Region Q4 2022

THE OFFICIAL PUBLICATION OF GREATER NEW ORLEANS, INC.

Greater New Orleans, Inc.

President & CEO Michael Hecht

Vice President of Business Development Josh Fleig

Chief of Staff Rachel Shields

Vice President of Brand & Marketing Matt Wolfe

Business Development & Research Manager Chantilly Benitez

Vice President of Advancement Sara Bradford

Renaissance Publishing Editor Drew Hawkins Art Director Ali Sullivan

Account Director Meggie Schmidt Production Manager Rosa Balaguer Production Designer Meghan Rooney Chief Executive Officer Todd Matherne

Welcome to the Q4 issue of REGION Magazine! Southeast Louisiana has long been a prominent source of innovation across leading industries. Today, companies are using these sensibilities alongside the tools of tomorrow to improve the processes of yesterday. Virtual reality is being used by companies around the region to develop and deploy training programs that allow participants to learn how to safely use complex industrial equipment from the comfort of a classroom or office. This industrial metaverse will change the workforce pipeline in a scalable and sustainable way.

In Hammond, Southeast Louisiana University has embraced technology growth and built a highly successful computer science program to keep up with talent demand. The program’s graduates are now working at leading tech companies around the Gulf South, and thriving at an astounding rate because of the vision of Dr. Daniel McCarthy, who saw hiring trends in Greater New Orleans shifting and doubled down on creating an impactful curriculum.

Also on the Northshore, leaders in St. Tammany are seeking out ways to maximize the parish’s location along to major interstate highways, as well as the highly skiller workers in the area by becoming a leading manufacturing and logistics location. In June 2022, they took steps to bring this vision to life by approving work to create a development to attract new businesses and bring long-term prosperity to current residents and families,

as well as to relocating professionals and businesses.

To complement the work GNO, Inc. does to develop education and training programs to meet industry demand, the organization hosted a conference that further stimulated collaboration and networking between business and educational institution. The inaugural summit, which took place in September, addressed the number one problem that businesses and industries face when seeking to expand or relocate: tapping into a qualified and talented workforce.

Finally, you’ll be introduced to introduced to Cleco’s Vice President of Marketing & Government Affairs, Eric Schoest, who discusses his professional journey and the future of the energy sector and we’ll take a closer look at one of our region’s leading engineering firms, Huseman & Associates, and the impactful work they’ve produced over the decades.

HECHT GNO, Inc. President & CEO

MICHAEL

Greater 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.

BY THE NUMBERS Q4 2022

COST OF LIVING & REAL ESTATE

OVERALL COST OF LIVING GNO Region: 99.3 U.S. Average: 100

SOURCE: LIGHTCAST

ANNOUNCEMENTS

RECENT ANNOUNCEMENTS

Youth Empowerment Project Receives Major Donation

In July, The Rusovich Foundation announced a direct $100,000 donation to the Youth Empowerment Project (YEP), as part of The NOLA Coalition’s pledge to raise five million per year for youth services, over three years, for a total of fifteen million invested in high-impact New Orleans nonprofits. This generous support is in response to the Coalition’s pledge to invest in positive generational change for young people in New Orleans. The funds were provided directly to YEP, and will immediately be used to support the organization’s activities and services in the local community.

TRADE

$12.4B

Value of Exports from the New Orleans Metro Area

#5

Largest U.S. metro measured by value of exports

SOURCE: U.S. CENSUS BUREAU; U.S. EXPORTS BY METROPOLITAN AREA, Q2 2022

REAL ESTATE OFFICE

Local Vacancy: 7.0% National Vacancy: 12.5%

Local Rent: $20.52/ft2 National Rent: $35.18/ft2

Local Inventory: 53.5M ft2

INDUSTRIAL

Local Vacancy: 2.0% National Vacancy: 4.0%

Local Rent: $9.27/ft2 National Rent: $11.03/ft2 Local Inventory: 81.8M ft2

SOURCE: COSTAR

RANKINGS

RECENT RANKINGS

Greater New Orleans ranks #8 in the USA in number of entrepreneurs per capita —Commodity.com

Louisiana’s four-year public and private colleges and universities are #4 in the USA for providing social mobility to students —2022 Social Mobility Index

Louis Armstrong New Orleans International Airport has been named one of three Best Airports in North America (5-15M passengers) —Airports Council International Louisiana is #5 in USA for Growth in Digital Entrepreneurs —Amazon New Orleans is ranked #1 for Logistics and FTZ Imports —Business Facilities New Orleans is the #4 Most Entrepreneurial Metro in USA —Cloud Kitchens

Benitez Business Development & Research Manager hcrabtree@gnoinc.org

Fleig Vice President of Business Development jfleig@gnoinc.org

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: *Due to data collection methods, previous GNO By the Numbers are not directly comparable

Chantilly

Josh

Bridging the Divide

Newly rezoned land in St. Tammany Parish to become a major hub for logistics and manufacturing industries

When we talk about economic development in Greater New Orleans, conversations often center around Orleans and Jefferson parishes–but that doesn’t mean the eight other parishes encompassed in the region aren’t ripe for growth and opportunity. For evidence, look no further than St. Tammany Parish, where a recent rezoning effort has positioned more than 800 acres of land to become a leading logistics corridor not just for the local economy, but for the state and nation.

In early June, the St. Tammany Parish Council voted to rezone the expansive stretch of land located at the intersection of I-12 and LA-Highway 1088 in the hopes of creating a manufacturing and logistics hub that will attract new businesses and bring long-term prosperity to current residents and families, as well as to relocating profession -

als and businesses. That site includes the approximately 180-acre Wadsworth Property, considered the centerpiece of the development efforts.

Kate Moore, Director of Economic Development for St. Tammany Corporation, the parish’s leading economic development organization, says the Wadsworth property is an ideal location for industry expansion due to its proximity to the interstate and the parish’s existing highly trained workforce.

“St. Tammany Corporation’s goal is to create a distribution, logistics and advanced manufacturing corridor that will service one of the fastest-growing industries in the nation” Moore says. “The successful creation of this corridor will provide an expanded tax base and well-paying jobs for St. Tammany Parish residents. The Wadsworth property owners, along with adjacent landowners who are supportive of this initiative, are working with St. Tammany Corporation and parish adminis -

tration to strategically create a master planned development using the Wadsworth property as an anchor.”

Moore explains that, in addition to its geographical assets, St. Tammany Parish offers competitive advantages such as the “highest education attainment rates in the state” and a labor force of over 112,000 professionals. Proximity to economic powerhouses like the Port of South Louisiana and Port of New Orleans will also make for easy multi-modal transport of commodities to and from the entire nation, she says.

The decision to use the land for logistics development was spurred by St. Tammany’s existing distribution and logistics sector, which Moore says already accounts for 7,000 jobs with average annual wages of approximately $50,000.

“That data, combined with our existing cluster of major employers such as Rooms To Go, Associated Wholesale Grocers, American Factory Direct, and J.M. Smucker, demonstrates that St. Tammany has and will continue to be the destination of choice for this sector,” Moore says. “In fact, this sector represents a $1.3 billion industry in St. Tammany, a significant part of our total $12 billion local economy. The sector is projected to grow by 23% in the next five years alone in St. Tammany Parish, and it is important to consider that the industry’s average annual pay exceeds the parish’s current average. This means viable career opportunities locally providing quality jobs that support the livelihood of our friends and families.”

Now that the rezoning is approved, Moore says St. Tammany Corporation and Crosby Development are developing a master plan that will proactively consider infrastructural needs to set up development for long-term success. “The initial focus is to certify the anchor 180-acre Wadsworth site, develop the marketing and branding plan for the overall corridor, and start recruitment efforts targeting new businesses to the area and connecting with existing businesses poised for expansion

opportunities,” she says.

This project is just one facet of an expansive strategic plan designed to fully harness the economic potential of the Northshore, including St. Tammany and surrounding parishes. The plan, called THRIVE2023, also focuses on growing the healthcare, science, technology, professional and business sectors. St. Tammany Corporation launched two key strategic initiatives under the THRIVE2023 banner in 2022. In May, St. Tammany Corporation launched Northshore Healthscape: A Collaborative Enhancing the Pulse of our Regional Healthcare Economy, a three-year healthcare sector strategy pilot program with stakeholders from St. Tammany, Tangipahoa and Washington parishes.

The STartUP Northshore initiative, launched in August 2022, prioritizes entrepreneurship, innovation and business formation on the Northshore through strategic partnerships with leading organizations in the startup community to deliver first-class programming, networking opportunities, access to capital and mentorship from esteemed industry leaders, investors and founders to the next generation of local entrepreneurs.

Susan Bonnett, CEO of the Northshore Community Foundation and incoming Chairperson for GNO, Inc., says initiatives such as the development of a logistics hub will be beneficial to the entire Northshore by increasing the overall quality of life, effectively transforming Northshore

cities and neighborhoods into places where people want to live and work.

“We know that quality of life and economic opportunity are in many respects one in the same,” Bonnett says. “It’s about creating an ecosystem rather than a singular project, and that’s how you increase the quality of life: with an ecosystem that shows you have a community that provides opportunities, quality businesses and support for businesses that choose to locate there.”

Bonnett says that, due to nationwide trends in remote work, more and more professionals are choosing where they want to live first, followed by where they want to work. Because of this, she says it’s more important than ever to bring a wide range of professional opportunities to the Northshore while continuing to enhance areas such as recreation and education.

“People are far more interested in a work-life balance, and the way economies happen and job markets happen is that, at the end of the day, your product is quality of life,” Bonnett says. “If you have a place people want to live, visit and start a business, then you have everything you need. That, to me, is the element around maintaining the quality of life. It’s paramount to a long-term economic strategy.

“As a community, if you’re not growing, you’re declining,” she says. “There is no status quo. Growth scares a lot of people, but I would pick growth over decline any day.”

The distribution and logistics sector is projected to grow by 23% in the next five years alone in St. Tammany Parish.”

“

Homegrown Hardware

BY MISTY MILIOTO

As a regional university located in Hammond, Southeastern Louisiana University seeks to serve and strengthen the region’s workforce. One way in which it does so is through its College of Science and Technology, which was created in 2005 with the specific purpose of increasing emphasis on science- and technology-related programs. As a result, SLU is now educating students that work at the region’s most important technology companies.

“It was no one person, but when our current President, Dr. John Crain, was provost, he spearheaded an effort to create a College of Science and Technology, with the specific purpose of increasing emphasis on science and technology-related programs,” says Dr. Daniel McCarthy, Dean of the College of Science and Technology at SLU. The college also was created in response to the growing need for high-tech related jobs in the region.

“Clearly, the computing and technology industries in general are a vital part of the growth of the region,” McCarthy says. “Also, it is essential that we provide opportunities for our students to participate in the high-tech workforce in our region. We view our service area to be the entire southeast of Louisiana, not just the Northshore.”

Since the College of Science and Technology was formed in 2005, SLU quickly saw an increase in enrollment. It peaked at around 2,000 students in 2019, and while numbers slightly dipped during the COVID-19 pandemic, the program continues to attract students looking for a strong foundation in STEM industries.

“In 2007, we had 222 computer science majors; now in 2022, we have 441,” McCarthy says. He adds that in the past six years, 360 students have graduated from the College of Science and Technology, and McCarthy estimates that a vast majority of them (about 90 percent) stay in the state.

“We offer a BS in computer science, a BS in information technology and we are soon going to launch a 100-percent

online MS in computer networking,” McCarthy adds. “What distinguishes the undergraduate degrees is the focus on project-oriented classes, where the students work in groups with a client. This prepares them ideally for the real-world environment and is one of the reasons that our graduates are so highly sought after.”

Overall, the College of Science and Technology offers 11 high-quality degree programs that prepare students for success in the workplace or further studies. Within the college are five academic departments that offer challenging degree programs in biological sciences, chemistry, physics, computer science, industrial technology, mathematics and other related fields. Students receive unique learning experiences from supervised research to group projects that study real-world problems. The college also has a faculty that is internationally recognized, an active undergraduate research program and numerous opportunities for paid internships.

The College of Science and Technology also offers a number of special programs that expand and enhance its educational and research opportunities. These include two-year programs in drafting and design technology, occupational safety and health, and construction technology.

Another factor that has distinguished the College of Science and Technology at SLU is its direct connection to local companies. “We have had an Industrial Advisory Board for Computer Science and Information Technology for nearly 20 years,” McCarthy says. “The input from the members of this board has been invaluable and has allowed us to make sure that our curriculum meets the needs of what industry wants. Because our programs are designed with the input from industry, this helps to ensure that the Southeastern graduate is ready for the workforce.”

SLU added a 70,000-square-foot Computer Science and Technology Building in 2018. The state-of-the-art facility features current technology such as an abundance of computers with graphics processing units, and classrooms and labs that mimic

Southeastern Louisiana has built one of the most impressive computer science programs in the state.

the dynamic workspaces of current technology companies.

The growth of the department over the years can mostly be credited to the tireless dedication and talent of SLU’s faculty.

“The new building, which was funded from State Capital Outlay, was wonderful, but the expansion started before that,” McCarthy says. “Throughout this time, we have had many outstanding private partners. The company Envōc made a generous donation to name one of our labs, and this space is currently our most used space in the building."

One of the most important recent initiatives within the College of Science and Technology has been to focus on fresh -

men's success. The Department of Computer Science has 12 full-time faculty, and, because of the student-to-teacher ratio, educators get to know the students on a personal level and guide them to individual success. “Typical introductory classes have 20 to 24 students, and, at the upper levels, it averages closer to 15,” McCarthy says.

By making intentional efforts to educate students in computer science and technology, SLU is strengthening the talent pipeline between local students and tech companies— and in doing so, nurturing homegrown talent that can find prosperous work in their own hometowns.

A Future Virtually Here

BY FRITZ ESKER

Virtual reality, or VR, used to be something people only saw in movies or read about in sci-fi novels. But immersive virtual reality technology is now a part of work and play for many people -- and businesses -- throughout the New Orleans area and the United States as a whole.

INDUSTRIAL USES

In the industrial sector, VR technology can make training for dangerous jobs a lot safer and increase the odds the trainees will safely operate the equipment once they are using the real thing. It’s like using a flight simulator, but for industrial equipment. Local companies like the Metairie-based Kinemagic are leading the way in providing this technology to businesses.

“You can allow people to prepare for dangerous activities without the risk of harm to themselves or equipment,” said Brian Lozes, founder and CEO of Kinemagic.

Kinemagic’s Stratus software can also help businesses while they plan construction projects. Lozes used the example of a homeowner. The homeowner has a house designed and built. But after six months of living in the house, they notice they would have liked it more if one wall had been a few feet to the left (or any other cosmetic change). If they want to follow through with that change after the house has already been built, that is a very expensive task.

However, if the homeowner could look at an immersive simulation of the house before the construction company broke ground, they would have a better chance of spotting something they don’t like than if they were just looking at plans on paper.

Lozes said the same principle applies to buildings and industrial complexes. For example, refineries are maze-like in structure, and any mistake in the construction of it, no matter how small, can be costly.

Site inspections and trainings at industrial sites also be -

come cheaper thanks to VR. If someone is training to operate equipment on an oil rig in person, they would need to drive to the Gulf Coast then take a helicopter ride to the rig. A stakeholder in a city across the country (or world) would have to fly to New Orleans before those steps. But with VR technology, a worker can save time and travel expenses.

“Instead of you going to the field, we’ll take the field to you,” Lozes said.

How is the virtual model created? Lozes said the Stratus software uses a combination of 3D models, drone footage, and laser scans. He said Kinemagic has also worked with automotive manufacturing plants and utilities departments.

Lozes, a River Ridge native, said he hopes to lower the barrier for entry to customers in coming years because greater access means a bigger win for individuals, businesses, and Kinemagic itself. So far, he said the feedback has been positive at all levels.

“Our products seem to have connected with

customers from the bottom up,” Lozes said.

GAMING

The industrial sector isn’t the only area where VR technology is taking root in the Greater New Orleans area. Striker VR is a virtual reality gaming firm located in New Orleans’ Warehouse District. Its co-founder and chief business officer Martin Holly, working in concert with his co-founder and Striker CEO Kyle Monti, is bringing this technology to the Crescent City.

“Virtual gaming is still in its early days, but there’s a lot of excitement here,” Holly said.

Striker VR was created as a subsidiary of HapTech, which was founded by Holly and Monti in New Orleans in 2014. Part of HapTech’s early work involved creating mock weaponry for

military and law enforcement so they could get a sense for the weight and recoil of a real weapon while training.

Holly and Monti’s ambitions are to get video gamers off the couch with their technology. Gamers would use what Striker calls a “blaster,” which is basically the VR controller. Users would get visual and audio effects from the headset, and haptic effects (feel, touch) from the blaster.

This technology could then be put to use in active VR games where the users play in an immersive environment while also physically exerting themselves. Holly said basketball arenas are underutilized for much of the year and could house VR gaming nights and tournaments. A VR shooter game would require a significant amount of space for users to operate in, sort of like a laser tag arena but on a larger scale.

Striker’s future plans involve setting up their Mavrik blaster as a location-based entertainment product. People who own their own blasters can bring it to a gaming area (think theme

our

parks or places like Dave & Buster’s) or visit these locations and rent a blaster of their own the same way people can rent ice skates at an ice-skating rink. Eventually, the goal for Striker is to get more people owning their own blasters instead of renting them.

Holly believes if New Orleans can serve as a hub of virtual reality innovation, the surrounding area could benefit in a variety of ways. Additional jobs in engineering and manufacturing could be created in the city as a result.

“If we can invent things and create a culture of invention, we can own the downstream effects, too,” Holly said.

TRAINING AND EDUCATION

Training people to become more conversant with immersive VR technology will become increasingly important in the coming years. This is partially because the technology itself will become more dominant and also because many workers whose fields are shrinking or disappearing will need to find new work. Unity, a company that makes a platform (also called Unity) for real-time 3D creation, is working to reskill and upskill workers.

“We’re seeing first-hand a world where architects, engineers, designers, artists, and more are required to use new technologies to do their jobs,” said Anuja Dharkar, senior di -

rector for academic and nonprofit solutions at Unity.

Dharkar used the healthcare industry as an example. She said physical therapists are now helping young patients complete exercises in augmented reality. She also added that the automotive industry is using virtual reality to design and build new car models.

As a result, Unity partners with higher education institutions to teach people how to use this new technology. One example is a recent partnership with the University of Miami to create the XR Garage (XR means “extended reality”). The program trained 30 students in Unity and created an AR medical visualization application currently used by surgeons.

“For students, this means they are learning the technical skills needed to compete in a highly competitive job market. For educators, who may not be well-versed in teaching immersive technology, we provide training programs to give them the confidence and skillset to teach students how to use Unity,” Dharkar said.

In addition to partnering with educational institutions, Unity also hopes to partner with government organizations to provide critical skills for workers looking to learn a new profession.

“By upskilling local talent pools, it creates a sustainable flywheel where talent is grown in a community, which creates economic growth for that community,” Dharkar said.

Closing the Gap

An industry-driven workforce development event helps to build a stronger talent pipeline.

BY MISTY MILIOTO

For six years, Greater New Orleans, Inc. has utilized its GNOu model to close the gap between industry needs and the skills and training of the local workforce. By fostering a mutually supportive ecosystem that links business and industry leaders with higher education institutions, non-profit training providers and K-12 educators, GNOu has ensured local talent has a direct pipeline to successful careers.

“GNO, Inc., provides services to help facilitate these conversations and acts as an intermediary to ensure the workforce ecosystem is developing an industry-driven supply of workforce to meet the demand,” says Josh Tatum, Director of Strategic Initiatives at

GNO, Inc. “This model is a triple win: companies get the workers they need; schools and training providers get a market-relevant curricula; and students are better trained for high-demand careers.”

To date, GNOu has helped to create 23 new industry-driven programs in the region. These include a Bachelor of Science in urban construction management at the University of New Orleans, an applied chemistry degree at Xavier University and a certificate in urban water management at Dillard University.

But this year, GNOu took their mission a step further with the development of the GNOu Summit, an in-person conference that further stimulated collaboration and networking between business

and education. The inaugural summit, which took place in September, addressed the number one problem that businesses and industries face when seeking to expand or relocate: tapping into a qualified and talented workforce.

The Summit addressed this issue by showcasing leaders from industries such as advanced manufacturing, logistics, wind energy, technology and maritime. Attendees had the opportunity to learn industry trends and workforce needs, as well as to network with industry and education leaders from the state’s most valuable sectors.

“The main goal of the Summit was to strengthen our training-to-career pipelines,” Tatum says. “Students are seeing the need to enter into colleges, training programs and education opportunities that have a direct pipeline to employment. There are thousands of career opportunities in the GNO region, but they cannot be filled unless we are developing the training that leads folks to these careers.”

Prior to the GNOu Summit, there was no singular event that brought together these leaders to have real conversations about workforce development systems.

“GNO, Inc., feels that we have all the pieces to the puzzle when it comes to training programs, and investments into training and higher education,” Tatum says. "What was lacking was the glue that brings it all together to ensure the industry knows about the programs; training leaders have the partnership with industry to make adjustments as needed for their programs; and, ultimately, students are landing the career upon graduation and programs are reaping investments for their growth due to their ability to meet industry demand.”

During the inaugural summit, 38 industry partners served on panels to share insights on topics such as advanced manufacturing, renewable energy, maritime/logistics and food manufacturing. Programming included two distinct tracks: the workforce development track featured industry partners on 14 panels (such as energy evolution; healthcare; and digital media, video games and virtual reality) that

discussed workforce needs, trends, and skillsets required for today’s industries. Meanwhile, the talent track featured members of talent development organizations on 14 panels (such as innovative youth programs; apprenticeships; up-skilling, retooling and adult literacy) that shared best practices to develop industry-driven programs that meet industry demand.

Two keynote speaker sessions also comprised the GNOu Summit, including a keynote speech by Jon Schnur, CEO of America Achieves and a keynote panel discussion entitled “One Louisiana, Creating a Bright Future for All” by Dr. Cade Brumley from the Louisiana Department of Education, Dr. Lisa Vosper from the Louisiana Board of Regents, Susie Schowen from the Louisiana Community and Technical College System and Dr. Mario Vaccari from Louisiana Economic Development, FastStart™.

“[Schnur] started the day off by providing the national and international context to the importance of developing a strong workforce development ecosystem,” Tatum says. “He also set the tone for the

day by sharing the continued demand to bring jobs back to the U.S., and, without strong workforce ecosystems, the U.S. will not be able to be competitive in an ever-growing global market.”

The keynote panel discussion, meanwhile, included state workforce partners who talked about their state organization priorities when it comes to workforce challenges and solutions.

“Louisiana has a very low labor participation rate,” Tatum says. “We also have a very low education attainment rate. With both of these at unprecedented low rates, it is imperative that regions have a coherent system in place that is producing equitable and accessible education pipelines that are meeting industry demand.”

Schnur, who founded America Achieves in 2011 as a way to build economic and educational bridges to the middle class by re-establishing the link between work and opportunity, also shared his admiration for Louisiana, New Orleans and GNO, Inc.’s, efforts to transition the regional energy sector toward green hydrogen. He also

emphasized the critical importance of equity and provided concrete ways that participants at the Summit, working together in partnership, could seize those opportunities.

“The GNOu Summit is a wonderful example of coalitions coming together to discuss shared challenges and achieve shared goals,” Schnur says. “Louisiana's and New Orleans’ evolution to green hydrogen will be a team sport, and we were excited to see regional and local organizations working together at the GNOu Summit.”

In fact, America Achieves supported the design and launch of the Build Back Better Regional Challenge and Good Jobs Challenge, which resulted in 50 communities across the nation receiving more than $1.5 billion to advance innovation and equity. One of the winners was GNO, Inc., which will receive $50 million to transition the region’s energy sources to green hydrogen. “We believe this will make Louisiana and New Orleans a model [for successful regional partnerships] for the entire United States,” Schnur says.

Melissa Ehlinger, chief of external affairs at YouthForce NOLA, also attended this year’s Summit to spotlight her organization’s mission to provide equitable opportunities to the region’s youth.

“At YouthForce NOLA, we believe in evolving our education system so that students are prepared to have high-paying careers,” she says. “When we equip New Orleans students with the skills they need, we can open doors to economic opportunities and erase the historic economic inequities that exist in our city.”

During the Summit, staff from YouthForce NOLA presented on

a panel about youth internships and the organization sponsored attendance for approximately 30 public school educators. “Having high school educators attend this event helped them hear directly from industry about workforce needs, in-demand skills and overall labor market trends,” Ehlinger says. “Similarly, having teachers’ voices in the breakout sessions helped facilitate conversations with business leaders to make connections between the classroom and the world of work.”

Ehlinger emphasizes that the GNOu Summit is important for organizations like YouthForce NOLA because it not only addresses industry trends and workforce needs, but provides a forum to network with industry and education leaders from the state’s most opportunity-rich sectors.

“Our collaborative cannot provide high-quality training and meaningful work experiences for our young people if we are not aligned with higher education leaders, training providers, K-12 leaders, economic and workforce developers, and business and industry partners,” Ehlinger says. “The GNOu Summit created the environment for these connections, which are imperative as we work to ensure that every New Orleans high school graduate is skilled, connected, confident and on the path to succeed in the 21st-Century economy.”

While GNO, Inc., does not yet have dates for 2023, the organization is planning to host the GNOu Summit in October. For more information, and to stay connected, visit gnousummit.com.

Innovative Designs, Constructible Solutions

BY WILLIAM KALEC

Already an industry veteran by the time he opened Huseman & Associates – a Metairie-based MEP engineering firm – in 2005, namesake founder Jeffrey Huseman had a clear vision of what he wanted this new enterprise to be and not to be.

“I had this idea that we wanted to be a firm that was completely client-focused and bring in new technology and innovative design to fulfill their wants and needs,” Huseman said. “At the same time, the construction industry was changing. So we wanted to make sure we produced constructible documents – which is a fairly important part of our field that often gets overlooked.”

Finding efficient, practical, and functional engineering solutions has been a foundational pillar at Huseman & Associates since day one – a hallmark that remains just as true today as it did back then, even as company founder Huseman has recessed into more of a consultant role with the firm, while trusted longtime employees Jamey Logrande and Jason Chauvin now handle day-to-day leadership responsibilities.

Specializing in sustainable project designs, Huseman & Associates is a full-service MEP engineering firm known for creating mechanical, electrical, plumbing, fire protection, special systems and lighting blueprints for contractors in the greater New Orleans area. In recent years, Huseman & Associates have designed various aspects on local construction efforts at places such as the Orleans Parish Sheriff’s Office and Correctional Facility, dormitories at Tulane University, Church of the King’s West Esplanade campus, and the lighting on the 3,500-foot Moonwalk along the Mississippi River, to name a few.

No matter the ask, no matter the design, no matter the construction circumstances, Huseman & Associates manages to present innovative, cutting-edge plans that can actually be implemented by the contractor, instead of out-

of-the-box designs that look great on paper but aren’t practical, which causes the contractor to audible from the original concept and adjust to make their own designs.

“And let me say this: I think contractors prefer getting design documents they can trust, so that they can build with confidence knowing the document is a true roadmap for them, and it’s going to work,” Huseman said. “There are firms out that don’t put in the necessary care to make sure their documents are constructible.

“Look, every job will have its own set of issues, so if we can eliminate one of those by giving documents that are well done and constructible, then that’s a real benefit.”

Along those same lines, Chauvin, the director of Huseman & Associates’ Electrical group, added:

“I was taught to ask yourself or your team the question, ‘Do you know if this fits? Have you proven the equipment specified can get the job done? Are you reinventing something that the contractor has never done before?’ So you need to know the answers to all of those before you send something off. And if we don’t know the answer, especially to the last question, we go ask the contractor before we design something they’ve never done, at least in part.

“And then when the job is done, especially the difficult projects or renovations, we go back to the contractor for feedback, How could we have done this different? What would have made your life easier? What did you see or encounter in the field that we didn’t anticipate on paper?’”

Going that extra mile when it comes to research or anticipating future issues that might arise also aids Huseman’s leaders when answering questions or easing concerns from clients, too. That includes Huseman & Associates showing clients 3D renderings of the proposed construction project using state-of-the-art Rivet software.

“I think one of the biggest shifts we’ve seen since the firm opened – and a shift that we’ve adapted to quite well

For close to two decades, the engineers at Huseman & Associates have left their unique mark on some of the area’s most important construction projects

– is the increased hands-on interaction we have with clients,” Chauvin said. “The trade has changed and the systems we design have become more complicated, not as cookie-cutter as they used to be. And that’s all stuff clients want to learn about and be involved in.”

Innovative designs don’t necessarily equate to inefficient use of a tight budget, as Huseman & Associates have proven more than once over the years. It is quite possible to be cutting-edge and cost-effective at the same time. For instance, when Huseman & Associates was tasked with designing the air conditioning system at Tulane University’s newest dorm, Greenbaum House, they insisted on using a Variable Air Volume System over a traditional coil AC system be -

cause the former required little maintenance (thus reducing future upkeep/repair costs) and was more energy-efficient (thus reducing current electricity costs).

“We are very much a proactive firm,” said Logrande, the Director of Huseman & Associates’ Mechanical group. “We believe in finding and fully understanding what the problems are, the challenges are from day one and addressing them. Could be a mechanical or electrical item. Whether it’s a whole building problem, or an energy issue. Finding the best solutions from the get-go has always been our motto from the start. And for as much has changed in this industry, our solution-oriented approach won’t ever change.”

In Conversation with Eric Schouest

Tell us about yourself. How did you get started on your career path? I entered the energy industry in the early 1990s with Louisiana Gas Service Co. (now Atmos Energy). I spent eight years with LGS working as an account manager at the residential and commercial levels learning the business. I eventually was asked to join the industrial account management side of the business, where the size of the customers was much more significant regarding their natural gas energy needs. This is where I was initially introduced to natural gas commodity trading. In the late 90s, I was recruited to go to work for Texaco Natural Gas/Bridgeline Pipeline Co. working in the deregulated natural gas sector. I eventually moved to Houston and was assigned to a joint venture between Texaco and Enron as a Texaco employee. I worked on the trading floor in origination and commodity trading to include natural gas storage. In 2001, I was recruited by Cleco Marketing and Trading to enter the electric power business. It was a logical step for many at the time to transition from natural gas to power, as the natural gas commodity was one of the primary fuels to generate electricity. I have been with Cleco since. The Cleco opportunity allowed me to bring my family back to Louisiana, which was a huge enticement because my wife and I were born and raised in the New Orleans metro region.

Were you always interested in the energy sector? It really was an opportunity that came up from a neighbor. A neighbor, who worked for LGS, asked me to consider applying for an open position at the company because I was very sales focused. I bit into it pretty hard once I began to understand that all business revolved around and was dependent on some form of energy to operate. I had no idea how complex the energy industry was and how integrated all the supply chain and building block compounds are in everything we touch and consume.

Eric Schouest oversees marketing, business development and governmental affairs for Cleco Power LLC, from the company’s Mandeville office. Cleco Power is a regulated electric utility of Cleco Corporate Holdings headquartered in Pineville, Louisiana. These operations are supported by 1,300 employees who serve approximately 290,000 customers across Louisiana. Schouest spoke with REGION about the lessons he’s learned, challenges he’s overcome, his biggest successes and his vision for the future of this critical industry.

At Cleco, you lead efforts in both marketing and government affairs. What's your approach to managing such seemingly different initiatives? Having both marketing and government affairs connected eliminates the silos that are created when they report to different leadership, business units, etc. When they are allowed to merge together, it creates efficiency and improves productivity when collaboration is immediate and connected to the same strategy. If economic development and marketing are struggling with a permit or a government process/ordinance, etc. creating headwinds for a new customer or an existing customer to grow, the government team can address this via public affairs and the legislative and/or federal levels immediately. In addition, the government affairs team is an extension of marketing/economic development when it comes to lead generation and intel.

Apart from your role at Cleco, you've been a board member for GNO, Inc. and the Northshore Business Council, as well as a representative for the Louisiana Legislative Advisory Task Force on economic recovery. Why was it important for you to serve the community in these specific arenas? It offers our company insights into assisting our existing customer base and connecting to a broader community of regional leadership, creativity and collaboration. Personally, it is an opportunity to engage and stay connected to the larger metropolitan areas Cleco does not service. I’ve always encouraged our employees to get involved in two areas outside of the specific job description in your career: 1) something that assists our customers and our company and 2) something that simply gives back to our community.

Cleco’s Vice President of Marketing & Government Affairs discusses his professional journey and the future of the energy sector

What have been some of the biggest challenges in your career, and how did you overcome them? Moving seven times in my career. The oil and gas and energy sectors require mobility to take on learning opportunities and advancement. It requires a strong family unit, and I’m blessed to have one. It takes patience, and it takes timing related to introducing change. Going through Hurricane Katrina as a new first-time general manager with Cleco was physically and emotionally the most challenging year of my life. I was responsible at the time for marketing, operations and government affairs for Cleco’s eastern district (St. Tammany & Washington Parishes).

What do you consider your greatest professional victory? Supporting, in every way, our “Blue Shirts” (that’s what we call our Power Line Technicians) who physically do all the work in restoring power safely and timely getting the lights back on to bring business back up for thousands of customers following the major hurricanes that have hit our service regions. Katrina stands out as the most impactful. I, along with our teams of employees, slept on the floor of our offices for a month during that restoration effort for our St. Tammany and Washington Parish service regions. Our entire transmission and distribution systems were significantly damaged. Cleco received the Tammany Award from the St. Tammany Chamber for outstanding company of the year regarding our efforts to bring the community back to normalcy.

What's one business lesson you wish you'd known at the start of your career? Timing. Knowing when to introduce a new idea or concept, or knowing when to go against the grain. The timing is not always that “live moment in the meeting." It requires patience and care in messaging. The message maybe isn’t for the entire group, maybe just one or two colleagues with fact-based comments in a calm environment/different setting.

When you consider the future of the energy sector, which focus areas do you think hold the most potential for industry growth and expansion? Electrification, which is the replacement of technologies that use fossil fuels with technologies that use clean energy sources, is upon us. The demand for renewables and carbon management are a huge opportunity for the Gulf Coast region of the country, specifically Louisiana with the oil and gas talent and the abundant workforce that is capable of transitioning to emerging technologies, while maintaining our existing “all of the above” energy sources. Monitoring adoption rates and trends of what end users want, related to a host of clean energy sectors, will be critical to growth in our energy intensive region.

In 2021, Cleco announced its own Environmental, Social and Governance (ESG) framework. How do you factor in that initiative with your marketing work? With your governmental affairs work? Events like the COVID-19 pandemic, extreme temperatures and natural disasters such as hurricanes, tornadoes and floods have demonstrated how interconnected the

world is, and as a result, there’s a renewed focus on sustainability all over the world. However, sustainability is about planning for the future, so it’s more than preservation of our natural resources. Our ESG framework explains what we’re doing to protect the environment as well as what we’re doing to manage social relationships and govern responsibly. Cleco Power is reinvigorating both its marketing and economic development strategies to support economic growth and our electrification initiatives, across our 24-parish service area, recognizing that industry electrification and renewable energy impacts require a strategy reset.

Through a focused, customer-centric strategy, Cleco is offering value-added solutions to our customers, while helping our communities grow through investment and job creation. This includes approaching targeted industries to bring new suppliers and manufacturers to the state and working with regional economic development organizations and national site location consultants to highlight the many advantages of its service territory. Leading these efforts for Cleco Power is Richard Cornelison who brings 27 years of experience in economic development from Oklahoma Gas & Electric. Cornelison has twice been named one of the top 50 Economic Developers in the country and has had success across all industry sectors. With a renewed focus on these activities, Cleco Power officials are partnering with key organizations to ensure growth and stability for the economy of Louisiana.

What role might other local organizations focused on economic development, workforce training and job creation play in the industry's success? Workforce training to adapt to the emerging energy technologies will be crucial to a sound and balanced energy transition. A robust state- and locally-led strategy that continues to update its economic development target sectors. COVID and supply chain issues have changed the way companies will operate. Reshoring of manufacturing should be a primary focus, for example. Solar panel and battery manufacturing, along with the hydrogen hub focus of the Gulf Coast region, are tremendous opportunities. It is critical that regional economic development organizations gain the training and feel connected to the larger metropolitan economic development organizations. The leadership of GNO, Inc. is on point and critical to educating and driving change and acceptance of new economic development target sectors. The sectors and targets will continue to change and will put immense pressure on our infrastructure. Infrastructure improvement and de-risking are key to attracting site-selectors and their quality clients to our region.

When your schedule allows for downtime, how do you stay refreshed and energized? I love sporting clays. It is my favorite pastime, and I have been actively competing and shooting since college (I was a member of the University of New Orleans Skeet Shooting Team). It is a thrill to introduce someone to a sport you can do your entire life. I also have been riding a Harley Davidson since I was 25 years old. I make an annual trip to the Smoky Mountains to simply get away. I am an avid boater and on the water with family and friends along the Gulf Coast when time allows.

GNO, Inc. and the many partners of H2theFuture met with Economic Development Administration Assistant Secretary Castillo to discuss how the $50M Build Back Better award will help the H2theFuture initiative transition the regional hydrogen energy sector away from fossil fuel-reliant forms of hydrogen and towards green hydrogen produced from renewable energy sources.

GNO, Inc. recently hosted our quarterly NOFAB (New Orleans Food and Beverage) event at NOCHI. NOFAB members had the opportunity to network with other food and beverage professionals in the region and learn from Propeller on access to capital.

The Metropolitan Crime Commission presented GNO, Inc. with the 2022 Community Leadership & Public Safety Award for the organization’s work to coordinate The NOLA Coalition.

GNO, Inc. recently met with university representatives from across Africa to discuss our GNOu and economic mobility initiatives.

GNO, Inc. and our Coalition for Coastal Resilience and Economy (CCRE) recently conducted our annual Coastal Legislative Trip series. This series serves to connect state legislators, regional officials, and business leaders with coastal scientists in site visits to witness coastal restoration and protection in action.

In October, our GNO, Inc. NextGen Council Policy Series focused on federal priorities, namely fair funding for coastal restoration and protection. Senator Cassidy reviewed the RISEE Act, his bipartisan bill to eliminate caps on offshore energy revenue shared with states and establish a revenue-sharing model for offshore wind. Attendees also honored King Milling, a regional business leader and coastal advocate, with a longstanding commitment to bridging business interests and the environment.

GNO, Inc.’s Director of STEM and Economic Mobility, Daphine Barnes,

NC.

GNO, Inc. enjoyed meeting with the Consul General of Ireland from Irish Consulate Austin and IDA Ireland, fostering collaboration and strengthening the Greater New Orleans Economy.

spoke about the HBCU Innovation Internship at the Young Smart & Local conference in Greensboro,

The International Economic Development Council selected GNO, Inc. as the Economic Development Organization of the Year, with a “gold” designation for communities with over 500,000 residents.

GNO, Inc. President & CEO Michael Hecht was recently a featured speaker during the 2022 World Trade Center Association (WTCA) Member Forum in New York City.

On October 7, T. Parker Host announced the grand opening of the former Avondale Shipyards as Avondale Global Gateway. The site has been transformed during the past four years into a global logistics hub for intermodal commerce.

The Healthy School Food Collaborative, a food services company dedicated to expanding access to nutritious meal options for students, families and communities, announced a $4.6 million, five-year expansion plan for its St. Tammany Parish facility on November 16.