Biz New Orleans August 2021 by Renaissance Publishing

THE GREAT HOTEL PIVOT How 5 newcomers are thinking local PG. 50

WANT TO ATTRACT AND RETAIN WORKERS? The must-dos for a new marketplace PG.42

LESSONS LEARNED Top hospitality leaders speak out PG.34

Jason Loerzel and Drew Brees, coowners of Stretch Zone franchises in Louisiana

DREW TO DO BREES ON HIS NEWEST VENTURE AND WHAT HE LOOKS FOR IN BUSINESS OPPORTUNITIES PG. 44

AUGUST 2021

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BIZ FORWARD

BUSINE SS E S DI S CUSS TH EIR ROAD TO RECOV E R Y

UNPRECEDENTED TIMES CALL FOR UNPRECEDENTED MEASURES.

As our city, our state and the world adjust to ever-shifting standards of normalcy, businesses are finding innovative ways to adapt and position their teams for continued success. While the road to recovery may be paved with uncertainties and challenges unique to each industry, one thing is certain: New Orleans is no stranger to resiliency, and our professional community has all the expertise, prowess and determination needed to emerge stronger and more

prosperous than ever. In this exclusive section formed last year in the height of the pandemic, Biz New Orleans asked business leaders about their tactics for readjusting, working remotely, and staying focused on their corporate missions during the historic COVID-19 pandemic. As we move forward over a year since its start, we strive to highlight business leaders and their success recovering from the global crisis. You can learn more about Ryan Mayer’s year-in-review in this edition of Biz Forward.

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AUGUST 2021

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AUGUST 2021

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AUGUST 2021

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August VOLUME 07 ISSUE 11

EVERY ISSUE

FE ATURE S

PERSPECTIVES

FROM THE LENS

14 EDITOR’S NOTE 16 PUBLISHER’S NOTE 18 ON THE WEB

DINING+ ENTERTAINMENT. . ........ 34

What did you learn from the pandemic? What changes have you made moving forward?

IN THE BIZ DINING............................. 24

Louisiana Pepper Exchange continues to revolutionize the industry

REAL ESTATE+ CONSTRUCTION............ 36

New Orleans construction industry professionals speak out on price increases, delays

GREAT WORKSPACES . . ........................................................... 64

Fidelity Bank partners with Trapolin Peer Architects in restoration of circa-1800s Union Savings & Loan building that bridges the past with the present

TOURISM......................... 26

WHY DIDN’T I THINK OF THAT?........................................ 68

Coolinary campaign poised to help restaurants reemerge from the pandemic, attract tourists

SPORTS .......................... 28

HEALTHCARE................. 40

Saints will hover around .500, but late season push will send team to playoffs

What are the most in-demand procedures/services you’re seeing right now?

ENTREPRENEUR........... 30

GUEST. . ............................. 42

Celebrating its 20th year, Good Work Network is changing more than its name.

If you want to attract and retain talent, you’ve got to adapt.

From The Red Zone To The Stretch Zone Former Saints quarterback Drew Brees discusses his latest venture, how he chooses to invest in businesses, and how he’s staying involved in the business of football.

A Tale of Five Hotels Hotels have always been designed to appeal to visitors, but in this pandemic era New Orleans’ new kids on the block are thinking local.

Inspired by a health scare, this local entrepreneur moved from virtual reality to clothing manufacturer.

ON THE JOB............................................................................... 72

Stormwater management efforts are underway at more than 200 Gentilly residences thanks to city program

ON THE COVER Jason Loerzel and Drew Brees, co-owners of Stretch Zone franchises in Louisiana photo by Romero & Romero

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EDITOR’S NOTE

My Brees Encounter Publisher Todd Matherne “WELL, THAT WAS COMPLETELY AWESOME.”

That was the verdict from my best friend’s 10-year-old son William as we walked out of the cover photo shoot for this month with Stretch Zone co-owners Jason Laurzel and Drew Brees. William’s mom is one of so many parents right now that have been struggling to cobble together childcare over the summer months, so I decided to help out and take him with me for a morning. I felt almost bad for offering, though, when I heard how nervous he was the night before at the thought of meeting one of his biggest idols. It turns out he had no reason to be nervous. Brees walked right in the new Stretch Zone location in the Winn-Dixie shopping center on Tchoupitoulas that morning and beelined straight for William, who was sitting on the floor, deep in an assigned summer reading book and caught completely off guard. “Whatcha reading?” Brees asked as William scrambled to stand up and grasp what was happening. That’s all I caught of their conversation as the photographer and I began chatting with Jason. I knew, though, that I was witnessing a young kid having a moment that he’d remember for the rest of his life. I have to admit, I’m not a native New Orleanian and not a huge football fan (gasp!) — or fan of any professional sports, really — but I became a fan of one particular player that morning and I know I’m not alone in my happiness that he has chosen to maintain his tie to this city as a continued member of our business community working to bring new concepts to the area. We’re excited to be telling that story this month, as well as the story of five new hotels that are embracing a focus on local business. You’ll also find contributor thoughts on the start of the Saints season, effective ideas for hiring and retention in today’s challenged marketplace, as well as local industry professionals speaking out about their experiences with supply chain issues and what business lessons they learned during the pandemic. As always, if there’s something, or someone, you’d like to hear more about in the magazine or at BizNewOrleans.com, just send us a note at editorial@ bizneworleans.com. Happy Reading,

EDITORIAL Managing Editor Kimberley Singletary Art Director Sarah George Digital Media Editor Kelly Massicot Associate News Editor Rich Collins Contributors Teresa Lawrence, Ashley McLellan, Chris Price, Jennifer Gibson Schecter, Melanie Warner Spencer, Poppy Tooker, Keith Twitchell ADVERTISING Sales Manager Caitlin Sistrunk (504) 830-7252 Caitlin@BizNewOrleans.com Senior Account Executive Brennan Manale (504) 830-7298 Brennan@BizNewOrleans.com Senior Account Executive Jessica Jaycox (504) 830-7255 JessicaJ@BizNewOrleans.com RENAISSANCE PUBLISHING MARKETING Coordinator Abbie Dugruise PRODUCTION Designers Rosa Balaguer, Meghan Rooney CIRCULATION Subscriptions Jessica Armand Distribution John Holzer ADMINISTRATION Office Manager Mallary Wolfe Chief Executive Officer Todd Matherne For subscriptions, call (504) 830-7231

2021 Gold Magazine Design Gold Best Explanatory Journalism Gold Feature Design Silver Best Feature Bronze Best Use of Multimedia 2020 Silver Best Recurring Feature 2019 Gold Best Recurring Feature Gold Best Explanatory Journalism 2018 Gold Most Improved Publication Silver Best Recurring Feature 2017 Silver Best Recurring Feature Bronze Best Daily Email 2016 Bronze Best Feature Layout

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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 2021 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.

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PUBLISHER’S NOTE

Ring the Bell I AM SO EXCITED ABOUT BACK TO SCHOOL.

Even though I no longer have school-age children, during this time of year the excitement is still there for me. Yes, traffic picks up and school speed zones are activated, but what that means is things are happening. People are moving around and this makes other things happen, and boy do I miss that. I want to attend events, network and see people — connect face to face again. This time of year also means football is coming and I really enjoy the Dome experience. This year, with more fans, our Saints GameDay magazine is back in the Dome. Advertising sales are going strong and we look forward to seeing you back in seats just like children in the classroom. For our company on the event side, this month we are hosting our first event in over a year with the New Orleans Bride Show on August 25 at the Hyatt. We are so excited to reunite the wedding community with brides. Spread the word and share the website BrideNewOrleans. com. It is an exciting time! I hope to see you out and about. Todd Matherne P.S. My bowtie is back.

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AUGUST 2021

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ON THE WEB BIZNE WORL E A NS.C OM

Probably the simplest word to describe the state of the industry is ‘challenged.’ You’ve got workforce pressure, and not only finding people to work. You’ve seen the cost of hiring people get more expensive. You’ve got commodity pressure, as you’ve seen prices go up for a lot of the center-of-the-plate proteins: seafood, crab, meat, beef, chicken. And even the price of frying oil has doubled or tripled from what it was a couple of months ago just due to supply chain issues. Stan Harris, president of the Louisiana Restaurant Association, in an interview for Biz New Orleans.com on June 21

WHAT YOU MISSED ON BIZNEWORLEANS.COM

BIZ TALKS PODCAST

Episode 63

Calling All Sports Fans! How can you win two tickets to every single major sporting event in the region for the coming year? What does it take to bring the top sporting events in the nation to New Orleans? What will be the highlights this year? Jay Cicero, president/CEO of Greater New Orleans Sports Foundation, answers all these questions and more.

Episode 62

City Park Needs You The reopening of Carousel Gardens and the return of special events are great news for New Orleans City Park. But new CEO Cara Lambright says support from the community will be essential to keeping the 1,300-acre urban playground looking good for years to come.

City Park Moves Forward “CITY PARK IS REALLY UNIQUE AMONG MAJOR URBAN PARKS IN THE UNITED STATES IN THAT SO

much of its revenue is self-generated. But we actually saw a little bit of weakness because all of our income is actually dependent on points of paid engagement. We suddenly found ourselves with nothing. And we really had to begin to have a different discussion with the community and say, ‘This is a community-funded park. We can’t do this without you.’ We need philanthropy. We need volunteers, and we really need to diversify what we depend on. So, I think, in some ways, we got to see our weaknesses in a way that they might not ever have revealed themselves and now we can plan accordingly. — Cara Lambright, New Orleans City Park CEO, speaking on episode 62 of the BizTalks Podcast about the pandemic’s effects on the park, the need to diversify funding to meet the park’s $17 million annual budget, and efforts the park is making with the city for much-needed stormwater management.

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AUGUST 2021

THE BUSINESS COMMUNITY IS TALKING ON BIZNEWORLEANS.COM Catch all the latest news, PLUS original reporting, people on the move, videos, weekly podcast and blogs, digital editions of the magazines and daily Morning Biz and afternoon newsletters. If it’s important to business in Southeast Louisiana, it's at BizNewOrleans.com.

Episode 61

Hiring and Retention Tips Struggling to hire and retain good talent? Anna Steele, operations manager with Delta Personnel, a 53-yearold full-service staffing agency serving the region, offers tips on how best to navigate this new reality.

PHOTO BY IAN COTITA, CAVU MEDIA

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MEET THE SALES TEAM

Caitlin Sistrunk Sales Manager

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(504) 830-7298 Brennan@BizNewOrleans.com

Jessica Jaycox

Senior Account Executive (504) 830-7255 JessicaJ@BizNewOrleans.com

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In The Biz

AP PHOTO/GERALD HERBERT, POOL

BIZ COLUMNISTS SPE AK OUT

DINING Louisiana Pepper Exchange continues to revolutionize the industry

TOURISM Coolinary campaign poised to help restaurants reemerge from the pandemic, attract tourists

SPORTS Saints will hover around .500, but late season push will send team to playoffs

ENTREPRENEUR Celebrating its 20th year, Good Work Network is changing more than its name

IN THE BIZ DINING

The Safer, Faster Way to Bring the Heat Louisiana Pepper Exchange continues to revolutionize the industry BY P OP PY TO O KE R

BIZ NEW ORLEANS

AUGUST 2021

I L L U ST R AT I O N B Y T O N Y H E A L E Y

A native New Orleanian, Poppy Tooker has spent her life devoted to the cultural essence that food brings to Louisiana, a topic she explores weekly on her NPR-affiliated radio show, Louisiana Eats! From farmers markets to the homes and restaurants where our culinary traditions are revered and renewed, Poppy lends the voice of an insider to interested readers everywhere.

eties from small farmers across Mexico ever-increasing search for hot peppers, and Central and South America using his and it turns out those pepper heads also patented transport method, he located the have a bit of a masochistic streak. Humans’ new business a mere 20 yards from the taste experience of spiciness actually Port of New Orleans. occurs through the activation of pain More than 20 varieties of peppers receptors on the tongue. That jolt results totaling 3 million pounds of mash in a spontaneous release of endorphins a year are available anytime in the that simultaneously flood the human 25,000-square-foot facility, The company body with pleasure, an experience many offers total traceability from farm to find addictive. kitchen to ensure maximum consistency At the tender age of 7, Chris White’s in their mash, purées and powders. daughter, Arrington, has quite a pepper Ad d i t i o n a l l y, L o u i s i a n a Pe p p e r habit already. Exchange employs an in-house culinary “She puts cayenne on everything – and beverage development team offering from breakfast through dinner!” he said. turnkey solutions via co-packing and Luckily, Arrington’s father owns Louisiana private labeling to food service businesses Pepper Exchange, a vertically integrated large and small. Last Halloween, Dunkin pepper company located on Tchoupitoulas Brands worked directly with Louisiana Street in New Orleans. Pepper Exchange to perfect the spicy The path to White’s pepper passion was strawberry frosting used in their Ghost paved with military precision. Equipped Pepper Donut. The limited offering became with an engineering degree from West an internet sensation and flew out of Point, after completing his U.S. Army stores nationwide. service he joined Chemtec, the business In August 2020, the home cook became his father founded in 1982. Originally the company’s new focus with the retail based in Baton Rouge, Chemtec special- introduction of their most popular pepper izes in highly engineered processing purées in convenient, 4-ounce jars. From equipment used mostly in oil, gas and the relatively tame jalapeno, chipotle and chemical industries. White’s original role cayenne, to the hot-as-hell red and orange at Chemtec was business development, habanero and ghost pepper, the company which is how a conversation began with prides itself on convenience and ease of Tabasco in 2001. use of their purées. That Louisiana-based pepper sauce Now, instead of the unpleasant and giant was in search of more cost-effective often dangerous process of handling fresh, ways to ship huge quantities of pepper hot peppers, a spoonful of purée adds mash grown across South and Central the desired flavor and heat to any dish America for use in Tabasco’s production. or drink. Purée also has a distinct taste They had an ongoing issue with the mash advantage over powdered peppers like separating during transport, which made the commonly used cayenne, as the true it extremely difficult to pump out the flexi- pepper flavor is found in the water-soltanks in use at that time. uble components lost during the drying White’s special skill in problem solving process. This entirely unique product through value-added engineering resulted has found a welcome reception in grocery three years later in a new agitation system, stores across the Gulf South where it can incorporated into a single-use, food-grade be found in the produce department next polyethylene bladder capable of holding to the familiar garlic purée. 52,000 pounds of pepper mash. The new Chris White says Louisiana is in the “agi-tank” rolled easily into a sea container company’s name for a reason. He believes for transport, arriving in a homogenous in the community where he chooses to state, facilitating a smooth pumping raise his five children. White said he’s process at its final destination. proud that the fledgling new business White patented the agi-tank design in employs close to 40 full-time local workers, 2004. He credits Tabasco’s vision and many of them veterans like himself. business acumen for implementing the Louisiana is on fire, and White has the new process. peppers to prove it! n “They’re a great, smart group of people to work with. Our business relationship today remains as strong as ever.” Catch Poppy Tooker on her radio show, In 2010 White founded Louisiana “Louisiana Eats!” Saturdays at 3 p.m. and Pepper Exchange. Sourcing pepper vari- Mondays at 8 p.m. on WWNO 89.9 FM. A M E R I CA N TO N G U E S A R E O N F I R E I N A N

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IN THE BIZ TOURISM

Enticing Guests and Profits Coolinary campaign poised to help restaurants reemerge from the pandemic, attract tourists BY J E NNIF E R G IB SO N SCHE CT ER

BIZ NEW ORLEANS

AUGUST 2021

Coolinary while the campaign is ongoing by offering free organization membership to restaurants. Membership is a prerequisite for restaurants to participate in Coolinary, and includes additional benefits thoughout the year. The free membership removes the barrier of participation while many restaurants are still struggling to hire staff and make up for lost revenue from the past year. According to the National Restaurant Association, job openings are at a record high. Nationwide, June was the sixth consecutive month of staffing growth, but despite the steady increase, jobs are still 10% below pre-pandemic levels. Increased commodity pricing is another challenge for restaurants. Based on data from the Producer Price Index for all Foods, average wholesale food prices increased 8.7% from January to May, the most recent month available at publication. Especially sharp increases occurred from April to May, including beef (14.3%), fresh vegetables (9%), fats and oils (7.9%), flour (7.4%), processed poultry (2.1%), pork (1.8%) and dairy products (1.7%). The Coolinary campaign is well positioned to help our restaurants, from fine dining to casual counter service, make up for lost revenue at a time when they need to attract customers without passing sharp cost increases on to the consumer. Concurrently with Coolinary, New Orleans & Company is running a Summer Travel Advisor FAM (familiarization trip), which offers discounted hotel rates and packages, as well as VIP Passes by request, to bring travel industry influencers and advisors back to New Orleans to help market our hospitality and status as a top destination. “This summer is a wonderful time to experience New Orleans,” said New Orleans & Company Senior Vice President of Tourism Kim Priez in a statement. “This FAM is a great opportunity to remember what visitors have missed about the Crescent City. With the increase in vaccine distribution, we are looking forward to welcoming guests in a safe way with continued COVID protocols in place, but there has never been a better time to enjoy our city’s authentic cuisine, attractions and live music.” To search for participating Coolinary restaurants, even drilling down by minority-ownership status, neighborhood and type of cuisine, visit neworleans.com/ coolinary. For restaurants interested in New Orleans & Company membership for Coolinary and more, email membership@ neworleans.com. n

I L L U ST R AT I O N B Y T O N Y H E A L E Y

Jennifer Gibson Schecter was once a tourist in New Orleans herself and is now proud to call NOLA home. She also writes the Wednesday Tourism Blog on BizNewOrleans.com.

EARLIER THIS SUMMER, FRIENDS FROM NEW

York City vacationed in New Orleans for a long weekend. When I started suggesting all of the things they should consider doing during their visit, one laughed and said, “We came to New Orleans to eat and to drink.” In that statement, I was reminded that even people visiting from other food meccas are drawn to New Orleans by our world-class restaurants and hospitality. To prove their point, over their four-day stay my friends enjoyed Willa Jean, Pêche, Atchafalaya, Toast on Laurel Street, Café du Monde at the French Market, Coop’s Place, and Sucré, not to mention drinks at Lafitte’s Blacksmith Shop Bar, The Spotted Cat, The Maison and Alto. From James Beard Award winners to Purple Drank, my friends flexed their palates and loved each experience for what it was. Their long weekend itinerary is typical for so many tourists in New Orleans and that is why programs like New Orleans & Company’s Coolinary New Orleans are important for both locals and visitors. Coolinary returned last month and will run through Sept. 5, keeping last year’s COVID-19-response innovation of allowing takeout and delivery options from some participating restaurants. The website also enables users to search for restaurants that offer outdoor seating. The increased time span for the summer campaign is important for our restaurants, which have struggled to stay open during the pandemic. “A perennial favorite, Coolinary New Orleans appeals to locals and visitors alike,” said New Orleans & Company President and CEO Stephen Perry in a statement. “We are hopeful that this campaign will provide much-needed support to our restaurant community as it continues to recover from the pandemic. The campaign showcases inventive menus created by award-winning chefs, highlighting the authentic cuisine of New Orleans at a great value.” Participating restaurants offer special twoand three-course lunch menus for $25 or less and three-course dinner and brunch menus for $45 or less. The price caps are slightly higher than last year, at $22 for lunch and $40 for dinner and brunch, allowing restaurants to keep their quality offerings in the current economic climate. More than 75 restaurants are involved this year, an increase of about 40% from 2020, but still lower than pre-pandemic numbers. New Orleans & Company, a 1,100member destination marketing organization, is encouraging more restaurants to join

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IN THE BIZ SP ORTS

The Sky is Not Falling Saints will hover around .500, but late season push will send team to playoffs BY C HR I S PR ICE

BIZ NEW ORLEANS

AUGUST 2021

I L L U ST R AT I O N B Y T O N Y H E A L E Y

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. Price also authors the Friday Sports Column at BizNewOrleans.com.

per game, returns. The defensive line is READ THE NATIONAL SPORTS MEDIA AND IT expected to be anchored by DEs Cameron seems like the Chicken Littles think the Jordan and Marcus Davenport and DTs Superdome’s roof is falling. Shy Tuttle, Malcolm Roach, and David Sure, Drew Brees, the greatest player in Onyemata. Demario Davis will remain as franchise history, retired after 15 years as weak side linebacker, with Zack Baun on the Saints’ field general. the strong side and rookie Pete Werner in Sure, there are questions about whether the middle and on two-LB packages. Plus, Jameis Winston or Taysom Hill will be under center when they take the field again. Kwon Alexander, who took New Orleans’ defense to another level last season, could Sure, New Orleans had to shed more be re-signed. The secondary will feature than $100 million in salary commitments Ss Malcolm Jenkins and Marcus Williams to get under the NFL’s $188.4 million and CBs Marshon Lattimore and C.J. salary cap for the 2021 season, meaning they lost veteran leadership including WR Gardner-Johnson, with Patrick Robinson, Emmanuel Sanders, TE Jared Cook, LB P.J. Williams, and rookie Paulson Adebo in Kwon Alexander, CB Janoris Jenkins, DT the rotation. There are a lot of factors that go into a Sheldon Rankins, DE Trey Hendrickson, successful NFL season. The Saints’ goals and P Thomas Morstead. may not be what they’ve been in recent Sure, they may have reached with some of this year’s draft picks, who are being years. Right now, instead of anticipating questioned as to whether they will imme- a No. 1 playoff seed, home-field advantage, and a bye, the team may be looking at diately help the team win. winning enough games to qualify as a wild Sure, Tom Brady and the division rival card. With a new 17-game schedule in 2021 Tampa Bay Buccaneers are reigning Super and a very early, Week 6 Bye, Bowl champions who just the Saints will have to close happen to be bringing back every the season with 12 straight one of their starting players. games, five of which are in The Saints have won the MARK the division. That’s a tough NFC South four straight YOUR challenge. seasons, but winning their fifth CALENDAR I think the 2021 season will — especially after the roster be grinding for the Saints overhaul they ’ve seen this New Orleans Saints and their fans. I predict the offseason and the competition kickoff their first team will hover around .500 they’ll face — will prove chal- game against the through Week 15 and close the lenging. But don’t disregard the Green Bay Packers on Sunday, Sept. season with a three-game win Black & Gold just yet. There are 12, at 3:25 p.m. streak to finish 10-7 overall still plenty of reasons to believe: and second in the NFC South head coach Sean Payton, defenwith a 4-2 division record. sive coordinator Dennis Allen, and offensive coordinator Pete Carmichael That would put them on rather solid footing for a wild card berth and fifthare still in place; the vast majority of last straight return the postseason. From there, year’s starters are returning; and a change at QB could spark an offensive renaissance. anything can happen, maybe even another trip to the Super Bowl. n While I think Winston will be the Saints starting quarterback, there will be a strong supporting cast to make the transition easier no matter who lines up under center for the Saints. The offense still features RBs Alvin Kamara and Latavius Murray; Rs Michael Thomas, Tre’Quan Smith, and Marquez Callaway; and TE Adam Trautman, and they’ll operate behind one of the best offensive lines in the NFL with LT Terron Armstead, LG Andrus Peat, C Erik McCoy, RG Cesar Ruiz, and RT Ryan Ramczyk. While a number of players have moved on, the core of the defense, which was Top-5 in the league in points, total yards, passing yards, and rushing yards allowed

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IN THE BIZ EN T REPRENEUR

Introducing Go.Be. Celebrating its 20th year, Good Work Network is changing more than its name. BY KEI T H TWITCHE LL

BIZ NEW ORLEANS

AUGUST 2021

I L L U ST R AT I O N B Y T O N Y H E A L E Y

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 macro-business levels.

always to establish that storefront. Now, a CHANGING THE NAME OF ANY ENTERPRISE lot of folks are not going in that direction, is always a major inflection point. For the former Good Work Network, switching and will continue as caterers and food deliverers.” monikers to Go.Be. resulted from an She also noted that, while various unusual confluence of opportunity, accigovernment programs helped many busident and a major milestone. nesses survive the pandemic, her clients This year the organization celebrates 20 years as an entrepreneurial support did not benefit as much. Some, she said, nonprofit. Go.Be operates at the inter- were reluctant to take on debt in uncertain times. Smaller businesses with few section of minority- and women-owned employees saw few benefits from the PPP businesses with between $150,000 and program, with its focus on supporting $1 million in annual revenues, and has payrolls. Underlying all this, minority assisted some 6,000 clients. “We are really focused on helping and women-owned businesses always face greater challenges with access to the minority entrepreneurs go beyond banking system, through which many of survival to success,” said Executive the aid programs were administered. Director Hermione Malone, who noted As a reflection of the new circumstances, that three years out, the failure rate as well as Go.Be.’s refocused mission, the for these types of businesses increases organization has just launched a new appreciably. While the name change is timely as “Elevate Fund” of targeted small grants. “Our work is like air traffic control, said an anniversary marker, it arose out of Malone. “We see the big picture and we conversations about simply changing the organization’s messaging. This, in turn, know what businesses need, but just like they can’t do it all, we can’t do it all.” was prompted by receipt of a federal The program helps entrepreneurs grant that enabled the group to expand its work statewide, which led the nonprofit discover what specific business needs to conduct focus groups to help flesh out they have, then connects them with expert resources to help meet those needs. The what that work would look like. “During these stakeholder conversa- grants reach up to $4,000; more informations, questions came up about the name,” tion can be found at www.gobe.org. Meanwhile, the organization continues recalled Malone. “We realized that we had its own process of establishing its new an opportunity to better reflect how our name and brand. work has changed.” “We are still doing that delicate dance One key component of the organizawhere you still need to reference Good tion’s new direction is the individualized approach Go.Be. takes with each of its Work Network,” Malone said. “Fortunately, this is a little easier with a smaller clients. organization.” “We are meeting people where they are The new name reflects more aggressive, and customizing the resources we bring to them,” explained Malone. “They tell us dynamic approach to serving its clientele; applying these same principles to its own where they need support.” Sometimes, Malone said, the biggest transition will assure Go.Be. of at least 20 challenge is getting clients to accept more years of success. n assistance. “So many entrepreneurs’ brains are wired to go it alone,” she said. “But someone who is all over digital marketing may need help with accounting or human resources.” Go.Be.’s name and focus change also coincide with the many changes in the business landscape wrought by the pandemic. Malone questions whether the traditional brick and mortar, location-based model will come back. “We have clients that began making and delivering food but had no actual storefront,” she said, “but their goal was

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TO ADVERTISE CAITLIN SISTRUNK

(504) 830-7252 Caitlin@BizNewOrleans.com

WHAT’S NEXT IN 32

BIZ NEW ORLEANS

AUGUST 2021

SEPTEMBER EDITORIAL

Q+A

PROFILES

Proud New Orleans Chamber Member PERSPECTIVES

Banking & Finance Healthcare Real Estate & Construction

OCTOBER EDITORIAL

Real Estate and Economic Forecast: Top Influencers PROFILES

Louisiana Leading Lawyers WRITE-UP SECTION

Senior Solutions PERSPECTIVES

Education Healthcare Law

NOVEMBER EDITORIAL

Family Business Issue PROFILES

The Family Business PERSPECTIVES

Banking & Finance Insurance Maritime & Ports

Perspectives HOT TOPICS IN SOUTHE AST LOUISIANA INDUSTRIES

DINING+ENTERTAINMENT What did you learn from the pandemic? What changes have you made moving forward?

REAL ESTATE+CONSTRUCTION New Orleans construction industry professionals speak out on price increases, delays

HEALTHCARE What are the most indemand procedures/services you’re seeing right now?

GUEST If you want to attract and retain talent, you’ve got to adapt

PERSPECTIVES DINING+EN T ERTAINMEN T

Chuck Credo IV

John Blancher

Kyle Brechtel

Owner WCA Entertainment and Media

Owner Rock ‘n’ Bowl, Ye Olde College Inn

President and CEO Brechtel Hospitality

While we’ve always prided ourselves on the diversity of our clients in the national events industry, COVID-19 proved that broadening our scope was necessary. Since the lockdown, WCA has added a multimedia production studio, which has allowed our clients a platform for worldwide broadcast to millions of viewers. We’ve also expanded our influence into film production/casting, sports management/ marketing, and political campaign consultation and are opening offices in Florida, Texas and Nashville.

Our team had been battledtested during Katrina and we drew heavily from that experience. The frustrating part of the pandemic that differed from Katrina was that during Katrina, the government did not get in the way and obstruct our work ethic. For that reason, we felt the pandemic was worse to negotiate. Moving forward, we realize how crucial our team members are in managing the business landscape. We have been blessed with good people and are committed to having them prosper as we emerge from the political lockdown.

We have relied on what got us through prior existential threats, resilient entrepreneurship. The biggest lesson we (re) learned was when faced with seemingly insurmountable challenges, roll up your sleeves and meet them head-on. It helps when you are part of an amazing team! We also benefitted from diversified concepts and locations. While most of our business relies on events and tourism, the revenue at our neighborhood spots recovered more quickly. Moving forward, we plan to further diversify our concepts and locations.

Ti Adelaide Martin

Greg Hoffman

Co-Proprietor Commander’s Palace

CAO, CFO New Orleans Steamboat Company Gray Line Tours

J. Stephen Perry President / CEO New Orleans & Company We instantly shifted approaches on how we serviced and connected with clients from a predominantly sales approach to one of a business consultant and crisis comprehensive solutions orientation. We focused on leading the nation in safety solutions, safe reopening processes and procedures, uniting state and local government approaches and launching a best-in-class information communications programs for both customers and members. We also pivoted to driving local business to restaurants and attractions under tough restrictions.

BIZ NEW ORLEANS

What did you learn from the pandemic? What changes have you made moving forward?

AUGUST 2021

This was the hardest year our industry has had. We didn’t know we had the capacity to do many things, including shipping food nationwide via Goldbelly and starting a virtual conference business. It started as a virtual wine and cheese Zoom “party” that also became a way for people to gather, connect and have some fun when they can’t do in-person gatherings. We are still doing this for all manner of businesses now. The only constant is change. Keep trying things. Maybe you’ll find out, like we did, that the public wants turtle soup shipped to them all over the country!

Ongoing communications with our senior personnel via video conferencing brought people together from all departments and led to a greater appreciation of one another on a more personal level. Our accounting staff was invaluable in securing various funding sources that allowed us to survive. We will work with a leaner work force going forward and will be more selective in hiring and more focused on training and counseling employees. Major lesson learned: Question everything!

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PERSPECTIVES RE A L ES TAT E+C ONS T RUCTION

Supply Chain Pain New Orleans construction industry professionals speak out on price increases, delays BY R I C H CO LLINS

PANDEMIC-INDUCED SUPPLY CHAIN SNAGS

are affecting every aspect of the construction industry as manufacturers worldwide attempt to rev up production and transportation of goods. In New Orleans, real estate and construction pros are getting creative to deal with unwelcome price increases and delays. Jordan G urren Rose, owner and co-founder of GoodWood NOLA, is an example of someone who’s had to become a procurement pro in this unprecedented era. Founded in 2014, GoodWood is a specialty contractor that provides architectural fabrication and custom furniture for restaurants, retail stores, salons, homes and other spaces. The company has created custom wood and metal fixtures for local businesses including District Donuts, Rubensteins and the Hotel Saint Vincent. At this stage of the pandemic, GoodWood’s 15 employees are busier than ever, but Rose said he has to be more flexible than ever about the materials he uses due to supply chain woes. “The biggest problem that we’re having is that it is really difficult to get some of the stuff that has been relatively easy to source in the past,” he said. “I can work with an increase in price, but if I just can’t get the material at all, then I can’t do my projects, and that’s been the most frustrating thing.” Although Rose said specialty hardwood prices haven’t jumped very much, the cost of construction-grade lumber hit historic highs earlier this summer before starting to come down. Aluminum and brass costs have also risen steeply over the last six to eight months, and certain plywoods are hard or impossible to get. Rose said a type of highquality Baltic birch plywood he orders from Europe is unavailable until next year. “It’s just the best and the flattest,” he said of the wood. “It’s got 11 layers of lamination compared to the typical Home Depot stuff, which has about five,

BIZ NEW ORLEANS

AUGUST 2021

Soon, the biggest problem became window manufacturers. Window packages that previously took three weeks climbed to four months. Problems seem to have arisen from both a shortage of labor and of component parts. Michael J. Bell, Architect

so it’s really high quality and we use it for the interiors of a lot of cabinets. It’s completely out of stock so we’ve had to get the closest thing we can find.” Rose is one voice in a vast chorus of construction pros singing the supply chain blues. Another example is AOS Interior Environments President Shelby Russ, who said pricing and availability for many of the commodities he deals with are incredibly fluid coming out of the pandemic. “Increased demand for construction materials, limited product inventory and supply chain disruptions are all driving up construction costs and resulting in longer lead times for obtaining materials,” said Russ. “We are receiving notifications from our manufacturers almost daily, announcing significant price increases that are being cited as a ‘force majeure.’” AOS is a massive FF&E (furniture, fixtures and equipment) contractor in

Louisiana and Mississippi, so Russ said he is able to maximize the company’s “procurement leverage advantage” with manufacturers and suppliers as much as possible. However, he said it’s important for clients to understand that ultimately this problem is out of the manufacturers’ control as well. “Most suppliers have absorbed as much of the brunt of the logistical costs as they can and are now being forced to pass on those costs to consumers or fold,” he said. Ryan Mayer, owner of Mayer Building Company, a commercial general contractor, said he’s experienced issues with almost all construction and assembly parts. “Unfortunately, while we monitor the news and take the pulse of the great subcontractors with whom we work, it’s hard to see the next domino that will fall. Resin shortages beget paint supply issues and manufacturing issues are slowing down ‘built’ or ‘fabricated’ parts like doors and appliances. Today I heard the largest gypsum supplier

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in New Orleans does not have any gypsum board to sell right now.” Architect Michael J. Bell said supply chain problems have affected many of his residential projects. Appliances, in particular, were the first thing to run behind schedule. “Soon, the biggest problem became w i n d ow m a n u f a c t u r ers ,” h e sa i d . “Window packages that previously took three weeks climbed to four months. Problems seem to have arisen from both a shortage of labor and of component parts.” Bell, who has designed homes all over Greater New Orleans, said that although he’s always on the lookout for alternative materials, there are “some quality materials for which we can’t recommend a good substitute.” “In the custom home arena, most owners want to wait for what they want and are not so willing to compromise,” he said. “We find that owners are proceeding with their projects, although they are more patient than usual, since they know that time is likely on their side as to construction costs.” GoodWood’s Rose agrees. “Residential clients are more inclined to delay a project because there’s not a due date on getting money coming in unless they’re flipping their house,” he said. “It’s a dining table, right? It’s worth waiting an extra month to get exactly what they want. Whereas, on the commercial projects, those deadlines are deadlines and there’s no room for delays. So, it is then a matter of finding an acceptable substitute that is of the same quality, but you can actually get in time. It kind of is what it is.” TALKING IT THROUGH

During these stressful times, it ’s important for companies to have clear communication with vendors and clients. Ra chel Por ta Ther iot with JAT Construction — a specialist in historic renovation, commercial construction and new home construction — came up with a clever solution to explain price increases to customers. “When you get a framing package for a big camelback addition, there’s been a 200% or 300% increase in cost,” said Theriot, who helps run the company founded by her husband, Brent. “We have to have a long, hard conversation with clients, saying, ‘Hey, you do realize that lumber prices are not where they were just six months ago?’ To help make the case, Theriot asked one of her lumber suppliers to give her a letter explaining the situation.

BIZ NEW ORLEANS

AUGUST 2021

Russ said clients also need to prepare for extended timelines and consider alternatives. “Transportation issues and a scarcity of shipping containers are contributing to longer lead times, with many forms of transportation experiencing delays (some intermittently), including ocean freight, air freight, trucking and rail,” he said. “We are advising clients who cannot absorb extensive lead times in their projects to focus selections on quick-ship offerings and products manufactured domestically for the time being.”

“We don’t want our clients to think that we’re trying to capitalize on COVID-19 because that’s not the case,” she said. “We try to hold off on raising prices, but with this one particular client, we said we can’t continue to absorb this; the client was very understanding [when they] saw the letter: ‘OK, well, tell me how much more I’m gonna have to shell out.’ So, of course, here I am as the accountant praying the Rosary that everything’s gonna be OK and, luckily, it was. But that’s not always going to be the case. Who knows how many other general contractors out there have gotten into trouble during this whole thing?”

RETURN TO NORMAL?

BIG PLANS

For homeowners or businesses looking to renovate or build, Russ with AOS said the current climate makes it critical to build a trusted team from the beginning. “More than ever before, it is essential to engage a qualified FF&E project manager early who can provide specific advice based on market conditions for your needs,” he said. “Industry expertise with respect to budgeting, scheduling, procurement strategies, suppliers and effective design scope has gone from added value to critical need.” Rose agrees. “Come up with a plan and implement it early and order your things before you think you need them because they will get delayed,” he said. “That’s what we’ve seen.”

I can work with an increase in price, but if I just can’t get the material at all then I can’t do my projects, and that’s been the most frustrating thing. Jordan Gurren Rose, owner and co-founder of GoodWood NOLA

Bell believes that supply chain issues will start to sort themselves out by the fourth quarter of this year. “To some extent, prices have likely permanently risen, although some key prices like lumber should continue to drop from the highs they reached,” he said. “We recommend that [clients] move forward with design so that they are teed up to move forward with construction as conditions become more favorable.” Mayer believes things may take a bit longer. “The money is leveling out on lumber,” he said. “If that’s any kind of an indicator on supply chain issues, my guess is we will gnaw our way through it for another year or so.” n

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PERSPECTIVES HE A LT HC A RE

What are the most in-demand procedures/services you’re seeing right now?

BIZ NEW ORLEANS

AUGUST 2021

Dr. Kyle Coleman, M.D.

Dr. Kelly Burkenstock

Co-owner Etre Cosmetic Dermatology and Laser Center

Owner Dr. Kelly Burkenstock’s Skin Body Health

In the last few months, we have seen increased demand for body contouring and cellulite procedures. As people are making plans for vacations, there has been a significant uptick in consultations for both non-invasive and minimally invasive procedures. With summer on patients’ minds, new non-invasive options for reducing fat, like the EvolveTM procedure, and are increasingly popular because there is no downtime or restrictions on activities like exercise and swimming.

We are seeing a total body rejuvenation revival. Clients are joining our DNA Weight loss program in record numbers. Both men and women are enrolling in our hormone replacement therapy and, not surprisingly, men and women are getting Brotox, Botox, and complexion renewals since we are socializing and networking in our communities again. The plasma pen has become even more popular as it delivers wrinkle repair, improved elasticity and skin tightening without plastic surgery.

Brittani Naccari Farrell FNP-C

Michael H. Moses, MD, FACS

Family Nurse Practioner Saintly Skin Medspa

Board Certified Plastic Surgeon

Currently we have two very sought-after procedures at Saintly Skin. PDO Thread Lifting — also known as the non-surgical lower face lift — is a procedure that naturally lifts the skin and causes it to produce its own collagen. The other is the use of platelet rich plasma (PRP) therapy. This can be used as an add-on to our microneedling radiofrequency treatment or used with our PRP Saintly Skin facial. PRP can also be combined with under-eye filler for optimal results. These procedures tend to take a more natural approach to anti-aging.

Our plastic surgery practice has been busier than ever. From talking with patients, I think many people had a conscious or subconscious fear that the world was drastically changing or that they might not survive the pandemic. Now that we’ve come out on the other side, we’re seeing patients who are ready to “seize the day” because one never knows what the future holds. We are especially seeing lots of elective surgeries like facelifts, eyelid and breast lifts that patients had always wanted but had just been putting off.

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PERSPECTIVES GUES T

It’s A Worker’s Market Now And if you want to attract and retain talent, you’ve got to adapt BY T E R E SA L AWR E NCE

AS WE WIND DOWN AFTER A WHIRLWIND

year and a half, employers of all sizes are trying to keep their employees engaged and active while attracting and retaining new talent. The question still remains…what do employees really want from their employers, and do employers understand that the tables have turned? THE LAW OF SUPPLY AND DEMAND

Across industries, hourly and salaried workers find themselves in an unfamiliar position because of the COVID-19 pandemic — and it is one of increasing power. As with many things in business, it comes down to simple supply and demand: There are just not enough workers to fill all of the available positions. Therefore, workers can now be more selective in their place of employment and demand better treatment from their employers as their perceived value rises. In today’s labor market, stiff competition is pushing employers to pay much higher than hourly wages, as well as offer fringe benefits such as health insurance, retirement plans, paid time off and sign-on bonuses. Employers are even offering a few extra hundred dollars to entice candidates to offset the new state programs that have made it easier for employees to stay off the job market. But is that enough? Today employees want it all. Employee expectations extend well beyond compensation. Regardles of industry, statistics show that only 29% of Gen. Z indicated competitive salary and benefits were key to their engagement, compared to nearly half (49%) of those over 55. EMPLOYERS NEED TO KNOW THEIR AUDIENCE.

Looking to the future, employee demands appear to be as diverse as the individuals themselves. When asked what employers should offer to engage employees, workers placed work-life balance and career advancement opportunities at the top

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AUGUST 2021

of their list of priorities, followed by compensation and benefits with employer ethics and values following close behind. Another priority for workers was the availability of continuous learning opportunities and organizational stability. Work location flexibility has become the top reason people have changed jobs, with a desire to find more purposeful and meaningful work following close behind. About one in four applicants desire better benefits and support for their wellbeing. Importance was placed on childcare benefits, mental health programs and health classes. HERE’S THE KEY

Teresa Lawrence is the owner and president of Delta Personnel. Founded in 1968, Delta Personnel is the largest staffing company in New Orleans. Lawrence also currently serves on WBEC South’s board of directors as regional director for New Orleans, as well as on the Jefferson Economic Development Board, Hispanic Chamber of Commerce and Jefferson Parish Workforce Development Council.

I truly believe that the key to successfully hiring in 2021 comes down to communication. I suggest building a dialogue and offering transparency into the decision-making process. By doing so, companies will have a stronger chance to build deeper, more meaningful relationships with their employees. Ask questions like: Why are you considering working here? What is important to you? And then really listen. This will allow you to invest more in the initiatives your employees really want, as well as boost employee engagement and loyalty for the long term. I always encourage our candidates to be their own advocate during an interview. I advise them that they cannot expect an employer to know what is important to them if you do not tell them, so they need to be transparent and communicate their career goals clearly.

A COUPLE OF SUGGESTIONS FOR EMPLOYERS: 1 . Proactively engage with employees

to better understand what is really important to them and their careers. Employees are more likely to be their authentic selves and open up when employers have created a culture of belonging. Employees have options, and as such they will gravitate toward employers who are listening and acting upon them. Make them feel they are a part of the process. 2. Foster a culture of perpetual learning that rewards continual skills growth. Most employees want to succeed and grow. Employers can either create learning cultures to nurture the skills and talents of their people or wait for the exit interview to find out which of their competitors are. Be proactive in your approach. They are now your employees — do not give them a chance to continue their search for employment. Keep in mind that other employers are looking at your employees as well. 3 . Do not take p eople for granted. COVID-19 reminded us how fragile life is. Everyone has been through a lot in the past year. Employers must demonstrate empathy and care for their employees holistically by considering their physical, mental and financial wellbeing. Focus on providing employees with a psychologically safe environment in which they will thrive and bring a broad perspective, and unique ideas, into a safe place where they feel respected and heard. n

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STRET FROM THE RED ZONE TO

TCH FORMER SAINTS QUARTERBACK DREW BREES DISCUSSES HIS LATEST VENTURE, HOW HE CHOOSES TO INVEST IN BUSINESSES, AND HOW HE’S STAYING INVOLVED IN THE BUSINESS OF FOOTBALL.

BY CHRIS PRICE PORTRAIT BY ROMERO & ROMERO

rew Brees was a National Football League anomaly. At just 6 feet tall and 209 pounds, he was well smaller than the prototypical NFL quarterback’s height and weight — 6 feet, 4 inches, 225 pounds. Add in a perceived lack of arm strength and several injuries that were once considered career-ending – including a torn knee ligament in high school; a torn labrum and twice damaged rotator cuff in his throwing shoulder; a torn ligament in the thumb of his throwing hand; a torn fascia in his foot; 11 broken ribs and a punctured lung — and it’s astonishing to think that he not only played 20 NFL seasons, but is considered one of the greatest to ever play the game and is roundly expected to be a firstballot Hall of Fame inductee when he becomes eligible in five years. Stretching, Brees says, helped him remain healthy, reduce injuries and recovery time, and lengthen his playing career to two decades. Those same benefits, he says, can be applied not just to professional athletes, but those looking to improve their performance, recover from an injury, or simply feel better. And he’s putting his money where his mouth is. Now, “retired” at 42, Brees has partnered with two friends from his days at Purdue University (Jason Loerzel and Ben Smith)to bring a new venture to New Orleans — a national franchise called Stretch Zone, a fitness concept aimed at helping people gain or maintain their body’s range of motion and flexibility through a patented, practitioner-assisted stretching program. The first New Orleans store opened June 14 in Uptown, a Metairie location is planned for this month, and leases are being negotiated for further local expansion.

STRETCH ZONE

Stretch Zone was founded in 2004, but its roots date back to 1999. Founder Jorden Gold’s grandfather lost much of his mobility due to diabetes, but he set a goal to dance at a family wedding. Gold used his healthcare background to develop a practitioner-assisted, strap-based stretching method to help his grandfather get out of his wheelchair and celebrate on the dancefloor. Recognizing the quality-of-life impact and number of those facing mobility issues, Gold began developing a proprietary table-based strapping system that positions, stabilizes, and targets muscles to achieve a deeper, more advanced stretch than one can get on their own. He soon began working with professional athletes and NFL and NBA teams to help players

increase and maintain range of motion, enhance athletic performance, and relieve muscle and joint stiffness and soreness. Realizing he could expand on his concept, he opened the first Stretch Zone corporate store in Fort Lauderdale, Florida, in March 2015 and formed Stretch Zone Franchising later that year. Gold says Stretch Zone’s certified-practitioner-assisted stretching differs from traditional stretching methods by utilizing the nervous and muscular systems to increase an individual’s active range of motion. “We’re in the business of reeducating the muscle reflex, allowing you to move easier,” he said. “This re-education of the associated muscle reflex lends to movement becoming more efficient and effortless in all ranges and planes of motion.” Stretch Zone President and CEO Tony Zaccario said each session provides a tailored experience based on the consumer’s needs. “We design programs that are unique to the person so they can achieve whatever goals they might have,” Zaccario said. “Sometimes it’s

BIZ NEW ORLEANS

AUGUST 2021

playing a full round of golf without back pain and for others, it’s really just sleeping through the night.” Brees discovered Stretch Zone while in San Diego last offseason. He accepted their offer of a free 30-minute session, immediately felt the benefits, and began exploring their business model. Learning the company was looking to expand, he joined as a franchisee, board member and brand ambassador, and, together with Loerzel and Smith, is in plans to open stretching studios in New Orleans, Southern California, and across the Midwest. “This was the stretching methodology that I used during the latter part of my career to supplement what I was doing on the training side,” Brees said. “Typically, I would train, and then I would go get stretched. At the end of training your muscles contract and stretching really lengthens you out. I felt like there was a huge benefit. It really helps me maximize my workout. “It’s probably one of the most important parts of your training regimen that goes unnoticed and unattended to,” he said. “Power is

strength plus mobility. If you’re really strong, but you’re not flexible, you’re really not able to generate a lot of power. But if you’re strong and you have flexibility to go along with that, that equates to power. So, for me, especially as I was getting older and I had to work harder to maintain my body and to take care of myself, what it became about was, ‘How can I maximize my power to play the game right?’ You look for every edge possible. And this was a great part of my training regime, especially as I got older.”

DEMOGRAPHICS

Brees says Stretch Zone can benefit many individuals. “We are a complement to any fitness regimen you want to try to maintain,” he said. “It’s designed to fit the needs of whomever — male, female — no matter your age or what you’re trying to accomplish. Bottom line is there’s something for everyone. Whether you’re an athlete, a weekend warrior, somebody who’s just getting a

JASON LOERZEL AND DREW BREES, CO-OWNERS OF STRETCH ZONE FRANCHISES IN LOUISIANA

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AT A GLANCE

126 27

LOCATIONS IN

STATES

INITIAL FRANCHISE FEE

$39,500 TOTAL INVESTMENT

$94,883 - $195,109 WORKING CAPITAL

$10,000 - $20,000

6.0% ROYALTY FEE

SOURCE: FRANCHISEGRADE.COM 48

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AUGUST 2021

little bit older and because of the aging process has some aches and pains, maybe some injuries, and lost mobility or range of motion or the ability to do some of the things they love to do. This can get it back.” One of the main benefits of utilizing Stretch Zone, Brees says, is that the practitioner conducts the stretching session. “I mean, there’s times where people just say, ‘Gosh, I don’t feel like working out today.’ Right? ‘But I want to feel active. I want to feel like I did something good for my body,’ and this is a great way to accomplish that. You get to lie on the table, they do all the work, and you get up feeling great.”

BREES IN BUSINESS

With a solid reputation for being as good a person off the field as a player on it, companies have naturally flocked to Brees to invest in and/or be a spokesman for their brands. While the affable QB was gathering stats on the field, he used his degree in industrial management, along with the millions of dollars he made as a player, to build a diversified business portfolio. Brees currently owns several Jimmy John’s sandwich shops and is a partner in Walk-On’s Bistreaux & Bar, Happy’s Irish Pub, and fast-food burger restaurant Smalls Sliders. He has an equity stake in Title

Boxing Club and food delivery service Waitr. Additionally, he has served as spokesman or appeared in commercials for AdvoCare International, Nike, Microsoft, PepsiCo, Procter & Gamble, Verizon and Wrangler Jeans. Earlier this year, he joined the board of directors for Baton Rouge-based b1Bank and its parent company, Business First Bancshares, which has 43 locations across Louisiana and Texas, with local branches in Metairie and Covington. In July, he partnered with online sportsbook PointsBet and will serve as a brand ambassador starring in advertisements, hosting watch parties, and helping with promotions. Stretch Zone has 126 locations in 27 states and is hoping to eclipse 200 studios by the end of the year. Bringing on a guy with Brees’ recognizability has been “huge for the brand” as they expand, Zaccario said. “First and foremost, his character just surpasses everything we could imagine,” he said. “His core values obviously align with that of the company’s and what we’re trying to do. He has a strong business acumen. He has a heavy franchise background and wants to get down to the unit level. He brings all that to the table with him as a franchise partner, board member, and, obviously, brand ambassador. “We’re tracking well; Q3, Q4 is sizing up nicely. Now that COVID-19 is going into the rear-view mirror, a lot of municipalities that

maybe were tied up in certain markets are getting much easier to get back into now.” Loerzel said the New Orleans store has been booming since it opened June 14. “We’re about three weeks booked out now, and we’re trying to hire more people, good, qualified candidates to be trained and to provide this service,” he said, noting that employees receive training on Stretch Zone techniques. “We’re trying to open up our Metairie store in August. The construction is moving just fine, but it all depends on how the hiring situation goes. We’re also actively working on other locations, but the leases are not final just yet.”

CHOOSING TO INVEST

When looking at business opportunities, Brees says he tends to gravitate toward businesses that have already made it through the difficult part of getting started and making the mistakes that come with starting new ventures. “I’ve always loved franchising,” Brees said. “I feel like you’re taking an established business model, and you’re providing someone with the opportunity to own their own business. It’s hard to own your own business, to come up with your own idea and your own set of systems and processes. That’s a really difficult thing to do. Franchising, especially

WE ARE A COMPLIMENT TO ANY FITNESS REGIMEN YOU WANT TO TRY TO MAINTAIN. IT’S DESIGNED TO FIT THE NEEDS OF WHOMEVER – MALE, FEMALE – NO MATTER YOUR AGE OR WHAT YOU’RE TRYING TO ACCOMPLISH. BOTTOM LINE IS THERE’S SOMETHING FOR EVERYONE. DREW BREES

when you find a good one, provides a great support system and processes that put you in a position to succeed.” Before handing over money, he says he looks for key components in a business investment. “I want to see great leadership,” he said. “I want to see great unit economics. Obviously, there is the balance between the cost of opening up a store, your ability to be profitable, your ability to hire and train and give people opportunities to succeed within the framework of your business. And, finally, I want something that I think feels authentic, has a great concept and a great methodology.” Additionally, he seems to lean on the familiar. He has gone into multiple partnerships with Walk-On’s founder Brandon Landry, and Stretch Zone is only the latest of multiple investments he has with former Purdue teammates. He played college football with Carl Buergler, Jimmy John’s director of operations. “Ben and I have known Drew since our first days at Purdue,” Loerzel said. “We always had an idea in our minds that we wanted to kind of jump into some things together. I found this company, brought it to Drew and Ben, and we decided it was a great thing to jump into. Drew said, ‘All right, I’m going to show you all the franchising world. This is how it works. This is what we do. So, he’s showing us the ropes, and we’re learning on our feet.”

PRIMETIME PLAY CALLING

While Brees has hung up his helmet and shoulder pads, he’s not walking away from football completely. On Saturdays this fall he will be in the broadcast booth as color analyst for NBC’s national broadcast of Notre Dame football games. On Sundays, he’ll be an analyst on NBC’s “Football Night in America.” “I’ll be calling Notre Dame games with Mike Tirico and then will be in-studio on Sundays doing the pregame and halftime show alongside Mike and Tony Dungy,” he said. “It’s an opportunity to work with one of the best groups in the business and stay very closely connected to the game. I’ll have a little bit of a learning curve, but it’s the opportunity to basically play the game from the broadcast booth, talk about it, anticipate what’s to come, and try to create a great experience for the fan that’s a lot of fun and where they feel like they’re learning a lot.” n

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Hotels have always been designed to appeal to visitors, but in this pandemic era New Orleans’ new kids on the block are thinking local.

A TA L E O F F I V E H OT E LS BY K EI TH TW I TC H ELL

P HOTO MATT HAR R INGTON

THE FRENCHMEN

ANTICIPATED FOR FOURTH QUARTER 2021

hile New Orleans has its share of major chain hotel operations with cookie-cutter rooms and standard amenities, the city has always offered much more in the way of accommodations. Options have ranged from French Quarter treasures like the Monteleone and Royal Sonesta to little hotels and B&Bs tucked away in unlikely corners all over town. A next generation of properties is taking this diversity to a new level — with the added twist that they are all eager to welcome locals as well as visitors through their doors, and to help visitors feel as much like locals as possible. Part of this focus on locals is based on post-pandemic uncertainties. While pent-up demand has reinvigorated the travel industry, no one is sure when it will eventually level off. Many analysts anticipate that business travel in particular may not return to pre-COVID levels. However, these are not the only driving factors behind the new approaches to attracting customers. “People are traveling differently,” said Robert LeBlanc, owner of The Chloe on St. Charles Avenue, which opened Oct. 28, 2020. “Many are looking for a unique local experience where they stay.” With 14 guest rooms, The Chloe is at the opposite end of the spectrum from the Four Seasons, which opened 341 rooms in stages in the former World Trade Center in July. Yet, according to Four Seasons New Orleans General Manager Mali Carow, this property is also aiming for “a very residential feel. Every month we want to be thinking of a new way to embrace the New Orleans culture, have fun with it and share it with our guests.”

his notion of becoming a part of the New Orleans scene, and appealing strongly to residents, is perhaps most on display at The Frenchmen, opening in fourth quarter 2021 just off Esplanade Avenue on Frenchmen Street. As owner Robert Thompson noted, “Frenchmen is such a rollicking, iconic street. People understand this location and what it means. We want to offer a modestly elevated experience from what’s available on Frenchmen Street right now, to dial it up some without blowing the ceiling off it.” To this end, The Frenchmen is focusing considerable effort on upgrading the two bars in the building along with the 27 guest rooms. The street-level bar will offer live music featuring local performers, while the mezzanine bar, which is open to the stars, will offer “innovative beverages and extremely warm and welcoming service,” in Thompson’s words. Thompson’s long-term vision is to find similar properties in other New Orleans locations and employ a similar strategy of appealing to both visitors and locals, blending the city’s inherent history and charm with new technologies and sensibilities. “When you come into our facility, we want you to feel like you are walking back in time and into the future,” he said.

Courtyard pool at The Frenchmen

A similar objective, albeit on a much larger scale, guided the renovation of the World Trade Center building. The landmark tower was built in 1968 for the 250th anniversary of New Orleans and is listed on the National Registry of Historic Places, yet it had deteriorated into a troubled property.

FOUR SEASONS NEW ORLEANS OPENED JULY 21, 2021

“P

eople in New Orleans are going to be delighted to see it brought back to life,” said Carow. “The building was built in the right way, its foundation, its structure and decorative moments. Now you will walk in and see the original green columns in the lobby and the other key elements that we preserved.” To the original upscale décor, Four Seasons has added details such as a massive chandelier to highlight the lobby bar. The chandelier includes thousands of pieces of hand-blown glass, crafted by artists brought over from the Czech Republic to help install it. The Four Seasons chain is at the luxury end of the hotel spectrum, and while Carow noted that each property is distinct, the New Orleans version will fit the overall template. The guest rooms will feature high-end furnishings, and many will include an expansive Mississippi River

(top) St. Vincent Hotel is the result of a $22.5 million renovation of what was known as the St. Vincent Infant Asylum on Magazine Street. (bottom) Four Seasons New Orleans includes many guest rooms boasting views of the Mississippi River.

view. Guests can arrange for a private performance at Preservation Hall or a private streetcar ride featuring narration by a local historian. The hotel’s restaurant partners will be Alon Shaya on the first floor and Donald Link on the fifth floor. Downstairs the experience will include a rose quartz bar and a classy, brassy feel. Upstairs, the restaurant will be next to the pool, with wide open river views. Yet attracting a local clientele remains a priority. “We have a global following of Four Seasons guests,” said Carow, who has been with the chain for 21 years and is working at her seventh hotel, “but our focus is on how do we entertain the New Orleans community. We want to be a part of celebrating the local community, through art, music, history and culture, and food and beverage.” Indeed, the only disappointment longtime New Orleanians may experience is that the legendary “Top of the Mart” rotating bar will not be making a comeback, as the machinery did not survive. The space will, however, be accessible via a separate entrance as an observation deck and event space. “We are really embracing New Orleans culture and people, their warmth and kindness and generosity,” Carow said. “There’s so much here for everyone to enjoy.”

ST. VINCENT HOTEL OPENED JUNE 22, 2021

kipping to a different part of town, and a different property size, the newly-opened St. Vincent Hotel offers 75 guest rooms on Magazine Street in the Lower Garden District. Located in an 1861 building that once housed the St. Vincent Infant Asylum, the exterior of the structure was left largely unchanged, while the interior went through a $22.5 million renovation. The project is a joint venture between Austin-based hospitality veterans Larry McGuire, Tom Moorman and Liz Lambert, along with locals Zach Kupperman and Jayson Seidman. The group was clear from the beginning that they wanted a property outside the usual tourist or busi-

P HOTO S BY: COURTESY THE F R ENC HM EN; SAINT VINC ENT, D O UG L A S F R I ED MAN; COURTESY FOUR SEASONS NEW ORLEANS

ness traveler zones. The intention was to create something both new to the city and distinctly New Orleans, again to appeal to both tourists and locals. “When you dig into New Orleans, you realize how much there is to draw from — Spanish, Italian, and French, to name a few cultural influences on design,” Lambert explained. “So, we began with classical Western European details and then put on a full overlay of Italian Modernism. “We started with an orphanage that was built during the Civil War, that had remained fairly untouched structurally since it was built,” she continued. “We approached the building in the spirit of restoration, with the additional intent of layering a new story on top of the historic structure. We wanted to create something grand and a little ‘debaucherous’.” To achieve this, emphasis was placed on creating inviting public spaces to complement the guest rooms, including a swimming pool, outdoor verandas, an event center and several bars. Two full-service restaurants grace the property and are very much intended to entice a local clientele. “Early on we knew we wanted to do a restaurant with coastal Italian food with a focus on Gulf seafood,” McGuire explained. “In the main dining room of San Lorenzo we put a layer of excitement on top of the classic architecture, with painted floors and murals, custom mohair couches and wild stone choices.” The second restaurant, the Elizabeth Street Café, is a French-Vietnamese-style café and bakery where guests and neighbors alike can grab a morning coffee and pastry. “My favorite hotels always seem to be properties that have been in a family for a long time and passed along to new generations, who in turn layer their own remodels and personal styles on top,” said McGuire. “Liz and I imagined that it was our turn, and we were going to go ’60s/’70s decadence over the beautiful base layer of New Orleans’ classic Garden District design.”

KIMPTON HOTEL FONTENOT OPENED MARCH 13, 2020

conversion of an entirely different nature is the Kimpton Hotel Fontenot, in the Central Business District at Poydras and Tchoupitoulas streets. A thorough reimagining of a former Staybridge Suites, the 202-room hotel’s name is inspired by Cajun music legend Canray Fontenot, and music is the underlying theme throughout the property, a move intended in part to draw that local crowd. “This is a luxury boutique property, a place where locals can come for a little

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getaway and a comfortable place for visitors to really experience New Orleans,” said General Manager Jesseca Malecki. “It’s upscale, yet genuine and warm.” Key amenities include complimentary bicycle use and in-room yoga mats. The hotel is also very pet-friendly, offering pet beds and treats for patrons’ furry friends. The Kimpton had the misfortune of opening on March 13, 2020, and promptly closed one week later. The property reopened in May 2020. Malecki described the hotel’s largest lounge, the Peacock, as “the jewel of the property. It’s a menagerie of prints and velvety couches, with specialty cocktails and great music.” Featuring favorite local performers, special programs such as “Flash Your Feathers Fridays” (where showing up in fancy headpieces earns you a free glass of champagne) and pop-ups with jewelry, cosmetics and crafts, Malecki estimated that crowds thus far have been 90% New Orleanians. Perhaps the ultimate indicator of the Kimpton’s commitment to the city’s culture, however, is its partnership with the Roots of Music, a nonprofit that supports young, aspiring musicians. During its grand opening, the Kimpton made a donation for every reservation, and is hiring program alumni as performers. Further expansion of the Kimpton will come on board next year, when renovation of a neighboring historic building will wrap up. This will add 33 guest rooms, meeting space, a full-service restaurant and a full-blown music club.

(facing page) Formerly a private residence, The Chloe now features 14 guest rooms. (top) An additional 33 guest rooms will be added next year — via a neighboring historic building —to the currently 202-room Kimpton Hotel Fontenot. (bottom) Virgin Hotels New Orleans is a new construction that seeks to capitalize on the popularity of the CBD.

VIRGIN HOTELS NEW ORLEANS OPENING AUGUST 2021

ot every new hotel is a renovation. Virgin Hotels New Orleans, at Baronne and Lafayette streets in the CBD, is adding another modern structure to a location already teeming with restaurants, shops and residences. “This is an up-and-coming area,” said General Manager Cody Betone, “which enables us to offer a real local experience. The Virgin Hotels trademark is offering great food, music, drink, art, and technology with a local flavor and local designers.” Betone described the property as “a lifestyle hotel. It provokes discovery, the opportunity to experience new things. We want to be a bit disruptive, a little outside people’s comfort zones.” Accomplishing this included partnering with the Contemporary Arts Center to bring art, music and other performances

P HOTO S BY: THE CHLOE, PAUL COSTELLO; KIM PTON HOTEL FONTENOT, C R IS M OLIN A ; CO URT ESY V I R G I N HOTELS NEW ORLEANS

to the hotel. In turn, Betone anticipates this will draw locals to the hotel. Another attraction is the rooftop area. It features a pool, air-conditioned lounge and some specialized programming. The primary restaurant, in partnership with chef Alex Harrell, further adds to the local flavor. Betone was proud of the local connections running through the Virgin. Staff and vendors are virtually all drawn from the region, and Betone himself is a native. Overall, the hotel seeks to epitomize the newest of New Orleans.

THE CHLOE

OPENED OCT. 28, 2020

eturning to where this exploration began, The Chloe stands out as the smallest of the new hotels and the only one adapted from a private residence. The original single-family mansion, built in 1891, is surprisingly visible within its new incarnation. This is intentional, as owner LeBlanc noted. “We opened to be a place oriented to New Orleans. I love Uptown, with its music clubs and restaurants. We want our guests to experience the neighborhood the way we do, to feel like it’s a very nice apartment in New Orleans, not a hotel.” Yet The Chloe focuses much of its marketing on New Orleanians. “We want people to think of this as a neighborhood bar and restaurant,” he added. The property does include some additions and upgrades from the original dwelling, such as the pool and pool bar. “We wanted to mix tradition with improvisation,” said LeBlanc. “Developing buildings like this is jazz through and through.”

A COMMON GOAL

istening to the stories behind, and visions for, these widely varying properties offers an interesting look at how clearly hoteliers in today’s New Orleans see a common path to success. In the words of Mark Romig, senior vice president for New Orleans & Company (the city’s tourism marketing entity), “These properties are the ‘front door’ to all the wondrous restaurants, activities, retail and special events that the visitor will experience. We are excited about the arrival of additional hotels to our community, as each will provide a unique and memorable stay for their guests.” Even more exciting, each is equally focused on adding to the “New Orleans experience” for the people who call the city, and the region, home. n

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From The Lens SOUTHE AST LOUISIANA BUSINESS IN FULL COLOR

WORKSPACES Fidelity Bank partners with Trapolin Peer Architects in restoration of circa-1800s Union Savings & Loan building that bridges the past with the present

WHY DIDN’T I THINK OF THAT? Inspired by a health scare, this local entrepreneur moved from virtual reality to clothing manufacturer.

ON THE JOB Stormwater management efforts are underway at more than 200 Gentilly residences thanks to city program

FROM THE LENS GRE AT WORKSPACES

Local Investment Fidelity Bank partners with Trapolin Peer Architects in restoration of circa-1800s Union Savings & Loan building that bridges the past with the present

Fidelity Bank worked with Trapolin Peer Architects to restore and reimagine the circa-1800s Union Savings & Loan building at 353 Carondelet Street. The lobby features terrazzo floors installed during a 1950s renovation that resulted in the iconic building’s midcentury modern façade.

BY M E L A N IE WAR NE R SPE NCER PHOTOS BY SAR A E SSE X B R ADLEY

ANCHORING THE CORNER OF CARONDELET

and Perdido streets is what appears to be a decidedly midcentury modern building. But as façades are wont to do, its exterior is deceiving. Rather, the building — now home to a new branch and headquarters of Fidelity Bank — was originally constructed in the 1850s, whereas the midcentury façade arrived with a later renovation. According to the Preservation Resource Center of New Orleans, the building was designed by Scottish-born architect George Purves, as part of a collection of structures known as Union Row. T h e P RC r e p o r t s t h a t Un i o n Homestead Association moved into the building in 1910. “In 1958, the bank — then called the Union Savings & Loan Association — expanded into the next building and combined the two spaces by replacing the dividing brick wall with steel beams and columns,” writes Davis Allen in a 2019 article for Preservation in Print. “The building was then covered with its current façade — a midcentury modern slipcover designed by August Perez & Associates.” Unfortunately, the façade — while lending the building a stylish, modern sensibility that belied its years — also contributed to its deterioration. Bearing that in mind, historic preservation was at the heart of the project. “Fidelity is a local business rooted in the city, which is why this rehabilitation in the CBD was so important and exciting,” said Trapolin Peer lead designer and architect Andrea Ford. “It was a way to show New Orleans they were invested in the city.” Ford said the design team’s biggest challenges were to transform the “dark,

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The development of the office floor plan was driven by the need to provide the associates with the privacy needed for day-to-day operation while maximizing light distribution through the space. Andrea Ford, Trapolin Peer lead designer and architect

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Andrea Ford, lead designer and architect, says the design’s standout elements are the conference rooms, phone room and meeting spaces. Acoustic ceilings and light fixtures were employed to maximize sound absorption for meetings.

AT A GLANCE LOCATION

353 Carondelet St., New Orleans NUMBER OF YEARS IN BUSINESS

Fidelity Bank was formed on Dec. 28, 1908

windowless center of the building” but not “dramatically alter the nature of the historic façade.” “At its core, this is a bank branch and headquarters,” says Ford. “But layered in was an adaptive reuse /historic

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renovation that by nature layered in unique elements that no other bank will have. The branch features original ’50s terrazzo floors, a refurbished vault door, wood slat office dividers and a curvedmarble clad teller desk.”

To combat the dim lighting conditions in the center of the building, Ford says the team employed a mix of transparent and solid wood veneered panels. “The headquarters — while professional — lends itself to the midcentury character of the building,” says Ford, citing the warm woods, midcentury style furniture and unique New Orleans-based artwork. “The development of the office floor plan was driven by the need to provide the associates with the privacy for day-to-day operation while maximizing light distribution through the space.” According to Ford, the design’s standout elements are the conference rooms, phone room and meeting spaces. She says they lowered the central space of the conference rooms from the ceiling, creating a “light shelf ” to transmit light farther through the space, and acoustic ceilings and light fixtures were also employed to maximize sound absorption for meetings. “[Our goal was to] maintain the historic integrity of the ground floor and incorporate as many midcentury design elements as possible into the new layout to create a cohesive design from the exterior to the interior,” says Ford. “We wanted every part of the building — from the exterior façade to the last finish — to all speak to each other. [Fidelity has] the utmost respect for their clients and put their security and privacy at the forefront of what they do — which guided a lot of the design decisions.” n

DATE OF OPENING AT NEW LOCATION

Nov. 2, 2020

SQUARE FOOTAGE

18,273 square feet NUMBER OF EMPLOYEES

14 (at this branch) PEOPLE IN CHARGE

Chris Ferris, president and CEO; Todd Schexnayder, senior VP; and Michael Franklin, VP and project manager ARCHITECT

Trapolin Peer Architects, Peter Trapolin; Gene Guidry, project manager; and Andrea Ford, lead designer and architect INTERIOR DESIGNER

Trapolin Peer Architects performed all interior design, as well as furniture selection. FURNISHINGS

Haworth, Knoll (KV Workspace), Nucraft and Avenue Rugs ART

Where Y’art (Artists: Nurhan Gokturk, Vincente Weber, Stephanie Reed, Tish Douzart)

To combat the dim lighting conditions in the center of the building, Trapolin Peer employed a mix of transparent and solid wood veneered panels.

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FROM THE LENS W H Y DIDN’ T I T HINK OF T H AT?

Made in the Shade Inspired by a health scare, this local entrepreneur moved from virtual reality to clothing manufacturer.

Rayward Apparel Founder Devin Regan launched the company in 2020 after his diagnosis with Stage 1A melanoma. The line of sports clothing provides UPF 50+ protection from the sun’s rays.

BY A S HL EY MCLE LL AN PHOTOS BY SAR A E SSE X B R ADLEY

DURING A ROUTINE CHECK-UP THREE YEARS

ago, entrepreneur Devin Regan was told that what appeared to be a normal freckle was actually Stage 1A melanoma. With that news, his life was forever changed. After successful treatment and removal of the tumor, Regan decided to change his career focus. Inspired by what he called the overwhelming cases of skin cancer and recurrences he discovered during his own research, Regan decided to sell his shares of his successful startup — a virtual reality entertainment company called Maverick VR — and launch Rayward Apparel in 2020. Rayward Apparel is a line of sports and performance clothing that offers UPF 50+ protection from the sun. Regan noted that maintaining his own active lifestyle post-diagnosis played a big part in the inspiration behind the creation of the company. “Fitness and sports have always played a big part in my life, and still do to this day,” he said. “I play volleyball about three to four times a week. In addition to that, I coach/train as a CrossFit athlete about five to six times a week. That’s a lot of outdoors time and a lot of sweating, especially in New Orleans, which presented a problem. I could either lather up in sunscreen multiple times a day for the rest of my life or find clothing that protected my skin, but there were very few quality options.” While there are other sun-protection clothing options on the market, Regan was unable to find ones that fit his exact fitness and sun-blocking needs. “I need shirts that are lightweight and breathable enough to keep me comfortable when exercising, and also protective enough to minimize my UV exposure when outdoors,” he said. “It wasn’t until

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6 TIPS PROTECTION IS KEY 1. Seek shade, especially from 10 a.m. to 4 p.m.

after my melanoma diagnosis that I learned the average shirt does very little to prevent UV rays from reaching the skin 3. Cover up with — the leading cause of skin cancer. So, I clothing. decided to go ahead and create the exact 4. Use broad shirt I was looking for, and in my opinion spectrum 30+ or the type of shirt that everyone should be more sunscreen. wearing when outdoors.” 5. Reapply Ac c o r d i n g t o t h e S k i n C a n c e r sunscreen often. Foundation, protection and prevention of 6. Be especially careful skin cancers is key: “One in five Americans if: you have fair skin, will develop skin cancer by the age of 70. spend a lot of time More people are diagnosed with skin cancer outdoors, have had skin cancer before, live each year in the U.S. than all other cancers combined. The annual cost of treating skin in tropical or highcancers in the U.S. is estimated at $8.1 altitude climates and billion: about $4.8 billion for nonmelanoma have a family history of skin cancers. skin cancers and $3.3 billion for melanoma.” For Regan, the goal is educating SOURCE: AMERICAN CANCER SOCIETY consumers that wearing protective 2. Wear sunglasses and a hat.

clothing such as Rayward Apparel has proven to be more effective and comfortable than spraying on sunscreen in preventing skin cancers across the board. “Our ideal customer is anyone who wants to enjoy the outdoors, but also minimize their UV exposure. This includes people previously diagnosed or at high risk for skin cancer, and also anyone who spends a substantial amount of time outdoors and understands the importance of UV protection. Our products are all designed to prevent UV radiation, and are all lab tested and certified to show that they do exactly that. Our goal is to …provide our customers with the peace of mind that comes with knowing that everything made by Rayward Apparel is not only certified UPF 50+, but a high quality and comfortable product they’ll be proud to wear for years to come.”

Rayward Apparel items are currently only available online, but Regan expects to expand to local and national retail stores by the end of this year. Items are available in men’s and women’s short- and long-sleeved tees ($39-$49), hoodies ($59), and sun hats and neck gaiters ($19-$35). The company’s base of operations is its New Orleans headquarters. “Our apparel is designed collaboratively by our in-house team and preferred suppliers,” he said. “The fabric technology we use varies based on the product line, and we work closely with our suppliers to develop the ideal fabrics for the intended application. We source samples from suppliers around the world and then send our favorites to a lab in the U.S. for UPF verification. This ensures they maintain a UV protection level of UPF 50 or greater, and then we continue working with the supplier to prototype the products we designed. To ensure the highest quality products with competitive prices, Rayward Apparel sources its products globally, with most manufacturers based in the United States, India and China. Regan heads a team of two, which includes himself, but is looking forward to expanding as the U.S. market opens up post-pandemic and the company gains exposure to retail and wholesalers across the country. “We are hoping to hire another local team member by the end of the year to assist with our marketing and operations,” he said. “We launched our business just before COVID-19, which caused major challenges and delays, but we are optimistic about the future. Given the circumstances and challenges of navigating our business through a pandemic, our sales are promising and about as good as we could have expected. While not yet operating long enough to have an established baseline, we’re eagerly starting retail relationships and exploring wholesaling opportunities, which stands to play a significant role going forward.” In addition to escalating sales numbers, Regan is dedicated to donating 5% of all profits to organizations dedicated to preventing, educating and treating skin cancer. A collaborating organization has yet to be selected, but he said research is underway in order to connect with the best long-term partner.

While not native to the city, Regan gives a lot of credit to his adopted hometown for its business support. “We are headquartered in New Orleans, and we don’t anticipate that will ever change,” he said. “Although I grew up in Maryland, I’ve lived in New Orleans for close to 10 years and love it here. Rayward Apparel is focused on sun protection and skin cancer prevention, so from a

climate standpoint New Orleans is the perfect place to be headquartered. And from a cultural standpoint, I couldn’t imagine a better place to start a business. The community here is incredible, and everyone is so supportive of new businesses. I can’t imagine any better place for Rayward Apparel, or any other small business, to be.” n

WHAT IS UPF? UPF, Ultraviolet Protection Factor — a similar rating to SPF for sunscreens — “indicates how much UV radiation (both UVB and UVA) a fabric allows to reach your skin, A UPF 50 fabric blocks 98% of the sun’s rays and allows 2% to penetrate, thus reducing your exposure risk significantly.” SPF, Sun Protection Factor, measures “the time it takes for UV-exposed skin to redden; if you burn after 20 minutes, if used correctly, an SPF 15 sunscreen may protect your skin 15 times longer.” A fabric must have a UPF of 30 to qualify for The Skin Cancer Foundation’s Seal of Recommendation. A UPF of 30 to 49 offers very good protection, while UPF 50+ rates as excellent. SOURCE: SKINCANCER.ORG

Rayward Apparel is available in men’s and women’s shortand long-sleeved tees, hoodies, sun hats and gaiters that are designed to provide protection that is lightweight, breathable and fashionable.

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FROM THE LENS ON T HE JOB

Controlling the Flow Stormwater management efforts are underway at more than 200 Gentilly residences thanks to city program PHOTO BY CHE RYL G E R B E R

IF YOU WANT TO DECREASE FLOODING, LOWER INFRASTRUCTURE COSTS AND REDUCE WATER

pollution, the answer lies in green stormwater infrastructure. Formed in 2016 with $5 million in federal funds, the Community Adaptation Program is a pilot program by the City of New Orleans that targets stormwater issues specifically in Gentilly. Seen here, a worker with local company and prime contractor Ubuntu Construction installs a permeable walk path at a residence. Pavers are installed so that joints, or gaps between the pavers, allow water to flow into a 1-foot excavated subbase that stores runoff until it is slowly released into the ground. This home will use approximately 500 square-feet of pavers for the driveway and walking paths capable of capturing 1,500 gallons of water during a storm event. BuiltbyUbuntu.com.n

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