? Once your feed becomes populated with coworkers, clients and potential clients, it’s important to remember as much and act accordingly. A good rule of thumb is to avoid posting anything you wouldn’t want your boss to see. Again, think about how you are supposed to conduct yourself at the dinner table and avoid bringing up sex, religion, politics or money. Also avoid posting photos of yourself in compromising situations and rants about work or coworkers. While some of your colleagues and clients might appreciate a well-executed dirty joke and, or wouldn’t be offended by a snap of you at a cocktail party with a drink in your hand, it’s better to be safe than sorry. For the latter, at least wait until the next day when you can scrutinize the photo a little more clearly to make sure you don’t appear “overserved,” in it. • A little privacy, please. Twitter and Instagram offer private account options. It’s an either, or situation, allowing users to make their posts visible only to approved followers. With Facebook, it’s a bit trickier, especially because the settings reset with seemingly every update. Check and update your settings often to avoid, for example, having photos of you tagged by well-meaning friends (or as a joke) show up in your feed without your approval. • Don’t drink and post. Let’s face it; there are a lot of tipsy people on social media. Don’t be one of them. It’s a lot easier to step away from the smartphone than it is to erase an ill-conceived post once it’s released into the Internet-osphere. In fact, there are even apps, such as Cold Turkey, that will lock you out of social media if you know in advance you are in for a particularly high-octane evening. Perhaps if we all operated on social media as if our boss (or grandmother) were watching, most of the mean-spiritedness and awkward exchanges would fall to the wayside. Until that day comes however, if you are nice and keep it rated PG, you’re probably safe. n Photo Thinkstock

BizNewOrleans.com April 2016

Columns | Tech Biz Common Benefits of Files in the Cloud

Files in the Cloud Some things to consider

C Steven Ellis

has spent the last 16 years working at the intersection of business and technology for Bellwether Technology in New Orleans, where he serves as the company’s vice president.

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hances are you already use, or at least have heard of, Dropbox. As an individual consumer, I think it’s fantastic. It lets me access my personal files on all my computers, easily share them with friends and family, and rest just a little easier knowing that my documents and photos will be safely synced to the cloud should my house burn down. As a business manager, I understand the appeal of bringing those same benefits and more to our operation, but sifting through the many options and ensuring that the cloud doesn’t do more harm than good can be a challenge. While Dropbox dominates the consumer market, the business market is cluttered with solutions that replace or enhance file servers by syncing files to the cloud. Nearly all of them offer the same core benefits (see sidebar), and obvious potential differences like cost and storage space often are not significant, but a few key differentiators can help narrow down the list. The first and most important distinguishing feature is centralized management, i.e. the ability

to see and control who has access to what from which devices. In my view, the biggest potential drawback of files in the cloud is losing control of your data, and good centralized management is the answer. The lack of centralized management is the main reason that the consumer versions of cloud-file apps are not appropriate for business use. Fortunately, many businessfocused cloud file solutions are adequate in this respect and actually give more control over your data than you would have with a traditional file server. For businesses with many users in one location, with large files, with less than ideal Internet connections, or with applications or processes than use file server mappings, a key differentiator is a hybrid model. A hybrid model combines the cloud file model with the traditional file server model, helping to ensure good performance and limiting the amount of forced change in behavior. Everyone can continue to work just as before, just with the great cloud features added on.

Easy sharing and collaboration

Access from anywhere

Access from any device

Offsite backup / disaster recovery

Multiple versions of each file

The next feature I look for in most cases is Active Directory integration (or integration with Google authentication if your business runs more on Google than Microsoft). This feature allows employees to use a password they already know to log into the cloud file application, and the last thing anyone needs is one more password to remember. Other things to look for include two factor authentication (which I believe should be used everywhere possible), full text searching with flexible results filtering, and the ability to rollback a whole set of files, which can be invaluable if you’re ever struck by one of the cryptolocker variants. Keeping all of these considerations in mind, there is a short list of products that I have settled on in my recommendations. The best at collaboration for Microsoft Office documents is Microsoft’s One Drive for Business. The best hybrid model I have found is eFolder’s Anchor. And the best I have found for flexible, easy searching is Egnyte. Other products I would consider include Google Drive for Work, Citrix ShareFile, Dropbox Business and Box. But no one product is the best for every situation, so some amount of analysis is necessary to find the right one for your business. Sometimes the decision comes down to a reason specific to you, such as integration with an application you already use or favoring a product with which your employees are already familiar. Sometimes the best answer is to use one product for one set of files and another product for another set. The one thing you should not do is nothing. The benefits of files in the cloud are compelling, and the demand among employees is usually high. If it’s not appropriate for your business for whatever reason, then that message should be communicated. Otherwise, you may find rogue solutions appearing and leading to a complete loss of control of your data. n Photo Thinkstock

BizNewOrleans.com April 2016

Biz Bits - Industry News Around town

This event continues to establish the Greater New Orleans region as a thought leader — attracting high-profile worldwide leaders in an emerging field and industry sector. Robin Barnes, executive vice president & COO of GNO, Inc., speaking about RES/CON New Orleans –— the premier annual international conference on the practice of successful resiliency and disaster management — which took place March 1-3 at the Ernest N. Morial Convention Center, drawing over 700 public and private sector attendees.

New Flights out of MSY! The following carriers have recently announced expanded air service out of Louis Armstrong New Orleans International Airport: Branson AirExpress — to/from Branson, Missouri. Seasonal service May 26 through August 14 JetBlue — to/from Fort Lauderdale, Florida. Daily service begins September 29

Small Business Optimism Falls to 2-Year Low Reflecting what NFIB Louisiana director Dawn Stearns called “a great deal of uncertainty about the economy,” the National Federation of Independent Business’ Small Business Optimism index fell to its lowest level in two years in February. After dropping one point during that month, the index stood at 92.9, significantly below the state’s 42-year average of 98.

Is Uber Hurting NOLA Taxi Service? New Data Weighs In The City of New Orleans has released data that answers the question of how ridesharing has affected the local taxicab industry since it was approved in April of 2015. Data shows that taxis have not taken a significant hit in fares, while the overall use of for-hire transportation has increased to the tune of 1 million new trips. The data also shows that many ridesharing trips (currently only conducted by Uber) have been servicing historically less-served areas like Algiers and New Orleans East. Taxi revenues, meanwhile, have continued to increase annually since 2013.

Ochsner RECEIVES MONEY FOR Expansion Thanks to the support of more than 600 donors and the 2015 CN Miracle Match campaign — a charitable initiative designed to rally communities to support children’s hospitals in North America — Ochsner Hospital for Children celebrated the receipt of more than $625,000 for its Pediatric Intensive Care Unit expansion on March 9. CN agreed less than a year ago to match up to $300,000 in donations for the PICU, making Ochsner Hospital for Children only the second institution in the U.S. selected by the match program since its inception in 2006.

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Recent Openings NOLA BOARDS The first storefront for NOLA BOARDS, a company specializing in handcrafted cutting boards, cheese boards, & chopping blocks, as well as custom countertop design, opened at 4304 Magazine Street on March 19. The store also showcases a variety of other artists and their handmade culinary and dining products, including hand-turned wood cheese knives, utensils, hand-blown glassware for the bar, local bitters and one-of-a kind lighting.

Hyatt House New Orleans

Photo Riverview Photography

New Orleans’ first extended stay Hyatt property, Hyatt House New Orleans, opened February 24 at 1250 Poydras Street. Connected to the neighboring Hyatt Regency New Orleans via a second-floor sky bridge, Hyatt House is an adaptive reuse of a 24-story office building that now features 194 rooms stretching across seven floors.

Standard Mortgage Corporation The largest privately-held mortgage banker based in Louisiana, Standard Mortgage Corporation, opened its seventh location in the state at 2 Sanctuary Boulevard in Mandeville in January. The company’s home office is located in New Orleans’ One Shell Square and additional branch locations include Metairie, Slidell, Baton Rouge, Lafayette and Shreveport.

uBreakiFix Specializing in same-day repair service of small electronics, uBreakiFix was founded in 2009 and currently has more than 170 locations across North America. The first of eight planned Louisiana locations (including four in New Orleans and four in Baton Rouge) opened at 2115 Magazine Street on March 12.

B.B. King’s Blues Club Taking over the space previously occupied by Jimmy Buffet’s Margaritaville, B.B. King’s Blues Club opened at 1104 Decatur in the French Quarter on March 9. The restaurant and live music venue features Memphis BBQ and classic New Orleans dishes. This month the restaurant is launching a Zydeco brunch on Saturday and Blues brunch on Sunday.

COMING SOON Whole Foods Market - Mandeville On May 18, Whole Foods Market will open its 40,000-square-foot location in Premier Centre at 3450 Highway 190. It is the company’s first location in Mandeville and sixth in the state.

We’d love to include your business-related news in next month’s Biz Bits. Please email details to Editorial@BizNewOrleans.com. BizNewOrleans.com April 2016

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Close your next deal at one of these business-friendly bistros.

Crossroads at House of Blues

Broussard’s Restaurant

225 Decatur St. | (504) 310-4961 houseofblues.com/neworleans/crossroads

819 Conti St. | (504) 581-3866 Broussards.com

For just $9.99, Crossroads at House of Blues is offering a daily Blues Plate Special Monday-Friday. From the traditional Monday Red Beans and Rice to Crab Cakes topped with Remoulade served with Sweet Potato Fries, these dishes are sure to make your taste buds and wallet sing! Open 7 days a week for lunch and dinner! Don’t miss our weekly Friday Seafood Boils with live music and drink specials in the beautiful Voodoo Garden courtyard!

Broussard’s Restaurant & Courtyard has been serving classic New Orleans dishes with a twist for 96 years. Conveniently located in the heart of the French Quarter, Broussard’s now offers lunch on Fridays from 11 a.m. - 2:30 a.m.! Try the $19.20 Pre Fixe menu and enjoy historical punches for just 96 cents each. Whether it’s for brunch, lunch or dinner, choose to dine in the majestic main dining room or in the palatial courtyard. Broussard’s — a local dining tradition since 1920.

La Thai Uptown

Martin Wine Cellar

4938 Prytania Street | (504) 899-8886 lathaiuptown.com

Uptown at 3827 Baronne Street | 894-7444 Metairie at 714 Elmeer Avenue | 896-7350 MartinWine.com

Experience the culinary traditions of Southeast Asia with a distinctive Louisiana flair. The ideal spot for lunch or a casual dinner, La Thai Uptown has been voted time and time again as the top place in town for original Thai cuisine. From the traditional to the contemporary, their unique dishes will invigorate the senses and delight the soul.

Martin’s renowned deli offers over 30 specialty sandwiches, dozens of salads, and freshly prepared daily specials to satisfy almost any craving. Our chefs are continuously creating new and inspiring dishes from inside the kitchen, and with virtually the most extensive wine list in the city, the Martin’s deli is the go-to lunch spot with plenty of secure parking. BizNewOrleans.com April 2016

Photo Jeff Johnston 40

APRIL 2016 BizNewOrleans.com

The Power of Pixie Kern Studios’ new robot is set to lead the parade and props powerhouse into the future. By Carolyn Heneghan

he name “Kern” automatically evokes images of Mardi Gras and elaborate props and parade float designs— both in New Orleans and around the globe. Between Blaine Kern Artists, which helms the parade float-building aspect of the business, and Mardi Gras World, which handles tours, parties and events, the Kern empire is grounded firmly in New Orleans culture and Mardi Gras tradition. But there’s another leg on which the Kern empire stands that doesn’t receive nearly the same amount of attention: Kern Studios, the commercial arm of the parent company by the same name. Since the 1980s, commercial clients have been a growing part of the Kern business under the leadership of the third generation of the Kern family: Barry Kern, president and CEO of Kern Studios and Mardi Gras World. Both companies operate out of the same, 250,000-squarefoot Kern Studios building. Although commercial business currently makes up about 20 percent of the studio’s workload — with the other 80 percent Carnival work — due to its profitability, it accounts for a significant percent of the company’s revenue. That number is expected to grow substantially thanks to an exciting new addition. Already a fixture on tours at Mardi Gras World is a new production machine — a giant robot that’s been affectionately named “Pixie” after a former employee who enjoyed a 47-year tenure at Kern Studios. The only robot of its kind in the South, Kern Studios aims to use Pixie to expand production, drive revenue and ensure the future of the Kern empire for generations in the future.

While Pixie will primarily be fabricating EPS Styrofoam at Kern Studios, it is also capable of working with polyurethane, stone, wood, clay and metal, and boasts a 0.01mm accuracy. Bary Kern, president and CEO of Kern Studios, describes the robot as a game changer for the company. BizNewOrleans.com April 2016

The Robotic Advantage Officially known as the digital fabrication department, the Kuka brand CNC (computer numerical control) machine, a.k.a. Pixie, arrived on Bacchus Sunday this year. Just like a young couple welcoming a child, however, preparations were well in place for the new addition before the arrival. Pixie actually has its own room located in the heart of Mardi Gras World that measures 100 feet long, 30 feet wide and 15 feet high. “We started construction on the robot room two weeks before Mardi Gras and had the robot installed on Mardi Gras day,” says Corine Regelink, marketing manager of Kern Studios. “It was both ludicrous and genius: Despite Mardi Gras being our busiest time of the year, in the studio it is also the quietest since all the f loats we’ve made are not in the studio but rolling on parade through the streets of New Orleans!” Inside the room, Pixie is mounted on a 44-foot rail flanked with a 5-foot by 10-foot vacuum table and 16-foot radius rotary table. It’s a setup similar to what Kern saw when the robot first caught his eye last summer during a visit to Shanghai Disney. There, the robot was working on a replica of the Black Pearl ship from “The Pirates of the Caribbean.” “When I saw it, I could just see all the possibilities,” says Kern. While Pixie will predominantly carve out EPS Styrofoam at Kern Studios, the robot is capable of carving through polyurethane, stone, wood, clay, and even metal. To control its movements, floor manager Alex Sherrod learned how to use the robot’s Delcam software. The software generates toolpaths — the programming language that tells it how to create a particular prop to the desired scale based on a 3D model file. After setting up the toolpath within the software, Sherrod lays out the materials for the job and begins the project in manual mode. Once things are moving smoothly, hecan switch Pixie to automatic mode and the robot will run overnight unattended. It uses drill bits of varying sizes to carry out roughing paths and then switches to finishing paths to work out the finer details of the design — with 0.01 mm accuracy — much like a hand sculptor would. When Sherrod returns the next day, his completed prop can be ready to send off to the next stage of production. “It can do a tremendous amount of detail,” Sherrod says. “Or we can use it to carve out 42

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a good rough and then pass it along to a sculptor to finish by hand.” Pixie can also more adeptly create “multiples,” or identical versions of the same prop or piece. Kern says this ability is invaluable when it comes to a commercial client like Chick-fil-A, for whom the studio

Pixie’s custom-built room inside Mardi Gras World measures 100 feet long, 30 feet wide and 15 feet high. Inside, the robot moves along a 44-foot rail. By breaking large projects into sections, Pixie can fabricate giant creations, like this four-story-tall cow for Chick-fil-A.

Photos Jeff Johnston

Creating Opportunities Across Industries Kern Studios’ new robot will enable it to look beyond parade float and prop building to create new pieces that extend to a wide range of industries. n

Marketing

The robot’s capabilities offer a wealth of opportunities for marketing and promotional materials that suit “any business that wants to increase their brand presence and really get noticed,” says Sherrod. This could include businesses coming to New Orleans for conventions that want a marketing element to help their booth get noticed. n

Local Startups

If a local startup needs a prototype of an idea, “we can have that made for them in no time,” says Sherrod. All that’s needed is a 3D drawing file. n

Manufacturing and Design

Architects, shipbuilders and engineers in the city can call in complicated parts that the robot can make using the 3D drawing file. “We can make it out of just about anything,” says Kern. n

Sports

The first project created by the robot that will be most visible for New Orleanians is The Wave, a huge sculpture of Tulane University’s mascot. It will hover above the end zone of Yulman Stadium and gush water onto the student section when Tulane’s team makes a big play. As a Tulane alum, this project is close to Kern’s heart, but he also sees The Wave as the start of more opportunities for Kern Studios’ expansion into the sports business.

creates all of the cow props used in various promotions. “For corporate clients who want that brand continuity, it’s really going to be an advantage for us — what you see is what you get,” adds Sherrod. “We can send them a 3D model of whatever logo or prop or sculpture that they want, and once they send us that approval, there’s not going to be anything that gets lost in translation.” When it comes to the size of a finished piece, Pixie’s capabilities are virtually unlimited. The toolpath program divides oversize project into sections that the robot carves, which then perfectly align with each other when later assembled. The company is currently working on a four-story cow for Chick-fil-A at one of its Westbank “dens,” or production warehouses. Kern Studios owns a total of 17 warehouses in the New Orleans area. With the ability to autonomously create complete, identical and/ or enormous models, speed up projects that other hand sculptors are working on, and work unattended overnight, the robot creates innumerable opportunities to increase production. That expansion is necessary as Kern Studios continues to grow its commercial business. “I really believe that with this machine, we don’t even understand what it’s going to do for us,” says Kern. “...It’s going to lead to more business.”

Going Commercial The Kern empire began to look beyond the New Orleans-based Carnival business with the entrance of the third generation of the Kern family, Barry. Kern says his father Blaine encouraged him to start a sculpting business, Kern Sculpture Company, in the ’80s,

while Blaine continued to focus on Mardi Gras. That company eventually became Kern Studios. During the early days of the branch into commercial sculpting, Kern landed contracts to produce sculptures that would go on to become iconic additions to the Las Vegas strip. Competition for these projects was fierce, but Kern said it helped to be a wellrespected name. “The difference was, when I walked into a room, I was the guy that built Mardi Gras,” he says. “That’s a heck of a calling card. And even though we don’t technically build Mardi Gras, that’s how everybody introduces us.” From there, the projects and clientele became increasingly prominent. In the late ’80s, Disney asked Kern’s company to stage a party for the opening of Splash Mountain at Disneyland in California. As a theme park ride with a southern theme, Disney’s organizers wanted Kern to use a Mardi Gras theme for the party. The end result, says Kern, was a raging success. In the early ’90s, Disney reached out again to Kern to create signage for Euro Disney (now Disneyland Paris), including retail, restaurants and interior and exterior signage throughout the park. After successfully completing that project, Kern says Disney became a regular client. Soon after, Las Vegas’ Luxor Hotel and Casino tapped Kern’s expertise for the “Desert Disneyland” it was building with slot machines on the strip. Kern Studios had arrived, and from then on became a soughtafter producer of props and parade f loats for companies and events worldwide.

BizNewOrleans.com April 2016

Finding Balance The key to success, Kern says, is knowing how to balance creativity and business. Additions like Pixie may seem counter to the creative process, but Sherrod and Kern agree that it will only serve to enhance creativity and bring in more capital and resources to allow that creativity to expand. “All this commercial work, it’s great work to have,” says Kern. “It allows us to keep the very best people. If all we did was just Mardi Gras, it wouldn’t be the same company. I don’t think we’d be able to do as much as we do. It’s the fact that we do all this other work that allows us to do a better job for our customers here [in New Orleans] too.” While Mardi Gras will always be the Kern empire’s bread and butter, the commercial clientele are the jelly, jam and honey — the enhancements that improve the other components of the business. Because corporate clients typically have larger budgets than local Mardi Gras krewes, it’s no surprise that the parades Kern Studios and Blaine Kern Artists create for other companies and cities are more profitable. That commercial revenue, however, then expands what Kern float builders can do for local Mardi Gras krewes. Going forward, Kern says he hopes the new generation will focus on what will ensure the company’s future for another four generations to come. “All the stuff we do is fun, but some of it frankly is more profitable than others,” says Kern. “And not that everything’s about profit, because it’s certainly not. Believe me, if I was in the business just to make money, the Mardi Gras business would not be the business to be in. But this business is a legacy business.” 44

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Meet Kern Studios’ Top Commercial Clients n

Universal Studios Orlando

Each year, Universal works with Kern to create the park’s annual Mardi Gras-themed parade. Kern says that during Mardi Gras, Universal Studios Orlando sells more season passes than any time of year, alongside Halloween. This season, park attendance reached a record high on the day of the Mardi Gras parade and a coordinated Fall Out Boy performance. n

Chick-fil-A (in conjunction with The Richards Group)

The “Eat Mor Chikin” campaign has become a goldmine for Kern Studios, which has been tasked with creating hundreds of cow sculptures. These sculptures have become part of everything from 3D billboard elements to the 40-foot-tall mechanical cow that is moving from Turner Field in Atlanta to SunTrust Park.

Photos courtesy of Kern Studios

BizNewOrleans.com April 2016

Bet You Didn’t Know It Was Kern’s

All Fears Aside With the additional revenue and profits driven by an increase in commercial work, Kern Studios hopes to be able to expand its workforce. This runs against the common assumption that a robot might actually cost employees their jobs. “I never see the robot replacing any employee,” says Sherrod. “I’ve been sculpting by hand the last eight years at Kern, and now I’m operating the robot, so really it didn’t take my job, I’m just pivoting. [The robot] is just a new part of technology that’s going to change things, and there’s going to be some adaptation that goes into it, but the human element will always be a part of it.” The idea is that by using the robot to boost production, Kern Studios will need to create more jobs to handle the additional painting, assembly, and other production needs in addition to operating and maintaining the robot itself. “It’s just incorporating a new tool,” says Sherrod. “It’s not going to be costing anybody 46

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any jobs. It’s going to allow us more flexibility, and it’s going to create new jobs we’ve never had in our company before.” Going one step further, Sherrod says he’s working with universities to coordinate internship programs that will bring college students and graduates in to learn how to use this growing technology. These programs will “help develop the workforce of the future that companies like ours are going to need going forward,” he says. The Kern family and enterprise will likely always be first associated with Mardi Gras and the tradition and creativity that goes along with it. But as the company continues to grow and expand commercial production through the use of its new robot, the Kern name is bound to bring the company another title, that of technological innovator in its industry. “The real story for us is we’re a business that has been able to change,” says Kern. “Even though we’re a business that’s based on a culture and tradition, we’ve also managed to change and keep changing. And you have to keep changing to be successful.” n

The Kern empire may be best known for Mardi Gras in New Orleans, but Kern Studios has left its mark on the world in terms of parades and props used across the globe. The following are just a few of the many places and events worldwide that bear the Kern Studios signature. n Chick-fil-A: Fleet of cow props and 3D billboard elements n Las Vegas strip: Harley Davidson motorcycle, Statue of Liberty, giant M&Ms, signage at MGM Casino n Universal Studios Orlando: Annual Mardi Gras parade n Universal Studios Japan: Annual Mardi Gras/Halloween mashup parade n

Times Square: M&M World signage

Signage at ESPN Club at Walt Disney World Resort in Orlando n

Thanksgiving Day Parade in Philadelphia

n National Cherry Blossom Festival Parade in Washington, D.C. n

Parade at Parque España in Shima, Japan

n Parade at Samsung Everland Park in Seoul, South Korea

Photos Jeff Johnston and courtesy of Kern Sudios

BizNewOrleans.com April 2016

APRIL 2016 BizNewOrleans.com

my house is your house The battle rages on with short-term rentals. By David Lee Simmons

he debate over short-term rentals in New Orleans — while sitting at the intersection of tourism and community — says a lot about where the city hopes to head as it moves past the 10th anniversary of Hurricane Katrina and toward its 300th birthday in 2018. On the one hand, operating short-term rentals helps New Orleanians bridge the gap between stagnant incomes and rising housing costs by renting everything from a spare bedroom to a vacant half of a double shotgun house. On the other hand, this proliferation, sometimes exploited by absentee, part-time or simply ambitious property owners, floods neighborhoods with tourists who might take a visitor’s mentality to a place where residents live, work, play and build a community. The result is noisy nights, gobbled-up parking spaces and a growing sense of alienation among residents in their own communities. Where is this all heading? Stakeholders might get a clearer picture when the New Orleans City Council votes on recommendations recently put forth by the City Planning Commission (CPC). Those recommendations seek, among other things, to permit unlimited owner-occupied rentals in residential neighborhoods (the “rent out part of your place” crowd) but stop short of allowing “principal residential” properties from being rented out — something that surprised short-term rental advocates who’d expected an acceptance of this key provision.

BizNewOrleans.com April 2016

COMMUNITY AND COMMERCE While almost everyone acknowledges the realities of short-term rentals and that their legalization might eventually be a reality as well, they start to part ways when it comes down to details like enforcement. Even in cities where regulation has passed, like San Francisco, enforcement has been minimal at best. It’s high stakes, considering that, according to the CPC report, there are between 2,400 and 4,000 rentals operating in New Orleans, going for about $250 a night — many of them in historic neighborhoods such as Faubourg Marigny. “They’re making new rules for stuff that already has rules against it, but weren’t enforced “I don’t think my city for years,” said Lisa Suarez, government really cares. head of the Faubourg Marigny I think they’re interested Improvement Association. Her frustration is evident, in the quick buck.” even across the telephone lines. “They’re gonna do what they’re gonna do regardless of - Lisa Suarez, head of what we say,” she said of the the Faubourg Marigny City Council. “I’m expecting Improvement Association [them to] rubber-stamp all the suggestions from the CPC staff, even the ones the CPC removed. “I feel a responsibility to my neighborhood, but I don’t think my city government really cares. Sadly, I think they’re interested in the quick buck.” Short-term rental advocates believe that legalization and regulation can help make rentals blend in historic neighborhoods, such as the French Quarter, Faubourg Marigny, Bywater and Treme — the heart of short-term rental operations. Suggesting that the current situation is simply like 1920s-era prohibition — during which everyone’s breaking the 50

APRIL 2016 BizNewOrleans.com

law — they’d like to see regulation offset by flexibility. “This (the CPC report) represents a positive step toward ensuring that everyone in New Orleans is able to share their home,” said Alison Schumer, a spokeswoman for Airbnb. “We appreciate the Planning Commission’s considerable work on this issue and look forward to connecting our community with policymakers in the weeks and months ahead.” Short-term rental supporters say that while they welcome regulation, they worry it will be too burdensome. “The residential properties that are not owner-occupied, they want to make that a conditional use,” noted James Uschold, a lawyer for the Alliance for Neighborhood Prosperity, a coalition of short-term advocates. “That means it’s basically like a bar. That is much too onerous a process that people are simply not going to (go through a regulatory process). Most of (the complaints) are anecdotal. “People say, ‘I don’t know my neighbors anymore.’ Well, you don’t have a right to know your neighbors.” New Orleanians often have a deep devotion to the neighborhoods in which they were raised, the schools they attended, and close relationships they forged. Maybe it’s not a right, but a sense of community helps define the city’s culture, opponents counter. Some rentals are only shells of their former selves, argues Meg Lousteau, executive director of the Vieux Carré Property Owners, Residents and Associates. Whether she’s at home in Treme or working at her office on North Rampart Street, Lousteau is always within a few doors of a shortterm rental situation. As she puts it, “A neighborhood without neighbors is no longer a neighborhood.” The situation has gotten so challenging in the French Quarter that even once-thriving small businesses are suffering. Louis Matassa, owner of Matassa’s Market on Dauphine Street, said that revenue at the market opened by his grandfather in 1924 has dwindled in the past couple years. Photos Thinkstock

“The community is my customer base,” he wrote, “and the community is dying.” He pointed to a steady influx of short-term renters who begin trickling in on Thursdays and come to shop at his market for cigarettes and liquor and not grocery staples. “I can’t afford to stock merchandise that no one buys,” he wrote. “I can’t make a living selling cigarettes.”

ADDITIONAL INCOME There’s no question that Airbnb has been a shot in the arm for young and middle-class New Orleanians who want extra income, and can get more money renting out the other side of their double on a weekly or nightly basis rather than having a tenant sign a lease. Missy Wilkinson, a local writer and editor, openly discussed how she’s benefited from renting out one of the bedrooms of her Bywater home (even with the occasional inconvenience). She knows of two other people on her block renting out space through Airbnb. “I had friends who did it and said it was easy money,” she recalled. “They were pretty lazy, so if they said it was pretty easy, “I feel like I have more then it had to be for me.” She rented out her second options.” bedroom 251 nights in 2015 - Missy Wilkinson, alone, and cleared about writer and editor $12,000 — tax-free, of course. Since she started renting out her space, she said, she’s made friends and hopes to be able to pay down her mortgage far ahead of schedule. “It really has (been positive),” she said. “I feel like I have more options.” Only recently did she have a truly negative experience, when she heard guests having loud sex with the bedroom wide open, even though they knew she was there. “The proximity,” she said, “was unsettling.” While she says she hasn’t followed the short-term rental debate closely, she insists she’s fine with having the practice regulated and would be happy to pay any licensing fees because the money’s so good — with one caveat: “I am concerned about people buying up all these places and renting them out, but at the same time, if you own your own house, you should be able to rent that out.” Scanning the Airbnb website suggests there are plenty of people like Wilkinson, but there also are those who appear to be scooping up several properties and becoming mini-moguls of rentals, with some even joining forces with other property owners (often working as LLCs) and creating uniform rental agreements to streamline their own processes. The more entrepreneurs get in the game, opponents argue, the more neighborhoods become mini-hotel districts. Residents may be forced to endure loud, late-night parties, streets lined with out-oftown cars (some left behind while visitors go on week-long cruises), and even extra cleanup. “We wind up picking up after them,” said Lisa Suarez of the Faubourg Marigny Improvement Association. While she co-exists nicely with a next-door neighbor who rents out, she says, “People all over our neighborhood have genuine issues with noise. They did not bargain to live next to hotels. These properties are not zoned commercial, and these people are running commercial businesses.” Safety can also be a concern. Recent media reports noted a fire at a Central City residence that appeared to be an Airbnb rental, one that did not feature a working fire alarm.

DATA AND BEST PRACTICES Lauren Galligan Steinhardt, a producer with the insurance/riskmanagement company Gillis, Ellis & Baker, believes homeowners who rent must be transparent and diligent in how they rent and insure their property to prevent against liability. “If you’re operating a standard homeowners insurance policy, you can’t be covered for short-term rentals,” she said. “If a claim were to occur, the insurance company could say you’re making a bunch of money on this, so it’s a business.” With this and other legal issues, she says, “That’s when I think it’s important to be on the same page as your homeowner’s insurance.” Matt Curtis, the director of government relations for HomeAway — which owns the short-term rental service VRBO — believes that with legalization, regulation and best practices, this trend can work well for all involved. “When you get people to register, you can better enforce those few bad actors,” said Curtis, who has spoken at a gathering sponsored by the Alliance for Neighborhood Prosperity. “Could New Orleans, will New Orleans be able to enforce these regulations if they write them in a way that’s representative of the industry? Yes. If they get people to register their properties with regulations that are fair, they can keep their eye on potential patterns that are outside the parameters of compliance, [and] they’ll be better equipped to enforce.” BizNewOrleans.com April 2016

Short-term rental supporters base some of their arguments on a recent study the University of New Orleans Hospitality Research Center prepared for the group, which said, among other things, that short-term rentals have generated 100,000 visitors annually, led to $174.8 million in direct and indirect spending, created 2,200 jobs, and generated $10.8 million in local and state tax revenue. Opponents dispute these numbers. In comments to the CPC, Emile J. Brinkmann, a New Orleans economist, questioned the study’s interpretation of its own data. “The actual net economic impact of short-term rentals is either zero or negative,” concluded Brinkmann, who otherwise believes the city of New Orleans is losing millions in hotel and motel tax dollars — an amount so significant that the state Legislature might get involved. Indeed, Rep. Helena Moreno, whose New Orleans district includes several historic neighborhoods, has introduced House Bill 59 (backed by Mayor Mitch Landrieu) that would require short-term rental operators not only to tax themselves but also to share their data — something they’ve resisted in the past but may still consider. After all, you can’t regulate what you can’t identify. “In order for the City to effectively enforce short-term rentals, there needs to be a legalization and enforcement policy that is balanced and makes sense,” Mayor Mitch Landrieu said in an official statement. “But we can only effectively regulate short-term rentals once the legislature gives the City the authority to collect revenue necessary to fund enforcement and manage the impact of visitors in our neighborhoods. Right now, we are closely monitoring the special legislative session. Further actions in the legislature may be necessary later this year.” B&B operators, it should be noted, have expressed support for the measure. The city council for Austin, Texas — coincidentally the corporate home for HomeAway — has voted for stricter regulations of shortterm rentals that could lead to a complete elimination of the practice as resident increasingly complain of packed “party houses” in their neighborhood. James Uschold, the attorney for the Alliance for Neighborhood Prosperity, believes there’s a simpler solution: “Not speaking for Airbnb, but they don’t want to give their data to the city, and it’s not the city’s business. Our proposal is everyone (should be required) to have some short-term rental license. The issue is: Do I have a valid permit number? If I have a valid permit number, then post my ad. … The process has to be simple.”

REALITIES OF THE NEW, NEW ORLEANS How New Orleans moves forward with the way it allows rentals to exist, especially in its historic neighborhoods, might give an indication about how it views tourism in particular but also the way it sees itself as a city. Each year, there’s a push to bring more visitors to New Orleans, with no end in sight, leading some to wonder if anyone is ever going to ask how much is too much? Indeed, the New Orleans Convention and Visitors Bureau, looking at a 2014 that saw 9.5 million visitors to the city, wants even more — with projections of as many as 13 million in 2018, the city’s tricentennial. But with revenues running at around $7 billion, that’s a tough question to ask. Opponents of unchecked tourism compare New Orleans’ situation to that of another historic city: Venice, Italy. In “Overbooked,” an exhaustive critique of the world of tourism, author Elizabeth Becker quoted an Italian expert (Matteo Gabbrielli) who believes the city is dying — not because of its rising tides but because of the relentless 52

APRIL 2016 BizNewOrleans.com

Annual visitors: Venice, Italy vs. The French Quarter Venice 60,000 residents + 20 million visitors. The French Quarter 4,000 residents + 9 million visitors. (six times more visitors per resident than Venice)

onslaught of visitors. “The crowds of tourists gathering all around us, crowds descending from enormous cruise ships whose wakes often cause more damage to the city’s foundations than the famous ‘aqua alta’ following heavy rains,” Becker wrote. Comparing the two cities, Venice has 60,000 residents and hosted 20 million visitors in one year. The French Quarter, with roughly 4,000 residents, hosted 9 million visitors. This in-migration of tourists crowds and prices out the locals. “As they disappear, so too do the clinics, schools and other services necessary for a city in a seemingly endless chain of cause and effect,” Becker wrote. Uschold, however, doesn’t believe there will be an endless onslaught of rentals. “There are a lot of people who started doing it who’ve stopped,” he said. “There also is a ceiling. It’s a supply-and-demand thing. There are a lot of people who are running short-term rentals that are vacant right now, I’m hearing. We know there’s a ceiling. It’s not going to turn into a parade of horribles.” Long-time New Orleans real estate consultant, Wade Ragas, believes short-term rentals can work in the city, but there must be balance, and that includes regulation, rules to insure fire and safety, enough parking, compliance with paying hotel-motel taxes, and a more clear definition of zoning issues so the city can decide where are the best places for this business to continue. Owneroccupied spaces are key as well. “I think this is a good thing for New Orleans in terms of market demand,” he said. “But I think it needs to be done in a way that preserves the residential character of many neighborhoods.” n

Photos Thinkstock

BizNewOrleans.com April 2016

APRIL 2016 BizNewOrleans.com

Perspectives A closer look at hot topics in three southeast Louisiana industries

56 Insurance

60 Law

64 Technology BizNewOrleans.com April 2016

Perspectives | Insurance

Key Person Insurance Do You Need It? By Kim Roberts

usiness owners have long recognized the importance of protecting their companyâ&#x20AC;&#x2122;s assets, both physical and monetary. They also know that replacing a key person, one who plays an integral role in the success of the business, can take an exorbitant amount of time and money that could inevitably cost a business valuable clients.

APRIL 2016 BizNewOrleans.com

Photo Thinkstock

“If an organization employs individuals who are integral to its success, key person life insurance can safeguard them from the turmoil caused by their unforeseen absence.” - Ryan Rodrigue, senior group sales director with Hollis Companies

There is, however, a way to protect a business in transition. “Key person insurance is a life and/or disability insurance policy that a business may purchase to protect itself from the loss of an essential employee,” said Ryan Rodrigue, senior group sales director with Hollis Companies. “These policies are most often used for business succession or business protection purposes and are usually owned by the business and compensate the business for damages incurred by the loss of the key person. “This could be a partner, owner, majority stockholder or any individual that is crucial to the business,” he added. “If an organization employs individuals who are integral to its success, key person life insurance can safeguard them from the turmoil caused by their unforeseen absence. These insurance solutions provide options other than bankruptcy should you lose your key person without warning.” Key employees are those critical to the profitability of the business. These individuals may have a direct impact on company earnings or have skills, talents and expertise that contribute to the continued growth of the organization. Key person insurance, often term life insurance, is designed to protect the business if that employee dies unexpectedly. To secure key person insurance, the business must apply for a life insurance policy on that person. Once secured, the business is the premium payer, policy owner and beneficiary. In the event that the key employee dies, the proceeds of the policy are paid to the business, usually tax-free. The business can use the proceeds at its own discretion, but the primary use of these funds is to hire a capable replacement. In order to obtain key person disability or life coverage, the individual must be a consenting employee, and the business must demonstrate BizNewOrleans.com April 2016

that it would incur substantial financial loss without the employee. To qualify as a key person, most insurers require that the employee’s salary be in the top 20 percent of the company, and all policies of this type are written specifically for the employee in question.

“The businesses that are at the most risk if they do not have key person insurance in place are the smaller businesses that stand to lose everything if a key player leaves.”

end of the agreed-upon term if he/she stays with the company the duration of the policy. The company is the beneficiary of the policy and pays the premiums, but the employee will benefit monetarily if they stay for the agreed amount of time. “Probably not enough businesses in the New Orleans market have this type of insurance,” she said. “Currently I have about three companies to talk to on my to-do list. Really, this is one of those things that when a company thinks about it, they know they need it; they just don’t take the time to follow through.” There are two basic types of life insurance used for key person life policies: term life insurance and universal life or whole life insurance. The type of policy selected mostly depends on the specific needs of a business. For example, a startup business that does not have a steady cash flow would benefit from term life insurance because of its relatively low cost and high flexibility. Conversely, a more established company with significant earnings may opt for a universal life or whole life insurance since these policies have the ability to build cash value over time, which is an asset on the company’s balance sheet and can be accessed anytime at the discretion of the company. “Purchasing key person insurance can be done affordably. Premium prices will vary based upon the employee’s age, overall health and how much the company wants to insure him for,” said Duvernay. “A company has to determine the length of time that this employee will be important to their operations: 15, 20 or 30 years. “For example, it is very reasonable to purchase insurance for a healthy 40-year-old man, which is a common key person age,” he added. “If a company wants to cover a 40-year-old man for 20 years, and they decide that the cost to replace this person, or the lost revenue from losing him, is $500,000, the premium cost would be approximately $500 a year. Also, if a company takes out a $1 million cash value policy on a 53-year-old

- Jack Duvernay, vice president of Eagan Insurance Agency “Key person insurance can be a very inexpensive way to protect a business and is almost always a smart investment when a business’s financial well-being depends on a select few people,” said Jack Duvernay, vice president of Eagan Insurance Agency. “Most small businesses’ success depends heavily on a small number of key employees. “Key person insurance has been a common business planning tool since the inception of the life insurance industry,” he added. “While this type of insurance can be an asset to any company that understands the importance of financial planning, generally speaking the types of companies that typically purchase it are the law firms, CPAs, insurance agencies and banks. But really, the businesses that are at the most risk if they do not have key person insurance in place are the smaller businesses that stand to lose everything if a key player leaves.”

But What If the Employee Decides to Leave? Coverage in the case of an employee death is only one kind of key person insurance. “If a company has a really talented chief operating officer who runs things, chances are other companies are looking at him too, so it is a good idea for the company to set up key person insurance to cover this individual in the event they get another offer and leave,” said Catherine Hales, producer for Gillis, Ellis and Baker. “Sometimes companies take out this type of insurance to incentivize key employees. They can take out a term policy, commonly referred to as ‘golden handcuffs,’ which provides the employee with a payout at the 58

APRIL 2016 BizNewOrleans.com

“This is one of those things that when a company thinks about it, they know they need it; they just don’t take the time to follow through.” - Catherine Hales, producer for Gillis, Ellis and Baker Inc.

male who stays at the company for 20 years, then their premium would be $50,000 annually and the cash value would be the value of the policy.” According to Rodrigue, if a company purchases key person insurance on an employee and the employee subsequently leaves, typically the policy is transferred to the departing key employee as a retirement benefit or to a different key employee upon retirement of the original key employee. It can also be used to buy out the key employee’s shares or interest in the company. “Another benefit of this type of insurance is that it does have a cash value and may be made available to a business for a withdrawal or loan if needed,” he added. “When most business leaders think of purchasing key person coverage, they turn to life insurance. However, industry leaders point out that the chance of losing a key person to disability is 17 times greater than losing a key person to death, and the costs of hiring a recruiter to replace the key person and training him or her for a short period of time could be much higher than finding a permanent replacement. Key person insurance policies provide business owners with options other than bankruptcy should they lose an important employee without warning.” n

Things to Consider Company executives should ask a few questions before they begin to shop around for a policy that suits their distinct requirements. The following questions can be helpful in helping a business determine the type of insurance they need, how big of a policy they should take out and the number of years the policy should be maintained. n

Why do you think you need key employee life insurance?

What contingencies are already in place for the company if a key employee dies?

Would the business continue operations after the loss of a key employee or would it be forced to liquidate or be sold?

Can a capable, comparable replacement employee be easily secured?

How much will it cost to locate and train a replacement?

What type of compensation will it take to hire the new employee?

What percentage of the company’s revenue is directly attributable to the key person?

Would the key person’s death result in the loss of income, as well as clients?

Is the company willing to self-insure?

BizNewOrleans.com April 2016

Perspectives | Law

Is a JD a Good Investment? With the high cost of law school and questionable job prospects, more future lawyers are thinking twice. By Kim Roberts

ccording to the American Bar Association, students in the class of 2014 who borrowed money to pay for law school took on an average of $84,000 in debt if they attended a public school and $122,158 of debt for a private school education. Keep in mind these numbers are strictly for law school and do not include the cost of an undergraduate degree. Additionally, within 10 months of graduation, just 71 percent of the class of 2014 landed long-term, full-time jobs for which passing the bar was required or a juris doctorate was preferred. “I would suspect that since there have been lawyers, there has been debt associated with becoming a practicing member of the profession,” said Keith McDaniel, attorney with McCranie, 60

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Sistrunk, Anzelmo, Hardy, McDaniel & Welch. “Given recent news reports, what appears different now is that the associated debt has risen greatly, and/or the present body of debtors appears, as a group, resistant to the thought of managing debt and instead appears to desire governmental forgiveness of debt or default as the only means of addressing the debt.” The larger issue with taking on so much debt for a law degree is that the majority of the money has to be borrowed through private student loans, which offer far fewer student loan forgiveness options and repayment plans. Private student loans also carry more risk than federal student loans, which can lead to more borrowers being in financial trouble for attempting to go to law school. What is the nature of the risk

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With the rising number of students getting law degrees, competition for jobs has increased and salaries have dropped. In 2007, more than 91 percent of law school graduates were able to get a job after graduation. In contrast, by 2013, that number had dropped to just 84.5 percent of graduates. Out of those, only 51 percent were employed in law firm jobs — well below the trend of the last 25 years according to the Association for Legal Career Professionals.

“I think that the amount of debt young attorneys acquire, both in their undergraduate and graduate studies, does affect the future of the industry because the job market has not kept pace with rising student debt.” -Christopher Hatcher, partner with Blue Williams The association says this has pushed many graduates into lower-paying jobs in the public sector or even into a different field altogether. Of course, even if a graduate isn’t earning the salary they expected, the student loan debt still needs to be repaid. “I think that the amount of debt young attorneys acquire, both in their undergraduate and graduate studies, does affect the future of the industry because the job market has not kept pace with rising student debt,” said Christopher Hatcher, partner with Blue Williams. “With a highly competitive job market, high debt and stagnant salaries, it is no longer worth going into debt to become a lawyer for many young people. This, combined with many law schools’ efforts to reduce the number of students they accept and thus graduate each year, is resulting in fewer young attorneys entering and staying in the legal field. Further, because many young attorneys are forced to take contract positions or hang their own shingles, the mentor programs so often associated with traditional associate/partner relationships are slowly dying off.” In 2006, Congress extended the federal Direct PLUS Loan program to allow a graduate or professional student to borrow the full amount of tuition, regardless of the amount, as well as associated living expenses. The idea was to give more people access to higher education and thus, in theory, higher lifetime earnings. But broader access doesn’t mean much if degrees lead not to low-paying jobs but to large debt burdens, which is often the result with PLUS loans. The consequences of the easy-to-get federal loans could have been predicted if one looked closely at the situation. First, law schools increased tuition fees and accepted more students, even after the legal job market stalled and shrank following the recession. For years, law schools were able to avoid discussing the declining job market by not publishing accurate, up-to-date employment information about their graduates. But in response to pressure from skeptical alumni and unhappy graduates, the schools began sharing the data, and in some cases it was not a pretty picture. “The increasing debt that law students are amassing during law school is definitely affecting the future of the legal industry,” said BizNewOrleans.com April 2016

Lynn Luker, attorney of counsel at Stanley, Reuter, Ross, Thornton and Alford. “The cost of law school and the size of debt a young person would accrue while in school make it difficult for many people to go to law school. I routinely talk to students at Tulane who are $150,000 to $200,000 in debt. Currently, the local job market is in a downward spiral, making it difficult for young people with extraordinary debt and constricted job opportunities to succeed. The reality of the situation is that around 50 percent of students are coming out of law school without a job.

“A small number of students graduating at the top of their law school class can command a salary large enough to service their school debt.” -Lynn Luker, attorney of counsel at Stanley, Reuter, Ross, Thornton and Alford “I now counsel students that if they are not seriously interested in the law profession then they should not go to law school,” she added. “They need to be totally positive that this is the profession they want to work in. Not a day goes by that I don’t wake up and am happy to be a lawyer: I love practicing law. Young people need to follow their passion and go to law school not because they want to be a fat cat lawyer but because they love it.” 62

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This year the Obama administration extended the gainful employment rule, which ties a school’s eligibility to receive federal student loans to its success in preparing graduates for jobs that will enable them to repay their debt. The rule currently applies only to forprofit law schools, all of which, given their track records, would fail to qualify for federal loans. If the rule applied to nonprofit schools, as many as 50 could fail as well, based on one measure that considers students’ debt-to-income ratio. According to an article in The New York Times, a good idea would be to cap the amount of federal loans available to individual schools or to students. This could drive down tuition costs and reduce the debt loads students carry when they leave school. “A small number of students graduating at the top of their law school class can command a salary large enough to service their school debt,” said Luker, “whereas the larger number of average students that graduate end up getting a lower-paying job or internship with on-the-job training.” Meanwhile, students in the class of 2014 who borrowed money to pay for law school took on an average of $111,899 in debt, according to data submitted to the U.S. News and World Report that ranked 182 institutions. “Unfortunately I don’t think the average starting salary in the New Orleans market accommodates new graduates’ ability to pay their law school debt off,” said Hatcher. “In my experience, the Great Recession had a huge impact on starting salaries for associates. In 2008 and 2009, many law firms stopped or reduced hiring or hired with significantly lower starting salaries. The uncertainty that faced many businesses during that time period set a precedent for hiring that is only now slowly changing. Because the bar was set so low during this time, salaries have not kept pace with increased tuition and cost of living. This means that young attorneys today are faced with higher debt and lower pay. “Younger attorneys are now required to pay more and live on less.

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“Students thinking about a career in law should perform the necessary research that allows them to evaluate their career options fully, including potential earnings.” - Keith McDaniel, attorney with McCranie, Sistrunk, Anzelmo, Hardy, McDaniel & Welch Further, because many loan repayment programs are drawn out over 10, 20, or even 30 years, the prospect of paying a significant portion of your salary every month for multiple decades, seems to undercut the value of the degree,” he added. “Many young attorneys now work so that they can pay the minimum payments on loans that they took on so they can get a job to pay back these loans.” The average starting salary in the New Orleans market varies based upon the size of the firm as well as the type of law practiced at the firm; however, generally speaking, the market seems to be in line with reported estimated national averages of starting salaries being between $60,000 to $95,000. “Salaries at the bigger law firms are higher than those at the mid and smaller firms. The problem is that there are so many lawyers looking for jobs and not enough available jobs at the larger firms,”

said Luker. “I have spoken to many young lawyers and heard stories of how they struggle after graduating law school. One young lawyer in particular is very smart and has a lot of common sense and recently graduated from a solid law school, one without all the bells and whistles, and by day he was practicing law but at night he was cooking pizzas in order to make a dent in his student loans. That’s the reality of the situation today.” U.S. News and World Report recently released statistics ranking colleges across the nation based on law school graduates’ amount of debt and the percentage of students that had debt at the time of graduation. The average amount of debt of the 2014 law school graduates who incurred debt in the state of Louisiana is as follows: At Louisiana State University (Baton Rouge) the average student debt was $89,471 with 82 percent of graduates incurring debt; Loyola University graduates incurred $117,892 of debt with 89 percent of graduates with debt; Tulane University graduates carried $77,067 of debt with 95 percent of students graduating from the school with debt; and Southern University (Baton Rouge) graduates accrued $140,965 in debt with 76 percent with debt. “Students thinking about a career in law should perform the necessary research that allows them to evaluate their career options fully, including potential earnings,” said McDaniel. “The occasional million-plus verdicts that make the news are just that, occasional, and the potential law student should not encounter debt based upon some false assumptions of future earnings potential. To avoid debt, I recommend considering all law school options, public and private, and approach schooling seriously and with the aim of graduating at the top of their class.” n

BizNewOrleans.com April 2016

Perspectives | Technology

The Digital Age of Medicine Electronic health records are part of a new wave of health care management. By chris price

f you’ve ever looked at a doctor’s handwriting and thought an Egyptologist might be needed to translate the hieroglyphics they’ve put on your chart, relax. That time has passed. So too have the days of filling out mounds of paperwork at the doctor’s office, much with the same information on it. Also gone are identical tests ordered by a primary care physician and a specialist to review the same issue. Dropping off a prescription at the pharmacy and waiting to have it filled? Over. At least they should be. With the advent of electronic health records, patient care is being streamlined in a way that is benefiting patients and providers by helping to improve outcomes and cost savings while reducing error and redundancy. 64

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What Are They? An electronic health record (EHR) is a comprehensive digital version of a person’s medical history, which may be shared instantly and securely with authorized health care providers and organizations involved in a patient’s continuum of care. EHRs bring together information from current and past doctors, emergency facilities, school and workplace clinics, pharmacies, laboratories and medical imaging facilities. They include key clinical data relevant to an individual’s care, including relative personal information, vital signs, past medical history, allergies, prescribed medications, immunizations, test results, X-rays and scans. “Today’s doctors are techno-savvy and are using electronic health Photo Thinkstock

records for their efficiencies in making their medical practice and their business practices better,” said William G. Esslinger, Jr., CEO of FOGO Data Centers, an IT company that offers Cloud technologies and infrastructure through a network of regional facilities in New Orleans, Atlanta and Carrollton, Georgia.

“Things used to be very paper driven, with manual challenges to access information. Electronic health records reduce paperwork and provide better communication.” - Tanya Townsend, chief information officer at LCMC Health Because they are sharable electronic files, system automation in EHRs makes it easier to transfer records; send prescriptions, orders, and laboratory tests; and correctly code services and treatments. All of this makes it easier to file claims with insurance providers, said Tanya Townsend, chief information officer at LCMC Health, the system that runs the new $1 billion University Medical Center in New Orleans. “It provides a more seamless process,” Townsend said. “Things used to be very paper driven, with manual challenges to access information. Electronic health records reduce paperwork and provide better communication.” EHRs vs. EMRs Electronic health records differ from electronic medical records (EMRs), a digital version of a patient’s paper chart, which contains the medical and treatment history of the patients in one practice. EMRs are usually not interoperable with other programs or apps, whereas EHRs include records from multiple providers and are designed with compatibility so that information may be easily shared. The movement to EHRs came as a result of the Health Insurance Portability and Accountability Act (HIPAA) of 1996 and the HITECH Act of the American Recovery and Reinvestment Act of 2009, Esslinger said. The federal government has established Medicare and Medicaid EHR incentive programs to help health organizations integrate EHRs into their practices. Providers who adopt the system are eligible for up to $44,000 in the Medicare EHR Incentive Program and up to $63,000 in the Medicaid EHR Incentive Program. Additionally, hospitals may receive $2 million, depending on certain criteria, to help launch EHR systems at their facilities. Buying In While she wouldn’t reveal the total amount LCMC has invested in implementing its EHR system at its five hospitals in the region, Townsend said it has been a multimillion-dollar effort. “It’s a huge investment, not just from a capital standpoint as far as dollars, but in human resources, too,” she said. “Implementing an EHR system touches almost every employee in the organization. It changes workflows, how a practice works, setting standards. But turning it on is just the beginning. It’s a journey. There’s a huge cultural component and personal impact involved.”

BizNewOrleans.com April 2016

But EHRs provide much more Modern medicine has become fragmented. Depending on the ailment, a patient may see a primary care physician, specialist, nurse practitioner, nurse, technician, or other clinician. Each has limited time with the patient. Sanchez said EHR data compiled and analyzed helped identify the lead-poisoned water crisis in Flint, Mich. “They were able to get in front of it before it affected the whole population,” she said. “It’s definitely doing what it’s intended to do.” Benefits of EHRs For Providers For all that EHRs are giving patients, they’re offering providers even more, including improving patient outcomes and office management, reducing medical error, increasing cost savings and faster billing and payment for services. Reducing Error & Improving Outcomes Many EHR systems have automatic alerts for potential problems, which are helping to reduce or eliminate potential errors and liabilities. When doctors prescribe medications, the system will check the order with the patient’s current medications and allergies to ensure it is safe. In hospitals, before staff administers a drug or treatment, they can often scan it by bar code for accuracy and keep a record of time, date, dose and who administered it. These records are available for review for quality standard adherence and, in the case of a malpractice suit, a complete ledger of treatment provided, informed consent and medication administered. A benefit for rural general practitioners includes the use of onlinebased medicine, in which they may confer with specialists from a remote location via the Internet. With EHRs, information can be transferred in real time, so a collaborative effort may be made between the physicians to treat patients.

Better Patient Outcomes One of the most recognizable changes in medicine in the digital age is electronic prescribing (e-prescribing), where the doctor sends his orders directly to the pharmacy during your appointment and the prescription is often filled before you arrive at the drugstore. E-prescribing prevents prescriptions from being lost or misinterpreted, plus safeguards are built in to check for drug interactions. It is proving more convenient and safer for patients and cheaper for doctors and pharmacies. Arguably, the main benefit of an EHR is that it gives attending medical professionals instant access to the most up-to-date information on the full spectrum of their patient’s health, improving the accuracy of diagnosis and treatment. This helps patients to move between providers seamlessly and reduces treatment delays, which is especially beneficial in an emergency situation if the patient is unconscious or doesn’t remember their medical history. “Diabetes patients are happy that when they go from provider to provider; their information is sharable,” said Holly Sanchez, IT services director at Slidell Memorial Hospital. “It’s more efficient, costs less, and, for the patient, results in much fewer needle pokes. So there’s definitely a quality-of-life issue there.” EHRs also let patients view their own health records, set appointment times and see physicians’ instructions, which can help motivate them to take medications and keep up with followup care. 66

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Practice Management & Cost Savings EHRs provide efficiencies that improve the management of care providers’ practices and, in turn, generate cost savings. Many traditional time-consuming, paper-driven and labor-intensive tasks are now automated with EHRs, eliminating or significantly reducing time and resources needed to schedule appointments, order and receive lab tests and diagnostic images, transcribe files, and manage insurance claims and properly code provided treatments. This results in more accurate billing and a reduction in lost charges when billing insurance providers. “We’re right on the cusp of being able to begin to realize the cost savings,” Sanchez said. “In the past five years, we’ve been focused on laying the infrastructure and training the clinicians to use the technology, but I think we’re in a turning point right now where we’re going to start to realize cost savings.” Security & Privacy Concerns A February ransomware attack on Hollywood Presbyterian Medical Center in Los Angeles raised concerns over cyber security in the health care field. Hackers infected the hospital’s computer system with malicious software that encrypted hospital files, making them inaccessible, and then demanded a ransom to unlock the data. After its network was affected for longer than a week, the hospital paid hackers a $17,000 ransom in the hard-to-trace cyber-currency bitcoin to regain control of its system. “If they had their information backed up in the cloud, or even if they’re running servers on-site, then they would have been safe,” Esslinger said. “They would have had a HIPA A breach (for release Photos Thinkstock

attack,” in which someone in the hospital clicked a link in an e-mail that installed malware that encrypted their information, locking it up until the ransom was paid. “We see these kinds of attacks daily,” he said, “and they’re coming from everywhere – China, Russia, some from the middle of the sea.” Most EHRs have built-in security to detect and block ransomware attacks from getting through to their intended target, he said. For the individual, Internet-based portals allow patients to access their own health records, control who is authorized to access their information and see which providers have accessed what parts of their files.

of patient information), but they wouldn’t be vulnerable to the hacker, ransom or negative press.” According to the FBI, Hollywood Presbyterian isn’t alone. From April 2014 to June 2015, ransomware victims paid more than $18 million to regain control of their networks. Hollywood Presbyterian was the victim of a “spearphishing

Looking forward If there are any challenges facing EHRs, it’s in rural areas that need more infrastructure. “Imagine trying to stream the latest ‘Star Wars’ movie over an old 14.4 fax modem from 20 years ago,” said Ned Fasullo, chief marketing officer for Global Data Systems in Baton Rouge. “In certain areas of the state, they can’t get access to the quality of infrastructure and bandwidth to make it meaningful. That’s the biggest challenge over the next decade for Louisiana, the gulf states, anywhere there are vast stretches of land.” Fasullo said the federal government has funding through a program called Rural Health Care to help lower the cost burden to help them go digital. “A lot of rural health care providers are not aware that they can be reimbursed for paying for top-tier infrastructure and bandwidth.” n

BizNewOrleans.com April 2016

Guest Viewpoint

Staying Social Social media is too important a tool for businesses to ignore.

Allison Staub is a digital media manager with Bond Public Relations & Brand Strategy, a New Orleans agency specializing in public relations, marketing and branding that delivers breakthrough results.

APRIL 2016 BizNewOrleans.com

ompanies who have yet to tread into the waters of social media may find the idea daunting, but having a robust social media presence can generate big rewards. The following are four reasons why your company should jump on board. 1- Social media is your companyâ&#x20AC;&#x2122;s first impression: Make it count. Your social media profile is often the first impression a potential customer or client will have of you or your business. An inactive profile or nonexistent presence can give users the impression that your business is poorly managed or out of touch with technology. 2- Social media reaches your audience where they spend their time: online. The average person uses social media nearly two hours each day, which means 28 percent of their time is spent online. That number increases dramatically for millennials and Generation Z. By using social media, you can eliminate the friction of taking your audience away from the platforms they love by reaching them where they spend a large chunk of their time.

3- Social media helps your online reputation and search engine optimization (SEO). While experts still debate as to exactly how social media profiles affect SEO rankings, they agree that having an active social presence helps keep your website at the top of results in browser searches, such as those powered by Google. It is also an important component of your online reputation and gives you more clout in the eyes of consumers. 4- Social media provides you with valuable information on your audience. Social platforms like Facebook offer a suite of analytics for businesses to understand their audiences on a deeper level. By not using social media, you miss out on key data about your audience that can help generate more leads, develop better content and give you a deeper understanding of what content and messages resonate with your audience. Social media has gone from a â&#x20AC;&#x153;nice to haveâ&#x20AC;? to an essential part of doing business in the 21st century.

Illustartion Thinkstock - Photo Elizabeth Dondis

How to get started: Think about your audience and your message. Not all social media platforms are created equal. You won’t reach many baby boomers on Snapchat, but 63 percent of Facebook users are over the age of 50. Think about the demographics of your audience when selecting a platform. The social media management tool Sprout Social has a great guide to demographics broken down by platform (SproutSocial.com). Don’t spread yourself too thin. A common mistake is taking on too many social profiles. Once you know your audience, pick a few channels to reach them and focus your attention there. Think quality, not quantity. Create a content calendar. A content calendar will help you deliver content on a consistent basis. Hubspot has an extensive guide to content planning and downloadable templates. Social content scheduling tools such as Hootsuite or Sprout Social can automate the posting process so you can focus on other tasks such as community management. Use analytics to constantly improve. Social media provides a wealth of information on what resonates with your audience. Using data insights is key to success. Use visuals. Visual content such as photos and videos result in 94 percent more total views on average, making visual content a must-have for your social posts. Social media has become an integral part of everyday life for consumers, and that means brands and businesses must keep up with these communications channels. Creating a social media presence can take some time, but the rewards for businesses are too big to ignore. A little effort can go a long way toward producing real-world results. How to Build and Leverage Your Social Media Audience Garnering a sizeable social media following can be an incredibly powerful way to promote your business or brand. It’s important to remember that behind every username, Facebook profile and Instagram photo is a real person and a potential client or customer. Here are a few tips for building and leveraging your audience online: Share useful, engaging content. When it comes to content, it’s all about quality, not quantity. But how will you know what is resonating with your audience and what’s not? This is where analytics come into play. By monitoring your Facebook Insights or Twitter analytics, you can start to see what types of content are most engaging to your audience. One of the easiest ways to increase engagement and shares is to provide more visual content. Infographics, high quality photos and video are among the top performing types of content on the web. Visual content is more than 40 times more likely to be shared versus other types of content, making visuals an essential part of any social media strategy.

Social media is not a one-sided conversation. Social media users want on-demand support. The immediacy of social media makes it a great customer service tool, allowing customers and clients to reach out directly to a brand or business in an instant. Despite this, many overlook the power of a simple interaction with a user. In fact, 42 percent of customers complaining on social media expect a response within an hour. Strive to respond to all legitimate requests, comments and questions. This will help you gain more followers and may even create some brand advocates in the process. Take part in the conversation. Above all else, social media is a dialogue. The more you interact with your audience in an organic, authentic way, the more engagement you are likely to see on your social profiles. Interact with Influencers. Inf luencers—people whose opinions and habits are highly inf luential within their personal and professional networks—are a powerful way to gain word-of-mouth marketing on a large scale. Studies show that inf luencers’ recommendations are regarded just as highly as those from a friend or family member. Inf luencer marketing pays nearly $6.50 for each dollar spent and up to $11 depending on the industry. That’s a huge return on investment that brands cannot ignore. But how do you identify potential inf luencers in your network? Analytics services such as NUVI, Hootsuite and Sprout Social all can help you identify the most inf luential people in your network. Alternately, inf luencer-marketing matchmaking services like TapInf luence, Upf luence and Linqia can tap directly into an existing network of inf luencers for your particular industry. Reward your audience with social-only incentives. A great way to encourage people to connect with your page is to offer exclusives through one of your social channels. Looking to increase your Instagram follower count? Let your users know that your Instagram profile has content they won’t find anywhere else, such as sneak-peeks or promotions. This will encourage your current and potential followers to stay engaged with your presences online and shows you care about your audience online. Be human. Not every post needs to be about you. If you talk too much about yourself or your business, you may lose followers. A little personality goes a long way in maintaining a healthy, active following. Sharing the process behind a project, the people involved, even sharing a little bit of your office culture all make for highly engaging posts that make your brand more relatable. n

BizNewOrleans.com April 2016

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g n i Giv back

n Southeast Louisiana we’re all about relationships. Here, there’s nothing better than spending time with friends, family and colleagues — that is, unless it’s time spent also doing something to help people we’ve never even met, and maybe never will.

In this issue of Biz New Orleans, we’d like to celebrate all the corporations whose company mission goes far beyond keeping their financials in the black, along with a few of the many nonprofits they partner with to get the job done — whether that job be fighting crime or fighting cancer, running a race or running an afterschool program.

An integral part of their surrounding communities, these businesses and organizations have dedicated themselves to giving back to those in need, while encouraging others, especially their own employees, to experience first-hand how stepping away from their desks for a while to play a personal roll in the effort to make life a little better for those around them can have a profound impact on their own lives as well. We at Biz New Orleans salute you for your efforts. Keep up the good work!

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BUSINESSES GIVING BACK

ABOUT F.H. MYERS F. H. Myers Construction Corporation was formed in June 1987. Our firm has developed a strong reputation for professional construction services and dedication to fulfilling the goals of our clients by understanding their vision. Over the past 28 years, we have successfully completed a broad range of specialized and diverse projects. We have strong relationships with many architectural firms and private clients and are recognized for high standards and quality of work. As we move into our third decade, we depend heavily on our people who are the foundation of our success. When asked what we do, our response is “we build satisfaction from the ground up.”

WHY WE GIVE BACK Giving back to the community has always been a part of F. H. Myers’ mission. As a company, we believe it is important to be an active participant in the pursuit of enhancing the quality of life and growth of the community. By involving our employees in our efforts within the community, we unite as a team to foster our mission and create a spirit of comradery amongst our staff. Our goal is to allow our people to contribute towards a healthy community with the hopes of improving economic stability and growth.

NONPROFITS WE SUPPORT

Mission Statement To be the best general contractor by delivering superior projects to our customers and providing a motivational work environment for our employees while enhancing our community.

Contact FHMyers.com 520 Commerce Point Harahan, LA 70123 (504) 734-1073

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St. Michael’s Special School Volunteers of America GNO ACE Mentoring Program Catholic Charities of New Orleans Notre Dame Seminary YMCA of GNO Fore! Kids Foundation F. H. Myers hosts an annual charity golf tournament benefiting St. Michael’s Special School. St. Michael’s vows that no student in need will be turned away, and it is our pleasure to be a partner with them in their mission to provide educational programs to their students. After completing our eighth year, we have raised a total of $280,000 for this amazing school. We will continue to host this event each year and do our part to improve the lives of these wonderful children. We also participate in various Volunteers of America’s Programs throughout the year: Reach of the Stars, Holiday Gift Giving and the annual golf tournament. TOP: F. H. Myers ladies working the registration table at our annual charity golf tournament benefiting St. Michael’s Special School BOTTOM: Fred Myers winning “Outstanding Volunteer Fundraiser” pictured with Caitlin Scanlan, development manager for Volunteers of America Greater New Orleans

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BUSINESSES GIVING BACK

ABOUT fidelity BANK Fidelity Bank has been lending a helping hand for over 100 years. Our rich heritage as a beloved homestead bank means we have helped to build the communities we live in and made the dream of homeownership possible for countless clients. Our mortgage division, NOLA Lending Group continues this rich heritage and is one of the premier mortgage lenders in the community. Over time, we have expanded our services to become a full-service financial institution offering personal and business checking, savings and loan products. Fidelity Bank is committed to delivering world class client service via our 18 branch locations and our online and mobile banking experience. We provide our clients the convenience to do their banking in the manner that best fits their lifestyle.

WHY WE GIVE BACK Fidelity Bank’s core values are our promise to our clients and remind all of our team members to strive for excellence in everything we do. When we live our values, we enrich Fidelity Bank’s strong heritage and fulfill our mission of being: HERE FOR GOOD. Being a part of the community is so important to us it is one of our core values! Many of our teammates serve on local boards, participate in community events, and volunteer for local organizations. We work hard to give back and take great pride in that commitment. We are not just branches in this community; we are a part of it.

NONPROFITs WE SUPPORT At Fidelity, we are about more than just banking. We are about building a community with relationships that have spanned generations. Fidelity Bank and our mortgage lending division, NOLA Lending Group, give back to the non-profit groups that are important to you and our team members. In fact, when you bank with Fidelity you can help lend a hand, too. Customers may select from one of 14 local nonprofits to receive a donation from Fidelity Bank when they open a new personal or business checking account. The non profits that are currently part of the currently part of the checking promotion include: Boys Hope Girls Hope, Bridge House/Grace House, Children’s Hospital, Feeding America, Habitat for Humanity, Humane Society of Louisiana, Junior Achievement, Louisiana Philharmonic Orchestra, Miracle League, Neighborhood Development Foundation (NDF), Parkway Partners, Teach For America, Tipitina’s Foundation and Youth Service Bureau.

Mission Statement

HERE FOR GOOD - At Fidelity, our mission is to remain the long-term institution of choice in the marketplace. We seek to continually improve and enhance our rich heritage of over 100 years. “Here for Good” means helping families and businesses thrive in the communities we serve.

Contact

BankWithFidelity.com | NolaLending.com 1 (800) 220-2497 Greater New Orleans / Northshore / Baton Rouge Sponsorships@BankWithFidelity.com

TOP: Fidelity and NOLA Lending employees support the annual Tipitinas Foundation 5k and music festival. BOTTOM: Fidelity supports the American Heart Association Walks throughout their communities. BizNewOrleans.com April 2016

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BUSINESSES GIVING BACK

About First NBC Bank First NBC Bank is recognized as one of the area’s leading financial institutions. First NBC Bank began operations with a vision to restore and improve the region’s incredibly unique vitality and culture. Since opening in May of 2006, First NBC Bank has shown phenomenal growth with assets of more than $4 billion. It now operates 39 branches throughout Southeast Louisiana, a processing center in Mississippi and five branch locations in the Florida Panhandle.

Why We Give Back Community involvement is woven into the very fabric of First NBC Bank. The Bank has taken a lead role among financial institutions to help build a stronger and more economically developed area. That commitment can be seen in numerous buildings and companies that make up the economic landscape. It is also reflected in the Bank’s efforts to provide decent, affordable housing for low-to-moderate income residents and to improve the local education system beginning with the area’s first Early Childhood Development Program. Employees volunteer their own time along with many of their family members to make a difference in the lives of others.

a snapshot of the organizations and programs First NBC Bank supports

Mission Statement Delivering world-class service through developing long-term relationships with our clients, while providing a great place to work for our employees and demonstrating outstanding corporate citizenship within our communities, resulting in exceptional returns for our shareholders.

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New Orleans Early Childhood Learning Center East Jefferson General Hospital Delgado Community College Jr. Achievement of New Orleans Boy Scouts of America— Southeast Council Neighborhood Development Foundation Homeownership Initiative Pontchartrain Park Development Association GNO, Inc. New Orleans Crimestoppers New Orleans Metropolitan Crime Commission New Orleans Center for Creative Arts (NOCCA) March of Dimes Walk Bridge House/ Grace House Jefferson

Friends of City Park Light the Night - The Leukemia & Lymphoma Society Preservation Resource Center St. Michael Special School Second Harvest Food Bank New Orleans Family Services Wesley Barrow Stadium Second Harvest Food Bank Breast Cancer Walk Diabetes Step Out Jefferson Parish Chamber of Commerce New Orleans Chamber of Commerce Black Chamber of New Orleans Crestview, Florida Chamber of Commerce Young Leadership Council

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BUSINESSES GIVING BACK

About Gambel Communications Gambel Communications is a full service public relations agency specializing in media and community relations, branding and marketing, social media, special events and issue management. Founded by Betsie Gambel, Gambel Communications is a recognized thought leader in helping for-profit clients reach marketing objectives through leveraging civic engagement and in positioning non-profits to attract for-profit contributions. With deep experience in both the for-profit and non-profit arenas, Gambel Communications is uniquely suited to connect businesses and organizations for mutual benefit.

Why We Give Back Gambel Communications understands that when for-profits and non-profits work together, the result is stronger communities. Our mantra is “Doing good is good for business.” Working with both sectors to leverage philanthropy is at the heart of what we do. Aligning the right donor with the right recipient requires careful consideration. Be thoughtful in your philanthropy. Be strategic. Be good stewards. Be authentic. Giving back to the community through our personal commitment of time and resources is as important to us as guiding our clients to do the same.

NonProfit Success Story The Greater New Orleans Foundation (GNOF), whose mission is to create a thriving community, is one of the most respected philanthropic organizations in the region. GNOF turned to Gambel Communications to raise awareness for GiveNOLA Day, held annually in May, through media and community relations. A local philanthropic movement was ignited with the 2014 launch of GiveNOLA Day, culminating in over 19,600 gifts and raising nearly $2,300,000 for 309 regional non-profit organizations, far surpassing GNOF’s goals, and earning Gambel Communications the Public Relations Society of America’s Silver Anvil award. Gambel Communications continues to work closely with GNOF, and recently announced the third annual GiveNOLA Day to be held on May 3, 2016.

TOP: Gambel Communications strategist , Gretchen Hirt, reviews the GiveNOLA Day agenda with Greater New Orleans Foundation President & CEO, Albert Ruesga.

Mission Statement Gambel Communications is an award-winning, New Orleans-based full service communications firm. Gambel Communications builds partnerships with, and between, clients in complementary industries, as well as in public, private and non-profit sectors. Our passion is putting people and ideas together.

Contact GambelPR.com (504) 324-4242 Greater New Orleans | Northshore

BOTTOM: Gambel team members work together in a “newsroom” setting at their Metairie Road office. BizNewOrleans.com April 2016

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BUSINESSES GIVING BACK

ABOUT IBERIABANK The IBERIABANK philosophy is to exceed client satisfaction by delivering unparalleled customer service at every point of contact. We are committed to offering products and services customized to meet your financial needs. We provide a comprehensive financial product line including Retail, Commercial, Private Banking, Mortgage, Treasury Management, Online Banking, and Investment Services.

WHY WE GIVE BACK IBERIABANK’s strong sense of community is an integral part of our mission. The communities we serve are the heart of everything we do. Through IBERIABANK IMPACTS, our associates partner with a selected nonprofit organization and dedicate time serving that organization’s need. These partnerships deepen our impact across the community and our commitment to improving the lives of others.

Some of the NONPROFITs WE SUPPORT

Mission Statement Provide exceptional, value-based client service Great place to work Growth that is consistent with high performance Shareholder-focused Strong sense of community

Contact IBERIABANK.com (800) 682-3231 Greater New Orleans / Northshore Baton Rouge / Lafayette / New Iberia Lake Charles / Monroe / Shreveport

Arts Council of New Orleans Audubon Nature Institute Bureau of Governmental Research Children’s Hospital Crimestoppers Dillard University Faubourg Lafitte Tenants Association GNO, Inc. Greater New Orleans Foundation Gretna Heritage Festival JEDCO KidSmart Kingsley House Legacy Donor Foundation Lighthouse Louisiana Louisiana Endowment of the Humanities

New Orleans Ballet Association NOCCA New Orleans Jazz and Heritage Festival & Foundation New Orleans Museum of Art Ogden Museum of Southern Arts Preservation Resource Center Second Harvest Food Bank STAIR Teach for America The Idea Village Tulane University Urban League of New Orleans World War II Museum YAYA Youth Empowerment Project

TOP: IBERIABANK associates at the Preservation Resource Center’s October Build BOTTOM: Idea Village’s New Orleans Entrepreneur Week 76

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BUSINESSES GIVING BACK

About LaPorte Formed in 1946, LaPorte is one of the largest full-service independent accounting and advisory firms in the region. LaPorte has experienced tremendous growth over the last decade and now has offices in Metairie, Baton Rouge, Covington, Houma, and Houston. With over 190 personnel, we are a Top 200 accounting firm and have received recognition as a best place to work for nine consecutive years.

Why We Give Back At LaPorte, we understand the importance of community: being part of one, being able to depend on one, and giving back to one. Our people live this core value through their demonstrated spirit of volunteerism across a variety of individual and firm-wide philanthropic efforts and community activities. LaPorte donates more than $350,000 annually in time and money to various and diverse community and civic organizations. Additionally, employees support nearly 90 local and regional organizations as members and/or on committees and boards.

NONPROFIT Success Story We demonstrate community involvement, fundraising, and volunteerism throughout the year in many ways. Below are three: Knowing charitable contributions are most plentiful during year-end holidays, LaPorte has launched an annual springtime event. Selecting local charitable organizations, our offices’ LaPorte Gives Back events have included egg hunts, a baby shower, and food and school supply collections. During the firm’s annual Dress Up for Charity, firm directors are asked to dress up for the charity of their choice. The amount of money they raise determines the extent of their outfits. Last year, the event raised $3,257 for seven charities and foundations. One day each year, LaPorte employees come together in one location for firm meeting day. An essential part of the day is the all-employee volunteer event. In 2015, we held a Bike Build. We built the bikes, and Hands-On New Orleans helped identify charitable organizations through which we were able to distribute them to children, as gifts from the parents, in each of our five office locations.

Mission Statement LaPorte’s mission, intrinsic to who we are as a firm, is to help our clients and personnel achieve their goals and treat them with respect based on honesty and integrity.

Contact LaPorte.com Louisiana Metairie (504) 835-5522 | Baton Rouge (225) 296-5150 Covington (985) 892-5850 | Houma (985) 851-2433 Texas Houston (713) 963-8008

TOP: Donations for “LaPorte Gives Back” BOTTOM: Directors dress up for charity BizNewOrleans.com April 2016

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nonprofit profilE

About Boy Scouts of america The Boy Scouts of America is the Nation’s largest and most prominent values-based youth development organization. The BSA provides a program for young people that builds character, trains them in the responsibilities of participating citizenship, and develops personal fitness. For over 106 years, the BSA has helped build the future leaders of this country by combining educational activities and lifelong values with fun. The Boy Scouts of America believes — and, through over a century of experience, knows — that helping youth is a key to building a more conscientious, responsible, and productive society.

PROGRAMS OFFERED BY SOUTHEAST LOUISIANA COUNCIL BOY SCOUTS OF AMERICA Cub Scouts (Boys Aged 6-10) Cub Scouting is a year-round program uniquely designed to meet the needs of young boys and their parents. The program offers fun and challenging activities that promote character development and physical fitness. Boy Scouts (Boys Aged 11-17) Scouting is an outdoor program designed to develop leadership, character, citizenship, and fitness. With the Scout Oath and Law as a guide, Scouting helps a boy develop into a well-rounded young man. Venturing (Young Men and Women Aged 14-20) Young people in Venturing learn leadership skills and participate in challenging outdoor activities.

Mission statement It is the mission of the Boy Scouts of America to serve others by helping to instill values in young people and, in other ways, to prepare them to make ethical choices over their lifetime in achieving their full potential. The values we strive to instill are based on those found in the Scout Oath and Law.

Contact bsa-selacouncil.org (504) 889-0388 4200 S I-10 Service Road W. Metairie, LA 70001

Exploring (Young Men and Women aged 14-20) Exploring’s purpose is to provide experiences to help young people mature and to prepare them to become responsible and caring adults. Most Explorer Posts are career interests based.

Fundraising/Events Thursday May 5th - Golden Eagle Luncheon — Sheriff Newell Normand May - St Charles Golden Eagle — Sheriff Greg Champagne July - Whitney Young — Urban Scouting August- Sporting Clays at Covey Rise November - Distinguished Citizen Award To become involved or to invest in Scouting, call Torrey Hayden at 504-889-0388 You can also donate online at our website, www.bsa-selacouncil.org

TOP: Pack 337 at USS Kidd BOTTOM: Scouting offers outdoor adventure 78

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nonprofit profilE

ABOUT CAFÉ HOPE Café Hope was established in January of 2010 as an affiliate ministry of Catholic Charities Archdiocese of New Orleans. We formed our own 501(c)(3) in July of 2013. In the first 5 years we have had over 300 young adults enter our program. The 16 week program serves as a pre-employment training for opportunity youth ages 17 -24, that focuses on both life and culinary skills. While in the “Seeds to Success” portion of the program, students attend classes that leads to an industry certification (ServSafe). Our students boast a 95% pass rate on the ServSafe exam. Upon graduation, students are placed in jobs around the city. We are proud to say that we have a 72% job placement rate. Thanks to our relationships in the culinary industry we have had student go on to work at some of the finest restaurants in our city. Some of the placements include; The Besh Restaurant Group, Emerils Delmonico , Commanders Palace, The Steamboat Natchez, Drago’s and Trenasse to name a few. At Café Hope we are “cooking up great food and bright futures.”

FUNDRAISING/EVENTS Local Food Fest - May 14, 2016 Featuring music by PJ Morton and 2 other local acts Free admission Over 30 restaurants and cooking teams. Located on Café Hope grounds (1101 Barataria Blvd. Marrero) Visit CafeHope.org for more information Hope and Holidays on the Natchez - first weekend in December 5 local restaurants featured Open bar Live entertainment Live and silent auctions Visit CafeHope.org for more information

GET INVOLVED Hire our graduates. Be a volunteer speaker. Become a workplace advocate for a graduate. Donate at CafeHope.org/donate Visit Our Restaurant- Come feed your hunger and your soul!! Lunch: Tues. – Fri. 11:00 a.m. – 2:00 p.m. Dinner: Friday night 6:00 p.m. – 9:00 p.m.

MISSION STATEMENT Café Hope is committed to providing opportunity youth throughout the Greater New Orleans area with tools needed to enter the real world-and succeed. As a faith-based organization rooted in our nonprofit restaurant, we’ve created an establishment designed for full-service culinary training partnered with life skills courses that give students the confidence to have fulfilling futures as leader in their community.

CONTACT CafeHope.org (504) 756-4673 1101 Barataria Blvd., Marrero, LA. 70072

BOTTOM: Café Hope students BizNewOrleans.com April 2016

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About Crimestoppers “Anonymous tips from Crimestoppers allows law enforcement to solve many crimes by building much needed intelligence for future cases across the region. Crimestoppers is also the only civilian source that works and performs this critical function and we appreciate their valuable assistance in crime fighting!” – JPSO Sheriff, Newell Normand. In 2015 Crimestoppers received over 16,000 calls, processed 8,600 tips for investigation which resulted in 198 arrests, 335 cases cleared and 375 charges laid with 70 rewards paid netting approximately $75,000. Crimestoppers works with schools, civic and neighborhood associations, businesses and faith based organizations providing prevention strategies and promoting positive change.

Fundraising/Events

Crimestoppers funds their programs through individual and corporate memberships, as well as special events. As a member, you receive first-hand information on cases, crime trends and have opportunities to network with law enforcement. We will also work with a specific industry to promote a Crimestoppers day. The October National Night Out Against Crime allows organizations to stand together for community safety. Working with our local musicians, the fall “Blues Night” provides a fun way to support our programs. Please consider purchasing a membership or attending our special events. It’s only through your generosity that we can continue our work.

Get Involved

Mission statement Crimestoppers, Inc. is a 501(c)(3) non-profit proactively serving Greater New Orleans and a nine-parish area by providing educational crime prevention programs for youth and adults, and empowering citizens to promote safety by assisting law enforcement with the apprehension of criminals by providing anonymous information on criminal activity.

Contact Crimestoppersgno.org (504) 837-8477 P. O. Box 55249, Metairie, LA 70055

How can you support Crimestoppers? Be a sponsor of our youth programs including our Teen Ambassador Leadership Program by providing materials, transportation costs, etc. Volunteer for Night Out Against Crime activities. Volunteer for fundraising events. Help spread the message by participating in community events and crime walks with victims’ families. Please call our office at (504) 837-8477 or visit CrimestoppersGNO.org if you’re interested in volunteering or donating.

TOP: Darlene Cusanza, president & CEO, with area sheriffs and police chiefs at the 2015 Annual Awards Luncheon BOTTOM: Members of the 2016 Crimestoppers Teen Ambassadors Leadership Class 80

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About Louisiana SPCA The Louisiana SPCA is a 501(c)(3) nonprofit organization dedicated to the elimination of animal suffering. As the oldest and most comprehensive animal welfare organization in the state, the Louisiana SPCA provides care for more than 36,000 homeless and companion animals annually. For more than 125 years, the Louisiana SPCA has been committed to serving the needs of the people and animals in the community and across the region as a four-star Charity Navigator rated nonprofit ranking in the top 1 percent nationally. For more information, call (504) 368-5191 or visit www.la-spca.org.

Fundraising/Events NOLA on Tap Saturday, September 24 at City Park from noon-8 p.m. NOLA on Tap is the largest free admission beer fest in the region. 25,000+ beer lovers help kick-off Oktoberfest in New Orleans. The event features live music, 400+ local, national, homebrewed, microbrewed beer, homebrewer’s BJCP competition, food, games, VIP area and much more! For more information visit www.la-spca.org/howlingsuccess or email events@la-spca.org. Howling Success Friday, November 11 at Hyatt Regency Howling Success is the area’s most unique fundraiser! Not your typical black tie gala, Howling Success patrons often dress in costume and dance the night away while enjoying open bar, specialty cocktails, restaurants, silent auctions and more all while supporting the 36,000 animals that the Louisiana SPCA cares for every year. Save the date and visit our website soon for the official announcement of the theme of this year’s gala. For more information visit www.nolaontap.org or email events@la-spca.org.

Get Involved Donate: We are an independent nonprofit governed by a volunteer board of directors and not affiliated with any other state or national organizations. We operate and raise all funds independently. To donate and learn more about how your donation can support the 36,000 animals cared for annually, visit www.la-spca.org/donate. Volunteer: The work of the Louisiana SPCA would not be possible without the dedication, passion and determination each and every volunteer brings to the organization. With over 72,800 volunteer hours logged in 2015, the volunteers at the Louisiana SPCA truly make a difference! Visit www.la-spca.org/volunteer to learn more.

Mission statement To promote, protect and advance the well-being of Louisiana’s companion animals.

Contact la-spca.org (504) 368-5191 Louisiana SPCA 1700 Mardi Gras Blvd., New Orleans, LA 70114

BizNewOrleans.com April 2016

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About SMH FOUNDATION The SMH Foundation exists to help Slidell Memorial Hospital change and save lives by raising money to fund the mission of the hospital, which is “to improve the quality of life in our community.” One of the most important elements in fulfilling that mission is to educate our community. Another important part of our efforts is to help provide the highest quality care to patients. The SMH Foundation works with donors and partners to fund programs and services that help our community. The Foundation provides funds for education and community outreach programs at SMH, including the SMH Regional Cancer Center and technologically advanced equipment for other areas of the hospital. Through annual fundraisers and direct donor cultivation, the Foundation has collaborated with the community to grant over $680,000 in funds to fill identified needs. One hundred percent of the annual donations we receive are used to fulfill our mission.

Fundraising/Events

Mission Statement The SMH Foundation was created to support Slidell Memorial Hospital and their efforts to improve the quality of life in our community. All of our efforts are focused on this mission.

Contact smhfdn.org (985) 280-8820 1111 Gause Blvd., Slidell, LA 70458 SMHFoundation@SlidellMemorial.org

Our annual fundraising event, Rooftop Rendezvous, will take place on Saturday, April 9, and will account for a large portion of the financial support we receive this year. It’s a beautiful night under the stars on the rooftop of the SMH parking garage. Festivities are from 7-11 p.m. with libations, food from area restaurants and dancing to the sounds of MoJEAUX. All of the proceeds from Rooftop Rendezvous are granted back to the hospital for patient programs, services and equipment purchases. The Louisiana Paradise Bridge Run, our fundraiser in February, benefited the SMH Regional Cancer Center and children’s programs, such as Fit as a Firefighter Summer Camp. With over 890 participants, the 13.1K race across the Lake Pontchartrain Hwy 11 Bridge awarded prize money to overall 13.1K finishers, and medallions for 13.1K and 2-Mile Fun Run finishers. The post event party was held at Cross Gates Family Fitness on Pontchartrain Boulevard in Slidell. For more information on SMH Foundation events, please contact Laurie Panzeca at laurie.panzeca@slidellmemorial.org or (504) 884-7739.

get involved Become a Corporate Sponsor, and your tax-deductible gift builds healthcare programs and places to provide them. Donate to Rooftop Rendezvous or online at smhfdn.org/give. Participate in an SMH Foundation event near you. TOP: LA Paradise Bridge Run BOTTOM: Laurie Panzeca, executive director, SMH Foundation

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About The Historic New Orleans Collection Founded in 1966 through the Kemper and Leila Williams Foundation, The Historic New Orleans Collection (THNOC) celebrates its 50th anniversary this year, and many of its offerings, including exhibitions, guided tours and events, are free or lowcost. The institution’s award-winning publications examine the history, art, music, culture and decorative arts of the region. THNOC operates two campuses in the French Quarter. At 533 Royal Street, visitors can explore the Louisiana History Galleries, discover threads of regional history and culture through rotating exhibitions or take guided tours among seven historic buildings. Located at 400–410 Chartres Street, THNOC’s Williams Research Center offers researchers access to the institution’s vast holdings, and the Laura Simon Nelson Galleries for Louisiana Art showcase fine art created in or inspired by Louisiana. Information on current and upcoming programming is available at www.hnoc.org or call (504) 523-4662.

Fundraising/events Join THNOC in celebrating its 50th anniversary at Soirée d’Or, a black-tie gala on May 4, 2016, at the Orpheum Theater. Visit www.hnoc.org or call (504) 523-4662 for event details and to purchase tickets.

get involved Volunteer to help greet visitors, monitor exhibitions and lead tours. Applications and more information are available at hnoc.org/support/volunteer. Become a member to support THNOC’s exhibitions, publications and educational outreach programs, while enjoying complimentary admission to guided tours and Concerts in the Courtyard, a discount in the gift shop and invitations to events, trips and receptions. Stay updated on THNOC’s current offerings by signing up to receive its weekly e-newsletter or printed mailings or by liking THNOC on Facebook. Visit current exhibitions, attend programs and browse THNOC’s books.

Mission statement The Historic New Orleans Collection, a museum, research center and publisher, presents the history and culture of New Orleans and the Louisiana region for the benefit of the public. This is accomplished through the collection and preservation of original and supporting material, including the institution’s physical presence in the French Quarter, interpretive museum exhibitions, publications and other educational programs.

Contact

TOP: The Pfister Sisters perform as part of an exhibition on the Boswell Sisters.

hnoc.org (504) 523-4662 533 Royal Street and 400–410 Chartres Street New Orleans, LA 70130

BOTTOM: THNOC’s recent exhibition on the domestic slave trade drew record-breaking crowds. BizNewOrleans.com April 2016

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ABOUT UNO INTERNATIONAL ALUMNI ASSOCIATION The University of New Orleans International Alumni Association exists to support our State’s only urban public research University, its students and the value of each UNO diploma. Led by a volunteer board of directors, the non-profit Association seeks to inform, connect and engage former students and friends like you with the University. We offer meaningful and fun ways you can make a real difference for the future of UNO. Whether you’re interested in volunteering to support current students’ success, building positive UNO awareness, attending or planning events, professional networking, gaining leadership experience, partying with fellow Privateers or simply staying current on UNO news, the Alumni Association has something for you.

FUNDRAISING/EVENTS Our Signature Spring Fundraiser, the community-wide Crawfish Mambo: Cook-off & Music Festival, is now New Orleans’ largest competitive crawfish cook-off! Our 5th Annual Crawfish Mambo will feature up to 100 boiling teams cooking All-You-Can-Eat crawfish all-day. Taste them all while enjoying music by the New Breed Brass Band, Big Sam’s Funky Nation, Rockin’ Dopsie & The Zydeco Twisters, and the Bucktown All-Stars. 5th Annual Crawfish Mambo: Cook-off & Music Festival Saturday, May 7, 2016 | 11:00 am – 6:00 pm The Cove, UNO Lakefront Campus | Free Parking $20 in advance | $25 at gate | children under 7 free CrawfishMambo.com. Follow us on Facebook and Twitter

GET INVOLVED MISSION STATEMENT The University of New Orleans (UNO) International Alumni Association (Association) promotes the longterm welfare of the University, its students and alumni; fosters loyalty and support for the University; promotes fellowship among alumni and serves as the vehicle through which all university alumni, friends and community members can support UNO.

CONTACT unoalumni.com (504) 280-2586 UNO International Alumni Association Homer L. Hitt Alumni & Visitors Center 2000 Lakeshore Drive

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Enjoy all the benefits of membership in your Association when you sign up online for FREE at unoalumni.com A gift at any level helps UNO rankings by organizations like US News & World Report which incorporate Alumni Participation Rates in their calculations. Consider donating to the Association at unoalumni.com/alumni-association-giving or to any UNO fund. Show Your UNO Proud: Wear your UNO gear, get a UNO license plate or bumper sticker, hang your diploma in your office Stay informed by liking us on Facebook.com/universityofneworleansalumni and Twitter.com/unoalum and checking our website at unoalumni.com Keep us up-to-date on your current information so we can keep you updated about UNO’s! Update your Alumni Profile at unoalumni.com/update-my-profile

TOP: Postlethwaite & Netterville’s team poses with their boil before going on to win the 2015 “Best of the Boil” Championship at New Orleans’ largest cook-off, Crawfish Mambo: Cook-Off & Music Festival. BOTTOM: Past recipients of the UNO Distinguished Alumni Award pose with 2015 Alumnus of the Year, Roy Glapion, P.E. (BS ’87) at Celebrate UNO, the Alumni Association’s fall fundraiser honoring UNO leadership and impact on the region.

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About west jefferson hospital foundation The West Jefferson Hospital Foundation raises funds to enhance patient care and services at West Jefferson Medical Center. The Foundation has supported a number of areas, including the Cancer Center at West Jefferson Medical Center, the Care House, Cardiovascular Care, Pediatric ER and WJMC EMS. The Care House has provided over 3,500 complimentary nights of lodging to loved ones of patients in critical care at West Jefferson Medical Center. Governed by a Board of Directors, the West Jefferson Hospital Foundation is a 501(c)(3) non-profit organization, a legally separate and distinct entity from West Jefferson Medical Center.

Fundraising/Events West Jeff Family Fest - Friday, October 14 and Saturday, October 15, 2016 Free and open to the public for all to enjoy. Offerings include amusement rides, games, great food, drinks and live music. Call (504) 349-2525 for more information. 3rd Annual “I Pink I Can” 2-mile Fun Run - Saturday, October 15, 2016 at 8 a.m. Cancer survivors, their loved ones and the entire community are invited to take part in this exciting and fun run/walk. Be sure to sign-up in person at one of the West Jeff Fitness Centers located in Terrytown and Marrero or call (504) 349-1678 for more information. Fall Fundraising Special Event courtesy of Boomtown Casino and Hotel. Watch for details coming soon! Sponsorship opportunities are available. To learn more, contact Melissa Mo-Billiot, melissa.mo-billiot@wjmc.org or 504-349-2525.

Get Involved Pledge your support online at wjmc.org/donate. Enter a team for the Fun Run. Sponsor an event. Donations are accepted from individuals and/or corporations and may be given as an Annual Gift, Tree of Life Plaque, Planned Giving installments, Legacy Gifts, Stock, or Honorary or Memorial Gifts to honor a loved one. Donations to the West Jefferson Hospital Foundation may be earmarked for special services and programs or made to the West Jefferson Hospital Foundation’s general fund. Gifts are considered tax deductible to the extent of the law. Persons wishing to donate to the West Jefferson Hospital Foundation should contact Melissa Mo-Billiot at (504) 349-2525, email melissa.mo-billiot@wjmc.org, or visit wjmc.org/donate. TOP: The 3rd Annual “I Pink I Can” 2-mile Fun Run/Walk will be held on Saturday, October 15, 2016. For further details, call the West Jeff Fitness Center at (504) 349-1678.

Mission Statement As a charitable support organization of our community hospital, the West Jefferson Hospital Foundation is dedicated to raising funds to enhance patient care. The funds raised by the West Jefferson Hospital Foundation provide additional investment in the medical center’s mission of service and a vision of improvement in the health status of our community in partnership with the medical staff.

Contact wjmc.org/foundation (504) 349-2525 Melissa Mo-Billiot, Executive Director 1111 Medical Center Blvd., Suite N-201 Marrero, LA 70072

BOTTOM: The Tree of Life in the Cancer Center at West Jefferson Medical Center features tributes, and honors donors and supporters of oncology services. BizNewOrleans.com April 2016

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ABOUT YOUTH EMPOWERMENT PROJECT For 12 years, YEP has designed and operated innovative programs that meet the needs of out-ofschool and disconnected New Orleans youth, and addressed barriers that result from poverty, violence and a lack of educational opportunities. Through our 10 programs, we provide young people ages 7-24 with literacy and HiSET (formerly GED) instruction, postsecondary transition support, job readiness, afterschool enrichment, tutoring, summer programming, mentoring, intensive case management, assistance with basic needs, and a holistic set of wrap-around services that are unique to each young person and their individual circumstances.

PROGRAMS OFFERED BY YEP To support young people, YEP offers: Intensive Mentoring Services: YEP staff spent more than 8,000 hours assisting youth with basic needs and serving as their advocates. Enrichment Programming: YEP offers Afterschool and Summer Camp to keep our youngest participants safe and on track at school. Adult Education: YEP has helped 290 people to earn their HiSET. We are the largest provider of adult education in New Orleans that works with youth ages 16-24 â&#x20AC;&#x201D; specifically Opportunity Youth who are not in school or working. Job Training and Placement: In 2015 alone, YEP trained nearly 150 young people to improve employability, and connected 105 youth to employment opportunities and 90 youth to best-fit postsecondary education programs.

MISSION STATEMENT The Youth Empowerment Project engages underserved young people through community-based education, mentoring and employment readiness programs to help them develop skills and strengthen ties to family and community.

CONTAct YouthEmpowermentProject.org (504) 522-1316 1600 Oretha Castle Haley Boulevard New Orleans, LA 70113 @YEPNOLA

GET INVOLVED Creating meaningful opportunities for young people in New Orleans really does take a village, and we would be honored to welcome you into the extended YEP family. You can support our work by making a donation, following us on Facebook and Twitter, signing up for our e-newsletter, and/ or sponsoring a young person in one of our programs. You can do all of these things and more by visiting our website, www.youthempowermentproject.org.

TOP: YEP provides enrichment opportunities to afterschool youth, including yoga, digital literacy, rock climbing and gardening. BOTTOM: YEPâ&#x20AC;&#x2122;s Work and Learn graduates develop hard and soft skills that empower them in the workplace. For example, each young person participates in a mock job interview with a local business person. 86

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PUBLISHERâ&#x20AC;&#x2122;S NOTICE: All real estate advertised herein is subject to the Federal Fair Housing Ace and the Louisiana Open Housing Act, which make it illegal to advertise any preference, limitation, or discrimination because of race, color, religion, sex, handicap, familial status, or national origin, or intention to make any such preference, limitation, or discrimination. We will not knowingly accept any advertising for real estate which is in violation of the law. For more information, call the Louisiana Attorney Generalâ&#x20AC;&#x2122;s Office at 1-800-273-5718.

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BizNewOrleans.com April 2016

Great Offices

Community Spirit Lamar Advertising Company transforms from dark and intuitional, to a light, nature-filled collaborative environment. By melanie warner Spencer | Photography by Tim Hursley

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1- Steve Dumez, architect and partner with Eskew+Dumez+Ripple, APC, transformed the Lamar Advertising Company’s Baton Rouge offices from a stark, disconnected, 1970s data center into a light, airy and collaborative environment for employees of the billboard advertising agency. 2- The company’s decision to repurpose the existing building resulted in avoiding approximately 8 million pounds of CO2 emissions and diverting 11 million pounds of waste from going into the landfill. 3- At the top of the combination staircase and “bleachers” hangs a hand-painted vintage Shella billboard. Part of the company’s collection, it represents a time when billboards were hand painted on canvas.

t would be easy to overlook the Lamar Advertising Co.’s Baton Rouge offices. The unremarkable, 1970s-era shell with its meager collection of small windows was, in a former life, a data center and looked every bit the part. Which makes the interior transformation designed by Steve Dumez, an architect and partner at Eskew+Dumez+Ripple, APC even more compelling for both the people using the building and the billboard advertising company’s visitors. “Most people would look at this building

and say, ‘Tear it down,’” says Dumez. “This incredibly enlightened client saw the value in [repurposing it] and made the decision to take that approach.” That decision resulted in an enormous environmental impact, avoiding approximately 8 million pounds of carbon dioxide emissions and diverting 11 million pounds of waste from area landfills. It also resulted in a more open, visually appealing, functional and collaborative environment for Lamar’s employees. “By opening up the space and connecting BizNewOrleans.com April 2016

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it, we were able to support this idea of collaboration,” says Dumez. “The client introduced us to the idea of this single coffeepot. [They] want people to get up from their desks and get a cup of coffee. They want people to get up from their desks and bump into one another — to create a sense of community. For them it was about changing the work routine.” By removing some of the structure of the building — eliminating the “pancake” floors which separated the employees — and creating several indoor/outdoor spaces, Dumez and his team were able to create a light-filled, collaborative space. “We reconfigured the parking lot by the trees and created a courtyard for the staff,” he says. “This led to the community feel and created opportunities for collaborations.” One of the most striking features of the space are the “bleachers” leading to the second level. While sustainable Brazilian hardwood is typically used in outdoor spaces (and is also employed in Lamar’s courtyard area), because of its extreme durability, easy maintenance and beautiful weathering, here the rich, dark wood provides a natural, warm element — contrasting with the more industrial features like the concrete floors and exposed painted steel and ductwork. The bleachers also offer a perfect space for impromptu meetings. Throughout the building, what appear to be art pieces are actually old billboards or parts of billboards, harkening to the history of the company. “We tried to connect aspects of the business,” says Dumez. “We wove in parts of their business, where either literally or abstractly you understood this is a billboard advertising company.”

4- Dumez says the company has excess space they can expand into, but are finding that the furniture system allows them to tinker without starting over. 5- The “bleachers” leading to the second level created a space for impromptu meetings and connected the formerly disconnected “pancake” style floors. The bleachers are constructed of ipe, a sustainable Brazilian hardwood typically used in outdoor spaces. The rich, dark wood provides a natural, warm element to the more industrial features like concrete floors and exposed painted steel and ductwork. 7- The conference room features a table custom designed using the large steel tubes that are part of billboard structures. 8- The garden on the second floor connects nature to the inside. 9- Ipe, which is easy to maintain and weathers beautifully, is used again in the employee courtyard, which features grand oak trees and further extends the indoor/outdoor spaces.

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AT A GLANCE Company Name: Lamar Advertising Co. Address: 16560 Old Perkins Road West, Baton Rouge Office completed: November 2011 Architect: Steve Dumez, architect and partner, Eskew + Dumez + Ripple, APC Interior designer: Eskew+Dume+Ripple Furnishings: Eskew+Dumez+Ripple worked with AOS to design and specify the furnishings. AOS was the furniture supplier and Knoll the manufacturer of the workstations and office furnishings Square footage: 115,000 square feet Main goal: “It’s really about the people behind the space,” says Steve Dumez. “How they plan to use the space and their corporate culture.” 7 8

Biggest challenge: “The staff weren’t convinced this space could be a wonderful environment for them,” Dumez says. “But we showed them what we were thinking, and they certainly embraced it.” Standout feature: “I think the standout features are the two [areas] where we connect the spaces,” Dumez says. “The way the bleachers connect the light well. The landscape of the light court is always a surprise because it’s a garden on the second floor.”

At the top of the bleachers hangs a hand-painted vintage Shella billboard, which was part of the company’s collection. It represents a time when billboards were hand-painted on canvas. In the entry corridor, a 100-foot mural depicting highway images from rural to urban landscapes is printed on blank highway signs (what the industry calls “sign blanks”). The company prints highway signs for the state and had sign blanks of all shapes and sizes. “One of the owners had just renovated a 1960s Airstream trailer,” says Dumez. “We put it as if it’s along this roadside landscape. So right when you walk in the door you get this sort-of abstract, but sort-of literal representation of the highway.” The conference room features a custom-designed table that uses the large steel tubes that are part of billboard structures. Hand-painted metal planks were also cleaned up and stabilized and given new life as art pieces. “They went from canvas to hand-painting on metal planks they would mount up on poles,” says Dumez. “They would hand paint-over the same sign, and when you look at those verticals, each one is a larger piece of another sign. You can sometimes see two or three layers or painted images. They were very abstract and almost look like someone made them as art pieces, but they were simply found pieces.” Dumez says he loves visiting with people who’ve never seen the space, because of their visceral reaction. “The palpable shock or surprise of the nature of the interior environment is exciting to see,” says Dumez. “The special complexity and surprise I think is something that people respond to.” n BizNewOrleans.com April 2016

Q&A

“When I was in school, I had a JA volunteer come to my classroom every week, in a suit, and my interaction with him told me I wanted to be like that guy.”

APRIL 2016 BizNewOrleans.com

Photo Cheryl Gerber

Connecting Kids and Business Biz chats with the new President of Junior Achievement of Greater New Orleans, Larry Washington By Keith Twitchell

hen Biz New Orleans met with Larry Washington, the new (six months on the job) president of Junior Achievement of Greater New Orleans, the conversation took place in the BizTown setting in JA’s facility on a corner of the Delgado Community College campus. This small mock town, complete with stores, offices and government facilities, was dark when we walked in. Larry turned on the lights, but it quickly became evident that his enthusiasm for Junior Achievement, its programs and its impacts could light up any room. Larry Washington was born and raised in Houston and never thought he would leave. He graduated from the University of Houston with a degree in marketing, and went to work for a website development company — work that he quickly found unfulfilling. Washington next considered going into teaching, and while exploring that option, came across a job opening with Junior Achievement in Houston. Ten years later, after holding JA positions including program management, fundraising and managing the program team, he stepped away to open the largest Boys & Girls Club in Houston. It was an opportunity to build something from scratch — “to leave my mark,” as he put it — but he always knew he would return to JA. He didn’t know he would be doing so in New Orleans. When the job here opened, Larry applied mostly as a way to learn about the process for future opportunities, but after being offered the position, he packed up his two dogs and moved.

Washington stands in BizTown, a Junior Achievement creation that challenges local students with the tasks of running a city and a business. BizNewOrleans.com April 2016

Biz: What attracted you to Junior Achievement here? Why did you take the job?

LW: I have a strong passion for JA, because of the work I’ve been able to do with JA in Houston and the impact it had on me. When I was in school, I had a JA volunteer come to my classroom every week, in a suit, and my interaction with him told me I wanted to be like that guy, I wanted to go to work every day in a suit. And I started to change the decisions I would make to be on that path. As cheesy as it sounds, from day one when I started at JA in Houston, I knew I wanted to run a JA. My first email address was CEOWashington@yahoo. com. So I kind of spoke this into existence. As for coming here, New Orleans is an environment to do something different, and there is a need to do it, especially things like the “Trust Your Crazy Ideas Challenge.” No one else is doing something like that.

students, because when you think about the choices and challenges they face, we are the perfect organization to help guide them through thinking about careers, thinking about future opportunity and how you access that opportunity. We want to get even more specific than that, because we think about what we can impact with those kids. We can’t necessarily impact academic outcomes, because we don’t teach math, we don’t teach science. But what we can do is change how those kids view education, and how they see that education correlating to future opportunity, future lifestyle choices, and what the end result is going to be. So our goal is to start to change the attitudes and behaviors of young people, to value education more, understand the impact education has on future opportunity, and hopefully in the short term, keep them in school.

Biz: What are your top objectives for the organization for the next year?

Biz: What do you see as the greatest challenges for JA?

LW: One of the things I did when I first got here was to look at where we could be solution providers. What I found was we really needed to focus our efforts. Right now we cover a 12-parish area. It’s a huge area to try to provide programming to. So over the next year we will focus all our new growth on Orleans and Jefferson parishes, because those are the kids who can benefit from JA the very most. Even beyond that, we are going to focus on middle and high school

LW: I think our first challenge is resources. In order to reach so many kids — last year we reached just under 25,000 kids, I believe this year we will reach 28,000 — we’ve got to have volunteers who are willing to commit the time to go into classrooms and share their experiences with young people, and just be examples and role models. On the flip side of that, there has to be funding to be able to do it. So how do we engage the business community in this? Because when you

APRIL 2016 BizNewOrleans.com

With Washington’s leadership, JA will focus all of its growth in the next year on Orleans and Jefferson parish.

think about the end result of JA, it’s a direct impact on business. We are creating a new workforce, we’re preparing that workforce, so we have to get business in New Orleans to see the value in that and support it. Biz: You have a large number of partners. Describe some of your partnerships and how they enable you to expand your reach and your impact.

LW: The partnership we highlight the most is with the Idea Village and the Brees Dream Foundation. Together we host the “Trust Your Crazy Ideas Challenge,” which is a program that gets young people to think about how they can fill certain needs in the community with that next big idea. Being able to work with an organization like Idea Village that already has — like Tim Williamson likes to say — that ecosystem of entrepreneurship going on, we want to be integrated into that, and this allows us to help fill that pipeline of new entrepreneurs. When you look here at the shops that are sponsored [in BizTown], Capital One is one of our biggest sponsors, both with BizTown and Finance Park. Both of these are hands-on programs where kids learn everyday skills that you and I learned probably the hard way; these programs allow them to learn those skills the easier way.

Biz: Given the enormous challenges so many New Orleans children face just in surviving, how do you make JA’s programs relevant and accessible to them? How do you make these kids believe they have a future that is worth preparing for?

LW: I think it’s the volunteers. All of our programs talk about everyday life, about decisions that people make every single day. Having that volunteer in the classroom brings real-life relevancy. That person can speak about experiences, both from the standpoint of success and failures, so kids can say, “I can identify with that, that makes a whole lot of sense, I can see how that works.” Beyond that, I think what we do is fun. With BizTown, these kids come in here and they get to run a city, they get to run a business. That’s hard stuff to do, but it’s done in a fun way, so the kids don’t actually realize they’re learning. They feel like they’re having fun, but in the process they’re learning good citizenship, how to keep a budget, the importance of saving, how banking works. They don’t realize they’ve learned those lessons until much later, but they’re learning them and they’re having fun while they’re doing it. Biz: How do you specifically reach out to and engage the more disadvantaged young people in New Orleans?

LW: We’re doing a couple different things, particularly with this shift to Orleans and Jefferson Parish.

One thing is strengthening our relationship with NORDC. We currently host almost 6,000 kids from NORDC through JA during summer; we’re going to increase those numbers, and have multiple touchpoints with those young people. Another way is we’re engaging the school districts. We’re talking with the Orleans Parish School Board about where the greatest needs within this community are, and we’re starting to make inroads there. With Jefferson Parish, we’ve identified certain feeder patterns where JA can have the most benefit. So the way that we access the kids that need us the most is by going to the places where people already have those kids. The great thing about all of our programs is we are a direct supplement to what they are teaching in the classrooms. These are the things that the kids are learning inside the classroom, and it’s reinforced in a different kind of way, which I think teachers find immense value in, and kids learn a lot from. Biz: Overall, what do you think the impact of JA is on the lives of young people in New Orleans, and on the community as a whole?

LW: Particularly in a community like New Orleans, I think what JA does is this: it allows kids to see that not only is the opportunity there, but the opportunity is there for them. What JA does beyond that is it tells them, this is how you access the opportunity now.

“Our goal is to start to change the attitudes and behaviors of young people, to value education more, understand the impact education has on future opportunity, and hopefully, in the short term, keep them in school,” says Washington.

Of course young people know that there are tons of different jobs out there, but what most don’t know, particularly those who are traditionally underserved, is that they can have those jobs too. When you think about the community as a whole, one thing I’ve noticed about New Orleans is the way the city has transformed over the last 10 years from Katrina is because the people have taken on a spirit of entrepreneurship; and because of that, they’ve created new opportunity in the city. When you think about how we move that forward in the next 10 to 15 years, we’ve got to prepare young people to do it, and JA does that, and I think that in and of itself is a contribution to making this community stronger, making it grow and helping transform it into the global powerhouse we all know it can be. Individuals interested in volunteering with Junior Achievement of Greater New Orleans can call the office, (504) 569-8650, or email info@jagno.org. n

BizNewOrleans.com April 2016

Why Didnâ&#x20AC;&#x2122;t I Think of That? Creative Businesses Taking Hold in Southeast Louisiana

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A behind the scenes peek at Diner en Blanc, New Orleans’ hottest new dining concept. By Rebecca Friedman

handeliers, candelabras, crazy outfits, big hats, fireworks, even the odd marriage proposal: “You have to see it to believe it,” says Ronald Evangelista, the director of operations for the Spears Group, which has managed Diner en Blanc since its arrival here in 2012. When it comes to partying, New Orleanians consider themselves innovators, not imitators. So the phenomenal success of Diner en Blanc, an annual pop-up picnic event that originated 27 years ago in Paris and now takes place in 70 cities worldwide — including New Orleans — may be a bit surprising. But to the organizers of Diner en Blanc New Orleans, the enthusiastic reception makes perfect sense in a city that prides itself on entertaining: “New Orleans is a very foodie city,” says Evangelista. “People use Diner en Blanc as a showcase for their own personal culinary skills. They prepare four-tiered cakes, lobsters, gourmet salads… It’s a good way for them to express themselves through their food, outfits and table decorations.” The concept is as follows: Participants pay $45 to attend the event. Guests who attended the previous year are

automatically welcome to return. New guests who wish to participate must either be invited by a member or sign up on the official waiting list, which is first-come, first-serve. Attendees must wear all white and bring their own tables, chairs, food, and table settings, which are often quite elaborate. Guests are taken to the event site, which is not announced until the last minute, by chartered vehicles, then proceed to set up the open-air dinner spectacle themselves under the guidance of their experienced group and table leaders. The concept has certainly caught on in New Orleans — last year’s event drew 2,000 attendees to Spanish Plaza and a waiting list of 11,000. As local interest in the event continues to grow, so too do the ambitions of the organizers — Evangelista, Spears Group President and CEO, Cleveland Spears, III, and Director of Public Relations and Community Engagement, Malana Joseph Mitchell, along with a team of colleagues and dedicated volunteers. They consider last year a “breakthrough” and look forward to building on that success with this year’s event, scheduled for May 10.

Exclusive, secretive and unique, Diner en Blanc — an annual pop-up picnic event that originated in Paris — hosted its third event at Spanish Plaza last year. The dinner drew 2,000 attendees, with a waiting list of 11,000. BizNewOrleans.com April 2016

How It Started

Diner en Blanc’s Parisian roots stem from a group of friends who were meeting for dinner and agreed to wear white so that they could locate one another easily. That gathering evolved into an annual tradition, leading the Montreal-based grandson of one of the founders to create the Diner en Blanc organization, which has spread the concept to every continent except Antarctica. “If you name a city, Diner en Blanc is probably there,” says Evangelista. In 2012, one of the present-day group leaders of Diner en Blanc New Orleans attended the event in New York City and loved it so much that she wanted to bring it home. She contacted Cleveland Spears, who did some research and hosted the first event in New Orleans in 2013 — at the Port of New Orleans beneath the Crescent City Connection. There were 900 people in attendance.

Gracious Hosts

Not only has the event grown to attract large numbers, it also makes sure those numbers leave happy. The Spears Group surveys attendees, and last year’s approval rating was over 90 percent. “That’s phenomenal guest satisfaction — the results were through the roof,” says Evangelista. Those results didn’t escape the notice of the international organization, which awarded Diner en Blanc New Orleans a three-year contract extension (the standard is one year). As a nod to their success with the event in New Orleans, the Spears Group is now hosting Diner en Blanc in Houston and Atlanta as well.

An Appealing Formula

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enticing? The unique venues, for starters. “Part of the allure of the event worldwide is having dinner in an outdoor space where you normally can’t — Rodeo Drive, the Eiffel Tower, Sydney Opera House,” says Evangelista. “Not many people can say they had dinner at Spanish Plaza by riverboats, or under the Crescent City Connection.” There is also a sense of community that sets Diner en Blanc apart from other festivals or gatherings. “You can walk around, and people offer you food and drinks — people you’ve never met before,” says Evangelista. The organizers also take pride in the diversity of the participant group. “A big piece is bringing together a cross-section of people from different walks of life — younger, older, different ethnicities,” says Mitchell. “It’s a way to pull people together v there’s just something so special about the event, especially in a city like New Orleans where we have a unique melting pot of people.”

Room to Grow

Given the lengthy waiting list, the demand is clearly present for a larger event. But growth is something that the organizers of Diner en Blanc New Orleans eye with caution. “The first priority is to make sure the event is enjoyable to all guests,” says Evangelista. “We never want to make it so big that we lose the enjoyment factor, or have people crammed into a small space.” Based on last year’s success with a group of 2,000 participants, the Spears Group believes they could increase the size to 2,500 or 3,000 without compromising quality. Diner en Blanc also strives to make the event accessible at a low price point to ensure a diverse group of participants. According to the organizers, the $45 registration fee is divided among expenses such as the rental of charter

Attendees must wear all white and bring their own tables, chairs, food and table settings. Guests are taken to the surprise event site at the last minute by chartered vehicles.

buses, a payment to the international group, a charitable gift and the remainder as profit.

Spreading the Word

One of the main factors in the event’s rapid growth is its presence on social media. “Last week, we put up our first post in about six months, and it had a reach of 45,000 people,” says Evangelista. “People are really excited about this event. And that’s not just related to what we post. We are most proud of our response from guests — they post as many pictures and videos as we do.” “You know how we pencil in Jazzfest and French Quarter Fest?” says Joseph Mitchell. “For a lot of people, Diner en Blanc is their ‘must-do’ thing in May, and we have a lot of people who have continued to come since the beginning.”

Giving an International Event the Local Treatment

While the basic concepts of the event — the white palette, the setup — are consistent in every city, the organizers of Diner en Blanc New Orleans know that people here appreciate certain local touches. “What separates us from other cities is that genuine sense of fun,” says Evangelista. “The event is a little more high-end in other cities, but we do inject things that are characteristic of our city. We have had performances from the Brass-A-Holics, Big Sam, Mia Borders, Tanya and Dorise — the violinist and guitarist who play on Royal Street, the drum line from an elementary school, fireworks over the river.

TOP: The team behind Diner en Blanc: Malana Joseph Mitchell, Cleveland Spears and Ronald Evangelista of the PR firm Spears Group. MIDDLE AND BOTTOM: Revelers at last year’s event enjoyed live music and riverfront views at Spanish Plaza.

These are iconic New Orleans touches.” The organizers also think people in New Orleans are accustomed to doing a bit of legwork for festivals. “I don’t know if any other city has festivals where they are used to lugging chairs and tables around,” says Evangelista. “We are set up for success on that end.” “And even though people bring a table and chairs, it’s a card table,” adds Joseph Mitchell. “It’s not like bringing a 6-foot table to the event. The fun part is that once you start going to Diner en Blanc every year, you have your Diner en Blanc section of stuff you like to take with you.” There are even catering options for the convenience of guests who don’t want to cook.

A Strong Team

The event is put on by the Spears Group and approximately 60 volunteers who help manage the guest experience — many of whom have been involved since the first year. According to the organizers, these volunteers are the secret to the event’s success. “We get a lot of comments from guests about our strong leaders who are very enthusiastic and will do anything to make sure their guests have a good time,” says Evangelista. “They are the ones who communicate with guests, making sure they know what they’re doing and that they have fun. They will greet guests with a present to help get the ball rolling, and once we get to the secret location, they will help people set up. They are there to make sure everything goes smoothly.”

This Year’s Event

New Orleans kicks off the U.S. Diner en Blanc season each year, and will do so again on May 10 in an undisclosed location. The Spears Group isn’t giving away any secrets, but they are certainly feeling optimistic. “It’s going to be bigger and better,” promises Evangelista. “Last year was our breakthrough year, and we have a lot of plans to top what we did in 2015.” The waiting list will open in April, and Joseph Mitchell encourages interested parties to “get on that waiting list early.” And for those who might be put off by the rules and structure — a rarity in our laissez les bons temps rouler culture — Joseph Mitchell encourages them to give it a try. “Yes, there are a lot of rules — that’s the mindset most people have the first time coming,” she says. “But once they go and experience everything, everyone says the same thing: It’s all worth it.” n BizNewOrleans.com April 2016

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Events New Orleans Chamber 1st Quarter Luncheon

ABWA Crescent City Connections Awards Luncheon

Friday, February 26

Thursday, March 10

Hilton Riverside New Orleans

Ralph Brennan’s Heritage Grill

Stephen Waguespack, president of LABI, and Stephen Caputo, chairman of the New Orleans Chamber of Commerce, were among the speakers at the Chamber’s first quarter luncheon.

ABWA Crescent City Connections held their first-ever awards luncheon, where the organization honored their current president, Rachel Nunez, as Woman of the Year, and handed out 11 Protege awards. Simone Bruni of Demo Diva also spoke at the event.

1. Chris Reade, Carla Robertson, Tonia Salas and Geoff Thibeau 2. Steve Caputo 3. Sean Bruno, Charles Teamer and Sr. Todd Schexnayder 102

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1. Leslie Adams, Carol Newman, Kim Hasney and Christi Felder 2. Rachel Nunez 3. Jeanne Bergeron, Amy Landry, Wendy Dolan and Jodi Archer Photos by Cheryl Gerber

GNO, Inc. Annual Meeting: Leading to the Future

The JEDCO Challenge (powered by First NBC Bank)

Thursday, March 10

Monday, March 14

Hyatt Regency New Orleans

Southport Hall

Simultaneously an overview of the region’s successes and a layout of future plans, the GNO, Inc. Annual Meeting sets the stage for the year to come. This year’s event also welcomed incoming 2016 Chairwoman, Maura Donahue, of DonahueFavret Contractors.

Held during New Orleans Entrepreneur Week, the JEDCO Challenge is a pitch competition designed to highlight entrepreneurs with ties to Jefferson Parish. This year’s winner was FreshCane, a company that plans to bring sugar cane water into the local marketplace.

1. Joe Palmer, Sophie Kunen, Chris Serio and Stephanie Powell 2. Maura Donahue 3. Susan Maclay, John Monzon, Rosalind Butler and Darrel Saizan Photos by Cheryl Gerber

1. Lowry Curley, Kate Moreano and Jordan Behm 2. Ronnie Slone 3. Tushar Khosla, Jia Lin, Arpit Bhopalkar, Mahesh Rajan and Shreyas Oak BizNewOrleans.com April 2016

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Behind the Scenes

Stir It Up Since January 2015, award-winning bartender and spirits consultant, Max Messier, (pictured here) along with his wife and co-founder, Lauren Myerscough, have been creating natural, hand-crafted syrups for classic cocktails and sodas under the business name Cocktail & Sons. Promising â&#x20AC;&#x153;complex herbs for simple drinks,â&#x20AC;? their syrups feature natural ingredients and locally sourced sugar and are designed to be used in classic cocktails, including an Old Fashioned, mojitos, margaritas, daiquiris and Tom Collins. The syrups are currently sold in 80 stores across nine states and in 20 bars and restaurants nationwide. This month, Cocktail & Sons is launching their fourth syrup, Fassionola, commonly used in Hurricanes. Cocktailandsons.com

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Photo by Jeff Johnston