Biz New Orleans October 2023

EDUCATION

If arts education is vital, why does it continue to struggle for resources?

54 GREAT WORKSPACES

McEnery Residential, LLC’s Uptown offices provide a homey environment for its staff, agents and brokers to guide clients through the process of buying or selling a house

62 NEIGHBORHOOD GEM

Aardvark/Expressions Custom

Framing: Protecting local treasures for more than 60 years

64

NEW ORLEANS 500

Tara Hernandez, Managing Broker at Legacy Real Estate Partners, Fund Manager at Reform Ventures and President of JCH Properties+

16 DINING

From Californiameets-Italy flavored fare to a European gastropub, the Solazzos continue to bring the culinary world to Covington.  18 SPORTS

Pelicans can fly high, but only if they can stay healthy.

20 ENTREPRENEUR

Thanks to a boost in capital, New Orleans continues to be an entrepreneurial leader, but area leaders warn against “our biggest enemy.”

WHY DIDN’T I THINK OF THAT?

Software company Prokeep is revolutionizing how distributors and customers communicate — facilitating more than $6 billion in transactions and counting

Top Real Estate Influencers

Thoughts from leading professionals

Home Pricey Home

As all homeowners are well aware, it’s been an expensive year. Rates for flood and homeowners insurance have both skyrocketed, and if you haven’t seen your property insurance go up yet and you live in Orleans Parish, 2024 will likely not be bringing good news.

Thanks to a drastic rise in interest rates, paired with these insurance increases, it’s no surprise that home sales have taken a hit. According to the most recent Local Market Update by the New Orleans Metropolitan Association of Realtors, in the New Orleans metropolitan area (which include the parishes of Jefferson, Orleans, St. Bernard, St. Charles, St. John, St. James, St. Tammany, Tangipahoa and Washington) between August 2022 and 2023 listings decreased by 8%, and closed sales numbers are down by 15.8%. Homes that are on the market are selling slower, with average days on market moving from 31 to 49.

The good news for homeowners and bad news for buyers, however, is that prices have remained almost the same.

So, what does the future hold? According to a statement released on Sept. 11 from National Association of Realtors (NAR) Lawrence Yun on the current state of the housing market and market forecast, “One future scenario is some calming in the economy and inflation. That

will lead to modestly lower mortgage rates and more buyers will come to the market. Hopefully, homebuilders will ramp up production and we’ll continue to see the repurposing of empty commercial buildings into residential units.” Yun added that, “Home prices are not crashing in this scenario.”

No matter what happens, Yun says one thing is certain — there will be no housing market crash, thanks to low inventory.

For a local view on the real estate and construction marketplace, we’re excited to once again bring you our Biz New Orleans Real Estate Influencers. These professionals hail from many different segments of the marketplace — from affordable housing to commercial construction. In this issue, they share their biggest challenges and the accomplishments they are most looking forward to in the year ahead.

Thanks for reading,

KIMBERLEY

Editor

SINGLETARY

Kimberley@BizNewOrleans.com

Publisher Todd Matherne

EDITORIAL

Editor Kimberley Singletary

Art Director Sarah George

Digital Media Editor Kelly Massicot

Associate News Editor Rich Collins

Perspective Writer Drew Hawkins

Contributors Eno-Obong Edet, Kelsey Foster, Ashley McLellan, Chris Price, Melanie Warner Spencer, Poppy Tooker, Keith Twitchell

ADVERTISING

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

RENAISSANCE PUBLISHING

PRODUCTION

Digital Director Rosa Balaguer Arostegui

Senior Designer Meghan Rooney

Production Designer Ashley Pemberton

MARKETING

Marketing Manager Greer Stewart

CIRCULATION

Subscriptions Jessica Armand

Distribution John Holzer

ADMINISTRATION

Office Manager Mallary Wolfe

VP of Sales and Marketing Kate Henry

Chief Executive Officer Todd Matherne

For subscriptions, call (504) 830-7231

Growing and Honoring Our Leaders

Early voting has started, and the state primary elections are October 14. With so many state and local elections on the ballot that will shape our government for the next four years, I encourage you to study the candidates and vote.

Last month, I talked about the launch of Biz Leaders — an educational leadership program that focuses on helping supervisors and managers grow personally and professionally. I invite you to discover these talented individuals by visiting BizNewOrleans.com and click on “Leaders.”

Biz Leaders is executed by national EOS coach Matt Hahne, who brings excellent energy and knowledge to a fast-paced, four-hour workshop. Our next session is Friday, November 10. The cohort is limited and sells out quickly, so register today. If you would like a more detailed discussion of the program, give me a call at (504) 830-7247.

As we enter the fourth quarter, my term as chairman of the New Orleans Chamber is coming to an end. This year, the chamber will hold its annual luncheon on December 8, at the Hilton Riverside. I invite you to become a sponsor and get your ticket today. Visit neworleanschamber.org for more information.

Finally, this month we finalize our third edition of the New Orleans 500. Over the past three years, we have highlighted many influential and inspiring executives. The 2024 edition will hit your mailbox in early November, and we are exciting about the new names you will discover. The Biz team has done another excellent job uncovering so many leaders throughout our region. NEXT

TODD MATHERNE CEO and Publisher Renaissance Publishing

THE BUSINESS COMMUNITY IS TALKING ON BIZNEWORLEANS.COM

Catch all the latest news, plus original reporting, people on the move, videos, weekly podcast and blogs, digital editions of the magazines and daily Morning Biz and afternoon newsletters. If it’s important to business in southeast Louisiana, it’s at BizNewOrleans.com.

BIZ TALKS PODCAST

Tim Ellis, co-founder and CEO of Relativity Space, in a press release in early September announcing that the 3D printed rocket company has signed a lease agreement to operate the A-2 Test Stand within NASA’s Stennis Space Center in Hancock County, Miss. The company, which has had a presence at Stennis since 2016, will now occupy nearly 300 acres of the historic facility. Relativity plans to invest $267 million into infrastructure at Stennis and create hundreds of new jobs in the region by 2027 as it plans further testing of its reusable 3D printed “Terran R” rocket.

“It is my honor to be the selected candidate to be the next superintendent of police for a world-class city and police department. I look forward to the next phase in the process and commit to being fully transparent. I will dedicate my life and 35 years of experience to serving Mayor Cantrell and the City of New Orleans, as well as the brave men and women of the New Orleans Police Department.”

Anne Kirkpatrick, speaking about the Sept. 11 announcement that she had been chosen by New Orleans Mayor LaToya Cantrell as the next superintendent of the New Orleans Police Department. A native of Memphis, Tennessee, Kirkpatrick served as chief of police in Oakland from 2017 to 2020, when she was fired after clashing with the city’s police commission. In 2022, a federal jury awarded the former chief $337,635 in monetary damages, finding she was fired in retaliation for speaking out against what she viewed as corruption within the commission. Her appointment must be confirmed by the city council.

EPISODE 166

Metronome Accelerator Sets Tempo for Music Business Startups

Sean Mulligan, program and events coordinator for The Idea Village, talks about the nonprofit’s new music business accelerator, designed to support entrepreneurs seeking to solve problems or create new opportunities in the music industry.

EPISODE 165

The Disaster Business

With Louisiana facing more than 600 wildfires just in August, Biz talks with disaster recovery company First Onsite Property Restoration general manager Steven Latham about the business of disasters. What are the biggest threats facing Louisiana businesses near these fires and what can a company like this do to help?

Exclusive access to these rare, national-asset facilities through partnership with NASA uniquely enables Relativity to develop a world-class launch vehicle. Together with our significant private capital commitments to reinvigorate these facilities, we are building innovative capabilities to solidify America’s leadership in space.

IN THE BIZ

Pelicans can fly high, but only if they can stay healthy.

20 ENTREPRENEUR

Thanks to a boost in capital, New Orleans continues to be an entrepreneurial leader, but area leaders warn against “our biggest enemy.”

16 DINING

From California-meetsItaly flavored fare to a European gastropub, the Solazzos continue to bring the culinary world to Covington.

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.

No Passport Required

ities acquired in California blossomed working under Chef Gerard Maras at his downtown New Orleans restaurant before Vicky Bayley tapped the two to run her kitchen at groundbreaking Artesia in Abita Springs.

Torre’s parents had moved to the Northshore in the late 1990s, so the newlyweds settled there too. One evening, they spotted a tiny storefront available in downtown Covington and took a leap of faith.

BY POPPY TOOKER

“We opened Del Porto in 2002 with a $20,000 investment,” Torre remembered, a feat that seems almost impossible today. That same year, New Orleans Magazine named Del Porto restaurant of the year, and those 12 tables quickly became the most sought-after reservation on either side of the lake.

When the Northshore population exploded following Hurricane Katrina, in 2007 the Solazzos tripled their capacity by moving to a much larger space just up the street from their original location. Seven years later, a wine room provided additional dining space, which has become a popular spot for private parties.

“Baby showers, rehearsal suppers and corporate events keep us very busy,” Torre said.

When the former Greyhound Bus station right down the street from Del Porto became available, the Solazzos transformed the space into another Covington first — The Greyhound, a true European gastropub that officially opened June 17, 2021.

“The quality is the same, but the atmosphere is more casual,” Torre commented.

From North African spiced lamb meatballs to Madagascar shrimp curry and pork weinerschnitzel with spatzle, there are no limits to the menu on Chef Torre’s international playground. As true reflection of her most beloved foods, her Jewish heritage shines through in “Gramma Evelyn’s Chopped Chicken Liver” and matzo ball soup. The wood-burning oven inspires unusual dishes like wood-roasted feta Mediterranean and roasted escargot while also producing some of the best pizzas to be had on the Northshore.

When it comes to staffing, the Solazzos have always kept it local.

For more than 20 years, Torre and David Solazzo have crafted an idyllic small-town life while bringing big, new flavors to Covington diners. David hails from upstate New York, and Torre grew up in New Orleans.

In 1999, both were recent culinary school graduates when they met in the kitchen at Tra Vigne, one of the most prestigious restaurants in Sonoma. Working side by side on the line, a friendship began that grew into a romance, and led to a marriage in 2001.

As is often the case, when you marry a New Orleans girl, the Crescent City eventually brings you home. The couple’s farm-to-table sensibil-

The real driver here is the perfectly executed “Cal-Ital” style food, the Solazzo’s trademark. Grilled meats and seafood are complemented by seasonal farm-fresh vegetables and silky, house-made pastas. The menu changes quarterly to reflect the seasons, with the weekly Covington Farmers Market providing both inspiration and ingredients.

“David is always the first shopper there,” Torre said. “He’s created such great relationships with the farmers over the years, they always have something special for him. David can’t ever resist stopping at a roadside stand in pursuit of fresh product.”

While her husband’s passion for pasta remains unabated, Torre longed for a new creative outlet.

“When we opened Del Porto, it was just me and David and a couple of kids from Covington High’s Culinary Program who went on to find their own life in food. Now, George Shank has Hoodoo Ice Cream here in Covington, and Nick Usner became one of our favorite farmers,” Torre said with a smile. “Over the years, we’ve watched customers come with their babies, who grow up and come to us for their first jobs. Their parents feel comfortable trusting them to us and they become part of our family.”

Their own 11-year-old daughter, Evelyn, loves working in the restaurant as well.

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.

“She is a real natural. It’s wonderful to watch her interact with customers,” the proud mama reported. “Covington is a great place to raise a kid — completely different than my experience growing up in New Orleans — and we’re so grateful to be part of the community.” T

From California-meets-Italy flavored fare to a European gastropub, the Solazzos continue to bring the culinary world to Covington.

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.

Pelicans Can Fly High...

...but only if they can stay healthy.

BY CHRIS PRICE

his left knee. As of press time, he was undergoing testing to determine if the injury would require surgery, which could keep him out of the lineup for a few months. However, if surgery is not needed, he may be able to return by Halloween.

Until Murphy returns from his knee injury, Herb Jones will have to step up as a starter at the 3 position. Backup guard Jose Alvarado’s lingering leg injury, which cost him the end of the 2022-23 regular season, means Dyson Daniels may be the first option to relieve McCollum and Ingram at both guards’ spots. When Daniels runs the point, look for Jordan Hawkins at shooting guard. Naji Marshall and Larry Nance Jr. will back up Williamson and Valanciunas.

October is one of, if not, the greatest months on the New Orleans sports calendar. While the Saints are in just the second quarter of their season, high school and college teams are moving into the heart of their seasons and determining postseason placement.

While news from the gridiron usually dominates the headlines, updates from the hardwood are beginning to push their way to the front and tops of sports pages as anticipation rises in the Big Easy that this could be the season things come together for the New Orleans Pelicans.

After a four-game preseason from Tuesday, Oct. 10, through Tuesday, Oct. 17, the Pelicans’ 2023-24 season will tip off in Memphis on Wednesday, Oct. 25, and run through Sunday, April 14, when the team hosts the Los Angeles Lakers.

After the Pelicans made the playoffs in the 2021-22 season, excitement surrounded the

team last year. After getting out to a fantastic start, including being a game out of first place on Jan. 2, head coach Willie Green led his team to second place in the Southwest Division, but the team — plagued by injuries down the stretch of the season — did not qualify for the playoffs. It was a gut-wrenching turnaround that raised the ghosts of opportunity lost during the team’s Chris Paul and Anthony Davis eras.

From top to bottom, on paper, this may be the best roster a New Orleans basketball team has put together.

The Pelicans would like their starting five to be CJ McCollum at point guard, Brandon Ingram at shooting guard, Trey Murphy III at small forward, Zion Williamson at power forward and Jonas Valanciunas at center, but injuries have limited the time these players have all been on the court playing together.

Already, injuries are lingering over the team. Just last month, Murphy hurt the meniscus in

The good news for the Pelicans is that they have respect of those in the know. Greg Swartz of Bleacher Report says the Pelicans have one of the best “Big 3” trios in the NBA with Williamson, Ingram and McCollum. In his list of the Top 100 players in the NBA, Matt Moore of the Action Network included five Pels — Ingram (39), Williamson (40), Murphy (60), McCollum (86), and Jones (100).

Unfortunately for the Pelicans, their “Big 3” have only played about 10 games together since coming together in February 2022. Last season, the three averaged 71.6 points, 16.9 rebounds and 16.1 assists per game. If, and it is a big if, these three can stay healthy and jell on the court together, expectations are sky high for this team. A healthy season from each will no doubt lead to massive success for the Pelicans.

At just 23, Williamson looks to have all the tools to be a dominant player in the NBA. Flanked by Ingram (25) and McCollum (31), he has the talent to lead the team to the top of a loaded Western Conference and the NBA. If the Pels are going to be among the best, their stars must be healthy, available and ready to compete. If (again if) the team can stay healthy, this could be a transformative year for New Orleans basketball. T

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.

Fertile Ground

Thanks to a boost in capital, New Orleans continues to be an entrepreneurial leader, but area leaders warn against “our biggest enemy.”

BY KEITH TWITCHELL

reater New Orleans continues to be recognized as one of the top entrepreneurial centers in the United States. A recent Gusto.com analysis placed the region ninth in the country for new business applications per capita in 2022.

Several national trends identified in the study align with local demographics. Small-to-medium-size metro areas are outpacing larger cities. Geographically, the Southeast and mountain West are leading the way. Most encouraging of all, women and people of color are increasing their shares of startup applications.

New Orleans both benefits from and contributes to these data, but they alone do not account for the region’s ongoing entrepreneurial leadership.

One critical factor cited by Emily Egan, director of strategic initiatives at Tulane’s Lepage Center for Entrepreneurship and Innovation, is increased financial resources.

“There’s more capital here now than there has been in the past,” she pointed out. “Equity capital movement is increasing locally. It’s a more fertile ground than it was before.”

“We have much more robust angel investor groups,” concurred Jon Atkinson, CEO of The Idea Village, “and it’s also the private sector, investing in things like corporate innovation groups.”

The successful cash-outs over the last year or so have not only increased the amount of available capital, they have also increased the attention being paid to area businesses.

“Density breeds destiny,” Atkinson stated. “The more you have of something, the more of a magnet it becomes. We’ve had some successful outcomes now, which breeds more success.”

A related factor Atkinson noted is that “there is a lot of activity right now to connect innovation and investment to our historical strengths, like the music business and cultural tech.”

Similarly, climate technology and healthy biotech, also fields in which the region has long-

term experience, are attracting higher levels of investment on the national level.

Another major contributing factor is the strength of the startup support structure here, which is itself evolving and expanding as the entrepreneurial landscape matures.

“For the first 20 years of The Idea Village, we were just trying to push the ball up the hill,” recalled Atkinson. “Now we’ve moved to building a system that can help companies not only get started but think bigger, think nationally. It’s not just getting started, it’s also what happens after your business starts to take off.”

Still, new enterprises are a major part of the picture, and continue to need early-stage support.

“We need to turn that business application statistic into successful businesses,” Egan pointed out. “We as an ecosystem need to make sure that we find these new entrepreneurs and make sure they know about the resources available to them.”

While the trends remain positive, there are potential headwinds.

“We need to be clear-eyed about challenges like affordability and infrastructure,” stated Egan. “We have to build a business environment that is stable, and a physical environment that is stable and attractive. Entrepreneurs can play a part in solving these challenges, but it’s not their duty to do so.”

“Complacency is our biggest enemy,” asserted Atkinson. “Entrepreneurship is in our DNA, but we can’t lose that edge.”

In the bigger picture, Atkinson observed that “the brand of New Orleans has to shift. If our brand is still associated with Bourbon Street and Hand Grenades, that’s going to set the movement back. We have to evolve to what the 21st century tourism brand is going to look like.”

While these and other challenges are real and must be addressed, the outlook remains positive. As Atkinson noted, “we’ve been doing this for years, despite all the existential flaws in our foundation.” T

PERSPECTIVES

What are your priorities when choosing a healthcare plan and what is your company doing to try to mitigate rising healthcare costs?

If arts education is so vital why does it continue to struggle for resources?

We understand that healthcare can be a complex challenge, and that’s why we tirelessly shop around to secure group policies with low deductibles and ensure apples-to-apples policy comparisons. Our commitment to our employees is unwavering, as we offer a generous 60% company paid contribution toward policies to ease the burden of out-of-pocket expenses. We recognize the delicate balance between providing premium healthcare coverage for our staff and managing costs effectively for both the company and employees. While there may be no silver bullet, our dedication to comprehensive healthcare solutions ensures peace of mind for all stakeholders.

JULIE A. BABIN, AIA Partner Practis.design

Our team’s overall health is a priority for our practice. We’ve adopted an optional hybrid work model and advocate for a maximum 40hour work week to prevent burnout, both emotionally and physically. Annually, we compare policies to identify the best health coverage and reward our employees by increasing our contribution to their premium based on years with the practice. Additionally, we provide supplemental insurances to further support and safeguard our team’s health and wellness.

Our HR team is keenly aware of the needs of our employees. We work to control expenses, but it is our responsibility as an employer to provide good insurance options to take care of our people. To find this balance, we work closely with our broker to ensure we find the best plans at the best prices. The health of our employees is the priority.

OLIVIA CASSESI

Co-Owner/ Business Development

Cassesi Commercial Construction

Whether you are an employer or an employee, selecting a healthcare plan can feel overwhelming and complicated, and typically the cost of insurance tends to be the biggest concern for employees. As an employer, it’s been our priority to find affordable insurance plans, while still choosing a quality provider network. The quality of the network is very important.

MARY JANE WALSH Business and Executive Coach

Parvazi, MBA CUDE, CCUE, NCCO, CCUFC, CUCME, Chief Administrative and Development Officer at New Orleans Firemen’s Federal Credit Union

Promoting and encouraging wellness and a healthy lifestyle can certainly help with mitigating healthcare costs, but I think it’s important to select a great agent who understands your goals and needs as an employer. The right agency can play a big part in ensuring that you are making the right decisions on healthcare costs for your company and your employees.

As a business coach serving businesses across varying industries, I have seen an increase in employers offering health benefits to stand out in the marketplace. I recommend companies offer healthcare benefits for these reasons: Consider your long-term strategy. Even if you are budget conscious, offering health care benefits will position you to attract top talent and retain your valued employees. You will likely also see morale increase, because your employees will feel you care about their health and that you value them. It might even encourage your employees to practice preventative wellness to address health issues sooner. This can vastly improve your internal culture, creating an environment of care and empathy. If you want to build out a top-tier team and retain valued staff, offering health benefits could be your key differentiator.

What are your priorities when choosing a healthcare plan and what is your company doing to try to mitigate rising healthcare costs?

Armand

Keys to New Orleans Property

A legal handbook for savvy buyers

BY DREW HAWKINS

Buying property in New Orleans comes with challenges as unique as the city itself. With its eclectic mix of historic neighborhoods and architectural styles, buyers must navigate zoning regulations and historic preservation laws that can significantly impact property ownership — just to list a few considerations.

Though we’re just scratching the surface, we reached out to a few legal experts to get some of their best tips for buying property in the Big Easy.

For starters, the majority of property sales in Louisiana are “AS-IS” and without warranty. This means that you have no legal recourse for defects you find in the property after you purchase it unless you can prove that the seller lied and/or proactively concealed the condition from you during the sale process.

“This is an extremely difficult thing to prove, even when it is true,” said D. Alex Onstott, managing member at Ciolino Onstott. In other words, it is the buyer’s duty to fully inspect the property before purchasing it. It is not your agent’s duty, nor your home inspector’s duty.

“Those professionals are there to inform you, but are not a substitute for your own knowledge and research. It is your job to understand that information and to know what you are getting into,” Onstott said.

Ask as many questions as you can, use the internet to research anything about the home or the inspection that

DID YOU KNOW? Owner’s title insurance exists to protects homebuyers from claims against their home made before they purchased it.

you do not understand, and consult with subject-matter experts. “It does cost a lot of extra time and money to properly inspect a house, but the cost is relatively small compared to the health, safety and comfort of your family, and compared to the purchase price of the property itself, of course,” Onstott said.

For Robert Steeg, managing partner at Steeg Law Firm, it’s all about avoiding and addressing “pitfalls” that could cost you time and money — as well as cause headaches. “Check out the flood zone of the property and the availability and cost of insurance well in advance, so that you (the buyer) can back out of the purchase based on these factors,” Steeg said. “And make sure that the contract lets you back out of the purchase for ‘any reason’ affecting the ‘suitability’ of the property, so that it’s not just limited to physical condition and would include other matters such as insurance.”

Steeg also pointed out that the buyer picks the lawyer or title company who will handle the closing. So, pick one who has experience with the type of property you’re buying. For commercial transactions, find a real estate lawyer with commercial properties experience.

Additionally, for commercial transactions, Steeg said it’s important to engage the lawyer to draft and negotiate the purchase agreement well before it is signed.

Steeg said you may want to consider a “hurricane clause” in your purchase agreement, suspending all deadlines once a storm enters the Gulf, and resuming a certain number of days after a storm has passed and commercial services are available. Otherwise, a buyer could be obligated to complete the purchase even though the storm has caused insurance to be unavailable or necessary ancillary services (e.g. the lender’s funding or the closing notary’s services) to be unavailable.

Randy Opotowsky, another partner and real estate attorney at Steeg Law Firm, said that if you’re looking at a large transaction, you really should get an attorney to help you avoid additional pitfalls, especially before finalizing a purchase agreement, or it may be difficult to back out or make changes.

“You will be bound by that agreement, Opotowsky said. He also pointed out that in residential transactions, regardless of the size, everyone uses the LREC forms (Louisiana Real Estate Commission).

Opotowsky also recommended getting owner’s title insurance — a one-time charge — and echoed the importance of making thorough inspections of the property from roof to foundation. T

ROBERT M.

STEEG

Managing Partner Steeg Law Firm

Allow plenty of time for inspection. Either 10 or 14 days for residential, 30 or more for commercial. For commercial, consider negotiating a right of extension of the inspection deadline in case follow-up testing is needed for items like environmental review or mold testing.

D. ALEX ONSTOTT Managing Member Ciolino Onstott

The one issue I want more people to know about is the risk of mold. Any event that introduces a substantial amount of moisture to a home, such as a flood or a heavy storm, is almost certain to cause a proliferation of harmful molds throughout the structure.

PERSPECTIVES EDUCATION

NURTURING THE SOUL OF NEW ORLEANS

If arts education is vital, why does it continue to struggle for resources?

BY DREW HAWKINS

DID YOU KNOW? Founded in 1975, the nonprofit Arts New Orleans is responsible for the popular annual LUNA Fete festival, as well as multiple recurring arts markets and more than 400 pieces of public art around the city.

To quote the Grammy- and Oscar-winning keyboardist, singer, and composer Jon Batiste, “New Orleans is the soul of America.” Its cultural mosaic, shaped by African, French, Spanish and Creole influences, is celebrated worldwide.

The Crescent City’s unique cultural tapestry is a testament to the enduring power of the arts. From the raucous sounds of Bourbon Street to the evocative paintings of the French Quarter, art is a living, breathing entity in New Orleans. And like any other living thing, it needs to be fed and supported in order to keep living and keep thriving.

Arts education serves as the cornerstone of this cultural legacy. It nurtures the talents of budding musicians, dancers, visual artists and actors, ensuring that the city’s artistic traditions are passed down through generations. More than just a way to pass the time, arts education is the lifeblood of New Orleans’ cultural identity.

Arts education is not just about teaching students to paint a picture or play a tune; it’s

about fostering creativity, critical thinking and empathy. In a city with its fair share of challenges, arts education becomes a lifeline for many young people. It offers an escape from adversity and provides a path to self-expression and personal growth.

Research has consistently shown that students engaged in arts education tend to perform better academically, have higher graduation rates, and develop essential life skills such as discipline and teamwork. In New Orleans, where the school system faces numerous obstacles, arts education often plays the role of a savior, offering students a chance for a brighter future.

“Thinking differently, openly and with others are some of the attributes that make art education so important for us all,” said Brian Hammell, director of communications and campus activities at the New Orleans Center for the Creative Arts (NOCCA). “Creative work through a growth mindsight are how we as humans make a difference in this world. It is the connection we have with each other, the power we have to look at something from a completely different angle and to know that each one of us has a voice, a voice that is important.”

Hammell said it’s also important for families to remember to give the avenue for that young person to be involved in the arts or even major in them in high school and college. “Without artists our society would be nothing,” Hammell said. “Artists have always led the way and made us think with a new perspective, which is very important.”

But funding for the arts has always been a challenge. Other priorities often seem to supersede the support arts education needs. On top of that, in New Orleans, there isn’t a centralized hub of information for the public to find where and when they can take part or provide support — that includes parents trying the find the right place both inside and outside of school for their student.

Even arts administrators like Hammell sometimes struggle to find programs and information related to arts education in the city.

“I find even myself searching various sites of organizations who do great work but sometimes I am not even aware,” Hammell said. “I am lucky to be in an environment that nurtures, cares, works hard and does not take credit for the success of the student.”

Despite the clear benefits of arts education, securing adequate resources remains a constant struggle. New Orleans is no stranger to budget constraints, and the arts are often the first to suffer. Schools across the city grapple with

insufficient funding, outdated equipment and a lack of qualified instructors.

One of the key challenges is the perception of arts education as an “extra” rather than an essential part of the curriculum. In times of austerity, subjects like math and science tend to receive priority, while the arts are marginalized. This misconception not only shortchanges students but also undermines the city’s cultural heritage.

That’s not to say there hasn’t been support.

To bridge the resource gap, nonprofit organizations have stepped up as champions of arts education in New Orleans. Entities like the Arts Council of New Orleans, Young Audiences of Louisiana and NOCCA have been instrumental in providing funding, mentorship, and educational opportunities to aspiring artists.

These organizations work tirelessly to bring arts education to underserved communities, recognizing that every child, regardless of their socioeconomic background, deserves access to the transformative power of the arts. By partnering with schools and local artists, they help fill the void left by inadequate public funding.

Hammell was also quick to point out that city programs and smaller community organizations play a crucial role in providing support for arts education. “I applaud those in leadership — places like NORD, NOBA, New Orleans Heri-

tage Foundation, New Orleans Tourism and Cultural Fund — for remembering arts should be available to all,” Hammell said. “What is so special about the New Orleans is the cultural work done by small community organizations, — they are the ones who work tirelessly. They may be small in capacity, but they are mighty.”

Beyond its intrinsic value, arts education also plays a pivotal role in New Orleans’ cultural economy. The city’s tourism industry thrives on its unique cultural offerings, attracting millions of visitors annually. The vibrant arts scene is not only a source of pride but also a significant economic driver.

Arts education is the breeding ground for the next generation of artists who will continue to shape New Orleans’ cultural landscape. By investing in these young talents, the city ensures the sustainability of its cultural economy. When the arts flourish, everyone benefits — from artists and musicians to small business owners and the broader community.

Many of New Orleans’ most celebrated musicians, actors, and visual artists credit their success to early exposure to the arts. These artists recognize the vital role that arts education played in their journey.

Trombone Shorty, a Grammy-nominated musician and native of New Orleans, has been an outspoken advocate for arts education. He believes that nurturing young talent is essential to preserving the city’s cultural heritage. Shorty’s own journey from a young brass band prodigy to an international star is a testament to the power of arts education in New Orleans.

Recognizing the importance of arts education is just the first step. It takes concrete action to secure the resources it needs to ensure that arts education remains accessible to all. That includes increased public funding, teacher training to maintain the quality of arts education and community involvement.

Arts education is not just a luxury but a necessity for the city’s future. It is a lifeline for students seeking escape, an opportunity for self-expression, and the key to preserving the vibrant soul of New Orleans.

In many regards, New Orleans is lucky. Every school system in the city has arts education departments, and many nonprofits directly support art teachers. But there’s always the need for more — more resources and more engagement. “We need the community to support the various organizations that produce, perform and create,” said Hammell. T

“

”

Thinking differently, openly and with others are some of the attributes that make arts education so important for us all.

Brian Hammell, director of communications and campus activities at the New Orleans Center for the Creative Arts (NOCCA)

PERSPECTIVE ECONOMIC DEVELOPMENT

Something’s Cooking in Algiers

The Algiers Economic Development Foundation’s new report uncovers the story behind the community’s recent culinary boom.

BY KELSEY FOSTER

While the darkest days of the COVID-19 pandemic saw restaurant closures across the country and our region, something different was quietly beginning in Algiers. Since 2020, more than 20 new restaurants, pop-ups, commercial packaged products, and farmers markets have sprung up across the Algiers community.

At the Algiers Economic Development Foundation (AEDF), we wanted to better understand what was driving this delicious spike in

KELSEY FOSTER is executive director of the Algiers Economic Development Foundation. She may be reached via email at kfoster@algierseconomic.com.

new food-based businesses and how our organization could best support them, so in July, AEDF launched our first-ever Food & Beverage Ecosystem report — an attempt to quantify the change, impact and opportunity of these quintessentially New Orleans entrepreneurs.

We found that we’re rich in talent and diversity, with almost all new establishments opened by native Algiers residents. Restaurants like Plume Algiers, Tonti’s Hand, The Vault, The Little House, and Barracuda have begun attracting diners to the Old Algiers neighborhood, while downriver in Algiers, Two Phat Vegans, Saved by the Juice, and Grab a Green have created an exciting micro-ecosystem of Black-owned, health-conscious restaurants.

THE STRENGTHS

Algiers offers unique and valuable technical resources as well. The University of Holy Cross (UHC) offers a bachelor of science degree in food science, a program that can assist local entrepreneurs with important technical assistance like nutritional labeling and government certifications like ServSafe. With institutional support like that of UHC, Algiers can affordably attract, grow and sustain entrepreneurs from an idea to restaurant or retail without needing to leave our community.

The report also found that affordability factored into our growth. Algiers still offers comparatively affordable commercial real estate; our 2021 Small Business Survey found that across Algiers, 55% of small businesses own their storefront. Commercial property ownership has led to a more stable small business environment, with less eviction than businesses faced in more expensive neighborhoods during the pandemic.

THE CHALLENGES

While affordability, talent and a passion for the community have been major strengths in Algiers, we also found there are deep, unmet

needs in networking and supportive infrastructure. Most businesses, especially restaurants, struggled most with attracting East Bank customers. While some Algiers-based restaurants have attracted local media attention, many New Orleanians haven’t yet considered a trip across the river for dinner or a night out. Plume Algiers, a local gem serving some of the best Indian cuisine in town, has even adopted the slogan “CROSS THE DAMN BRIDGE” on its merchandise.

Industry-wide, the shortage of food preparation space and supportive infrastructure like commissary kitchens, commercial packaged goods facilities, and other shared prep and production spaces make it difficult for our businesses to scale and grow. The addition of Algiers’ first farmers market in recent memory, Bounyful Market, has led to a growing popularity of several local bakers, chefs and farmers, who, given resources like a commissary kitchen, would grow their enterprises to local grocery shelves.

THE OPPORTUNITY

AEDF hopes to use this report to drive positive change for our food industry, including an advertising campaign identifying Algiers as the next great dining destination in town. We also hope to see improved signage at the East Bank Algiers ferry terminal, helping locals and tourists alike find their way to all the great local businesses in our neighborhoods.

Last year, Algiers saw so many new businesses open that AEDF invested in a pair of giant golden scissors. They’ve been put to good use, welcoming new restaurants, real estate offices, healthcare facilities, and yoga studios across the community. We’re proud to be a place where locally owned, family-operated, diverse businesses can thrive.

The next time you’re looking for a night out, we hope that you’ll cross that damn bridge and come say cheers in Algiers. T

Last Chance to Advertise in the 2024 Edition of New Orleans 500

The New Orleans 500, an annual publication from Biz New Orleans magazine, profiles the business leaders who are driving the greater New Orleans economy today and making decisions that will shape the region’s future. The book is overflowing with details about regional CEOs, presidents, managing partners, entrepreneurs and other executives who are as devoted to their professions as they are to civic affairs. It’s a diverse group that includes fourth- and fifth-generation owners of family businesses as well as young, social media-savvy entrepreneurs building their brands one like or follow at a time.

To advertise your business in this special publication contact Kate Henry at Kate@BizNewOrleans.com

Deadline for booking ad space is Oct 18th

PERSPECTIVE GUEST

ENO-OBONG EDET is a Louisiana businessman. He is the co-founder of WTA Logistics, a logistics management company that focuses on the transportation of specialized goods. He is also the author of the Runaround Sue Anthologies, a literature series dedicated to assisting entrepreneurs and investors navigate the mobile home industry. He may be reached via email at Eno.Edet@gmail.com.

There’s Money to be Made in the Mobile Home Market

Multiple factors have combined to make investment in this overlooked market worth consideration.

BY ENO-OBONG EDET

One of the sectors in the industry that’s sinking the most are mobile home movers. When people think about investing in the mobile home industry, they immediately think of purchasing mobile home parks, but the old guard of Louisiana mobile home park owners are selling their parks to private equity firms. The real opportunity today lies in mobile home movers. Nothing moves without them — literally. To move a single-wide mobile home 60 miles or less costs between $5,000 and $8,000. To move a double-wide mobile home the same distance costs between $15,000 and $20,000. Compared to other states, there are not a lot of mobile home movers in Louisiana. They’re in such high demand, in fact, that they commonly turn down work. And then there’s the waiting list. If you can get your mobile home moved in three weeks, you’re lucky; the standard waiting time is two months.

Mobile homes. Trailers. Trailer parks.

When you see these words, what images come to mind? If it’s a negative one, you shouldn’t feel bad, as the rest of the country feels the same way. So much so, that there seems to be an unofficial agreement amongst the 50 states to ban the construction of future mobile home parks.

By doing that, however, they have unintentionally raised the value of the existing ones. Drastically. And that’s just the mobile home parks. That’s just the tip. Due to circumstances like the pandemic, Hurricane Ida, mental illness, high crime rates, and the need for affordable housing, Louisiana is positioned to become

the mobile home industry capital of the United States.

Louisiana is currently home to 690 mobile home parks and 250,000 registered mobile homes. Mobile homes represent 13% of the state’s housing market. With our state’s need for affordable housing, however, it’s far from enough.

The demand is insanely high, and the supply is steadily shrinking.

I’ve been in mobile home parks where I’ve seen tenants, who were living in the park, chasing after a mobile home mover trying to buy the mobile home off his truck. I’ve heard of individuals breaking into places in the middle of the night to steal mobile homes. One came with a Ford F150 truck, and hauled it off. The demand is insanely high, and the supply is steadily shrinking.

Another ignored investment vehicle in the mobile home industry is repair and remodeling. A 2024, three-bedroom two-bathroom mobile home is typically priced between $90,000 and $120,000, depending on the manufacturer. A used one with the same specs costs around $70,000. Individuals who use mobile homes as their primary residence often cannot afford these prices, so investors are not going to purchase these models. Instead, wise investors will purchase a $3,000-$10,000 fixer-upper and put $10,000 of work into it. Add in the moving costs ($7,000), and in their eyes they just purchased a $70,000 mobile home for $27,000.

As the economy continues to plummet, the demand for mobile home contractors will skyrocket. I can see it happening now. Fewer residents are selling their mobile homes than they were a year ago, and it’s because they can’t afford to buy another one. And investors aren’t buying any new ones because it doesn’t make financial sense. So, both demographics are opting to fix what they currently have, making a contractor’s services in high demand.

Take a closer look for yourself and you’ll see that the mobile home industry in Louisiana has much to offer a savvy investor. T

Top Real Estate

INFLUE

IT’S HAPPENING, but it’s much more expensive.

Those seven words very succinctly describe the current market in real estate and construction. While supply costs still remain higher than pre-pandemic levels, they have been joined by a plethora of other increases. At the beginning of the pandemic, the Federal Reserve lowered interest rates. In February, 2020, the rate was 1.58%. In March, when the shutdowns began, the rate dropped to 0.65%, then in April to 0.05%. By early 2022, however, to combat inflation, the Fed switched gears and started raising rates. As of mid-September, 2023, rates were up to about 5.5%.

Thanks to multiple damaging hurricanes, Louisiana flood insurance rates have also risen on average by as much as 134%, and homeowners insurance premiums have skyrocketed, with Orleans Parish seeing average costs go up by 82% in 2023. Add to this the fact that property taxes have soared substantially in the wake of surging home prices during the pandemic, and the industry has hit a crisis.

Building, borrowing, owning — all of it has become much more expensive over the past year. Will we see any relief anytime soon? Is there good news still to be found? This year’s Biz New Orleans Real Estate Influencers share their thoughts.

NCERS

PORTRAITS BY Adrienne Battistella

Iam Tucker

Integrated Logistical Support Inc. (dba ILSI Engineering)

OWNER/CEO

ILSI ENGINEERING is a 100% female-owned, minority-owned, 8(a) certified civil engineering firm. ILSI’s infrastructure experts specialize in sewer, water, streets and drainage design projects, stormwater management planning, and program and construction management.  ILSI is an award-winning firm with a strong performance record on multiyear, multimillion-dollar projects completed in the federal, state, municipal and private development sectors.

ILSI is a family business that was started by the late Robert H. “Bob” Tucker Jr., who sold the company to his only daughter, Iam Christian Tucker, a former Baton Rouge police officer, in June 2008. Since then, ILSI has grown its team from nine to the over 55 people the company employs across the nation today. ILSI was the winner of the Morial Convention Center Authority of New Orleans’ 2023 Ernest “Dutch” Morial Small Business of the Year award.

Most Excited About in the Coming Year We are most excited about our ongoing civil engineering and stormwater management work on The River District Neighborhood of New Orleans. We have also been invited to engage on the Top Golf project and

a couple of other projects slated for this up-and-coming area that will be an economic boom for the riverfront area. It is very difficult for diverse companies to break into the private sector on projects of this magnitude, and we are proud that our reputation and work ethic has paved the way for our participation in such opportunities.

Biggest Challenge Facing Your Industry Companies in engineering and technical fields nationwide face difficulties finding great talent at a reasonable rate to add to their teams. We face that same challenge as a small business competing daily with companies infinitely larger than us. Rising insurance and business costs are a real concern, especially while some public clients seek lower fees for highly specialized technical services. This is a real problem in the industry, and I ponder whether public clients are aware that they are hurting small businesses and driving a decrease in competition.

I also profoundly worry for diverse businesses like mine in a country with a Supreme Court that ignores the very real statistics regarding inequity in our nation. It’s a highly stressful time for minorities in America right now, and for disadvantaged business owners who need these programs to gain access to the marketplace. There are forces dedicated to dismantling the programs that exist to seek equity. If you find yourself in favor of these types of efforts, it’s probably because you have never experienced inequity, and therefore cannot or will not empathize with those who have. I hope and seek to work with those that understand the verifiable fact that historic and systemic inequities do exist, and with greater humanity and intentionality we can heal the wounds of injustice.

HRI PROPERTIES is a New Orleans-based, diversified, national real estate company engaged in the ownership, development, design and management of upscale-branded and independent hotels, apartment communities, and mixed-use, mixed-income properties in urban centers.

David Abbenante is president of the multifamily division, HRI Management, which manages a portfolio of 61 diverse properties made up of over 5,300 units, including market, mixed-income and affordable properties in a five-state area.

New Orleans projects developed by HRI Properties and managed by HRIM include The Strand Apartments and Aloft Hotel mixed-use development, the Hibernia Tower Apartments, and Bienville Basin Apartments, the latter being the result of the transformation of the former Iberville Housing Development into mixed-income housing.

Most Excited About in the Coming Year What encourages me about the upcoming year is where we are right now vs. the same time last year. A year ago, we had more than 20 job openings at our company, and now we are back to single-digit open positions. During the first two quarters of 2023, we were still wrapping up Hurricane Ida repairs and closing out Ida insurance

claims. The thought of entering a new year fully staffed, with no pandemic-related restrictions and all storm-related damages and claims resolved sounds very exciting to me and many others in our industry.

Biggest Challenge Facing Your Industry Insurance, insurance, insurance! We are seeing the annual property insurance premiums on multifamily apartments double and in some cases triple the cost at renewal. Hit hardest are the owners of affordable or mixed-income apartments that are facing soaring premiums with limited or no opportunity to increase rents.

In addition to the increased premiums, the wind-storm deductibles are increasing along with insured values. For perspective on the deductible impact, if a mid-sized apartment community is insured for $30 million and has a 5% windstorm deductible, the owner is on the hook for a $1.5 million out-of-pocket deductible following a named storm. That was a reality facing many owners after Hurricane Ida. Without relief or some type of state or federal intervention, property owners will have to choose between insurance premiums and costs such as utilities or repairs because there will not be enough income to cover all expenses.

MULTIFAMILY David Abbenante PRESIDENT HRI Management

IT’S A HIGHLY STRESSFUL TIME FOR MINORITIES IN AMERICA RIGHT NOW, AND FOR DISADVANTAGED BUSINESS OWNERS WHO NEED THESE PROGRAMS TO GAIN ACCESS TO THE MARKETPLACE.

Jonathan Leit

DIRECTOR Alembic

ALEMBIC COMMUNITY Develop -

ment is a mission-driven real estate company based in New Orleans and New York City that develops affordable housing, nonprofit and cultural facilities, and community-serving commercial spaces. The company has completed the adaptive reuse of several prominent historic buildings in New Orleans, including the Tate, Etienne & Prevost (TEP) Center in the Lower Ninth Ward, and Rose Collaborative campus in the Seventh Ward. Alembic is also co-developing the new construction of 192 affordable apartments and a federally qualified health center at the former Brown’s Dairy site in Central City. Mike Grote and Jonathan Leit have worked as directors at Alembic in New Orleans and on the Gulf Coast since 2007.

Most Excited About in the Coming Year

We’re working on two developments in Central City that co-locate early childhood education (ECE) centers with affordable housing. These projects are in direct response to New Orleans residents passing a new millage in 2022 that’s funding ECE for low-income families. Since state programs for ECE are regularly at risk, this new local funding source is critical for ECE centers and represents a monumental investment in equity and our city’s future. The first project is the redevelopment of an historic firehouse on Louisiana Avenue that our nonprofit partner, People’s Housing+, was awarded by the New Orleans Redevelopment Authority through an agreement with the city. We’ll be creating an ECE center serving approximately 65 students and seven permanently

affordable apartments upstairs. The second project is new construction: a flagship center on Washington Avenue for Wilcox Academy Central City, a leading ECE provider run by the indomitable Rochelle and Whitman Wilcox, that will serve up to 150 students along with four affordable apartments targeting educators.

Biggest Challenge Facing Your Industry

There are many: climate change and dramatically increased insurance costs, property taxes and interest rates. But we’ll focus on current state-level politics, which present a particular challenge for the city. With the socially regressive policies the Legislature has recently passed and/or debated, the issues that we care most about — affordable housing, criminal justice reform, women’s reproductive rights, equal rights for LGBTQ+ people, early childhood education — will be even further at risk. This is a major threat to New Orleans’ economy, and to all of us who care about basic human rights and decency.

Tracie Ashe

PARTNER practis (Formerly Studio WTA)

PRACTIS is a multifaceted, womanowned architecture studio based in New Orleans. Founded in the early ’90s as Wayne Troyer Architects, the firm evolved into studioWTA in 2013 to reflect its collaborative nature. Ten years later, practis has emerged as the newest iteration of the studio—led by longtime team members Tracie Ashe and Julie Babin—grown out of a desire to further solidify the firm’s ethos of collaborative, passion-driven work inspired by a true, synergistic spirit. The name itself is reflective of the actively innovative nature of our craft — always practicing, always learning.

Excited About in the Coming

Most

Year In the coming year, we’re excited for the completion of a new construction hotel in Bywater, construction of new residential dormitories on Tulane’s Uptown campus, renovations to the Harry Tompson Center (a facility that provides support services to our unhoused New Orleans community, which our firm designed in 2006), and a conversion of the Alois J. Binder Bakery complex for JAMNOLA’s new immersive exhibit

experience. Beyond New Orleans, practis was awarded the contract to complete the final phase of design for New Jersey’s 9/11 Memorial, “Empty Sky.” Originally designed in 2004 by longtime practis colleague Jessica Jamroz, this significant monument project is scheduled for construction in early 2024.

Biggest Challenge Facing Your Industry

The biggest immediate, local challenge is financial burden. Undertaking projects is always costly, but it’s spiraled in recent years. Along with higher interest rates and rising prices of real estate, property insurance, and flood insurance, we now have dramatic increases in property taxes across the city. Add to this the cost of many building materials — which rose aggressively starting in 2020 and will likely never return to their pre-pandemic levels. Taken together, these make projects extremely expensive for everyone: homeowners, small business owners, larger developers.

The most important global industry challenge is addressing sustainability and building performance efficiency as we see a significant acceleration of the climate crisis. Cost savings decisions, pressured by financials, impact the ability of designers to address this, as less expensive (less environmentally responsible) alternatives are substituted for better and more sustainable materials and systems.

NOLA HOME REALTY GROUP is a boutique brokerage established in 2019 by co-owners Liz Tardo, Melissa McClendon and Nick Underwood. Tardo has more than 25 years of experience selling real estate in the Greater New Orleans area and is the managing broker of the Mid-City firm. She is the 2023 president of the New Orleans Metropolitan Association of Realtors and a board member of Louisiana Realtors. She was NOMAR Realtor of the Year in 2021.

Most Excited About in the Coming Year

“I am most excited to see the growth of our firm. We have several newer agents, and to see

them performing at high levels has brought me tremendous joy. I enjoy creating classes and providing content that motivates and inspires.”

Biggest Challenge Facing Your Industry

“The biggest challenges we face are rising interest rates and insurance costs. This has impacted both buyers and sellers and created a bit of a shift in the market. I am hopeful we will soon see new insurance carriers coming into the marketplace and I do believe interest rate stabilization is around the corner!”

Billy Burk

BURK BROKERAGE real estate company is made up of two core departments, Real Estate Brokerage (led by GiGi Burk, broker) and Construction and Development (led by Billy Burk, CEO). The mission at Burk Brokerage Real Estate is to provide each client with an exceptional experience resulting in enthusiastic referrals and repeat business, with a vision to be the most respected, successful and referred real estate company in the region. At Burk Construction & Development, the mission is to create exceptional development projects that enhance communities

CEO Burk Construction & Development

BROKER/OWNER Burk Brokerage

and improve the lives of customers, with a vision to become one of the region’s leading reputable developers of various categories of residential, commercial and industrial projects.

Most Excited About in the Coming Year

Returning to growth in the housing cycle. In 2024, we are looking forward to the housing market coming out of its own recession and leading the general economy into a growth cycle which, while modest, will be a much-welcome change to a market that will see more opportunities due to improved affordability for buyers and sellers alike. Guiding our real estate clients with informed, accurate and reliable

information is paramount for GiGi and her team. We are also gearing up on the development side to increase inventory of new construction homes for the coming market, all the while intently focused on our luxury custom home and renovation client base with exceptional projects big and small.

Biggest Challenge Facing Your Industry

Adjusting to the new variables of affordability is probably the biggest challenge for our clients today. These include interest rates, insurance, taxes, construction costs and economic conditions. All of these variables have changed drastically in the past 12 months, causing many to either exit the market or postpone their investments, improvements, listings, or home purchases. We work closely with our clients and market experts to ensure that current and accurate information is at hand to help discern the decisions necessary in today’s market. Knowing that all markets adhere to cycles, and knowing where we are on that cycle, is so important these days. It’s the key to helping our clients make great decisions.

IN 2024, WE ARE LOOKING FORWARD TO THE HOUSING MARKET COMING OUT OF ITS OWN RECESSION AND LEADING THE GENERAL ECONOMY INTO A GROWTH CYCLE...

HOME BASE

McEnery Residential, LLC’s Uptown offices provide a homey environment for its staff, agents and brokers to guide clients through the process of buying or selling a house

BY MELANIE WARNER SPENCER

PHOTOS BY SARA ESSEX BRADLEY

When the team at McEnery Residential, LLC converted an Uptown Victorian into its offices, they turned to architect Brooks Graham. With McEnery Residential partners Ansley Seaver Marshall and Katherine Eshleman leading the charge on the interior décor, the result is a comfortable, professional space with residential touches that mirrors the work the company does for its clients.

Biz recently visited with partner Parke McEnery to learn more about the company’s headquarters and operational philosophy.

McEnery Residential, LLC’s 3,800-squarefoot office space is located in an Uptown Victorian. The company’s leaders worked with architect Brooks Graham to achieve their vision.

“The team was focused on creating a professional office environment that embodies the interior comfort and style of the Uptown New Orleans home, which is the core product we sell in this business,” says partner Parke McEnery.

What were the design team’s goals? Parke McEnery: The team was focused on creating a professional office environment that embodies the interior comfort and style of the Uptown New Orleans home, our core product.

What was the biggest design challenge? They made it look easy. Converting what is effectively a four-plex into a single-tenant office space is challenging. Kat and Ansley’s creative approach to the floor planning, design and décor makes it all work very well. The upstairs was originally two very nice apartments, but as the company grew, we expanded upstairs, took over the apartments and converted what was formerly a kitchen

[and] living space into our sales meeting and training room. Opening the load-bearing walls with cased openings has done a lot to create floor plan flow.

What is the standout feature of the design? The surprisingly natural relationship between the necessary professional components — like the TV computer monitors built into our brick chimney and traditional office furnishings — mixed in with more home-centric décor and design touches. Spending time in our office is an in-your face reminder of how talented our agents are at preparing a home for market — probably one of the skillsets that our team has refined to mastery.

How would you describe McEnery Residential and its customer base?

We are a local company with local expertise and local relationships. Buying or selling a home is a major life event for our clients, and our familial and connected approach goes a long way to ensuring the transaction finds its optimal outcome for our clients.

How do you set yourselves apart from others doing similar work?

We have built a business in the historic center of the market that has maybe more effectively leveraged true relationship-based business development and performance. Our agents have also created a unique and highly effective approach to creation and delivery of the digital messaging in marketing, as well as a branded curation of the home preparation and showing experience.

How do you promote a positive work atmosphere for the staff?

This is challenging today, with remote work being as easy as it has become. Our team stays productive working from just about anywhere. We do see our agents coming back to the office more regularly, but it remains something we have to continue to work on.

What are your biggest challenges?

We have worked really hard this year to stay ahead of the major changes that continue to impact the real estate market — so far, so good. We have been watching operating expenses very carefully and have stayed focused on ensuring we stay connected to some of the most marketable homes in the market. Keeping cutting-edge practices and philosophy is critical to ensuring our agents’ collective competitive edge.

What goals are you looking to meet in the next 12 months?

Our goals for the next 12 months are to continue to promote the value of the office synergy we have here on Magazine, and most importantly we want to outpace the market and stay ahead of the unavoidable changes in the way the market continues to transact.

Is there a question you wished I had asked?

I wish you asked if we own or lease our building. We have a fabulous landlord, Mike Winters with Winters Title. Mike is a wonderful man, and I would like for you to put in print that we sure hope one day he agrees to sell us the building! T

Clever design elements, such as building computer monitors into the brick chimney, belie the professional purpose of the space.

Parners Ansley Seaver Marshall and Katherine Eshleman are responsible for the interior design and purchased most of the art at nearby Cole Pratt.

QUICK LOOK

Number of years in operation

5 years

Style of architecture

Uptown Victorian Square footage

3,800 square feet

Number of Employees

2 employees, 61 agents and brokers

Persons in Charge Leadership team — Ansley Seaver Marshall, partner; Katherine Eshleman, partner; Parke McEnery, partner; Mike Humphrey, managing broker; and Colleen Mayfield, director of operations.

Architecture

Brooks Graham

Interior Décor Ansley Seaver Marshall and Katherine Eshleman

Initial Brand Development

Alli Morrison

Art and furnishings

Ansley Seaver

Marshall and Katherine Eshleman, with much of the art purchased through Cole Pratt.

FROM THE LENS

WHY DIDN’T I THINK OF THAT?

KEEPING THE LINES OPEN

Software company Prokeep is revolutionizing how distributors and customers communicate — facilitating more than $6 billion in transactions and counting.

BY ASHLEY MCLELLAN PHOTOS BY EDMUND D. FOUNTAIN

While working with his wife on a home improvement project, Jack Carrere noticed a flaw in the communication network between his contractor and the distributors providing needed materials to get the job done. Carrere, trained in mechanical engineering and with experience in management consulting, knew there was a better way.

In 2016, he launched Prokeep, a “customer experience management software” company specifically designed for the unique needs of distributors, to answer that need and to provide a communications solution. Prokeep provides a centralized hub that allows customers and

distributors to connect in an efficient and timely manner. No more calling multiple phone lines or sending texts that never get a response.

“Prokeep’s ideal client is a wholesale distributor,” explained Carrere. “We first cut our teeth in the construction industry — including HVAC, electrical, building supplies and plumbing — and we have continued to see large growth in those industries, as well as other key industries including heavy equipment, auto and paint. Today, we serve a variety of different-sized companies, some family-owned single location distributors that have been serving their communities for generations and on the other side we are working with more than 1,000 location global distributors corporations. That’s the beauty of the platform; it is built for distributors of all sizes.

Prokeep co-founders (left to right) Mark Kanof, Jack Carrere and McKay Johnson launched the customer experience software company, specifically designed for distributors, in 2016.

Since its founding just seven years ago, Prokeep has grown from three employees to more than 90, with headquarters in New Orleans and a satellite office in Atlanta. The platform has facilitated more than 11 million conversations and more than $6 billion in transactions.

“Prokeep grows relationships and business by turning communication into commerce; increasing sales through centralized communication, improving customer experience through better insights and engagement opportunities, and adding productivity through systems automations,” Carrere said.

Carrere — alongside co-founders Mark Kanof and McKay Johnson — used firsthand experience working and interacting with contractors to put together a tool that would be both easy to use and easy to share among a variety of industries.

“[We] gathered around a whiteboard with a shared vision: to create a tool that would revolutionize the customer experience for contractors. Our initial focus was on developing a solution exclusively for contractors, aiming to enhance their interactions with customers. As we progressed and collaborated with both distributors and contractors for over a year, an important realization dawned upon us. We discovered that enabling text messaging on distributors’ landlines held the key to unlocking

immense value and transforming communication within the industry. This pivotal moment became the seed from which Prokeep grew and Mark began coding the first version of Prokeep,” Carrere said.

As the technology developed, the team moved beyond texting to creating multiple platforms with the goal of better bridging the gap between the customers’ needs and distributors.

“The updates have not stopped,” said Carrere. “Prokeep has evolved into a powerful software platform focusing on improving the customer experience for the distributors. From a texting platform, we have expanded into a comprehensive customer experience platform, integrating fax and email communication channels. We have also enhanced our capabilities with CRM functionality and a payment collection feature. But our journey doesn’t end there. We are committed to driving innovation in the distribution industry. In the coming months, we will introduce key features that will position us as the operating system of distribution. Our relentless pursuit of advancement empowers businesses to thrive in the digital era.”

Prokeep is finding its feet at a pivotal time in a market that needs streamlining.

Prokeep works by streamlining communication between customers and distributors, saving both time and money for both.

Building and construction materials distribution is big business across the nation, especially now, post-pandemic, impacting the economy on a local, state, national and global scale.

According to a July 2023 “Research and Markets” report, “The global construction and building materials market size was estimated at USD 1.84 trillion in 2022, USD 1.94 trillion in 2023, growing at a CAGR of 5.79% to reach USD 2.90 trillion by 2030.”

Beyond improving communication, Carrere said Prokeep’s technology also can help users save time and money.

“By centralizing communication channels and automating manual tasks, our customer experience software streamlines operations

and drives efficiency,” he said. “For example, an employee can be receiving a picture from a customer via text and fielding emails at the same time without missing a beat. Distributors can save money by eliminating the need for multiple tools and systems while increasing revenue potential through improved productivity and customer service.”

In addition to software, Prokeep offers tech training for distributors and their employees aimed at maximizing the transition to the platforms.

“The team hears this from me all the time, we are just as much a technology company as we are a behavior change company,” he said. “Customer success is critical in any industry

but is even more important in industries where users aren’t as comfortable with technology. In addition to personalized onboarding, we have introduced a series of webinars called ‘Counter Chats’ exclusively for our customers. These webinars serve as a valuable resource where [distributors] can stay updated on new product releases, gain insights into industry tips and tricks, and learn best practices to optimize their use of our software. We have [also] recently launched a YouTube channel dedicated to sharing informative videos featuring a wealth of tips and best practices.”

Headquartered in the Warehouse District, Prokeep joins a growing community of innovative tech companies, something Carrere and his team are proud to be a part of.

“New Orleans is our home base, and over the last couple of years we have witnessed the tech ecosystem flourishing,” he said. “Companies like Levelset and Lucid have been paving the way, enabling us to attract top-level talent to Prokeep. As we continue to expand, we are excited to foster the vibrant tech ecosystem here in New Orleans.” T

“ ” We discovered that enabling text messaging on distributors’ landlines held the key to unlocking immense value and transforming communication within the industry. This pivotal moment became the seed from which Prokeep grew.

FROM THE LENS NEIGHBORHOOD GEM

Aardvark/Expressions Custom Framing

Protecting local treasures for more than 60 years

BY KEITH TWITCHELL

Almost everything looks better in a frame.”

Alan Brown, the manager of Aardvark/Expressions Custom Framing, should know. His family’s business has been helping customers protect and display their prized artworks at various locations along Metairie Road for more than 60 years.

Brown’s father founded Aardvark Studios near Labarre Avenue in 1972.

“He was an art director for the Yellow Pages, and he always wanted to start his own business,” Brown recalled.

Aardvark later took over the old Harry’s Dive Shop a little further down the street. Meanwhile, Brown’s mother operated Expressions Gallery on Williams Boulevard. While both businesses remained open for many years, eventually they merged and landed in their present location at 530 Metairie Road. In addition to framing, the shop offers an eclectic mix of framed and unframed art.

AARDVARK/EXPRESSIONS CUSTOM FRAMING

530 Metairie Road // Metairie // 504-835-5317

aardvarkexpressions.com

“A lot of people in this neighborhood have a lot of art in their houses,” observed Brown, explaining the loyalty to Old Metairie. “Most everybody around here knows us, knows we’re here.”

Brown himself began working in the business early on, helping to build the frames. After high school, he headed off to aircraft aeronautics school in Tulsa, then went to work for Boeing Corporation in Seattle helping to build B-2 bombers. When that program ended, he decided to move back to New Orleans in 1993. Through the years his role in the company grew.

The merger was prompted by his father’s failing health, and Aardvark/Expressions now has a staff of three, including Brown and his mother. Although new technologies like computerized mat cutters have updated the processes, the company’s mission remains the same.

“Our main thing is conservation of artwork,” Brown explained. “You can’t just put a piece of paper in a frame. You don’t want the artwork touching the glass. We’ve been doing this since the ’70s, and our knowledge of how to frame things correctly is what sets us apart.”

Complementing the process, Aardvark/ Expressions uses museum-quality framing materials, like acid-free mats and UV protection glass. This ensures that the art will look its best for generations to come – but it also costs more, and therein lies Brown’s biggest challenge.

“A lot of times people aren’t aware of the difference,” he said. “I have to educate people about taking care of their art, making it last. Everything we have in here is good for the art.”

The situation is not helped by post-pandemic increases in the costs of the supplies, although supply chain delays have largely abated. He also noted that higher-end art framing is not a business that lends itself to online sales.

“I need that one-on-one with the customer,” Brown said. “We want to compare mats and frames and make sure we have a really good match for the art. The colors you see on a computer screen are not exact, and you still have to bring the artwork to the shop.”

Despite these hurdles, Brown remains committed to the conservatory approach to framing, and to personalizing each job for the customer and the art.

“I take joy when I frame a piece of art,” he said. “I really enjoy seeing a customer’s face when they see their art in the perfect frame.” T

FROM

DID YOU KNOW?

Hernandez has helped develop the Blue Plate Artist Lofts, the American Can Apartments and the Magnolia Marketplace Shopping Center. Currently, she is part of the team developing the River District neighborhood. Through Legacy Real Estate Partners, Hernandez provides commercial real estate brokerage services. She also leads investments in tech startups as fund manager at Reform Ventures. While chair of Greater New Orleans Inc., Hernandez spearheaded a music business initiative.

Education: Massachusetts Institute of Technology (MS), Loyola University (BS)

Best Fest: Jazz Fest

Go-to Restaurant: GW Fins

Hobby/Passion: Music and art

Advice: Never be afraid to be your true self.

Hidden Gem: I love to explore the unique and creative new spaces throughout the city.

Best Part of the Job: Creating ‘cool’ spaces

Managing Broker at Legacy

Real Estate Partners, Fund Manager at Reform Ventures and President of JCH Properties+

PHOTO BY MIKE LIRETTE