Contents
THE OFFICIAL PUBLICATION OF GREATER NEW ORLEANS, INC. Q1 2020/VOLUME 1/NUMBER 1
Greater New Orleans, Inc. President & CEO Michael Hecht Vice President of External Affairs Hyma Moore Vice President of Brand & Marketing Matt Wolfe
Renaissance Publishing Editor Topher Balfer
4 Letter from the President
Introducing REGION magazine
6 About Greater New Orleans, Inc. 8 By the Numbers 10 Developing the Next Decade Exploring the past and future achievements of GNO, Inc.
12 Technology
How the region is poised to become a leading technology hub
14 Music Industry
Creating a true music economy in the birthplace of jazz
16 Airport
MSY’s North Terminal reflects and drives the growth of the region
18 What’s New
A joint partnership promises the rebirth of the former Avondale Shipyard
20 GNOu
GNO, Inc.’s award-winning, industrydriven workforce development initiative
22 Company Profile
Ernst & Young continues its investment in the region
24 Personal Profile
A conversation with Maura Donahue, chairwoman of the US Chamber Board of Directors
Art Director Tiffani Reding Amedeo Vice President of Sales Colleen Monaghan Account Executive Shelby Harper Production Manager Emily Andras Production Designers Rosa Balaguer, Meghan Rooney Chief Executive Officer Todd Matherne Executive Vice President/Editor in Chief Errol Laborde President Alan Campell
26 Community Action
An in-depth look at business courts in Louisiana
28 Thank You to Our Legislators GNO, Inc. recognizes outgoing House and Senate members
1000 Poydras St., Suite 3475 New Orleans, LA 70163 (504) 527-6900 gnoinc.org
29 Legislative Priorities
A look at GNO, Inc.’s main initiatives for the 2020 Legislative Session
30 Photo Gallery 32 Newsflash
The Solomon Group expands its presence in Greater New Orleans
Region is produced for Greater New Orleans, Inc. by Renaissance Publishing, LLC 110 Veterans Blvd., Suite 123 Metairie, LA 70005 (504) 828-1380 | Fax (504) 828-1385 myneworleans.com | bizneworleans.com
TO ADVERTISE
Contact Shelby Harper at (504) 830-7246 or email Shelby@myneworleans.com Copyright 2020 Region, GNO, Inc., and Renaissance Publishing, LLC. No part of this publication may be reproduced without consent of the publisher.
2
REGION Q1 2020
GNOINC.ORG
3
LETTER FROM THE PRESIDENT
W
elcome to the inaugural issue of REGION, the official publication of Greater New Orleans, Inc.! As we kick off the new year (and new decade!), I think it makes sense to thank all of our partners, and recap 2019. The theme of 2019 was clearly “jobs.” GNO, Inc. and partners made significant progress in landing jobs, strategizing for more jobs, and — importantly — training Greater New Orleanians for these jobs. Following a national search, EY established a N.E.A.T. (National Executive Assistance Team) Center on Poydras Street, employing 200. Ampirical announced 400 engineering jobs at its new headquarters in St. Tammany. Bernhard determined that its national headquarters will be in Jefferson, with 250. London-based Testronic is bringing 150 video game jobs to New Orleans. Wins like this — totaling over 1,650 direct jobs in 2019 — combined with previous successes like DXC Technology and Globalstar, have spurred GNO, Inc. to develop the “GNO Professional Jobs Plan” — a strategic campaign aggressively focused on bringing more professional jobs to Greater New Orleans. Recognizing the importance of ensuring that locals are able to obtain these “GNO, Inc. Jobs” (34% above average pay), GNO, Inc. developed the demand-driven “GNOu” program. GNOu received historic validation in 2019, including: • Amazon chose GNOu as the basis for making Louisiana the first US state for a full roll-out of its Cloud Computing degree • Implementation of a German-style apprenticeship program in Mechatronics, featuring Laitram, Zatarain’s, Elmer; and, Delgado, Nunez and NTCC • Grants from the Federal DOL, EDA, and DRA to scale GNOu • The launch of gnocareerguide.org, to help students, teachers, and residents understand the jobs of the future, and how to get them Other key wins included: the launching of the New Orleans Music Economy (NOME) initiative; continued international growth at MSY (London 6-days, Montreal); securing the first P3 infrastructure project for Louisiana; launching of the GNO Career Guide and GNOfuture Jobs Report; and the EVERLAB and Emerge conferences. Looking forward, research for GNOfuture was the focus of 2019. The strategic plan for the next ten years of Greater New Orleans, GNOfuture is now nearly complete, laying out a road map for GNO, Inc.’s resource allocation and key tactics for 2020 - 2030. The goal is expressed in GNO, Inc.’s new mission statement: To create a region with a thriv-
ing economy, and an excellent quality of life, for everyone. To cap off the year, Greater New Orleans was named “Major Market of the Year” (tied with Nashville). Let us end 2019, and look to 2020, with a heartfelt “Thank you!” to the staff, board, investors and partners of GNO, Inc. and the region. We truly appreciate your extraordinary collaboration. Here’s to an outstanding next decade!
MICHAEL HECHT GNO, Inc. President & CEO
4
REGION Q1 2020
GNOINC.ORG
5
ABOUT GREATER NEW ORLEANS, INC.
RELATIONSHIPS. RELEVANCE. RESULTS.
G
reater New Orleans, Inc. (GNO, Inc.) is the economic development nonprofit for the 10-parish region of southeast Louisiana. GNO, Inc. is built on a simple but broad mission: To create a region with a thriving economy and excellent quality of life for everyone. The key is GNO, Inc.’s two-pronged approach to economic growth: by focusing on business development, the alliance aims to attract, retain and develop businesses that will employ our future workforce, propelling our economy forward and upward. This initiative is coupled with a concurrent nurturing of the business environment: by proposing, promoting and facilitating policies that improve conditions for business operations, GNO, Inc. ensures that businesses and corporate leaders are positioned
for long-lasting success. For GNO, Inc., it is not enough to simply serve the community: we must also be a part of it. Real influence and significant change starts from within, and the alliance’s presence in the community is evident and expanding. Working together with the business community, regional stakeholders and all levels of government allows GNO, Inc. to coordinate, consolidate and catalyze action on key issues and opportunities, effectively maximizing job and wealth creation and creating systemic impact. From workforce development and coastal stabilization to fiscal and criminal justice reform, GNO, Inc. is driven by results. It’s helping to create a robust and growing middle class and, in the process, ensuring our region’s continued prosperity.
10
PARISHES OF SOUTHEAST LOUISIANA
JEFFERSON ORLEANS PLAQUEMINES ST. BERNARD ST. CHARLES ST. JAMES
LOUISIANA STATE GOVERNMENT Louisiana Economic Development
FEDERAL GOVERNMENT
ST. JOHN THE BAPTIST ST. TAMMANY
PARISH ECONOMIC DEVELOPMENT ORGANIZATIONS
STAKEHOLDERS
Our Investors Parish Government
Jefferson Orleans
Colleges/ Universities
Plaquemines St. Bernard
Legislators
St. Charles
Business Community
St. James
Nonprofits
St. John the Baptist
Influencers
St. Tammany Tangipahoa Washington
6
REGION Q1 2020
MEDIA
PUBLIC
PROSPECTS
TANGIPAHOA WASHINGTON
GNOINC.ORG
7
BY THE NUMBERS
Greater New Orleans BY THE NUMBERS Q4 2019
An economic snapshot of Greater New Orleans’ 10-parish market EMPLOYMENT & ECONOMY STATISTICS
POPULATION
1,450,758 31% of Louisiana’s population resides in Greater New Orleans
EMPLOYMENT STATISTICS
$53,335
Metro Average Annual Wages SOURCE: U.S. BUREAU OF LABOR STATISTICS, 2019
SOURCE: U.S. CENSUS BUREAU, 2018
SECTOR OVERVIEW HEALTH SCIENCES JOBS
79,105 AVERAGE SALARY
ECONOMY
43,324
673,274
SOURCE: BUREAU OF LABOR STATISTICS,
SOURCE: U.S. BUREAU OF LABOR STATISTICS,
NOT SEASONALLY ADJUSTED, Q1 2019
NOT SEASONALLY ADJUSTED 10/19
Private Establishments
Civilian Labor Force
4.5%
Regional Unemployment
247,007
Unique Job Postings 23% year-over-year growth SOURCE: EMSI 2020.1, Q4 2019 DATA
8
REGION Q1 2020
$53,733
3.6%
National Unemployment SOURCE: BUREAU OF LABOR STATISTICS, NOT SEASONALLY ADJUSTED, 10/19
GDP
$6.8B SOURCE: EMSI 2020.1
FAST FACTS: TRANSPORTATION & TRADE COST OF LIVING & REAL ESTATE
TRADE
$8.3B LOUIS ARMSTRONG NEW ORLEANS INTERNATIONAL AIRPORT
16 airlines
55 nonstop destinations 156 daily departures “MSY is the 5th fastest growing airport in the country from 2008-2018.” —FAA
9,936,037 Domestic passengers
Increase of 4% year-over-year
165,208 International Passengers
Decrease of 4% year-over-year
TOP AIRLINES BY MARKET SHARE
OVERALL COST OF LIVING GNO Region: 100.5 U.S. Average: 100
Value of Exports from the New Orleans Metro Area
SOURCE: EMSI 202.1
#9
largest U.S. metro measured by value of exports SOURCE: U.S. CENSUS BUREAU; U
REAL ESTATE OFFICE Local Vacancy: 7% National Vacancy: 9.9% Local Rent: $19.29/ft2 National Rent: $33.93/ft2
.S. EXPORTS BY METROPOLITAN AREA, Q3 2019
Local Inventory: 51.7M ft2
TRAFFIC
INDUSTRIAL Local Vacancy: 3.7% National Vacancy: 5.2%
Hours each year spent per person in traffic congestion
Local Rent: $7.10/ft2 National Rent: $8.59/ft2
That’s 24 hours less than the national average
Local Inventory: 77.9M ft2
SOURCE: INRIX TRAFFIC SCORE CARD, 2018
SOURCE: COSTAR, Q1 2020
73
RANKINGS & ANNOUNCEMENTS RECENT RANKINGS 1 of 5 “Best Metros for Commuting” —Celver #1 State for Software Engineers —Computer Science Online 1 of the 10 “Most Excellent Cities in the World” —TripAdvisor #2 State for Infrastructure Investment —Site Selection NOLA #7 in the USA for Tech Growth —Emsi MSY #5 Fastest Growing Airport in the USA —FAA Recent Announcements
35%
Southwest
400 JOBS
150 JOBS
86 JOBS
460 JOBS
16% Delta
15%
American SOURCE: NEW ORLEANS INTERNATIONAL AIRPORT, 9/19, YEAR-TO-DATE
GNO, Inc.’s mission is to create a Greater New Orleans with a thriving economy and an excellent quality of life, for everyone. For more information about the market, or help with your business, please contact our Research and Business Development team: Harrison Crabtree Senior Associate, Research and Policy hcrabtree@gnoinc.org • 504.527.6987
Grady Fitzpatrick Senior Vice President of Business Development gfitzpatrick@gnoinc.org • 504.239.3525
*Due to data collection methods, previous GNO By the Numbers are not directly comparable
GNOINC.ORG
9
Developing the Next Decade GNO, Inc.’s story so far and its vision for the future BY DREW HAWKINS
T
he dawn of a new decade is a time for both reflection and refocusing, and before Greater New Orleans, Inc. launches into its next era of developing and diversifying Southeast Louisiana’s economy, we’re taking a look back at the incredible strides that have already been made. The past ten years are marked with wins in several arenas: business and asset development, public policy, fiscal reform and industry expansion, to name a few. More than 18,000 jobs have been brought into the area with over 80 new companies, and crucial sectors such as technology, manufacturing and biosciences are catalyzing wealth creation and ushering in a stronger workforce. Philip J. Gunn, current Chairman of the Board, says that putting relationships and results at the core of their operations have earned GNO, Inc. the confidence of businesses, educational institutions, and political and community leaders. Such partnerships, he says, are vital to — and directly responsible for — the alliance’s victories. “Integrity, speed and collaboration,” Gunn says. “This is what GNO, Inc. does each and every day, and this is why we get results.” Significant milestones include the largest win for economic devel-
10
REGION Q1 2020
opment jobs in Louisiana history, when the Greater New Orleans area beat out 30 markets to bring DXC Technology to the region (see page 12). GNO, Inc. was also a key player in bringing British Airways to the MSY airport, restarting direct air service to Europe for the first time since 1982. And by lobbying efforts around the Coalition for Sustainable Flood Insurance, the alliance is spearheading an initiative to reform the National Flood Insurance Program. The list goes on, and it’s the impact of such accomplishments that led Richard Karlgaard, the publisher of Forbes, to call Greater New Orleans the “economic comeback story of our lifetime.” “You can look around at the numerous economic development wins in our region, and in some form or fashion, GNO, Inc. was involved,” said Bryan Hodnett, incoming Chairman of the GNO, Inc. NextGen Council. “The partnerships between industry, government and higher ed...the economic ucation have been crucial in landing comeback story of our lifetime. large projects such as DXC Technolo-
gy and Accruent. I think that this will continue to be a necessity in the economic development world and feel that GNO, Inc. has pioneered the efforts to ensure that we are well positioned.” Looking forward to 2020 and beyond, GNO, Inc. is focusing on two paths that require unified and targeted attention. The first is early childhood education, a quality of life variable that GNO, Inc. believes is critical to maintaining economic momentum and the sustainability of the region’s businesses. Rather than focusing only on workforce skills after completing high school, GNO, Inc. plans to advocate for and support children at their most formative stages of life and learning. The second goal is to improve the working relationships between the cities, parishes and regions of Louisiana, which in the past have worked in isolation, or even with competing goals, to develop their economies and industries. “Those times need to be in our past,” says Gunn. “The fulfillment of
the aspirations of our businesses and the dreams of our citizens will only be achieved if we work together as a state and a region.” To that end, GNO, Inc. plans to increase its activities in all of Southeast Louisiana’s ten parishes so that the journey forward will be made hand-in-hand. As President and CEO Michael Hecht puts it, by maintaining a commitment to improvement through self-critical reflection, GNO, Inc. can serve as a nexus that is able to “make the whole greater than the sum of the parts.” Together, there is no limit to how far we can bring our region, and these next pages will explore the monumental successes that have already been notched in major sectors and industries — successes that will serve as the foundation for the great things that come next. “We’re always focused on improving,” Hecht says. “In fact, the more successful we are, the harder we work, and the more scared we run.”
GNOINC.ORG
11
TECHNOLOGY
DXC TECHNOLOGY COMES TO NEW ORLEANS
In November of 2017, Governor Jon Bel Edwards announced that DXC Technology would establish a Digital Transformation Center in the heart of New Orleans. DXC Technology was formed by the merger of CSC and Hewlett Packard, and their arrival in the region cements Louisiana as one of the fastestgrowing tech destinations in the country.
An Industry on the Rise
How the region is poised to become a leading technology hub
O
BY DREW HAWKINS
ne of the primary goals of GNO, Inc. is to provide the residents of Southeast Louisiana with access to well-paying jobs in growing industries, and perhaps no industry is seeing such rapid and significant advances as technology. The evidence of this growing sector is already clear in the region, with companies such as Lucid, which specializes in market research, LevelSet, which helps contractors get paid digitally, and TurboSquid, which builds 3-D models for professional firms, all leading their respective fields from headquarters in New Orleans.
12
REGION Q1 2020
“Our tech industry continues to see significant growth across the region and state. Our team travels the globe to recruit new companies to the region in key industry clusters that will help us diversify our economy,” said Grady Fitzpatrick, Senior Vice President of Business Development at GNO, Inc. GNO, Inc. is working to accomplish this by enticing companies with incentives such as the digital media tax credit, which provides companies with a 25% rebate on their software payroll and an 18% credit for qualified production expenditures, a tax credit that GNO, Inc. helped to write. Additionally, editorial coverage in national publications
The center will develop next-generation technology services that support clients’ digital transformations. DXC will hire 300 IT and business professionals to start off and will ramp up to over 2,000 jobs over five years, with an annual payroll exceeding $133 million by 2025.
In order to meet the workforce demand by DXC, the State of Louisiana funded a $25 million higher education initiative to expand the number of degrees awarded annually in the fields of computer science, management and STEM-related studies. This funding represents the largest higher-education investment in a private-sector workforce partnership in state history.
such as The Wall Street Journal and The New York Times are helping to showcase tech growth in New Orleans and are positioning the region as a leading area to establish and conduct business. “We find that when we can get business decision-makers to visit our region, they truly recognize our value proposition,” Fitzpatrick says. “We are fortunate to have the allure of New Orleans that we can leverage to get boots on the ground. They then get a feel for our business attributes and understand that a low-cost environment doesn’t mean low-quality. They can find great talent with a strong work ethic and passion.” The entries of larger tech companies like DXC Technology and Accruent have been invaluable in bringing more attention to the industry. More than that, these companies are adding fresh opportunities for established and burgeoning professionals in the area, contributing to a technological climate that is more robust than ever before. The rapid growth of the video game industry in the region has led to the addition of companies like Dreamleague, which will not only develop new online content in New Orleans but will also host live digital-gaming competitions. Another win for the technology and gaming industries was secured with the November announcement that London-based video game testing company Testronic would be moving into downtown New Orleans, immediately creating 150 quality assurance jobs.
“We have a very deliberate and targeted strategy to growing that tech sub-sector,” Fitzpatrick says. “It is a $40B industry in the US ($120B worldwide) that outpaces film and television and is located in very high cost markets (SF, LA and Seattle). We feel with our tax credit program, low cost of doing business and our creative culture, we are a nice match for the industry.” This increased activity has led to technology standing out as a viable career path in
We find that when we can get business decision-makers to visit our region, they truly recognize our value proposition
the area, helping both parents and students understand the scope of opportunities available here and now. Similarly, higher education institutions and training partners in the area are creating a more targeted curriculum that will allow their students to succeed and quickly enter the workforce. “Our goal is to try and help remove any barriers that are hindering growth and create a business environment where all companies can grow and thrive,” Fitzpatrick says. “We want to continue to diversify by attracting new companies that bring more job opportunities for the residents of Greater New Orleans.”
GNOINC.ORG
13
MUSIC INDUSTRY
We have local, Grammywinning artists whose artist, booking and business management — as well as songwriters — are located outside of the city...That’s where we would like to redirect dollars to be realized in our community and state.
A Musical Renaissance in the Birthplace of Jazz
Creating a true music economy in the birthplace of jazz
A
BY DREW HAWKINS
sk anybody what they know about New Orleans and chances are good that their answer will involve music. The Crescent City is the birthplace of jazz, a place where culture is synonymous with nightlife, live performances and festivals. But for how significant music is to the heart of the city, the music industry itself has yet to realize its full potential in generating opportunities and revenue for the local economy. GNO, Inc. is working to change that tune with the New Orleans Music Economy (NOME) project — a $150,000 study that identifies the gaps that exist in the local mu-
14
REGION Q1 2020
sic industry. Once they assess these gaps, they’ll follow up with concrete solutions to create a thriving music economy in the area. “Everyone knows that New Orleans has an active gig or live performance economy with festivals, music venues, and other regular performances. The other legs to the stool are artist management and publishing, where we do not hold an active presence,” says Tara Hernandez, the former GNO, Inc. Chair who spearheaded the NOME effort. Central to establishing a presence in the management and publishing arena, Hernandez says, is intellectual property (IP), a registration which “provides the artists monetization of their creative content and
creates rights, business and revenue opportunities.” In fact, many locally born and internationally renowned artists, like Trombone Shorty and The Revivalists, are currently managed and represented by out-ofstate firms and agencies. That means there’s a lot of money that isn’t being spent here in Greater New Orleans. “We have local, Grammy-winning artists whose artist [management], booking and business management — as well as songwriters — are located outside of the city, and therefore revenue created by local talent is directed outside of the city,” Hernandez says. “That’s where we would like to redirect dollars to be realized in our community and state.” To that end, the NOME steering committee at GNO, Inc. selected music business consulting firm Sound Diplomacy to help them transform their vision for the music industry into a reality. Sound Diplomacy has been working diligently to complete their review and submit recommendations to GNO, Inc. early this year so that implementation can begin. The goal is to create a music business environment where the entire ecosystem can thrive, and where multiple revenue opportunities are available to local artists and businesses. Not only would this incentivize home-grown artists to stay in the city, but it would also help to attract new talent and music industry professionals who could transform the Greater New Orleans area into a hub for creation and collaboration.
AIRPORT
Reaching New Heights
MSY’s North Terminal reflects and drives the growth of the region
T
BY DREW HAWKINS
he opening of the brand new, state-of-the-art $1.3 billion North Terminal at Louis Armstrong New Orleans International Airport (MSY) stands as one of the most striking testaments to the economic growth of the region. From the public announcement in April 2013, through the beginning of construction in January 2016 and to the grand opening in November 2019, the 927,000-square-foot facility has been one of the most significant infrastructure projects in the history of Greater New Orleans. Improving the airport, and especially international flight connectivity, has been a priority of GNO, Inc. for many years. This focus has directly resulted in a number of new nonstop flights, including British Airways to London, Copa to Central and South America, Condor to Frankfurt, and Air Transat to Montreal. MSY is now the #5 fastest-growing airport in America, over the past decade. The building of the facility alone gave a significant boost to the local economy. With thousands of new construction jobs for area workers and collaborative opportunities for local businesses, the new terminal has been an economic stimulator since its inception. More than 40 food, beverage and retail outlets, including over two dozen restaurants, bars, cafes, and dessert parlors have found a home at the revitalized airport, introducing tourists and local travelers alike to famous New Orleans names like Emeril’s Table, Cafe du Monde and Leah’s Kitchen, to name a few. All signs point to continued stimulation for local businesses; in fact, it’s estimated that the new terminal will create $3.2 billion in economic benefits from tourism alone.
16
REGION Q1 2020
The new MSY consists of 35 gates spread over three concourses, with a design embracing modern architectural concepts and large glass windows to allow natural light inside, effectively reducing energy consumption. The North Terminal serves 16 airlines and an expanded number of international flights, including direct service to Europe for the first time since 1982 and MSY’s first ever direct flight to Montreal through Air Transat. The facility is also the third airport in the country to feature a gate-pass program, known as MSY Guest Pass, which allows visitors without airline tickets to access the concourse, where all of the shops and concessions are located — and that includes the music venues, which will feature local musicians performing every day at the airport. The resources and amenities don’t stop at food and music, extending to practicality and convenience as well. Over 8,000 available parking spaces are available, and complimentary remote bag checks are offered in the economy parking lot. Free high-speed WiFi and a pin-code pairing system quickly connect passengers with ride-sharing apps like Uber and Lyft for ease of access. Efficiency is key, and the average TSA wait time mid-December 2019 was a mere 5 minutes, with the longest wait extending only 23 minutes. Airports are often a traveler’s first impression of their destination cities, and MSY now stands to reflect the economic growth and modernization of the Greater New Orleans region. More than 300,000 passengers traveled through the new MSY in its first week, and those numbers will continue to climb as MSY — and the rest of the city — usher in a new decade of prosperity.
PHOTO COURTESY OF LOUIS ARMSTRONG NEW ORLEANS INTERNATIONAL AIRPORT
WHAT’S NEW
Avondale’s Second Act
Once an economic powerhouse, Avondale Shipyard is experiencing a revival and is rebranding as Avondale Marine, LLC. BY WILLIAM KALEC
F
or officials at Greater New Orleans, Inc. and the Jefferson Parish Economic Development Commission (JEDCO), the 2010 closure of Avondale Shipyard wasn’t an end; rather, it was the beginning of the historic site’s second chapter. Working with principals in the private sector and government representatives at the parish, state and federal levels for nearly a decade, persistence finally paid off on Oct. 3, 2018, when Virginia-based terminal operator T. Parker Host and Illinois-based Hilco Redevelopment Partners finalized the purchase of the riverfront property from Huntington Ingalls and formally announced their new joint venture — Avondale Marine, LLC. JEDCO Executive Director Jerry Bologna says the rebirth of the Avondale site “represents great economic momentum for the area
18
REGION Q1 2020
and a great opportunity” that will create thousands of quality jobs with competitive salaries once the project comes to full fruition and Avondale It was about not just Marine becomes an intermodal hub getting (the Avondale site) reopened, but for advanced manufacturing. getting it reopened in “It was about not just getting (the the right way Avondale site) reopened, but getting it reopened in the right way,” GNO, Inc. CEO and President Michael Hecht says. “And it wasn’t difficult to have that perspective, in this case, because Avondale Shipyard had such a storied history in Jefferson parish as a place that helped create the middle class here — employing more
It is projected that Avondale Marine will be the home of
2,000 NEW JOBS within the next five years.
than 25,000 people at its peak. So given that legacy, there was really a sense that we had to try to redeem the site by recreating that type of job opportunity, if possible. “We knew if we brought the site back online, and it didn’t have exciting job potential, that the public would be disappointed.” The Avondale site — which played a significant role in our country’s nautical history for 75 years — possesses several attractive elements as it’s now being refitted as a 21st century global logistics hub. First and foremost, this is a true intermodal location with 8,000 linear feet of Mississippi River frontage to handle deep-water cargo, be it incoming raw materials or outgoing finished products, along with access to rail transport and highway transport. More than a dozen “legacy buildings” are still standing throughout the 254-acre Avondale footprint, meaning future tenants could use or remodel existing infrastructure to fit their specific needs, as opposed to spending additional time and money constructing from scratch. Avondale Marine will also redevelop the site’s dock and terminal structures and plans to make operations up to 90 percent greener than the previous Avondale Shipyard. This will be achieved by using a variety of power sources, including solar energy and electricity. It is projected that Avondale Marine will be the home of 2,000 new jobs within the next five years. To make that ambitious economic projection a reality, GNO, Inc. and JEDCO continue to be heavily involved with this project. After spending eight years searching for the proper buyer, local economic developers have now moved onto the next phase and are marketing Avondale Marine to potential tenants looking to relocate or establish an additional operation to their existing industrial roster. While GNO, Inc. and JEDCO are not involved in the actual negotiation of a potential lease, they are responsible for showing the site, informing prospects of state incentives, answering how they can address their workforce needs, recruiting key operations employees and integrating them into the Greater New Orleans and Southeast Louisiana community.
“Essentially, GNO, Inc. and JEDCO serve as a concierge service to prospective tenants,” Hecht says. “And what that does is it allows those companies to focus on negotiations with Avondale itself, and not have to worry about other elements of the deal like ‘Where are we going to find our workforce?’ So, in a nutshell, we help ‘de-risk’ the deal for prospective tenants.” In January 2019, Avondale Marine hosted its first vessel — the first activity at the former shipyard in years, actually — upon the arrival of the M/V Ning Tai Hi, which took off from Hong
Kong bound for Santa Marta, Colombia. While Avondale Marine served as just a temporary docking facility on this ship’s voyage, the moment carried a sense of significance that far exceeded the functional element of that stop. “With this project, there is obviously a direct implication — more good jobs for the good people of Jefferson and Greater New Orleans,” Hecht says. “But when you look at it symbolically, this represents a renaissance that we think is indicative of the economic rebirth of not just Avondale, but the entire region post-Katrina. When you have a key economic asset that goes out of service and then you’re able to bring it back, it gives everyone confidence in the future.”
GNOINC.ORG
19
GNOU
MISSING PHOTOS
GNOu brings together industry professionals and students
GNO, Inc’s award-winning, industry-driven, workforce development initiative BY SUZANNE PFEFFERLE TAFUR
T
hrough a collection of initiatives based on meaningful partnerships, Greater New Orleans, Inc. (GNO, Inc.), is working to build a region brimming with opportunities. One of those initiatives is GNOu, a workforce development program that benefits students, professionals and the overall community of Southeast Louisiana. The program connects regional industries and higher education institutions to one another and develops demand-driven programming within schools.
20
REGION Q1 2020
“It’s ensuring that GNO, Inc. is leveraging the full capacity of our two-year and four-year schools in the region to meet the needs of businesses and industries, from a workforce perspective,” says Lacy McManus, the Vice President of Strategic Initiatives for GNO, Inc. “Workforce development is a key concern of our regional employers,” says McManus. “Frankly, it is a massive issue and concern across the country right now.” Industries have automated many of their processes and added new technologies, so the type of employee companies need
has changed dramatically. As a result, economic development organizations have become more purposeful about tackling workforce development efforts. GNOu supports high schools in by providing research, resources and industry connections. They collaborate with nonprofit partners by illuminating the high-wage and high-growth career pathways within the region. “We’re able to provide a light in terms of where they should be aligning their programming and where they should be focusing,” McManus says. “I say often that
we have 12 higher education institutions here in the Greater New Orleans region. That includes two-year and four-year schools, public and private schools, and HBCUs (historically black colleges and universities). “With all of that capacity, we shouldn’t have workforce challenges. Yet, we do. We hear from employers all the time that they can’t find the talent for their highwage, high-growth jobs.” Examining the higher education landscape and identifying programs that would help students succeed in the workforce became GNOu’s
PHOTOS PROVIDED BY GNO, INC.
GET TO KNOW
LACY MCMANUS
GIVEN HER BUSINESS ACUMEN AND KEEN UNDERSTANDING
mission — and local colleges and universities were eager to collaborate. “They recognize that their students need to be prepared for life after college,” McManus says. “They want their students to be workforce ready.” To further their mission, GNO, Inc. established WorkNOLA (workNOLA. com), a website featuring professional employment listings throughout Greater New Orleans. The job platform ensures that the programs being developed in schools are aligning with high-wage, highgrowth career pathways. Also, if GNO, Inc. learns of new industry demands, or of a company’s specific need, they can scan WorkNOLA for qualified candidates. John Nicklow, President of University of New Orleans (UNO), believes his career-focused students have already benefitted from the website. “Students, or somebody looking to return to the workforce or change fields, can go there and get an idea of what jobs they could get with that degree,” he says. “A student is more likely to complete a degree if there are more accurate expectations.” Within the past five years, 82 percent of UNO graduates have remained and worked in metro New Orleans, says Nicklow. “Part of that is because we educate so many students from the local area,
but also because if the students that come here get hooked into a good apprenticeship program or an internship program, they are more likely to stay and contribute to the economy,” he explains. Additionally, the state’s Compete Louisiana program (competela.org), powered by universities across the state, helps students complete an unfinished degree. The program includes a mix of online degree programs and convenient class structures meant for Louisiana residents who already have some college credits. As for GNOu, McManus wants to remain ready and able to work with industry partners, while effectively servicing the Greater New Orleans area through the program’s higher education connections. She would also like to grow GNOu’s impact in both “breadth and depth,” by expanding its portfolio of projects and ensuring that her team is reaching individual students and connecting them to employers. “Those are the big overarching goals moving forward,” she says. “New opportunities present themselves with great frequency. So how we get to those goals and where we land is still a little bit of a moving target, but thus far, the momentum that we’ve been generating over the last few months is incredibly promising.”
of economic development, it may come as a surprise to learn that Lacy McManus is also an experienced journalist. Before earning her MA in global communication from the American University of Paris and her MBA from Tulane University, respectively, she earned a BA in journalism from The University of Georgia. “I’m one of those rare people who can honestly say, ‘I use my degrees and my educational background every single day,’” says McManus, who has also served as editor of Lagniappe, a quarterly magazine published by the Junior League of New Orleans and Renaissance Publishing. “I’m constantly writing and communicating,” she says. “From the MBA perspective, I’m managing a diverse portfolio of projects, ensuring that we are producing ROI (return on investment), that we’re aligned with budgets, and that we’re in compliance with our grants and funding streams.” McManus once lived in India, where she promoted sustainable development in the fashion industry, and also spent time in Paris, where she wrote for Women’s Wear Daily. When McManus returned to Louisiana, she realized that she had always “been interested in cities and places, and what made communities work or not work.” She nabbed a Baton Rouge-based job for a nonprofit called The Center for Planning Excellence and oversaw a campaign that examined affordable housing, transportation and workforce development solutions. But when an opportunity opened in New Orleans at GNO, Inc., McManus went for it. More than six years later, she continues to thrive — personally and professionally — with the organization. McManus finds gratification discovering firsthand how students and GNOu participants have benefitted from the organization’s efforts. Another plus? She gets to work with “an outstanding group of people.” “The GNO, Inc. team is absolutely magical,” says McManus. “We are changing our community on a regular basis. Many days, I feel like Sisyphus. I’m just pushing that rock up the mountain only to have it roll back down. But there are some days when that rock goes over the hill, and that’s magic.”
GNOINC.ORG
21
COMPANY PROFILE
Ernst & Young Stands with New Orleans After 100 years, the international firm is still committed to the region
B
BY SUZANNE PFEFFERLE TAFUR
ack in May 2019, when Ernst & Young LLP (EY) announced the opening of an executive support center within its revamped New Orleans office, excitement rippled through the local business scene — and City Hall. “I’m proud to see a global powerhouse like EY investing in New Orleans,” New Orleans mayor LaToya Cantrell said in a statement at the time. “They are standing with the people of New Orleans by creating jobs and deepening their commitment to the city.” Quentin Messer, the president and CEO of the New Orleans Business Alliance, described EY’s investment as a “vote of confidence in the city — specifically, our highly educated workforce and our 10 local universities and colleges.” EY is an international leader in assurance, tax, transaction and advisory services. Its New Orleans-based support center, which is part of the EY’s growing National Executive Assistance Team (NEAT), assists EY executives across the country. Nearly 150 jobs focused on executive administrative support have been created in the city as a result, but EY plans to hire an additional
22
REGION Q1 2020
25 employees to assist the firm’s risk services function — all while helping the local community through acts of philanthropy. EY’s mission is to build a better working world, where economic growth is sustainable and inclusive. Through four integrated service lines — assurance, advisory, tax and transaction advisory services — and a wealth of sector knowledge, EY helps clients capitalize on new opportunities, while assessing and managing risks to deliver responsible growth. The firm’s multidisciplinary teams help fulfill regulatory requirements, keep investors informed and meet stakeholder needs. EY has more than 700 office locations in over 150 countries. They employ more than 260,000 people and boast 1 million alumni. Although EY’s NEAT center is a novel addition to the Crescent City, the firm actually established its practice in New Orleans nearly 100 years ago. “New Orleans was selected back in 1920 because it was a large and vibrant city in the south, and it continues to be today,” says Brian Rotolo, Louisiana managing partner for Ernst & Young LLP. EY currently employs more than 300 people in New Orleans and
holds a “great market position” in the city, says Rotolo. But a number of factors contributed to EY’s decision to intensify its investment in the city — by first remodeling their office on 701 Poydras Street, and then opening the NEAT center. “As our executives that oversee the NEAT center have visited New Orleans, they quickly recognized that there was an exceptionally deep pool of qualified and diverse talent,” Rotolo says. “They also got a sense for our strong culture, sense of community, and local economic conditions. All of those things combined made New Orleans a great choice to open the NEAT center.” Aside from impacting the New Orleans economy, EY is bolstering the wellbeing of local residents. “EY is very focused on giving back to the communities in which we live and work,” says Rotolo, noting how employees volunteer for such nonprofits as Boys Hope Girls Hope of New Orleans, Junior Achievement of Greater New Orleans, the Fore!Kids Foundation and the Catholic Charities Archdiocese of New Orleans. Through EY’s College MAP (Mentoring for Access and Persistence) program, employees guide high school juniors and seniors as they contemplate Top: EY Administrative the next step of their education. They Services & ESS help students finish the complex college Enablement Leader Tracy Jones, EY Louisiana application process, find financing Office Managing Partner Brian Rotolo, alternatives, and offer scholarships Chief Administrative Officer for the City of funded by the firm. New Orleans Gilbert The New Orleans EY office also Montano, and GNO, Inc. President Michael Hecht participates in the United Way cut the ribbon during the Grand Opening of of Southeast Louisiana’s annual the EY New Orleans fundraiser. They contributed nearly office expansion. Middle: Brian Rotolo speaks $80,000 to the organization’s most to guests about the EY office expansion. recent campaign. Bottom: GNO, Inc. Vice President of External On EY Connect Day, a nationwide Affairs Hyma Moore, initiative, the firm’s offices are closed so Michael Hecht, and Brian Rotolo. that employees can participate in various community service projects — whether it be refurbishing a school or building playground equipment. Rotolo believes the firm’s presence within southeast Louisiana will create a positive, lasting impact on both the local community and EY employees. “We want to grow by providing our professional services to regional businesses and industries of a wide variety of sizes, ranging from startup companies to well-established multinational corporations,” says Rotolo. “In addition, we want to provide our team with an outstanding work experience — one that provides them with a strong foundation for future career success, wherever that success may lead them.” Watching EY flourish in the city is especially meaningful for Rotolo, since he’s a native New Orleanian. “It feels great,” he says. “I’ve been with the firm for almost 30 years, and to see the way EY cares for its people, provides great service to its clients, and has a strong belief in giving back to the local community, makes me very proud to be affiliated with this organization.”
GNOINC.ORG
23
PERSONAL PROFILE
I
n June 2019, the U.S. Chamber of Commerce Board of Directors elected Maura Donahue for a second term as Chairman. Donahue, who also serves as the Executive Vice President of DonahueFavret Contractors, Inc. and President of DonahueFavret Contractors Holding Company, first served as the Chair of the USCC in 2005-2006, extending her already notable track record as a leader in local chambers and economic development organizations. She has formerly served as chair of the Board for the Louisiana Association of Business and Industry (LABI) and chair for GNO, Inc., along with several other volunteer positions. Donahue spoke with REGION about her main objectives as she moves into her second term with the USCC, as well as her hopes for future prosperity in the Greater New Orleans area. Q: What policies will you pursue during your second term with the U.S. Chamber of Commerce?
Some of my goals involve fine tuning the USCC internally. Specifically, to ensure that the leadership pipeline for the USCC is strategic, to continue to strengthen our corporate governance, and to restore our historic facade to the headquarters. Top on my list outside of D.C. is to modernize and maintain our U.S. infrastructure. It’s too late to assume a gas tax will take care of our needs with the onset of electric vehicles. This is an issue we should be able to solve in that both sides of the aisle see the need for a comprehensive solution. Legal reform remains a priority for me. With an aggressive trial bar and a climate of abusive litigation in this country, it becomes
24
REGION Q1 2020
single day. Thomas Jefferson once said, ‘When the legislature is in session, no man, woman or child are safe.’ We need to rely on our membership in the state, local and national chamber and economic development organizations to be our voice in our absence. Besides working for the good of our free enterprise system and capitalism, which will both be under attack next year in the election cycle, I will seize the opportunity to promote our state and our businesses as often as possible. Q: Why was it important for you to return for a second term? I served as the first female
A Conversation with Maura Donahue Chairwoman of the US Chamber Board of Directors BY FRITZ ESKER
increasingly difficult to protect ourselves. One frivolous lawsuit can force small businesses to close down for good. And workforce development. We have a two-gap workforce challenge. One is a skills gap, and the other is a people gap, with either no skilled workers or no workers at all. GNOu is tackling that problem successfully in our region.
Q: What are your primary objectives as Chair? To highlight
the role small businesses play in the economy of our country. A majority of the companies in our country are small businesses. As such, we do not have time to be engaged on the local, state and national level with legislation that is being considered that affects our ability to open our doors every
chairman of the board of the USCC from June 2005 to June 2006. That was an amazing honor which was interrupted by Hurricane Katrina. The timing of my chairmanship during Katrina allowed me to use the microphone to promote interest and investment in the region. To have a second opportunity to serve as chair is just unbelievable, sort of a validation of a job well done. Q: What untapped economic potential do you see in New Orleans? New Orleans is in the Top
10 list of everything good, and not just in tourism! Startup companies, IT companies…Millennials have a great opportunity to be successful in a city with a reasonable cost of living, recreation and business climate. Q: Has your involvement with local economic alliances helped you fulfill your main goals? My
GNO, Inc. experiences, my experiences with the USCC and LABI work hand in hand. Promoting economic development on the local, state, and national level benefits all of us.
THERESA CASSAGNE PHOTO
GNOINC.ORG
25
COMMUNITY ACTION
Exploring Business Courts in Louisiana What they are and how they could affect litigation in the state
S
pecialized courts handling business matters have existed in the United States in various forms for over 200 years. More recently, the growing complexity of commercial litigation has prompted many states to fill this need with business courts. With a specialized business court, companies can benefit from the knowledge that experienced judges have in the matters presented. The overall court system gains from the improved efficiency of removing these complex, calendar-clogging cases from the dockets. The move toward court specialization, coupled with the desire for greater efficiency, led GNO, Inc. to propose legislation in the 2019 Regular Legislative Session to evaluate the issue. A resolution introduced by Sen. Jack Donahue created a 20-member task force
26
REGION Q1 2020
to make recommendations to the Legislature on the advisability of creating a statewide business court. The Task Force is comprised of representatives from the Louisiana Supreme Court, the District Judges Association, Louisiana’s four schools of law, the Council for a Better Louisiana, the Public Affairs Research Council and other stakeholder groups. Its recommendations are due to the Legislature in February 2020. SUCCESS STORIES
As of 2018, 23 states had functioning business courts in cities, counties or statewide. These courts handle disputes governing corporations, large contract and business tort cases and other complex commercial litigation. Consumer cases or those involving personal injury are not handled by business courts. Additionally, many states set monetary
resolution of all matters in the case through trial. A similar model has been successful in Arizona, where a three-year Commercial Court Pilot Program was established within the Maricopa County Superior Court. It was established with the intent of processing commercial cases efficiently, reducing the cost of commercial litigation and providing companies with access to judges knowledgeable about business issues. The Arizona Supreme Court made this Commercial Court permanent effective in 2019. Two driving factors for this decision were the support of attorneys litigating in the pilot program, along with support of its judges; and to address the fact that Commercial Court cases require more time than other civil cases, particularly at the front end. In Florida, which has had popular business courts in several counties, a task force is exploring whether to expand statewide. As Florida business court Judge Donald A. Myers was recently quoted by the Orange County Bar Association, “The business court is a great example of what adequate resources allow the courts to accomplish…As a result, business litigants experience a higher level of predictability and certainty, two key elements that are required for successful business planning and serve to attract business to the region.” HOW LOUISIANA COULD BENEFIT
Tort costs in Louisiana are among the highest in the nation. The 2019 Lawsuit Climate Survey, conducted by Harris Poll and released by the U.S. Chamber Institute for Legal Reform, ranked Louisiana 49th out of 50 nationally. Additionally, Louisiana ranked 48th for “Overall Treatment of Tort and Contract Litigation” in the survey. Respondents were senior litigators and other executives at companies with annual revenue of at least $100 million. Respondents had to have first-hand experience with cases in the states they evaluated — and nearly 90 percent of them reported that a state’s litigation environment is likely to impact major business decisions such as where to locate or expand. A 2018 survey of GNO, Inc. investors yielded similar findings, with more than half of respondents reporting the cost and efficiency of resolving cases in Louisiana courts was worse than in other states. thresholds for business court cases, going from $750,000 in Florida to a zero-dollar threshold in other territories. One of the most recent states to implement a statewide business court is Georgia, where legislators aimed to improve efficiency and prioritize judicial expertise in complex commercial litigation. The proposal was popular with the public, with nearly 70 percent of voters in Fall 2018 approving a constitutional amendment establishing a statewide business court. The constitutional amendment was a recommendation of the Court Reform Council formed by Georgia Gov. Nathan Deal. The Council reviewed the track records of the Fulton and Gwinnett County business courts, including a survey of lawyers and litigants who had cases before those courts. They found cases were resolved 50 to 60 percent faster than similar cases on the regular docket and an 80 percent satisfaction rate among practitioners. In North Carolina, the business court is a specialized forum of the Superior Court Division. Cases involving complex issues of corporate and commercial law are assigned by the Chief Justice of the Supreme Court of North Carolina to a special superior court judge who oversees
WHAT’S NEXT
Following issuance of recommendations by Louisiana’s Business Court Task Force, the state will need to determine whether and how to decide issues such as the types of cases that would be decided by a business court, how cases are assigned, and the process for selecting judges and their qualifications. During its meetings, Task Force members have suggested pilot programs in Orleans and East Baton Rouge parishes. Establishing pilot programs could help Louisiana address these issues, and also gauge the efficiency of cases in the pilot business court, relative to the regular docket. With the potential for expert judicial attention, reduced resolution time and hence, lower litigation costs, business courts in Louisiana are an idea worth exploring. From an economic development perspective, when you have an efficient business court system, companies are more comfortable having their disputes decided there — which will be a valuable tool in strengthening our business climate and driving future prosperity for our state.
GNOINC.ORG
27
THANK YOU TO OUR LEGISLATORS
GNO, Inc. would like to thank the following outgoing legislators for their dedication to Louisiana and the Greater New Orleans region. HOUSE MEMBERS
Neil Abramson District 98/ Democrat
John Bagneris District 100 / Democrat
Robert Billiot District 83 / Democrat
Reid Falconer District 89 / Republican
Kevin Pearson District 76 / Republican
Steve Pugh District 73 / Republican
Scott Simon District 74 / Republican
Julie Stokes District 79 / Republican
John Alario District 8 / Republican
Conrad Appel District 9 / Republican
Wesley Bishop District 4 / Democrat
Jack Donahue District 11 / Republican
Daniel Martiny District 10 / Republican
J. P. Morrell District 3 / Democrat
Norby Chabert District 20 / Republican
SENATE MEMBERS
28
REGION Q1 2020
Walt Leger District 91 / Democrat
A
GNO, Inc. Legislative Priorities
s we prepare to enter the 2020 Legislative Session, we are facing many of the same challenges we’ve faced for several years now — a complicated tax structure, damaged roads, insufficient resources for education and an eroding coastline. The key difference this year is the composition of the Legislature, which has 52 new legislators, including 17 from the GNO region. GNO, Inc.’s legislative priorities focus on fixing the factors that make our business climate less competitive,
1 IMPROVE TAX STRUCTURE TO INCREASE COMPETIVENESS. GNO, Inc. has long supported simplifying the state’s convoluted tax structure — Louisiana looks expensive while we collect relatively little compared to many states. GNO, Inc. has supported lowering and flattening personal income taxes by eliminating the state deduction for federal taxes. Louisiana is one of only three states with a 100 percent deduction. However, given the limited scope of this year’s session, introducing legislation to address this issue may be more challenging than during a fiscal session.
2
3
CURB LOUISIANA AUTO INSURANCE STICKER SHOCK.
PRIORITIZE EARLY CHILDHOOD EDUCATION.
Louisiana has some of the highest auto insurance rates in the country. Car insurance is a regressive tax that hurts low-income individuals and working families disproportionally. It also hurts businesses, who are unable to find affordable rates because of the lack of commercial insurers in our state. While many factors contribute to our high premiums, one solution lies in attracting more auto insurance companies to our state by making our market more competitive. By aligning Louisiana’s policies with those of states that have more robust auto insurance markets, we can provide consumers with more choices and drive down rates.
Investments in quality early childhood education provide the opportunity to transform the next generation while benefitting the families and workforce of today. GNO, Inc. urges the Legislature to provide a greater and reliable funding stream for quality early childhood education and care, which is arguably the most efficient spend of an education dollar.
which can mean everything from infrastructure to our tax climate. As opposed to last year’s legislative session, this year’s session is general in nature, not fiscal. This means that there cannot be measures introduced that would authorize or increase a new or existing state tax, or legislation regarding tax credits, exclusions or deductions. With this in mind, GNO, Inc. is advocating for a number of actions for the 2020 legislative session. These include:
4 FIND CREATIVE SOLUTIONS TO FIX OUR ROADS AND SUPPORT MODERN TRANSPORTATION. Whether it’s about safety, efficiency or economic development, Louisiana needs a renewed commitment to infrastructure. In the final weeks of 2019, a legislative transportation committee cleared the way for the state’s first public private partnership, a Belle Chasse tunnel replacement project in Plaquemines parish. With limited resources, this kind of innovative thinking is what Louisiana needs to make real improvements to our roads and bridges. Since a gas tax is not possible this session, finding alternative sources of revenue will be vital. Beyond that, regional passenger rail between New Orleans and Baton Rouge is a viable solution to alleviating road traffic and elevating transportation options. This is a concept with widespread and overwhelming support throughout our region, and GNO, Inc. has continued to explore and advance this project through our work with the SoLA Super Region Committee. GNO, Inc. encourages our executive, legislative and parish leadership to work collaboratively on moving passenger rail forward in 2020.
5 SUPPORT AND CHAMPION LOUISIANA’S COASTAL RESTORATION EFFORTS. Louisiana has grappled with land loss since its inception, and as populations grow, economies evolve, and the environment continues to change at an increasingly rapid pace, the problem looms larger than ever. Implementation of the recommended strategies outlined in Louisiana’s Comprehensive Master Plan for a Sustainable Coast lessens risk and encourages growth. Louisiana also needs to uphold proactive leadership at the Coastal Protection and Restoration Authority, capable of forging innovative partnerships across sectors, jurisdictions and party lines; and guided by a strong understanding of the full scope of the coastal challenge. Our new cohort of legislators, coupled with Louisiana’s relative fiscal stability, provides a unique opportunity for progress this session and beyond. Rather than focusing on fixing the state’s finances, we can work towards creating a better legislative framework for Louisiana that results in a stronger economy and make Louisiana a model that other states want to follow.
GNOINC.ORG
29
PHOTO GALLERY
Top: A business delegation which visited Bogota Colombia in September 2019. Middle, left: Jairo Nieto, Jam City; Pamela Cordova, Copa Airlines; Barrett Conrad, Cotinga Soft; Mayra Pineda, Hispanic Chamber of Commerce of Louisiana; Alejandra Guzmรกn, New Orleans Business Alliance; Michael Todd, Billes Architects. Middle, right: Pamela Cordova, Copa Airlines; El Dorado Airport CEO Alvaro Gonzalez; Kristina Bennett-Holmes, Louis Armstrong New Orleans International Airport (MSY); Ernesto Posadas, Copa Airlines
Left: , John Bel Edwards from our Gubernatorial Candidate Rountables in September/ October 2019
30
REGION Q1 2020
Top, left: Rachel Shields, GNO, Inc.; Michael Hecht, GNO, Inc.; Troy Carter, Louisiana State Senate; Cyndi Nguyen, New Orleans City Council; Mark Wells, U.S. Embassy in Colombia; Jay H. Banks, New Orleans City Council; Natalie Robottom, Former St. John Parish President Bottom, left: Jairo Nieto and Alejandro Gonzales, Jam City Top, right: Eddie Rispone from our Gubernatorial Candidate Rountables in September/ October 2019 Bottom, right: Claude-Helene Faucher, Air Transat Airlines
GNOINC.ORG
31
NEWSFLASH
Since its humble beginnings in New Orleans in 2009, the Solomon Group has become one of America’s fastest-growing private companies. The design and production company recently announced a continued investment in the region with an expansion that will result in more than 80 news jobs. The expansion was made possible by Louisiana’s Entertainment Job Creation Program, which provides a tax credit to companies which produce well-paid entertainment jobs for state residents.
32
REGION 2020
THERESA CASSAGNE PHOTO