Biz New Orleans September 2023

Second Harvest Food Bank of Greater New Orleans and Acadiana’s renovated and expanded Harahan headquarters ushers in a new

Jerry Reyes, Area Managing Director of Highgate

Change of Heart

Just like the kitchen is the heart of a home, the downtown is the heart of a city, and downtowns across the country have been severely impacted by the pandemic.

According to a March 2023 report in the Washington Examiner looking at office occupancy rates in downtown areas across country, overall, rates are averaging at 50.1% of pre-pandemic levels. According to our Downtown Development District, New Orleans is doing quite well at about 88.7%, far better than San Francisco’s dismal 44%.

Thanks to a massive boom in office space construction between 2010 and 2021, Houston too sits at a lower occupancy rate of 60%.

The rise of remote work emptying office buildings, retail stores closing as online shopping accelerated, a rise in crime — we’ve seen evidence of all of these nationwide issues in downtown New Orleans. In order to get an insider account of what’s going on, we were fortunate enough to have the opportunity to pick the brain of noted real estate guru Mike Siegel in our cover Q&A this month.

Siegel’s love for downtown New Orleans is evident as he shares the opportunities that have presented themselves with these challenges. While New Orleans may be among the most haunted cities in America, Siegel sees no threat of our downtown becoming a ghost town. Instead — like is happening in many downtowns — empty office space is finding new life as condos, hotels and apartments. Siegel suggests that the Central Business District

could even be a prime spot to help solve one of our biggest problems — thanks to historic tax credits — by serving as an ideal location for much-needed workforce housing.

For those businesses trying to draw employees back to the office, Siegel offers some advice: “Want to get your employees back? Give them a good place to work.”

To that end, I was recently drawn back to our office to spend some time recording in our new podcast studio! Our weekly BizTalks podcast has been a labor of love that our Biz team started during the pandemic as a way to check in with movers and shakers throughout the region. Now, at 162 episodes and counting, we’ve upped our game thanks to the hard work of Renaissance Publishing Digital Media Editor and BizTalks Podcast Producer Kelly Massicot. Check out all of our episodes wherever you get your podcasts, or at BizNewOrleans. com. Want to be a guest on our show or have someone you’d like to hear from? Drop a note to editorial@bizneworleans.com.

Thanks for reading,

KIMBERLEY SINGLETARY

Editor Kimberley@BizNewOrleans.com

Publisher Todd Matherne

EDITORIAL

Editor Kimberley Singletary

Art Director Sarah E.G. Majeste

Digital Media Editor Kelly Massicot

Associate News Editor Rich Collins

Perspective Writer Drew Hawkins

Contributors Rebecca Friedman, Rebecca Gustafson, Michael Hecht, Ashley McLellan, Chris Price, Melanie Warner Spencer, Joyce Thorne, Poppy Tooker, Keith Twitchell, Taurus Wright

ADVERTISING

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

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

Leadership Launch

One of the benefits we offer to our employees at Renaissance Publishing is continuous learning. We continuously search for conference, workshop and leadership programs offered in the New Orleans region and circulate information to our staff, encouraging employees to attend. We are a strong believer that you should never stop learning and investing in yourself to grow your skill set.

This month, Biz New Orleans is expanding our network and introducing our own leadership program to help grow the next level of leaders — Biz Leaders.

Biz Leaders is an educational leadership program full of resources to help you grow as a manager, supervisor and leader. This program focuses on the individual to help them grow and become a better leader. We have teamed up with national EOS implementer Matt Hahne, who has founded and developed this excellent Launching Leaders® program and Biz will enhance it with fun social events to bring future cohorts together to learn and grow.

The benefits of Biz Leaders include:

• small cohort leadership workshop for maximum learning

• real time access to online leadership tools

• quarterly webinars with updated content

• social events to experience with other Biz Leaders cohorts

The first program’s workshop will take place on Friday, September 15, from 8 a.m. to noon. The cohort size is limited, so reach out today to secure your seat.

For more information, including how to register for this incredible program, visit BizNewOrleans.com and click on “Leaders” or email me at Todd@BizNewOrleans.com.

KATE HENRY

VP of Sales and Marketing (504) 830-7216

Kate@BizNewOrleans.com

CEO

and Publisher

Renaissance Publishing

Senior Account Executive (504) 830-7255

JessicaJ@BizNewOrleans.com

MEGHAN SCHMITT

Senior Account Executive (504) 830-7246

Meghan@BizNewOrleans.com

TODD MATHERNE

JESSICA JAYCOX MAHL

SCAN AND BECOME A BIZ LEADER TODAY

IN THE BIZ

DINING

Local experts share thoughts on the options for funding your dream.

14 ENTREPRENEUR

Local experts share thoughts on the options for funding your dream.

12 SPORTS

With no sure favorite, Saints’ division race will be crowded

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

A Dragonfly Lands at Raphael Village

program that provides post-secondary programming with an emphasis on life skills for greater independence and job readiness, such as money management and resume building, as well as vocational internships within the wider community.

At the heart of Raphael Village is the Dragonfly Café, a sunny, bustling spot where breakfast and lunch are served to the public Wednesday through Sunday.

Café, the National Restaurant Association Educational Foundation is dedicated to helping people acquire basic job and life skills needed to pursue jobs in the restaurant industry. Their “Restaurant Ready” curriculum provides the Dragonfly Cafe and Guild members with a template for on-the-job training.

BY POPPY TOOKER

From the front door to the kitchen door, guests are greeted by Guild members who ensure everyone feels welcome. One glance at the menu reveals the special relationships in action there as Guild members and Dragonfly employees are recognized by name. Brandi’s Big Breakfast includes three eggs with bacon or sausage, grits and toast. Katherine’s Sweet Potato Hash is a hearty vegetarian option combining sweet potatoes with peppers, onions, and seasonal squashes that also serves as a highlight of Raphael Village’s edible landscape curriculum.

Guild members cultivate many of the vegetables and herbs used in the café, giving all involved a real taste of farm-to-table dining. In addition to seating for 50 indoors, outside seating is available, weather permitting.

Raphael Village also includes a high school Transition Program at Raphael Academy, a state licensed private school offering a Waldorf-inspired curriculum to students in grades nine through twelve. Waldorf education, created in 1919 by Rudolf Steiner, features an emphasis on experiential learning, an ideal way for Raphael members to learn.

Three times a year, Raphael Village hosts seasonal markets, allowing Guild members to display other artisan skills acquired there.

“Our onsite fiber studio allows students to weave lovely, handwoven pieces that become scarves, table runners, dish towels and shopping bags that are sold at our seasonal marketplace events,” said Case. “We invite local crafts people to join in, ensuring a broad offering.”

With diagnoses of autism, Down syndrome and other developmental disabilities on the rise, nonprofit Raphael Village provides a loving and nurturing place for education and personal growth, including the opportunity to work in the culinary arena.

Since its opening in 2021, the Town Center at Raphael Village has served as the hub of what the organization calls its “urban life sharing village.” It encompasses over 7,000 square feet of programming space at 530 Jackson Avenue serving New Orleans’ differently-abled population.

Those 18 years and older can apply to be members of The Guild, Raphael Village’s

“We are also marketing the cafe for special events,” said Jacqueline Case, founder and board member of Raphael Village, “The café has a liquor license so we’re really a full-service catering operation.”

The onsite Dragonfly Bakery+Market, led by Master Baker Natalie Lipps, has proven to be a great way for Guild members to discover an affinity for baking. As many as 10 members gather throughout each week to produce all the breads and pastries served at the café. From biscuits, brioche, croissants and ciabatta to dazzling fruit tarts and an astounding array of cookies, baked goods have become popular holiday gifts, and select bakery items can be purchased year-round online at dragonflynola.com/bakery-market.

An early partner at the Dragonfly

Within the next three years, Raphael Village plans to expand its campus footprint to include The Hearth, a residential life-sharing community. Different from most traditional group home settings, residents will reside with live-in homemakers and support staff, creating an urban village focusing on mutual understanding and personal growth.

“We can only do this with support from the community,” Case reflected. The nonprofit hosts two annual fundraisers, a spring soiree and a fall tennis tournament, which will expand to include pickleball this year. “We’re always seeking out community partnerships for internships and funding. We welcome all at Raphael Village.” With their motto, “That Good Can Become,” from the classroom to the café, Raphael Village brings that good to New Orleans’ differently abled community each day.

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.

To learn more, visit raphaelvillage.org. T

A growing project on Jackson Avenue aims to contribute to the future of the region’s hospitality workforce.

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.

NFC South: Mired in Mediocrity?

With no sure favorite, Saints’ division race will be crowded.

BY CHRIS PRICE

No. 1 pick in the 2023 NFL Draft, will be the starter. Young won’t be the Panthers’ only newcomer; head coach Frank Reich will be in his first year with the team. While Carolina has a lot of potential, they may face some struggles. At 5 feet, 10 inches, Young is undersized for an NFL QB, and he may have some bumps and bruises adjusting to the speed and physicality of professional football. Caesar’s has the Panthers slated to finish third in the South.

Speaking of taking former Saints, the archrival Atlanta Falcons have seemingly rebuilt their team in the Saints’ image. The Falcons will play Desmond Ridder at quarterback. Expect them to focus on trying to control the clock with their running game with rookie back Bijan Robinson and their solid offensive line. They’re going to try to keep their vulnerable defense off the field as much as possible. Caesar’s predicts the Falcons will finish second in the division.

“Vegas” has New Orleans as favorites to win the NFC South this season, but potential glory could easily be derailed. With new QB Derek

Carr and RB Jamaal Williams, the return of WR Michael Thomas, and the 3-game suspension of RB Alvin Kamara, the offense will need to jell before opening day. Last year, the Saints had a top-10 defense. There are a lot of new faces on the line and the team will depend on them to stop opponents’ run game and take control of the clock. Travel at the start of the campaign is brutal, as the Saints will play four of their first six games on the road. The good news is that the team will face opponents from the AFC South and NFC North, which are not stacked divisions, as well as the Patriots, Giants, and Rams.

Sports books have predicted the Saints to win 9.5 games this season. If they can get off to a great start and stay healthy, I can see this team winning upward of 11 or 12 games. If the injury bug strikes key players or the team suffers distractions and sloppy play, it could be another long season. But the Superdome and Saints fans provide one of the best home field advantages in the NFL. Now, we’re all ready to be in that number once again. T

The New Orleans Saints 2023 season is finally here and the Who Dat? Nation is looking forward to returning to the top of the division and the playoffs after a two-year absence. With all four teams in the NFC South essentially rebuilding their rosters, there are a ton of questions regarding who has the talent to win it. But divisional games only account for six of the season’s 17 games. It is highly likely that it will be the results of the 11 other games on each team’s schedule that, ultimately, will determine how the season shakes out at the end.

Tom Brady led Tampa Bay to the last two division titles; however, he decided to hang up his gear after last season, so the Bucs are looking to either journeyman Baker Mayfield or Kyle Trask, who has played in one NFL game, to take over under center. That’s enough to give Caesar’s Sportsbook the worst odds to win the division.

Carolina took former Saints quarterback Andy Dalton in the offseason, but the Panthers have already announced that Bryce Young, the

2023-2024 SEASON SCHEDULE

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.

Finding the Funds

Local experts share thoughts on the options available for bankrolling a business.

BY KEITH TWITCHELL

Williams pointed out some other options for entrepreneurial funding.

“In the early stages, there’s nothing wrong with borrowing from family and friends,” he commented. “That’s what they’re there for.”

Williams also noted that “a lot of people use credit cards, but again, you have to manage the payments or risk damaging your personal credit score.”

Lines of credit may also be appealing, but Williams urged caution here as well.

“A line of credit can be a comfort to a business, but you can actually hurt yourself if revenues don’t pan out. A seasonal line of credit is different. If you have a product that sells at a specific time of year, like Christmas or Mardi Gras, you can use the line of credit for supplies and other costs of building inventory, then pay the line down to zero after the season.”

For early-stage entrepreneurs, funding day-to-day operations tends to be a perpetual challenge. Options range from personal funds, to support from family and friends, to attracting outside investments, to various borrowing options.

For many startups, borrowing may be the most viable course of action. This can be a scary path, but as Nimi Natan, president and CEO of Gulf Coast Small Business Lending, put it, “If they are aggressive, motivated and believe in themselves, it’s often the only path they have.”

Natan started his company as a non-bank lender focused on Small Business Administration (SBA) loans 10 years ago. Based in Dallas, he now has 60 people on staff and has provided more than $1 billion in funding to fledgling enterprises nationally.

For many entrepreneurs with a limited track record, little to no collateral, and tight revenue streams, conventional loans are not available, hence the focus on SBA funds.

“That’s why the SBA exists, to support entrepreneurs who don’t have access to capital elsewhere,” Natan explained. “These are risky, high-defaultrate loans, so the SBA guarantee is critical.”

Loans are made by the financial source, but the SBA, as Natan noted, guarantees a portion of the loan, meaning it will pay off the note if the borrower cannot. This reduces the risk for the lender, but not the borrower.

“Entrepreneurs are often so confident in their business plans that they don’t worry about the risk,” Natan observed. “One of the nice things about the SBA program is that it doesn’t require collateral, but the borrower has to have some equity, even if it’s as little as 10%.”

Guy Williams, president and CEO of Gulf Coast Bank, cautions entrepreneurs not to ignore the risks.

“Don’t borrow money if you are using personal guarantees unless you are really confident that you will generate enough revenue to meet the loan obligations,” he said. “Failure to do so can ruin your credit, which could cause problems in the future when you are applying for a job, renting an apartment or buying a house.”

For entrepreneurs ready to pursue a loan, Natan laid out the initial requirements to start the process.

“You need a business plan, a bio or resume, any business tax filings you have, your personal tax returns, and a screen shot of your credit score,” he said. “We will then provide you with a personal financial statement form to fill out.”

SBA loan terms typically range from 10 to 25 years. Amounts are based on how much capital is needed and how projected revenues will support repayment. If revenues are not likely to begin flowing in the next six to 12 months, funds probably will not be available.

While the whole thing can be a little scary, Natan encouraged businesspeople to give SBA loans strong consideration. He and his team provide valuable support to their borrowers, partially out of a vested interest and partially because they genuinely want to help build new businesses.

“Our culture is to see how we can help,” he said.

Williams was also encouraging: “If you have something you have always dreamed of doing,” he said, “go do it.” T

PERSPECTIVES

DID YOU KNOW? In 2019, Louisiana had an overall shortage of 1,845 registered nurses. That deficit is projected to grow to 7,200 by 2025.

Pipeline to the Future of Care

McGoey said the idea is a win for all parties involved.

Junior nurses then agree to work for LCMC for three years and senior nurses for two years.

BY KIM SINGLETARY

“For the student, we’re providing an education-to-workforce pipeline that is more accessible and less stressful and that guarantees them a job after graduation,” she said. “For the universities, we’re providing funding to help them support their mission and their students. For LCMC, this program creates a sustainable pipeline of healthcare workers that is hopefully more diverse and inclusive, as well as the opportunity to eventually become contract labor free. A lot of healthcare organizations depend on contract labor, especially in difficult markets like now, and those workers come at a higher cost and are typically with us for short periods of time — a six-week stint is common — which means a lower level of engagement.”

University of Holy Cross Provost Dr. Lisa Sullivan said she’s excited that the university was chosen this year as a new partner in the pipeline. Its first UHC scholars will start in the 2024-2025 school year.

“We’re going to take this year to get the word out — promote it to our current student body, as well as potential students,” she said.

“Because our programs have so many clinical experience requirements, it’s difficult for students to work once they’re in these programs,” Sullivan said, “which means if they have the opportunity for support from the healthcare industry it’s going to make it a whole lot easier for them.”

McGoey, also a physician, said scholars in the program are matched to LCMC positions in the same celebratory way that graduating medical students around the country find out each year where they will be attending residencies.

“Scholars put in their own rank list of where they’d like to work and that is taken into consideration, along with our needs,” she said. “We’ve only had one match day so far — it was this past June — and it was really fun. We called everyone up — all the disciplines from Chamberlain, LSU and Herzing — four to six months before graduation and had everyone open their envelopes to see where they matched. We’re proud to say about 70% received either their first or second choice.”

When you find something that works, word gets around fast. That’s been the case with LCMC Health’s Healthcare Professions Pipeline. Launched in 2021 as a partnership with Chamberlain University to offer nursing students a tuition-free way to earn a bachelor’s degree in nursing in exchange for a commitment to work for LCMC Health after graduation, the program was a quick success.

“People who could not pursue their dreams due to financial constraints suddenly had a way,” said Dr. Robin McGoey, LCMC Health chief academic officer and executive sponsor for the pipeline programs. “The success of that program was so great that it allowed us to obtain the resources we needed to create additional programs.”

After only two years, the pipeline has evolved from a partnership with one school to now partnerships with nine area universities covering 12 healthcare programs.

Sullivan explained that UHC’s nursing students typically start the three-year nursing program in their sophomore year. Nursing students can either be accepted into the pipeline program as a junior nurse — meaning two years of tuition will be covered — or as a senior nurse, where one year of tuition will be paid.

McGoey said she’s excited at the potential for the pipeline program to fill the current shortage of healthcare professionals — something she said puts the health of our communities at risk.

“All 12 programs should produce 750 new employees over the next five years,” she said. “Of that, about 80% will have a bachelor’s degree in nursing, which is where we’re currently seeing the greatest need across the country.” T

LCMC HEALTHCARE PROFESSIONS PIPELINE PROGRAMS

Chamberlain University Bachelor’s Degree in Nursing

LSU-LCMC Health Nurse Scholars Program

Franciscan Missionaries of Our Lady University Nurse Anesthetist Scholars

Herzing University Sterile Processing Scholars

Herzing University Surgical Technology Scholars

*LSU School of Allied Health Respiratory Therapy Scholars

*LSU School of Allied Health Medical Laboratory Scientist Scholars

Southeastern Louisiana University Nurse Scholars

Southern University at New Orleans (SUNO) Nurse Scholars

University of Holy Cross Nurse Scholars

University of Holy Cross Radiologic Technology Scholars

Xavier University Medical Scholars and Fellows

*contractual details in progress as of early August

A novel LCMC Health program addressing the healthcare workforce shortage is quickly becoming a musthave for area universities.

From Potholes to Portfolios

Tips for surviving financial challenges in New Orleans

BY DREW HAWKINS

The financial challenges New Orleanians face can be as bumpy and difficult to navigate as some of the city’s streets. Affordable housing, access to credit and debt management are but a few of the potholes that have to be considered. With this in mind, Biz recently asked a few local experts in the financial industry for tips on making the ride a little smoother.

Let’s start with high interest rates, which can make it more expensive to borrow money, whether for mortgages, car loans, or personal loans. But while high interest rates can be detrimental for borrowers, they can benefit savers, as president and CEO of Fidelity Bank Chris Ferris explains: “Consumers who have savings accounts or invest in fixed-income assets like bonds can earn higher returns on their investments. This can incentivize saving and discourage excessive spending.”

One strategy Ferris advises to consider is to ladder your CDs. “Instead of investing all your money in a single long-term CD, you can create a CD ladder,” he said. “This involves dividing your savings into multiple CDs with different maturity dates. As each CD matures, you can reinvest the funds into a new CD with a potentially higher interest rate. This strategy allows you to have access to a portion of your savings periodically while taking advantage of higher rates on longer-term CDs.”

With any strategy it’s crucial to consider your financial goals, risk

DID YOU KNOW? The Federal Reserve raised borrowing costs to 5.25-5.5% in July, putting rates at the highest they’ve been since January 2001.

tolerance and liquidity needs before making any investment decisions. Consulting with a financial advisor can provide personalized guidance based on your specific circumstances.

Guy Williams, president and CEO of Gulf Coast Bank & Trust, also recommends depositors consider laddering their deposit investments.

“Instead of just a money market or six-month certificate of deposit, we encourage depositors to lock in longer rates by buying a one-year, a two-year, a three-year, etc., certificate,” Williams said. “The next move by the Federal Reserve is to increase rates through the end of the year. Next year’s rates will probably decline, so if consumers only make short-term deposits, they will see lower interest rates on their deposits next year.”

Because everyone is different in their risk tolerance as well as their investment horizon, it can be difficult to generalize financial or investment strategies for all or most consumers.

However, John Zollinger, executive vice president and chief banking officer at Home Bank, noted that having the option of immediate use and access to your money comes with a cost. “That optionality generally would not allow you to earn as much as if you tie up the money for a prescribed period of time as in a CD,” Zollinger said. “So, you should expect to earn more on CDs in this environment versus a money market or savings account.”

Zollinger said pricing is always a factor of supply and demand. Because of the Federal Reserve actions and other factors, the supply of money is lower than the demand, thus higher rates are being offered by some banks in the market.

“We have not seen CD or other deposit account rates this high in quite a long time,” Zollinger said. “It is a good thing for many consumers with excess cash to invest in a relatively safe investment like a CD.”

Whatever you choose to do with your money, be sure to check with a financial expert first to make sure it’s the best option for you. According to local experts, that will likely be a local bank, the argument being that they’re more invested in your success than a larger national bank.

Or as Zollinger put it: “People still matter because if you need anything, calling 1-800 is not the best solution.” T

JOHN ZOLLINGER

Executive vice president and chief banking officer, Home Bank

We are in some extraordinary times that we have not experienced in more than a decade. It is time to pay attention to deposit rates and the opportunities that you have now to earn some more meaningful passive income, but like anything worthwhile, you need to work for it. Do a bit of shopping and find the right mix between rate and relationship.

GUY WILLIAMS

President and CEO, Gulf Coast Bank & Trust

CHRIS FERRIS PRESIDENT

AND

CEO, FIDELITY BANK

It’s important for consumers to stay informed about the interest rate environment and understand how it can impact their financial decisions. Monitoring changes in interest rates and seeking professional advice when needed can help consumers make informed choices regarding borrowing, saving and investing.

Borrowers can refinance next year when rates, as we expect, decline. It is important to not miss real estate investment opportunities because of higher rates. If interest rates decline, investment property values will be expected to increase.

PERSPECTIVES

REAL ESTATE + CONSTRUCTION

MUSEUM MOVES

BY DREW HAWKINS

ew Orleans, a cultural cauldron of history and artistic expression, has long been celebrated for its enchanting museums that preserve the essence of the city’s rich heritage. But like any cultural tradition, museums must be maintained and preserved for the next generation to enjoy. And sometimes, there needs to be space for new players on the stage.

For museums, that maintenance takes the form of renovations and expansions that not only preserve their historical charm but also breathe new life into the experiences they offer.

In the heart of the French Quarter, the renowned New Orleans Jazz Museum is harmonizing its storied past with cuttingedge interactive displays, inviting visitors to immerse themselves in the vibrant evolution of jazz music. Located in the Old U.S. Mint, the museum celebrates the history and evolution of

DID YOU KNOW? The state with the most museums per capita is Vermont, with 47.88 per 100,000 people. The state with the least is Florida, with only 6.57.

New Orleans jazz music and is currently in the beginning stages of an expansion that includes new educational initiatives, exterior lighting, entrance, museum store, café, sculpture garden — in addition to the interactive exhibition elements.

Meanwhile, at the New Orleans Museum of Art (NOMA), nestled in City Park, a seamless blend of architecture and natural surroundings is taking shape, offering an awe-inspiring experience that bridges the gap between art and nature. In 2020, NOMA completed the renovations of the Lapis Center for the Arts, the Coleman Courtyard and Café NOMA.

NOMA is also regularly developing and bringing in new exhibits, like Fashioning America: Grit to Glamour — which runs from July 21 to November 26— that celebrates and explores fashion history, emphasizing the “spirit of innovation and the diversity of the United States’ fashion heritage.” If you or someone close to you is interested in fashion history, this is a must-see.

And the transformations extend beyond the museum walls. The construction sites themselves have become artistic spectacles, with local talents adorning exterior walls with captivating murals, symbolizing the city’s resilience and cultural tapestry.

Three local favorites are growing, and a new player is starting to take shape.

Engaging the community in this symphony of renovation has been instrumental in bringing these projects to life. Local artisans, craftsmen, and historians have infused their expertise and passion into the process, ensuring that the museums remain deeply connected to the community they serve.

Like the music of New Orleans, so many of the city’s iconic museums began as small local projects that grew and grew, becoming world-renowned for their unique offerings. A case-in-point is The National WWII Museum, which traces its founding back to 1990, when University of New Orleans professors Stephen Ambrose and Nick Mueller discussed plans to develop a modest museum as a permanent home for the artifacts and oral histories Ambrose had collected for his then-forthcoming book on D-Day.

A decade later, The National D-Day Museum opened with great fanfare and much enthusiasm. Plans were quickly developed to dramatically expand the museum to tell the full story of the American experience in World War II, and Congress designated it as America’s official museum for the war.

“Over the past two decades, the museum has been on a journey to transform its original one-building National D-Day Museum into The National WWII Museum with seven pavilions across 7 acres,” said Keith Darcey, the museum’s director of communications. “Thanks to the generosity of our supporters, the museum’s $400 million Road to Victory capital campaign has made it possible to quadruple the size of the campus and grow our collections, endowment and educational programs.”

Darcey said the museum’s mission is to tell the story of the American experience in the war that changed the world—why it was fought, how it was won, and what it means today—so that all generations will understand the price of freedom and be inspired by what they learn.

“World War II is one of the most significant stories in human history,” he said, “and it is a great responsibility and privilege for The National WWII Museum to preserve and share the stories of World War II with audiences of all generations.”

As part of that mission, the museum announced the opening of its final permanent exhibit hall on November 3. The three-story “Liberation Pavilion” explores the end of World War II, the Holocaust, the postwar years, and how the war continues to impact our lives today.

The new hall concludes the museum’s “Road to Victory” capital expansion campaign and marks the most significant milestone in the museum’s history since its 2000 opening.

The November 3 grand opening will be part of a weeklong series of events to honor the WWII generation and thank the museum’s many supporters.

“With only about 1% of WWII veterans still with us today, this will be a special moment for the museum and nation to pay tribute to the

last surviving members of the WWII generation,” Darcey said.

As one long-established museum completes its final permanent exhibition, another is just getting started. Spearheaded by social entrepreneur and lifetime New Orleanian Chris Beary, The Louisiana Music and Heritage Experience seeks to tell the story of the city’s music — all of the music.

“Our mission is to use the story of Louisiana music from Congo Square all the way until today, to lay it out in order to educate and inspire people from around the world,” Beary said. “We look to not only educate about our story, which is basically the American music story, telling them the story of roots music, gospel music, jazz, blues, rhythm and blues, rock and roll, and rap to a certain extent.”

With a team of developers that includes Bob Santelli, the curator behind nine music museums — including the Rock and Roll Hall of Fame — and CEO Terry Stewart, who was the CEO of the Rock and Roll Hall of Fame for 15 years, Beary envisions a $160 million, 120,000-square-foot area that is going to tell those stories in a grand way.

“It will be a state-of-the-art experience using all sorts of digital walls, and it will be involving all age levels, so that when you come into it, it’s not just an old school museum,” Beary said.

The Music and Heritage Experience will allow visitors to explore their favorite genre of New Orleans music or learn about one that’s less familiar to them. For Beary, he’s excited about the funk exhibit — it’s also how the idea for the museum first came about.

“I am the captain of the Funky Tucks group that parades with the Krewe of Tucks,” Beary said. “And all the charity work we did over COVID is how the museum idea grew — from listening to all of the stories being told by the musicians.”

The project is set to be complete by the end of 2027 and open by early 2028, and Beary said that they hope to fit neatly into the rich tapestry of museums that calls the city home — to not compete with anybody.

“I think we bring another worldwide institution to New Orleans, like the World War II Museum. And that’s going to bring 700,000 people a year and $150 million with economic development, which is a huge fuel and engine for the city together,” he said. “I think it will help bring more people to the city that are also going to go to other museums.” T

“

”

“With only about 1% of WWII veterans still with us today, this will be a special moment for the museum and nation to pay tribute to the last surviving members of the WWII generation.

Keith Darcey, director of communications for the The National WWII Museum, speaking about the upcoming Nov. 3 grand opening of the Liberation Pavillion, the museum’s seventh, and final, exhibit hall.

PERSPECTIVE ECONOMIC DEVELOPMENT

The Power to Grow New Orleans

What Entergy New

BY TAURUS WRIGHT

The reliability and resiliency of electricity is one of the most important things for companies to consider when moving to a new city. That’s why Entergy New Orleans recently unveiled a Resilience Plan that not only shows companies the utility is determined to provide the most reliable and affordable service to its customers, but the proposed projects will also create new job opportunities and spur economic growth.

TAURUS WRIGHT has served as Entergy New Orleans’ director of business and economic development since April 2022. You can reach out to Wright’s team by emailing EconomicDevNOLA@entergy.com.

And, while the utility provides reliable service for new industrial, commercial and residential customers moving into the city, its economic development team goes one step further to locate and prepare building sites, coordinate new developments and recruit companies to bring new jobs to the region.

BUILDING MOMENTUM ON THE CITY’S LATEST PROJECTS

Over the last decade, Entergy New Orleans helped support 36 new economic development projects valued at over $3.7 billion in the metro area, creating approximately 8,375 new direct jobs.

In 2022, Entergy New Orleans’ economic development team worked hand in hand with Spanish cement manufacturer Calucem to announce their first U.S. plant in New Orleans East. The $35 million facility, according to Louisiana Economic Development, will create 70 direct jobs for the area at an average salary of $51,700.

Earlier this year, Entergy New Orleans joined partners from the state, region and city for the groundbreaking of Propel Park, the new industrial and office development located within NASA’s Michoud Facility campus. The Entergy New Orleans team ensured that the 1 millionsquare-foot space could be provided the proper power supply to build out the development and is now marketing the opportunity to potential customers in the site selection community. Bringing modern manufacturing warehousing space to New Orleans will diversify its business offerings and offer more opportunities to attract prospective companies internationally.

Recently, Entergy New Orleans, the City of New Orleans and their partners collaborated to revitalize an area on the convention center property in the River District. Entergy New Orleans has addressed infrastructure needs for the approximately $1 billion development, which will consist of office space, entertainment and retail. While recruitment is still underway to bring a multitude of companies to the 30

acre parcel, modern golf entertainment leader Topgolf has already announced its plans to bring a three-story facility to the project.

Through projects like Calucem’s manufacturing plant, Propel Park’s industrial development and the River District’s convention center property, an influx of direct and indirect jobs are coming to boost the economy across the city.

TAKING ADVANTAGE OF ELECTRIFICATION OPPORTUNITIES

Transportation electrification is also expanding, and the opportunities for New Orleans companies and residents to move into this space are already here. For example, New Orleans Cold Storage recently took advantage of incentives provided by Entergy New Orleans to swap out their fleet of propane forklifts with electric forklifts. Additionally, the downtown Jung Hotel installed Tesla Superchargers for guests in their parking garage.

In partnership with the City of New Orleans, Entergy New Orleans is nearing the completion of 30 free, public charging stations at 25 locations across the metro area, primarily located at New Orleans Recreation Department facilities, libraries and public parks.

STAYING AGGRESSIVE TO BUILD A BRIGHTER FUTURE

One of the critical ways to ensure the New Orleans market has an advantage over other markets is through Entergy New Orleans’ site certification process. The utility’s economic development team identifies and prepares sites for certification before companies commit to the property. In this way, the team takes care of anything on the front end that might cause hesitation for a potential customer to commit to a new development.

New Orleans needs to stay aggressive to take advantage of every opportunity in this region. The future is bright for this city, and Entergy’s economic development team is working every day to bring in new projects to grow the city. T

Orleans is doing here at home and how it’s reaching across the world to boost the region’s economy

PERSPECTIVE GUEST

Mapping Your Business to the Next Generation

Top tips for a successful succession

BY REBECCA GUSTAFSON

at large. As a New Orleans resident, I know the importance small businesses play in our community. Small businesses drive Louisiana’s economy and good business planning can improve your company’s value, your retirement plan and more.

Over the years, I’ve had the privilege of working alongside many local business owners to help them create a succession plan that ensures the success of their legacy and secures their business’s future.

When you own a business, leaving is more complex than providing a standard two-week notice. Owners and business leaders need to have a road map in place so it’s clear who will take over the business and what the future of the company will look like. Yet, few businesses have succession plans in place because owners don’t know where to begin. With this in mind, here are four strategies to consider when planning your succession.

• DEEP

DIVE INTO YOUR VALUES AND CASH

FLOW. To start developing a retirement and succession plan, you should begin by deeply analyzing your values. After deciding what is most important to you, focus on your goals and timeline. Knowing when you want to retire, how much you need from the business when leaving and who you want to take over will help you develop a customized plan later.

exit planning. It is important to first consider this from a nonvoluntary exit approach. What if a key employee becomes disabled or dies? What if you or a co-owner becomes disabled or dies?

After planning and managing this risk, you can build your voluntary exit plan. This step should focus on who will be a part of your plan and how your plan will be carried out. Some options include deferred compensation, employee stock ownership plan (ESOP), gift, installment note, etc. When choosing how your succession plan will be implemented, be sure to analyze all your options.

• CONDUCT A RISK AND INVESTMENT AUDIT. At this point, you should perform a risk and investment audit. Young business owners should invest their profits back into the business. As business owners mature, they should begin to diversify assets and income. Risk and investment audits should be ongoing and when major changes occur, the succession plan should be re-evaluated.

Small businesses are integral to the fabric of local communities, providing products and services that meet local needs and preferences. In Louisiana, businesses with fewer than 500 employees make up 99.5% of all businesses in the state.

While 90% of U.S. businesses are family owned, less than half of these companies succeed into the second generation and just 13% survive into the third.

For small business owners, succession planning is not only important to ensure the future of their business, but also for the community

Next, you should analyze your cash flow. Look at what and who you are paying for. Consider what your business currently pays for and whether it will need to be covered out of personal cash flow once you’ve transitioned out of your role. Be sure to identify key individuals on your team. Assess the value of your business and list out all your assets before moving onto the next step.

From here, you should compare your values to your cash flow. Your goal should be to align your values and cash flow. If they don’t line up, decide what changes need to be made and how these changes will be implemented.

• BEGIN EXIT PLANNING. After reviewing your goals and current values, you should begin

• ENSURE YOU KEEP KEY TEAM MEMBERS. Strong team members are an essential part of a small business and are key factors in the effective execution of a succession plan. Owners should recognize these members when developing a succession plan with incentives like a comprehensive benefits package to encourage employee retention. For example, one incentive plan for key employees that are integral to business succession and transition might include an ownership-like opportunity, without giving away ownership of the business.

While it may seem daunting, succession planning is one of the most important things you can do for your business. A financial advisor can help manage the process, walking you through each step to ensure your plan meets your personal and business goals. Once your plan is in place, your advisor can help review and update your plan through the years as your life and business evolve. Whether you are a smallor large-business owner, it is never too early to begin a succession plan. T

REBECCA M. GUSTAFSON, CFP, MSFP, AEP, ChFC, CLU, CAP, RICP, CASL, LUTCF, CLTC is an estate and business planning specialist with Northwestern Mutual. She can be reached at (985) 290-6745.

In the post-pandemic era, factors like remote work, historic tax credits and an appetite for entertainment are shaping the way people use the city’s commercial center to live, work and play. One of the region’s leading commercial real estate experts helps decode the downtown outlook.

IS DOWNTO

BY REBECCA FRIEDMAN PORTRAITS BY ADRIENNE BATTISTELLA

WN LOOKING

UP?

THROUGH 40 YEARS IN COMMERCIAL REAL ESTATE, MIKE SIEGEL HAS RIDDEN THE WAVES OF DOWNTOWN DEVELOPMENT.

As president and director of office leasing at Corporate Realty, Siegel has been at the center of many of the area’s biggest real estate brokerage transactions, negotiating leases with downtown’s heavy-hitting commercial tenants including Tulane University, Capital One Bank and major law firms that have been CBD mainstays for decades. His portfolio of investment transactions includes Place St. Charles — Corporate Realty’s New Orleans home. From this vantage point, Siegel shares his perspective on what’s driving the city’s commercial real estate market downtown.

How would you describe the current state of commercial real estate downtown, and how did we get here? What COVID did was accelerate and exacerbate some of the trends that were already taking place downtown. If you go back 25 or 30 years, we have a smaller office market today than we did in the mid-1980s to early 1990s. So many of our office buildings

WHY DO YOU LOVE DOWNTOWN?

My entire career I’ve worked downtown. I like the vibe of downtown in general, being able to walk to multiple places, the diversity in terms of the number and different types of places. I can walk into the French Quarter, and I’ve got 40 restaurants within a half dozen blocks. All these hotels and great bars and clubs… Or walk up Julia Street with the art galleries. When basketball season is going, you can have a drink, something to eat, walk to the arena then back to the car –where do you do that in other cities? We have these amazing attractions –most of which are downtown.

think office space is about employee recruitment and retention — it’s about quality of life for your employees. More amenities in the building, security, having a good conducive workspace. We’re all much more concerned about those things, as we should be. That’s not new, but COVID really exposed some of that. Want to get your employees back? Give them a good place to work. A lot of tenants are looking for more flexibility relative to the lease term, a quicker, easier process to get into their office lease... more spaces that are rent-ready versus

expectations a little bit, accelerated the trend of a changing CBD, and I think it’s going to continue to change. We may end up with a few more buildings that aren’t destined forever to be office space and might be alternative uses. Buildings became functionally and economically obsolete for what they were before, and it may happen again. But there will be a demand for office space.

and other structures have been converted to alternative uses: apartments, condos, hotels, etc. That’s nothing to do with COVID — that’s been going on since the World’s Fair in 1984. On one hand, we have had this shrinking office market, but on the other hand, we had this amazing supply of historic buildings, coupled with historic tax credits, coupled with growing demand for people who wanted to live downtown, and hospitality demand. So, basically, our CBD over the last 30 years has gotten re-tenanted — not necessarily with office tenants but with alternative uses. In certain respects, it’s more vibrant, more interesting. It is a CBD that many cities would aspire to have because we’re a real mixed-use downtown. We’re not just an office district where at 5 or 6 o’clock you turn out the lights. You have world-class hotels, restaurants, great apartment buildings. There’s a quality of life and the things that make people want to be downtown — whether it’s to live or work or play — in abundance. Are people coming back to the office post-pandemic? People in New Orleans are back at work, much more than in a lot of other major markets. The big companies, the corporate tenants are not necessarily back in full force, and they’re doing flex space. If you look at New Orleans, the law firms, accounting firms, brokerage firms that populate downtown, they’re back at work. Even within those groups, people got used to some level of working from home. There’s more demand on employers for flex time. I don’t know where all that’s going to shake out long term, but it has impacted the office market, office demand, how much square footage people want to lease.

What are tenants looking for in office space? Have their wish lists changed? Years ago, people built offices to bring clients in. I

I don’t think this is the end of office space as we know it. I think there is a reason people go to an office. You’re more efficient and more effective in your office. My line is, ‘How do you build a company? How do you build a culture if people aren’t together at all?’ I don’t think COVID changed the dynamic so much that there won’t be any demand for office space. I think it changed people’s

spending an inordinate amount of time building space. Not every tenant — a major law firm will do a long lease because of the capital cost to put in their space, a big corporate tenant will do a long lease because they’re going to spend a fortune on their space and you can’t do a short lease. But for smaller and up to medium-sized tenants, flexibility is becoming more important.

How have commercial rents been affected?

We think of price largely being driven by supply and demand whether you’re buying a car, or widgets, office space, travel... We don’t have a lot of office demand, but prices are still going to have to go up. The cost to create, maintain and finance the product has gone up. Insurance costs are double or triple, minimum wage and the cost of paying people have gone up substantially, the cost of construction has doubled, interest rates have doubled. But rents have stayed the same. Owners can’t continue to get the same rents they got 20 years ago. I think we are going to see an increase in rents because of the underlying economics of owning and operating real estate in general and office buildings specifically. If not, it makes no sense for landlords, for office building owners to continue to own office buildings. We’ve been at the same level, plus or minus, for 15 years. Retail rents, like Magazine Street where there’s high demand, have gone up a lot over the years. I don’t think they are so far out of whack. Office rents are just embarrassingly low. We’re the cheapest office market around the country — cheaper than Baton Rouge and Birmingham, Jackson… Rents will go up not because of supply and demand but because of the underlying economics of owning and operating and maintaining and servicing office buildings and office space.

Are we still seeing historic tax credit projects? Yes, very active. I have some issues with the recent moratorium on short term rentals — it is one of the big demand drivers

some. We can attract those kinds of workers. I think we have done a good job of building an entrepreneurial community that can grow. But we need to also attract more new companies from outside. We have a lot of the bells and whistles they want in terms of the quality of life and being an interesting place to live. We’re such a small market, a few moves here would be spectacular. It moves the needle. If you get somebody moving into Chicago or New York or Dallas, and they take 50,000 sq uare feet, they might get a single line in the paper for one day. If that happens here, we’ll have a parade. It will be on the front page. We need to make a concerted citywide wholesale effort to attract new businesses, not just retail establishments. I remember a couple of years ago people celebra ting a new retail store on Canal Street. It’s great. But what about getting a company here that takes 10,000 square feet and will hire 25 people? Retail and some of this other stuff is a lot sexier, but if you attract new businesses here, you have people that are making money, paying taxes, shopping, priming the economy, going to these restaurants. You can open all the stores, all the restaurants you want, but if there’s not people making money, who’s going to go to them? I don’t want us to become just hospitality and tourism. I don’t think that’s as healthy. We need a white-collar workforce to eat at the restaurants, put their kids in the schools. That’s what I think the city and community and economic development groups should be focused on: attracting new businesses… and making sure the existing great tenants we already have feel the love and stay here. If we can combine our amazing hospitality and tourism community with a more vibrant office market, one that is as proactive and aggressive in chasing new companies to move here as we are in chasing leisure travelers and conventions, it would be amazing. ■

inordinate amount of crime. It’s pretty good, but everyone is concerned about crime and rightfully so. The city needs to get their hands around it. Everybody needs to pull in the same direction… This is something we need to make strides on getting better and work on it every day and make some real improvement. There’s a lot of other things you can work around, but we need to deal with crime.

What are the keys to helping downtown grow? When I think about the office market here, I think about how it’s evolved. The fact is it’s a smaller office market than it was. There’s no disputing it. There’s still demand. But if you think about the office market and office buildings as the anchor of downtown, it’s changed. It has largely gotten better because it’s such a more interesting place than just having a bunch of office buildings and office workers.

Mike Siegel is currently representing Tulane in its downtown campus initiatives, as well as serving as a consultant for both the New Orleans Convention center in its 47-acre development, and UNO Real Estate and Technology Foundation’s 600,000-square-foot office park, The Beach at UNO.

New Orleans has always had a bright, vibrant office market, whether it was shipping related, oil and gas, the legal community… and we still do. With the new workforce, where in theory you can live anywhere and a lot of jobs are mobile, New Orleans should be the place of choice for companies that want to have a workforce that can come into the office

downtown. I do believe we need a lot more workforce housing in this city and that a lot of the workforce housing probably got taken over by short term rentals. But that’s not the case in the CBD. We still have buildings that could take advantage of demand and historic tax credits. They are still the biggest driver of getting our older buildings renovated. Dozens and dozens have gotten renovated, and the only way the economics make even marginal sense is with the state and federal historic tax credits.

What have been the biggest wins downtown in the last few years? The Four Seasons getting opened. Getting that after [the building] being empty for 20 years is nothing short of miraculous. The [Caesars] Superdome is in the midst of almost a $500million renovation. This will keep it not only relevant but make it world class and where it can continue to attract events like the Super Bowl, Final Four, etc., for another generation or longer. That’s a big deal. The redevelopment of Charity [Hospital]. That building has been empty since Katrina… It’s a million square feet of empty space, magnificent in a lot of respects. Tulane is the lead tenant; it’s another $400-million-plus development that Tulane is going to anchor. It’s going to be the catalyst for a lot of additional redevelopment of that medical district. A big part of what Tulane is taking in there is research space, not just leasing space but economic development. And that’s just part of it. It has been a slower process than I would have liked, but I think there’s real traction to get started in the not-too-distant future. Again, that’s private sector and wouldn’t happen without historic tax credits. The Convention Center redevelopment of their 40 acres on the upriver side is another half-billion-dollar development. It will create a whole new neighborhood. That’s probably a 10-year buildout, a series of six to eight projects. I think we will see dirt being turned before year-end.

What are downtown’s biggest challenges? Crime. On balance, downtown doesn’t have an

On Comeback the

WHAT’S UP DOWNTOWN? A LOT. FROM ONGOING BEAUTIFICATION EFFORTS TO NUMEROUS NEW AND UPCOMING ADDITIONS, DOWNTOWN NEW ORLEANS IS PUTTING ITS BEST FACE FORWARD.

BY JOYCE THORNE ILLUSTRATIONS BY SARAH E.G. MAJESTE

Like many U.s. cities,

DOWNTOWN NEW ORLEANS has certainly had its share of challenges — including crime, blighted buildings, office vacancies, dirty streets and sidewalks — but Downtown Development District of New Orleans (DDD) President & CEO Davon Barbour can hardly contain his enthusiasm for the future of the heart of the city.

Since Barbour became CEO in January 2022, he and his DDD team have been tackling those problems with solutions aimed at bringing businesses back to downtown.

“Everyone’s a consumer, so we need to look our best,” he said, speaking about the numerous ways the DDD is assisting businesses in looking, and being, their best.

SHOW ME THE MONEY

The DDD is helping local businesses secure financial help for a variety of efforts, including:

Façade Improvement Grants: Can provide up to $20,000 in matching grants for improvements such as sign repair/replacement, window/door repair/replacement, painting and permitting.

Outdoor Dining Program: Downtown restaurants are eligible for up to $3,000 of assistance to purchase and install outdoor dining improvements including parklet furniture, decorative planters and portable heaters. Parklets are on-street parking spaces in front of bars and restaurants that expand outdoor seating options.

Sidewalk Improvement: Property owners can receive a matching grant of up to $40,000 to replace or improve the sidewalks adjacent to their properties.

Retail Tenant Improvement Program: Businesses seeking to improve interior spaces of buildings in order to open or expand a business can receive up to $20,000 to help with project coordination and code compliance.

Zesty Creole, a new restaurant that opened June 23 at 827 Canal Street following the complete renovation of a former clothing store, continues to benefit from DDD assistance.

“DDD helped expedite our permitting process,” said restaurant ambassador Liz Farrington. “Now we’re working with them on beautification and façade improvements.”

MAKING A CLEAN SWEEP

“Curb appeal is so important to the appearance of downtown,” emphasized Barbour, which is why the 30 members who make up the DDD Clean Team work on trash removal, graffiti removal, power washing, sidewalk and public spaces cleaning and landscaping in an effort to “set a new standard for cleanliness.”

Residents and businesses receive yellow door hangers when the Clean Team has stopped by and addressed issues. The door hangers show services performed, the time and date, the employee performing the service and Clean Team contact information.

PAIRING UP

Recognizing the importance of joining forces, the DDD has worked to strengthen partnerships with the City of New Orleans. Among initiatives launched this year are a property maintenance education program; the Canal

DID YOU KNOW?

Street Merchants Association; expanded graffiti removal services; a retail tenant improvement buildout grant program; and stormwater management system upgrades.

DDD has also partnered with the nonprofit New Orleans Police and Justice Foundation (NOPJF) to expand the number of private security cameras within the district. The cameras tie into the Real Time Crime Center managed by the NOPJF. DDD has also partnered with the Orleans Communication District’s 311 system.

NEW NEIGHBORS

Even with the challenges of the past few years, businesses continue to pop up downtown. Among them is local favorite French Truck Coffee, which opened its 11th location in July at 700 Canal Street, on the busy corner of Canal and St. Charles Avenue, formerly occupied by Starbucks Coffee.

“It’s at the corner of Main and Main, we can service people who live and work downtown,” said founder Geoffrey Meeker. “We’re very happy, exceeding expectations — especially since this is a typical New Orleans summer [generally slower this time of year].”

Meeker said he enjoys the frequent phone calls and visits from longtime downtown business owners Coleman Adler (Adler’s Jewelry) and David Rubenstein (Rubensteins Men’s Clothing).

“They’re very excited to have a local company here,” he said.

Meeker said the DDD helped with his company’s expansion.

“The DDD gave me information on the potential of this spot. It’s been a really beneficial experience,” said Meeker. “The DDD in my estimation is really making some big changes to downtown. We need to continue to support Davon [Barbour] and his team.”

On the tech side, Big Fish Gaming also expanded its new talent hub, now located at The Shop coworking space in the Contemporary Arts Center at 900 Camp Street. The company said it could add 40 new jobs in the next few years.

SOURCE:

Another exciting addition, United Utility Services moved its corporate headquarters to New Orleans from Charlotte, North Carolina, earlier this year, occupying more than 10,000 square feet of office space at 909 Poydras Street. The specialty utility services company, a portfolio company of Louisiana-based Bernhard Capital Partners, said it expects to create up to 141 new direct jobs in the area over the next five years with nearly $13 million in total annual payroll.

“As our company expands, the need arose to establish our headquarters in a location that is easily accessible from existing regional offices and is in close proximity to complementary services and partners,” United Utility CEO Ali Azad said in a company announcement. “New Orleans is an ideal location for our company to build a prominent presence within a regional economy that leads innovation in the utility and energy sector, and within an area that is already home to key partners, including Entergy.”

A few other recent Downtown openings include Nostalgia NOLA coffee at 125 Camp Street; King Brasserie & Bar at 521 Tchoupitoulas Street; Swoop’s NOLA Supper Club at 916 Lafayette Street; Brewery Saint X at 1100 Girod Street; Devil Moon BBQ, 1188 Girod Street; and Hype Haus Fitness at 730 S. Rampart Street.

DID YOU KNOW? A City Within

BIG THINGS AHEAD

City Downtown New Orleans encompasses four distinctive sections: the Central Business District (CBD), Arts and Warehouse District, Sports and Entertainment District, and the Biomedical District.

a

Looking to the future, there are a lot of projects in the works downtown, including a few set to make a major impact. On the hotel side, construction is ongoing at the 600 block of Canal Street, where Rubensteins Hotel, will bring 40 boutique rooms on the upper floors of five consecutive buildings at the corner of St. Charles Avenue and Canal Street, near the Rubensteins Men’s Clothing store. At 1000-1015 Canal Street, four buildings are being converted to short-term rentals and the home of Ruby Slipper’s flagship restaurant. More units are also coming to the 900 block of Canal Street. Innovative industries are also flocking to downtown including digital media, arts-based businesses and biosciences.

“We expect to see a lot of growth in the BioDistrict,” said Barbour, of the downtown area that houses LSU Health Sciences Center and Tulane Medical Center.

This year, BioDistrict startup AxoSim announced the expansion of its laboratory space to give its operation a total of more than 4,000 square feet in the New Orleans BioInnovation Center (NOBIC) at 1441 Canal Street.

Global software firm 360Insights is in the process of moving its U.S. headquarters to New Orleans from

Delaware. The global software firm is expected to add 50 new direct jobs here over the next two years.

When it comes to the biggest projects, downtown has not one, not two, but three game-changing projects in the works right now. It’s impossible to miss the construction going on at what has been known as Harrah’s New Orleans at 8 Canal Street as it becomes Caesars New Orleans via a $325 million renovation that will include a new hotel tower, scheduled for completion next year. Other additions will include Caesars Sportsbook and World Series of Poker Room, Food Hall with Bobby’s Burgers (Bobby Flay), Cake Boss Buddy Valastro’s PizzaCake, and Nina’s Creole Cottage (Nina Compton). Emeril Lagasse plans to open Emeril’s Brasserie at the casino later this year.

Saints fans in particular have been awaiting the completion of a $450 million renovation to the Caesars Superdome. The third renovation since Hurricane Katrina, and by far the most significant, the five-year endeavor is set for a completion date of August 2024, just in time for a new season.

Last, but far from least, the Ernest N. Morial Convention Center continues work on the biggest upgrade the 38-year-old structure has ever seen. Since early 2018, Michael Sawaya has served as president and general manager of the convention center. Sawaya was recruited to do what he did at San Antonio’s Alamodome and the Henry B. Gonzalez Convention Center, oversee a multimillion-dollar renovation. In this case, the price tag is $557 million.

As of early August, work continues on the replacement of the convention center’s 1.9 million-square-foot roof, a job that’s not set to finish until mid-2024.

Inside, halls I through J (about one-third of the building) are currently closed for construction until mid-October. The project includes crafting 60 meeting rooms.

In October, the public will get to see one of the new additions, a civil rights museum exhibit that is being installed by the Louisiana State Museum just off the convention center’s lobby at the Julia Street entrance.

Just next door, according to Sawaya, the $1 billion mixed-use project spanning 39 acres is looking to break ground in the fall.

“Right now they’re working on the traffic plan and permitting,” he said of what will someday be known as the River District, a live/work/play neighborhood encompassing dining, retail, entertainment, housing and hotel offerings, as well 400,000 square feet of office space. ■

sports and entertainment district

biomedical district

vieux carré

ORLEANS AVE

Gulf Coast Bank & Trust Company HORNE

HORNE.com.

gulfbank.com

Advidly

BIOS Technologies

Advidly.com

BiosITGroup.com

HORNE is a professional services firm founded on the cornerstone of public accounting. Our CPA heritage forged our commitment to trust and discipline. Our dedication to serving clients meant cultivating the talent, skills and mindset to solve our clients’ biggest issues – wherever they arise.

We specialize in serving clients in construction, healthcare, financial institutions, franchise, government, and publicly traded and privately held companies. Our industryfocused teams are committed to helping clients build operational efficiencies, manage risk, ensure compliance, prevent surprises and pursue opportunities.

From cybersecurity and technology solutions, to economic recovery and grant management, we go beyond traditional services to help our clients navigate uncertainty with confidence. Our 2,000+ team members serve clients from offices and project locations in 37 states, Washington D.C., and Puerto Rico. Learn more at HORNE.com.

With over $3.1 billion in assets, Louisiana-based Gulf Coast Bank & Trust Company serves its business and personal banking clients through its bank branches, loan production offices, trust and investment offices and business credit offices.

Gulf Coast Bank & Trust Company has more than 850 employees across 20 branch locations in Southeast Louisiana and more than 49 total locations in 29 other states. Gulf Coast Bank & Trust Company branch offices sprawl out into Orleans, Jefferson, St. Bernard, St. Tammany, Tangipahoa, and East Baton Rouge cities.

As a community bank, Gulf Coast Bank & Trust Company commits itself to nonprofit organizations in Southeast Louisiana through sponsorships and charitable giving. Each year, Gulf Coast Bank & Trust Company hosts a fundraising event, Auctions in August, for local and national organizations, schools, churches, and community groups.  Since its inception in 2008, Auctions in August has raised over $1,397,000.

Visit gulfbank.com for more resources.

Hey there, business owners! We all know how tough it can be to stand out and attract new customers, but guess what? Advidly is here to save the day!

We’re not your average digital marketing agency – we’re a full-service team of content creators & entertainers dedicated to helping you crush the competition! No matter if you’re a small business or a big-time corporation, we’ve got the strategic minds and innovative skills to guide you from planning to launch and beyond.

Our mission? To tell YOUR unique story and help you build a strong brand identity that your audience can’t resist! With killer video advertising, expert social media management, and online platform domination, we’ll get your brand the attention it deserves.

So, if you’re ready to level up and achieve your growth goals, don’t wait – visit us at Advidly. com to get started today! Your new marketing team is waiting!

As a business leader, you know that managing technology can be a headache, especially when you have a growing business to run. At BIOS Technologies, we understand that the disruptions caused by IT can take valuable time away from focusing on what really matters.

For over 20 years, we’ve provided premium IT solutions to businesses in Greater New Orleans, specializing in Cyber Security, Remote Work, and Disaster Recovery. Our team of experts will help reduce disruptions, improve uptime, and protect your business from unnecessary risks.

Whether you’re a small team or a large organization, our goal is to provide you with the right tools, processes, and team members to keep your business moving forward.

Make IT your strategic advantage and schedule a free consultation with us today at BiosITGroup.com.

Courant

HUB International Metairie Bank

504-454-6373

gocourant.com

When your business can’t seem to overcome a workflow obstacle or the size of your company has doubled in the last year, tracking, and managing your internal processes can be daunting. For over twenty-five years, New Orleans-based IT firm Courant provides businesses in the region with needed IT services. Courant values investing in learning what makes a business different, so that it can strategize ways to keep a business’s technology cost effective and seamless. Courant focuses on business continuity, with the goal of the least amount of downtime possible. For superior technology uniquely tailored to fit a business’s needs, Courant will integrate all business’ computers, networks, servers, phones, and other devices. It also serves as the intermediary between you and your technology vendors.

Call Courant at 504-454-6373 to schedule an in-person consultation meeting or learn more at gocourant.com.

hubinternational.com metairiebank.com

Jefferson Parish Economic Development Commission (JEDCO)

504-875-3908

JEDCO.org

At HUB International, Senior Vice President Annette Dowdle thrives in helping businesses implement innovative benefit programs for recruiting and retaining best-in-class employees. Committed to simplifying the complicated world of employee benefits, she champions a modern approach to employee-centric benefits.

Annette and her team help organizations build the employee benefits experience that sets them apart. How does it work? First, they take an in-depth look at your current plans and policies. Next, they use data and analytics to better understand your workforce, providing key insights to employees’ unmet needs. Then, Annette and her team help design a better benefits experience.

This approach allows businesses to create an easy-to-manage, highly personalized, and affordable benefits program that elevates the quality of the employee experience, ultimately retaining and attracting the most sought after employees in the marketplace.

You can reach Annette at annette.dowdle@ hubinternational.com or 504-491-5575.

With seventy-six years of serving Jefferson Parish and the surrounding community, Metairie Bank is committed to enriching its community and better serving its customers, soon offering the CDARS deposit service.  This initiative allows multi-million-dollar FDIC deposit insurance coverage over the traditional $250,000 limit through a single trusted local institution.

As a five-star awarded institution by BauerFinancial, a ranking achieved by less than 5% of banks nationwide, Metairie Bank is dedicated to creating lasting, secure relationships that customers can trust. Through the CDARS program, Metairie Bank will be able to simplify the banking process and offer expanded FDIC deposit insurance. Utilizing centralized banking practices like CDARS, Metairie Bank has grown to become one of the most trusted banks in the region and hopes to build that influence for the benefit of all of its customers in and around Jefferson Parish.

As an internationally accredited economic development organization, Jefferson Parish Economic Development Commission (JEDCO) is a leader in building a resilient, equitable, diverse, and competitive economy for Southeast Louisiana.

JEDCO drives the retention and creation of quality jobs, entrepreneurship, innovation, and investment in Jefferson Parish by providing a mix of resources, support, and connection to partners. JEDCO also attracts new business to the community and supports existing businesses through a variety of services, including small business financing, tax incentive guidance, site selection, and Parish interface.   Visit JEDCO.org or call 504-875-3908 to learn more.

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

SPROUTING FORTH

Second Harvest Food Bank of Greater New Orleans and Acadiana’s renovated and expanded Harahan headquarters ushers in a new phase of growth for the nonprofit

BY MELANIE WARNER SPENCER

PHOTOS BY SARA ESSEX BRADLEY

SECOND HARVEST FOOD BANK OF GREATER NEW ORLEANS AND ACADIANA 700 Edwards Avenue, Harahan // no-hunger.org facebook.com/2ndHarvestGNOA // @2ndHarvestGNOA

In October 2022, Second Harvest Food Bank of Greater New Orleans and Acadiana began a new chapter in its newly renovated and expanded headquarters in Harahan. Working with the design team at EskewDumezRipple, Second Harvest’s leadership was able to realize its vision for an inviting, functional space. We recently connected with president and CEO Natalie Jayroe to learn more about the project and what’s next for the nonprofit.

What were the design team’s goals for the design and why?

To design a modern facility that would allow Second Harvest to increase our capacity to meet food insecurity needs. The design team accepted the challenge in remarkable and innovative ways to create a large and multipurpose volunteer space, a new community kitchen for local farmer and entrepreneur usage, community engagement spaces through conference rooms and a video wall, a garden for aquaponics and herbs

QUICK LOOK

for use in our production kitchen, a new kitchen line to enable local farmers to do value-added processing of their harvests, a lobby to welcome visitors and volunteers, new office space for employee hiring and retention, the addition of showers and other amenities to allow the warehouse to function as a dormitory in disaster response, workforce development and partner training spaces, and improved parking.

What was the biggest design challenge? Space constraints that were resolved with building a building within the existing building while accommodating day-to-day operations within a working warehouse. Construction took place during the COVID-19 crises, when Second Harvest increased its distribution by 80%, and construction materials and workers were affected.

What is the standout feature of the design?  The new entrance for public visibility. Prior to the new design, we did not have an easily identifiable entrance to the facility or any prominent signage. For an organization that relies heavily on community donations, it was extremely important to have an easily recognized facility. The feel of the entire facility highlights Second Harvest’s history and mission of compassion.

Second Harvest Food Bank of Greater New Orleans and Acadiana worked with EskewDumezRipple for its newly renovated and expanded, 200,000-square-foot Harahan headquarters.

How would you describe Second Harvest and its customer base?

Second Harvest Food Bank’s mission is to lead the fight against hunger and build food security in South Louisiana by providing food access, advocacy, education and disaster response. Founded in 1982 by Archbishop Philip Hannan and Bishop Roger Morin to address hunger in New Orleans, the ministry of Second Harvest Food Bank today provides food for seniors, children and families through nearly 700 partner agencies across 23 South Louisiana parishes. Since March 2020, Second Harvest distributed more than 130 million meals to more than 300,000 people impacted by the COVID-19 pandemic, Hurricanes Laura, Delta and Ida, and the everyday disaster of hunger in Louisiana.

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

With one in seven South Louisiana households struggling with hunger, the need in our community is great. Across our service area, overall food insecurity is now 14.7%, with child food insecurity at 22.9%. These statistics are disproportionately reflected in communities of color in our region: Food insecurity in Black and Hispanic communities is 23%, more than 1.5 times that of white populations. The longtime inequities

faced by countless people in our community have been exacerbated over the past two years by the COVID-19 pandemic and hurricanes Laura, Delta and Ida, and the financial challenges facing families here are only growing due to the inflation we are seeing in the costs of food, gas and utilities. More families than ever before are seeking help from Second Harvest, many for the first time.

Second Harvest is responding to this increased need through its Food Distribution and Mobile Pantry Programs, its Child Hunger Programs, its Senior Program, and its Disaster Relief Program. In fiscal year 2022, these programs distributed more than 41 million pounds of food, the equivalent of 34 million meals. Prior to the pandemic, we were distributing 33 million pounds annually, meaning that the amount of food we are providing to our neighbors has increased by 24% in response to the rising food insecurity in our community. In addition to providing immediate food assistance to children, adults and seniors who are experiencing food insecurity, Second Harvest continues to grow its programming to provide wraparound services and make longterm investments in our neighbors and our communities, creating a holistic approach to combatting the social and financial inequities that lead people to become food insecure. These include nutrition education, partnerships with healthcare facilities, and SNAP outreach and application assistance.

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

Prior to the renovation, Second Harvest had limited office and staff space, a small, ugly breakroom, and one small conference room — our warehouse did not have air conditioning, which was a challenge, especially in the summer. The renovation provides more space, four conference rooms and a larger and more inviting breakroom for employees. These new spaces allow Second Harvest to better function both individually and as a collaborative team. The modern design creates an environment that fosters professionalism, creativity new ideas and a feeling that every employee’s contributions are valued.

What are your biggest challenges?

As a food bank, most of the food we receive is donated by retailers, manufacturers, distributors and employees. We then distribute that food to more than 650 partner agencies, which include pantries, shelters, soup kitchens and schools. Due to inflation and supply chain challenges, our food donations are off significantly. There are more than 300,000 people in our service area who struggle with food insecurity. The less food we receive means the less we can help those who are facing hunger. On the distribution side of our supply chain, we are always looking for more ways to get food to those who need it most, but may be hard to reach, such

as those living in rural areas, children and seniors, and the homebound.

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

“The renovation provides more office and staff space, four conference rooms and a larger and more inviting break room for employees,” said President and CEO Natalie Jayroe.

We are addressing food shortages through a number of ways including purchasing locally grown [and] caught food (produce, meat, fish [and so forth]) to be distributed to partners. Additionally, in partnership with Feeding America, we will source a contract that leverages the entire Feeding America network to reduce pricing. We are also pursuing relationships with new retailers to boost the amount of donated product available to distribute to our partners. We are establishing additional bricks and mortar facilities in Lake Charles and Houma, and expanding our warehouse capacity in Lafayette to enable us to serve all parts of our 23-parish service area equitably.

Is there something else you think readers should know?

Completing the renovation at our facility at 700 Edwards Avenue gave us the functional hub that will allow us to expand our services throughout South Louisiana. We are always in need of volunteers! Go to no-hunger.org/volunteer. To donate, go to no-hunger.org/donate. T

BY ASHLEY MCLELLAN

PHOTOS BY EDMUND D. FOUNTAIN

yms, especially boutique and specialty gyms and clubs, are making a huge rebound as clients are looking to get back in to shape post-COVID lockdown, learn new athletic skills and interact with others who are also interested in fitness or competitive sports.

Literally jumping off the success of the TV phenomenon “American Ninja Warrior,” Tara and Terry England launched the first and only dedicated gym in the state for aspiring ninja kids and adults at a custom-built space in Gretna in May of this year.

The idea behind Crescent City Ninja Academy began long before lockdowns for the Englands, right in their own backyard. Now, acting on a personal passion for a burgeoning new sport, Crescent City Ninjas is seeing big rewards with their one-of-a-kind fitness classes.

“Our ninja warrior journey started 10 years ago when we were sitting as a family watching American Ninja Warrior on TV and our daughter saying, ‘Daddy I think you can do that,’ said Tara England. “From there, we researched the sport, and Terry started to build some things in our backyard to train. At that time, our son was 2 years old and he wanted to do everything his daddy did. They both spent so much time out there that I started joining in to spend more time with them, and soon I was hooked myself.”   As the Englands’ backyard setup grew, so did their knowledge of the sport.

“We learned about leagues, competing, and found some resources to learn how to build more obstacles,” said Tara England. “Our dream was to open a ninja warrior gym, but we kept building up the backyard and it was basically an outdoor training facility. We invited people we met through our journey to come train with us

A wide range of classes provides specialized ninja training for all skill levels and ages, from children age 5 and up to adult beginner through competitive levels.

in our yard. When people from the area were called to be on American Ninja Warrior, the ninja community from around the country would tell them they needed to get in touch with Terry to help them train. We have trained five ninjas that have appeared on [the show] in our backyard. We decided it’s now or never to follow our dream of opening a gym, and here we are.”

A June 2023 Sports Illustrated article noted the almost meteoric rise of ninja gyms from TV to the backyard, and now, into a full-scale business opportunity.

It noted, “In parallel with American Ninja Warrior’s success, a grassroots sport started to flourish. At first, fans crafted their own home courses. Then basements and backyards gave way to converted warehouse gyms, filled with ragged, unsightly DIY obstacles. From those gyms sprung local and regional leagues, a few of which even turned national. Nearly 400 ninja gyms have sprung up across the U.S., according to the website Ninja Guide, with hotbeds in the Northeast, Florida, California and Texas.”

And while ratings for the televised version have waned in the past two years, in-person leagues and competitions may be poised for its biggest audience yet, according to the article. Ninja workouts have become so popular, the sport is on the verge of breaking out of niche status to an international competition level.

“Considerable interest exists within the community to aim even higher by bringing ninja to the Olympics, which would give the sport a prominent new TV platform and would afford young athletes a new goal for which to strive: one that can be reached based on merit, not marketability. Already, significant progress has been made. Last November modern pentathlon’s governing body approved obstacle racing—in

this case, ninja under another name—as one of the sport’s five disciplines, replacing equestrian. The new event will debut at the 2028 Summer Games in Los Angeles, pending approval from the International Olympic Committee,” it said.

It’s a developing story that Crescent City Ninja and the Englands will be looking forward to: “What’s next for the sport of Ninja,” Tara said. “We’ll keep an eye on the upcoming Olympics to find out. Terry and I are members of a committee actively working to get this sport to the Olympics.”

Part parkour, part obstacle course, part boot camp, ninja gyms offer something different than basic workout machines or classic competition sports, such as basketball or soccer. Participants learn a variety of new athletic skills and have the opportunity to compete one on one with others in equivalent class weight, age and sizes, according to Tara.

“Crescent City Ninja Academy is for everyone and every skill level. Our classes start at the age of 5, and we do offer adult classes. All classes are scaled to your ability. We started to incorporate a females-only novice ninja class after many of the moms showed interest in learning ninja but wanted a female only setting. We scale back all of the exercises and hope to have them swinging on monkey bars with their little ones soon. Our classes are divided on skill levels. We have kids’ beginner classes, levels 1, 2 and 3; adult classes from beginner to competitive — we scale everything to your ability and work on getting you stronger.”

Memberships range in price from $115 per month (one class per week and two open gym sessions per month) to $220 per month (unlimited classes and open gym sessions). Drop-in rates start at $20. Birthday party packages are also available starting at $375 and include gym time, party space for 15 ninjas, plus add-on options for additional time, participants and cake.

The selection of the training facility location in Gretna was a no-brainer for the Englands, as they stumbled on an easy-to transition property in an easy-to access area for many of their ninja clients. The 9,200 total square footage of the building includes 4,000 square feet of dedicated to ninja warrior area space and obstacles.

“Our location is perfect in so many ways, and you know how they say everything happens for a reason, well this is definitely one of those situations,” said Tara. “We had been looking for locations for a few months, and none of them worked out like we needed. Then one day

we were driving on a street we drive on every day, saw the ‘for lease’ sign and called immediately. This location was used for laser tag, so it already had so many aspects we were wanting. It’s air conditioned, it has party rooms, and plenty of lobby area for holding competitions and events. Not to mention its easily accessible from Greater New Orleans, and Huey P. Long, but also only 2 miles from our home.”

Terry, with a background in professional training, and Tara, a registered nurse, both have a passion for competition, one that has become a family affair, taking them across the region to competitions.

“Our inspiration for opening our gym was to introduce the sport we love to so many new people in the area and help grow our ninja community. We have both always been into health and fitness,” Tara said. “I can’t remember a time that we weren’t working out in some form. We have been traveling and competing as a

Tara and Terry England launched Crescent City Ninja Academy as a way to share the sport with a new generation of competitors while providing a fun alternative to typical gym settings.

family for five years now and have learned technique from ninjas all over the country.”

Equipping the space with all the unique equipment and obstacle course apparatus came through a collaboration process with others involved in the sport, according to Tara.

DID YOU KNOW

A July 3, 2023, report from WellnessCreatives. com on fitness industry statistics found continued rebound and growth since the COVID-19 pandemic.

Total industry revenue is estimated to be $81.5billion in 2023, down from its peak of $96.7billion in 2019.

Yes, the fitness industry is growing again (+7.4% last year) but hasn’t yet recovered fully to its 2019 peak.

The industry has already rebounded dramatically from recent global events and although the next few years may be challenging, there are positive macro signals that it will continue to grow over the long term.

“We researched many companies, and we actually ordered our equipment from overseas. Many gym owners from around the country recommended this route for our equipment. We have met so many people through our ninja journey, and a lot of them are gym owners in other states. We consulted a lot with them on types of equipment, and what has worked for them at their facilities. The ninja community is so huge on growing the sport, that everyone was willing to help and answer questions. We have had amazing support from all of our friends and competitors about opening up a gym here in Louisiana,” she said.

For the Terry and Tara, the response from parents, students and competitors new to the sport has been a huge reward, with more classes and competitions already in the planning stages.

“The response from the whole community is amazing,” Tara said. “What’s next for the gym is to grow our clientele and introduce the sport we love to as many people possible in New Orleans and surrounding areas. We do plan on incorporating some fun new classes also to get everyone active. We are excited to introduce the ninja leagues to this area, too. We have been travelling and competing in ninja for years, and we are excited to bring those competitions to the city. We have people who travel from all over to compete. We held our first competition in June, and we had ninjas from Texas, Florida, Alabama and even Europe here. We look forward to inviting ninjas from all over the country and world to our beautiful city.”T

FROM THE LENS NEIGHBORHOOD GEM

Harold’s Plants

Growing the neighborhood for 40 years

BY KEITH TWITCHELL

but he also had the biggest heart,” LeBlanc recalled. “He was getting older, and we had talked for years about me buying the business.”

The sale came with one condition: “We agreed never to change the name,” said LeBlanc with a laugh. “Until the day he died, he was here every single day. We try to keep as much of the character it had back then as we can.”

The plant oasis serves neighborhoods like Bywater, St. Roch and the Marigny.

“Whatever the neighbors want, that’s what we get,” LeBlanc affirmed, noting that about two-thirds of the inventory is outside plants, and one-third indoor plants. “The indoor selection gets bigger every year — people seem to be downsizing, working with less space.”

The store itself has been going in the opposite direction, having purchased several adjacent small properties to accommodate steady growth. The main facility is backed by Marais Street — also a gravel alley more than anything else — and fronted by several blighted properties on the other side. The staff helps maintain the street, and LeBlanc obtained some of that property to build a new greenhouse.

“Keeping that area up helps the neighborhood and our customers,” he observed. “To us, it’s just part of being a good neighbor.”

In keeping with its surroundings, Harold’s tends to focus on unusual and more tropical plants, such as bromeliads. The store recently began highlighting aquatic plants, following the closure of Aquatic Gardens, whose owner helped train the staff on this particular specialty.

That staff numbers 10 to 12 people, some of whom have worked at Harold’s for many years. LeBlanc reported that a lot of them have their own specialties in the flora world, and the inventory reflects their particular interests.

“If you give people free rein to do their own thing, it just works,” he said.

Evidence of this is the fact that many of Harold’s customers have been buying plants there for 30 or 40 years, and many new customers show up based on recommendations from their neighbors. Even though it has evolved from a flea market booth to a full garden center, it still operates on a person-to-person level.

“We are plant lovers for plant lovers,” LeBlanc concluded. T

One of the biggest advantages of being a neighborhood business is that your neighborhood customers are your best advertising.

This is especially true in the case of Harold’s Plants, which, despite its fairly recognizable address of 1135 Press Street, is not easily found. Just off St. Claude Avenue, at that point, Press Street is little more than a gravel strip next to the railroad tracks.

“Our biggest challenge is having people know where we are,” asserted owner Kurt LeBlanc. “We don’t have a street front, so a lot of our advertising is word of mouth, based on our reputation.”

That reputation has been built over most of five decades. The business was founded in the 1980s by the eponymous Harold Applewhite, originally as a booth in the French Market. The plant store moved to its current location in the 1990s, and in LeBlanc’s words, “has been a little piece of the neighborhood ever since.”

LeBlanc began working at Harold’s soon after the move, and ultimately purchased it in 2015.

“Harold could be the biggest curmudgeon,

HAROLD’S PLANTS 1135 Press St. // New Orleans 504-947-7554 // haroldsplants.com facebook.com/Haroldsplants // @haroldsplants

THE LENS NEW ORLEANS 500

FROM

DID YOU KNOW?

Jerry Reyes is responsible for the Westin New Orleans, the Candler Hotel in Atlanta and Hotel Bardo in Savannah, Georgia. After starting his career as a hotel restaurant server, he’s now president and chairman of the Morial Convention Center Board Authority and a board member of the Greater New Orleans Hotel & Lodging Association, French Quarter Festival Inc., Warren Easton National Academy of Hospitality and Tourism, and the Southeast Louisiana Red Cross.

Education: University of New Orleans (MBA)

Hidden Gems: JacquesImos and the Rum House On the Horizon: Highgate is growing rapidly. Most exciting is the recent transition of 19 properties in Portugal to our management earlier this year.

Hobby/Passion: I am a fan of all music but enjoy singing and playing Latin music.

Who Do You Admire?

Arash Azarbarzin, CEO of Highgate Hotels. His knowledge of the industry and vision for our company has significantly impacted our company and will continue to do so for years to come.

Jerry Reyes

Area Managing Director of Highgate

PHOTO BY MIKE LIRETTE