The Times: Silver & Gold 2017 by Rushing Media

W E D N E S DAY JULY 26, 2017

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WEDNESDAY, JULY 26, 2017

GIVING LOCALS EXTRA TIME BUSY BEE IMPROVING LOCAL QUALITY OF LIFE

COURTESY

Busy Bee started in 2014 when Jennifer Hebert said she realized she had too many things to do and not enough time to get it done. Now, it’s a full-service business that helps locals daily.

BY CASEY GISCLAIR

casey@rushing-media.com While working an oilfield job in 2014, Jennifer Hebert said her plate was full. She had a million things to do and only a little bit of time to get it all done. “It dawned on me that I needed a personal assistant,” she said. Looking around her, Hebert said she noticed that a lot of other people had the same problem – too many tasks on the to-do list and only 24 hours in a day to get them done. That was when The Busy Bee Transportation and Concierge Services was born. With its roots planted in 2014, the Thibodaux-based business is focused on giving locals more time to relax in their busy, hectic schedules. Hebert said the business has grown since its beginning, now possessing an all-encompassing array of tasks designed to raise one’s quality of life and overall happiness. The company’s website said the business’s goal is to identify the need for quality time in life, while also allowing locals to seek balance and simplicity in one’s professional, social and home life. Hebert said the work is fulfilling because every, single task involves working closely with people and helping them find happiness in their lives. “It’s fulfilling,” Hebert said. “Every day, it is.” Busy Bee does just about everything to make life easier. The company has a staff of friendly, dedicated employees who strive to make the client’s life as easy as possible. Have to work late and don’t want to run those pesky errands? Hebert said Busy Bee can do that without one ever needing to leave the house. The company also is capable of handling grocery stops, dry cleaning drop off and pick up, package prep and shipping, post-office trips, pharmacy trips, taking items for repairs and the purchasing of basic home and office supplies – the stuff folks otherwise wouldn’t look forward to doing if they had to take care of it themselves. The company also offers a wide range of transportation services, including trips to and from the airport or a cruise, as well as special events like weddings, prom, graduations or even a doctor’s appointment. Need a designated driver? Hebert said Busy Bee can do that, too, offering transportation services for folks who plan to go out on the town. “We do transportation to and from

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Busy Bee has a traveling fleet, featuring multiple vehicles and trailers, which allows for safe transportation to and from cruises or the airport.

“I’m sitting in my office while still in the oil and gas industry at 8 a.m. thinking about the errands I had to run that day and it dawned on me that I needed a personal assistant.” Jennifer Hebert casinos and restaurants,” Hebert said. “We run errands. We do really anything in between.” Hebert said what makes the Busy Bee work is the willingness of the company’s staff to do the work necessary – all with a smile. According to Busy Bee’s website, the company also specializes in event planning and can help locals plan their holiday parties, company gatherings, birthday parties and even surprise affairs. The ability to do those types of things, while offering such a wide range of services, Hebert said, has been vital to the company’s early success. The business has a fleet of vans and

trailers, which can carry more than a dozen passengers at a time, including luggage. “I feel that the reason we’ve been a success is because of the wonderful team I’ve put in place,” Hebert said. So with a great start in its inaugural years, Hebert said Busy Bee is looking to continue to build its hive, so to speak, planning to expand further throughout Lafourche and Terrebonne and even beyond. Hebert said the transportation area of the business is one spot where she thinks additional growth can be achieved. The business aims to expand its auto-

mobile fleet in the future to meet those needs that locals have. “We plan to add additional transportation services,” Hebert said. “We want to do so throughout the Tri-parish area.” Because after all, Hebert said the company is providing locals something that is invaluable and can never be replaced: time. She said she’s grateful for the community support Busy Bee has received, adding that it’s, been joyous to be able to make locals’ lives easier through the company – something she hopes can continue into the extended future.

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DECADES OF EXPERIENCE STEPHANIE HEBERT HAS WINNING TEAM BY HER SIDE BY KARL GOMMEL

karl@rushing-media.com Stephanie Hebert can finally take some time to relax. After more than a decade of long days and seemingly endless nights at her insurance agency, she is able to have some time to herself. She has a capable and experienced team around her that does a lot of the heavy lifting. Hebert has been in the insurance business for almost 30 years, something she only got into by chance. After a divorce left her a single mom, Hebert needed a way to make ends meet, and she followed her father Stephen’s suggestion to sell insurance. After five years in the business, she branched out on her own and opened up the Stephanie Hebert Insurance Agency in December 1994. With a new company and only one employee, Hebert suddenly had an empty client list she had to start building up. According to her, in those early days the key to a growing business was constant calling and being involved in the community. She joined the Houma-Terrebonne Chamber of Commerce to meet business leaders and other clubs to make herself even more familiar with local faces she already knew well. “I joined the chamber, I joined all these organizations, Kiwanis, I got involved,” Hebert said. “And I was fortunate that I knew a lot of people, too. That helps. I wasn’t a stranger coming from out of town.” In 1999, Hebert purchased a retiring insurance agent’s business, which increased her company fivefold. Hebert said the purchase made her feel like she was starting all over again, as she now had a lot of debt to pay off. Hebert was once again working late into nights to satisfy her new customers and continue to grow her business. Hebert said five years after that acquisition, her company had doubled in size again. Today, Hebert has eight full-time em-

ployees and one part-time worker. Her agency sells a variety of insurances from home to auto to boat to life and can also provide financial services for customers. Hebert said she has a specialized team that handles most of the dayto-day and policy work for customers while she overlooks the bigger picture, something she describes as “working on the business, not in it.” Hebert credits her experienced team, featuring employees like office manager Brandi Verret (16 years with Hebert) and customer service representative Mitzi Nelson (17 years), with her company’s ability to stay successful. “I think the key is the people that you surround yourself with. I couldn’t do this without them. There’s no way,” Hebert said. Though insurance is always a necessity and Hebert’s company is not directly tied to production in the Gulf of Mexico, she said the local economic downturn has taken its toll on her business as well. According to Hebert, more locals are shopping around for any discount they can get in these lean times, something she understands. However, Hebert said she has seen a tick upward in 2017. “It’s turning, and I think it’s getting a little better than it was the past year or two. We’re having a nice year, so that’s a good thing,” Hebert said. While the insurance industry has changed considerably, as the rest of the economy has, with new technology since 1994, Hebert’s company has stayed true to some of its early drivers of success. She still actively pushes community engagement on a number of fronts. She is involved in local groups like the chamber and the South Central Industrial Association. Hebert said when she is unable to go, an employee will step in to make sure the agency keeps its finger on the business community’s pulse. The agency also raises money for a local charitable cause every three months. “I believe that I take from the commu-

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Stephanie Hebert has almost 30 years experience in insurance. Now, with a full-fledged team by her side, Hebert said her business is reaching new heights.

nity, so I need to give. When you get so much from the community, you need to give back,” Hebert said. Hebert said she did not know what she expected when she first starting selling insurance. However, the profession has captured her, and the enjoyment it brings is what has helped keep her business tenured on Houma’s east side for so

long. “If you don’t like what you do, it’s not going to work,” Hebert said. “I love my customers, I love the people that work for me and work with me. Our team, it’s a good team – it’s one of the best teams I’ve had.”

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FAMILY OWNED AND PROUD CHET MORRISON CONTRACTORS GOING 3 DECADES STRONG

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Chet Morrison Contractors has a wide range of services, from marine construction and abandonment of oil and gas infrastructure to fabrication and installation of heavy structures – both onshore and offshore. Open since 1983, the family business continues to thrive and evolve, even as the local economy struggles to push forward.

BY CASEY GISCLAIR

casey@rushing-media.com Chet Morrison Contractors has a wide range of services, from marine construction and abandonment of oil and gas infrastructure to fabrication and installation of heavy structures – both onshore and offshore. But while the projects may change, one thing does not – the business’s commitment to its employees and clients. Open since 1983, the family business continues to thrive, even while the oil and gas industry evolves and fluctuates daily. With its corporate office at 9 Bayou Dularge Road, the business continues to treat people right – a business staple, dating back to the first day the company opened its doors. “We believe in doing the right things for the right reasons,” said Kelly Morrison Reeves, the vice president of marketing within the company. “And that goes for how we treat our employees and

our clients. Our vendors have also been instrumental in our successes as we see them as necessary partners in delivering seamless execution.” Lately, things have been busy for the local business, including a couple bigtime projects the company was able to complete without a hitch. In March, Chet Morrison Contractors completed work on a new biochemical processing plant in Raceland, which will allow sugarcane bagasse (waste) to be converted into industrial sugars and biofuels. The company provided a wide range of civil and mechanical support services including fabrication, coating and the installation of mechanical piping, pipe racks, ducts and flutes, supports and equipment platforms over eight months to see the project to completion. Chet Morrison Contractors also performed pile driving, modifications, hydro testing, commissioning and civil work for the job, which was completed on-time, on-budget and without any in-

cidents. The project is big for the local economy at a time when the area is in need of an economic boost. It is supported by the state economic development agency (LED), who provided incentives, including a performance-based $1 million Economic Development Award Program grant to offset infrastructure costs. It’s estimated that the project will create 81 new direct and 469 indirect jobs for the area. Nicole Coffee, the commissioning and startup manager at Stora Enso’s Virdia B2X Biomaterials Site, said Chet Morrison’s flexibility and versatility made them able to get a difficult job done – all without a hitch. “(They) were wonderful to work with this last week,” Coffee said in March. “They faced several challenges throughout, mainly a tight congested area with multiple groups trying to get work accomplished, but were friendly and agile enough that they figured out

how to stay on track, and actually finish ahead of schedule. They complied with our rules and did not complain. They kept the work tidy and clean. “I would welcome any of the guys back to the site in a heartbeat.” Derick Bourg, a general fabrication manager with Chet Morrison Contractors, said the client needed versatility and a little outside of the box thinking to see the project to completion. He added that Chet Morrison Contractors took pride in meeting those needs and getting the job done. “Based on ongoing activities, (the client) needed a contractor who could come in and get creative to meet deliverable targets,” Bourg said. “As the project progressed and the scope expanded, we were able to assist them in meeting schedule recovery efforts.” In addition to the work in Raceland, Chet Morrison Contractors also touts recent success in helping to complete the first-ever aerial pipeline abandonSEE MORRISON, PAGE C8

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BEING GOOD WITH THE TRASH PELICAN WASTE OWNERS LOVE TALKING AND TAKING TRASH BY JOHN DESANTIS

john@rushing-media.com Roddie Matherne knows his way around trash. So do his partners. Their combined 100 years of experience in sanitation is what they say will carry their company, Pelican Waste, into the future and likely in front of your home on a regular basis. “Providing proper service and being local, a part of the community, is how we have succeeded,” Matherne said. “Giving good, quality service at a reasonable price.” The company itself is young, officially in business for only four years. But the experience of its owners places it in the ranks of 25 and 50 year businesses, particularly in light of the great strides made in a short amount of time. Pelican trucks pick up at commercial establishments in Terrebonne, residential in St. Mary, and both in St. Bernard and St. Charles parishes. New contracts have just been signed in Delcambre as well as Harrison County, Ms., which includes the cities of Gulfport and Biloxi. Matherne, along with Christian LaPeyre and Corey Callais, each brought their unique areas of knowledge in the business together for the project in 2013, three years after Callais had sold his interest in SWIDI, a former king of trash that he had owned since 1978. The outfit was bought by IESI. Matherne worked for SWIDI and then for Progressive after the buy-out. He was never afraid to get his hands dirty. “I started by hopping on the back of a truck,” said Matherne, whose duties at SWIDI – which began in 1983 – included mechanical operations and route supervision. The most surprising thing he encountered when doing route work was discovery from time to time of live animals in the midst of inanimate trash – possums and raccoons immediately

FILE PHOTO | THE TIMES

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come to mind – but other than that his field time was fairly drama free. Matherne and his partners have seen a lot of change in the industry over their many years. Particularly of note, Matherne said, is the technology that allows more work to be done by fewer people. “I have seen a lot of change with new equipment,” Matherne said. “You don’t need guys on the back of the truck anymore with automated service, more people are going to that.” Manual labor – hands of men or women on the trsh bin – are still the industry standard, however, and toward that end big changes are not expected yet in dayto-day residential pickup. Innovations in recycling technology, allowing for less time and trouble for consumers, allow separation of recyclables into glass, paper and plastic to be

done at the terminus. “With the new technology you don’t need peope to sort it,” he explained. The pelican fleet boasts 35 trucks with another 12 on the way. The company has stuck with the Mack brand, because “they’re tough.” Numbers and human resources experiences are among Chris Lapeyre’s strong suit, and he brings those to the company, providing a stern backstop. Lapeyre has worked in employee benefits since 1996. He has earned the professional designation of Registered Health Underwriter from the American College and is a member of the Houma-Terrebonne Chamber of Commerce, South Central Industrial Association, Bayou Industrial Group, Lafourche Chamber, Houma Rotary Club, Nicholls State University Foundation and Board

of Directors of the local chapter of the Coastal Conservation Association. In addition to his experience as owner of SWIDI, Callais is a former owner of Abdon Callais in Golden Meadow. He is now chairman of Callais Capital Management as well as chairman of the board at United Community Bank. He is also a member of the Houma-Terrebonne Chamber of Commerce, and the Lafourche Chamber. The partners have their eye in particular on residential service in Terrebonne for the future, and commercial service in Lafourche, in an industry that is highly competitive. But they say they have no doubt they can. “This area is our home town,” Matherne affirms.

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THE COMFORTS OF HOME JUNEAU MARINE REFRIGERATION KEEPS WORK SITE COOL

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Working on the water isn’t always comfortable. But Juneau Marine Refrigeration strives to make the most of a sometimes bad situation. Specializing in marine air conditioning, refrigeration, heating and ventilation systems, the company offers design, fabrication, installation, repair and maintenance, while also shopping parts and equipment worldwide.

BY JOHN DESANTIS

john@rushing-media.com Bringing all the comforts and necessities of home to boats and rigs is routine for Bayou Region oilfield service companies. And among the necessities is cold air, whether for food refrigeration or people cooling. Juneau Marine Refrigeration & Air Conditioning has served this niche since 1979. Specializing in marine air conditioning, refrigeration, heating and ventilation systems, the company offers design, fabrication, installation, repair and maintenance, Houma-based Juneau also ships parts and equipment worldwide.

“As marine refrigeration specialists, we have extensive experience working on offshore supply vessels, crew boats, platform supply vessels, inland towboats, casino boats and more,” a company statement reads. “In fact, we have performed work on nearly every casino boat in Louisiana, as well as OWNED working LOCALLY with virtually every oil & gas company and shipyard in the region.” Juneau technicians are available 24 hours per day. “Our team of marine technicians has well over 100 years of combined experience and hands-on expertise allowing us to handle any type of marine project and every type of equipment in the industry,” the company statement says. One of the challenges relating to marine HVAC service is the hundreds of

types and brands of air conditioning and refrigeration. Juneau management says that’s why a key element of providing service is keeping contact with inventories, and being prepared to have parts on site where they are needed in as little time as possible. “Over the years, Juneau Marine has worked with literally hundreds of different types and brands of air conditioning and refrigeration equipment. From direct expansion marine air conditioning units to walk-in coolers to evaporators, compressors, condensers and so much more,” company material states. “We have the resources and know-how to design and supply virtually any type of equipment.” “Many of our technicians have been We service all products we with our company for more than 15

years and all of them are highly trained experts in their field,” a company statement reads. “Working in shipyards from Houston to Jacksonville and beyond, our technicians have amassed an incredible amount of hands-on expertise. From a 150-foot crew boat to a three-story casino boat to a single CARD window unit – no other company will CHARGE provide the high level of prompt, pro*With Approved Credit fessional service that we offer you 24 hours a day. In addition to our marine technicians, we offer a team of experienced commercial workers who provide outstanding service to our commercial clients. Regardless of your needs, you can contact us anytime for personalized service.”

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AN INSURANCE POLICY LWCC GIVING WORKERS SUPPORT IN CASE EMERGENCY STRIKES BY JOHN DESANTIS

john@rushing-media.com Since 1960, Terrebonne Insurance has grown to be a name businesses and individuals can trust. Founded by a Houma businessman, the late Fred Thibodeaux, the fi rm is now operated by his daughters, Kelly and Kitty, who took to heart the lessons he taught them in business and kept building on the company’s successes. “Local service and being independent so that we can have markets to help people,” are the foundations of those wins, Kelly said. The independent brokerage offers automobile, home and other forms of coverage, and also supplies local businesses with workmen’s compensation coverage. In existence since 1992, the Louisiana Workmen’s Compensation Corporation has provided an option for new companies, or others that might have difficulty writing workmen’s comp with other companies. LWCC is a private, nonprofit mutual insurance company, and the largest comp carrier in the state. Its services are among the options offered by Terrebonne Insurance. LWCC was created under the administration of Gov. Mike Foster to bolster a workman’s comp system in flux and

near collapse. Kelly said she and her sister are pleased to offer the LWCC coverage to their customers who may need it. “They can give you the coverages you need because you might not have been in business long or have no prior experience,” is what Kelly identified as one of the positives attendant to LWCC. Being new or having a history of multiple claims are not the only reasons businesses may have difficulty getting coverage under LWCC, Kelly said. There may be special circumstances because of the nature of a business, like inshore marine companies requiring longshoreman’s compensation coverage. Providing LWCC as a coverage option, Kelly said, helps fulfi ll her fi rm’s mission of giving local customers a wide range of choices, and that gives her a lot of satisfaction. “We can be a person helps a business start to provide what they need,” Kelly said. “We have a lot of small and medium sized customers and we try and develop personal relationships and grow with them.” As with other comp insurance companies, LWCC provides services that include in-house attorneys who specialize in handling defense and pursuing fraud investigations.

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You just never know when something might happen. That’s why LWCC is such a valuable option to locals, offering insurance for workers in need of coverage.

“Our legal team has an in-house attorney dedicated to second injury fund claims litigation, which has resulted in significant claims expense reduction,” promotional materials for LWCC state.

“LWCC’s special investigations unit aggressively fights fraud, which has saved policyholders millions of dollars since its inception.”

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MORRISON: Locally owned family business continuing tradition of excellence, hard work FROM PAGE C5 ment and dismantlement in the country, meeting stringent regulatory and safety requirements along the way. The project took a lot of strategic planning by Chet Morrison Contractors and also Shell Pipeline, which owned the pipeline. But in the end, the company was able to safely remove and dismantle a 22-inch

aerial pipeline over fast-moving water, despite challenges from Mother Nature, and also the land area surrounding the project. Project manager Victor Rodrigue said early planning and teamwork with Shell helped make everything go off without a hitch. “This project really illustrates how working with us early in the planning stages can pay dividends,” Rodrigue

said. “In this case, our early involvement led to better safety, efficiency and ultimately, a successful result.” Teamwork, planning and a vision for success. That’s the Chet Morrison way. Those staples are what will allow the company to continue to thrive into the future – as it has for more than three decades strong. “Our long-term sustainability in an

ever-changing market can be attributed to the vision of our leaders, implementation of well thought out plans and refi nement of our processes,” Morrison Reeves said. “We rely on the talent competence and dedication of our employees who make our company a network of innovation.”

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MANY WORKING PARTS SYNERGY GOING STRONG IN HOUMA-THIBODAUX AREA BY JOHN DESANTIS

john@rushing-media.com Back in 1998 an innovative collection of local business leaders acted on a shared belief that the Bayou Region’s unique economy required a new approach to banking. That’s how the bank named Synergy was born. Jerry Ledet, one of the institution’s founders, said the name was chosen for a very specific reason. “Synergy means two parts working together produced a combined effect greater than each part would make on its own,” Ledet explained. “The two parts in our namesake are us as a bank and the community. It is only together that we can make a difference in our areas. We believe in giving back to the communities we serve.” There are now many working parts to Synergy Bank. Starting out with one location – at Polk Street and Tunnel Boulevard – the bank now has six branches altogether. Two are in west Houma, one in east Houma, one is in Gray and two are in Thibodaux. Two of the bank’s directors have made memorable marks in Terrebonne Parish. Former Parish President Michel Claudet and current Parish President Gordon Dove were key figures in the bank’s early success. Representatives of various local industries have helped Synergy remain responsive to the community’s unique financial profile. Jeffrey Scott – once president of Scottco Seafood – was an important guiding hand in Synergy’s earliest days. The seafood industry has special financing needs, and Synergy is among the local banks some in the industry say has been particularly responsive. The bank’s directors have made recognition – and assistance to – development of a strong local work force a priority. Over the years numerous examples of the commitment have emerged.

FILE | THE TIMES

Synergy Bank started in 1998. Since that time, the bank has grown significantly, now with six branches in the Houma-Thibodaux area.

On Jan. 23 Synergy donated $25,000 to Fletcher Technical Community College for construction of a new career center at the college. The Career Center was developed to be the headquarters for all student services, including admissions, financial aid, advising, career services, and student activities. The bank’s own construction activities most recently yielded its South Acadia office in Thibodaux, which held a grand opening in March complete with food, live music, games and fireworks. “We love being a part of Thibodaux and look forward to continuing to provide excellent customer service to our community,” Ledet said at the opening. Belief in an enduring philosophy of strength through service, Ledet said, is

what has helped keep Synergy and the community it serves strong. “Our motto is ‘Your Bank. Our Community. Stronger Together,’” Ledet said. “And we truly believe that together we can help each other grow and prosper.” Now as at the time of its founding, Ledet said, Synergy’s most important role is a profound commitment to the growth and prosperity of the Bayou Region and its citizens. “We have fostered growth in our region by helping numerous businesses begin and expand,” Ledet said. “We’ve helped families achieve their dreams of home ownership and assisted hundreds of nonprofit and community organizations financially and through our volunteer efforts.” Moving into the future, Ledet said,

Synergy’s continued commitment to personal banking will play an important role in its continued success. “As many banks shift to more automated services, and less in personal interactions, Synergy will remain dedicated to the individual banking needs of our customers,” Ledet said. “We are steadfast in providing excellence in customer service whether that is through our branch network or by enhancing our technology. Our directors, officers and employees demonstrate a comprehensive understanding of our services and the unique needs of this community. We attribute our success to the relationships that we have built over the years with our customers and businesses in the Bayou Region.”

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W E D N E S DAY JULY 26, 2017

A NEW BEGINNING! TRMC OPENS WELLNESS CENTER TO HUGE LOCAL FANFARE

FILE | THE TIMES

Thibodaux Regional Medical Center changed the name of the game in local medicine last year when it opened its new Wellness Center. TRMC CEO Greg Stock said the facility is exceeding expectations.

BY CASEY GISCLAIR

casey@rushing-media.com Very few things in life ever actually live up to the hype. But don’t tell that to officials at Thibodaux Regional Medical Center. Their new Wellness Center is awesome – every bit as good as advertised throughout the time it was being built. The hospital started a whole new chapter in its history this past year with the opening of its state-of-the-art facility, which offers a little bit of something for everyone – including walking tracks, basketball gyms, pools, weight equipment and much, much more. TRMC CEO Greg Stock said he knew the facility would be terrific for the community, but even he didn’t realize that its impacts would reach as far and as wide as it has. The 242,000-square-foot Wellness Center is the fi rst of its kind in Louisiana. It opened its doors in late-fall of 2016 to huge fanfare at a ceremony attended by Gov. John Bel Edwards and several other dignitaries around the state. “The Wellness Center has exceeded just about everyone’s expectations so far,” Stock said. “It’s been everything we hoped it’d be for the community and much more. 5,400 members are realizing the benefits of it daily and we have all kinds of testimonials from people who are losing weight or have pain relief because of things they offer. These people have learned about their situation and made improvements. They feel better. It’s incredible. We’re thrilled as can be.” The Wellness Center’s opening is a testament to just how far TRMC has come. TRMC started in 1930 as St. Joseph’s Hospital – a church-run office that was run by the nuns of the church. Stock said the early days of TRMC were not much more complex than what we’d consider a family doctor’s practice today. “It was not much more than just a doctor’s office,” Stock said. “From there, it became sponsored by Catholic organizations and the sisters. They ran it for a number of years.” The local economy blossomed as the Great Depression ended, which poured both money and people into St. Joseph’s Hospital. The hospital got a 40-bed facility in

1953. It was added onto several times until there was no more property to add on anymore. St. Joseph’s Hospital closed on April 14, 1975. Replacing it was Thibodaux General Hospital – a 101-bed facility, which sits where the hospital is today, on 602 North Acadia Road. Since moving to North Acadia, TRMC has continued to evolve and grow, becoming among the leaders in local medicine while also adding services over time. The Wellness Center is a really good example of that. Stock said the motivation for the Wellness Center’s completion was to try and improve the quality of life in the area while also trying to change the mindsets of people. Stock said the fi rst thing people think of when they hear the word ‘hospital’ is sickness or emergency situations – two stigmas the Wellness Center seeks to erase. He said TRMC wants to continue to evolve into a place of happiness and great memories where people spend lots of positive time throughout their lives – all while reducing the amount of time they’re getting sick. Stock said he likes to mingle with folks in the Wellness Center to see how they’re enjoying their stay. The CEO told a story of one man who’s seen his life change for the better – directly because of the services the Wellness Center provides. “I walked in there the other day and a man is in a pool with a therapist,” Stock said. “He’s a former plant manager out

in the River Parishes. He’s standing up in the pool and he asks me who I am. So I introduce myself and he had tears in his eyes. He was describing to me some spine problems he developed once he retired. He said he’d done a number of different treatments, but nothing worked – except our pools here. “He stood in that pool and he wept. It’s a story that epitomizes the experience that many people are having. There are so many people getting great results. People are getting off their blood pressure medications. People are feeling better in battling diabetes – seeing their levels drop. It’s absolutely incredible.” And now, the hospital aims to make a good thing even better. Stock said the success the Wellness Center has had so far is just a “baseline” of what’s to come in the future. He said TRMC is working closely with physicians to determine the best pathways to promote wellness in the community, while also being accessible to the patient who may have zero knowledge on how to lead a healthy life. Inside the building itself, things are growing, as well. Stock said hundreds of thousands of dollars worth of workout equipment has been added to the facility with more additions set for the future. He said Phase II of the Wellness Center will also feature tennis courts and sand volleyball courts, which he hopes can lead to use by the high schools and/ or for competitive tournaments. “There’s an absence of good tennis courts in our area right now,” Stock said. “We’re going to be able to address that. We want to be able to host tour-

naments or 1-on-1 training sessions or even just a little leisure time for someone who just wants to play for fun.” But even if someone is in pristine condition, it’s inevitable that something will happen to make someone sick and in need of immediate care. Stock knows that well. So in addition to wellness and prevention, TRMC also prides itself on patient care and making sure that those inside the hospital’s walls have as comfortable an experience as possible. Stock said TRMC has won countless awards for patient care – including some which rank them among the best medical facilities in the country. The CEO also touted TRMC’s heart and cancer programs, while touting that TRMC does five times more breast cancer surgeries than anyone else in the region. In the coming months, Stock said TRMC will also add highly qualified doctors to its staff, which, he believes, will position TRMC favorably into the future – even during a tough time in the country for healthcare because of the current political climate. “We want to be here for a long, long time,” Stock said. “Health care is a very unclear picture for the future, but we can’t control that. We’re just staying focused on the things that matter most to us and also which matter most to the patient. We want to serve the people in this area, not the people somewhere else. We’re so grateful to our community for their support and we strive to continue to improve and get better. We strive for excellence for them. They deserve it.”

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WEDNESDAY, JULY 26, 2017

58 YEARS AND COUNTING SURBO TUBULAR CONTINUES BUILDING WITH EXPERIENCE BY CASEY GISCLAIR

casey@rushing-media.com We take oil and gas exploration for granted in Louisiana because it’s so heavily a part of our day-to-day lives. But the process is complicated and not as easy as some tend to believe. Workers are using high-priced machinery and tools to literally extract oil from the surface of the Gulf of Mexico – often having to go through thousands of feet of water to reach the bottom. It’s a delicate process which requires skilled hands, thousands of man hours and flawless equipment to happen safely. That’s where Surbo Tubular Services comes in. Open since 1958, the business is located at 8861 West Park Avenue in Houma – strategically located to service the Gulf of Mexico, onshore, shelf jobs and deep-water exploration. According to the company’s website, Surbo Tubular has more than 50 years experience and has created thousands of tool joints, while also earning the distinction of being a licensed and certified threader. “(We’ve) steadily grown since our inception,” the business’s website, www. surbo.com, reads. “(We) enjoy a strong business relationship with over 80 contractors, rental tool companies and major petroleum producers. Surbo Tubular Services, Inc., takes pride in producing the highest of quality services and products.” That’s a mantra that hasn’t changed over the years – even as the company’s ownership structure has shifted around since the business opened its doors. According to the business’s website, Surbo Tubular’s doors were opened in 1958 when Heldenbrand, Inc., was formed – the company, which later evolved into the business we know today. Heldenbrand, Inc., operated success-

COURTESY

Oil and gas drilling is intense work. But Surbo Tubular takes pride in making it all easy, oﬀering products which allow for safe oﬀshore work.

“(We’ve) steadily grown since our inception. (We) enjoy a strong business relationship with over 80 contractors, rental tool companies and major petroleum producers.” Surbo Tubular offerings tailored to meet the individual needs of each client. The company specializes in Surbo-Build – the originator of fast, economical rebuilding of tool joints, using a submerged arc welding. The company also does hardband repair, using state-of-the-art Plasma Arc removal of defective hardbands. Surbo Tubular specializes in cement drilling, while allows them to remove cement from tubular goods and accessories. In addition, the company can conduct

fully for more than 15 years before being purchased by Chromalloy American Corporation in 1974. In 1979, the company became an independent entity of Delta Services, Inc., which carried the company into the 1980s. The company was born into its current form when Surbo Tubular Services, Inc., purchased the Heldenbrand assets of Delta Services, Inc. Since that time, the business has steadily grown and diversified, now possessing a wide range of services and

drill stem sub fabrication and machine shop services. All at a high level, too. According to the Surbo Tubular website, the company has acquired multiple certifications over the years, including from the American Petroleum Institute and Grant Prideco. For more information about the business’s offerings and capabilities, contact (985) 872-6764.

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WEDNESDAY, JULY 26, 2017

C13

INNOVATIVE BANKING BUSINESS FIRST BANK NOW UP TO 17 LOCATIONS IN LOUISIANA BY KARL GOMMEL

karl@rushing-media.com Business First Bank brings an innovative banking strategy based on both technology and a personalized touch to the Bayou Region. The bank first opened up in 2006 in Baton Rouge when former Louisiana Governor Charles “Buddy” Roemer had the idea community banks would be able to best foster small business growth. Since then, leadership has been passed down to Roemer’s nephew, Jude Melville, but the company has continued to expand across Louisiana. It now has 17 locations across the state, from Shreveport down to Houma and Lake Charles to New Orleans, with ample locations in between. The Houma location, like most other Business First locations outside of Baton Rouge, is the only of its kind in the area. The Houma location opened up in 2009 as a loan production office to service Terrebonne, Lafourche and St. Mary parishes. Since then, it has grown into a seven member, full-service stop for clients. One location servicing three parishes may seem scant, but that is by Business First’s design. Bayou Region Market President Gloria Navarro said by avoiding the brick-and-mortar branch setup, the bank can save construction and staff expenses. Navarro said today’s technology means most individuals can handle small transactions online, negating the necessity of the branch system. “Nowadays it’s very few people that have to walk to a branch,” Navarro said. “You have your mobile deposit through your iPhone, you can do your deposits like that. So you don’t really need to go unless you need cash, and how many people like to carry cash anymore?” That forward thinking has kept Business First not only solvent but also successful since its inception. According to Navarro, the overall company has been

KARL GOMMEL | THE TIMES

Open since 2006, Business First Bank continues to grow. Now with 17 locations around the state, the bank takes pride in treating people right.

profitable every month of its existence. The company has continued to stay on a promising course, even in the Bayou Region dragged down by the slow economy. Navarro said her location has felt the pain as businesses have started to cut costs and fight for survival. She said her institution has worked with local clients to help them plan in these tough times and adjust monthly debt payments to stay afloat. Navarro said so far the bank has been lucky to not have bankrupting clients. That kind of cooperation between bank and client is what Business First prides itself on. The intstitution promotes itself as a healthy medium between small banks and large financial institutions perfectly suited to company growth. The bank says it can better service businesses than small banks limited by resources and regulations while also providing a more intimate relationship with each client than a larger bank

that has thousands if not millions of accounts to tend to. Navarro compared Business First to a corporate bank, saying Business First’s size means a client is not just a number and he or she is familiar with and get reach the banker they work with. “You do not have the bureaucracy. You don’t have so many layers to go through. The market is a smaller market, so everybody fully knows and is fully informed of what each market is dealing with,” Navarro said. While the Houma location’s team may only be seven members strong, they are well versed in the business banking world, according to Navarro. That experience is critical to Business First’s success. “When you look at our base, we have a lot of well-seasoned bankers,” Navarro said. “When you are hired, you basically take off running, so your training curve is minimal and you start produc-

ing right away.” Navarro said Business First’s goal is to promote real partnership between bank and business. The bank will not just throw out loans but will work with each individual company and find the exact structure and business plan that works with them. She said she has watched businesses grow from the ground up into fully-formed entities, complete with children she knew growing into the second generation of owners of businesses. Navarro said that kind of long-term working with clients is part and parcel for Louisiana’s unique culture. “This culture is very special,” Navarro said. “It’s driven by a lot of relationships that you nurture throughout the years. There’s a lot of nurturing and partnering with your clients, helping those businesses grow and evolve from one level to the other until they’re mature companies.”

Banking with Greater Momentum RYAN GILL

Financial Consultant Wealth Solutions Group

DANIELLE TRICHE Customer Service Representative

LAURA BOURGEOIS AVP-Banking Center Manager

MARY PRICE Portfolio Manager

GLORIA NAVARRO SVP-Market President Bayou Region

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WEDNESDAY, JULY 26, 2017

PREPARING FOR THE FUTURE THE MEYER GROUP USING EXPERIENCE TO HELP LOCALS INVEST BY KARL GOMMEL

karl@rushing-media.com Meyer Financial Group is a Thibodaux-based Ameriprise Financial Services wealth advisory firm focused on service and community. Thomas Meyer started the company in 1998 with no experience as a financial advisor or running a business. He said there was a lot of fear of going into the unknown, but he was certain the business fit his personal goals. “I always had a desire to own my own business, but at the same time I always knew that I wanted to be in a business where I could help people and build relationships with people. So this was a great mesh between the two things I wanted in life.” When he first started out, Meyer was the sole proprietor, handling all client work and doing all the administrative work. While trying to wear every hat in an office, he had to go out and expand his client base. “It was difficult. Anytime you’re starting off in a business from ground zero, there’s certain sacrifices and things that you go through as far as trying to build a client base.” According to Meyer, he faced the challenges by telling himself failure was not an option. He said that whatever rejection he faced would be okay because he was certain this was a career he would be doing for the rest of his life. Meyer said his company had a strong first year and he was Ameriprise’s top advisor in the country among those in his peer group. That early success led to early revenues that he could use to build his team and improve his ability to work with clients on their financial futures. “That helped me tremendously because I had the resources at that time then to add people to the team who could help me to make sure that we were servicing our clients as they deserve to be serviced,” Meyer said.

COURTESY

One can never be too prepared for the future. Meyer Financial Group in Thibodaux is an Ameriprise Financial Services weath advisory in our area.

Meyer pointed to that team, featuring six other financial advisors and a marketing manager, as a critical factor in the company’s wellbeing and all are firmly established with the company. Meyer’s team includes associate advisors Kylie Kern (18 years), Lloyd Kern (13 years), Lynna Marcel (13 years), David Ponson (11 years), John Meyer (4 year) and Chris Callahan (2 years). Amy Hebert is the marketing manager with 12 years experience. “The intent is to bring in people to the team who understand the vision and embrace the vision and don’t leave. They’re satisfied with what we’re doing,” Meyer said. Meyer said the current sluggish econ-

omy in the Bayou Region due to the oil glut has not hit the balance book of his company. While the downturn has largely avoided his business’s money, it still has an affect on the MFG team because of what they hear from those in the community they have built relationships with. They hear stories of businesses having to cut costs and workers being laid off staring at an uncertain future. Meyer said those stories take a toll at Meyer Financial Group. “It certainly affects our psyche because our area has always grown with oil and gas, and it’s a huge part of what we do. So we just keep praying that things come back, people can get back to work, companies can start building

their business back.” Meyer, in his 20th year operating out of Thibodaux, said the key to a sustainable wealth advisory firm is to keep things in perspective. When the market is high, one must not get too high, and when a bear market rears its head one cannot be dragged down with it. That steady hand combines with an insatiable desire to help clients find financial security to make a recipe for success, according to Meyer. “That’s got to be the main purpose, the purpose has to be to help your clients reach their financial goals,” Meyer said. “If you’re doing that, they will refer to friends and family who need that same type of service.”

•

You’ve worked hard to achieve success. You deserve financial advisors that work as hard for you. As an Ameriprise private wealth advisory practice, we have the qualifications and experience to help navigate your complex financial needs. Whether it’s investment management, tax strategies or legacy planning, we can work with you to grow and preserve what you’ve worked so hard to achieve.

Thomas J. Meyer, CFP®, APMA®, Private Wealth Advisor | Lloyd J. Kern, III, APMA®, CMFC®, Financial Advisor | David M. Ponson, Financial Advisor John T. Meyer, Associate Financial Advisor | Christopher M. Callahan, Associate Financial Advisor

132 Rue Colette, Ste. A • Thibodaux, LA 70301 985.446.1159 • 985.446.1989 fax www.meyer-financialgroup.com Ameriprise Financial cannot guarantee future financial results. The Compass is a trademark of Ameriprise Financial, Inc. Ameriprise Financial Services, Inc. Member FINRA and SIPC. © 2017 Ameriprise Financial, Inc. All rights reserved.

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WEDNESDAY, JULY 26, 2017

C15

HOT ENERGY SERVICES THRIVES OILFIELD COMPANY PRIDES ITSELF ON ‘THE DIRTY WORK’ BY CASEY GISCLAIR

casey@rushing-media.com Work isn’t always fun. Sometimes our hands have to get a little dirty in order for the job to get done. But that’s OK. That’s when Hot Energy Services in Houma thrives and does some of their best work. Open since the 1980s, the oilfield service company continues to evolve, possessing a number of useful skills including the cleaning of storage tanks, paraffin removal, environmental cleanup and just about anything else that makes offshore work more efficient. Vice President of Operations Zack Giroir said the company thrives because each of its hands is skilled and experienced at the tasks the company works to complete. “We do a lot of stuff,” Giroir said. “We have 16 employees and combined, they have more than 300 years of combined experience. Companies use our services to have a smoother run. We’re the ones who help make sure that everything that happens out there is as efficient as possible.” For Hot Energy Services, Houma has been the company’s home from day one, and that’s not likely to change anytime soon. The business started in 1988 and is owned by a group out of Oklahoma City that specializes in oilfield service work. Businessman Michael Platt is the company’s president. Giroir said Hot Energy Services has maintained its day-to-day operations, out of a couple different buildings, but they’ve all been in Houma. Today, the company operates on 921 Dunn St. – right on the side of the tunnel on the west side part of town. Giroir said the business’s top clients are Hilcorp, Swift Energy Company, Texas Petroleum, Whitney Oil & Gas, Dimension Oil & Gas, Energy XXI and

COURTESY

Hot Energy Services has had a lot of diﬀerent locations. But Houma has always been the company’s home – something not expected to change.

Tanner Resources, among other companies. “Houma is home,” Giroir said. “This is where we’ve always been.” Since their start in operations, Giroir said efficiency has been Hot Energy Service’s calling card and through that mantra, the company has evolved to encompass many things. One of the main jobs the company focuses on is paraffin removal – a process that saves drilling companies time and money. Paraffin is a waxy material that is found at drill sites during the extraction of oil from the earth’s surface. While oil is being pulled up to the surface, paraffin often clogs the line, which causes the extraction process to take much longer if the problem isn’t remedied. “It’s like if someone has an artery that’s blocked. Obviously that means the right amount of blood can’t flow through the heart, which causes a big problem,” Giroir said. “It’s almost the exact same thing. This paraffin comes

in and clogs up the line and stops the flow from being as clean as it should. We have a way of going in there and keeping things flowing.” Once that process is complete, Hot Energy Services is just getting started. Giroir said the company is licensed and certified to clean up the work site and move hazardous materials and chemicals to where they’re properly taken care of. “There are some dangerous chemicals out there,” Giroir said. “We go in there, remove those things and bring them to disposal sites so that they can be handled in the right way.” The company is also on the scene if something goes wrong in the extraction process. Giroir said Hot Energy Services has several workers trained in environmental cleanup – a skill that comes in handy when any problems arise. As soon as oil begins leaking in the water, Giroir said Hot Energy employees can get on the scene to contain, then begin work on eliminating the problem.

“We have experience in emergency spills,” Giroir said. “We are trained and have the ability to get out there and clean it up. We also have the equipment to clean the tools used in the industry. We can pressure wash oily equipment and other things that need it after the job takes place.” Just about anything that makes the job easier, Hot Energy Services is willing to do it. Giroir said that’s the recipe that’s allowed the company to stay rockin’ – more than 25 years running. The vice president said the company has seen its business slow in the economic downturn, but he believes it’ll pick back up as the industry stabilizes and the price of oil slowly trots back up. “It’s a little down,” Giroir said. “But we’re hopeful it can get back up. We like what we do. We maximize oil production for the oil majors. “We do some of the work people don’t think about. But we do it with a smile.”

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WEDNESDAY, JULY 26, 2017

CELEBRATING THE SURVIVORS A CHALLENGE FOR A MORE DIVERSE LOCAL ECONOMY IN FUTURE

COURTESY

The local economy is in a bit of a slump. But Managing Editor Casey Gisclair wants to see that change. In his editorial, he challenges business minds to diversify our area’s economy.

BY CASEY GISCLAIR

The Times Editor

I’m a sports guy by trade. But I do know a good thing when I see it. This past week, we’re profi ling a lot of ‘good ones’ – men and women who have allowed the community to become the special place that it is today. Indeed, it’s our Silver and Gold issue, and I must say, this is actually always one of my favorite issues of the year for a lot of different reasons. First, I love to see people have success

and this section is loaded with tons of them. For such a small, tight-knit community, I think it’s remarkable the number of long-standing successful business that exist in our area. From hospitals to music shops to oilfield service companies, people in the past several decades have found sustainability – even through several downturns in the economy, including the current one. And to me, that’s really, really awesome. Second, visiting with some of the owners of these businesses is always a great time because the lessons that they’ve

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learned over the years are invaluable and can be taken into any career path one might choose. These people have endured good days, bad days and have made mistakes along the way – no doubt. But through it all, they’ve all persevered and found a way to keep on going, and that is vital to a community’s sustainability. Several of my friends own small, family-operated businesses. A lot of others are employed by similar companies and rely on that company’s successes to feed a family each and every month. As an employee of locally owned Rushing Media, I am in the same boat. I’m grateful to the Rushing family and want our small, locally-owned media company to thrive so that everyone inside our walls can prosper. But for that to happen, I have a challenge that I’d to make for the future. This is now the third-straight year of a hurting economy in the Houma-Thibodaux area – a byproduct of a downswing in the oil and gas industry. People older than me tell me that this type of thing has happened before – namely in the 1980s – and that I have no reason to worry because the industry will come back and be bigger and stronger than ever before in the future. And, for the most part, I believe that. My words are not intended to be antioil-and-gas. My father was employed in that field for decades and the money he made within it helped to feed and clothe me as a child, and for that, I’m forever grateful. But today, I’d like to challenge the young, smart people of the community to try and fi nd alternative ways for sustainability in the future. Oil and gas exploration is a great thing for us locally, but isn’t it a helpless feeling knowing that literally every, single economy egg that we have is all in the

same basket? Isn’t it a bit lazy on our parts to have our livelihood – our quality of life – all be in the hands of Middle Eastern oil tycoons who control the supply and demand of a natural resource, something that we literally have next to no control over? I think we can do better. I don’t know what the answer is, but I would love to see our local economy become more diverse in the future. Going back to my roots and using a sports term, I think oil and gas will always be the “LeBron James” of the local business scene. But I think it’s time we look for things that can potentially serve as “Kyrie Irving” or “Kevin Love,” because LeBron James couldn’t thrive without the others when he’s having a bad day. The same can be said for us when oil and gas is in a funk – like it’s been in a while. Reports from those who are heavily invested in coastal restoration say that billions of settlment dollars are about to come through the area, which will put locals back to work on restoration projects, which will help build levees and other structures designed to protect our fragile coast. That’s a start. Terrebonne Parish Government is also feverishly trying to get government money to complete a recreation center off La. Highway 311 that, when completed, will generate tourism dollars and keep locals busy. That helps, too. Now, we need more. Oil and gas is wonderful, but the current downward swing has me wanting to see our area diversify as best we can. Doing so would mean great things for area businessmen and businesswomen. It would also mean that we get to continue honoring Silver and Gold businesses in the future. It’s a win/win for us all.

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C17

GIVING PEOPLE INDEPENDENCE OPTIONS FOR INDEPENDENCE HELPS THOSE IN NEED BY JOHN DESANTIS

john@rushing-media.com Housing the homeless, feeding the hungry and aiding people with mental and physical obstacles to success are for most people miracles beyond reach. For Barry Chauvin and the staff at Options for Independence it’s all in a day’s work – or a lifetime’s worth of it. Operating below the radar, rarely gathering much publicity, the Houma-based non-profit gathers instead a steady track record of getting things done. Founded in 1992, the 501 (c) 3 social service agency’s stated goal is “building better communities, one person at a time.” One by one, under Chauvin’s careful stewardship, the agency has taken on societal ills and developed solutions. “An initial goal was helping people with disabilities receive home and community-based services, thus avoiding the need for institutional care,” Chauvin said. “Over the years Options for Independence grew, partly through our own initiative, but largely through our response to calls for service from within the communities we serve” The service area is daunting and large, including Terrebonne, Lafourche, St. Charles, St. James, Assumption and St. John parishes. Today the agency’s helping hands assist people with serious mental illness, people who are homeless, persons who struggle with chronic unemployment and those affected by natural disasters. A special living space for girls on the grounds of the MacDonnell Methodist Children’s Home called the Hooper Dorm provides for emotional, educational and behavioral needs. Additionally, Options for Independence now seeks to address issues brought on by substance abuse, and in particular stop the economic and social spirals relating to those that keep people trapped in a

COURTESY

Options for Independence doesn’t get much publicity. But the company takes pride in oﬀering support to pockets of people in need in the community.

life of persistent want. The footprint of Options for Independence housing is widening, especially in Terrebonne Parish, where easing the dearth of affordableLOCALLY housing isOWNED a high priority. Initially funded with state money, Options now partners with some national entities in its pursuit of grants, and also receives fi nancial support from private donors. It was Chauvin’s grant-writing ability that brought him to the attention of officials seeking solutions to problems back in 1992, when Options was in its infancy. Always one to give as much as possible, he had already made a mark as a

special education instructor and then as coordinator of adult services at the Terrebonne ARC. The agency’s substance abuse approach is muti-dimensional, with its core an outpatient program for rehabilitation and reunification of thse who are chemically dependent with their families. “The primary purpose of the treatment program is to provide an intensive outpatient, structured program designed to treat chemical abuse and dependency with the goal of promoting coping skills to manage substance abuse symptoms and behaviors,” a proWe service all products we gram description states. “All services

are person-centered with a focus on the participant assisting with the development of the treatment goals based on the individual’s needs, strengths and abilities. Both group and individual D CAR substance abuse therapy utilizes eviCHARGE dence-based models for education and *With Approved Credit treatment.” Services are provided for youth as well as adults. Heavily engaged with securing contracts for new housing sites, Chauvin has no plans to rest anytime soon. “I have a few things I still need to accomplish,” he said.

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WEDNESDAY, JULY 26, 2017

PLANTING A SEED SOUTH LOUISIANA SEED COMPANY STRIVES FOR QUALITY CARE

FILE PHOTO

Don Callahan said the seed business is always changing, which makes it hard for a family-owned shop to stay on track. But South Louisiana Seed Co. has been open since the 1930s – still going strong.

BY CASEY GISCLAIR

casey@rushing-media.com It was still the 1930s when South Louisiana Seed Co. opened its doors. By that math, one can calculate that the company has spent more than 80 years providing local customers with the latest in animal nutrition, small pet supplies and other animal care needs. The key to the company’s success? It’s all about the customers. The seed business is always moving, but store Vice President and Manager Don Callahan said keeping customers

as the top priority is the way South Louisiana Seed Co. has stayed afloat as the business marches toward its 90th year. One recent addition to the company’s offerings is an expanded weekend schedule. South Louisiana Seed Co. now is open until 5 p.m. on Saturday and is available from 10 a.m. – 4 p.m. on Sunday, as well. “Product knowledge and sound advice, along with great customer service has always been the cornerstone of what has kept South Louisiana Seed current, relevant and fresh over the years,” Callahan said. “We take a lot of pride in

SERVING THE GULF COAST FOR OVER 52 YEARS

“We will continue to evolve in the marketplace and continue educating our wonderful customers ...”

Don Callahan

what we do.” The Houma-based business started since “around 1932,” according to Callahan. It has been at its current location on 7591 West Main St., since 1982. In its fi rst days, the business was located on Barrow Street. It then moved downtown across from where it is today before settling into its new home more than 30 years ago. Callahan said the West Main Street location is unique because of its place in Houma history. “The building we are currently in is one of the oldest buildings in Houma,” Callahan said. “It was built around 1908.” Over the years, Callahan said, South Louisiana Seed has undergone some minor ownership changes, but the store is a second-generation family business. Callahan said his father Roy Callahan ran the business beginning in the early 1950s. Roy Callahan initially was in business with a partner, but he took sole control in the early 1990s when he bought the partner’s stake in the business. That’s right around the same time that Don Callahan came into the fold. He said he joined the business in 1991 after graduating from college. The son said that he worked hand-in-hand with his father to manage the company – a relationship that lasted for more than 20 years before Roy Callahan’s passing last year. “We’re a family business,” Callahan said. Don Callahan said the business has changed over the years to keep up with shifts in the seed industry. As technology develops newer, health-

ier, more cost efficient products, the store changes adjusts and places those items onto its shelves. “It’s changed dramatically over the last 20 years or so with more emphasis on research and development with Purina being the leader in animal nutrition,” Callahan said. “Things are always evolving within the field.” But when one walks into the South Louisiana Seed store, Callahan said customers will fi nd a large variety of products and offerings – a one-stop shop for those with animal or plant care needs. “We are a retail locally owned feed store that specializes in animal health and nutrition,” Callahan said. “We carry a large assortment of insecticides, herbicides and small pet supplies. “We also carry back chicks, ducks and occasionally rabbits within our store.” With decades under their belts, South Louisiana Seed doesn’t have plans to go anywhere anytime soon. Callahan said plans are already in place for the business to continue to push forward in its efforts to house the latest and greatest within the industry. He said South Louisiana Seed’s goal will always be to give the best quality products to customers in an effort to protect our community’s future. “We will continue to evolve in the marketplace and continue educating our wonderful customers on the do’s and don’t’s of gardening and animal nutrition,” Callahan said. “We will also keep pursuing environmentally conscious products so that our kids and our kid’s kids can have a safe and sound environment to group up in.”

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It’s more than just the years BAYOUSIDE

BY JOHN DESANTIS

john@rushing-media.com When we fi rst began an annual “Silver and Gold” section the idea was fairly simple, to honor those businesses that had persevered enough to stay in our communities for 25 or 100 years, respectively. One of the challenges such an undertaking brings forth is figuring out how not to be repetitive in subsequent years. In small communities, by the time such a special publication comes out several good candidates may have gone under due to retirement or other factors. Newer considerations don’t always come along at precisely the right time during the right years to merit chronicling of their longevity. But our staff has always found a way to make the issue relevant. The businesses, their owners and workers do the rest. So we take great pride in presenting you with the 2017 edition of Silver and Gold. The messages inherent in these pages are timely, and in some ways more important now than ever before. The businesses profi led here are testaments to innovation. At a time when we are losing businesses to the 21st century oil and gas recession at an alarming rate, these businesses by their very continued existence are testaments to the spirit and doggedness that have resulted in continued benefits to the public at large and the business community. There is power in their examples. The diverse nature of these businesses is important to note. They cover a wide range of services, and while some are oilfield related, others are not. You will notice also that not all of the businesses are 25 or 50 years old. In some cases the ones we list here are not vintage in any way. But the combined and individual experience and time in trade of their owners is factored in.

COURTESY

Downtown Houma is lovely and growing – a sign of the area’s progress over the years. Senior Staﬀ Writer John DeSantis said he appreciates the success of small, locally owned businesses, this week which, he said, are a staple of the community.

Each of these businesses has a story to tell that can benefit those taking the time to read. If you have a business that is struggling now, and may even harbor some bitterness because of this, do not read the stories and try to compare their situations to yours. Rather identify with the things that most relate to your own strong points and fi nd ways to aid in necessary adaptations. Our region, the people who lived on the good earth before Europeans came, the French-speaking pioneers who brought their customs and ways, the English-speaking ones who made their own contributions, and those who speak other tongues and are the pioneers of tomorrow in our business community, all

represent the strongest qualities that have allowed us to persevere. Ability to adapt is evident in many success stories. Belief in basic tenets of service to community and to customers is equally important and is part of the recipe. Alas, some of the fi ne businesses we have profi led in past years have not survived to the present. The reasons are many. Deaths of owners, a desire to retire, disintegration of market and the current sad state of petroleum locally are all potential reasons. Celebrating the longevity of businesses and business people on these pages is not done at the expense of those no lon-

FOR

ger operating, but for the benefit of all who remain, those who strive and adapt and try new things, or revert to the very roots of their founding principles. It is a tribute to our people, to our region, to our belief in the very best that we can be. We hope you enjoy reading of these stars within our community as much as we have enjoyed catching their brilliance and telling their stories. They are part of the on-going saga of what happens when talented people join for common cause. It is lesson in what is of greatest importance from the past, and what will continue to be important in our future.

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W E D N E S DAY JULY 26, 2017

LOOKING TO THE FUTURE GULF ISLAND TRYING TO DIVERSIFY IN DOWNWARD ECONOMY

COURTESY

Gulf Island has been providing the goods for the Gulf of Mexico for more than three decades. The company is currently diversifying in the area’s downward economy.

BY KARL GOMMEL

karl@rushing-media.com Gulf Island has been providing the goods in the Gulf of Mexico for more than three decades. The company, which started during the region’s last major oil and gas malaise, is attuned to the tough measures businesses must make to survive these lean times. It has used that wealth of knowledge to continue being a key part of offshore exploration in the gulf. Alden Laborde opened the company as Gulf Island Fabrication in 1985, when a ravaged energy sector made any industry-heavy business a risky proposition. According to current Gulf Island CEO Kirk Meche, the company struggled to make a profit for a few years before eventually getting in the black. Today, the company has expanded to include both shipyard and service divisions through a series of acquisitions of other companies, and the company has a corporate oﬃce in Houston. The company’s most recent purchase was the LEEVAC Shipyard and its locations in 2016. That acquisition gave Gulf Island more work in Houma, but it also increased the company’s overall manpower and enabled it to go after larger projects. The additional locations increased Gulf Island’s footholds in other parts of Louisiana, such as Lake Charles, which gave GI an additional location with deepwater access. “Like every acquisition, it always has its challenges,” Meche said. “Nonetheless, we were able to secure additional work with the purchase of the LEEVAC facilities. We expanded our footprint not only in Houma but in Jennings and Lake Charles. For us, that was important.” While Gulf Island made that purchase, the current energy downturn has not spared them pain. According to Meche, Gulf Island currently has 1,200 employees, a considerable drop of around 3,000 workers during its heyday. Meche called dealing with such downturns “diﬃcult at best,” but noted his company was fortunate to not have any debt on its books when the price of oil started to crash. That lack of debt,

combined with a lean management budget, means the company has been able to stay solvent while exploration drags along. Meche said his company has taken lessons from previous generations of Gulf Island leadership to make good business decisions ahead of time and reduce costs as needed. “I won’t tell you that it’s easy to maintain a strong balance sheet, because there are challenges in the marketplace. And you’re dealing with customers who quite frankly may go bankrupt. And no one wins in a bankruptcy,” Meche said. Meche said an important part of Gulf Island’s survival in these times has been the labor force that remains. He credited the specific culture of Louisiana, and its inhabitants’ commitment to family, as integral to Gulf Island’s staying power. He said Gulf Island tries to make

employees feel involved in the company, and it is paid in kind with workers who are invested in not only their work but also their wider community. “It’s just something that you don’t fi nd anywhere else in the world. It’s just people are committed, they’re loyal,” Meche said. “Family is family, and they don’t want to leave home and get too far out the reaches of family. With that comes a strong commitment to the community, to be a part of it.” Meche said his business has looked for other opportunities while work remains slow offshore. The company has been looking at synergizing work between the three divisions to fi nd work for each part. Gulf Island has been looking at tugboats and cruise ships that travel the Mississippi River as well as military-type vessels that are not de-

pendent on the energy sector’s ups and downs. The fabrication division also delved into alternative energy, producing windmills for the fi rst offshore windmill farm near the coast of Rhode Island. Meche said while the alternative energy work is good for both the present and future, he understands the bread and butter industry in the area has not changed. “We’re going to continue to look for those opportunities because that sector of the market, even though it’s not here today, it will be here tomorrow. We positioned ourselves to be players in that market,” Meche said. “We remember where our roots are planted. We know we’re oil and gas-type people. In order to try and smooth out bumps in the industry, you have to diversify.”

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WEDNESDAY, JULY 26, 2017

CONTINUING THE LEGACY CHARLES A. PAGE AND SONS INSURANCE NOW 71 YEARS STRONG

FILE | THE TIMES

Charles A. Page and Sons Insurance has been in business for more than 70 years. Open since 1946, the company is named after Charles Page, a respected long-time local businessman.

BY CASEY GISCLAIR

casey@rushing-media.com With more than 70 years under their belts, Charles A. Page and Sons Insurance Agency has seen many changes in their field since the company was founded in 1946. But one thing remains the same for one of Terrebonne Parish’s longest-standing insurance companies – the commitment they have to the people

of southern Louisiana. “We made a business decision and a business model to dedicate ourselves to the people here,” said Robert Page, who now runs the business with his brother John. “We want to let people and businesses know that yes, we do care and we are in your corner. Both my brother and I are here nearly every day behind our desks to help people however we can. We feel as though that’s the only way to

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be successful in this business.” The brothers’ father, Charles Page, was the man who started it all after he settled in Louisiana as a teenager. According to Robert Page, his father worked in the oilfield before deciding in 1946 he wanted to open an insurance agency. “He looked through all of his opportunities and decided he would like to start an insurance agency,” said Robert. “That’s how the business started and, just a few years after, he started the insurance agency.” Charles Page knew a winner when he saw one and the business became a success. Charles was also a founding member of the American Bank and Trust Company, which later sold to Regions Bank. The father ran the fi rm for the fi rst 40 years of its existence, but his sons eventually got into the fold. “My dad was in the Reserves and he would be called to active duty in the summer, so he would basically close down his shop for a two-week period,” Robert Page said. “He asked me after I graduated if I would be interested in scheduling my vacation during that period, so I could go sit in the oﬃce and handle whatever was necessary there until he was able to come back … Once I got in, I just fell in love with it.” Even following his retirement in 1984, Charles Page was giving his input when it was needed from his sons. Robert said he and his brother both share all of the traits that made their father a good businessman. “The ability to meet people, the ability to understand their needs, the ability to help them secure their investments

and their homes and their cars,” Robert said. “Watching a family grow as they have children, all of those things – this is a fulfi lling job.” Among the services the Pages offer to clients are homeowners, automobile, life, flood and commercial insurance. Robert, who graduated with an accounting degree from Nicholls State University, said being an independent agency helps the company serve its clients more efficiently. “We’re not tied down to a handful of companies or products,” he said. “We have a lot more flexibility.” Among the biggest changes the Page’s say they have seen in their field is the advancement of technology. From pencil and paper, to typewriters, to the computer age, the company has done its best to stay ahead of the game. “Technology is the biggest thing that’s changed. We’re attempting to go completely paperless, but I don’t think that will ever happen within the everyday operations of the office,” Robert said. “We’ve got dual monitors, we’ve got dual screens, we’re digitally scanning all of the policies in … It’s all moving and we’re moving along with it and we’re acquiring more advanced technology.” But no matter what changes bring, Robert said he wants his clientele to know he and his brother are looking out for their best interests. “We just want people to know there are options,” he said. “There are different quotes you can get and different prices you can get. We’re here to make that process as seamless as we possibly can.”

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WEDNESDAY, JULY 26, 2017

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FULL-SERVICE ENGINE SHOP S&H ENGINE SELLS AND SERVICES ANY SIZE CUMMINS ENGINE BY KARL GOMMEL

karl@rushing-media.com An engine shop on Houma’s east side that has weathered both good times and bad is entering its 25th year of operation. S&H Engine, located on Picou Industrial Court right off of Grand Caillou Rd., is a full-service Cummins diesel engine shop specializing in commercial and industrial engines. The business both sells and services any size Cummins engine and will provide on-site repairs for any boat that cannot make it to them. Ritchie Scurlock, a Larose native, began working in the diesel business at Cummins Sales and Service in Morgan City in 1982. After half a decade there, he moved to Benny Cenac’s Marine Engine Sales in Houma. When that company closed, Ritchie said he wanted to be his own boss and opened up S&H with his brother, Joe, and business partner Jim Hitt. Shortly after, Hitt exited the company and was bought out by the Scurlock brothers. Ritchie oversees the day-to-day operations of S&H and said his business has changed considerably over his time in charge. According to Ritchie, when S&H first started, a majority of its customers were shrimpers. Over the last 10 years the customer base has switched to the industrial side as shrimpers have found mechanics who broke off from larger shops to start their own business or even just did repair work themselves. Ritchie said the switch to a primarily industrial clientele has not changed his company’s work much, as the engines are still Cummins engines. However, the state of engines has changed over his 35 years of working on them, though. He said due to emissions standards, all engines are electronic now, meaning all mechanics must be comfortable with computers. Ritchie said running diag-

KARL GOMMEL | THE TIMES

When it comes to Cummins diesel engines, there isn’t much that S&H Engine can’t do. The company sells and services the engine and can make on-site repairs for any boat that cannot make it to them.

nostics can help pinpoint a problem, but the engine is still a mechanical device, and the most important information is what the customer says they are experiencing. “We’ll plug in, [the computer will] put you in the right direction, check this, this and that. But you still have to understand there’s still mechanical parts that can break that might not turn a check engine light on,” Ritchie said. The shift to the industrial side has changed his his company’s yearly schedule, though. Instead of normal, predictable busy times and downtimes based on shrimping seasons, the company can now have busy or slow months any day of the year. The new client base has also made S&H susceptible to the current oil and gas downturn snaring the rest of

the local economy. According to Ritchie, 2016 was the worst year for his company. He said every year in business, S&H had brought in more revenues than the year before. Last year was the first time that trend did not hold. “They’ve had other slowdowns, just this time it’s been a lot more aggressive,” Ritchie said. To alleviate the problem, Ritchie said he instituted a pay cut for his staff of about 15 workers, right in the average number of employees S&H has but less than its peak of 20 during boom times. Ritchie said he knows the cuts did not go over well, but he did them so he would not have to lay anybody off. “They didn’t like it, but what are the options?” Ritchie said. “That was the choices we gave them, basically, is we

can do a pay cut and keep everybody or start to lay people off and be stuck with shortened people. If you lay people off, you’re losing people you don’t want to lose” Ritchie said the company stabilized after those cuts, and this year is looking better than the last. He credited his company with watching its money when times were better as key to its survival during the slowdown. According to Ritchie, while business is not all the way back, he does see signs for optimism going forward. “It’s coming back, it’s just going to be slow,” Ritchie said. “We’ve had customers start putting their boats back to work. It’s just taking a little time. I think by the end of this year, next year it’ll be a lot better.”

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WEDNESDAY, JULY 26, 2017

KEEPING THE TRADITION BOLLINGER PREACHES SAFETY, WORK ETHIC, QUALITY

COURTESY

Bollinger’s company leadership structure is a little diﬀerent. But the business’s commitment to excellence is still the same. The Lockport-based shipyard has provided 24 Fast Response Cutters to the United States Military – ships which the company said are going into action and helping to save lives.

BY CASEY GISCLAIR

casey@rushing-media.com Bollinger Shipyards keeps delivering Fast Response Cutters to the United States Coast Guard – now 24 total. The cutters continue to see success on the water – helping save lives and keep the nation’s coasts safe. On June 27, the Coast Guard received the ‘Oliver Berry,’ the latest vessel created by the Lockport shipbuilder. The vessel will deploy to Honolulu in October. Bollinger President and CEO Ben Bordelon called the day a great one for the local business. “We are extremely pleased to announce the delivery of the latest FRC, the USCGC Oliver Berry,” Bordelon said. “This FRC built by Bollinger Shipyards will be the fi rst to be stationed at the U.S. Coast Guard District 14 in Honolulu, but previous cutters have been stationed in Florida, San Juan, Cape May and Ketchikan, Alaska. The FRCs already in commission have seized multiple tons of narcotics, interdicted thousands of illegal aliens and have saved many lives.” The FRC projects have been a big boost to Bollinger Shipyards – a major victory for its new leader Bordelon, who has the company in his blood. NEW HANDS TOUCHING LOCAL COMPANY Donald G. Bollinger started the company in 1946 as a small-town, family-run shipyard in Lockport – a business that no one ever dreamed would become anywhere near as big as it now is today. Donald Bollinger was an optimist by nature, according to a company-written bio on Bollinger’s website. He had to be. He was raised in the

Great Depression. Together with his brothers, who were servicemen, the company boomed as the oilfield did locally after World War II, blossoming further into the 1970s and 1980s. Through all the growth, the business had some leadership and executive shuﬄes along the way while always remaining family-owned. That changed when the Chouest purchase took place, though with Bordelon at the helm, a man with Bollinger blood is still at the helm of day-to-day operations. Competition and business savvy are also in his blood, too. A former LSU football player who had a short run in the NFL, Bordelon took over as president and CEO of Bollinger with loads of expertise in how the company is run. Bordelon had been a high-ranking official with Bollinger for several years at the time of his appointment. He was the company’s chief operating oﬃcer at the time of the sale. Bordelon had also been a member of the Bollinger board of directors since 2002, and was the company’s executive vice president of repair. When the sale was announced, Bordelon, a Central Lafourche High School graduate, said he shared the same vision as his grandfather and couldn’t wait to bring that vision into action for the shipbuilding company that’s generated billions of dollars worth of contracts since its existence. “Fishing with my grandfather near the family marsh near Leeville gave me a lot of time to hear stories about his vision, as well as his personal and business life,” Bordelon said. “I look forward to building on the values set out by my grandfather all those years ago. With a commitment to our customers, a deep

appreciation for our workers, a strong focus on safety, the clean environment and quality service, we will grow this company as we build on a great base.” He’s done that so far. Bollinger has continued on without a hitch with Bordelon at the controls. COMPANY CONTINUES SUCCESS, SAFETY The cutters are a huge coup to Bollinger’s successes. The ship is slender, but powerful – a 154-foot patrol craft that’s always named after a Coast Guard hero who distinguished himself/herself in the line of duty. The vessel has top speeds of 28 knots and is loaded with a state-of-the-art command center, control communications and computer technology. “It’s a game changer,” a high-ranking oﬃcial with the Coast Guard said in the

news release. For Bollinger it is, too – a sign that the company’s commitment to excellence is still on full display, even while positions at the top have shuﬄed around. That, and their commitment to safety, too. Bollinger has earned the Shipbuilders Council of America Award for Excellence in Safety for more than a decade-straight – an honor given to only the safest companies in the field. Bordelon said to be given the honor is among the most fulfi lling honors the business has received. “This recognition of exceptional safety performance by the shipbuilding and repair industry is realized only through the continued efforts of Bollinger employees who have made safety a priority,” Bordelon said. “Bollinger remains committed to attaining the highest level of safety and supports future safety innovations in the maritime industry.”

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TGMC’S IMMENSE GROWTH HOSPITAL OWNS COUNTLESS AWARDS SINCE OPENING IN 1954

FILE

Terrebonne General Medical Center has grown so much since its inaugural days. But hospital CEO Phyllis Peoples said TGMC is still pushing forward to improve the quality of care patients receive.

BY CASEY GISCLAIR

casey@rushing-media.com A local man is leading Terrebonne General Medical Center’s push to keep citizens healthy and in better shape – now and into the future. In late June, the hospital announced that it hired Patrick Labat to join its Healthy Lifestyles Center – a move which brings more than a decade of experience to TGMC. Labat is a local – a South Terrebonne graduate who obtained both a bachelor’s and Master’s degree from the University of Lafayette for exercise science. Hospital President and CEO Phyllis Peoples said Labat’s hiring will be a great fit for the hospital, adding that he’s the type of skilled worker who will be capable of helping all people who come through the Healthy Lifestyles Center’s doors. “Patrick is a welcomed addition to TGMC,” Peoples said. “As a leader of health and wellness in our community, Patrick and the Sports Performance Training Center will serve as a resource for those interested in fitness. His diverse background gives him the skills to help our community live healthier and more productive lives.” TGMC’s Sports Performance Training Center is awesome. Established in 2015, it has helped train hundreds of community members since its inception. Inside the facility’s bright walls are thousands of dollars worth of equipment, which allow Labat and others with the Healthy Lifestyles Center to cater to the needs of those in the com-

munity. The facility’s success stories are wide-ranging. Athletes have gone there to get better before their respective seasons. Others use it to recover after injuries. Some go just to get in better shape overall. It’s a sign of exactly how far TGMC has come from humble, modest beginnings. FOCUSED ON THE PATIENT – SINCE 1954 Medicine always changes. But TGMC has been in tune with the latest trends since its beginnings – which date back more than 60 years. The hospital started in 1954 and was run by the Sisters of St. Joseph. It was called Terrebonne General Hospital. The original facility was modest for modern times, but impressive for the 1950s. It featured 76 beds, 20 bassinets, 16 physicians and 58 employees total, according to Peoples. “The (original) employees’ primary vision was to provide healthcare services to the residents of the Bayou Region,” Peoples said. In the 1960s, the local economy grew, which caused a rise in the area population. To combat that, the Sisters added more beds and services to Terrebonne General. “This, however, was still not enough for the ever-growing population and the need for a state-of-the-art hospital was recognized,” Peoples said. The demand was met in 1984 when the original building was sold to the

Terrebonne Police Jury and under the governance structure of an appointed Board of Commissioners, the hospital’s current campus was built – a 321-bed facility that sits just off the Twin Spans Bridges in Downtown Houma. And with it came a new name, as well. “Terrebonne General Medical Center was opened,” Peoples said. In its history, TGMC has had a continual commitment to providing quality care to those in need. Peoples said the hospital has an allstar staff of more than 1,000 employees and literally hundreds of physicians, which includes some of the brightest minds in the world of medicine.

Along the way, TGMC has collected awards in all realms of health care excellence, something which Peoples said is a point of pride for everyone in the hospital family. The hospital recently earned the 2017 Studer Group Healthcare Organization of the Month, as well as the 2016 Women’s Choice Award as one of America’s Best Hospitals for Orthopedics. “Our physicians have received numerous awards and accolades for their dedication to patient care and serving our community,” Peoples said. “Many have performed pioneering procedures and research that has impacted the field of medicine.”

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karl@rushing-media.com Tamco Professional Coatings is a Houma-based company keeping local industry’s wares in tip-top appearance. Tamco is a painting and sandblasting company on Houma’s east side. The company has been around for 16 years and its staff has more than 25 combined years of experience in the industry. Tamco has a variety of customers, including some of the oil and gas industry’s leaders such as Bollinger Shipyard, Cameron/Schlumberger, Gulf Island Shipyard and Conrad Deepwater. According to Tamco’s website, that experienced staff is the bedrock of its service. “Tamco Professional Coatings, Inc.’s goal is to provide the highest quality service by continuous improvement and through the skillfulness of our most valuable asset – OUR EMPLOYEES,” the website reads. Tamco does not only do painting and sandblasting, though. It also provides slurry, soda, walnut, water and UHP water blasting to clean off equipment. Tamco’s facilities offer dockside blasting and painting, internal tank cleaning and coatings and specialty coatings, including plural component coatings. According to the website, the areas included in work are crane booms, pedestals,

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stresses proper employee preparation to uphold its safety record. “We are dedicated to providing safety and quality to our customers. We strive to maintain qualified personnel by providing our staff with proper training to ensure the best quality and performance on the job,” Tamco’s website reads.

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