Biz New Orleans January 2025 by Renaissance Publishing

JAY CICERO

Our MVP

Im so excited to join with the staff of Biz New Orleans in congratulating our 2024 CEO of the Year Jay Cicero.

New Orleans loves nothing more than a reason to celebrate — if we don’t have one, we’ll make one up. But while we’re known worldwide for our music, food and parades, sports are also a massive part of our tourism — and our lives, hello Saints and Pelicans!

It has been the job of the Greater New Orleans Sports Foundation to bring renowned sporting events to our city since it was organized in August of 1998, and there is no question that it has done its job well. The scope of the events that have chosen New Orleans has been incredible — from national championships in basketball, hockey, volleyball, taekwondo, boxing, karate, softball, pole vaulting and acrobatics, to world championships in gymnastics and wrestling and Olympic trials in track and field and weightlifting. Over the decades, GNOSF has formed relationships with the NCAA, SEC, NBA, Wrestlemania, Bassmasters and Ironman organizations, to name just a few.

And then, of course, there’s the NFL and the Super Bowl, which we are about to host for the 11th time — tying with Miami for the host record.

Let’s just pause here for a moment and realize that Miami metro’s population in 2024 was about 6.3 million. In the New Orleans metro, we’re at about 1.2 million. Yet here we are, punching above our weight, yet again!

How do we compete with cities many times our size, boasting way more Fortune 500 companies? The answer is that we have a secret weapon: the Greater New Orleans Sports Foundation, a small but mighty team that has been led by Louisiana native Jay Cicero for close to 30 years.

As we prepare to enjoy the fruits of the labor of so many as Super Bowl LIX takes over the city, please join me in congratulating Cicero, his team, and the hundreds of people who have given their time, talent and treasure to making sure our city shines its brightest on the world stage.

Of course, Cicero is in excellent company this year as he joins our seven incredible Executives of the Year. These men and women had huge years in 2024, and we are so honored to share how their work has changed, and continues to change, our city for the better.

Here’s to a game-changing 2025 for us all! And don’t forget, we look forward to sharing all your news in the new year too! Keep us posted at editorial@bizneworleans.com.

Happy New Year and thanks for reading,

KIMBERLEY SINGLETARY

Editor Kimberley@BizNewOrleans.com

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Publisher Todd Matherne

EDITORIAL

Editor Kimberley Singletary

Art Director Sarah E.G. Majeste

Digital Media Editor Kelly Massicot

Associate News Editor Veronika Lee Claghorn

Contributors Natalie Barranco, Brenda Breaux, Andrea Huseman, Jeremy Marshall, Ashley McLellan, Misty Milioto, Chris Price, Poppy Tooker, Keith Twitchell

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Senior Account Executive Meghan Schmitt (504) 830-7246 Meghan@BizNewOrleans.com

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PRODUCTION

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Marketing Manager Greer Stewart

Let’s Make New Orleans Super This Year!

As we kick off 2025, New Orleans needs this year to be super.

In addition to hosting our 11th Super Bowl next month, New Orleans is bound to have other opportunities throughout the year where we can showcase ourselves as a world-class city in the midst of a renaissance.

Unfortunately, we haven’t had solid leadership in the mayor‘s office since Hurricane Katrina. As a result, even though we’ve received a good amount of federal dollars, we’ve struggled, and continue to struggle, on too many fronts.

Helena Moreno has been the first to throw her hat in the ring, but I know others are coming. As a member of the business community, I feel strongly that we cannot afford to stand by and miss the opportunity this fall to elect a leader that will truly lead and help us come together to solve the problems that need to be solved.

The citizens of New Orleans deserve better; we cannot afford to continue with ineffective leadership.

On the flip side, I’m happy to say that incredible leadership does exist throughout every industry in our region, and I’m excited

that we are celebrating eight incredible examples of that in this issue. Congratulations to our 2024 CEO of the Year Jay Cicero and all of our Executives of the Year.

As we start the first quarter on the world stage with the Super Bowl, it is my New Year’s wish that we will end the fourth quarter with a big W — the kind of leader that will quarterback us into a brighter future.

(504) 830-7216 kate@bizneworleans.com

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L to R: Cynthia Lee Sheng (parish president), Jerry Bologna (JEDCO president and CEO), Scott Walker (council-at-large), Mayra Pineda (JEDCO 2024 chair), Josline Frank (JEDCO 2025 chair)

The initiative launches at an exciting time for Jefferson Parish. Not only has the community experienced significant economic growth in recent years, but it will also play host to visitors during Super Bowl LIX and celebrate a Bicentennial in 2025. The “More Here” campaign will capitalize on the region’s time in the spotlight to raise awareness of its many advantages as a global destination for business growth, innovation and investment.

JEDCO President and CEO Jerry Bologna announcing at the organization’s end of the year meeting on Dec. 5 that it was launching a marketing campaign to attract new business investment and engage with companies seeking to expand or relocate and foster economic growth in Jefferson Parish. To learn more, visit JEDCO.org.

“My approach to tourism has been as much about the local community as it is about the visitor experience, as well as being a mentor to the team members with whom I have been fortunate to work alongside… I absolutely adore this city and do not plan on retiring any time soon!”

EPISODES 218 & 219

Amanda and Isaac Toups are In the Spirit Renowned on the culinary scene, chef Isaac and Amanda Toups have co-founded a nonprofit called Toups Family Meal that is dedicated to remedying food insecurity in New Orleans. To date, TFM has served over 175,000 meals to Orleans Parish residents. They share what they’ve done so far and ways anyone can get involved for the holidays.

EPISODES 220 & 221

Not Your Parents’ Chamber

Orleans & Company’s chief marketing officer to a senior advisor for the organization, effective April 1, 2025.

As the New Orleans Chamber of Commerce celebrates two decades serving area businesses, President and CEO Sandra Lindquist shares how the chamber has evolved to fit the needs of its 1,300 members and growing — including its move into legislative advocacy. She shares details on the chamber’s biggest wins and groundbreaking events.

Mark Romig, announcing plans on Dec. 11 to transition from New

IN THE BIZ

ENTREPRENEUR

A successful entrepreneur himself, Storyville Museum founder highlights a colorful side of the city’s business history

“Jiggly Bits” is a unique gift idea that benefits local hospitality workers.

SPORTS College football is losing what makes it special.

A Fresh Look for A New Year

“Jiggly Bits” is a unique gift idea that benefits local hospitality workers.

BY POPPY TOOKER

Our hospitality community plays a huge role in the success of our local tourism industry. Doubledigit billions are spent annually, making each visitor’s experience vitally important.

Often, it’s the waiter, the bartender or the hostess greeting guests at a restaurant’s front door that are responsible for creating an indelible memory.

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.

But being nice, all the time, no matter the circumstance — a necessity in the hospitality world — could drain anyone of their good cheer.

Looking to address the needs of this industry, lifelong hospitality worker Olivia McCoy is the founder of WeHelp NOLA, a local nonprofit dedicated to providing financially accessible mental health resources. The program is simple and affordable for any restaurant, no matter the size. For a monthly membership averaging approximately $10 per employee, a restaurant’s staff receives access to all WeHelp NOLA’s therapy and mental health resources. Now in its fifth year, the organization now boasts more than 50 local members that have benefited from more than 5,500 therapy sessions.

When a restaurant partners with WeHelp NOLA, each staff member receives a welcome email explaining a simple registration process via the organization’s website where potential therapists can be reviewed. Teletherapy or in-person appointments are booked on the same site.

“It’s completely confidential between you and your therapist,” McCoy said. “Nothing is ever shared with an employer.”

ALL IN FOR A GREAT CAUSE

Meanwhile, local food photographer Kat Kimball had been floating an idea for a naked chef calendar for years. During last summer’s typical slump, Kimball sat down with Ashley O’Neil of Ganza, a local creative agency, and together with O’Neil’s partner, Charlotte Tobin, to discuss a 2025 calendar. The result is “Jiggly Bits: The New Orleans Naked Chefs Calendar,” featuring local chefs without their most necessary kitchen gear. The calendar is available for $40 exclusively through Dirty Coast, online and in stores, and 100% of the proceeds would benefit WeHelp NOLA’s important work.

Everyone involved worked pro bono to benefit the nonprofit, but

first, Kimball had to get the chefs to agree to the project. While photographing the Afro Freedom Fest in June, she began by asking Prince Lobo of Addis Nola to be involved. Once Lobo agreed, Charlie Pierre of Fritai jumped in. Kimball then gingerly approached James Beard Award winner Nina Compton. When Compton heard it was all for charity, she also quickly agreed to participate. Eventually, Kimball collected 21 chefs willing to bare it all for a good cause.

“What a pro Nina Compton was,” Kimball said. “She was all business! We arrived early one morning, and she slipped right out of her clothes, popped up on the bar and positioned “Papa Bunny,” the Compere Lapin mascot carefully on her lap.” The resulting glamour shot immortalized Compton as Miss January.

By her own account, Compton had not fully thought through all the possible ramifications.

“My mother was out lunching with friends when an article popped up on her phone, ‘New Orleans Chefs Pose Nude for a Calendar.’ Excusing herself from the table she quickly called me to say, ‘I heard about the calendar, and I just want to know, you looked very classy. You did it right,’ Compton related with a sigh of relief.

When Kimball asked Dan Stein of Stein’s Deli to be involved, she assured him, “I just want to photograph you doing what you do every day — scowling on the phone, angry, only naked with bagels raining down on you!”

Mr. July, Mason Hereford, looks especially demure sporting only a knee-length apron while standing naked at a BBQ grill in front of Turkey and The Wolf. Posing behind his demo counter at Gris Gris, a naked Eric Cook is flanked by flaming columns of fire for an unforgettable voodoo effect. Get a fresh look on the New Year and give a hand to our New Orleans hospitality community at the same time with this calendar for a good cause. T

Catch Poppy Tooker on her radio show, “Louisiana Eats!” Saturdays at 3 p.m. and Mondays at 8 p.m. on WWNO 89.9 FM.

journalist and public relations principal. When

not

Skipping Class

College football is losing what makes it special.

BY CHRIS PRICE

If you watched the final weekend of college football’s regular season, you may have noticed a revolting trend.

“Rivalry weekend” featured some great games, but it also produced several fights and all-out brawls.

In Colombus, Ohio, teams from Michigan and Ohio State faced off in the 120th playing of “The Game.” The Wolverines upset their biggest rival, 13-10, in Buckeye Stadium. As soon as the game ended, a Michigan player tried to rush to midfield to plant his team’s flag in Ohio State’s midfield logo. The Buckeyes, whose hearts had just been pierced, didn’t take it too kindly and literally fought to keep the flag from piercing what many Ohioans consider hallowed ground. Both teams pushed, shoved and threw punches before police used pepper spray to disperse the players, coaches and support staff involved. During the melee, an OSU police officer was injured and needed medical attention.

Ohio State Head Coach Ryan Day said afterward, “These guys were looking to put a flag on our field, and our guys weren’t going to let that happen. This is our field.”

In Tallahassee, Florida, the Florida Gators completed a dramatic in-season turnaround by whipping the Florida State Seminoles 31-11.

Gator players stormed the field and planted a flag in FSU’s midfield logo, causing a fight and heated exchange between the teams’ head coaches.

After the game, FSU Head Coach Mike Norvell, who at one point grabbed the Gator banner, said the flag planting “was not gonna happen.”

Florida Head Coach Billy Napier apologized for the incident and said there would be “consequences” for those involved.

“Obviously, what happened there at the end of the game is not who we want to be as a program,” Napier said. “It’s embarrassing to me, and it’s a distraction from a really well-played football game. I want to apologize on behalf of the entire organization just in terms of how we represented the university there.”

In Chapel Hill, North Carolina, NC State defeated North Carolina 35-30. A Wolfpack player stuck an NC State flag in the midfield logo, resulting in a scuffle.

“We don’t need any of that,” NC State Head Coach Dave Doeren said. “That’s bad for the game.”

In Tucson, Arizona State beat Arizona, 49-7. After the win, a Sun Devil jabbed his team’s mascot’s trident into Arizona’s logo, before players from both teams grappled over the prop.

“That’s our field. Just doing that was disrespectful,” Wildcats running back Quali Conley said. “I just feel like that was uncalled for.”

Having seen the poor display of sportsmanship across the country during the day, Texas Head Coach Steve Sarkisian ran to midfield after his Longhorns defeated Texas A&M 17-7 in College Station and could be seen repeatedly yelling “no” at his players and directing them away.

“Rivalries are great, but there’s a way to win with class,” Sarkisian said after the game. “I just didn’t think that’s the right thing to do. We shouldn’t be on their logo. There shouldn’t be flag-planting. Go win the game and go to the locker room.”

The following day, the Big Ten fined Michigan and Ohio State $100,000 for violating the conference’s sportsmanship policy.

“We have to collectively come together,” ACC Commissioner Jim Phillips said. “We can do things independently as conferences, but we need to all come together and our approach must be aggressive. This is unacceptable.”

That night, lead ESPN college football analyst Kirk Herbstreit, posted on X (formerly Twitter), “I think any conference commissioner who had a team or teams involved in the postgame fights owes it to his conference and THE SPORT of (college football) to study the film very closely and sit anyone who was involved in being an aggressor to help escalate the situation.”

Herbstreit’s plan could make conference commissioners and teams fall in line. Teams who make this year’s 12-team College Football Playoff will score $4 million for playing in the first and quarterfinal rounds. Those that advance to the semifinal and national championship will receive $6 million per game.

No school or conference wants to lose a player in a fight or suspend one who could be a difference maker in the most crucial part of the season.

“Sit those involved for their next game,” Herbstreit said. “Whether it’s a bowl game or playoff game. These dudes need consequences — for their own good!” T

CHRIS PRICE is

award-winning

he’s

writing, he’s avid about music, the outdoors, and Saints, Ole Miss and Chelsea football.

IN THE BIZ ENTREPRENEUR

KEITH TWITCHELL spent 16 years running his own business before serving as president of the Committee for a Better New Orleans from 2004 through 2020. He has observed, supported and participated in entrepreneurial ventures at the street, neighborhood, nonprofit, micro- and macro-business levels.

Shining a Red Light on Entrepreneurism

A successful entrepreneur himself, Storyville Museum founder highlights a colorful side of the city’s business history

BY KEITH TWITCHELL

“

Storyville was full of entrepreneurism.”

While this observation from Claus Sadlier, founder and CEO of the Storyville Museum at 1010 Conti Street, may not echo the first thought that comes to most people’s minds about New Orleans’ infamous red-light district, it is historically accurate.

“This was a time when women had few entrepreneurial opportunities,” Sadlier continued. “For most women, working meant earning 15 cents an hour in some factory.”

Sadlier knows entrepreneurism when he sees it. A native New Orleanian, Sadler graduated from Brother Martin High School and the University of New Orleans. After obtaining a business degree from Indiana University, he settled in San Francisco in the early 1990s. This was when specialty coffee shops were burgeoning, but mobile hot drink containers were made only from environmentally unfriendly Styrofoam.

Sadlier invented an insulated paper cup, formed a company to manufacture them, and

eventually sold it to Dixie Cup for the highest amount ever paid for a paper products company. Several entrepreneurial ventures later, he returned to New Orleans, purchased a home in the French Quarter, and immersed himself in local history.

He also observed the various “history” tours that permeate the Quarter and cringed at their considerable fiction content. Realizing that casual tourists frequently are interested in learning about the city’s background but may not have the appetite for a deep dive at a place like The Historic New Orleans Collection, he hit on Storyville as the ideal way to get people engaged.

“I want to take back a bit of New Orleans history,” said Sadlier. “I want people to know how important New Orleans was. At one point, it was the third-largest city in the United States.”

While New Orleans has been a historical leader in everything from banking to shipping, it has also been prominent in less “mainstream” industries. Sadlier prepared intensely prior to opening his museum — “I read hundreds of books, went to a lot of museums, thousands of hours of research” — and along the way, came across many interesting tidbits:

• New Orleans was once the gambling capital of the U.S., with some 500 licensed casinos in the 1800s. Along with better-known inventions such as jazz, the city was the origin of both poker and craps.

• Between 1810 and 1860, three different red-light districts existed in the city.

• When Storyville was established in 1897, it rapidly became the largest red-light district in America. In its heyday, there was a 100-page directory of women and establishments, complete with corporate sponsors such as Veuve Clicquot champagne and Budweiser beer.

“People hear about Storyville, but they don’t really know what it is,” Sadlier noted. “It’s such a great story, and the museum gives tourists a destination where they can get real New Orleans history.”

The Storyville Museum avoids the obvious cliches and salacious focus to tell the story of the district in the larger context of the city’s founding and growth. Murals on the walls and an exceptional collection of period artifacts help bring the time and place to life. An extensive display of E.J. Bellocq photos, including one previously unpublished, also helps paint the picture. And there is considerable emphasis on the sense of community that permeated Storyville.

“Everybody knew each other, the women, the musicians, the bartenders, even the police,” recounted Sadlier. “They were on the outskirts of society, but they had a real community.”

That this community was so entrepreneurial really resonates with Sadlier, who wants the museum to thrive but also recognizes that it is a passion project that his past successes enable him to undertake.

“Once you make enough money, you have to do things you love,” he said. “I do things I always wanted to learn about. I used the museum as a vehicle to learn a lot, and I hope other people will, too.” T

PERSPECTIVES

Louisiana is the first state to receive funding

PERSPECTIVES

JEREMY MARSHALL was born and raised in Baton Rouge before moving to New Orleans with his wife, Kristin, in 2018. Beginning his career in the film/TV industry, Marshall worked steadily on over a dozen projects before transitioning to Renaissance Publishing as sponsored content coordinator. He may be reached via email at jeremy@myneworleans.com.

Company Health Insurance Survival Tips

Local experts share what they’re seeing businesses do to cope with rising costs.

BY JEREMY MARSHALL

The long upward trend of health insurance costs throughout the United States shows no sign of slowing anytime soon.

Despite the U.S. spending more on healthcare than at any time in its history — up to 18% of GDP currently — uncertainty is at its most prevalent throughout workforces across the country. As the landscape of healthcare options from employer-provided plans to the Affordable Care Act (ACA) offers respite, the need for sustainable health insurance is as imperative as ever.

“With the passage of the ACA in 2010, many people did not understand the wealth of new benefits available for the uninsured and small

businesses,” said Chadrick Kennedy, president of Health & Wealth Consultants (HAWC) on St. Charles Avenue. “Today, small businesses have access to more innovative products than ever to help mitigate costs. The more educated business owners are about these options, the better they can advocate for their employees and provide attractive coverage.”

For economists like Michael Bertaut, healthcare economist and exchange coordinator for Blue Cross and Blue Shield of Louisiana, the fluctuations in the healthcare market are unsurprising, offering both opportunity and constrictions.

“In states like Louisiana, one of the poorest in the nation, employers need to offer strong healthcare benefits to attract top talent,” he said. “Today is, undoubtedly, the easiest time in our lifetimes to get coverage and stay covered, although that coverage is in no sense cheap.”

General inflation makes the constant struggle to stay above the onslaught of costs an exhaustive, day-to-day challenge, leaving many employers frustrated and hopeless. Kevin Gardner, senior vice president of HUB International Gulf South, has monitored these trends over a 40-year career and, while acknowledging the unsustainability of these economic forces, is hopeful in the continuing fight.

“People are worn out because the problem with healthcare costs has grown beyond normal inflation to become unmanageable,” said Gardner. Property/homeowners rates and healthcare costs are not improving and are particularly challenging in South Louisiana. But there is hope as employers are taking a more aggressive stance on how they manage their plans.”

CHANGING HOW MONEY IS SPENT

Thankfully, employers do have a fair amount of flexibility in what benefits they offer and how they offer them. To that end, many Louisiana employers have opted to utilize a higher percentage of their costs to cover employees as opposed to their own dependents, a generous and profitable redistribution of benefits.

“Five years ago, this wasn’t an option,” noted Bertaut, “but now you have the option to give less of a percentage of the total premium while

retaining the same dollar amount to your family coverage and increasing that percentage for employees. Additionally, up until 2021, the IRS said that if one spouse got a good offer from an employer and the family got any kind of offer, those folks were locked out of healthcare.gov. That is no longer the case. Employers who do this in an organized way can consistently provide more affordable coverage.”

EXAMINING ALL THE PLAN OPTIONS

In Louisiana, a state predominantly made up of small businesses, these smaller employers are also beginning to move to partially self-funded plans, allowing for more creativity than being fully insured. By narrowing the scope of their coverage and limiting the provider options to Ochsner or the LCMC health systems, employers can reduce costs across the healthcare spectrum, including currently skyrocketing pharmacy costs.

“Partial or fully self-funding allows you to be more strategic in your network for how your employees access care,” said Gardner. “To reduce costs, you might have to accept some changes in choices to counteract improvement on the plan itself. This same approach goes for pharmacy costs. You used to be able to get any drug you wanted on any plan, but now you might have to get a particular drug. This makes things more difficult for the doctor but removes costs while retaining coverage.”

KEEPING PEOPLE WELL

Despite the increase in costs, however, the overall health of employees has begun to improve in large part due to the recent trend of company-wide wellness initiatives. By investing in programs that engage employees in a culture of health, employers can reduce costs through less frequent doctor visits and the maintenance of healthy lifestyles.

“By creating an environment where health is at the forefront, small business owners are able to profit from the improved health of their people,” said Kennedy. “When employers spend money to increase the quality of life for employees, costs invariably go down. It’s a true win/win.”T

PERSPECTIVES

REAL ESTATE + CONSTRUCTION

ANDREA A. HUSEMAN, CCIM, is the co-founder of New Orleans CREW. She is also a leasing and brokerage specialist at Corporate Realty. She may be reached via email at ahuseman@corp-realty.com.

Is CREW for You?

If you’re a woman in the commercial real estate business, you need to know about New Orleans CREW.

BY ANDREA A. HUSEMAN

Being a founding member of New Orleans CREW has been one of the highlights of my career in commercial real estate.

Commercial Real Estate for Women Network (CREW) was founded in 1989 by bringing together independent commercial real estate women’s groups across the country. This enabled women to exchange information, develop business contacts and help each other succeed professionally.

In 2001 the group changed its name to CREW Network. Today there are more than 80 chapters and global affiliate groups, and CREW Network

is widely recognized as a premier organization for fostering and advancing women’s success.

In 2001, Marie Moore and I attended a local real estate conference, where we began talking about the need for a CREW chapter in New Orleans to foster and support women in this profession. We envisioned this group being composed of the “movers and shakers” in commercial real estate, standing out in our city as one of the premier organizations.

To kickstart this initiative, we invited 150 women to a free steak luncheon that was sponsored by various companies and law firms in the city. From that lunch meeting, more than 60 members started New Orleans CREW. Our

chapter was officially accepted by the network in 2002, and it has continued to grow and thrive. Today we have 70 members committed to supporting the local community.

New Orleans CREW consists of Louisiana professionals — primarily women who are based in New Orleans and the river parishes. Their backgrounds include brokerage, management, lending, legal, construction, title work, environmental consulting, architecture, engineering, insurance and development.

Like many organizations, we host programs such as “Lunch Around” sessions that feature speakers, tours of buildings and projects, social events and networking opportunities. Many of our members are actively engaged with local nonprofits, and we take pride in giving back to the community, from an annual “Boil and Build,” in which we collaborate with Habitat for Humanity, to the annual Toys for Tots drive.

The annual View from the Top program is one of the first programs started by New Orleans CREW, and it remains one of the most popular. The event’s aim is to highlight outstanding women in the community.

New Orleans CREW initiatives include raising awareness on topics like development, insurance, leasing, lending and fundraising for rebuilding efforts and low-income housing.

We also highlight opportunities in the market, as well as provide education on topics including transforming brownfields into viable uses or converting old or blighted properties into valuable real estate assets.

We also contribute to the national philanthropy mission, CREW Network Foundation. The CREW Foundation emphasizes education and provides support for women in commercial real estate, including programs, mentorships, scholarships, industry research and career outreach.

For more information on New Orleans CREW, visit NewOrleansCREW.org. T

VERONIKA LEE CLAGHORN is the associate news editor of BizNewOrleans. com. She may be reached via email at Veronika@BizNewOrleans.com.

Picking Up Speed

Louisiana is the first state to receive funding through the federal Broadband Equity Access and Deployment (BEAD) program.

BY VERONIKA LEE CLAGHORN

In November, Louisiana unveiled two major initiatives to bring high-speed internet to thousands of disenfranchised communities across Louisiana.

The Louisiana Local Fiber Consortium (LLFC), a coalition of Swyft Fiber, REV and T-Mobile, was awarded nearly $450 million in BEAD funding to expand fiber networks across the state. The investment represents the largest broadband expansion in Louisiana’s history, aimed at connecting rural and underserved areas through resilient, underground fiber infrastructure.

The project will enhance internet reliability and speed for homes, businesses and emergency services, contributing to broader national efforts, including the $65 billion allocated for broadband access in President Joe Biden’s 2021 Bipartisan Infrastructure Deal.

Simultaneously, AT&T announced it will receive $55 million in BEAD funding through the state’s GUMBO 2.0 program, a public-private partnership aimed at expanding fiber internet to more than 20,000 homes and businesses. In addition to the state’s investment,

AT&T is committing over $150 million of its own funds to the project, which is part of its ongoing efforts to close the digital divide. The initiative is expected to be completed over the next four years.

David Aubrey, president of AT&T Louisiana, expressed confidence in the partnership.

“This first-of-its-kind BEAD award is a testament to what we can achieve when the public and private sectors work together to bridge the digital divide,” he said. “We’re excited to bring the benefits of AT&T Fiber to Louisiana’s communities and continue our commitment to connecting more Americans to reliable, highspeed internet.”

Gov. Jeff Landry has praised the announcements, highlighting the transformative impact the broadband expansion will have on Louisiana’s economy, education and healthcare.

“Expanding access to broadband is essential for economic growth, better educational opportunities and improved healthcare access,” Landry said in a press release.

Dr. Jacquelyne T. Howard, associate director of student engagement at the Connolly Alex-

ander Institute for Data Science, highlighted the significant societal impact of Louisiana’s broadband initiatives.

“High-speed internet is an essential service and can directly lead to a better quality of life and pathways to more information and data relating to education, healthcare, social services and work,” she noted. “For example, high-speed internet in homes may help people, especially women living in rural and underserved communities in Louisiana, obtain access to medical consultations via telehealth services, which can lead to more access to privacy and health information for some users.”

While infrastructure investments like those Landry and Howard referenced are crucial, Jake Varn, associate manager of Pew Charitable Trusts’ broadband access initiative, stressed the importance of affordability.

“Broadband access is only useful if you can afford the connection,” Varn noted. “BEAD alone cannot solve broadband affordability for everyone, but Louisiana’s approach to BEAD’s low-cost option is making significant progress. By ensuring that the networks being built in underserved parishes offer reasonably priced plans for low-income customers, Louisiana is striking a balance between affordability and market realities, allowing providers to sustain operations over the long term.”

Louisiana plans to allocate over $500 million in BEAD funding to non-deployment programs, including expanding telehealth and digital education initiatives. The efforts are designed to ensure residents can fully leverage the benefits of high-speed internet access.

However, Varn cautioned that there is still more work to be done.

“Whether an internet subscription is affordable varies for each household,” he said. “For some, even the low-cost option will still be too expensive, especially with the loss of subsidies from the federal Affordable Connectivity Program. Louisiana’s low-cost option is a win for underserved communities, but more must be done to make broadband access truly affordable for all.” T

PERSPECTIVE ECONOMIC DEVELOPMENT

BRENDA M. BREAUX is the executive director of the New Orleans Redevelopment Authority, a catalyst for the revitalization of the New Orleans region, partnering in affordable and equitable strategic developments that celebrate the city’s neighborhoods and honor its traditions. She may be reached via email bbreaux@nola.gov.

The State of the Market

New Orleans is at a pivotal point.

BY BRENDA M. BREAUX

The real estate market in New Orleans is resilient and constantly evolving to reflect broader economic trends and address local challenges. Like many urban centers, New Orleans grapples with the complexities of affordability, supply and rising construction costs. However, it is also navigating the effects of post-pandemic economic shifts and national interest rate policies. Amid these challenges, the city is experiencing a transformative moment, implementing strategic policies and investments designed to reshape its housing landscape forever.

A MIXED MARKET: AFFORDABILITY AND DEMAND CHALLENGES

New Orleans remains a highly desirable location for its unique culture, rich history and diverse neighborhoods. However, the city faces persistent affordability issues. Rising property values, rental rates and insurance costs have made housing less accessible for many residents, with home prices increasing by approximately 6% annually over the last five years, according to regional market data. Renters — who make up more than half of the city’s resi-

dents — are particularly affected, with median rent increases outpacing wage growth.

At the same time, the demand for housing remains steady, driven by New Orleans’ appeal to new residents, investors and businesses. Areas like the Garden District, Uptown and parts of Mid-City continue to see strong buyer interest while emerging neighborhoods like the Seventh Ward and New Orleans East offer opportunities for both residential and mixed-use developments. However, inventory shortages, increased insurance costs and high construction costs have slowed new housing starts, exacerbating supply challenges in a market already constrained by historic preservation guidelines increased insurance costs and unique infrastructure requirements.

A BRIGHT SPOT: THE HOUSING TRUST FUND AND REDEVELOPMENT EFFORTS

Against this backdrop, voters’ overwhelming passage of the Housing Trust Fund represents a beacon of hope for New Orleans, signaling a commitment to addressing the affordability crisis head-on. This fund, designed to create and preserve affordable housing, provides new resources to tackle some of the city’s most pressing housing needs. These funds are set to

catalyze redevelopment projects that increase housing options and strengthen the city’s social and economic fabric.

One such example is the Louisiana Avenue Firehouse project, which exemplifies the transformative potential of thoughtful redevelopment. We were thrilled to be part of breaking ground on this project — a transformative development that reflects our commitment to creating affordable, sustainable housing and expanding early childhood education access in New Orleans. This project showcases the incredible impact of thoughtful redevelopment of city-owned properties through the redevelopment framework.

With the passing of the Housing Trust Fund, we have an unprecedented opportunity to preserve and create affordable housing opportunities and bring even more projects like this and others to life — projects that can empower our residents, support economic growth and strengthen our neighborhoods.

LOOKING AHEAD: BUILDING A RESILIENT, INCLUSIVE FUTURE

The Housing Trust Fund and the Redevelopment Framework pave the way for more projects prioritizing equity, sustainability and resilience. Initiatives like this address not only housing supply but also the interconnected needs of the community, such as education, workforce development and economic revitalization.

As New Orleans continues to navigate its real estate challenges, its efforts to implement innovative solutions offer a path forward. Leaders and citizens aim to create a city where all residents can thrive by prioritizing affordable housing and fostering inclusive development. The real estate market’s trajectory will depend heavily on the success of these programs and the partnerships that drive them.

New Orleans is reshaping its housing landscape. These efforts are not just about creating homes; they are about building a more substantial, more inclusive city where residents can live, work and contribute to a thriving community. T

NATALIE BARRANCO is the co-founder of Prime Business Advisory Solutions. She may be reached via email at natalie@primebas.com.

Make 2025 Your Strongest Year Yet

Financial management musts for the New Year

BY NATALIE BARRANCO

As we look ahead to 2025, businesses can continue building strength and adaptability in response to dynamic economic conditions, including inflationary trends, changing interest rates, consumer uncertainty during an election year and evolving market demands. Now more than ever, strategic fi nancial management is crucial for sustaining growth and profitability.

E ff ective fi nancial planning begins with re fl ection. As you prepare for 2025, focus on

the past year — celebrate your company’s wins, acknowledge your team’s hard work, and analyze both successes and challenges. The lessons learned from within your own company’s results are the best indicators for how to repeat the successes and avoid the setbacks. Use these insights to guide your planning process for the new year.

Prioritize an agile budgeting approach, revisiting financial plans quarterly to adjust as market conditions shift. Set clear, achievable goals that align with your company’s strategic direction, whether it’s market expansion or improving profit margins. Allocating resources wisely as part of your company’s annual budget can have a significant impact on your bottom line. Do not forget to involve your team in this process.

The pandemic taught businesses valuable lessons about operating leaner and more e ffi ciently. Do not lose sight of these hardearned insights into your budgeting process. Conduct regular expense audits to identify cost-saving opportunities and streamline operations. This might include renegotiating supplier contracts, evaluating the expenses charged directly to credit cards that may go unnoticed, or continuing to leverage hybrid work models. By maintaining a lean cost structure, businesses can quickly react against potential economic disruptions while freeing up funds for strategic growth initiatives.

Diversifying revenue streams can enhance financial stability. Consider expanding into new regions or introducing complementary products and services to attract new customer segments. Conduct market research to identify areas of unmet demand and adjust pricing strategies to stay competitive. This not only safeguards against market volatility but also uncovers new growth avenues.

The unpredictable economic landscape requires a robust risk management approach. Invest in comprehensive insurance coverage,

from property insurance to business interruption policies. Build a contingency fund to cover essential expenses in case of unexpected disruptions and diversify your customer base to reduce reliance on any single source of income. Establishing a solid risk management framework can protect your business from unforeseen challenges. Don’t overlook the importance of cybersecurity to protect against increasing digital threats, ensuring your financial data and customer information remain secure.

Embracing technology can drive cost e ffi ciency and improve decision-making. Consider implementing AI-powered accounting software to automate fi nancial reporting and expense tracking. Data analytics tools can provide valuable insights into customer behavior and market trends, helping you make more informed decisions. Consider a different method to assess your financial performance. Maybe looking at a graph of your three largest expense line items over the past three years versus your revenue for that same time period will spark an analysis that you do not see when looking at the numbers alone.

Having discussions for optimizing tax strategies each year are vital for cost savings. Stay informed on changing tax laws and collaborate with a tax advisor to leverage available credits and deductions. Focus on tax-efficient investment options like retirement accounts to lower taxable income. Strategic tax planning can create additional capital for reinvestment into your business.

The economic environment of 2025 and beyond will challenge businesses to be proactive, fl exible and strategic. By focusing on e ffi cient fi nancial management, cost control, risk management and smart investments in technology, companies can build resilience and position themselves for sustainable growth. Implementing even a few of these strategies can help navigate the uncertainties ahead and enhance long-term profitability. T

For the eight people you will learn more about in the following pages 2024 was a year of incredible achievement. Whether the work involved reimagining what is possible in their industry, pushing transportation in our region forward, reaching out to the most vulnerable among us, bringing a new attraction to town, doubling down on their investment in their community, completing a transformational project or bringing a certain football game to town, these dedicated professionals have given us all much to celebrate as we look toward a new year of possibilities.

PORTRAITS BY THERESA CASSAGNE

BY KEITH TWITCHELL MISTY MILLIOTO KIM SINGLETARY

WES PALMISANO

FOUNDER AND CEO RNGD CONSTRUCTION

“EACH YEAR we have an annual theme as an organization, and this year’s theme was ‘full send,’” said Wes Palmisano, founder and CEO of the commercial construction company RNGD. “We want to lean heavily into the future of construction, and it was a pivotal year for us.”

The biggest pivot this year was moving the firm’s headquarters to a new $25 million facility RNGD built in Jefferson Parish. According to Palmisano, the location’s more industrial environment will support increased on-site manufacturing and pre-fabrication.

The new facility will also house the company’s Renegade Academy, which provides employees with professional and leadership development.

“We spend a lot of time on soft-skills training,” he noted. “People get a lot of on-the-job training, from work skills to first aid, to safety, but not a lot of business and leadership training.”

New technologies will also be integral to the academy, including a simulator for heavy equipment training, which will also save wear and tear on equipment.

In 2024, RNGD also opened satellite offices in Nashville, Tennessee and Huntsville, Alabama. In Huntsville, the company broke ground on a $50 million mixed-use project.

Meanwhile, RNGD’s charitable foundation gave out a record amount of donations and scholarships.

The year was not without its difficulties, however.

“The economy has been challenging because of elevated interest rates and general uncertainty in the world,” Palmisano noted. “We’ve seen a lot of projects pushed to a later date. Right now, we have a record amount of backlog.”

While noting that his team is always cautiously optimistic, he added, “It’s still a bit of a guessing game at the moment. A lot of things have to fall into place for these large projects to move forward.”

Still, RNGD will begin the new year with some major projects. In addition to the Hunts -

ville development, the company is constructing a new bridge in Reserve, Louisiana, and continuing stormwater retention projects in Central City New Orleans. The latter involves lowering several playing surfaces in local parks by 8 feet so they can store rainwater runoff during major storms.

“It’s a really interesting stormwater strategy for New Orleans,” Palmisano observed, “draining water from the neighborhoods and storing it in the parks.”

With the new facility and training center, the new satellite offices, and an ongoing commitment to advancing the construction industry in general, Palmisano considers 2024 a highly successful year.

“We went into the year thinking it was going to be a transitional year for the organization,” he said, “and I think our team has done well leaning into a more innovative way of delivering construction services.” By Keith Twitchell

DESPITE BEING ONE of the major economic engines in Southeast Louisiana, the Port of New Orleans tends to fly well below the public radar. There is probably even less general awareness of the Port’s wholly owned subsidiary, the New Orleans Public Belt Railroad, yet both are critical to the economic vitality of the region.

Now in her third year as general manager of the Public Belt, Tomeka Watson Bryant is committed to growing the economic value the railroad brings to the area. The daughter of a career railroad man, Watson Bryant is the first African American woman to lead a short line railroad in the United States.

The primary purpose of the Public Belt is to connect ships docking at the port to the six Class A freight railroads that serve New Orleans, shut-

tling all types of cargo between them. Operating on 32 miles of track, the railroad moves approximately 50,000 freight cars per year.

Despite considerable economic headwinds and interruptions caused by two hurricanes, which force the closure of floodwalls that cross the railroad tracks, Watson Bryant oversaw substantial growth in 2024.

“Our biggest accomplishment was opening the ‘baby bulk’ industrial facility in New Orleans East,” she recounted, referring to the New Orleans Transloading Industrial Park on Terminal Road, “and welcoming Heniff Transportation Systems to the Public Belt family.”

The main purpose of the new facility is to move cargo from both trains and ships to trucks shipping goods via the interstate system.

TOMEKA WATSON BRYANT

Another key facility improvement was “completing the Claiborne Yard expansion program, which added three new tracks and an additional 100 cars of storage space.”

Equipment upgrades were also part of the picture.

“We diversified our locomotive fleet in 2024,” she noted. “Since business has been growing so much, we decided to bring in some bigger horsepower.”

While growing volume and revenues is vital, it is not Watson Bryant’s only focus.

“We are committed to moving freight safely through New Orleans,” she added. “Safety is our No. 1 priority. We are a 10 mph railroad to ensure that we are a safe urban railroad.”

In the coming year Watson Bryant said she is expecting continued growth.

“This includes additional storage facilities and adding new customers,” she said, “as well as growing our workforce.”

The Public Belt currently has 187 employees and an estimated annual economic impact of approximately $30 million. Walker Bryant thinks it is on track to exceed these numbers in 2025.

“We have an excellent team at the NOPB, some of the best, and we are super-excited to continue growing in the year ahead.”

By Keith Twitchell

ISAAC & AMANDA TOUPS

FOUNDERS

CHILDREN’S TV LEGEND Mister Rogers loved to share a piece of advice his mother used to give him as a kid when he would see something scary on the news: “Look for the helpers. You will always find people who are helping.”

In the early days of the pandemic, when their industry shut down, chef Isaac and Amanda Toups became those helpers to tens, and then hundreds, and then thousands of people — serving meals to first their own staff, and then to anyone who needed it.

“People who weren’t in the industry started reaching out, and they were saying, ‘Look, my kids have nothing. You don’t have to feed me, but feed my kids,’” said Amanda Toups, who said the pandemic really opened her eyes to the level of food insecurity in the city. “It really was within five to seven days that the cupboards were bare in New Orleans.”

As people were able to return to work, the need slowed, and so did the couple’s efforts, but not before they had fed more than 100,000 of their neighbors.

But then, in the spring of 2024, news broke that Gov. Jeff Landry was refusing national funds to help feed Louisiana’s children over the summer. Although the funds were eventually accepted, Amanda Toups noted that when she found out the funding amounted to just $1 a meal, she realized they had to do something.

So, the couple behind the award-winning Toups Meatery restaurant — Isaac has been a finalist four times for James Beard “Best Chef: South” awards — officially launched their own 501(c)(3) nonprofit, Toups Family Meal (TFM).

“In one of the best food cities in the world, one in three of our children are sitting below the poverty line, and that is absolutely unacceptable,” said Amanda Toups, who said the couple soon realized that transportation insecurity is just as large of a problem in the city. As such, the meals would have to be delivered to children’s homes.

Thanks to a small army of volunteer drivers, TFM made it happen.

“We took on 533 New Orleans children, across almost 200 homes, across 45 routes and between June 6 and Aug. 16, we delivered 70,500 meals,” she noted.

TFM’s work didn’t stop there. For Halloween, 600 pumpkins and 1,200 pizzas were delivered to area children. For Thanksgiving, 1,600 New Orleanians were fed. The year ended with a Christmas dinner drive.

Looking ahead, the Toupses are just getting started. TFM has reached capacity working out of the restaurant’s kitchen, so the couple hopes to build their own facility which will enable them to go from feeding 1,000 people at a time to 10,000.

No matter what lies ahead, they say the focus will remain on the kids.

“As Isaac and I say, if you love New Orleans, then you better love our kids,” said Amanda Toups. “And that’s what this all boils down to, we love our children.” By Kimberley Singletary

CLAUS SADLIER

FOUNDER AND

GETTING A NEW MUSEUM from concept to completion in one year is a remarkable achievement by itself. For Claus Sadlier, founder and CEO of the New Orleans Storyville Museum, how he completed the project — which opened in September 2024 — is even more important.

“The museum is completely self-funded,” emphasized Sadlier, a successful entrepreneur. “We took nothing away from other New Orleans cultural projects or creators, and it is still a very high-quality museum.”

Sadlier reports that “customers compare us to the quality of The National World War II Museum. Obviously not the same scale, but what you

get out of it. And as somebody who has visited hundreds of museums around the world, [The National World War II Museum] is the best.”

What pleases Sadlier most about how his museum has turned out is the way it presents “a historically accurate story of the history of New Orleans from its founding in 1718 to the closing of Storyville in 1917. We present the subject matter in a respectful way, not salacious. This is not a sex museum.”

Given its focus, it’s fair to say that the museum is rated PG-13, but even Sadlier’s 92-year-old aunt, who is a nun, found it informative and tasteful, and has arranged a field trip to the facility for her retirement home.

Another point of satisfaction is that all the work of creating the space was done by local artists. This includes the audio-visual components, the murals on the walls, the graphics and the signage.

“They all live in New Orleans,” he noted.

Assembling the contents of the museum did provide some challenges.

“There are not a lot of artifacts from Storyville itself still around,” observed Sadlier. Other relevant period pieces and an extensive collection of photographs help fill these gaps.

Another challenge was “there was so much material, so many stories to tell. I probably left out half of them, like the voodoo aspect of the history.”

Visitors in the first six months of operations are clearly having a learning experience. Sadlier overheard one guest telling his companion that he hadn’t realized that Louis Armstrong was from New Orleans. Another told him that this was the first time he had read every sign in a museum. He noted that books about the city’s history and culture are selling well in the museum gift shop.

The museum’s warm reception has motivated Sadlier to think even bigger in the year ahead.

“I want to continue to grow,” he said, “and add exhibits and expand on how they relate to New Orleans culture today. Like the Baby Dolls, which grew out of Storyville. We are showcasing these traditions that we still celebrate today, and how they relate back to Storyville.”

By Keith Twitchell

WHEN IT COMES TO locally owned businesses, success is all about making the right connections, including with other local enterprises. Few companies exemplify this more than S&W Wholesale Foods. Situated in Hammond, S&W is the largest independently owned food distributor in Louisiana — a status it has achieved by serving, and being served by, other local businesses.

The company was founded 47 years ago by the parents of current president and CEO Paul Spalitta, and until last year, was operating out of its original facility.

“The old building had been added onto 14 times,” recounted Spalitta. “It became very inefficient, like a maze.”

Spalitta solved the problem in 2024 by investing $21 million into a new facility that quadruples the company’s space.

“It’s laid out much more streamlined, for what we do today,” he noted. “We can provide better service to our current customers, bring on new customers and allow our company to continue to grow.”

That growth has increased rapidly; 2024 produced the largest sales volume in the company’s history — the fourth consecutive year of record sales. As a result, the company has doubled in size. Ironically, Spalitta attributes much of this success to how S&W navigated the COVID crisis.

“We were severely impacted when the pandemic first hit,” he recalled, “because so many of our customers are local independent restaurants.”

Seeing his customers struggle, Spalitta hit on the idea of buying his employees lunch if they ate at local establishments, which he did for six weeks. Not only did this boost his existing clientele, but many local restaurants took note and brought their business to S&W. Spalitta continues to offer this “Local Love” program for a week each year.

Local business relationships have paid dividends for Spalitta in other ways as well.

“Financing our new facility was quite challenging,” he explained. “I had a lot of sleepless nights trying to figure out how to put it all together.”

When national financial institutions passed on the project, Spalitta was able to work with a local bank to construct a funding package, augmented by SBA support.

In 2024, the company also expanded its geographic footprint. Adding to Louisiana and Mississippi, S&W moved into the Florida Panhandle. Increasing market share in the firm’s service area remains a top priority for the year ahead.

Primarily, though, Spalitta remains focused on the local business landscape.

“We are the champion of the independent restaurant,” he proclaimed. “We love being here in South Louisiana and supporting the local businesses.” By Keith Twitchell

PAUL SPALITTA

ON OCT. 22, 2024 , the $435 million transformation of Harrah’s New Orleans to Caesars New Orleans was celebrated in grand style, complete with Roman goddesses, a second-line and a mayoral proclamation marking the day as Caesars New Orleans Day.

A prominent figure in these celebrations was Samir Mowad, whose 19 years working with Caesars Entertainment includes serving the past four years as general manager of Harrah’s New Orleans. Spanning four city blocks at the foot of Canal Street, Harrah’s has served as the area’s only land-based casino since its opening in 1999.

A native New Orleanian, Mowad attended Christian Brothers, Jesuit and LSU, followed by work and graduate school that led him to Chicago, Kansas City and Omaha. In 2005, he joined Harrah’s New Orleans as the opening manager of Masquerade Nightclub. Following Hurricane Katrina, he moved with the company to the Midwest in a variety of roles, including director of food and beverage, vice president of hospitality, vice president of human resources, assistant general manager and general manager.

As a new era for the reimagined casino officially begins, Mowad will continue to lead the gaming powerhouse into the future.

CAESARS NEW ORLEANS

SAMIR MOWAD

GENERAL MANAGER AND SENIOR VP

“As the GM of Caesars New Orleans, I work with my team to oversee all of our gaming and non-gaming operations in the city,” Mowad explained. “In addition to our casino operation, this includes a variety of verticals such as food and beverage, hotel, finance, marketing, audit, security, surveillance, human resources, environmental services and other areas.”

Along with serving as general manager, Mowad also holds the title of senior vice president of Caesars New Orleans. In both roles, he said he values servant leadership.

“There is no way I can begin to individually accomplish everything we need to do in a day in order for us to be successful,” he said. “[But] I can remove barriers for our team members so that they can do their best work. Staying true to that mission of servant leadership is critical.”

Mowad also serves on the boards of the Greater New Orleans Hotel & Lodging Association, New

Orleans & Company, Business Council of New Orleans, and the Council on Alcohol & Drug Abuse for Greater New Orleans.

“I serve on all these boards for a variety of reasons,” he said. “Some are to do my small part to better our city, [and] some are because of my passion for helping others and doing the right thing. These all fulfill me in different ways and give my life balance.”

Mowad emphasized the importance of balance.

“Our business is essentially a three-legged stool where we strive to exceed the expectation of three equally important priorities — the needs of our guests, the needs of our team members and the needs of our business and shareholders,” he said. “That balance also applies to my mindset as the leader of the business. Staying even keeled and trying to always make good decisions is what helps enable my team and our property to have success.”

By Misty Milioto

No matter who ends up playing in Super Bowl LIX on Feb. 9, the unofficial quarterback of the event has long been Jay Cicero. As head of the Greater New Orleans Sports Foundation, it’s his job to bring large sporting events to the city, and for this particularly colossal event — which earned the title of most watched program in U.S. history in 2024 — work began back in 2018.

OF THE YEAR

PRESIDENT AND CEO

BY KIM SINGLETARY

GREATER NEW ORLEANS SPORTS FOUNDATION

JAY CICERO

SEVEN YEARS LATER, the big day is almost here, and New Orleans is ready, thanks to the efforts of close to 1,000 individuals, along with tremendous support from the New Orleans Saints and companies including Entergy and Chevron.

Cicero has had a bit of experience with the Super Bowl — he previously served in his present role as president and CEO of New Orleans’ Super Bowl Host Committee for two of the 10 times the city has hosted (2002 and 2013) and was vice president of operations for the committee when New Orleans hosted in 1997.

Now, as the city prepares to take center stage to a worldwide audience (an average of 123.4 million viewers watched last year and an estimated 6,000 media will be in town) we invite you to get to know a bit about our MVP, Jay Cicero, Biz New Orleans Magazine’s 2024 CEO of the Year.

What was your childhood like? Were you always a big sports fan? Yeah, my father, Frank Cicero, was a high school teacher and coach at Jesuit High School in Shreveport, so I grew up in sports and around a lot of coaches and sports people. He coached there for 45 years. He is a legend up there. He has a street and a stadium named after him.

Did you play any sports? I played baseball in high school, but I'm still the same size I was then, believe it or not. I always had great hands, but I could not hit the curveball. I was a second baseman, and the second baseman, besides the catcher, they kind of run what's happening on the field, so that was my role because I was the coach’s son.

What was your first job out of college? I went to Louisiana Tech and graduated in marketing and interviewed with the Texas Rangers with a guy who ran the parking lots. The offer, I think, was $400 a month. I thought I couldn't move to Dallas and live on $400 a month, though, so I turned it down. That was a mistake. I should have accepted the offer and got my foot in the door. But two years later, I was working in Minor League Baseball in Shreveport — there was a Double-A team there called the Shreveport Captains. I worked there for five seasons, and I loved it.

What were you doing there? I was doing sales, marketing, publishing of programs — doing everything, just like most people do in Minor League Baseball — and I worked my way up to assistant general manager.

When did you arrive in New Orleans? I moved to New Orleans in 1990 and worked briefly for WWL Radio selling sports. At the same time, I was volunteering my time for the Greater New Orleans Sports Foundation.

The day we were awarded the Olympic U.S. track and field trials, which was Dec. 5, 1990 — I never forget the date they hired me on full-time with the organization — I was the third fulltime employee. Together, we managed the trials in 1992 and led the renovation of Tad Gormley Stadium, where they were held.

Doug Thornton, senior vice president at ASM Global, was a volunteer for us at the time, and he actually led the volunteer charge to renovate Tad Gormley Stadium in City Park.

Then, the next year, in 1993, the Zephyrs moved to New Orleans from Denver, and I was hired as the first general manager of the Zephyrs. Then in late ’94, the team was sold.

Meanwhile, Thornton had become the CEO of the Sports Foundation. He hired me back on Jan. 1, 1995, and we hosted numerous events, including the U.S. Gymnastics National Championships at the Superdome — which we just announced is coming back to us in 2025 after 30 years — as well as a bunch of other events, including the 1997 Super Bowl. Then Doug left to become the general manager at the Superdome, and I became the CEO in June of 1997. I've been here ever since.

What’s the toughest part about what you do?

Raising the funds is always the most difficult piece of the job. Funding depends on the event, and every event is different. The owners of the event dictate how you can raise funds. Most of the events that we do require public fund support through the state of Louisiana. Other funds we raise privately, either through sponsorships, donations, event-related revenue like ticket sales or food and beverage, or any other way that we can.

The challenge is to keep New Orleans competitive with other cities that have significantly more Fortune 500 companies and Fortune 1000 companies, not only in their metropolitan area, but in their entire state, than we do.

Remaining competitive is something that we focus on as a sports foundation. Because we're here year-round and provide this expertise yearround, we keep the event expenses lower than what they may be for other cities.

What does your team look like? We’re fairly small year-round — a staff of 12. Right now, for the Super Bowl, we staffed up and including our interns and student workers, we’re at about 30 people.

We're basically organized like any event. You have a marketing side, which is raising the funds and sponsorships, etc. That also includes a membership program. And then we have the operational side that is responsible for executing everything associated operationally with the events,

including volunteers. Our volunteer program for the Super Bowl, for example, is sponsored by Chevron and includes about 7,000 people, so managing that is a process in itself. But there are all the other operational aspects of the events — the move-in, move-out, security, transportation. There's also a media and PR side and an administrative side.

How does the Super Bowl compare to other events? There's nothing like the Super Bowl. There's no doubt about it. Other events have their strengths, like the NCAA Men's Final Four — we have managed four of those. That's a great event because fans of the four teams make up most of the folks that attend. That brings a different spirit, a different joy to that event that you don't get with a Super Bowl.

The Super Bowl has a lot of traveling fans, but the majority of attendees are “corporately” invited from either NFL sponsors, their partners, our pop our partners as a host committee, or other corporations that are interested in entertaining a lot of people at the biggest entertainment event that moves around the country each year.

How would you describe your leadership style? I like to focus on the big picture as much as I can, but my staff tells me I don't (laughs). It really depends on what time of the year leading up to the event we're in. So right now, only a few months out, I'm not involved in as much detail as I was six months

ago, a year ago, 18 months ago. It’s about being able to coach the staff, to set them in positions to be successful, to be able to give them the support that they need, whether that’s to have our volunteer board serve in different roles to offset their workload or to bring different thoughts to them.

I report to a number of different groups — including our board and executive committee — depending on the events and what's happening at the time and what we're working on so it's unique. These events are cumbersome, and it will have been almost seven years since we were awarded the event to the time we're actually hosting it, so the world has changed since then. I'm not sure there's much that could come up that we haven't dealt with before, but as I say that, I'm sure something will between now and Feb. 9.

Growing up with a dad as a coach what kind of leadership skills or lessons did you learn from him? A lot, actually. To try and instill a little humor and I think service. I tell our staff that all the time — service, service, service is what we're here to provide, whether that is servicing the NFL, the state of Louisiana, city of New Orleans, our board of directors, our sponsors or ourselves.

What did he think about your career? He loved it. He was really proud. And of course, you always want to make your parents proud of you, but he was always interested and attended a lot of the big events that we had. It was just fun to have him

around and introduce him to people and be able to have him experience a little bit about what we do, what we go through.

What are you most proud of in your career so far? I think the longevity of my career and then having some lifelong friends that were created through hosting these events. When you bid on the event, when you manage it, you're holding the hands of the event owner because they're not here all the time. You're holding their hands through the changes that may have happened since you bid upon it. You’re helping navigate all the New Orleans vernacular, all the potholes. You're helping solve problems with them. And when you do that, you create a bond with these event owners that is very strong.

We just [hosted] the three people who have managed the last 45 years of Super Bowl last week at our honors luncheon on the floor of the Superdome. These are lifelong friends, with the two that did it 30 years prior, and we're creating that lifelong friendship with the guy that does it now. It’s the same thing for the NBA and NBA All-Star game, for the NCAA Men's Final Four, Women's Final Four and other major events.

With such a demanding job, how do you find balance? I like to play golf. I haven't been able to play for a long time though. I actually take care of my yard. I push-mow my yard. And that is when I get all my good ideas. It just kind of sets me back.

I learned that from my days in baseball and taking care of the field, and my dad teaching me how to do that, to manicure in a certain way.

I also spend time with my family. My wife, Lisa, and I have five children between us, ages 25 to 30. We have two grandkids and another on the way in April. Our oldest is in New York, a son, and then one in Austin. Everybody else is here between New Orleans and the North Shore.

I try to have a good work-life balance, but it's not possible when we are approaching a major event. But I have learned over the years how important that is, and I do a lot better job of it now than I used to.

What is your big goal in 2025? A big one is to educate the business community and our elected officials about the role of the sports foundation and understanding that we take the risk on these events for the economic benefit of the state and city, and that these events don't just come because we have the French Quarter and a bunch of hotels and the Superdome. It takes a business proposition that beats other cities to be able to host these major events, and it takes a lot of expertise and experience and resources to manage them. That's a real goal — to make sure that, through hosting the Super Bowl, that these constituents understand who and what we do. T

FROM THE LENS

GREAT WORKSPACES

The Morgan Rae Center for Hope features elements designed specifically for its clientele.

NEIGHBORHOOD GEM

The owner of the Westbank’s Olive Branch Cafe shares how the local favorite continues to rise above the typical industry challenges.

NEW ORLEANS 500 David Skinner, general manager of Saenger Theatre and Mahalia Jackson Theater/ATG Entertainment

58 WHY DIDN’T I THINK OF THAT?

This local startup has placed all your travel healthcare needs in a one-stop-shop.

HOPE THROUGH HEALING

The Morgan Rae Center for Hope features elements specifically designed for its clientele.

BY MISTY MILIOTO

PHOTOS BY SARA ESSEX BRADLEY

In 1985, Children’s Hospital New Orleans established a child-abuse treatment program to provide medical care to child victims at no cost to families. The program — which has operated as the Audrey Hepburn CARE Center and Child Advocacy Center — has grown exponentially since that time and now houses a variety of services, including medical evaluations, forensic interviewing, trauma therapy and case management.

As of the official opening of the Morgan Rae Center for Hope on Oct. 11, 2024 — Children’s Hospital now has a space that will accommodate the program’s growth and reflect the dignity of its patients.

“Lou Fragoso, CEO of Children’s Hospital, made this program and the vulnerable population it serves a top priority when he stepped into his role in early 2023,” explained Emily Wolff, senior director of community benefits at Children’s Hospital. “Thanks to a $1.5 million transformational gift from Jessica Brandt, the concept for the Morgan Rae Center for Hope was born. [It] is named in loving memory of Mrs. Brandt’s late great-granddaughter, Morgan Rae.”

Children’s Hospital New Orleans’ child-abuse treatment center will be celebrating its 40th anniversary this year in its new home.

According to Wolff, national data shows that more than 600,000 children are victims of abuse each year.

“Nationally, 76% of victims are neglected, 16% are physically abused, 10% are sexually abused and 0.2% are sex-trafficked,” she said. “In Louisiana, one in 10 children will experience physical or sexual abuse before the age of 18.”

In mid-2023, Children’s Hospital tasked local architecture firm EskewDumezRipple with evaluating two potential sites on the Calhoun Street campus to better support the programming for the existing CARE and CAC facilities. EDR’s design team — which included Marianne

Graffam, Michelle Carroll-Barr and Ashlen Davis — also provided space planning, and architectural and interior design services.

In Dec. 2023, the CHNOLA administration, physicians and the EDR design team visited Baltimore and Washington, D.C., to learn about best practices at two existing centers.

“We commenced the design phase in Jan. 2024 and construction began in mid-April,” said Brandon Kristol, director of operations and project management at Children’s Hospital.

The new center is located directly across from the existing CARE Center on Calhoun Street.

“This site offers a more suitable environment,

positioned away from the main campus and adjacent to Audubon Park,” Kristol said. “This intentional choice creates a welcoming atmosphere designed to help ease the experience for children and families, fostering a sense of comfort and tranquility.”

Originally a small craftsman-style cottage, the building underwent an expansion in the 1980s that doubled its square footage and introduced a second front door, allowing it to function as two separate spaces. However, EDR’s design team transitioned the building to a unified center by reconfiguring the interior layout to enhance operational efficiency while preserving the existing roof structure, most of the Calhoun facade and the side exterior walls.

“Our design team prioritized the safety and privacy of the children and families visiting our center, [so we] relocated the main public entrance to the rear of the building,” said Kristol. “This strategic change provides convenient and secure access to both the parking lot and the protected play area.”

Removing the front door from the 1980s addition simplified the Calhoun facade.

“This restoration effort also reinstates the original porch entry for the exclusive use of staff, law enforcement and government agencies,” said Kristol. “Additionally, we implemented discreet entrances for law enforcement and government personnel to minimize any potential intimidation for visitors.”

The interiors, meanwhile, are designed with bright yet calming elements of nature to create a cozy, safe and welcoming environment that features New Orleans and Louisiana-inspired themes with calming colors.

“‘Hope Comes with Spring’ was a statement that Ashlen came up with to help drive design decisions,” explained Graffam. “We drew from the idea of nature, and how new life and growth happen during the springtime. We pulled inspiration from our local plants and wildlife to create a soothing color palette.”

Upon arriving, patients and their families enter a light-filled waiting room overlooking the outdoor play area, while four individual consultation rooms provide visitors with some choice and privacy in how they utilize the space.

“The new entry and waiting area are my favorite parts of the project,” Graffam noted. “This space set the tone for the whole center and achieved the goals of all the stakeholders. We also incorporated the use of color and signage

to help define spaces and make wayfinding clear throughout the center.”

The primary goal, however, was for the new space to serve more kids and families. To achieve this, EDR also incorporated a separate scheduler’s office, nurses’ office, lab, exam rooms, procedure room, forensic interview rooms, observation rooms, conference spaces, staff offices and a break room.

“We identified and resolved sound transmission issues that had been problematic throughout the facility,” Kristol said. “Through our design meetings, we implemented higher levels of sound mitigation using advanced construction materials and technology, ensuring a more peaceful environment for all. These enhancements collectively contribute to a supportive and healing space for our patients and their families.” T

Cozy spaces in the center, including four consultation rooms, use calming colors inspired by nature to create a welcoming environment for patients and their families.

The

BY ASHLEY MCLELLAN

PHOTOS BY EDMUND D. FOUNTAIN

The COVID-19 pandemic drastically changed both the way people think about and prepare for travel, as well as how they approach visits to primary care physicians, now slammed and exhausted by years of overwork and a lack of available professionals.

Now, as international travel rebounds, how can travelers make sure they have the essential vaccines they need without have to see a doctor?

Travel Clinic NOLA — the brainchild of founder and CEO Ashley Cain — is a by-appointment clinic in the Central Business District that is answering the call with a one-stop-shop for travelers.

Cain is a registered nurse with nearly 18 years of experience, including 10 years in the travel health sector, as well as jobs at Children’s Hospital New Orleans and CVS Health. Her new venture marries her love of healthcare and travel.

“I’ve traveled to Asia, Africa, Caribbean, Central America, specifically in countries where endemic diseases are common,” she said, “which gives me firsthand experience in how diseases are treated and managed globally.”

While Cain officially launched Travel Clinic NOLA in October 2021, she had already been providing key health information to friends and family for years.

“I shared tips on business travel and musthave over-the-counter medications, especially since I had traveled for work over six years while working in corporate America.”

During the early days of the pandemic, Cain saw an opportunity.

“I realized that once the borders reopened, first-time travelers and seasoned travelers would be eager to explore the world again,” she said. “I wanted to be there to help them ‘be healthy wherever you are,’ which is our slogan. I saw a real need for travel health services, especially for university students studying abroad.”

For patients of Travel Clinic NOLA, having an easy option for travel preparation that is specifically tailored to their unique needs is a win-win and goes well beyond the capabilities of so-called “minute clinics” from big chains such as CVS and Walgreens. Patients are encouraged to book an appointment with one of the company’s registered nurses six to eight weeks prior to their trip to ensure they receive the proper vaccinations appropriate for their destinations.

The company’s specialization is its strength.

“Since our main focus is solely on travel health, we have the flexibility to really refine the travel health experience,” she said. “We also carry every travel-related vaccine you can think of, and we’re certified as a CDC Yellow Fever Vaccination Center. This designation allows us to provide comprehensive travel health services. It also enhances our reputation as a trusted provider, contributing to public health efforts by helping to prevent the spread of disease in endemic areas.”

The clinic goes beyond the individual with customized care for groups such as large families, or school or corporate travel needs.

“We have set up ‘pop-up’ clinics on university campuses and in businesses to provide travel health services, making access much easier,” she said. “I also love seeing families traveling together, especially those with babies! My daughter, Lena, has had her passport and has traveled internationally at just 13 months old. I enjoy giving advice to parents about traveling with breast milk or formula, as well as travel-friendly car seats and strollers to ensure their little ones are safe on their journeys.”

Founder and CEO Ashley Cain combined her nearly 18 years of experience working as a registered nurse with her love of travel to provide both New Orleanians and visitors a new way of preparing for trips abroad.

TRAVEL SMART AND SAFE

According to the U.S. Centers for Disease Control, travelers should make an appointment with a healthcare provider or travel health specialist at least 4-6 weeks before departure, especially because some vaccines require multiple doses.

Travelers should make sure to bring an official immunization record with them when they travel.

The CDC provides updated vaccine and travel information on their website, CDC.gov

Cain has put together a roster of medical professionals with years of experience and travel knowledge.

“I have a talented team who each bring unique strengths and experiences to our organization.

Arnette Giles is a registered nurse with over two decades of experience in the healthcare field. Her extensive travels have not only broadened her perspective on global health issues but also enriched her ability to connect with diverse patient populations. Dr. Derrick Dean serves as our medical director and boasts a combined total of over 20 years of medical expertise. His leadership and vision are instrumental in our mission to create healthier communities, as he applies his extensive knowledge to develop effective health strategies and programs,” she said.

Travel Clinic NOLA’s prices vary according to the needs of the individual traveler and their destination. An office visit starts at $75, and from there travelers can request vaccinations or other prophylactic medications. The clinic also sells travel health kits that come stocked with essentials such as pain relievers, gastrointestinal medicine and bandages.

Cain has seen the business grow quickly in just a few years.

“New Orleans is a major hub for conventions and business events, so we often see convention-goers and business travelers getting vaccinated en route to their next destination,” she said. “Academia, oil and gas, technology, hospitality industries are examples of some of the backgrounds that I see here at the clinic.”

Travel Clinic NOLA also provides virtual travel consultations to patients from all over the country, assisting them with the necessary vaccinations for their travels.

“We also help individuals from the southeastern region, particularly those from Mississippi and Alabama, where access to travel-related services can be limited,” noted Cain. “Many of these individuals come to us for vaccinations and health advice before embarking on cruises from the port here in New Orleans. We also assist with immigration-required vaccines like polio and Tdap, ensuring that newcomers to the United States receive the

vaccines they need to start their journey to citizenship.”

Cain is looking toward the debut of a specialized app aimed at placing travel healthcare resources at a patient’s fingertips.

The ‘To Go Health App,’ will offer travelers personalized health recommendations and realtime access to medical resources, including medical providers. It will feature a user-friendly interface that integrates with sources like the CDC and WHO, delivering information about health risks, vaccination recommendations and precautions for specific destinations. Additional features will include a symptom checker, emergency contacts, and the option to report and track health issues while traveling.

DID YOU KNOW?

The most administered travel vaccine is the typhoid vaccine.

“We anticipate launching the app in late 2025,” said Cain. “I’m graduating with my MBA from Loyola University this summer, and its focus on practical business skills and ethical leadership will equip me with the strategic insights needed to drive growth and innovation at Travel Clinic NOLA.” T

Travel Clinic NOLA tailors care to travelers and patients following a consultation appointment. Pricing varies on the type and number of vaccines or medications needed.

Pizza, Pasta and Peace

The owner of the Westbank’s Olive Branch Café shares how the local favorite continues to rise above the typical restaurant industry challenges.

BY KEITH TWITCHELL

W“e are a local restaurant that depends heavily on the local population.”

Serving that population successfully is why the Olive Branch Café has been a Westbank institution for more than 25 years.

Owner Rusty Autry — who, at age 21 already had several years of experience in the restaurant business — opened the original Marrero location. Growth came quickly, and Autry moved Olive Branch to its current location on Barataria Boulevard in 2000. A second restaurant in Algiers followed in 2002.

The menu for both locations is classic Italian.

“We are definitely a pizza place, but we’ve become known for our pastas and salads,” said Autry. While there is no shortage of competition in the pizza space, Autry said the key to his business is customization.

“We make everything to order, so customers can really customize their orders – custom pastas as well as custom pizzas,” he said. “It’s rare that the kitchen gets a ticket without some level of modification, but our customers appreciate us more because they know we are catering to them.”

Autry reviews ZIP code data from credit card sales to determine that between 65% and

75% of his business comes from the Westbank, though he’s noticed an uptick in tourist business, which he credits to his online presence. Visitors enjoying swamp tours and charter fishing expeditions, and even traveling youth sports teams are increasingly coming through the doors.

Marketing online is just one example of how Autry’s business savvy has benefited his restaurants. When COVID hit, Olive Branch had already been filling a significant number of online and carry-out orders.

“The pandemic was hard on a lot of businesses, but we didn’t suffer as much,” he recounted. “Our customers stayed loyal, we had our systems in place, and I was able to retain all of my staff.”

Similarly, while staffing post-pandemic is Autry’s biggest challenge, he experiences fewer issues than many restaurants with his staff of 45.

“We’ve always paid at the higher end of the wage scale, though we did have to step that up a little more,” he said in explaining why he is successful at retaining staff. “I’ve been able to keep my standards up as a result.”

Autry said he is mindful of things like getting work schedules out early and paying people promptly, which seem obvious but are not universal in the service industry.

“There are people who worked for me in the past that I now have their children working for me,” he said.

This type of community connection is beneficial for any business, and Autry nurtures that carefully, supporting many local organizations.

“I don’t run from making donations because I’ve built it into my business model,” he said. “When you support us, you are supporting your community.”

And then there is the name. Autry’s father was a pastor, and Autry is active in his church, a background he combined with his cuisine style in coming up with Olive Branch Café.

“Olives are an Italian staple, but I also liked the idea of the olive branch as a symbol of peace,” he recalled. “I wanted the name to reflect the idea of a place that is welcoming and open to all.” T

The

ADVICE

Live life to the fullest. It is an old cliché, but tomorrow is never promised. Plan that trip, that date, that party, that family visit. Arrive at the pearly gates exhausted!

David Skinner

General Manager of Saenger Theatre and Mahalia Jackson Theater/ ATG Entertainment

BY MIKE LIRETTE

HOBBY/PASSION

My work is my passion. I love meeting patrons when we have shows at the Saenger….I can often be found in the arcade when guests are arriving for our shows.

David Skinner helped to reopen the Mahalia Jackson Theater after Katrina in 2009 and the Saenger Theatre in 2013 following an extensive renovation and restoration process. Among his tasks, Skinner oversees the Broadway in New Orleans season at the Saenger, working with Broadway Across America to curate the correct mix of shows for the New Orleans market. He also collaborates with promoters to bring comedians, bands, singers and other performers to local audiences. T

PHOTO

ON THE HORIZON

Saenger Theatre will turn 100 years old in 2027 and we plan on a year-long celebration.

HIDDEN GEM

Rusty Pelican in Mandeville or T Rivers Bar & Grill

VACATION Anywhere in the eastern Caribbean