Region Q2 2022 by Renaissance Publishing

REGION Q2 2022

GNOINC.ORG

Contents THE OFFICIAL PUBLICATION OF GREATER NEW ORLEANS, INC. Q2 2022/VOLUME 3/NUMBER 2

Greater New Orleans, Inc. President & CEO Michael Hecht Senior Vice President of Business Development Grady Fitzpatrick Chief of Staff Rachel Shields Vice President of Brand & Marketing Matt Wolfe Research Manager Harrison Crabtree Vice President of Advancement Sara Bradford Renaissance Publishing Editor Topher Danial Art Director Ali Sullivan Account Director Meggie Schmidt Production Manager Rosa Balaguer

6 Letter from the President 8 About Greater New Orleans, Inc. 10 By the Numbers 12 H2theFuture

How GNO, Inc.'s decarbonization initiative could power Louisiana industries with offshore wind.

16 A Merging of the Minds Inside the partnership and joint operation of World Trade Center New Orleans and GNO, Inc.

20 Mission to the Moon & Mars The NASA Michoud Assembly Facility is leading the creation of components for the Artemis Program.

22 Business Profile

Production Designer Meghan Rooney

Complete Logistical Services empowers local industries with qualified talent.

Chief Executive Officer Todd Matherne

26 In Conversation Bivian "Sonny" Lee, III on the importance of Son of a Saint's mentorship.

28 Photo Gallery

1100 Poydras St., Suite 3475 New Orleans, LA 70163 (504) 527-6900 gnoinc.org

31 Newsflash Gripnr

32 Newsflash 2021 Greater New Orleans Job Report

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 Meggie Schmidt at (504) 830-7220 or email Meggie@myneworleans.com

REGION Q2 2022

LETTER FROM THE PRESIDENT

elcome to the Q2 issue of REGION Magazine! Together, we are experiencing a transformational moment in Greater New Orleans. Thanks to the hard work done in offices throughout southeast Louisiana, the shape of our regional economy is changing in front of our eyes.. The energy sector, which has long been a job creator and significant driver of commerce, has presented a chance for Louisiana to remain an industry leader, thanks to the possibilities created by offshore wind exploration. Local companies are already doing work on projects in the northeast U.S., paving the way for explosive activity off the coast of Louisiana once permitting begins in the Gulf of Mexico. Beyond our borders, we have effectively doubled down on our commitment to growing the trade and logistics sector with our new partnership to conglomerate GNO, Inc. with the World Trade Center. The combination of our forwardthinking approach and their legacy operations will ensure that the region is being best positioned as an ideal location for global trade expansion. Speaking of expansion, the work done in New Orleans East at Michoud Assembly is out of this world—literally. Following decades of building the rockets that bring mankind to space, workers at the facility are hard at work creating the next generation of spacecraft that will bring the first Black woman to the moon, and the craft will eventually travel to Mars. Finally, we would like to introduce you to some individuals doing incredible work around the region. The team at Complete Logistical Services is redefining the world of marine staffing, and their origin story is rewarding to hear. You will also get to meet Bivian “Sonny” Lee, III, who is creating opportunities for children whose lives have been altered by loss. Each of these organizations and individuals demonstrate the power of the Greater New Orleans region and are paving the way for a brighter future. Thank you for your support,

MICHAEL HECHT GNO, Inc. President & CEO

REGION Q2 2022

IN A RUSH? WE KNOW: we’ve got a lot to say. Skim through the big concepts by looking out for our GNO Highlights.

ABOUT GREATER NEW ORLEANS, INC.

RELATIONSHIPS. RELEVANCE. RESULTS.

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.

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

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MEDIA

PUBLIC

PROSPECTS

TANGIPAHOA WASHINGTON

BY THE NUMBERS

Greater New Orleans BY THE NUMBERS Q2 2022 An economic snapshot of Greater New Orleans’ 10-parish market EMPLOYMENT & ECONOMY STATISTICS

POPULATION

EMPLOYMENT STATISTICS

31% of Louisiana’s population resides in Greater New Orleans

Metro Average Annual Wages

1,442,076

$58,188

SOURCE: U.S. BUREAU OF LABOR STATISTICS, Q3 2021

SECTOR OVERVIEW: ADVANCED MANUFACTURING

SOURCE: U.S. CENSUS BUREAU, 2021

JOBS

19,897 AVERAGE SALARY

ECONOMY

$75,974

41,960

663,616

Private Establishments

Civilian Labor Force

SOURCE: BUREAU OF LABOR STATISTICS,

SOURCE: U.S. BUREAU OF LABOR STATISTICS,

NOT SEASONALLY ADJUSTED, Q1 2021

NOT SEASONALLY ADJUSTED 2/22

GDP

$3.1B SOURCE: EMSI

56,786

4.5%

SOURCE: EMSI APRIL 2022 DATA

SOURCE: U.S. BUREAU OF LABOR STATISTICS,

Unique Job Postings

Regional Unemployment NOT SEASONALLY ADJUSTED 2/22

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FAST FACTS: TRANSPORTATION & TRADE

TRADE

$12.1B

Value of Exports from the New Orleans Metro Area

ANNOUNCEMENTS RECENT ANNOUNCEMENTS Coalition for Sustainable Flood Insurance returns In an op-ed published by The Advocate, GNO, Inc. President Michael Hecht announced the return of the national Coalition for Sustainable Flood Insurance. The coalition was formed more than decade ago and included just 12 members at the time. However, it now includes approximately 250 organizations committed to protecting flood insurance policyholders f rom experiencing unaffordable rate increases, as well as securing transparency f rom FEMA on methodology for rate calculation. “Now more than ever, flood insurance is important across America,” Hecht wrote. “Our coalition wants to see a National Flood Insurance Program that is fair, smart, and — as our name suggests — sustainable.” The full op-ed can be read on theadvocate.com.

largest U.S. metro measured by value of exports SOURCE: U.S. CENSUS BUREAU;

COST OF LIVING & REAL ESTATE OVERALL COST OF LIVING GNO Region: 99.3 U.S. Average: 100 SOURCE: EMSI

REAL ESTATE OFFICE Local Vacancy: 6.6% National Vacancy: 12.3% Local Rent: $20.05/ft2 National Rent: $34.72/ft2

U.S. EXPORTS BY METROPOLITAN AREA, Q4 2021

Local Inventory: 53.6M ft2

TRAFFIC

INDUSTRIAL Local Vacancy: 2.7% National Vacancy: 4.0%

Hours each year spent per person in traffic congestion

Local Rent: $8.69/ft2 National Rent: $10.33/ft2

That’s 20 hours less than the national average

Local Inventory: 81.5M ft2

SOURCE: INRIX TRAFFIC SCORE CARD, 2019

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

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

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DECARBONIZATION

H2theFuture: Powering South Louisiana

As the need and demand for green, renewable energy solutions intensif ies, GNO Inc. and dozens of public and private industry leaders believe their ‘H2theFuture’ initiative could revolutionize the way Louisiana’s industrial sector gets the job done. BY WILLIAM KALEC

trategically situated to take full advantage of the region’s greatest natural resource and most influential waterway in North American maritime commerce—the Mississippi River—South Louisiana’s Industrial Sector has been the economic heartbeat of the area for generations.

REGION Q2 2022

From the toe of the boot to New Orleans and westward, petrochemical facilities, oil and gas refineries, and other manufacturing plants employ thousands, create a need for dozens of outside support services and hundreds of indirect jobs, and produce a substantial economic impact. And yet, to stay viable in an ever-changing global marketplace,

DECARBONIZATION

these long-time pillars of local industry must continue to develop and implement new, increasingly efficient production methods. They are tasked with staying on the cutting edge of green technology while retaining (if not creating) jobs, and with establishing environmental and economic equity in the process. Accomplishing such a lofty goal requires outside-the-box thinking, ingenuity and no small amount of imagination. So, with that in mind, Louisiana Gov. Jon Bel Edwards’ Climate Initiatives Task Force released the state’s first-ever Climate Action Plan, a collection of 28 strategies and 84 specific acts to reach net-zero greenhouse gas emissions by 2050 without harming the local industrial sector’s viability and the area’s economic strength. In that same spirit, last year, GNO, Inc. affiliate Greater New Orleans Development Foundation submitted its H 2 theFuture proposal to the EDA’s Build Back Better Regional Challenge. The concept, which aims to decarbonize South Louisiana’s industrial corridor through the creation of a vast green hydrogen energy sector, was recently named one of 60 finalists for the $1 billion government grant.

THE TASK AND CHALLENGE “Decarbonization in Louisiana means something different than it does for most other states,” says Anthony Bodin, GNO Inc.’s Director of Business Development. “Here, it means reducing greenhouse gas emissions from the industrial sector— the primary carbon dioxide emitter in the state. “With most sectors that you’d want to decarbonize, electrification is now a viable possibility,” Bodin continues. “We’re talking about the electrification of power generation, transportation, and energy storage, whether that’s through wind, solar, hydro, or biofuels. However, in the petrochemical industry, electrification not a viable possibility. To date, only the burning of hydrocarbons can attain the high heat demands necessary for certain chemical processes. A pure replacement of traditional energy sources with renewable energy doesn’t work.” When it comes to greenhouse gas emissions, Louisiana is unique compared to other states, where transportation or energy production are the main sources of greenhouse gas. In Louisiana, the industrial sector accounts for 65 percent of the state’s overall greenhouse gas, compared to a U.S. average of

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DECARBONIZATION

roughly 20 percent from the industrial sector. Louisiana is one of the top producers of carbon-intensive energy resources in the entire country. For more than a half-century, those enormous facilities have relied on a variety of non-renewable feedstocks to power their operations, including natural gas, ammonia and coal used to extract “grey hydrogen.” It might surprise many to learn that the technology to produce a renewable hydrogen feedstock, “green hydrogen,” has existed for decades. Green hydrogen is extracted by splitting the elements of water (oxygen and hydrogen) through electrolysis. Hydrogen is harvested for

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future use, while oxygen can be released in the atmosphere with zero negative environmental impact. However, green hydrogen hasn’t been widely used in large-scale refining or petrochemical production in Louisiana because it hasn’t been a cost-competitive alternative, and the necessary renewable fuel source to power the hydrogen extraction process has been difficult to establish. Options for renewable energy sources include solar, wind and biofuels, but solar energy requires scale and acreage that is not sufficiently available in South Louisiana. For a variety of reasons— cost and conflict with farmland —solar developers can’t secure enough acreage

for large scale projects. Meanwhile, Louisiana doesn’t have enough wind to satisfy the needs and demands of onshore wind farms.

THE PROPOSED SOLUTION Where onshore winds might pose logistical and operational challenges, offshore winds are a different story–which is why utilizing an already-established infrastructure to corral those winds and produce clean hydrogen is the innovative backbone of the H 2 theFuture proposal. “Louisiana’s 70-year legacy in offshore maritime work is responsible for the construction and operation of one of the most expansive offshore oil and gas platform networks in the world,” says Alexandra St. Pé, Senior Development Manager at RWE Renewables, an industry leader and innovator in renewable energy solutions. The company announced in March that it would collaborate with GNO, Inc. and the GNOwind Alliance to develop the offshore wind sector in Louisiana, as part of RWE’s ongoing effort to support economic development engines and their supply chains across the country. “The skills needed for an offshore wind workforce closely align with the knowledge and expertise of Louisiana’s existing oil and gas workforce,” says St. Pé. “From specialized jacket fabrication to conceptual offshore engineering, coastal Louisiana has the talent and experience to complete any offshore work, allowing for swift and cost-effective offshore development, construction and operations. “In addition, decarbonization will unlock a flurry of new business development activities and investments that identify, attract and grow businesses across the offshore wind and clean hydrogen value chain,” St. Pé continues. “This includes new opportunities for establishing local manufacturing capabilities and new companies thanks to the proliferation of ground-breaking clean hydrogen research activities, which will provide innovative solutions that de-risk low carbon hydrogen investments at commercial scale.”

DECARBONIZATION

Supply vessel for green energy industry offshore wind turbine development off the East coast UK supplying zero carbon electricity companies

It is estimated that with two offshore wind farms in the Gulf of Mexico, 65,000 new jobs would be created. Additionally, the construction process would increase Louisiana’s GDP by $445 million. In less than 30 years, the number of hydrogen-related jobs in the country stands to increase by 300 percent. “To do that, not only would it be environmentally sound, but the job creation potential that would arise from it would be substantial,” Bodin says. “It would also retain a lot of jobs. There’s a very interesting correlation and transferability between offshore oil and gas service workers—maritime workers, crew transportation services, fabrication, and maintenance companies—and the needs for large-scale offshore wind generation.” In mid-March, Greater New Orleans

Development Foundation submitted Phase 2 of its ‘H 2 theFuture’ proposal to the EDA. The more-detailed, moreconcrete report dove deeper into the five interrelated projects designed to jumpstart the green hydrogen cluster’s growth, including a physical and programmatic hub (including a prototyping and testing facility), workforce training, net-zero carbon emissions business development, university applied research investments., and an end-use demonstration project. While a full green hydrogen cluster will take time to come to fruition (hence the 2050 net-zero emission end date set by the state), several H 2 theFuture projects would be in the immediate works if the EDA awards Greater New Orleans Development Foundation an implanta-

tion grant. For instance, the technology exists for hydrogen-powered tugboats that can traverse the lower Mississippi, but the infrastructure to support that switch—namely fueling capabilities— doesn’t exist currently. One of the proposed H 2 theFuture projects would begin to address this deficiency, with the end-use demonstration project—a bunkering barge at the Port of South Louisiana that will deliver hydrogen-derived fuels to tugboats. “Our project partners, such as the Port of South Louisiana, understand the importance of something like this cluster because their customers and tenants are communicating the need to decarbonize their processes,” Bodin said. “The goal, in this case, is to fill a very apparent gap in the value chain for renewables.”

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WORLD TRADE CENTER

A Merging of the Minds

Partnership between GNO, Inc. and WTCNO is a win-win BY SUZANNE PFEFFERLE TAFUR

etting the world know Louisiana is open for global business, the respective boards of the World Trade Center New Orleans (WTCNO) and Greater New Orleans, Inc. (GNO, Inc.) have approved an operational partnership between the two organizations. WTCNO will move into GNO, Inc., forming an International Trade division within the entity. In addition to a dedicated international trade division, the WTCNO offers GNO, Inc. global recognition, along with access to all World Trade Centers. At the same time, GNO, Inc. provides the World Trade Center with wraparound services and support of a successful economic development organization, says Michael Hecht, President & CEO of GNO, Inc. “Together, both organizations are going to be stronger,” he says. Established more than 75 years ago as The International House with the goal of promoting international trade following World War II, WTCNO was the first of what’s become more than 300 World Trade Centers, spanning nearly 100 countries across the globe. Since its conception, WTCNO has hosted dignitaries from around the world while fostering peaceful international relations through diplomacy and free trade. “There’s a rule of thumb in every business, that either you acquire, be acquired, merge or you go out of business,” says Ed Webb, CEO of WTCNO. “The board of directors looked at me and said, ‘The last option is not an option.’” Webb felt that nonprofits—and not just the World Trade Center—were struggling. “We had money in the bank, and we have over $2 million in our foundation, but we weren’t growing,” Webb says. “And with the pandemic, and then supply chain challenges, we kept seeing more businesses struggling.” Webb consulted with his board leadership about the organization’s next step. “You have to pivot. Rethink what you’re doing today, and look toward the future,” Webb says, adding that inevitably, discussions about acquiring or partnering with other organizations followed. “The World Trade Center, in its core function, is international economic development,” Webb says. “The more we began talking to these other organizations, and talking to Michael, it

REGION Q2 2022

made sense to partner.” Webb commends his board for pushing the partnership concept forward and helping the finished product come to fruition. “It’s a very non-selfish board, doing the right thing for this organization, for this community and for the state,” he says. With direct GNO, Inc. support, existing WTCNO programs and services—business development, trade policy, trade committees, along with awards and events—will be enhanced and unfurled statewide. Webb believes that in simplest terms, the partnership combines two stellar organizations—one that needed a “lift” from an

WORLD TRADE CENTER

aggressive, progressive organization, and another that wanted that an international element in its fabric. “Michael realizes, like we all do, that we’re a global economy,” Webb says. “He is on a roll right now with some great things that he’s doing here. And he just came to us and said, ‘Look, I need this in our equation. So let’s make this work.’” Webb calls attention to Hecht’s “incredible reach” and his fresh message. “GNO, Inc. never really settles on one idea. They keep pushing the envelope, and getting it better,” says Webb. “In this current and future economy, people want new ideas.”

The synergy that comes from sharing an office is also exciting, Webb adds. With a history dating back to 1902, GNO, Inc.—one of the top economic development organizations in the country—attracts companies, jobs and wealth to southeast Louisiana, and in doing so, creates a better environment for business investment in the region. As for how GNO, Inc. will benefit, creating a dedicated international trade division within the organization and gaining access to over 300 World Trade Center locations around the world will help the economic development engine both expand its re-

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WORLD TRADE CENTER

sources and gain traction in new territories. Hecht says that, although GNO, Inc. is renowned locally, it’s not well-recognized outside of Louisiana, whereas the World Trade Center is a global brand. “It now gives us much better global brand name recognition.” Hecht says that, together, the organizations will focus on three goals: encouraging investment in Louisiana from foreign companies; seeking opportunities for local and state companies abroad; and working on policies or issues that impact international trade. Not only will the two organizations benefit from the partnership, but Louisiana will as well. “As we’re coming out of COVID—and now with the war in Ukraine—international trade, particularly global supply chains, are being reshaped in the most dramatic way in decades,” Hecht says. “If Louisiana is able to focus on these changes, and how we can take advantage of them, it’s going to mean new opportunities for us in the future, in terms of both trade and foreign direct investment. The World Trade Center at GNO, Inc. will now be driving this focus.” Hecht says the WTCNO, first formed in New Orleans, now has the opportunity to reassert its historical place as one of the premier World Trade Centers across the globe. “This will benefit the overall reputation of Louisiana as a premier trade destination,” he says. Webb says the partnership signals to international ports that Lou-

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isiana is developing relationships beyond the state and the country. “Louisiana is open for global business,” Webb says, “and we’re serious about it.” The model of “WTCNO @ GNO, Inc.” is based on other successful partnerships, such as one in Houston, where the World Trade Center is housed at the Greater Houston Partnership. WTCNO will begin to operate out of GNO, Inc. this spring. Greg Rusovich, who will serve as the inaugural chair of the Trade Strategy Task Force for the combined entities, expects the partnership to pave the way for a surplus of statewide jobs and business. “Frequently, we’ll find that when strong organizations come together, it gives an opportunity for scale,” he says. “And it gives an opportunity for depth, to be able to reach out to the global market with a single voice. And that single voice and focus—or, international trade—can be a tremendous assist for the state in growing our global trade and growing our ports.” Rusovich acknowledged that organizations in Louisiana “speak with many different voices,” which sometimes leads to parochialism and confusion abroad. The partnership creates a single voice that’s aligned to speak on international trade, to serve the global market and to all be on one team. “Entities around the globe will come into Louisiana, or look at Louisiana, and see a lot of different entities doing the same thing, or speaking with different voices,” he says. “It’s important to be aligned with our strategies, with our marketing efforts, and with our service capacity.”

MISSION TO THE MOON

The Mission to Moon & Mars Begins at Michoud BY WILLIAM KALEC

t’s Monday April 4—the day after what was supposed to be the big day—and Lonnie Dutreix, the director of NASA’s Michoud Assembly Facility in New Orleans East, exudes a natural sense of excitement and energy as he talks about the possibilities that lie ahead. After the initial attempt at a “Wet Dress Rehearsal” of NASA’s Artemis I Space Launch System (SLS) rocket was delayed a day, Dutreix and his vast team of engineers couldn’t help but to eagerly anticipate watching this first step, which has been years in the making. “You spend a long time on something, you put a lot of work into it, and you wake up this morning and you begin to see all that pay off,” Dutreix says. “Very exciting. The launch is the beginning. It’s like sending your kid to preschool for the first time, but what you’re really focused on and waiting for is them graduating from college.” An 800-acre complex situated near the Orleans Parish/St. Bernard Parish line, Michoud and NASA’s relationship dates back 60 years, the latest chapter being Michoud’s role in manufacturing components to be used in the multi-phase Artemis Program—a decades-long mission that will establish a presence on the moon, return astronauts to the lunar surface and eventually travel to Mars. The most noteworthy task handled by Michoud is the construction of the world’s most powerful rocket that will land the first woman and first person of color on the moon when Artemis II launches in Spring 2024. Creating and assembling the 212-foot SLS Core Stage—the backbone of the rocket in layman’s terms—and designing it so it’s capable of handling not only Artemis’ massive payload, but also the force generated by four RS-25 engines and a series of rocket boosters, presented workers at Michoud with a unique challenge. So how did they answer that challenge? Through a variety of old trusted methods that date all the way back to the Apollo missions coupled with modern innovations—such as cleaner, more efficient fric-

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tion stir welding—and state-of-the-art robotics. For example, Dutreix explains that much of the testing and analysis on different aspects of the SLS Core Stages could now be done through various software applications and simulations instead of actual physical (and often destructive) trials. “The job is still the job, but it’s changed from someone with a welder in their hand creating sparks, to now someone has to go fix the robot,” Dutreix says. “So there was a lot of, ‘Let’s take advantage of what already exists,’ but also, ‘What new tooling and techniques can we use to build a rocket in today’s environment?’ “As I tell our engineers, the laws of physics haven’t changed since the days of Isaac Newton, but the techniques and technology to do what you do certainly have.” The challenge from this point forward (now that the blueprint has been cemented with the Artemis I and Artemis II SLS core stages), Dutreix says, will be to construct future iterations of Artemis rockets more efficiently and in a more cost-effective manner. “As you might guess, with any first-time build, we learned a lot of lessons,” Dutreix says. “And you take those lessons and refine and better your processes so that you can get faster in future builds. You’re looking for repeatability—to do what you’ve already done again at the same high standard—but you’re also looking to make things easier and improve efficiency. You keep turning a corner—the first one is built, the second one is almost done, now we’re examining the routine— manufacturing techniques, parts supply, fabrication—and how to make it better.” Michoud’s multiple contributions to NASA’s Artemis missions marked a revival for the facility after its long-term relevance was in serious doubt roughly a decade earlier. Near the end of his first term, then-President George W. Bush announced that NASA’s Space Shuttle Program would conclude in 2010, thus ending a 37-year alliance with

MISSION TO THE MOON

Michoud. A series of layoffs followed, and for the first time since it forged a role in manufacturing components for space exploration, Michoud’s workforce dipped well below 1,000 employees. Michoud’s fortunes turned 180 degrees 18 months later, when NASA decided the South Louisiana assembly facility would construct the components of its new “heavylift” rocket (which eventually became the Artemis missions in 2017) right here in South Louisiana. “When Shuttle Program ended, it was the end of an era,” Dutreix says. “And what came next was unknown, specifically when it came to the future of Michoud. Just a lot of uncertainty. So the Artemis Program has infused a lot of life into this place and reintroduced Michoud’s role back into the hearts and minds of the people of this area. “You used to go to dinner in New Orleans and wear a NASA pin, and the waiter would think you’re from out of town. But with Artemis and the great job our team has done with outreach, it’s gotten people in the community excited. It’s not Michoud’s rocket. It’s not NASA’s rocket. It’s our rocket. It’s the nation’s rocket, and we’re building it right here.”

BUSINESS PROFILE

Staffing Solutions Complete Logistical Services f inds the right f it for employers and candidates every time. BY MISTY MILIOTO

hen Spencer Sens founded Complete Logistical Services in 2010, with the goal of providing on-site logistics services for ships at port, his guiding mantra was, “I can do it.” This was a mindset he used to position himself as a go-to resource

REGION Q2 2022

when clients needed critical and time-sensitive support. However, when he began to receive requests for mariners on a regular basis, Sens realized there was a market demand for contractual mariners but few providers with the knowledge or experience to deliver those services. So, Sens responded in stride: “I can do it.”

BUSINESS PROFILE

Angela Verdin, President of CLS

From there, CLS evolved into a dedicated personnel company, and the only change to Sens’s original can-do principle was the pronoun: “We can do it.” “With a limited talent pool of about 30 to 40 mariners, CLS initially assigned an average of five to 10 contractors at one time, across various offshore vessel positions,” says Angela Verdin, President of CLS. “Today, CLS averages well over 100 assigned mariners across various industries, including divers, surveyors, captains, mates, etc., and we now offer staffing services to other industries across the New Orleans region, including warehouse and production line workers and managers, sales and vari-

ous operations personnel.” CLS now works with more than 250 clients across four continents and manages a portfolio of more than 4,000 skilled and experienced candidates capable of performing key tasks for clients. The company’s new diversified division launched a year ago, allowing CLS to expand its staffing services to other industries like commercial and heavy civil construction, renewable energy, oil rig drilling and gas, warehousing, administrative support, IT, commercial construction, engineering, transportation and more. “The diversified division has gained more momentum than we could have dreamed,” Verdin says. “The creation of this division moved CLS from a marine-specific arena to a world of staffing with no limits. Recruiting, hiring and building a winning team for this internal endeavor has been the key to our success. It is a testimony to our

staffing capabilities.” Those capabilities, it turns out, are enormous. CLS utilizes wide industry connections to cut through organizational levels and quickly put candidate information in front of decision-makers quickly. The company also maintains a fully vetted labor pool standing by for the right fit and the right opportunity. “The staff at CLS are experts in the field of recruiting and placing employees, and we take the guesswork out of the hiring process,” Verdin says. “We know how to screen candidates so employers don’t waste time with bad apples.” Of course, the current state of the labor market has significantly changed the game. “In more recent scenarios, we have been sought by employers who are desperately in need of staff,” Verdin says. “Our team is dedicated to finding the right fit for each employer and candidate every time. For employers, we use

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BUSINESS PROFILE

tools and technology to ensure that we have a thorough understanding of each role and requirement. For employees, we have a person—not a bot—screen every resume and work closely with individuals to gain a detailed understanding of their qualifications, personality, wants and needs. This ensures that each candidate submitted to our clients is suited for the long haul.” CLS also attends numerous job fairs both within the Greater New Orleans region and across the state. The company will be attending Rigzone’s Louisiana Oil & Gas Job Fair in Lafayette on June 22. “We also work with local colleges and universities, and the Louisiana Workforce Commission, to source labor and put people to work,” Verdin says. “We are currently in the process of setting up a mobile job fair in the New Orleans region with the LWC.” Two other dominating themes have contributed to the company’s success: focusing on family and eliminating unnecessary bureaucracy. “Family is the foundation of what we do,” Verdin says. “As an organization, CLS wants to support our own families, and the families of others by allowing people to work in an environment where they can grow and thrive; where they are happily engaged and involved in the combined success of the business and themselves. We also encourage people to speak up when something needs to be said, even if it means going against a higher-ranking opinion, and we always color outside of the lines when it comes to giving back to our people and the community.”

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BUSINESS PROFILE

These commitments are outlined in the company’s core values, which include being stronger together, weathering storms as a team, taking ownership and responsibility, having a positive attitude, going the extra mile and doing what it takes to ensure that business runs smoothly. According to Verdin, clearly defining the company’s principles—and basing them on employees who exemplify the company’s organizational ideals—was a defining moment for CLS. “It has inspired great success, and now, as part of our hiring process, it ensures that we continue to onboard the right talent

for a wildly successful future,” she says. “We are super excited about the opportunities ahead.” The future is bright for CLS. The company has set ambitious one-, three- and five-year growth targets—all of which depend on active participation of its employees. “We practice open-book management, sharing specific performance details with employees each month,” Verdin says. “This naturally creates a sense of ownership throughout the organization. With that sense of ownership comes a drive to reach substantial goals.”

PERSONAL PROFILE

IN CONVERSATION WITH

Bivian “Sonny” Lee, III Since 2011, Son of a Saint has transformed the lives of more than 200 fatherless boys in New Orleans through outreach, mentorship, education, service and community building. Founder Bivian “Sonny” Lee, III, was inspired to develop the organization’s mission and programming after experiencing hardships following the death of his father, former New Orleans Saints defensive back, Bivian Lee, Jr. With Son of a Saint, Lee strives to provide other young boys whose lives and opportunities have been altered by loss with a pathway to success and prosperity, ensuring that tragedy and circumstance do not limit the potential of local youth. Lee spoke with REGION about his journey so far, his inspirations and the future of his organization.

REGION Q2 2022

PERSONAL PROFILE

Q: How did you get started on your career path? I was raised in New Orleans, went to St. Augustine High School and went on to graduate from the University of New Orleans. The city of New Orleans is central and core to my identity, so I’ve always been aware of investing in my community because it’s poured so much into me. Immediately prior to founding Son of a Saint, I served as chief aide to Tom Benson, owner of the New Orleans Saints. Before that time, I also served as the Director of Operations for the New Orleans Zephyrs AAA Baseball Team and Director of Programs for the New Orleans Jazz Institute. These collective experiences inspired me to give back to the community, so I started Son of a Saint. Q: Son of a Saint operates on a very specific mission, which is rooted in community outreach and mentorship. Did you always envision yourself doing this kind of work? Initially, I did not see this for myself as a profession, but being of service is something that I’ve participated in at some capacity my entire life. Whether it was volunteering for community service through school or summer programs or helping out at a local animal hospital during my adolescent years, to later becoming a youth mentor in my early 20s, I’ve always had a passion to give back to others. Q: What are some of the biggest lessons you hope to impart on boys entering Son of a Saint program? In turn, what are some of the biggest lessons they’ve taught you? I hope to teach the boys perseverance and sustainability. It’s all about the long game; it’s not about the short game and instant gratification. I want them to learn that you are the company you keep, and to surround themselves with great people, and to distinguish the difference between good and bad characteristics. I also want them to learn how to be independent, cultivate their natural talents, tap into their uniqueness and utilize their individual voice. They’ve taught me patience and authenticity, and

how simple wins are just as rewarding and powerful as the bigger wins. They’ve also taught me to invest in people and to cultivate their best qualities early to yield the best results.” Q: Who was the most impactful mentor in your life? I’m blessed that each chapter of my life has ushered in someone who I needed at that time. My Uncle Warmoth Guillaume when I was younger, followed by the collective of teachers and coaches at St. Augustine High School, and then Mr. Benson in adulthood. The exposure, experiences, places and people, unknowingly at the time, have greatly impacted my life and shaped who I am today. Q: You’re the current monarch of Krewe de Nieux. How did you come to be involved with the Krewe? In mid-2021, I received an invite to join Krewe de Nieux, which is a collective of like-minded entrepreneurs dedicated to promoting a better New Orleans through business, community and culture. My primary connection was through Michael Hecht and Tim Williamson [Idea Village co-founder]. From there, I got acquainted and more engaged with this impressive and inspiring group of people throughout the remainder of 2021, and began my official term as Krewe de Nieux Monarch this past February, just before Mardi Gras. I was presented with the opportunity to take on the leadership role and I knew it would be something more than worthwhile to pursue, not only on behalf of myself but also as a key representation for the work of Son of a Saint. Q: Why is it important for you to support other startups in New Orleans? We have a burgeoning pool of dynamic talent across myriad industries throughout Greater New Orleans. I strongly believe if we can create successes amongst the current startups, and elevate them to their highest potential, it will serve to attract more to enter our area and strengthen our region. It’s what we need,

and this is the time to go after it. Q: What kind of impact do you hope to see Krewe de Nieux (and other local startup development organizations) make on our business environment? I hope to see all the collective efforts raise the bar for business in this area. Whether it’s Krewe de Nieux or other similar groups, I want to see the successful work of startups and dedicated entrepreneurs create a ripple effect that ultimately elevates our community—economically, culturally, socially and politically. The positive outcomes and impact that could result from this type of work, and its related opportunities, are far-reaching and potentially limitless. Q: What trajectory do you hope to see for Son of a Saint in the next five years? I hope to see our mission continually applied to the communities to solve youth issues. I feel that our organization will continue to grow—hopefully doubling or tripling in size—if we continue to cultivate mentorship and support. I hope to see more mentees transform their lives, their families’ lives and their community through independence, self-sufficiency and applying all they’ve learned from the Son of a Saint experience. I want Son of a Saint to become engrained in the culture and fabric of New Orleans and synonymous with the best of the city, like gumbo, jazz, red beans and the fleur de Lis. Lastly, I would love to see mentees return to our program and become Son of a Saint mentors themselves, as well as great fathers to their own children. Q: What are you most excited about right now, either personally or professionally? Professionally, I’m looking forward to graduating from the University of Notre Dame with an Executive Master of Nonprofit Administration, and then the grand opening of the new Son of a Saint headquarters, “A Home for Our Boys.” I’m personally excited for spending time in the pool and grilling out this summer with my son, Tenzin. He’s growing up so fast.

GNOINC.ORG

PHOTO GALLERY

CONSULT AND CONNECT At Consult and Connect we hosted site selectors f rom all over the country to show off everything our region has to offer.

HBCU STEM CONNECT INTERNSHIP For our HBCU STEM Connect internship, we partnered with regional companies to cultivate a diverse, highly skilled workforce that will be a talent pool that will attract and retain business in our region. This paid internship matched students f rom Xavier University of Louisiana, Dillard University, and Southern University at New Orleans with local companies to gain marketable, skilled training in their STEM pathway.

RISK RATING 2.0 PRESS CONFERENCE The Coalition for Sustainable Flood Insurance (CSFI) convened parish presidents f rom across the Greater New Orleans Region to discuss the impact of Risk Rating 2.0, FEMA’s new pricing methodology for the National Flood Insurance Program (NFIP).

REGION Q2 2022

PHOTO GALLERY

ANNUAL LUNCHEON At our Annual Luncheon, Michael Hecht, GNO, Inc. President and CEO, discussed various sectors, opportunities and topics in our region, such as the startup community, South Louisiana ports, offshore wind opportunities, clean hydrogen, tax reform, education/ workforce development, flood insurance, inf rastructure and economic opportunities for all.

MUSIC FETE This year’s Music Fête was a huge success! Music industry professionals learned about the New Orleans Music Economy initiative and new business opportunities and incentives in Louisiana.

PATRON PARTY Investors and stakeholders f rom our region were invited to our annual Patron Party, where we thanked them for their contributions and support throughout the year.

GNOINC.ORG

NEWSFLASH

Gripnr, a New Orleans-based Web3 technology company bringing tabletop games to the blockchain, announced its initial $2.5M investment round alongside its first 5E game and genesis NFT collection, The Glimmering. With The Glimmering’s launch, which is scheduled for Summer 2022, Gripnr is leading the charge on establishing an industry-standard protocol for all tabletop Role Playing Games looking to build on the blockchain. With their initial funding, Gripnr will design the gameplay, build the on-chain gaming platform and launch the genesis NFT collection. In addition, they will use their treasury to finance and support the release of more tabletop games and other game designers and artists who want to utilize the company’s new protocol.

REGION Q2 2022

GNOINC.ORG

NEWSFLASH

In April 2022, GNO, Inc. and Bank of America released the 2021 Greater New Orleans Jobs Report, showcasing the region’s job market, industry trends and workforce metrics. This is the latest installment in a series of annual studies that provide a comprehensive analysis of the jobs that will drive the region’s economy over the next decade. Key findings include: • In Greater New Orleans, 76% of all jobs require some form of education, training or experience beyond a high school diploma. • Nearly 25% of the of the civilian labor force in the U.S. possess some sort of certification or license. • In 2020, there were over 15,200 higher-education completions in Greater New Orleans, with bachelor’s degrees accounting for 45% of all completions. • There are over 89,000 STEM jobs in Greater New Orleans.

REGION Q2 2022