84 minute read
WORD ON THE STREET
WORD ON THE STREET NEW ORLEANS 500 SURVEY
How to Attract and Retain Employees
Local leaders share their strategies for success
BY RICH COLLINS
Since the pandemic, and the so-called “great resignation” that came with it, the rules have changed for employers looking to hire and retain employees. With “job hopping” the new normal, business owners and managers are dreaming up new ways to entice workers and keep them in house — since the alternative can be much more expensive.
Employee benefits experts say employers should offer flexible work schedules and competitive salaries, while increasing 401K contributions and childcare subsidies. Investing in employee development and creating a positive work environment are also essential. To that end, experts recommend surveying your employees to find out what’s most valuable to them.
This month, Biz New Orleans asked members of the New Orleans 500 if their company has made any changes to work schedules or benefits to draw and keep employees during this era of hiring and retention difficulties. T ANDY STERNAD
Architect And Urban Designer Waggonner & Ball Architecture/Environment
We are exploring remote work opportunities to access talent in other cities and will potentially open a new office location in another region in 2023. We believe our salary, schedule and benefits are competitive, but it is difficult to recruit specialty design expertise in New Orleans.
ANWAR NASIR
Executive Director Louisiana Philharmonic Orchestra
We have maintained our flexible work location and hours policy from the pandemic to accommodate the changing needs of our employees. Our team members see this as a benefit, and it is a straightforward and reasonable accommodation to make as an employer.
NEWS FROM THE TOP Each month, we ask the top business
professionals featured in the New Orleans 500 to weigh in on issues impacting the New Orleans business community. Have an idea for a survey question for the New Orleans 500? Email rich@bizneworleans.com.
We are in the process of re-evaluating our current work schedule to attract additional employees with more efficient and productive schedules that can benefit them and our members. Flex time can be an empowering option for employees to take charge of their own schedule as they complete specific tasks and still maintain some routine office hours.
ROCHELLE FORD
President Dillard University
We are allowing some more hybrid work options and some remote options. We will continue to offer summer flexible work schedules, although different than before. We also are considering additional college tuition benefits.
MIKE MASSEY
founder and CEO Locally
Lisa Barback,
executive director of the Westbank Business & Industry Association
Locally has not experienced any hiring difficulties. Our last job listing had 400 applicants. We offer full-time work-fromhome, generous benefits and stock options.
IN THE BIZ
20
TOURISM Port NOLA cruise numbers rebounding
22
SPORTS Saints, LSU football teams flipped scripts in 2022 and Tulane surprises
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ENTREPRENEUR Top workplace trends for 2023
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DINING
IN THE BIZ DINING
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.
A Sober Start to the New Year
BY POPPY TOOKER
Resolutions regarding alcohol are a common way to begin the New Year. In 2012, the Dry January movement sprang up in Great Britain. The pub-loving populace there were encouraged to remain abstinent for January’s 31 days. By 2014, the British charity Alcohol Change trademarked the name Dry January. This public health initiative was so successful that now more than 4 million people — one in 20 Brits — participate annually, and the movement has gained a worldwide following.
Those considering a Dry January this year will be surprised by the groundswell of sober curious who have gained a foothold in notoriously wet New Orleans. In the summer of 2022, Dr. David Wallace debuted New Orleans’ first sober bar. Dream House Lounge in the Central Business District grew out of Wallace’s interest in transforming self-care into what he calls “soul-care.”
Wallace’s 2022 book, “Awakening Minds: 10 Life Lessons For A Conscious Culture” was inspired by his grandfather, an illiterate sharecropper who regularly gathered friends and neighbors on his porch to talk about their dreams and how they were manifesting them, offering wise advice in return. Wallace sees Dream House Lounge as a modern-day setting for similar conversations, a place that supports good mental and spiritual health and promotes overall well-being.
The French 75s, margaritas and other classic drinks on the menu are all zero proof, something Wallace refers to as “conscious cocktails,” utilizing alcohol-free liquors and wines. Dream House Lounge also offers an oxygen bar. The lounge includes a shop offering wines and packaged drinks that incorporate adaptogens like kava and rishi mushrooms believed to naturally elicit euphoric feelings.
In 2015, registered dietitian Molly Kimball instituted the annual “Alcohol Free For 40” challenge hosted by her Ochsner Eat Fit team. Since 2013, Eat Fit has successfully collaborated with restaurants across Louisiana to offer delicious menu alternatives for those managing health concerns like diabetes, high blood pressure and cholesterol. Participants in the Alcohol Free For 40 establish before and after metrics utilizing physical markers and lab work. Close-up facial photos also record important details of participant’s eyes and skin. At the conclusion, the test results were clear. Liver
enzymes, inflammation and other markers dramatically improved. Journalist Melanie Warner Spencer participated in that first challenge, blogging about her experience online. “I had more energy. I was sleeping better, my skin improved, but once it was over, I was soon back to my usual shenanigans,” Spencer laughed. When she took the challenge again in 2020, however, something changed. “I took a deep dive researching alcohol’s effects on our bodies, minds and spirits. Afterward, I continued to moderate my drinking until July 4,” when I joined the Dry in July cancer fundraiser. I never drank heavily, but once I looked at how I was drinking, how much and my own personal relationship with alcohol, I never picked it up again.” With Kimball’s blessing, Spencer founded the Drink Fit Club, an online support community dedicated to providing motivation, inspiration and information for those taking booze breaks anytime during the year. The duo most recently collaborated with mixologist Ethan Skaggs on a new book, Craft: The Eat Fit Guide to Zero-Proof Cocktails. From alcohol-free bitters, shrubs and plant-based simple syrups, to bar tools and drinkware, the book covers everything you need to know to craft elegant, thoughtful alcohol-free drinks at home. The 2023 Alcohol Free For 40 challenge will be bigger than ever this Lent. While over 700 are expected to fully participate, thousands more will take part on their own. Eat Fit maintains dietitians in six regions of Louisiana; New Orleans, Baton Rouge, Lafayette, Monroe, Shreveport and the Northshore, Catch Poppy Tooker on her radio who will be leading in-person events. Ochsner charges a mere show, “Louisiana $40 for the tests, so what do
Eats!” Saturdays you have to lose? at 3 p.m. and Maybe the question really is, Mondays at 8 p.m. on WWNO 89.9 FM. what do you have to gain? T
IN THE BIZ TOURISM
Sail Away
Port NOLA cruise numbers rebounding
BY JENNIFER GIBSON SCHECTER
Many New Orleanians go weeks at a time without viewing the Mississippi River. But she’s out there, rising and falling, and a continued source of economic prosperity for our region. The Port of New Orleans (Port NOLA) stewards that prosperity with cargo, of course, and also as the sixth-largest cruise port in the U.S.
The COVID-19 pandemic took its toll on the cruise industry. According to Cruise Lines International Association (CLIA), passenger embarkations dropped 81% in 2020. In CLIA’s 2022 State of the Cruise Industry Report, however, it projected passenger volumes to surpass 2019 levels by the end of 2023 and recover in excess of 12% above 2019 levels by
JENNIFER GIBSON SCHECTER was once a tourist in New
Orleans herself and is now proud to call NOLA home.
the end of 2026. Port NOLA is on a similar path to recovery.
As of early December, Port NOLA forecasted 285 sailings during the 2022 calendar year and near pre-pandemic passenger levels. In 2019, it had a record-breaking 1.2 million cruise passengers, and in fiscal year 2023 (ending in June), it anticipates increasing to 1.4 million passengers.
Correspondingly, revenues are on track with the rebound,and Port NOLA is projecting it will meet its fiscal year 2023 cruise budget of $15 million with its schedule of five homeported ocean-going vessels, nine riverine vessels and additional port of call vessels.
A major addition came to fruition in 2022 with the first North American homeporting of Viking Cruise Line at Port NOLA, after first announcing its selection of New Orleans in 2015.
“The fact that Viking Cruise Line chose the Port of New Orleans for its first North American river cruise itineraries speaks volumes about New Orleans as an in-demand homeport and as a destination itself for both international and domestic leisure travelers,” said Kimberly Curth, press secretary at Port NOLA. “We are thrilled to add a global brand like Viking to our growing river cruise portfolio that fuels the Louisiana tourism sector up and down the Mississippi River.”
Port NOLA is also served by riverine cruise vessels operated by American Cruise Lines and American Queen Steamboat Company.
Growth in the ocean-growing cruise market is also anticipated in 2023. Disney Cruise Line doubled its itineraries from Port NOLA, and there will be 14 sailings aboard the Disney Magic from February-April 2023. Carnival Cruise Line, Norwegian Cruise Line and Royal Caribbean International have also renewed their commitments to Port NOLA.
“We value our long-term relationships with our cruise line partners, and we want to thank them for their partnership and their leadership. The cruise industry is back, and it’s back stronger than ever, thanks to the tremendous re-commitment to the Louisiana cruise market by our cruise line partners,” said Curth. “We would not be here today without the cruise line’s initiative in enacting policies and protocols that exceed requirements for the health and safety of guests, crew and community. And they continue to do so today.”
Port NOLA works closely with economic development partners such as New Orleans & Company and the Louisiana Lieutenant Governor’s office to promote the cruise industry, and for good reason. According to Curth, 98% of ship calls are homeports, and those ships take on provisions, fueling, maintenance and business services from local companies.
About 90% of cruise guests travel from out of state, and because 73% of those passengers spend a day or two in New Orleans before or after their cruise, they contribute more than 306,000 room nights in New Orleans-area hotels annually since. Cruise passengers support airport growth as well. Approximately 32% of cruise passengers fly through Louis Armstrong New Orleans International Airport, which helps drive demand for new direct air services.
“Port NOLA’s cruise business is a vital economic engine that contributes to the local tourism and hospitality industry. Every time a cruise ship docks at Erato or Julia Street, it’s like a mini convention pulling into town. All this activity creates jobs and injects money into the local and state economy,” said Curth.
Some argue the cruise industry has too large a negative impact on the environment, so the industry is working to innovate worldwide to reduce its footprint. CLIA is organizing its cruise line members to invest in new technology, and they are pursuing net carbon zero by 2050. Port NOLA has been a member of Green Marine since 2015, a North American environmental certification program, and is also working with cruise lines.
“Sustainability in the maritime sector is advancing at a rapid pace,” said Curth. “Many new fuel technologies are becoming available and being investigated as diesel alternatives, and ship access to shore-power electricity is increasing. Cruise lines that homeport in New Orleans have committed to reducing their environmental impacts and improving their efforts for sustainability.” T
IN THE BIZ SPORTS
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.
A Tale of Two Seasons
Saints, LSU football teams flipped scripts in 2022 and Tulane surprises
BY CHRIS PRICE
It’s not quite the best of times or the worst of times for football fans in Southeast Louisiana, but the 2022 football season had plenty of drama and intrigue.
The New Orleans Saints and LSU Tigers had many similarities at the beginning of the campaign. Both had new head coaches who were replacing leaders who previously led the teams to championships. Both had questions at quarterback. Both appeared to be headed in opposite directions.
The Saints entered the fall with high expectations; some prognosticators thought the team was good enough to battle for a division crown and possibly reach the Super Bowl.
The most noticeable difference in the 2021 and 2022 teams has been the play of the defense. Fourth in the NFL in total defense in 2021, the team slipped to 22 in mid-December. What was expected to be an elite unit was often pushed around in the running game, had an inconsistent pass rush, gave up big passing plays, and missed too many tackles.
At the end of the season, the team’s future is unclear. There is speculation about Head Coach Dennis Allen’s future with the team. There are questions at QB, RB, and at WR1 with Michael Thomas again missing a large part of the season. The salary cap is again an issue. The team will have a top 10, maybe top five, overall draft pick, but it’s going to Philadelphia as part of a trade that netted the Black and Gold two first-round selections in the 2022 draft — Chris Olave and offensive tackle Trevor Penning. The Saints own the rights to Sean Payton, so if he decides to return to coaching, the team will receive a haul of top draft choices over the next few seasons from whichever team he signs with.
It’s odd that a former coach taking a new job may be the team’s biggest potential for excitement in the offseason, but that’s the type of year it’s been for the Saints.
Meanwhile, upriver in Baton Rouge, LSU lured head coach Brian Kelly from Notre Dame to take over the program from Ed Orgeron. It was a splash hire, but Kelly had a bit of a rough transition thanks to a hokey attempt at a Southern accent and cringy recruiting videos.
Not much was expected of the Tigers going into the season. At the annual SEC Media Days in late July, writers, broadcasters and bloggers predicted the Bayou Bengals to finish fifth out of seven teams in the SEC’s western division. While some giggled, Kelly went to work landing Arizona State transfer quarterback Jayden Daniels and signing freshman linebacker Harold Perkins Jr., who became one of the SEC’s best players.
The season got off to a rough start with early losses to Florida State and Tennessee, but the Tigers turned their season around with wins against Alabama and Ole Miss and found their way to the SEC West Division crown, an unexpected appearance in the SEC Championship and an invitation to the Citrus Bowl.
Kelly came into Baton Rouge with expectations of quickly becoming a National Championship title contender. Going into 2023, his bluster can’t be laughed off. These Tigers are right back where they want to be.
I’d be remiss if I didn’t include a note on Tulane’s amazing 2022 season. Head Coach Willie Fritz led the Green Wave to an 11-2 record, American Athletic Conference Championship, and an appearance against USC in the Goodyear Cotton Bowl Classic — the school’s biggest bowl game since it played Texas A&M in the Sugar Bowl on Jan. 1, 1940. Led by quarterback Michael Pratt, running back Tyjae Spears and a smothering defense, the Wave went into bowl season ranked 14th in the Associated Press Top 25, 16th in the College Football Playoff Committee ranking, and 17th in the AFCA USA Today Coaches Poll. T
IN THE BIZ ENTREPRENEUR
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.
Top Trends for 2023
The way we do business is constantly changing. Here are some of the latest ways.
BY KEITH TWITCHELL
Of the many demands on entrepreneurs, one of the more challenging is keeping up with the latest — and anticipated — business trends. It can be hard to see the big, future picture when managing the day-to-day requires so much attention.
To help a bit, here is a quick look at some of those trends. Some are obvious and ongoing, but still require creative management; some may be less apparent but could be equally impactful. WORKING FROM HOME If they’re in a field where it’s possible, a large majority of employees now want to work from home at least part of the time. Business owners must figure out how to accommodate this while maintaining productivity and accountability. Setting specific performance targets, tasks and timelines is essential (and doing this with employee input adds buy-in and accountability). Hybrid situations seem to be working out better than pure stay-at-home. Regular communication and check-ins are also vital.
THE WORKPLACE ENVIRONMENT Related to the above, if you want employees to spend more time at the workplace, it needs to be an appealing place. This starts with the physical space; comfort, light, a little elbow room are all appreciated. You can even think about making your workplace feel a little more like home.
Possibly even more important is assuring a quality employee experience. Support, creative opportunities, building a team environment, actively seeking employee input, allowing room for personal and professional growth — today’s workforce wants all of this. This can even go as far as supporting causes and volunteer opportunities that are meaningful to your staff.
ECO-FRIENDLINESS MATTERS Both employees and customers value things like workplace recycling and energy conservation efforts, which can also reduce expenses and even create marketing opportunities. TECHNOLOGY This is the ultimate moving target, but some specific aspects of it require extra attention from business owners. One of these is apps: Is your business using them? If not, can it do so? Are you optimizing everything from user-friendliness to selling options? Another tech arena that entrepreneurs will soon be forced to confront is cryptocurrency. With everything from food trucks to foreign countries now accepting it, business owners need to stay current with information and best practices. The day may come when some employees will want to be paid in crypto. Then there is social media. With the landscape changing faster than you can say “Elon Musk goes to Mars,” social media is one business need that may be worth either outsourcing or dedicating staff to, no matter your own level of expertise. In one trend some observers foresee, email may regain stature as a marketing tool. Unlike the public platforms, you can control and target your email campaigns almost completely, without exposing yourself to trolls and other online negativity. REPEAT BUSINESS As consumer options, and the ease of access to them abound, holding onto existing customers becomes paramount. Frequent user rewards and even subscription services continue to gain popularity. Through these programs you can offer discounts, exclusive product access, special services and more. The concept of leasing equipment — and then servicing it — instead of selling it is taking hold in a growing number of fields. Tie-ins, add-ons, and collaborations with other businesses can also be value-added methods for maintaining customer Keith Twitchell’s blog, loyalty.
“Neighborhood As always, great customer service
Biz,” appears every Thursday at remains the baseline for ensuring BizNewOrleans.com. repeat business. T
PERSPECTIVES
28
LAW What are some recent important employment law changes?
30
BANKING+FINANCE Is this the year you jump into the market?
34
ECONOMIC DEVELOPMENT What is NOLABA and what has it done for New Orleans lately? A lot.
36
GUEST Are you a CEO that’s burning out?
32
HEALTHCARE
Health Systems are coming up with creative ways to address the nursing shortage — including calling in the military.
PERSPECTIVES LAW
MONIQUE GOUGISHA DOUCETTE
shareholder Ogletree Deakins
Since the pandemic, many employers have more employees working remotely in different states or have hired workers in jurisdictions where they previously had not conducted business. Those companies (and their employees!) should be aware of the rapidly changing laws regarding issues such as pay transparency, employee onboarding, business expense reimbursement, state unemployment/ workers’ compensation benefits, privacy and data security, and employment termination issues. The patchwork of laws can make compliance difficult for employers with workers in multiple states. Although remote work is much more common for employees and an attractive recruiting/ cost-saving tool for some companies, I highly recommend that people pay close attention to the numerous (and often complex) multistate compliance implications. MAGDALEN BLESSEY BICKFORD
Managing Member McGlinchey Stafford
The expansion of the cannabis industry is having a direct impact on employment laws, which are constantly evolving. This area of law has caused, and continues to cause, confusion for both employers and employees given the conflict between federal law (in which marijuana use is prohibited under the Controlled Substances Act) and state law (many states have legalized marijuana use, either medically and/or for adult use). Last June, Gov. Edwards signed into law a prohibition on state employers from “subject[ing] an employee or prospective employee to negative employment consequences” if the state employee (with certain categorical exceptions) tests positive for THC as long as they are a registered medical cannabis patient who received a marijuana recommendation from a licensed physician. A new Louisiana act and two pending U.S. Supreme Court cases may significantly affect the employer/ employee relationship. The Louisiana Crown Act, which took effect in August, added discrimination based on “natural, protective, or cultural hairstyle” to the statutory definition of intentional employment discrimination. A U.S. Supreme Court case argued on Nov. 8 would allow employees to sue employers in any state where the employer has registered to do business, even if the employer does not have continuous and systematic contacts there. Another case heard on Oct. 12, if plaintiffs are successful, would entitle highly compensated employees paid on a daily basis to overtime pay.
Kathryn M. Knight,
member at Stone Pixgman
LAUREN TAFARO
Partner, Labor and Employment Adams and Reese
Louisiana employers should be aware that the Creating a Respectful and Open World for Natural Act (the CROWN Act) went into effect on August 1, 2022. The CROWN Act prohibits Louisiana employers from discriminating against employees based on hairstyles or hair textures that are historically associated with race. Additionally, while the use of medical marijuana still violates federal law, many states are passing laws that provide protections for employees who use marijuana for medicinal purposes. Louisiana law now prohibits discrimination against state employees who use medical marijuana. A task force was created to study other states’ laws and draft proposals to expand these protections to more employees, including private sector employees. E. FREDRICK PREIS, JR. AND PHILIP GIORLANDO
Attorneys in the Labor and Employment Section Breazeale, Sachse & Wilson law firm
Three changes more people should know about include the dramatic increase in union organizing, the test for whether a worker is an independent contractor, and changes to the legality of marijuana. Unions are organizing in previously union-free industries and locations. Therefore, all businesses should prepare for possible union organizing. The Department of Labor has issued a proposed rule to make it more difficult to classify a worker as an independent contractor, so employers should review their classifications. Finally, President Biden asked that the classification of marijuana as a controlled substance be reviewed, so marijuana may no longer be federally illegal.
PERSPECTIVES BANKING+FINANCE
New Year, New Portfolio
Is this the year you jump into the market?
BY DREW HAWKINS
The cliche “new year, new you” belies very real possibility. The start of a new year is a great time to try new things — or get back on track. Many people will use this time to try to start eating healthier, exercising, meditating or a whole host of other healthy activities. And that’s great! But why not work toward securing your future by adding investing to that list?
To help you out, we connected with some local investing professionals to get their insight and put together some advice that might be useful for you — whether you’re new to investing or a seasoned pro.
If you’re new to investing the first rule is: don’t be afraid! Investing isn’t as inaccessible as it might seem, and there are plenty of ways you can get started.
“Do your homework,” said John Morgan, a wealth management specialist at Raymond James. And don’t be afraid to trust your gut. “If it sounds too good to be true, it probably is.”
Along the same lines, watch out for “trendy” or “viral” advice from social media. “Be sure to take investment advice from reputable sources only,” said Kris Khalil, managing director of BioFund. “That means NO to almost all IG (Instagram) and TikTok ‘investment influencers.’”
For many, the “safer” the investment option, the better. This might be especially true if you don’t have much investment experience, but even investing veterans may want to stick with less risky options. If that’s the case for you, the experts we spoke to recommended CDs, I bonds, T-Bonds (treasury bonds) and municipal bonds.
“It depends on what you’re starting out with to invest, your risk appetite, and your time horizon for returns,” Khalil said. Take some time to look at what you’re working with and what you’re willing to risk before you get started. And try investing in multiple ways at once rather than putting all your investment money into one option. “Don’t put all of your proverbial eggs in one basket,” he said. “Many folks who put their entire net worth into crypto are in a bad spot right now during this downturn.”
Above all, if you’re serious about investing, whether you’ve got some knowledge and are eager to get more into it, or your first taste has whetted your appetite and you want to take your investing to the next level, the next step is to talk to a professional. But even then, it’s important that you take time to vet them.
“Check out the credentials and credibility of the investment advisory firm,” said Morgan. “Use brokercheck.finra.org to look for credentials and licenses, as well as important regulatory disclosures.” T
JOHN MORGAN
Wealth Management Specialist Raymond James
As has happened periodically throughout history, 2022 has been a challenging time in the financial markets. Take time to match your investments to your goals. Work with your advisor to design a suitable plan and then trust that professional to work with you for the long term.
KRIS KHALIL
Managing Director BioFund
Take the time to educate yourself and make a plan. Don’t fully depend on anyone else since it’s your hard-earned capital. Diversify as much as possible across asset classes and sectors. One way to do this is by purchasing ETFs [exchange traded funds]. Avoid putting any large concentration of your portfolio into one investment or one sector.
PERSPECTIVES HEALTHCARE
DID YOU KNOW? Women make up 86% of
registered nurses in the United States, a number that’s actually lower than it’s been in decades as more men enter the field.
NURSING CORPS
Health systems are coming up with creative ways to address the nursing shortage — including calling in the military.
BY DREW HAWKINS
It’s no secret that the healthcare industry in Louisiana — and all over the country — has a nursing staffing problem.
This isn’t a new problem. In fact, the U.S. has experienced nursing shortages periodically since the early 1900s, with factors like economic depressions and world wars affecting the available staff. But what we’re seeing now has never been seen before. Reports suggest that around 1.2 million new registered nurses will be needed by 2030 in order to fully address the current shortage.
The need for nurses continues to grow, but the shortage keeps getting worse and worse, forcing healthcare institutions to come up with new ways to meet the challenges.
The U.S. healthcare system has been facing staggering shortages for at least a decade. From surgeons to technicians, the industry doesn’t have enough people to fill every role and has struggled to provide adequate care for patients.
But the pandemic made the problem more visible. With so much attention on healthcare in a time of crisis, and with the system under an unprecedented amount of strain, the staffing issues were laid bare — especially nursing shortages.
For many nurses, the stress of the pandemic pushed them to their breaking point, and they left their jobs for less demanding — and oftentimes better-paying — work. But there are a variety of factors contributing to the shortage. One of them is age.
“Many registered nurses who are highly experienced are part of the baby boomer generation and are looking to retire or cut back their hours,” said Missy Sparks, vice president of talent management at Ochsner Health. “Also, nursing is a demanding field, which often comes with long hours in a high-stress environment.”
Sparks said older nurses dealing with more stress than usual can contribute to higher rates of burnout, early retirements and a lot of turnover.
Nursing schools are also struggling to find nurses willing to leave a higher-paying job in order to teach students. By not being able to compete with nursing salaries, schools are limited in the number of students they can handle. The state of Louisiana has tried to help meet this challenge with things like nurse educator stipends and by reviewing faculty salary disparities, but it hasn’t been enough.
The Louisiana Health Works Commission — a legislatively created workgroup that reports the state’s healthcare workforce needs — recently reported that the state’s efforts have yielded some results, but nowhere near what is needed to meet the estimated shortage of approximately 6,000 registered nurses by 2030, a shortage of more than 40%.
As a result, it has fallen on healthcare systems to try to work with what they have and find new ways to deal with the issue.
“These challenges require creative thinking and care for the individuals who are on the job,” Sparks said.
She said fewer nurses on staff means Ochsner Health has had to be nimble, working across
Ben Armstrong, director of strategic partnerships and outreach at NextOp
system teams to put people where the demand is and to adjust scheduling so that patients receive the high level of care they expect from our professionals. This year, Ochsner also launched a three-year nursing apprenticeship program for highschoolers — the first of its kind in New Orleans.
The health system partnered with the New Orleans Career Center and Delgado Community College to develop a program that provides high-school students with the opportunity to enter the nursing profession early by offering a cost-free pathway to training. Students accepted into the program will begin their 36-month training by completing coursework and clinical requirements equivalent to any other state approved licensed practical nurse programs.
In addition to the intensive healthcare and medical coursework, trainees complete a workforce development program with Ochsner known as Impact Training at Ochsner, which provides participants with hard and soft skill sets, as well as the knowledge necessary for reliable employee performance. Graduates of the program can begin working in the industry as a nurse after high school without college debt.
This spring, Ochsner and Delgado will launch the Ochsner Center for Nursing and Allied Health, a program that aims to graduate up to 1,200 nursing and allied health professionals each year. The new facility also offers classes at flexible times and on weekends for non-traditional students in order to make it easier for people to pursue a career in nursing.
Due to the exodus of older nurses, there’s also a large gap in experience and mentorship for the younger generation of nurses. Sparks said that’s why Ochsner has also put a lot of resources and money into mental health and wellness for employees, including a $2.9 million grant from the U.S. Department of Health and Human Services to help retain healthcare workers and reduce stress, fatigue and burnout.
The U.S. military also represents a large untapped resource: Historically, there’s been a “barrier of entry” that’s made it difficult for transitioning military and veteran talent to get into the local healthcare workforce. To help remove this barrier, Ochsner partnered with NextOp, a nonprofit organization that helps military members and veterans enter into the workforce when they finish their service.
“We are meeting this challenge head-on by partnering with the largest healthcare provider and largest private employer in Louisiana— Ochsner,” said Ben Armstrong, director of strategic partnerships and outreach at NextOp. “We will work together to provide candidates with access to new careers, advise on training, and provide opportunities for healthcare sector networking and career advancement. This will create pipelines for new entrants into the industry and for those with military medical experience.”
The partnership was recently awarded the Workforce Opportunity for Rural Communities Initiative Grant from the U.S. Department of Labor and the Delta Regional Authority. The $1.1 million will be used to help qualified applicants find careers in the healthcare industry.
“By jointly hiring and training a hybrid military and veteran recruiter and developing career pipelines for transitioning military healthcare professionals, underemployed veterans, and other healthcare workforce needs, we will place between 200 and 300 candidates during the three-year grant period,” Armstrong said.
These are just a few of the creative solutions health systems are coming up with to face the crisis. And while it may not be enough to fully address the problem, some healthcare professionals say the future of employment in the industry is “exciting” and innovation is leading to improvements across the board. T
PERSPECTIVE ECONOMIC DEVELOPMENT
Culture. Equity. Prosperity.
What is NOLABA and what has it done for New Orleans lately? A lot.
BY NORMAN E. BARNUM IV
In 2005, when Hurricane Katrina decimated New Orleans, the city’s limited portfolio of economic drivers and significant wealth and health disparities amongst its citizens were suddenly spotlighted on a global stage. During the post-Katrina rebuilding period, former Mayor Ray Nagin, the City Council, and the business community created dialogue around how to ensure that an entity exists to work on behalf of New Orleans proper and execute a long-term economic growth strategy that would transcend mayoral administrations.
In 2010, newly elected Mayor Mitch Landrieu followed through with campaign promises to
NORMAN E. BARNUM IV is president and CEO of NOLABA.
He may be reached via email at rbarnum@nolaba.org.
bring together multiple sectors of the residential and business communities and evaluate solutions to remedy the city’s economic woes. After exploring possibilities and studying national best practices, Mayor Landrieu introduced the New Orleans Business Alliance (NOLABA), a nonprofit organization composed of a coalition of businesses and civic leaders.
The goal of a public-private partnership (P3) between municipalities and their respective business communities is to design growth solutions that can leverage resources from both the public and private markets.
Today, NOLABA is one of 71 accredited economic development organizations on the planet. The organization has been recognized internationally through numerous awards from the International Economic Development Council (IEDC) and acknowledged for its unwavering commitment to equity illustrated by its tagline: Culture. Equity. Prosperity.
NOLABA invests its energy and resources into three areas: Bio, Innovation, and Special Projects, which supports the growth of New Orleans’ bio industry, and creates and implements innovative solutions to attract capital and new businesses, while retaining existing ones; Small Business Growth, which focuses on leveraging resources to help entrepreneurs of color grow their businesses and build wealth for local residents, and Strategic Neighborhood Development which gives community-led organizations a voice through technical and development assistance, youth-driven opportunities, and grants amongst other efforts.
Since 2020, NOLABA has taken its $3 million investment from taxpayers through the city and in turn generated $13 million in matching dollars from other sectors. The results and impact made throughout the New Orleans community are robust. During the past few years those wins include but are not limited to: • Earned a $1.4 million investment from the
U.S. Economic Development Administration and the state of Louisiana to build wet lab facilities in New Orleans, helping to ensure
that homegrown companies have a home in which they may expand and grow jobs • Earned $400,000 investment from the U.S.
Economic Development Administration to create a Community Economic Development
Fund. This fund is currently being structured with the goal of investing directly in real estate and commercial projects in New
Orleans that align with NOLABA’s mission and benefit chosen neighborhoods, entrepreneurs of color, and others • Launched InvestNOLA/Ascend NEW
ORLEANS, a custom ecosystem for high growth BIPOC New Orleans businesses • Facilitated more than $50 million in small business contract opportunities and more than $3 million in capital for small businesses in 2022 • Awarded a $500,000 grant funded by Local
Initiatives Support Corporation (LISC) to initiate the InvestNOLA executive education construction cohort and strengthen collaborative partnerships with local Community
Development Financial Institutions (CDFIs) • Obtained access to a more than $350 million
National Entrepreneurs of Color Fund for two local CDFIs, leveraging their impressive lending potential • Established a partnership with Mastercard®, securing approval of a $300,000 grant to support small business programming • Awarded $500,000 in federal funds by the State Small Business Credit Initiative (SSBCI) for the state of Louisiana to provide patient debt capital for local businesses owned by people of color • Secured $100,000 from Louisiana Economic
Development (LED) to support ongoing
Community Building & Engagement initiatives • Provided 250+ hours of technical assistance and development, which leveraged over $600,000 to support community-led efforts • Invested more than $100,000 in community-led projects to advance commercial revital-
ization efforts and build economic development push within the seven targeted neighborhoods • Secured a $400,000 grant from the
Economic Development Administration (EDA) to launch a second cohort of the
Resilient Corridors Initiative, supporting the implementation of business growth strategies for an additional 40 small businesses • Leveraged more than $450,000 in partnership with Arts New Orleans to support public art and creative projects in New
Orleans East • Provided paid apprenticeships to 35 opportunity youth to install a series of youthdriven murals throughout historically disadvantaged neighborhoods
Throughout some of New Orleans’ most challenging times, NOLABA has proven its worth and capabilities. Immediately following the shutdown of the city in March 2020, the team seeded its “Gig Economy Workers Fund” with $100,000 of unrestricted operating dollars to support tourism and hospitality workers and: • Raised matching funds from the private sector (corporations and individuals), bringing the total deployed fund amount to $774,750 • Reviewed 1,700 applications • Accepted 1,028 applications that proved
Orleans Parish residency and loss of income, totaling $514,000 in individual $500 grants • Transferred all 1,028 individual $500 grants to citizens within five months • Transferred seven organizational grants totaling $260,750 to: $32,750 — French Quarter Festivals, Inc. $50,000 — Ashé Cultural Center, Efforts of
Grace Inc. $50,000 — Music and Cultural Coalition
New Orleans $32,000 — New Orleans Musician
Assistance $32,000 — Culture Aid NOLA $32,000 — New Orleans Jazz & Heritage
Foundation $32,000 — Creative Response
By creating innovative and necessary pathways for New Orleanians to reach their full potential, NOLABA is making “Culture. Equity. Prosperity.” a reality for generations of New Orleanians to come. T
PERSPECTIVE GUEST
A former powerlifting champion and 2015 New Orleans Entrepreneur of the Year for the success of his corporate health
food company, Your Nutrition Delivered, ERIK FRANK now
works with companies as a coach for Petra Coach to develop people and implement strategy that will enable them to win in their industries. He may be reached at Erik@petracoach.com.
Are You a CEO Who’s Burning Out?
You may want to look at your meeting schedule.
BY ERIK FRANK
In my experience, the No. 1 cause for burnout and frustration for a leader is the “Got a minute?” conversations.
You know that they are — we have all been there. This conversation pops up when a colleague drops into your office or calls you on the phone and says the four most feared words in business, “Hey, got a minute?”
These words may make your stomach fall right to your knees, because you know that these conversations never last only “a minute” and you really have two choices — say no and come off like an unempathetic “too busy” boss or say yes and risk kissing the rest of your afternoon good bye.
And once you kiss the afternoon goodbye, there’s a good chance that the work will come home with you. Do this too many times for too many weeks and the burnout will start to kick in.
So what’s the answer? Set up a meeting structure that allows you to stay informed but keeps to a time limit. I recommend the following:
Daily huddles: no more than 15 minutes for key updates from the day before and key outcomes that each team member is going to accomplish that day. They are also a great opportunity for core value shout-outs.
Weekly huddles: this is a 60-90-minute meeting where the leadership team looks deeply at priority progress, focuses on what customers and employees are saying on the front lines, and “solves” one big item per week. A great practice is to make a parking lot of items that spring up during the week and choose one to solve. Remember, average organizations use meetings as a way to update each other, while great organizations use meetings as an opportunity to solve issues.
Monthly meetings: 2-3 hours. In this meeting each department head will look backwards at how the company performed in the past month, and forward to predict where it will land next month or quarter. These meetings should help guide the CEO’s decisions based on historical data and informed predictions.
Quarterly meetings: (NOTE: no monthly meeting held on this month.) 7-9 hours, preferably offsite. The quarterly planning session is used to review the last quarter, dive deeper into what customers and employees are saying, monitor how the company is doing toward its annual goals, and set quarterly priorities for both the company and each individual.
Annual planning meetings: One 9-hour day with the executive leadership team to look one and three years ahead. These meetings lay out all the things that could be done, and narrow them down to what will be done. If you do a really good job in annual planning, the quarterly meetings will have a great script to follow.
Finally, I recommend a CEO have scheduled office hours of 2 to 4 hours per week that allow team members to reserve time with you online. This scheduled time is completely in control of the leader and usually has an online form that is filled out at least 24 hours in advance. The form might look something like this: • Challenge to discuss? • What have you done to solve this challenge thus far? • What are your next steps?
The form encourages team members to give some real thought and consideration into solving the challenge on his own. The form also allows the leader to prepare, thus trimming down the time needed for the meeting. The meeting structure that I have laid out here, inclusive of office hours, will take 100 hours per quarter or 400 hours per year, and will stay below 20% of the CEO’s total time. This will ultimately allow any leader to spend more time working on their business and avoid burnout. T
EXECUTIVES
OF THE YEAR
BY KEITH TWITCHELL AND KIM SINGLETARY PORTRAITS BY GREG MILES
Whatdoes it take
to be one of Biz New Orleans’ Executives of the Year? Each year we look at the biggest issues, the biggest stories of the year and we find the people behind them getting things done. We look for the leaders whose dedication to their region is evident. Those that are innovating and excelling in their field. The superstars.
This year, we recognize two leaders responsible for bringing back local institutions — one after two long years, the other after eight. We honor another that is at the top of his game, and the best at bringing the biggest games to our doorstep. While another continues to lead the largest and busiest mall in the region to success, even in a challenged marketplace. We honor a professional that has taken on multiple large roles in the community in order to address equity problems and another that is, quite literally, reaching for the stars.
Please join us in celebrating Biz New Orleans’ 2022 Executives of the Year.
UTIVES
Adam Anderson
CHAIRMAN AND CEO
T. PARKER HOST
In a region perpetually in search of economic diversification and revitalization, nothing symbolizes the opportunity for progress more than the rebirth of the former Avondale Shipyards as Avondale Global Gateway — an achievement that was announced Oct. 2, 2022. Purchased by the T. Parker Host company in 2018, Avondale is poised to be a major component of the river industries sector.
“There was nothing like it, and we couldn’t imagine that the doors were locked on it,” recalled Host Chairman and CEO Adam Anderson. “We wanted to bring Avondale back to life.”
While Host is headquartered in Norfolk, Virginia, the firm has long had a presence on the lower Mississippi.
“We do logistics for ships that come in and out of the port,” Anderson explained. “It’s like putting on a wedding between the ship and the cargo.”
That process means working with ship pilots, shipping agents, customs, the ship’s crew, transportation connections and the port itself, among others.
“We deal with everything from sick crew members to wet grain to a ship going aground,” Anderson elaborated.
As Host has grown — the company celebrates its 100th anniversary in 2023 — it has moved into providing some of those services and facilities it coordinates. This made Avondale a highly attractive proposition. However, the amount of work involved is extensive, and Anderson moved to New Orleans three years ago to oversee the project directly.
“We are installing power, water, sewer, fire protection, road systems, transportation connections,” he said. “It’s like building a small city.”
Once completed, the facility will offer loading and unloading, storage and other shipping-related services. However, what excites Anderson is plans for value-added manufacturing on the site.
“We will be focused in three main areas,” he said. “We are building a food-grade processing center. We will work with the metals that come through, like aluminum and steel. And offshore wind energy is a huge opportunity. It’s not just manufacturing the windmill blades for the Gulf; we can serve the offshore wind market globally.”
All this is taking place against the backdrop of historically low water levels in the Mississippi, which poses problems for the entire shipping industry. Anderson considers one of Host’s biggest achievements of the year to be, in his words, “powering through this,” and even adding 100 new employees in the process.
His other biggest accomplishment was that in September, Host cleared the last regulatory hurdle relating to the Avondale redevelopment. “It’s a massive long-term project,” Anderson stated, “but we are really excited to be in New Orleans.”
JENNIFER BOLAND MASTERSON
Director of Manufacturing and Site Leader
Boeing
“SHOOTING FOR THE MOON”
is a common aspirational metaphor. For Jennifer Boland-Masterson, director of manufacturing and site leader for the Boeing Space and Launch Program, it has been her primary work objective for years — and she and her team accomplished it in 2022.
When Artemis 1 successfully launched on November 16, it marked a giant leap forward from the Apollo moon program of a half-century ago.
“The Artemis is the most powerful rocket ever built,” said Boland-Masterson, “and now we can say the most powerful rocket ever launched.”
She and her Boeing team designed and built the core stage of the rocket, and Boland-Masterson is quick to point out it was done right here in New Orleans, at the Michoud facility. It was a massive production, with over 1,000 employees, representing more than 50 skill codes, working on the project.
The core stage provides the secondary power thrust for the rocket.
“The boosters get the rocket off the ground for the first two minutes,” she explained. “Then the core stage takes eight minutes to get the Orion [capsule] out of the atmosphere and into space before it detaches.”
This is the first step toward returning human beings to the moon — including, noted Boland-Masterson, “the first woman and the first person of color.” The program will eventually build an extended stay facility on the moon. The ultimate goal, though, is Mars.
“Mars is what’s really interesting to us,” BolandMasterson said. “Deep space.”
The Orion capsule traveled farther into space than any other human-rated vehicle, though this launch carried only high-tech mannequins. The Boeing team is already preparing to build the cores for Artemis 2, 3 and 4, which will include human passengers. And the technology will continue to advance.
“Artemis 4 will have substantially more power and payload,” explained Boland-Masterson, “and that is being developed here.”
Boland-Masterson began her career in the automotive industry, then moved into boat design. She joined Boeing to work on the 787 airplane before moving on to the Artemis project.
“I’ve done land, water, air and space,” she said with a laugh.
Needless to say, the Artemis launch was her proudest accomplishment of 2022.
“The world got to see what our team here has accomplished,” she proclaimed. “There is a lot of learning with a first launch. We made it through COVID, hurricanes, tornadoes. Our team understood the mission and was able to deliver a fantastic product to NASA.”
And eventually, to the moon.
BRIAN LADE
Regional Asset Manager The Feil Organization
A LOT HAS CHANGED in brickand-mortar retail in recent years as online shopping has grown in popularity — spurred on by the pandemic. According to an October 2022 article in The Wall Street Journal, there are currently only about 700 malls left in the nation — down from about 2,500 in the 1980s.
“This is an industry that has definitely gone through a transition,” observed Brian Lade, who, as regional asset manager for the Feil Organization, oversees the Lakeside Shopping Center in Metairie. “Most of the tenants from 30 years ago don’t even exist anymore.”
However, Lade feels that rumors of the death of shopping malls have been greatly exaggerated, and he is proving it every day with Lakeside’s success. The mall is currently 98% occupied.
“Brick-and-mortars are not going the way of the dodo bird,” he stated firmly. “We see the younger generation out here, still enjoying the shopping experience. It speaks to the long-term viability of this concept.”
Lade acknowledged that the industry overbuilt in the 1980s; he also cited the arrival of big-box stores in the malls, and the shrinking of the middle class as contributors to the challenges that many shopping centers have faced.
He feels, however, that these problems created opportunities.
“What we’ve seen is a flight to quality,” he reported. “The better malls are doing quite well.”
This is reflected in Lakeside’s approach to attracting tenants. With several stand-alone buildings apart from the main mall, as well as a nearby smaller stretch of stores at 17th Street and Severn Avenue, Lakeside offers over 1 million square feet of retail space. In filling this space, Lade and his team have been intentional about moving toward higher-end retail. Among the new tenants this year are Warby Parker, American Eagle and Psycho Bunny, while
tenants like Lee Michaels Fine Jewelry, the Apple Store and The Royal Standard have expanded into larger spaces.
While large, national brands are a staple, Lade said he loves working with local regional retailers. Along these lines, the 17th and Severn facility is now housing small boutique stores, several with local ownership.
Lade also manages the North Riverside Park Mall in Chicago, though he admits to preferring New Orleans winters to those alongside Lake Michigan. His responsibilities for both locations cover just about everything involved with the operations, from leasing to staffing to physical plant management.
However, he was quick to credit his staff for the popular mall’s success.
“The thing that stands out most for me from this year is having the team that I have,” he said. “Sometimes it takes a while to get the right people and put them in the right places, but it is worth the effort. My work is done through other people.”
Lade remains optimistic about the future of Lakeside and its counterparts.
“Lakeside had a great year again in 2022,” he said. “I feel as good about brick-andmortar retail as I’ve ever felt.”
Dr. Takeisha Davis
CEO
NEW ORLEANS EAST HOSPITAL
BOARD CHAIR
UNITED WAY OF SOUTHEAST LOUISIANA
While taking on two leadership roles in the same year might seem daunting to many people, Dr. Takeisha Davis sees them as ideal complements to each other. In 2022, Davis became the CEO of New Orleans East Hospital and board chair for United Way of Southeast Louisiana.
“Both are aligned in their missions of being able to provide services to people who are most in need,” she explained.
Approximately 60% of the patients served by New Orleans East Hospital are on Medicaid or have no insurance at all — yet insurance may be the least of the obstacles to medical care, especially in the time of a global pandemic.
“We have to tackle the social determinants that prevent people from accessing health care,” said Davis. “The digital divide keeps many from being able to use telehealth. We have to overcome the fear of going to the hospital that resulted from COVID.”
One key solution is the hospital’s mobile care service. In 2022, vans with equipment for testing, vaccines, and other primary care components served more than 150 locations in the New Orleans metro area.
Davis feels that her work at the hospital directly with her role at the United Way, especially in terms of serving younger populations.
“This is the year of our youth; we have to invest in them,” she said. “They need access to quality education, to job opportunities.”
She also notes that providing these opportunities and support is essential to resolving the city’s crime problems. “If we don’t deal with the root causes, then we are really just spinning our wheels.”
These root causes include looking at not just area youth, but the needs of whole families.
“We need wealth-building, home ownership, job training,” she said. “While we are uplifting our youth, we have to make sure that our families and their communities are strong. They must have a base.”
Current health disparities mean that the life expectancy for someone living in Lakeview is 25 years greater than someone in Treme. Davis said this kind of disparity motivates her and led her to her work with United Way.
In 2022, for the second consecutive year ,New Orleans East Hospital was named “Small Hospital of the Year” by the Louisiana Nursing Association. Meanwhile, United Way is partnering with the NOLA Coalition to engage young people in helping devise solutions to the problems that hold them back.
“Together,” she vowed, “we will make a better, stronger, safer, healthier New Orleans.”
Quint Davis
PRODUCER/DIRECTOR NEW ORLEANS JAZZ AND HERITAGE FESTIVAL
There is no bigger stage in the city than the New Orleans Jazz and Heritage Festival, and for Quint Davis, the festival’s producer/ director, there was no greater thrill in 2022 than setting foot on that stage again after a two-year hiatus.
“Bringing the festival back was one of the two greatest moments in my personal and professional life,” recalled Davis. “The first was opening the gates after Katrina. For a lot of people, that was the first time they came back to New Orleans. That same thing happened in 2022.”
As Davis pointed out, the difference this time was that, despite the post-hurricane chaos in New Orleans, Jazz Fest was never cancelled, and aside from a rain day here or there, never has been in its 50-plus-year
history. COVID initially caused the fest to be postponed from spring to fall in 2020; subsequent rescheduling in both spring and fall of 2021 also did not pan out.
“It was like we were disconnected,” Davis said. “There was a lot of uncertainty around what the crowds were going to look like. We didn’t really know if the magic would be there, if the love would be there, if the people would be there.”
The answer was a resounding yes: nearly half a million music aficionados attended over six days of Jazz Fest. The music was back in full force, with some 500 different acts performing. And while long-time festival goers may have noticed the absence of a few favorite food vendors, Davis promised that many of those would return in 2023.
What people do not notice is all the work behind the scenes that goes into producing Jazz Fest. Davis is also the CEO of Festival Productions, Inc., and works year-round to make the event happen.
“I was trying to book some of this year’s headliners during the festival last year,” he said. “We’re supposed to have everything wrapped up by Christmas so we can release the lineup in mid-January.”
While every musician on the planet wants to play Jazz Fest, Davis pointed out that not all are available during those two weekends. He said the 2022 festival was the most challenging ever, thanks to issues plaguing so many other businesses, including problems with supplies, deliveries and staffing.
Despite everything, Davis said,
“I never had a question that we were going to do it again. I knew we were going to bring it back full size, full on.”
JAY CICERO
CEO
Greater New Orleans Sports Foundation
FOR 25 YEARS it has been Jay Cicero’s job to bring the biggest games in sports to New Orleans. This year, however, he personally was at the top of his game.
Cicero was the 2022 winner of the Dave Dixon Louisiana Sports Leadership Award presented by the Louisiana Sports Hall of Fame. He was inducted into the Hall of Fame on June 25.
While quickly noting the award was “not for athletic achievement,” he called it “a humbling and huge honor.”
In 2022, amidst unprecedented challenges, he also brought the 2022 NCAA Men’s Final Four to New Orleans.
“Along with our partners Tulane and UNO, we put on a magnificent Final Four in very challenging times,” Cicero recalled. “People weren’t traveling, the city was still in COVID restrictions less than a month before. But we had a $100 million impact and proclaimed that the city was back.”
Cicero is always looking to the next big thing, which includes when New Orleans will host its next Super Bowl in 2025.
“We are constantly working to attract events large and small that have either a large economic impact, positive media exposure, or both,” he explained. “The media exposure significantly raises the profile of New Orleans and Louisiana, and that’s extremely important when it comes to attracting other tourism business.”
The value of this publicity cannot be quantified, but more tangibly, studies indicate that a Super Bowl has an economic impact of some $400 million in direct and indirect spending and tax revenue. In its 34 years of existence, events hosted by the Sports Foundation and its partners are estimated to have had a total $3.5 billion impact.
Putting on a Super Bowl takes years of work; Cicero is already lining up sponsors and other financial support to meet the commitments made to the NFL. It all comes to a head as game day approaches, with approximately 6,000 volunteers involved.
“We recruit and assign all the volunteer positions,” Cicero said. “We train them, feed them, park them, move them around, manage them while they are on site.”
Other events hosted by the Sports Foundation range from the R&L Carriers Bowl game to the SEC gymnastics championship.
Reflecting again on the past year’s NCAA Men’s Final Four, Cicero said the event sent a very positive message to the world about New Orleans.
“We were the perfect city at the right time.”
EXECUTIVES OF THE YEAR CEO OF THE YEAR Melissa Sawyer
CEO
YOUTH EMPOWERMENT PROJECT
JAN23
BIZ NEW ORLEANS
46
46 BIZ NEW ORLEANS JAN23
“I want you to meet Julian,” says Melissa Sawyer as she jumps up from her desk and eagerly welcomes a young man into her office.
“He came to YEP when he was 8 years old and now he’s graduating this month from Nicholls State University, where he broke three records as a running back. Julian is the first in his family to graduate from college, and he’s just an awesome human being who still comes by and visits and hangs out with me.”
“This is like my family, you know,” says Julian, smiling. “So, I’m always coming around and I will continue to, no matter how old I get.”
Beaming with pride, Sawyer adds, “You ask me what success is to me? That’s success. If we could do what we did for Julian for every child in New Orleans, I know this community would be so much better for it.”
Helping kids like Julian has been Sawyer’s life’s work. A native of British Columbia, Canada, she came to New Orleans with Teach For America and spent two years teaching at Booker T. Washington High School before leaving to get a master’s degree at Harvard University. Through a colleague there, Sawyer was introduced to leadership at the Juvenile Justice Project of Louisiana and began working on statewide juvenile justice reform.
After three years, she and two colleagues had become all too aware of a pressing need and were determined to fill it. At age 27, Sawyer became the co-founder of Youth Empowerment Project (YEP), the first juvenile reentry program in Louisiana.
“I think we were just so tired of losing young people to violence, or to the criminal justice system,” says Sawyer. “Too often kids only get help when they’re involved in a system, and I think we have a responsibility to do better.”
In its first year, YEP engaged 25 young people with a staff of five and a budget of $235,000, working exclusively with young people coming out of incarceration. Eighteen years later, the staff now numbers 58, plus a board of about 20. The organization owns its three buildings free and clear, and its annual budget sits at about $5.6 million.
YEP’s scope of services has vastly expanded over the years, with a wide array of programs for ages 7-24 that include work in intervention, adult education, employment readiness — which includes opportunities at a YEP-owned bike shop and thrift shop — after-school programming, summer camps and substance abuse prevention. YEP has directly impacted the lives of over 8,500 New Orleanians and counting, which has included helping over 560 people receive their high school equivalency diplomas.
This past August, YEP opened the New Orleans East Youth Opportunity Center in partnership with Educators for Quality Alternatives. The center includes a middle school, and high school, after-school program, high school-equivalency program, child care, job training, a health clinic and a food pantry. The goal is to support not only area youth, but provide entire families with the assistance they need to better their lives.
YEP is among the youth services organizations that have recently benefited from the Nola Coalition’s efforts to address rising crime rates in the city. The coalition aims to raise $5 million a year each year for three years to total $15 million for youth services. As of mid-December, YEP had received $663,000 in donations as a result of the coalition’s call to action.
Throughout more than two decades, Sawyer has been on the front lines of the battle to save our area youth, and thus, our city. In this time, when crime and safety is at the forefront of all of our minds, the impressive success of the organization she founded, built up over 18 years and continues to lead is the beacon we need right now to light our way into the future. Biz New Orleans is proud to recognize Melissa Sawyer as our 2022 CEO of the Year.
ON WHAT SHE’S MOST PROUD OF
Our growth, and the fact that we’ve been able to be nimble and to adapt. We did a strategic plan in 2020, and one of the goals was to become financially strong and solvent. That’s really a challenge for a lot of nonprofits, but I’m so grateful that we own three buildings, and we have a six-month cash reserve in the bank that so few organizations have… We have built a real organization that I think has staying power. I firmly believe that if we’re going to create something, we have a responsibility for it to last long past me.
ON HER STAFF
I realize that this is really a labor of love, and that people could be doing many other things but they’re here because they want to be here. And so, I want to make sure that I’m extending as much gratitude and flexibility and kindness to those people who are here and who make YEP what it is.
ON WHAT NEW ORLEANS SHOULD BE DOING TO ADDRESS CRIME
We need to keep investing in programs that work, and we need there to be long-term investments, recognizing that we didn’t get to the challenges we’re facing overnight, and we’re not going to get out of them overnight.
Having been around now for multiple administrations and on multiple transition committees, I’ve seen that too often we maybe make a little progress, and then four, eight years later, we’re starting something totally new… We need to stay the course. We can’t give up or think that things are hopeless or not getting better, because I actually believe they are. I see it every single day in the kids who come here, families who come here, the adults going to get their high school equivalency, that people really do want to improve their lives and the lives of others and in this community. I think we need to try to foster that sense of trying to do the right thing and we really all need to embrace a sense of optimism and hope for the future.
ON INNOVATION DURING VULNERABILITY
I think one of the most vulnerable moments in time for us was in the wake of Hurricane Katrina, because YEP was a year old and we had no money in the bank. This was unforeseen circumstances, but I had enough sort of wherewithal to reach out to the Office of Juvenile Justice and say, “Hey, how can we help you? You don’t have a great plan for reconnecting your kids and family? Some of your kids who are incarcerated don’t know if their parents are okay. How can we help you?”
We were spread out all around the Southeast just like our kids and families were, but as helpers, one, we were able to try to reconnect kids and families and connect kids and families to services, and two, we were able to keep revenue coming in… [That December after Katrina] I looked around and realized there were no kids in school because we didn’t have enough school buildings open. They didn’t have immunization records. They didn’t have their most recent report cards. So, we started a GED program. We wrote two grants, each for $18,000. We got them and hired three women who were adult ed teachers. We had about 40 young people walk in off the street within the first several weeks who wanted to get their GED.
From there, we just kept listening, learning, growing.
ON HOW TO HELP WITH WORKFORCE SHORTAGES
I’d encourage employers to think about nonprofit partnerships. For instance, if there’s a company that knows they need 100 employees with X skill set, then maybe they could think about who they could partner with to fund those sorts of training programs. I think sometimes the onus is put on nonprofits to raise the money to prepare the people, but we’re struggling day in and day out to try to raise the money we need. I think that’s an opportunity where businesses and the nonprofit sector could probably be a bit more aligned in terms of piloting some initiatives.
ON WHERE SHE TURNS FOR ADVICE
I’m really big on mentorship and I’ve been fortunate to have some really incredible mentors, including Robert Boh, CEO of Boh Bros. Construction… From the very beginning, Robert has been such an amazing sounding board for me. He’s been an amazing thought partner. Sometimes I joke that who would have known that building and growing and leading a youth serving organization would have so many similarities to running a construction company… Robert will buy me books that they’ve used in their leadership team meetings that I can read and use to reflect on with our leadership team, but mostly it’s just knowing that he’s always just a call or email away if I need time or to bounce ideas off of him.
Another incredible mentor has been Judge Calvin Johnson, retired criminal court judge, who is on my board and our executive committee. Calvin and I go way back to like 2006, when he was on the bench in Criminal District Court and was also really tired of seeing the connection between defendants who really had a hard time reading and their engagement in the criminal justice system. As a result, he helped work with YEP, with the city of New Orleans, the City Council, Criminal District Court, and then we brought in Delgado, to start the New Orleans Adult Learning Center.
ON GOOD ADVICE IN TOUGH TIMES
Maybe three or four months ago, a young man — who was an alumnus of our program and who we were still very close to — his son was murdered. I was so upset for him. I just thought, “I can’t believe this. We’re burying another child. We need to help this parent raise money to bury their child.” It’s just so much and it’s so sad. And I was also so mad. I called Calvin and he said, “Listen, you better get yourself together. You are a leader in your own right: We don’t have to wait on the elected officials. You need to focus on what you can do.” It was one of those things that I needed to be centered again and to remember, “OK, so go back, do better, do more and keep it going.”
ON WHAT KEEPS HER GOING
I’m inspired by the courage that it takes for people to say, “I want to improve my life. I want to improve others’ lives. I want to improve the city.” And we see that every single day. Over 80% of participants enroll in YEP on their own volition. They’re not court ordered. They come because they want to take advantage of the services. And to me, that speaks to the fact that if we are open and kind and accessible, people do want to make positive choices for their lives, people do want to ensure that their children have the resources and the support that they need. And that’s encouraging to me and that keeps me going.
Every day I see young people at our afterschool programs who are laughing, who are engaged in dance, who are learning how to drum, who because of YEP have their dance and drumline uniforms paid for. We eliminate those barriers to entry for participating in Mardi Gras parades and exploring their creative sides.
I see young people who are learning customer service working at our thrift store or bike shop, but I also see on young people’s faces that it’s a place they feel safe and cared for and valued, and they want to be here —they want to be a part of it. That keeps me going, knowing that maybe we haven’t solved some of the systemic challenges that I wish we have, but with what is within our realm of influence we’re doing a good job. T
DID YOU KNOW?
Third-grade reading proficiency is commonly recognized as a predictor of high school success. 28% of Black and 78% of white third-graders are reading on grade level in Orleans Parish. 71% of New Orleans youth are Black.
Source: New Orleans Youth Alliance Well-Being Data Dashboard, Aug. 2020
UNDER NEW MANAGEMENT
MOVING ON UP
After 10 years working at Ochsner Health, most recently as executive vice president and chief financial officer, Pete November was announced as the health system’s new CEO on Sept. 13, 2022.
The seeds of Pete November’s interest in the business of healthcare were planted at an early age. His mother was a nurse and his grandfather an accountant, making a career at the intersection of patient care and financial oversight a logical fit. In his new role as the CEO of Ochsner Health, November wears both hats, overseeing a growing organization of 36,000 employees who are caring for patients across Louisiana and Mississippi.
After completing both undergraduate studies in accounting and earning a law degree at the University of Kentucky, November went on to
DID YOU KNOW? In addition to having a law degree, November is a certified public accountant, has taught at Loyola University College of Business, and serves on the board of trustees for the National World War II Museum.
practice law, becoming a partner in the corporate healthcare group of Alston & Bird in Atlanta, where he represented healthcare companies in mergers and acquisitions, equity raises, and financing transactions. His work included representing Tenet Healthcare Corporation in the sale of hospitals to Ochsner Health after Hurricane Katrina and helping take Lafayette-based home health company LHC Group public. Along the way, November encountered [former President and CEO of Ochsner Health] Warner Thomas.
“We were on the other side of the table from each other, negotiating against one another, but we got to be friends and stayed in contact,” said November.
In 2008, November moved to LHC Group, where he served as executive vice president, general counsel and head of acquisitions. In that role, he continued working with Thomas and Ochsner on various partnerships, and as Thomas prepared to take on the CEO role at Ochsner in 2012, he persuaded November to join the leadership team. Said November, “[At that time], I was sort of debating about what I wanted to do with my career… [Thomas] wanted to grow Ochsner, and he knew that was my background — working with high growth healthcare companies. So, he said, ‘Hey, why don’t you come join and help me do it?’”
At Ochsner, November has served in a range of senior leadership roles including executive vice president and chief financial officer, executive vice president of digital health and chief administrative officer, and senior vice president, general counsel and chief compliance officer. Through that journey, he developed a deep understanding of the demands of leading a fast-growing regional healthcare provider.
That knowledge was tested by the unprecedented challenge of helping navigate the organization through COVID-19, an experience that reinforced to November the importance of a high-performing team.
“It’s not about who’s the CEO, it’s really about making sure you’ve got great people, which we do,” said November. “You see it time and time again, whether it was the pandemic or Ida last year — or Ida and the pandemic at the same time… As the leader, you’ve got to make sure they’re supported. You give them the direction and let them go do what they’ve got to do.”
To meet the organization’s shared goal of making Ochsner the best place for physicians, nurses and other caregivers to practice, November is committed to providing the right resources, technology and culture. He wants to ensure Ochsner is a place where people feel, heard, appreciated, trusted and respected:
“That’s where they’re going to want to get up and come work every day, so I think part of my job is to make sure we’re always a place that has those characteristics.”
November acknowledges the need to stay ahead of technology that is constantly changing, and changing the way people operate:
“I think we’ve been good at that, and we want to keep getting better and better to make the lives of our employees and our caregivers easier, to make the lives of our patients better, to give them better outcomes, and hopefully keep people healthier so they don’t have to be in hospitals and clinics.”
Looking ahead, November hopes to focus some energy on his personal passion of helping the state and the region with economic development, taking advantage of Ochsner’s size and scale to influence positive change.
“I do feel a sense of responsibility and have a real interest in helping, whether government officials or business leaders, develop the economy of the state and region and make it stronger,” said November. “[That’s] not just business but also education and health. It all goes into improving the future of the region… We want to be a catalyst for that.”
TAKING ON A NEW CHALLENGE
Walter “Walt” J. Leger III’s career has already included prominent roles in law and politics, and on Jan. 1, 2023, he will add a new industry to that
list, moving into the top role in tourism promotion in the region — the CEO of New Orleans & Company.
Walt Leger believes timing is everything. In his latest position, leading the organization that spearheads public relations, sales, and tourism for the region, Leger’s experience made him the right person for the job at a critical moment for hospitality.
Leger has always sought to use his legal education to serve the community. He began his career as an assistant district attorney in New Orleans before transitioning to private practice. In 2008, he began what would be a 12-year tenure as an elected member of the Louisiana House of Representatives, representing New Orleans’ District 91.
As a legislator, Leger came to understand the value of tourism and hospitality to the state’s economy. When J. Stephen Perry, former New Orleans & Company president and CEO, approached Leger about joining the organization’s leadership, Leger said it felt like a natural step.
“It was a compelling argument that was made as to how I might be able to use my experience and skills to serve the city in a different type of capacity,” said Leger.
New Orleans & Company (formerly the New Orleans Convention & Visitors Bureau) is a destination sales, marketing, and trade association for the tourism and hospitality industry. The membership-based private company has nearly 1,200 dues-paying members connected to the hospitality industry, from hotels and restaurants to linen service companies and entertainment venues. Leger is the fourth person to lead the organization since its founding in 1960.
Just weeks after Leger joined New Orleans & Company as the first executive counsel and vice president of strategic affairs in early 2020, the pandemic arrived, and with it a steep learning curve. Leger’s legal and political experience helped him navigate the contractual complexities of cancelled events while preserving relationships with partners and customers for post-pandemic activity. His legislative experience also helped Leger work with government and healthcare leaders to create reasonable regulations that would allow businesses to open and operate safely.
“All the varieties of experience I had had in previous employment were so quickly applicable to what we were going through,” he said. “It really expedited the learning curve, allowed me to dig deeper into the specifics of how the industry functions… and really wrap my arms around what is a very complex and competitive economic environment.”
Leger sees unlimited potential for tourism and hospitality in New Orleans based on strengths like the city’s unique culture, talented creative community, and status as an international port. He also cites assets like the Caesars Superdome, which hosts Super Bowls, Final Fours, and other major events.
“That makes a city of 385,000 people feel like a city that’s much larger,” said Leger. “It lets us loom
DID YOU KNOW?
Leger was chosen by his colleagues to serve as Speaker Pro Tempore of the Louisiana House of Representatives in 2012 and 2016. He was the youngest member ever to hold the position.
large on the national and international stage in a way many cities envy.”
Leger wants to keep New Orleans top of mind for potential visitors (business and leisure, domestic and international — with a strong focus on international tourism, which continues to lag). To that end, he will prioritize public relations, helping to promote the city through third parties like social media influencers and journalists and reach broader audiences through emerging technologies like Web3 and NFTs.
Other priorities include continued support for investment in the New Orleans Ernest N. Morial Convention Center, which Leger believes is vital to keep the city competitive against the roughly 45 other convention centers vying for bookings.
New Orleans & Company is also partnering with local firm LifeCity on a Zero Waste challenge to encourage environmentally sustainable efforts like composting, recycling, and eliminating plastics — something more customers are seeking in event venues.
Leger believes that making New Orleans the best place to live and work will also make it the best place to visit.
“That’s why our external affairs team is so focused on partnering with members of our community and others to address quality of life issues, public safety issues and other important issues facing our community,” said Leger. “Ultimately, our members are the businesses that help make this city move forward… and employ close to 100,000 people across the region. Our work is so important to continuing the economic viability of the region… and we take that role very seriously.”
FROM THE LENS
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WHY DIDN’T I THINK OF THAT? Pure Dermatology’s Metairie offices feature a modern luxury, hotel-like atmosphere and customer service business ethos
64
NEW ORLEANS 500 Todd McDonald, President of Liberty Bank
60
WHY DIDN’T I THINK OF THAT?
Cajun Pop Louisiana Style Popcorn is in the right place at the right time.
FROM THE LENS GREAT WORKSPACES
PURE DERMATOLOGY 3100 Galleria Drive, Suite 203, Metairie
puredermnola.com // facebook.com/puredermnola @puredermnola
FACING THE FUTURE
BY MELANIE WARNER SPENCER PHOTOS BY SARA ESSEX BRADLEY
The 5,000-squarefoot Pure Dermatology offices in Metairie are designed to feel more like a chic boutique hotel than a doctor’s office.
When Pure Dermatology moved into a new medical building in Metairie in July 2018, Dr. Kate Zibilich Holcomb said her concept for the office design was, first and foremost, to ensure that it didn’t resemble a standard doctor’s office.
“I wanted it to be modern, clean and colorful with a focus on service,” she said. “You will notice that the waiting room has more of a stand-up transaction desk, like a hotel check-in, so that clients know we are always at their service.”
When pandemic restrictions began to loosen, Zibilich Holcomb joined forces and offices with her best friend and colleague, Dr. Mara Haseltine, and increased the footprint of the office space.
“We had been practicing less than 2 miles from each other since I returned to New Orleans, and the environment of dermatology business and medical practices in general had started to change,” said Zibilich Holcomb. “There were only three major options: work for a large institution, sell to and be run by a venture capital firm, or figure out how to make your small business continue to excel. We both had the vision of a small business being connected to the community it serves, so the time was ripe for us to join forces. Two minds have definitely been better than one for our creativity and growth.”
Recently, Zibilich Holcomb shared more about the forward-thinking design and Pure Dermatology’s ethos and business goals.
What were your goals for the design?
Dr. Kate Zibilich Holcomb: The space was designed to make patients feel less stressed about their visit, pending procedures or any concerns about their medical conditions. I wanted patients to feel relaxed and happy, not like they were in a doctor’s office, but in a bar or a hotel lobby with their best girlfriends or the most supportive people in their life.
What was the biggest design challenge?
Zibilich Holcomb: The initial architecture firm I worked with was used to creating very standard medical offices but not feminine, upscale, luxury spaces. But the contractor, Paysse McWilliams of Volkel-McWilliams, was willing to work with my ideas and help me realize my
Clients are greeted at the offices by pink doors. The happy, feminine hue has become Pure Dermatology’s brand color, as well as Dr. Kate Zibilich Holcomb’s favorite.
QUICK LOOK
Date of opening
2017
Square footage
Approximately 5,000 square feet
Persons in Charge
Dr. Kate Zibilich Holcomb and Dr. Mara Haseltine
Architect
Buildout 1- fl+WB Architects and Volkel McWilliams; Buildout 2 - Greg Smith, architect and design builder
Interior Design
Dr. Kate Zibilich Holcomb, with consulting and sourcing by Julie Ponze Designs
Art
Ken Tate and Jenny Gremillion
goals. In the expansion, we had a delay based on the supply shortage from COVID-19. Greg [Smith] was sometimes coming in after hours to finish up so [the work] did not disrupt our busy clinic. The second side looks even more modern and clean than the first.
What is the standout feature of the design?
Zibilich Holcomb: The pink doors are the major thing you notice when you come into the back office, and it has really resonated as being part of the brand. I initially chose blue as my brand color, but when I realized every dermatologist in America uses blue because it is calming and liked by most, I had to find another color. My friend down the hall, Dr. Nicole Rogers, had already chosen purple, so pink was my next option. After the doors went up, I knew it was the right choice. I never even wore pink before Pure Dermatology and now that we see how good it looks with so many people’s skin, it has become my favorite color. Also, the colorful art is to make people feel happy.
How would you describe Pure Dermatology and its core clientele?
Zibilich Holcomb: People think aesthetics is only directed at women, and while women do make up the majority of our clientele, we want to take care of families from cradle to grave. We try to encourage people to ensure their loved ones also have dermatologic care, and I think because we have created such a warm and service-oriented environment, we believe that makes people refer their spouses, grandchildren and friends. Not a day goes by that one of our providers doesn’t get asked if we see kids, see husbands, and the answer is always yes. Treating multiple generations also makes us feel connected with our patients and the community as a whole.
How do you set yourselves apart from companies doing similar work?
Zibilich Holcomb: We are very focused on skin health and efficient skincare. What that means to us is getting the best outcome for each unique patient with the least possible steps. I [personally] can only use about four products max, and so I really cannot expect others to use more than that.
How do you promote a positive work atmosphere for the staff?
Zibilich Holcomb: We emphasize the family environment. For staff to do a good job, they have to be taken good care of also. We want our staff to provide the utmost in customer service, to know the patients, to create personal relationships, and we try to support them in those efforts. We encourage the team to get to know the patients and to also feel comfortable conversing with them.
Colorful artwork and a mix of patterns helps promote a positive, joyful atmosphere.
Also, the doctors and owners are with the team for the majority of the day, and we expect them to take good care of our clients. I treat them as equals because I cannot do my job without them. We spend most of our time together and I treasure each of them. We do a lot of teambuilding out of the office, and I feel this supports that family environment we have in the office.
What are your biggest challenges?
Zibilich Holcomb: Continuing to maintain a capable staff and not having them burnt out on the customer service aspect is always a challenge. As we grow, finding capable employees with a kind heart, team mentality and dedication to customer service is a challenge.
What goals are you looking to meet in the next 12 months?
Zibilich Holcomb: Maintaining quality and strong customer service is a yearly goal. My personal 12-month goal is creating electronic efficiencies in the patient experience, like having a virtual consult before you come in so you can come to your first visit ready to be treated. This is limited by getting clear photographs from clients to be able to evaluate them. We continue to visit this idea and are closer to this goal year over year.
Is there a question you wished I had asked? Or something you think readers should know about your company or services.
Zibilich Holcomb: We are board-certified dermatologists, qualified to treat all conditions related to skin, hair and nails. We are also experts in cosmetic injectables and laser and procedural skin devices, and we teach residents and other medical practices to provide these services. We are a top clinic in Louisiana for healthy skin and aesthetic services. The appearance of our practice reflects our dedication to being detail-oriented and to skin health. This took us about four years to construct to our standards. Last year we launched something called SkinFit, which is basically like a membership for your skin (care). Patients come in every month and choose many low-level procedures that can have an impact on anyone’s skin at any age and are safe for the lightest and darkest skin types. The idea is that these proven repetitive treatments result in meaningful results. SkinFit has been extremely successful, and we have had positive feedback from patients and staff. It is geared toward the busy patient because nearly all procedures take only 30-60 minutes in office and have downtime of less than one day. T
“We emphasize the family environment,” said Zibilich Holcomb about the company’s work atmosphere. “For staff to do a good job, they have to be taken good care of. We want our staff to provide the utmost in customer service, to know the patients, to create personal relationships, and we try to support them in those efforts.”
FROM THE LENS WHY DIDN’T I THINK OF THAT?
CAJUN POP Cajun-Pop.com / @Cajun.Pop
Riding a wave of demand for healthy snack options since the pandemic, Cajun Pop air-popped, ready-to-eat popcorn is inspired by classic Louisiana flavors.
POPPING UP EVERYWHERE
Cajun Pop Louisiana Style Popcorn is in the right place at the right time.
BY ASHLEY MCLELLAN PHOTOS BY EDMUND D. FOUNTAIN
Akernel of a good idea has exploded for Baton Rouge entrepreneur Mike Coates, whose Cajun Pop Louisiana Style Popcorn has been popping in popularity with post-COVID consumers looking for a healthy, ready-to-eat snack. Coates launched Cajun Pop in 2019, inspired by a love of Cajun flavor
“The real goal was to make a go-to Louisiana type of snack food that my Cajun-food-loving friends would be able to enjoy at any time of the day, in any city or state they want,” said Coates.
Coates has popped into a fast-growing industry. According to AlliedMarketResearch. com, the global popcorn market was valued at just over $9.8 million in 2020, and is projected to more than double by 2031, reach $18,827.12 million in sales.
In this market, it’s all about creativity.
“Growth in the popcorn category is being driven by new flavor innovations and new packaging sizes and formats,” said a July 2022 “State of the Industry” report by SnackandBakery.com.
“My favorite flavors are definitely the Boiled Crawfish or King Cake, sometimes both at the same time… That’s a little trick ” I learned so that you can make it sweet and savory all at once.
Mike Coates, Cajun Pop owner
“Hot and spicy microwave popcorn and cheddar Associated Grocers (stores such as Acquistapace’s, jalapeño popcorn in family-sized bags are just Breaux Mart, Canseco’s Market, Dorignac’s, two examples. Expect to see more innovation Langenstein’s and more), the company is quickly in the near future.” gaining fans through sales in local grocery stores
The same report stated that from May 2021 and hotel and airport gift shops. to May 2022 the ready-to-eat popcorn/caramel Coates and a team of three full-time corn category in the United States was up 12.1% employees are headquartered in Baton Rouge. with total sales of $1.8 billion. Cajun Pop is produced in Chicago “by the
Popcorn has long been recognized as a same manufacturer as other major popcorn healthier snack option, which have increased in brands such as Skinny Pop, and packaged in popularity in the past few years. Dallas,” said Coates. “I run the manufacturing
“Coming out of a pandemic that forced side myself but have employees in ordering and everyone to suddenly evaluate their health and accounting. We are seeing tremendous growth, take precautions to protect it, healthy snacks so we hope to expand our team soon.” and challenger brands are growing in popularity While he has relatives in the grocery industry, with consumers seeking out more nutritious Coates himself does not have a culinary options,” said a June 2022 report in Specialty- background. FoodsMagazine.com. “My background is actually in
Cajun Pop products are available pipe and vessel fabrication as an in 15-ounce, family-sized bags estimator and a vessel designer,” he ($5.96 each) and are packed with locally inspired flavor. Eight variDID YOU KNOW? said, “where I learned a lot about manufacturing and business in a eties include classics like cheddar and caramel, in addition to out-ofHigh in fiber, popcorn contains nearly 4 grams in a 4-cup general sense.” While the business continues the-box options such as “Creole serving, as well as a to grow, Coates sees the future of Pickle,” “Southern Ranch,” “Pecan significant amount Cajun Pop as almost unlimited in Pie,” and “King Cake.” of polyphenols that its potential and is aiming high and
“Our flavors are easily inspired by can help lower blood sugar levels and aid taking inspiration for some fellow traditional Louisiana Cajun food,” digestion. Louisiana brands that have found Coates said. “Using other popcorn success. flavors as a base, we add ingredi- “Cajun Pop has been growing ever ents from the real dishes like boiled crawfish, since we launched in 2019,” he said. “We have king cake and beignet to add to our pop and taken full control of the manufacturing process so make the corn stand out as a Louisiana food.” we can produce enough popcorn to expand across
Cajun Pop popcorn can be found in stores the country… Our aim is to get a share of the across Louisiana, as well as Alabama, Mississippi, national market, hopefully expanding the Cajun Florida, Texas, Minnesota, Colorado and New brand as a whole and making our culture a little Mexico, as well as online and on Amazon. In more recognized on a national level. Sort of like addition to Walmart, Sam’s Club, Rouses and Slap-Ya-Mama or Zapp’s.” T
Cajun Pop flavors include: King Cake,
Boiled Crawfish, New Orleans Beignet, Pecan Pie, Dat Cheddar, Kickin’ Caramel, Creole Pickle and Southern Ranch
FROM THE LENS NEW ORLEANS 500
DID YOU KNOW? In April 2022, Liberty Bank’s board announced that McDonald had been named the bank’s president, taking over for his father, Alden J. McDonald Jr., who continues to lead the Liberty Financial Holding Company. After holding numerous executive positions at the bank since 2003, the younger McDonald has taken the reins of an iconic financial institution with more than $1 billion in assets.
Todd McDonald
President of Liberty Bank
Education: Northwestern University (MBA), Morehouse College (BA)
Best Fest: Jazz Fest
Hidden Gem: Barrel Proof
On the Horizon: Our 50th anniversary!
Advice: Always ask yourself, if you won the Powerball would you still do it?
Hobby: Fishing and drinking wine
What Do You Love About
Your Job? I get to help others every single day.
Nonprofit Cause: Son of a Saint
