Annual Report 2026

ANNUAL REPORT ANNUAL REPORT 2026

PROGRESS WITH PURPOSE IN THE CAPITAL REGION

SPONSORED BY:

CHAMPIONSHIP CARE FOR EVERY TIGER

As Championship Health Partners, FMOL Health | Our Lady of the Lake and LSU are advancing health, sports performance, education and research to transform healthcare for Louisiana and the Gulf South. Whether you’re cheering on Flau’jae Johnson and LSU Women’s Basketball at the PMAC or tackling your own health goals, that same spirit that drives our Tigers drives us to deliver championship-level care Louisiana trusts — for every fan, every family and every community. ololrmc.com/lsu

Shaping the future of the Capital Region

STRONG ECONOMIES are built by strong businesses and behind every successful business is a story worth telling.

For more than four decades, the Annual Report has served as a chronicle of the Capital Region’s business community, highlighting the companies, leaders and organizations that are shaping the future of the region. What began in 1985 as a way to recognize companies making a meaningful impact has grown into one of the most anticipated issues we publish each year.

Storytelling has always been at the heart of what we do. The stories in these pages are about innovation, perseverance, leadership and growth. They reflect the journeys of organizations that have navigated challenges, seized opportunities and built lasting success while helping strengthen our regional economy.

Over the years, Annual Report has featured companies across every sector—banking and finance, healthcare, law, technology, tourism, energy, nonprofit organizations and more. While their industries may differ, they all share a common thread: a commitment to excellence and a dedication to serving the Capital Region.

These organizations create jobs, develop solutions, support charitable causes and invest in the future of our community. Their success stories are also the story of Baton Rouge itself—a region fueled by entrepreneurship, leadership and a belief that our best days are still ahead.

At Melara Enterprises, our mission has always been to inform, connect and celebrate the people and businesses that move our community forward. The Annual Report remains one of the ways we fulfill that mission, recognizing those who are building great companies while making a meaningful difference in the Capital Region.

We hope the stories in these pages inspire you as much as they inspire us.

The best is yet to come.

Julio Melara CEO/Publisher

Want extra copies for your team or to gift your clients? Call our audience development division at 225.928.1700 and we’ll make it happen.

Publisher: Julio Melara

Associate Publisher: Erin Pou

EDITORIAL

Executive Editor: Penny Font

Custom Publications Editor: Lisa Tramontana

Contributing Writers: Sam Barnes, Ava Borskey, Kristy Christiansen, Teresa Day, Emily Hebert, Rebekah Maricelli, Robin Mayhall, Eileen McClelland, Olivia McClure, Meredith Whitten

Contributing Photographers: Terri Fenstel, Sean Gasser, Don Kadair, Tim Mueller, Ingrid Williams

ADVERTISING

Senior Multimedia Marketing Consultant & Team Leader: Kelly Lewis

Multimedia Marketing Consultants: Nicole Crochet, Judith LaDousa, Emma Walker

Digital Operations Manager: Devyn MacDonald

Partner Success Manager: Matt Wambles

Digital Analyst: Sydney DeVille

Digital Operations Coordinator: Addison Champagne

Content Strategist: Emily Hebert

STUDIO E

Director: Mark Lorando

Video Lead: Taylor Stoma

Business Development Manager: Manny Fajardo

Project Manager: Angelle Theriot

MARKETING

Director: Ashleigh Ward

ADMINISTRATION

Business Manager: Tiffany Durocher

Business Associate: Kirsten Milano

Office Coordinator: Sarah Kleinpeter

Receptionist: Cathy Varnado

CREATIVE SERVICES

Creative Services Manager: Ellie Gray

Art Director: Hoa Vu

Senior Graphic Designers: Melinda Gonzalez Galjour, Sidney Rosso

Graphic Designers: Aniya Dunn, Leah Showers

AUDIENCE DEVELOPMENT

Chief Technology Officer: James Hume

Circulation & Client Experience Manager: Ivana Oubre

A PUBLICATION OF MELARA ENTERPRISES, LLC

Chairman: Julio Melara

Executive Assistant: Brooke Motto

Vice President, Sales: Elizabeth McCollister Hebert

Chief Content Officer: Penny Font

Chief Digital Officer: Erin Pou

Chief Operating Officer: Guy Barone

Circulation/Reprints/Subscriptions/Customer Service

225-928-1700 • email: circulation@businessreport.com

Volume 41 - Number 44

Dr. Greene is committed to serving patients with arthritis and sports injuries, helping them regain mobility and improve their quality of life.

SPECIALTIES:

• Anterior Hip Replacement

• Knee Replacement

• Knee Arthroscopy

• Meniscus Tears

• Rotator Cuff Repair

• Sports Medicine”

BRINGING SOLUTIONS TO THE MARKET

Consistency in any business is hard to achieve but is a great goal to strive for. Gulf Coast has been in business since 1977 and has been constantly growing and expanding. Now covering from the state line of Mississippi to the state line of Texas and distributing nationally, we are committed to an excellent customer experience. We were rated #1 office equipment dealer in Baton Rouge and our 100 Louisiana employees continue to strive daily to be better than ever. Our city is changing and technology is changing even faster, so bringing solutions to the market to help our clients adapt is very important. If you have never met our team, please give us a try … I think our very tenured staff will make you feel comfortable that we are a great option for the services we provide. Gulf Coast continues to be a proud sponsor of the Tigers and like them, we try to incorporate championship qualities in your experience with us.

TREY BEALL President

ONE CONNECTED HEALTHCARE SYSTEM

For more than a century, our ministry has served communities with faith, compassion and clinical excellence. Today, we are moving forward as FMOL Health, the Gulf South’s leading Catholic health system, a nearly $5 billion nonprofit organization supported by more than 20,000 team members across Louisiana and Mississippi.

Together, our ministries — FMOL Health | Our Lady of the Lake, FMOL Health | Our Lady of Lourdes, FMOL Health | St. Dominic and FMOL Health | St. Francis — form one connected system delivering the best care possible where excellence meets empathy and you always feel seen and understood. Guided by our Franciscan heritage and powered by our people, we are redefining healthcare for the Gulf South.

Across our region, we are expanding access to advanced care, investing in the next generation of healthcare professionals and strengthening the communities we are privileged to serve. This is how we healthcare.

E.J. KUIPER President & CEO

INVESTING IN OUR COMMUNITY

The East Baton Rouge Parish Library is committed to strengthening local business, promoting workforce development, and supporting entrepreneurship. We continue to increase services for our business community. Our resources deliver current training, research, and skills development opportunities to ensure that local businesses’ needs are met at all levels to help them compete globally. The Library brings value to businesses and non-profits by helping them find the tools and resources to keep moving forward. Our SMALL BUSINESS SERVICE includes free programs, resources and tools to help your business grow, and offers free consultations, including walk-in “office hours” every Thursday, 4-6 p.m. Entrepreneurs are invited to bring their top challenges and questions to our business librarians. They can guide you in the use of robust tools such as Data Axle Reference Solutions, Mergent Intellect, and Gale Business: Plan Builder. Business Librarians can also design a curated collection of Continuing Ed courses for you and your staff. Contact them at smallbusiness@ebrpl.com. We will continue responding to your needs, working toward growth and development. Check us out at ebrpl.com.

KATRINA STOKES Director

GIVE PEOPLE MORE THAN THEY EXPECT

This year, LUBA Workers’ Comp proudly celebrates 35 years of serving our valued agent partners and policyholders. From the very beginning, our mission has been to deliver Genuine Dependability—a commitment that continues to guide everything we do.

At LUBA, relationships come first. We believe in giving people more than they expect, staying consistent in our actions, and embracing growth thoughtfully and responsibly. That philosophy has shaped our culture and contributed to the trust we’ve built, reflected in the fact that nine out of ten policyholders renew with us each year.

I am privileged to have seen LUBA begin as a seed of an idea, which has grown to be Louisiana’s second largest workers’ compensation insurer, now licensed in 13 states across the country. We remain committed to leading with integrity, acting with authenticity, and delivering the personal service our customers deserve.

DAVID BONDY Founder & CEO

SUCCESS

IS PROGRESS WITH PURPOSE GROWTH ROOTED IN VISION, EFFORT, AND THE COURAGE TO KEEP MOVING FORWARD

ANNUAL REPORT 2026

SUCCESS

THE MODERN-DAY LIBRARY has reinvented itself from the silent study hall of the past to a vibrant center of learning, innovation, and community connection ... and the East Baton Rouge Parish Library is a shining example of this kind of transformation.

Busier than ever, the EBRP Library is brimming with activities, events, and opportunities in a way—and at a pace—that’s hard to believe. From traditional research and personalized business plans to social clubs and cultural events, the Library quite simply, enriches lives.

“We are so much more than books,” says Mary Stein, Assistant Library Director. “We connect people to their passion or purpose—and to one another. We help patrons find quality books and guide them in their research, but we also provide in-person and online classes for lifelong learners, businesses, and nonprofits. Our mission has always been to make a positive difference in the lives of patrons and we are constantly evolving to meet the diverse needs of our community.”

THE HEART OF THE COMMUNITY

Services extend from early childhood to a patron’s senior years, with books, programming and databases for every age group.

Approximately one-third of the library’s 150 databases are aimed directly at students, including early literacy support, access to free tutoring every day until midnight on Tutor.com and practice tests to help get students prepare for college entrance exams. All of these programs allow the Library to create space for building relationships.

“Our online platforms are amazing,” says Andrew Tadman, Reference Coordinator. “Programs like Gale Courses, Craftsy and Mango Languages are focused on personal growth and lifelong learning. They cover everything from playing a sport to learning a musical instrument to living a healthy lifestyle. Seniors can join online clubs that promote fitness, healthy diet and social interaction.”

TAKING CARE OF BUSINESS

The Library also supports companies that want to grow or entrepreneurs who seek business advice. “We meet people where they are,” says Austin Langley, Small Business Librarian. “With platforms like Data Axle and LinkedIn Learning, we can support businesses of all sizes. We can create customized business plans that include market research, database instruction and workforce development tools. Best of all, everything we offer is free.”

OUTREACH SERVICES

If you can’t get to the Library, don’t worry. It will come to you. The Library’s incredible outreach services include bookmobiles and vans that make thousands of visits to retirement facilities, nursing homes, preschools, and learning centers.

Through strategic investments in facilities, resources and programming, the Library has solidified its position as an essential hub of learning, discovery and enrichment. “So get your library card. Attend our programs,” says Stein. Use us!”

SAVE THE DATE

June 27, 2026: Election on a property tax millage to secure the library’s future for another 10 years. Early voting begins June 13.

HIGHLIGHTS

310,000

Registered patrons representing nearly 70% of the total population of EBRP.

1.736 Million

Visitor gate count to the library’s 15 EBR Parish branch locations in 2025.

2.949 Million

Items checked out of the library or downloaded from the library.

FMOL Health serves more than half of Louisiana’s population through a network of hospitals, clinics and more than 1,100 employed physicians extending the healing ministry of Jesus Christ through compassionate, expert care for all.

SUCCESS

FOR 115 YEARS, our ministry has served the Gulf South with faith, compassion and clinical excellence. In 2025, we made that strength unmistakable.

We aligned under one name: FMOL Health, the Gulf South’s leading Catholic healthcare system and a close to $5 billion nonprofit organization serving Louisiana and Mississippi with more than 20,000 team members.

This is not simply a rebrand. It’s clarity. By bringing FMOL Health | Our Lady of the Lake, FMOL Health | Our Lady of Lourdes, FMOL Health | St. Dominic and FMOL Health | St. Francis together under an aligned identity, we made visible what has long been true: many markets, one mission.

“We are now FMOL Health because our communities deserve to see the strength behind the care they already trust,” says President and CEO E.J. Kuiper. “We are one connected system delivering the best care possible.”

That connection means coordinated specialties, aligned physician networks, shared innovation and smarter investment across regions, so patients experience seamless care whether they are in Baton Rouge, Lafayette, Monroe or Jackson.

REGIONAL MOMENTUM

In 2025, FMOL Health advanced specialty care, expanded academic partnerships and strengthened nationally recognized programs across markets.

At FMOL Health | Our Lady of the Lake, that momentum included expanded complex oncology services, growth in sports medicine partnerships and continued investment in

advanced technologies that position the Capital Region as a healthcare destination.

“The Gulf South is entering an important chapter,” Kuiper says. “We are investing in the infrastructure, talent and partnerships that ensure our communities have access to world-class care close to home.”

INVESTING IN PEOPLE

Clinical excellence depends on people. Across markets, FMOL Health expanded graduate medical education programs, strengthened FranU and other academic partnerships and advanced workforce initiatives designed to build durable talent pipelines.

And now, that commitment to people has earned national recognition. FMOL Health has received the Gallup Exceptional Workplace Award for both employee engagement and strengths development, placing the organization among the most engaged workplace cultures in the world.

“Our people are how we make healthcare different,” Kuiper says. “This recognition reflects a culture where team members feel valued, heard and empowered to lead.”

ROOTED IN FAITH.

DRIVEN BY EXCELLENCE.

FMOL Health serves more than half of Louisiana’s population through a network of hospitals, clinics and more than 1,100 physicians extending the healing ministry of Jesus Christ through compassionate, expert care for all.

In 2025, we didn’t simply grow. We connected. We strengthened. We made clear who we are. Your health, our calling. This is how we healthcare.

From the President & CEO

This past year confirmed something I’ve long believed: when people are united by mission, extraordinary things happen.

Our team members across Louisiana and Mississippi show up each day with skill, compassion and faith. Being recognized by Gallup affirms what I see every day—a ministry powered by people who care deeply about one another and the communities we serve.

As we move forward at FMOL Health, our focus remains clear: expand access, elevate excellence and ensure every person we serve feels seen, valued and cared for.

Non Excidet!

Rotolo’s recently opened a

Willow Park, Tex. More

Lakeland, Tenn., Conway, Ark., and Mont Belvieu, Tex.

SUCCESS

“ ”

We’ve built a great team and we’re poised for growth. Our brand is blossoming. I feel like we’re just getting started … this is just the beginning.

MITCH ROTOLO, FOUNDER AND CEO

WHEN MITCH ROTOLO first opened his Tigerland-based pizzeria in 1996, he never imagined that he’d go on to celebrate his 30th anniversary with over 35 locations across the country, but that’s his reality.

Rotolo and the president of his company, Brad Mire, have been working together diligently to expand Rotolo’s not only on a national scale, but also from a community-based perspective. When it came time for the brand’s 30-year campaign, they sought out to celebrate the past, present and future. The final result?

”Rotolo’s Reunion: Class of 1996.”

This year-long, nostalgia-based campaign is not only a nod to Rotolo’s beginnings, but it’s also a callout to a time where life was more about being in the moment than behind the screen.

“We want this to be an opportunity to expose new customers to our brand, feel the nostalgia and enjoy our family-friendly atmosphere,” said Rotolo.

“The 2026 campaign will include specific store anniversary celebrations, a video series on the brand, a ‘90s website and app takeover, and tons of special merchandise such as the beloved Rotolo’s cup,” said Brad Mire.

“I’ve always loved seeing families and friends gathering to talk, visit and laugh together,”

Rotolo adds. “It’s nice to see them put down their phones and really engage with each other. The idea of giving people this enjoyable experience is important to me, and I love that we’re sharing our brand with new families and friends across the country.”

“When we discussed what our 30-year celebration would look like, we thought a lot about the people who started the brand,” said Morgan Spizale, a member of Rotolo’s marketing team. “Our goal was to create a campaign that brings people back to each other and to connect with younger, newer customers who feel connected to the ‘90s.”

In spite of the dizzying success of the past few years, Rotolo and his team have no plans to slow down.

In 2016, the brand shifted from Rotolo’s Pizzeria to a new sub-brand, Rotolo’s Craft and Crust. These new locations can be seen in states outside of Louisiana including Alabama, Colorado, Florida, Mississippi, South Carolina, Tennessee and Texas. There are plans to expand to Arkansas and Georgia in the coming months.

“We’ve built a great team and we’re poised for growth,” Rotolo says. “Our brand is blossoming. I feel like we’re just getting started … this is just the beginning.”

SUCCESS

WHEN CLIENTS of Gulf Coast Office Products are in the market for a new copier or need an existing machine serviced, they don’t have to worry about a hassle. Instead, the process is more like catching up with an old friend. That’s because Gulf Coast Office Products prides itself on an experienced staff that has nurtured relationships with customers through the company’s five decades in business.

Out of the 50 employees in its Baton Rouge office, more than 30 have been with the company for more than five years. Several have been there even longer—like office manager Robin Hatcher, vice president Steven Gammon and IT director Jason Carl, all of whom have more than 20 years of tenure. Michael LaCour, vice president of operations, is a 40-year veteran.

“Having that consistency in our representation and the people that our customers talk to every day is good,” says President Trey Beall, who started working for Gulf Coast Office Products just days after graduating from LSU in 1990.

Consistency, along with a reputation for expert service, has been important to navigating changes over the years.

In the past, offices used separate machines for printing, photocopying and faxing. As products combining these functions began rolling out, Gulf Coast Office Products recognized the cost savings clients could realize—and set out to educate them. As customers embraced increasingly high-tech products, the company adapted, adding computer- and IT-savvy technicians to its staff. Today, Gulf Coast Office Products still sells

and services all-in-one copy machines along with a couple of newer product lines: interactive whiteboards and software solutions that make it easier to archive files.

Through all these changes, Gulf Coast Office Products has made a point of investing in and rewarding its employees. Staff members are recognized for service milestones, and the company (an official partner of LSU, ULL, the Saints and the Pelicans), treats them to tickets.

As the company’s 50th anniversary nears, Beall and his team are looking to the future. They’ve partnered with universities for internships and have a job-shadowing program for high schoolers.

Beall wants students to meet employees like Sean Nelson, who started as an LSU intern and has now been sales manager for six years. Beall believes those kinds of success stories can open young people’s eyes to career opportunities they hadn’t thought of.

“We try to get them exposed to what a big world it is out there,” he says.

Beall tells students about the freedom his job provides to meet people throughout south Louisiana’s business community. He’s long been fascinated by the fact that a copy machine plays a central role in nearly every industry.

“If you don’t think it does, let it break,” Beall says with a laugh. “All of a sudden you become a very important person when they have a bid to get out in construction, or you have an urgent care center that is down and can’t print out insurance documents. You realize how important your organization is to their organization.”

From the President

We have a lot of tenure and consistency on our team—100 strong in Louisiana—and a reach across Louisiana from the state line of Mississippi to the state line of Texas. We can ship nationwide, and our dealer partners assist in delivery and setup of our units. Hopefully, this provides a response time that helps customers stay up and running instead of stressing because equipment is down. Our people are our best asset. We remain a community-minded company with a focus on helping our young people with advice and knowledge of what is out there. It is our way of giving back.

TREY BEALL

“ ”

As

the company’s 50th anniversary nears, Beall and his team are looking to the future. They’ve partnered with universities for internships and have a job-shadowing program for high schoolers.

Added imaging equipment at OMC-The Grove includes two new MRI units, including a stateof-the-art 3.0 Tesla scanner, one of the most advanced imaging tools available for clinical use. The technology delivers sharper, faster and more detailed scans, especially for orthopedics, neuroscience and oncology.

SUCCESS

THIS YEAR MARKS an exciting new chapter for Ochsner Health’s commitment to patient care in the Greater Baton Rouge area. Starting this spring, the first of several improvements will go online—all made possible through a $50 million investment. This strategic investment will help Ochsner meet the region’s growing demand for accessible, high-quality healthcare by expanding facilities and hiring more providers where they are needed most.

Many of these expansions will take place at Ochsner Medical Complex-The Grove on Interstate 10 near Bluebonnet Boulevard. The short-stay and overnight surgery center is undergoing an expansion that will double its operating room capacity and increase procedure rooms, resulting in a total of 14 surgical suites. Additionally, 30 new OB/GYN and pediatric examination rooms will be built on the fifth floor, streamlining access for mothers and children to receive care within the same convenient facility.

Chronic conditions like diabetes, hypertension and heart failure collectively have a major impact on the Baton Rouge region, further deepening the need for more providers, more clinics and faster access.

“This expansion is about access, and access equals better patient outcomes,” says Chuck Daigle, CEO of Ochsner Baton Rouge. “When we make it easier for patients to get in quickly, we catch things earlier, like spotting signs of heart disease before there’s a heart attack or managing diabetes before it leads to complications.”

The changes at OMC-The Grove include a new laboratory station, more advanced imaging units and added exam rooms for primary care access, all of which increase the capacity for patient appointments. In addition to upgrading cardiology and interventional radiology, OMC-The Grove is adding parking

space and a larger onsite pharmacy to give patients expert care with more convenience and efficiency.

The added imaging equipment includes two new MRI units, including a state-ofthe-art 3.0 Tesla scanner, one of the most advanced imaging tools available for clinical use. The technology delivers sharper, faster and more detailed scans, especially for orthopedics, neuroscience and oncology.

More work is underway at Ochsner Medical Center-Baton Rouge on I-12 at O’Neal Lane. Expansions were recently completed to the hospital’s emergency room and cardiology services, as well as Ochsner MD Anderson Cancer Center next door.

Of course, increasing capacity works only when there are more experts in place to provide patient care. Ochsner’s goal is to add at least 80 new physicians and advanced practice providers by 2027 to ensure patients across the area have access to preventive care, specialty services and innovative treatments. The health system has substantial workforce development programs through its partnerships with local schools and universities that create pathways for students interested in the healthcare profession.

Moving forward, Ochsner is exploring additional opportunities to serve patients in Zachary, Hammond, Brusly and beyond. Meeting the region’s ongoing healthcare needs will require more focus on inpatient care, expanding cancer services and primary care, and further strengthening Ochsner’s established role as a center of excellence in the Baton Rouge area.

“Primary care is the backbone of any healthcare system,” says Quentin Alleva, MD, regional medical director for Ochsner Baton Rouge. “It’s where health begins and where patients build lasting relationships with their care teams. That continuity matters.”

HIGHLIGHTS

Increasing Access

Ochsner is expanding the number of exam rooms and medical services to increase appointment availability and improve convenience for patients.

High-quality care

Investments in technology like high-precision imaging help Ochsner clinicians screen, diagnose and treat patients faster and more accurately.

Working together

In addition to recruiting dozens of new clinicians to the Baton Rouge area over the next year, Ochsner’s workforce development programs increase local healthcare career opportunities.

Poised for the future while honoring the past

FOR NEARLY FIVE DECADES, Plant Machine Works, LLC has stood as a pillar of strength, service and innovation in Louisiana’s industrial landscape. What began as one man’s vision has evolved into a multi-generational story of resilience, craftsmanship and leadership that is still being written today.

When Claude Barber purchased PMW in 1977, his goal was to deliver exceptional workmanship with unwavering integrity. Through economic shifts and a changing industrial market, the company’s commitment to service, quality, honesty and integrity became more than a motto—it became a reputation.

From its earliest days, Plant Machine Works specialized in repairing rotating equipment and providing precision

machining services to the industrial sector. Today that foundation continues to support a thriving, family-owned and operated machine shop serving customers across the state and beyond.

In 2006, leadership transitioned to Claude’s son, Tommy Barber, who grew the organization in size, scope and technological capacity. His steady lead-

ership over the past two decades elevated the company to new heights and reinforced the durability of the Barber name in the industrial community.

Faced with significant challenges, including the Great Flood of 2016 and the global pandemic of 2019, the brand never wavered. Instead, it adapted, reinvested and strengthened its position in the marketplace.

The flood damaged the office and claimed company vehicles. Undaunted, they gutted and renovated the office— unchanged since 1977—making it more modern, functional and comfortable.

Along the journey, Tommy’s three kids began working at the company, learning every aspect of the business. Today, third-generation President Travis McGraw, Vice President of

SUCCESS

“ ”

The company focuses on personnel, advanced machining technology, facility expansion and the integration of 3D scanning and measuring technology.

Administration Morgan Sansone and Chief Financial Officer Tommy Carlton continue that upward trajectory. With a focus on personnel, advanced machining technology, facility expansion and the integration of 3D scanning and measuring technology, the company is pushing into the future while honoring its past.

Plant Machine Works now employs more than 80 skilled professionals across over 75,000 square feet of climate-controlled workspace—a distinction that keeps the workforce safer and more productive year-round.

The workforce, with an average age of 42, signals a smart approach to recruitment in an industry where experienced manpower is increasingly rare and crucial to maintain.

1977

Claude Barber purchases PMW and operates the company with a commitment to service, quality, and integrity.

McGraw explains to young recruits the financial value of committing to a trade early: “Earn your stripes, buy in to the vision; from there it’s all about opportunity.”

The management team has decades of tenure. Vice President of Operations Bobby Williams has been with the organization since 1982. Williams started as a welder but took over operations in 1997, a position he has held for 30 years now.

A combination of advanced technology, workforce investment and uncompromising service has positioned Plant Machine Works for the future. What Claude Barber built in 1977 is now something larger than any single generation—a legacy that grows stronger each time it is handed forward.

HIGHLIGHTS

2006

Leadership passes to Claude’s son, Tommy Barber, and over the next 20 years, Tommy elevates the company’s development and reputation.

2016 & 2019

The Great Flood of 2016 and a global pandemic present incredible challenges, but the company adapts, innovates, and strengthens its position in the industry.

Today

With

SUCCESS

DURING THE 1980S, due to a number of factors, the Louisiana’s Workers’ Compensation system declined and began to spiral downward to a point where most of the large national insurance companies ceased to voluntarily offer coverage to thousands of Louisiana’s employers. This crisis became the genesis of the idea to create an insurance provider dedicated to genuinely considering the viewpoint of policyholders and their injured workers.

“We believed that this customer-centric approach would serve clients in such a way that their satisfaction would allow our company to grow and prosper,” says David Bondy, Founder and CEO. “Now, 35 years later, I am convinced that this mutual trust and loyalty is the biggest single reason for LUBA’s success. For me, LUBA’s journey has been a blessing to watch. We have grown dramatically but our employees still treat each other like family, and our clients and vendors feel it too.”

LUBA is proving that there is still room for home grown, multi-generational companies to survive and thrive. “Our current leadership team has expanded us into numerous states across the country,” says David. “They, and each of our employees, agree that there are many years of success and dependability ahead of us.”

35 YEARS AND GROWING

At LUBA, growth has always been rooted in service and relationships. Answering the phone when

customers call, providing knowledgeable safety professionals, and delivering compassionate, responsive claims handling are just a few of the ways the company works to create a positive experience for its policyholders and agents.

“We believe that experience is the foundation for lasting relationships,” says Executive Vice President Trent Bondy. “When people know they can rely on you, trust naturally follows. Over the past 35 years, those relationships with our agents and policyholders have allowed us to grow alongside the businesses we serve. Our team takes pride in being accessible, knowledgeable, and genuinely committed to helping our clients succeed, and that dedication continues to drive LUBA forward.”

THAT PERSONAL TOUCH

What makes LUBA different comes down to focus and people, according to Chief Financial Officer Steve Werner.

“We’re a workers’ compensation company, and that’s all we do,” he says. “Because we’re not spread across a dozen lines of insurance, we’re able to put our full attention into understanding workers’ comp inside and out and doing it well for the employers and workers who depend on us.”

Another big difference is the company culture. “We hear it all the time from our customers, agents, and even competitors that LUBA just feels different,” says Steve. “That’s because we put a lot of emphasis

HIGHLIGHTS

The company focuses on just one line of insurance, workers’ comp. This dedication to providing genuine and dependable service is why LUBA is rated “A-Excellent” by A.M. Best Company, the world’s leading insurance rating service.

on relationships and personal service. Our team is empowered to pick up the phone, solve problems, and do what’s right, rather than pushing things through a system. It’s not about transactions for us; it’s about long-term partnerships, and that mindset shows up in how we serve our policyholders every day.”

THE ROAD AHEAD

Looking ahead, LUBA’s focus will remain where it has always been…on people, says Kelli Bondy Troutman, Executive Vice President.

“Continued growth for LUBA starts with staying committed to the independent agents and policyholders who trust us and to the coworkers who support one another every day,” she says. “We believe that great service begins internally, and when our team feels valued, respected, and supported, that naturally extends to the clients we serve.”

LUBA is also embracing technology in ways that strengthen its promise of “Genuine Dependability.”

“By using tools that improve communication and streamline internal processes, we’re freeing our team to spend more time doing what they do best which is providing superior customer service,” Kelli says. “For us that means being accessible, responsive, and willing to go the extra mile for our clients. Ultimately, our growth will continue to come from what has always set us apart, working hard for our agency partners and policyholders and taking care of each other.”

Their relationship-driven philosophy keeps 9 out of 10 policyholders returning to LUBA each year.  LUBA’s focus will remain where it has always been…on people.

LEGACY OF

[

MMR GROUP ]

New age, new era, new technology

THE INFRASTRUCTURE THAT POWERS modern industry is largely invisible; it’s buried in conduit, tucked behind control panels, threaded through the walls of refineries and data centers and chemical plants. Building that infrastructure, and keeping it running, is the unsung work that makes everything else possible. It’s also MMR Group’s specialty.

lights don’t come on, don’t call us—call Entergy, and they’ll call us.”

Founded in Baton Rouge by James “Pepper” Rutland, MMR designs, installs, tests and maintains the electrical and instrumentation systems on which industrial facilities depend: the wiring, sensors, control panels, power distribution networks, communications systems and safety infrastructure that keep refineries, chemical plants, power generation facilities and data centers running.

“We’re the largest open-shop electrical and instrumentation contractor

in America,” says James “Pepper” Rutland, president and CEO. “We’re involved in building some of the most complex facilities in America and 40 countries in the world. When your

CONNECT WITH US

MMR employs roughly 10,000 people nationwide, operates 30 offices and generates billions in annual revenue. Yet the company has never moved its headquarters from Baton Rouge. Rutland, a Baton Rouge native and LSU graduate, has never lived anywhere else. “I like the culture, the people, the downright honesty,” he says. “It’s a big little town, small enough to be big and just big enough to be small.”

Over the past eight years, MMR entered the data center market and has since completed dozens of data center and AI facility projects all over

TOP EXECUTIVES: James “Pepper” Rutland, President & CEO; Donnie Fairbanks, CFO; Jeramiah Blum and Jonathan Bruser, Executive Vice Presidents ADDRES S: 15961 Airline Highway, Baton Rouge, LA, 70817 • PHONE: 225.756.5090

SUCCESS

the country. This has also led to the development of MMR’s Modular Systems division housed in a 200,000-square-foot facility in Lafayette.

“We didn’t abandon anything to get into data centers,” Rutland says. “We built around our core, turning client challenges into capabilities.” That core remains as strong as ever, even as new sectors add substantial revenue to the portfolio. With massive AI infrastructure builds, LNG export expansion and advanced manufacturing all accelerating at once, Rutland believes 2026 will surpass 2025, which was already the company’s largest year on record.

With roughly 3,000 employees in Louisiana alone, MMR is one of the state’s most significant private employers. Rutland has made workforce development a personal mission. MMR University, the company’s internal training program, takes in interns and combines academic coursework with hands-on business education. The company recruits heavily from LSU and Southeastern Louisiana University, among others, and has committed philanthropic support toward a new construction management building at LSU. “A lot of our staff come from this area,” Rutland says. “We believe strongly in giving back to the community that has been good to us.”

That commitment extends beyond workforce. MMR is a longtime sponsor of the American Cancer Society’s annual gala and LSU athletics; it’s a company where community investment is woven into the culture. Inside its Baton Rouge campus, a large employee gym and quarterly company events reflect Rutland’s conviction that a happy, supported workforce is the foundation of everything else. “We’re in the people business,” he says. “If our workforce

isn’t any good, then we aren’t any good.”

Rutland sees a convergence of forces positioning Louisiana for an unprecedented run. The state’s abundant energy resources make it a natural hub for the power-hungry data centers and AI facilities now reshaping the national economy. LNG export infrastructure continues to expand along the Gulf. Advanced manufacturing is accelerating. And the electrical workforce shortage that accompanies all of it represents both a challenge and an opportunity for a company that has spent 35 years building that talent pipeline.

“This is a new era, a new age, a new technology,” Rutland says. “The industries are going to come, and the people who manage those industries are going to come with them.” For a privately held company that bet on Baton Rouge decades ago, the next chapter looks bigger than anything that came before it.

From the President & CEO

”I was the captain of the football team my senior year at LSU. In that role, I never learned anything from success. I learned everything from failure. When the outcome isn’t what you want, you figure out how to change it. You take responsibility, you step to the front, and you do the work. You lead by example, including the things nobody wants to do. That’s sometimes the job. Most people respect that. That’s been our creed and our motto for a very long time.”

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FOUNDED IN 1927, Gallagher has grown into a global enterprise with nearly 71,000 employees, more than 1,300 offices and clients in over 130 countries. This sustained growth reflects the company’s expansive capabilities, consistent client focus and long-standing commitment to supporting organizations worldwide with responsive, insight- driven solutions.

As one of the world’s largest insurance brokerage, risk management and consulting firms, Gallagher has built a meaningful and lasting presence in Louisiana. With roots in the state stretching back several decades, the company has evolved into Louisiana’s largest broker, serving organizations across industries with integrated solutions spanning employee benefits, HR consulting, retirement and financial wellness and comprehensive risk management.

Gallagher’s journey in Louisiana began with the acquisition of a Baton Rouge firm, which paved the way for expansion into New Orleans, Monroe and other regions across the state. Through continued investment and the integration of local talent, the company has cultivated a network of 24 offices statewide. This broad footprint allows Gallagher to combine global expertise with deep local insight, ensuring organizations benefit from world- class resources paired with a clear understanding of Louisiana’s unique business landscape.

Gallagher provides integrated support across Gallagher Benefit Services and Gallagher Global Brokerage, giving organizations a single, strategic partner for people and risk needs. Clients across Louisiana rely on Gallagher for insurance placement, property- casualty programs, data- driven employee benefits strategies, workforce

consulting, compliance guidance, retirement plan advisory and financial wellbeing solutions. Investments in data analytics, forensic accounting and emerging risk modeling ensure clients receive detailed, forward-looking guidance tailored to their operational realities.

Gallagher supports clients in key Louisiana industries, including manufacturing, agribusiness, higher education, public sector, energy, aerospace, entertainment and life sciences. The company offers thought leadership on emerging issues such as cyber risk, healthcare trends, marine construction, AI- driven exposures and social inflation, pressures that shape the state’s evolving risk and insurance environment.

A defining feature of Gallagher’s success is its commitment to culture. Guided by The Gallagher Way, a set of 25 principles emphasizing ethics, integrity, service and respect, the company fosters a workplace centered on professionalism, empathy and local connection. This cultural foundation reinforces long-term relationships and supports the firm’s reputation as a trusted partner.

Beyond business, Gallagher maintains a strong community presence. Employees actively engage in local initiatives ranging from charitable fundraisers to hurricane-relief efforts, demonstrating the firm’s dedication to the communities they serve.

Positioned for continued growth, Gallagher remains focused on delivering client- centric service enhanced by global resources. The firm’s blend of local expertise, technical capabilities and longstanding values reinforces its role as a leading partner for Louisiana organizations seeking comprehensive insurance, risk management and consulting solutions.

Global experience. Louisiana expertise.

For nearly a century, we’ve been a trusted insurance, risk management and consulting partner for businesses, communities and people around the globe. Customizing programs and solutions tailored to your needs. Driving better outcomes for your people and your organization.

With more than 170 employees and 24 offices statewide, Gallagher is proud to serve Louisiana businesses of all sizes and across all sectors, helping you build the confidence to handle whatever comes next.

Learn more. Visit AJG.com/Louisiana AJG.com | The Gallagher Way. Since 1927.

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Celebrating 75 years in business is a reflection of the trust this community has placed in us for generations.

“I NEVER WANTED to be the biggest car wash, I wanted to be the best-run car wash,” reflected Benny’s co-owner, Benny Alford. “When my father started this business in Pensacola, Florida, we couldn’t imagine what it would one day become. After we moved to Baton Rouge and I eventually took over, our focus was simply on serving people the right way.”

That dedication to service has been at the forefront of Benny’s expansion and growth over the past 75 years, defining the company as a leader in the car care industry. Family-owned and operated since 1951, Benny’s continues to build on its legacy of innovative technology, unparalleled customer service, and commitment to community.

75 YEARS OF FAMILY TIES

“Seeing my sons, Justin and Jason, step in and grow Benny’s into something even greater, and now having my granddaughter Helen representing the fourth generation, has been incredibly special,” said Benny. “I’m most proud of how our family has come together to take Benny’s to a whole new level while still staying true to the values we started with.”

In 2001, the Alford family changed the face of the car wash industry with the invention of an automated, all-inclusive car wash experience. Coupled with its eco-friendly use of biodegradable chemicals, the company has further modernized the business. Capitalizing on these successes, the family has

expanded Benny’s into nine car wash locations with interior services and vacuums, seven oil bays, and five B-Quik convenience stores. They are currently wrapping up the construction of their tenth facility in Baker, Louisiana. After its completion, the momentum keeps going with plans to break ground on another car wash in Zachary by the end of the year.

“Benny’s coming to Baker and Zachary is a big deal for our area,” said a Benny’s customer. “It’s great to see a local company that has been part of the Greater Baton Rouge area for generations continuing to invest here.”

COMMUNITY PARTNERSHIP

Benny’s invests in more than just brick and mortar buildings. Through sponsorships, donations, and charitable events, the family strives to give back to the communities in which they live and work.

“Celebrating 75 years in business is a reflection of the trust this community has placed in us for generations,” said co-owner Justin Alford. “We’ve always believed that if a community supports you, you have a responsibility to support it right back.”

Some of their efforts include being a proud partner of LSU Athletics, working with local organizations to

support initiatives that benefit the area, and even donating free car washes to local school staffs during the holidays as a token of their appreciation. Perhaps one of their most anticipated fundraisers of the year is the Annual Haunted Car Wash, a two-night event every October that has raised more than $200,000 for Our Lady of the Lake Children’s Hospital.

After 75 years, Benny’s is still thriving, growing, and providing car care services that are “Cheaper, Faster, Better!™”

President

Odom

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DELTA MACHINE & IRONWORKS

didn’t grow into a major industrial player by accident. It did it by designing its business around one promise: deliver exactly what customers need, exactly when they need it. In industrial construction, delays are often accepted as inevitable—and pipe supports are frequently a bottleneck. Delta builds on its success by rejecting that assumption and delivering relentlessly on a single, foundational position: service excellence means showing up on time, every time.

That service-first mindset has driven rapid growth for the Baton Rouge-based manufacturer as it expanded beyond its small-shop roots. Today, Delta supports large-scale industrial improvement and expansion projects, staying engaged from early planning through final installation, often as a go-to partner for post-startup plant maintenance teams.

Delta started out in 1984 as a small machine shop and has continued to service all those long-term partners. Along the way, the company has emerged as a leader in pipe support fabrication, deliberately strengthening its planning and project management team to ensure schedules are met, not missed, removing delays that traditionally plague this part of the supply chain.

Adaptability has been key. In 2025, Delta invested $6.2 million to modernize product offerings, fabrication, logistics, technology and office infrastructure. Central to that effort was acquiring and scaling LIFT-OFF Pipe Supports, a non-metallic corrosion-prevention solution. Rather than continuing to depend on outside suppliers—and their lead times—Delta took

ownership of the product line, forged an excellent raw material supplier relationship and backed it with deep inventory and additional molds to ensure supports are ready when customers need them, not weeks later.

Physical expansion followed the same service logic. A new flagship office on a nine-acre site in Zachary will anchor operations across Baton Rouge, Prairieville and Denham Springs. Meanwhile, upgrades at the Choctaw fabrication facility added under-roof floor space for staging, packaging and organizing ever-expanding modular work and outbound shipments, allowing supports to move faster and more predictably.

To reinforce accountability, Delta focused on transparency. Its “Project Hard Net” fiber network upgrade enables real-time tracking across the facility, providing customers with detailed automated updates on production status and milestones, eliminating guesswork and reducing risk. The goal, says Director of Engineering & Technology HeidiHolmes, is to give customers confidence that everything promised is actually happening. The goal is simple: do exactly what was promised without customers having to worry.

Delta also addressed the final mile. Fleet upgrades prevent aging trucks from threatening delivery schedules, and strict quality controls keep the reject rate under .01 percent. Through it all, leadership stays hands-on. President Cody Odom is frequently on the shop floor, monitoring critical projects firsthand, communicating with clients and calling shots to make sure the team stays on point.

From the President

Delta has found that the keys to success in business aren’t too different from the keys to success in life. Keep our word, work hard, remember who we are and who helped us get there. We sell the same products as many other suppliers and our customers have options. We work relentlessly to make sure there are no other options for our brand of service and teamwork. We won’t be outworked by anyone—simple as that. No matter what projects come next, we will be here, doing what’s worked for the last 42 years.

CODY ODOM

“For years, supports were ordered late and delivered later,” Holmes says. “We’ve built our operation to make sure they’re ready before they become a problem.” At Delta, service excellence is measured in days saved—not excuses made.

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“THIS IS OUR 65TH YEAR in business, which is pretty remarkable when you look at the rate in which industry changes,” says Forte & Tablada President and CEO Joey Coco. “We’ve completed many thousands of projects through two generations of ownership before me. The age, the legacy of this firm, it’s something to respect and to be immensely proud of.”

Throughout Forte & Tablada’s history, the company has acquired several local firms, including Coco’s business, Engensus, in 2012. Eight years later, during the height of COVID19, Coco and a partner, Chad Bacas, acquired the firm from former owner Ann Trappey and Coco became firm principal and CEO.

“It was a scary time,” Coco says. “We were announcing the transition to staff on a Teams call. But I felt confident we would come out okay. Ann is a great mentor. She transitioned the company without imparting strict beliefs and did it with intentionality to let the next generation lead, and she’s been a part of the leadership team since the internal transition.”

MERGING SUCCESS

In 2025, the firm hit another milestone when it acquired PEC, an engineering company that had called Baton Rouge home for about 60 years. PEC and Forte & Tablada had partnered on projects in the past, and many employees had worked at both businesses. The merger, combined with organic growth, has increased Forte & Tablada’s staff from 75 to 125 people in roughly five years.

“It feels surreal, like it was meant to be,” says Coco, speaking about the merger. “This brought together two of the oldest firms in the Baton Rouge area. It’s amazing to see the synergy. It’s so easy to integrate when you have so much alignment, when staff have already shared tenure through partnerships, and (jokingly) when you are rooting for the same football team.”

TECHNOLOGY-DRIVEN ENGINEERING

The firm’s success is seen in countless projects through the years, including recently the Calcasieu River Bridge survey in Lake Charles. It was one of the largest surveys with the quickest turnaround ever commissioned by the Louisiana Department of Transportation and Development. The surveyors at Forte & Tablada used every advanced technology at their disposal and completed the project in record time.

“What separates us from other firms is our technology-driven approach,” says Coco. “We’re not just a professional services firm that does engineering, survey, and construction administration services. Rather, we’re a technology company that does engineering, geospatial, and construction services. It’s a unique approach, and it’s front and center with our staff and clients.”

Another recent accomplishment is the plans for the Florida Boulevard Corridor Enhancement project. Once completed, this endeavor will be a catalyst for economic development along this corridor in Baton Rouge.

“When I look through our history, I get a deep appreciation for everything we’ve touched,” says Coco. “There are so many projects we have worked on, and every one of them is important to our customers, some of whom we’ve being working with for over 40 years.”

Looking to the future, Coco is confident his team will handle whatever comes next.

“This team and our employees—they are all a testament to our success,” says Coco. “We’re building a platform for growth without knowingly doing it. More growth is in our future, and with the team we’ve built, the sky’s the limit.”

HIGHLIGHTS

Throughout Forte & Tablada’s history, the company has acquired several local firms, including Joey Coco’s business, Engensus, in 2012.

the height of COVID-19,

In 2025, the firm hit another milestone when it acquired PEC, an engineering company that had called Baton Rouge home for about 60 years.

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AT KENWORTH OF LOUISIANA (KWLA), business truly is a family affair.

The 57-year old trucking dealership began in Houma in 1968 with President Scott Oliphant’s father-in-law, Joe Teuton, Jr. Today, many of KWLA’s leaders have been with the company long-term—Oliphant for 23 years, co-founder and Vice President Jodie Teuton for 29 years, their COO for 17 years, and a leasing manager and another pair of Vice Presidents for more than 20 years each, among many other long tenured staff.

What started as a small business serving the commercial truck industry has grown into a full-line dealership in all of Louisiana’s major markets, representing Kenworth Truck Company, Hino Trucks, Autocar Trucks and Manitou Group Company forklifts, as well as some of the nation’s biggest commercial trailer lines. KWLA’s team wants clients to find the perfect new or used truck, trailer or forklift for their specific business needs while setting the standard for commercial truck service and maintenance—a large part of what Oliphant believes separates them from others in the industry.

“When you bring a vehicle to Kenworth for maintenance, our goal is to get you back on the road as fast as humanly possible,” says Oliphant, citing stores’ 5-star reviews from customers.

KWLA also provides full-service commercial truck lease, rent, and financing programs at all Kenworth Louisiana locations, owning and maintaining about 1,400 pieces of equipment that customers operate, then bring back for full-life cycle maintenance. In addition to these services, Kenworth recently

added construction equipment and material-handling products, leveraging already trained and warranty certified technicians and parts availability and an established distribution network.

But Oliphant is quick to point out that none of KWLA’s success would be possible without their dedicated team: the ones that make it all happen. With an employee-selected internal newsletter name of “Family Matters,” the Kenworth team clearly feels the company’s efforts to create a close camaraderie.

Oliphant believes the resources that Kenworth invests into training is a key aspect of their success and customer service standards, touting recent awards including Kenworth’s Silver Award and PACCAR’s Parts and Service Dealer of the Year award.

KWLA’s family-like atmosphere doesn’t stop with their team and customers but extends to the communities they serve. From Houma, Baton Rouge, Hammond, Lafayette and Lake Charles to Monroe, New Orleans and Shreveport, KWLA’s locations actively support education and employment opportunities, particularly for local community college students, donating engines that allow them to learn current technologies and hiring interns when possible to work full-time with them.

“Saying we’re a business that believes in treating everyone like family is not just a cliche for us,” says Oliphant. “Kenworth is such a varied business, and our employees, clients and communities make us really proud of this place.”

HIGHLIGHTS

KWLA’s locations actively support education and employment opportunities throughout the state, particularly for local community college students.

The employee newsletter “Family Matters” demonstrates the company’s efforts to create a close camaraderie among its workers.

SUCCESS

AT 19 YEARS OLD, Floyd Degueyter became one of CLM Equipment’s first five employees, quickly moving up the ranks to parts manager. With a goal of moving into sales, Floyd got permission to take the company’s tractor-trailer after hours and on weekends to demonstrate how their tractor and bush hog could meet potential customers’ needs.

“I saw some tall grass and asked the landowner if I could try out our equipment on it,” recalls Floyd. “He was impressed with how well it worked, and that was my first sale.”

With a $50 commission and a new set of proven skills, Floyd transitioned to sales, and at a Dale Carnegie course set a goal of becoming a part owner of CLM within a few years. By age 27, he had moved through various roles and was named president of the company … less than 10 years after his start date with CLM.

In 60 years, Floyd has expanded the commercial, municipal, and industrial equipment company to four full-service locations: sites in Lake Charles, the New Orleans area, and Houston, Texas. in addition to their Lafayette-

area corporate headquarters. CLM recently purchased property in Port Allen and is looking at future expansion into north Louisiana.

As Louisiana’s exclusive dealer for Hitachi construction equipment, CLM helps customers find solutions for their equipment needs, whether that be through excavators or wheel loaders, or specialty applications like scrap, recycling, material handling and demolition.

“Our expertise in installing specialty attachments for specific applications appeals to our customer base,” says Dana DegueyterReynolds, Marketing and Communications Director of CLM.

CLM’s mission is to be responsive, have integrity, find solutions and provide excellent service. The team, many of whom have long tenures with the company, is not only focused on sales but also on service after the sale. With state-of-the-art service departments, CLM’s technicians boast an unparalleled combined 150 years of experience.

“We built CLM as a family organization that was committed to giving our customers exemplary service,” says Floyd, “and our customers became our friends and partners.”

HIGHLIGHTS

Floyd and CLM’s dedication have not gone unnoticed, as demonstrated by a letter from Louisiana Governor Jeff Landry.

“For over 59 years, Floyd has dedicated his life to his family and his business. He is emblematic of the type of entrepreneur found here in Louisiana, working with heart, determination, and commitment. Through good times and downturns, Floyd’s dedication to CLM Equipment and his employees has never wavered.

His secret is treating everyone he meets like family. Louisiana’s success depends on home-grown businessmen like Floyd and I am proud to call him a friend.”

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When

employees feel respected, supported, and empowered, they deliver better outcomes. Customers experience that difference in consistency, responsiveness, and followthrough—and they stay.

MANY COMPANIES talk about customer experience. Fewer are willing to say—out loud—that employee experience deserves equal weight. Advanced Office Systems has built its business on a belief that may sound simple but proves difficult to execute: customers are the most important to our business, and employees are the most important in our business. That distinction matters.

The company’s corporate purpose is to create a great experience for both customers and employees, with the goal of keeping them for life. It is a longterm view, grounded less in slogans and more in daily behavior. Three operating pillars guide how that purpose shows up in the workplace and, ultimately, in the marketplace.

1.

SPEED

IS A COMPETITIVE WEAPON

In an environment where responsiveness is often promised and rarely delivered, speed has become a differentiator. Not haste or shortcuts—but intentional, consistent action. Returning calls quickly. Making decisions without unnecessary delay. Removing friction for customers and employees alike. Speed communicates respect, and over time, it builds trust. Momentum, once established, compounds.

2. DO SOMETHING GOOD REPEATEDLY OVER TIME

Perfection is overrated; consistency is not. Advanced Office Systems operates on the belief that you don’t have to be the best

company in the world—you have to be your best, repeatedly. In baseball terms, you don’t need a home run every atbat. You need to show up, get on base, and keep moving the runner. Small wins, executed well and sustained over time, outperform occasional brilliance. This mindset lowers fear, encourages accountability, and creates room for people to improve without paralysis.

3. ASSUME POSITIVE INTENT

This principle may be the most transformative—and the most challenging. When leaders and teams assume positive intent, the tone of every interaction changes. Conversations shift from blame to learning, from defense to problemsolving. High standards remain, but they are paired with trust. Internally, this creates a healthier culture. Externally, it turns transactions into partnerships. The result is faster collaboration and clearer communication.

Together, these pillars form a philosophy that emphasizes winning first in the workplace. When employees feel respected, supported, and empowered, they deliver better outcomes. Customers experience that difference in consistency, responsiveness, and followthrough—and they stay.

After more than four decades serving the Baton Rouge area and with a fourth of their employees being there for 15 years or more, Advanced Office Systems continues to prove that a business does not have to choose between people and performance. When you invest in both, the marketplace responds.

From the CEO

In March 2026, Advanced Office Systems proudly celebrates 45 years in business. From the beginning, our growth has been driven by a simple mindset—invest for the longterm while appreciating what matters today.

Each day meant working toward things that wouldn’t pay off immediately: strong relationships, better solutions, and the trust of our customers. It also meant recognizing the value of the moment—great employees, loyal clients, and partnerships built over time. That balance has guided us through five decades of change and innovation. We are grateful to the customers who have grown with us and look forward to adding value for many years to come.

SUCCESS

GAINEY’S CONCRETE in Holden has taken a strategic and methodical approach to growth over the last 20 years or so, and it’s made all the difference.

It wasn’t always that way. For several years after its founding in 1981, the company served a primarily residential clientele with needed, but widely available, precast concrete products with limited growth potential. Following the untimely death of company founder Richard Gainey in 1994, his children ran the company over the next decade, struggling but surviving. “I was 24 at the time,” says Gainey’s daughter and current CEO Lisa Roache. “Our first years were very trying. Through it all, we had some great mentors and got some great life lessons.”

The trajectory of the company radically changed, though, in 2003 when she met her future husband, Greg Roache. A chemist by education, he brought with him a wealth of experience in the corporate world, along with a more technical and strategic focus. “They were on life support,” says Roache, current president of the company. “They were primarily selling a variety of small concrete products to the residential market with a relatively low barrier to entry and low profit potential.” Two other business lines were operating inefficiently and needed work.

A NEW PATH FORWARD

To turn things around, Roache completely threw out the old business model and began transforming Gainey’s into a business-to-business enterprise, serving primarily owners and contractors. The company also constructed a crane building that enabled it to begin casting manholes, catch basins and heavy custom work within an enclosed facility.

“When we hung our first bridge crane in the building, direct labor went down 42

percent,” Roache says. “We took what was a commodity and made it profitable by lowering the cost to produce.”

It laid the groundwork for the evolution and growth of the company. Today, they’re riding the wave of unprecedented growth in the industrial sector, supplying two LNG plants and providing underground installations for a large data center. In just the last year, their revenue skyrocketed some 45 percent, and they’re currently planning a second location in Pensacola and considering expanding their footprint in Holden.

Fortunately, they were strategically prepared for the ramp-up. Gainey’s had beefed up their manpower and provided the necessary training, while also building a team of young leaders who are excited about the company’s future.

AN INNOVATIVE SPIRIT

It’s Gainey’s innovative spirit that defines them. They take a proactive approach to their client relationships by providing them with workable solutions to real-world problems. Case in point – when microbial-induced corrosion began to damage concrete structures some 15 years ago, they incorporated antimicrobial admixtures and waterproofing into their processes to protect their products.

Additionally, they supply patented elevated precast platforms—used to elevate equipment in flood-prone areas—and are nationally known for their proprietary wastewater treatment plant technology.

Despite the challenge, they’ll quickly dive into a project and help an owner or contractor devise solutions. Greg Roache typically leads the effort, backed up by a design manager, vice president of operations, plant manager and CAD drafters. “We all get together and talk about it,” he says. “We just bounce ideas off of each other and great things happen.”

From the President

What sets Gainey’s apart is our loyal customer base, which values quality and service. We solve real civil engineering challenges, including corrosion protection for wastewater structures, where failure is not an option. We collaborate closely with engineering partners to develop structures that are practical and easy to install, welcoming opportunities to convert cast-in-place designs to precast. We think like contractors because constructability matters. We have multiple certified riggers on staff to address lifting challenges. We’re driven by EOS, supported by a passionate young team and experienced leadership, committed to remaining privately owned, and we stand behind every product we build.

MOKEBA Manager

RIVET CEO

Critical

A full-service approach to commercial real estate

WHILE THE NAME is new, JRE is built on more than three decades of experience in commercial real estate. Today, the Baton Rouge–based firm has evolved into a full-service company offering brokerage, property management, development and capital investment services.

The firm traces its roots to 1989, when Donnie Jarreau founded Donnie Jarreau Real Estate. Over the following decades, the company steadily expanded its capabilities beyond brokerage into commercial construction, development and acquisitions, building a diverse portfolio of projects and long-standing relationships across the Gulf South.

A major turning point came in 2020 when Jarreau partnered with Trey Williams to launch the modern iteration of JRE. Drawing on decades of experience and industry relationships, the partners recognized growing interest from investors seeking exposure to commercial real estate through a more hands-off investment platform.

That demand led to the creation of JRE’s capital investment division, providing local and regional investors with opportunities to participate directly in

“

” Drawing on decades of experience and industry relationships, the partners recognized growing interest from investors seeking exposure to commercial real estate through a more handsoff investment platform.

commercial real estate projects.

Since launching the capital platform, JRE has raised more than $50 million in equity from over 125 investors with acquisitions spanning from Texas to Florida and as far north as Tennessee.

Locally, those investments include well-known Baton Rouge retail properties such as Drusilla Village and Lake Sherwood shopping centers.

One of its most significant projects is Magnolia Ridge Logistics Park, a 180acre industrial subdivision in Geismar developed in partnership with Ratcliff

Development. Once complete, Magnolia Ridge will offer large industrial sites designed to attract manufacturing and distribution companies, creating new economic opportunities for the rapidly growing Ascension Parish industrial corridor. Looking ahead, JRE is focused on strategic growth across all divisions. Recent investments in staff, systems and operational infrastructure are positioning the firm to scale its brokerage, property management and capital investment platforms creating a fully

integrated company equipped to handle any commercial real estate need.

Those investments are already paying off. In 2025, JRE Brokerage agents facilitated more than $125 million in commercial real estate transactions spanning asset classes including retail, industrial, multifamily, office, and land. JRE’s property management division now oversees approximately 1.7 million square feet of commercial property across the region. Meanwhile, JRE Capital has continued expanding its portfolio, acquiring over 1 million square feet of commercial property since 2021. Recent acquisitions include a 100,000-square-foot industrial flex facility in Elmwood near New Orleans and a 40,000-square-foot industrial property in Houma, further strengthening the firm’s presence in key regional industrial markets.

Even as JRE expands beyond the region, the company remains firmly rooted in South Louisiana and the relationships that have shaped its success. At its core, JRE is committed on creating value for all stakeholders—clients, investors, partners and the communities they serve.

“ ”

At

its core, JRE is committed to creating value for all stakeholders—clients, investors, partners and the communities they serve.

Taking unconventional paths to resolve health issues

SEVERAL YEARS AGO, Ironman finishers and coaches Matt and Jesse Naquin found themselves in a unique situation. The certified nurse practitioner and certified registered nurse anesthetist worked out regularly and intentionally ate to fuel their activities, but were still putting on inexplicable weight. “I went to various doctors, but no one could pinpoint anything,” says Jesse. “No one could figure this out beyond ‘this happens after you turn 40.’”

Meanwhile, Matt had battled his own weight issues since childhood that remained even after he became intensely active. The Naquins’ medical training told them there was likely more to their health stories, so they began deep-diving into gut health and more preventative modalities. A national company that did lab work

without insurance approval helped Matt and Jesse learn that combined, they dealt with lifestyle-induced insulin resistance, vitamin deficiencies and low testosterone.

“Few physicians would have had

time to persist to get these tests and no insurance company would have approved due to our ages and how ‘healthy’ we both were,” recalls Jesse. “But results showed that our lean diets weren’t fueling our bodies’ unique

needs. All our efforts had been giving us backward results.”

This journey inspired the Naquins to open Untamed Health, innovative healthcare that embraces a patient-centric approach. Using their combined healthcare experience, Matt, Jesse and the Untamed Health team work to treat all patients individually, without restraints of what Matt refers to as “the Bermuda Triangle of healthcare” – with big medical boards, big pharma and insurance companies at each point of the triangle, and the patient treading water in the middle with no idea why they’re seeing certain doctors and even taking the medications they’re being prescribed. With a combined 25+ years of experience in patient care, the Naquins have been exposed to taking as little

time as possible to see patients, prescribing only insurance-approved medications, and treating symptoms instead of finding root issues.

“One person’s body and individual makeup will not be like the next,” says Matt. “We spent years finding the best way to treat ourselves and now we want to help others. Not only do we provide it; we’ve also lived it and breathed it.”

Taking additional time to listen and delve into patients’ health histories and issues is one of the main things that sets Untamed Health apart from traditional healthcare facilities.

“Doctors are trained to diagnose and treat,” says Matt. “As nurses, we’re educated to advocate for and educate patients.”

By looking at specific blood tests, stool samples and other tests that

typical providers don’t know about or don’t pursue due to the overwhelming red tape set into place by insurance companies, Untamed Health works to find the source of health issues. One unique test is through the InBody 770 Scanner that provides a comprehensive analysis of body composi-

“

tion, including muscle, fat and water distribution.

“Insurance companies don’t see many tests as appropriate or necessary,” says Matt. “At Untamed Health, we want to prevent illnesses, so even the ‘unnecessary’ can end up being very important.”

” One person’s body and individual makeup will not be like the next. We spent years finding the best way to treat ourselves and now we want to help others. Not only do we provide it; we’ve also lived it and breathed it.

MATT NAQUIN, CO-OWNER

Untamed Health’s natural methods of treatment are not meant to replace traditional medicine, but to supplement it. “We firmly believe in utilizing all available resources to reach the best health outcomes,” says Jesse. “But since regulations don’t always match the body’s make-up, we offer a comprehensive approach in addition to modern healthcare we’re blessed with.”

“We are adult athletes who experienced metabolic syndrome. We are parents seeing our kids grow up with the same genetics and want to learn how to help them be healthy in their specific, unique bodies earlier on than we did,” says Matt. “We’re not saying we can cure your disease, but we’ll certainly give it the best shot we can. Our ultimate goal is to let you know you can be healthy.”

[

MOFFATT & NICHOL ]

Engineering resilience: Enhancing Baton Rouge’s relationship with water

BATON ROUGE’S PAST, present and future is deeply intertwined with water. Yet, as climate pressures intensify, population grows and development patterns evolve, the city’s relationship with water is changing.

Moffatt & Nichol, an infrastructure advisory and engineering firm that is marking the 20th anniversary of its office in Baton Rouge, works at the center of that challenge. It helps cities rethink infrastructure, resilience and how they live with water. That challenge is growing more complex and more urgent. Increasing rainfall, intensifying flooding and extreme heat have strained aging infrastructure, and locally this poses a risk to Baton Rouge’s economic, environmental and community resilience.

“We have this concrete urban watershed. We live in a very rainy, subtropical environment. And it’s very flat, so

“

” The firm prides itself on its deep, personal connection to Baton Rouge and recruits locally, enabling the next generation of

there’s nowhere for the water to go,” says Vice President Jonathan Hird.

At the same time, “we’re surrounded by water, but the way we developed didn’t respond to that,” says Haley Blakeman, Gulf Coast Resilience and Planning Lead.

Reimagining how communities live with water lies at the center of Moffatt & Nichol’s approach to infrastructure and urban water management. This involves adapting existing infrastruc-

ture to enable it to flex with the landscape.

This means that where existing infrastructure can’t be replaced, Moffatt & Nichol can work with the landscape—whether it has been built on or not—to create more space to hold excess stormwater. This might be conservation easements, parks, or lakes that hold water while also serving as recreational spaces.

“It’s about ensuring sponge-like

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green space and manageable storage is incorporated into our lived environments,” says LeeAnn Fitch, Regional Stormwater Lead.

When bayous swell and heavy rain falls, this approach to infrastructure provides room for the water, reducing risk to people and property, Fitch adds.

Moffatt & Nichol’s integrated approach brings together expertise in engineering, landscape architecture, urban planning, design and architecture. Using this approach, the firm has worked on projects across the state, from New Orleans’ Urban Water Plan to the USACE Sustainable Rivers Program, to the Louisiana Watershed Initiative.

Moffatt & Nichol’s expertise and experience extend beyond technical aspects.

“We understand the technical wherewithal of how the system

functions, but we also understand how people experience space,” Blakeman says. “Every time we’re looking at infrastructure, we ask how many different ways can it serve. We’re always thinking about how to connect people with nature and with each other.”

Moffatt & Nichol also invests in developing, attracting and retaining local talent. Through relationships with flagship academic institutions such as LSU, the firm facilitates skills development and provides opportunities for early-career professionals to gain

“ ” Reimagining how communities live with water lies at the center of Moffatt & Nichol’s approach to infrastructure and urban water management. This involves adapting existing infrastructure to enable it to flex with the landscape.

valuable experience. The firm prides itself on its deep, personal connection to Baton Rouge and recruits locally, enabling the next generation of talented engineers, landscape architects, planners and scientists to stay close to their roots.

“We work on very challenging projects that are interesting and give young professionals the freedom and ability to mature and not only work on the technical things, but also engage with the public,” says Gerald Songy, Senior Coastal Engineer, an LSU graduate who returned to Baton Rouge to work at Moffatt & Nichol.

Moffatt & Nichol complements its strong local knowledge and experience with global expertise. The Baton Rouge

team has worked on major design projects for cities including Charleston, Houston, Mobile, New Orleans and New York.

“We’ve seen how things are done in other locations—and how they shouldn’t be done,” Hird says. “That experience helps us partner with clients on solutions that are proven, not experimental.”

With technical expertise and innovation, local talent, and strong community engagement, as Moffatt & Nichol looks to its next 20 years, it is helping Baton Rouge reimagine its dynamic relationship with water, ensuring the city thrives and sustains its resilience well into the future.

[ PORT OF GREATER BATON ROUGE ]

Setting a course for unprecedented growth and collaboration

INFRASTRUCTURE IMPROVEMENTS,

a deepening river draft and inter-port collaborations are setting a new, and potentially transformational, course for the Port of Greater Baton Rouge.

The port has always been closely aligned with the U.S. agricultural market. Given its rail infrastructure and barge accessibility, it’s ideally suited as a destination for outbound shipments of grain, oil seeds, sugar, wood pellets and sometimes rice. The port’s grain elevator— maintained and operated by Louis Dreyfus Co.—is one of its largest tenants, moving between 5 and 6 million tons of exported grain and oil seed per year.

They’re continuing to expand and improve in that space, currently working with Dreyfus to begin accepting crushed soybean meal by rail and barge. “It will enable the rail delivery of about 1 million-

“

” In 2025, the port began partnering with the lower Mississippi River’s four other deepwater ports to develop a collaborative marketing strategy aimed at increasing international trade, driving economic growth and attracting new business.

plus tons per year of the product,” says Jay Hardman, port executive director.

“That fits well with the elevator’s utilization cycle … we get a big surge of product during the harvest season for corn and soybeans, then we hit a lull. That’s just when the crushed soybeans (exported as animal feed) begin to move.”

The overall cost of the infrastructure improvements is nearly $30 million, to be used to improve conveyance equipment and rail dumps (where the rail cars are emptied). The project is currently in the early design phase, with an anticipated completion in late 2027.

Additionally, Drax Biomass continues

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to increase its wood pellet tonnage and is currently shipping pellets from several pellet mills in Louisiana, Mississippi and Arkansas to the U.K. They heavily depend upon the port’s rail chambering yard, which can handle up to three large trains of 80 railcars each, with expansion capabilities to six trains of 110 cars each.

FORGING A PARTNERSHIP

In 2025, the port began partnering with the lower Mississippi River’s four other deepwater ports to develop a collaborative marketing strategy aimed at increasing international trade, driving economic growth and attracting new business.

Until now, there has never been a formalized, structured agreement among all five of the port systems. The rollout of the plan will be final-

ized this spring. “The five ports have completed a cargo analysis to identify how products/cargoes are moving into and out of the state,” Hardman says. “Dovetailing that information into a unified and coordinated marketing effort, we’re looking at creating a more consistent, unified voice for the Lower Mississippi River that will attract future investments and additional jobs.”

The Port of Greater Baton Rouge has never shied away from collaboration. For several years now, it has worked with Port NOLA to provide a “container-on-barge” service that shuttles containers via the river to reduce truck traffic, lower emissions and provide cost-effective transport for Louisiana’s industrial, chemical and agricultural exports.

And more recently, the port entered into a cooperative endeavor agreement that enables the Port of South Louisiana to work directly with Hyundai Steel in Ascension Parish (which falls within the Port of GBR’s jurisdiction) in the development of their dock system. That’s significant, since the dock will facilitate the offloading of approximately 4 million tons per year of iron ore to support the $5.8 billion facility’s production of 3 million tons of ultra-low-carbon steel sheets.

LOOKING AHEAD

Enhancing river functionality is another primary goal. Case in point— a new air draft monitoring device on the I-10 bridge over the Mississippi River is already improving the flow of river traffic, as it instantaneously provides distance readings between the water and bridge. The data from the solar-powered device is easily accessible through a computer link. “Before, they looked at river gauges, then performed a mathematical calculation to estimate the draft,” he adds. “Now, it tells them instantly what they need to know with no guesswork.”

Additionally, the Corps of Engineers’ continued deepening project of the river to 50 feet up to Baton Rouge will have an enormous economic impact, as it will enable area industrial companies and port tenants to substantially increase shipping capacities. “Anyone who uses a deep draft ship is limited to a draft of about 45 feet,” Hardman says. “That’s a particular problem during low water events. A deeper draft will give them an improved economic advantage with increased tonnage per ship.”

Hardman says everything’s coming together at the perfect time. “Moving forward,” he says, “we plan to continue leveraging our strengths to attract new investments for the benefit of both Baton Rouge and the state at large.”

Carving out a niche in synthetic turf design

A DECADE AGO, synthetic turf football fields were a luxury reserved for elite high schools and well-funded universities. Today, they’re rapidly becoming the standard across Louisiana and beyond, and one Baton Rouge-based engineering firm has positioned itself at the forefront of this transformation.

Simpson Sports Engineering, a licensed civil engineering firm owned by Jesse Simpson, has carved out a niche in designing and engineering synthetic turf athletic facilities. What began as occasional side projects has evolved into a business that’s doubling staff and expanding into new markets.

The economics are compelling. Natural grass fields require constant upkeep, struggle with Louisiana’s unpredictable weather and limit how schools can use their facilities.

Synthetic turf eliminates these constraints, allowing schools to host multiple activities without worrying about wear patterns or weather damage.

“At the high school level, it has almost become a necessity,” says Simpson, a former professional base-

ball pitcher who graduated from Zachary High School and played in the St. Louis Cardinals organization for four seasons from 2009 to 2012.

THE GROWTH TRAJECTORY

Simpson Sports Engineering’s business accelerated dramatically around 2022 when schools began prioritizing turf installations. The company recently completed a major project at Chappapeela Sports Park in Hammond and is now taking on an even larger

project: a 20-field complex for the City of Minden, near Shreveport. It has also established a presence in the Alabama market with an office in Huntsville and plans to continue expanding across the Southeast.

“These municipalities are picking up on this because of the economic impact it has to the cities,” Simpson says. “Soccer, baseball, football, travel ball—you might have 5,000 people at the park in a given weekend, and these families are staying at hotels and

eating at local restaurants. The monetary boost and exposure is significant.” Cities across the Southeast are increasingly calling Simpson Sports Engineering to design turf fields or multi-field complexes. The tax revenue from tournament weekends, combined with elevated property values near quality recreational facilities, makes these projects attractive investments.

TECHNICAL EXPERTISE

While the turf itself gets the attention, Simpson emphasizes that proper engineering makes the difference between a field that lasts and one that fails prematurely. Louisiana’s challenging soil conditions require specialized expertise. “Louisiana has tricky soils at times,” he says. “A big piece of what we do is making sure the base work we’re calling for is correct.”

Simpson’s background as an athlete gives his firm a unique edge. “Having played on these fields, I’m able to understand the owner’s goal for their facility to ensure it is designed properly,” he says.

[ DEL RIO REAL ESTATE ] Building authentic connections—one house, one client, one relationship at a time

THIRTY-SIX YEARS AGO, Jerry del Rio transitioned from nursing to real estate, trading her scrubs for a real estate license. In those early days before the Internet, locating homes involved driving around to spot “for sale” signs and compiling lists for clients, relying solely on printed materials that quickly became outdated.

This career shift was essential for del Rio, a mother of four, whose demanding nursing shifts often extended to 16-hour doubles. “It didn’t allow me to continue being a mother,” she says.

Over 36 years in the industry—25 as owner of Del Rio Real Estate—she has established a lasting presence in Baton Rouge’s competitive market, where women-owned businesses often face challenges from larger firms.

Two years ago, del Rio partnered with Heather Civello, transforming her solo practice into a collaborative venture. Civello brought 15 years of experience in salon design, and had always had a passion for residential design,

often advising friends on preparing their homes for sale.

After working together for a year, del Rio saw the potential for a formal partnership. “I’m more business-oriented while Heather can see things in a home that may need improvements or updates,” she says.

“When you hire us, you’re getting a two-for-one deal,” says Civello. “You get the best of both worlds.”

Del Rio’s experience is a significant asset. “We sold a property that is a pre-Civil War home!” Civello says.

“With Jerry’s expertise, she can handle everything from pre-Civil War homes to farms and assist first-time home buyers.”

While real estate may appear glamorous from the outside, the reality is quite different.

“I’d say only about 10 percent of it is glamorous,” says Civello. “People don’t realize we’re often emptying trash cans and cleaning out homes. We provide hands-on, client-oriented service that aims for five-star satisfaction.”

The work demands commitment and a delicate balance between personal life and business obligations.

“Our biggest challenge is that family and friends often say they never see us,” says Civello. Del Rio agrees. “To be a successful Realtor, professionalism is key. Although family comes first, we are constantly thinking about business.”

Del Rio’s client-first approach has created a bittersweet challenge—the formation of deep friendships with clients. “I’ve developed so many friendships over the years. I often think, ‘I haven’t talked to her in a while,’ she says. Civello understands this sentiment well, adding, “We come in like little fairies and leave behind new friendships, but it’s hard to keep in touch.”

Del Rio credits her psychiatric rotations as a nurse for her ability to connect with people. “It takes a lot to shock us,” Civello says. “People behave very differently when they’re trying to buy a house compared to other contexts.”

After 25 years of cultivating her own company, del Rio has demonstrated that success in real estate hinges on being committed, doing the unglamorous tasks, and building authentic connections—one house, one client, and one relationship at a time.

[ JR CONSTRUCTION ]

Partnerships and service are keys to this company’s success

JACK POU has spent the last several years building success by building relationships in south LA and beyond.

His company, JR Construction, is a subcontractor that provides wood framing and a turnkey concrete service to general contractors from Lake Charles to the Northshore, as well as Jackson, Miss., and (in the future) southern Alabama. The company recently expanded into the Houma and Covington areas as well.

“If I have a contractor going into a certain area, I’m going to go with them,” Pou says. “Part of our business model is to grow along with our customers. This is a real partnership.”

Partnership and service are two keys to the company’s success. Pou, who developed an interest in construction as a teenager while working for a builder, got an early start interacting with and learning from subcontrac-

“

” If I have a contractor going into a certain area, I’m going to go with them. Part of our business model is to grow along with our customers. This is a real partnership.

JACK POU, MANAGING PARTNER

tors. He saw that managing a labor force onsite was one of the toughest parts of the business. “You have to learn how to communicate with people and motivate them,” he says.

After graduation, Pou saw an opportunity to start a new business offering a turnkey concrete service that would capitalize on his talent for managing people and simplify a tricky part of the construction process. General contractors quickly saw the value of

having JR Construction supervise the concrete work for their projects from A to Z—sourcing materials, bringing in labor, and most importantly, providing an onsite manager to supervise employees.

“The old school was for the general contractors to do everything themselves,” Pou says.

His expertise and relationships with suppliers allow him to pass along volume discounts to his cus-

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tomers. Contractors often find that JR Construction can handle the entire scope of concrete work for less than they could do it themselves.

This level of efficiency has fueled growth to the tune of 15% each year for the past four years. General contractor volume has picked up, Pou says, with many of his customers moving from building mostly single-family homes into multi-family projects. JR Construction keeps up with that volume, expanding along with its contractor customers.

So what is the company’s next move? Building relationships with commercial contractors, Pou says, bidding on and being awarded more business on the commercial side. “We have customers who want to move into new markets,” he says, “and JR Construction wants to go along with them.”

“ANY TIME a company grows, you want to hang on to your core values and the mission of the credit union,” says Jeffrey Conrad, Pelican Credit Union CEO. “While becoming a larger institution, we don’t want to forget where we came from.”

For 10 years in a row, the Baton Rouge-based credit union has closed all 18 branches for a full day to bring its 350 employees together for what is known as the Family Reunion. During these gatherings, employees celebrate successes and tackle service projects— from assembling bikes to preparing meals for those in need.

“We define the core values that we live and breathe: Commitment to Excellence, Heart for Service, Positive Attitude, Growth Mindset and Ownership,” says President Melissa Ott. “That’s easy to put on paper, but I believe the heart for service stands out more than any of them. We are a group who serve each other and our communities every single day.”

Every new Pelican employee experi-

ences the same first two days focused on the credit union’s history, culture and values, and receives a 90-day roadmap for success. Chief Growth Officer Leigh Porta notes that new hires are matched with a buddy and receive a welcome package before their first day.

This culture of service extends outward to Pelican’s members. As a Community Development Financial

Whether members prefer visiting one of 18 branches or managing their finances entirely online, Pelican delivers an omnichannel experience. Recent upgrades allow the credit union to make quick decisions and fund certain loans in seconds, while maintaining a busy contact center for members who prefer a call or a visit. [ PELICAN CREDIT UNION ]

Institution (CDFI), the organization is committed to making a difference in the lives of people who may have been overlooked by traditional banks. For those struggling financially, the credit union provides on-site credit counselors and funds financial literacy classes in schools, colleges, organizations and communities throughout Louisiana. Perhaps no program better illustrates Pelican’s commitment to educa-

tion than their “Pelican Pays for Good Grades” report card incentive. The credit union pays students up to $10 for each A on their report cards twice a year—all they need is an account. Over the last 5 years, the credit union has given out over $440,000 to students for their good grades.

When students reach their junior year, they become eligible to apply for Pelican scholarships. “We’re constantly looking for ways to set up the next generations for success,” Ott says. “We want them to experience the benefits that you can gain from having a true relationship with a credit union.”

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Longtime Louisiana bank branches out to Baton Rouge

AFTER RUNNING a loan and deposit production office in Baton Rouge since September 2022, JD Bank has opened its first full-service local branch. The new branch offers a variety of personal and commercial lending and deposit products through both physical and digital delivery channels as well as both trust and investment services.

Founded in Jennings nearly 80 years ago, JD Bank began offering the community a new option and new way of banking. With its roots in community banking services for small town, rural south Louisiana, JD Bank believes relationships come first.

“We understand Louisiana,” says Ike Guthrie, AVP Office Manager of its new Baton Rouge branch. “You can pick up the phone and talk to somebody in your market who knows your business and your relationship with us. That sets us apart.”

Late last year, JD Bank was named one of the 2025 Best Banks to Work For by American Banker and Best Companies Group as a bank that

excels at creating positive, supportive workplaces. JD Bank is one of 90 banks nationwide to receive this designation based on employee feedback and the benefits and perks it offers.

The survey and awards program is designed to identify and honor banks

with the best cultures for helping employees thrive. “The American Bankers Association selected us not only for the things we do, but for the people who work here,” says Guthrie. Giving back to the community is essential for any business, and JD

Bank prides itself on being involved in the community. Employees offer time and effort as well as financial resources to many nonprofit organizations in the areas it serves. Since its inception, JD Bank and its employees and customers have been dedicated to improving the areas in which they live and do business.

“We believe community service goes hand-in-hand with customer service,” says Guthrie. “We don’t want to just do banking service. We want to connect with the community we serve.”

As JD Bank looks to the future, its dedication to building lasting relationships, delivering valuable banking solutions, and upholding a tradition of excellence remains unwavering.

“We’ve been in Louisiana 78 years,” says Guthrie. “We continue to grow and thrive, but we maintain our community bank sensibilities. Community banking is customer focused and relationship focused, and we want to do what’s best for our customers.”

[ DEEP SOUTH EQUIPMENT ]

Deep South Equipment finds natural fit in Lafayette

IT’S EASY TO FIND Deep South Equipment’s Lafayette location; just look for the gorilla. The Louisiana-based equipment dealer and service provider opened at 122 Southpark Road in late 2024 and decided to keep the well-known gorilla statue from the previous owner, George’s Lift Trucks.

Keeping the statue just made sense. It’s a local landmark and represents Deep South’s desire to be part of the community. For years, their technicians have traveled across the region—from Port Allen to the Texas border—helping customers on-site. As business continued to grow, it became clear they needed a physical location in Lafayette.

It was a wise decision. Since opening, Deep South’s Lafayette branch has grown quickly, increasing business by about 25 percent in 2025 as they expand their work in the industrial, oil and gas markets.

The newly renovated service facility includes a fully equipped shop and fully stocked parts department. From this location, the team handles equipment sales, rentals, parts, service and training.

They specialize in Hyster forklifts, JCB construction equipment, TICO terminal tractors, FECON forestry equipment, PowerBoss scrubber sweepers and Columbia utility vehicles.

There are currently about 24 employees at the Lafayette branch, including 15 service technicians. According to Human Resources Manager Rebecca Lowe, they

hope to hire more technicians by the end of the year.

One thing that sets Deep South apart is consistency across all locations. Their technicians are factory-trained and certified, and they all follow the same “customer comes first” philosophy. They are rarely confined to the office, either, as more than 75 percent of their service

is performed in the field. Deep South also offers on-site operator training for lift trucks.

With 11 locations across four states, Deep South manages approximately 2,000 rental units. Between the Port Allen and Lafayette locations alone, more than 500 units are readily available. They are also quick to embrace new technologies for the benefit of their customers.

Deep South is the trusted supplier for many business owners. The Lafayette branch stocks parts for all makes of forklifts through their aftermarket program. They are always readily available when customers need them. Customers can pick up parts at the office, have them shipped to the jobsite, or have a technician deliver them during a service call.

In less than a year, the Lafayette branch has become part of the community. “It’s been a natural fit,” says Operations Manager Randall Kent. “In some ways, it feels like we’ve been here all along.”

[ LOUISIANA PUBLIC FACILITIES AUTHORITY ]

Building for the future with a legacy of impact

WITH OVER 50 YEARS of experience supporting education, healthcare, economic development and job creation across Louisiana, the Louisiana Public Facilities Authority (LPFA) is using its legacy to support the future of Louisiana.

Established in 1974 as a nonprofit statewide public trust and a conduit issuer of tax-exempt and taxable bonds, the LPFA has financed over 850 Louisiana projects totaling $32.5 billion through 2025. By enabling qualifying projects and entities to access tax-exempt bond financing and lower borrowing costs, the Authority plays a pivotal role in strengthening economic and community development statewide. The LPFA also develops innovative partnerships with federal, state and local government stakeholders that improve outcomes throughout Louisiana.

Over the last five decades, LPFAfinanced projects have supported hospitals, universities, charter schools, industrial expansions, economic development initiatives, and essential lower-cost programs for state and local governmental entities. Projects

financed through the LPFA have helped generate more than 323,900 jobs and $7.5 billion in additional personal earnings over the last half-century, underscoring the Authority’s transformative investment and sustained economic impact.

The LPFA continued building on this momentum in 2025, with six bond issues providing $1.075 billion in financing. This included $514 million for Ochsner Clinic Foundation projects, which are part of ongoing capital investments by Ochsner to expand its healthcare services across Louisiana. LPFA also financed $199 million for LSU’s new South Quad dormitory and ancillary development, of which the dormitory will add 1,266 on-campus beds dedicated to first-year students. Together, these projects reflect the LPFA’s long-standing commitment to strengthening healthcare systems and expanding educational opportunities across the state.

Additional 2025 bond issuances supported charter schools, solid waste disposal facilities and clean water initiatives, emphasizing LPFA’s support

for critical local and rural community infrastructure.

The LPFA further extends its impact by supporting college-bound students and their families through its education division, the Louisiana Education Loan Authority (Lela). Lela offers lower-cost, responsible borrowing options through its LelaCHOICE supplemental education loan programs and student loan refinancing through its Lela RefiHELP program. Additionally, Lela offers numerous free outreach services, including remote assistance with the Free Application for Federal Student Aid (FAFSA), the federal-aid form that high-school students must submit to apply for federal student financial aid programs. In 2025, Lela assisted nearly 1,000 students in completing the Free Application for Federal Student Aid (FAFSA) and provided free resources to over 40,000 students. Since its inception in 1984, more than 465,000 students have received financing or outreach assistance.

As a self-supporting quasi-public authority that operates solely on

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self-generated revenue, the LPFA has neither requested nor received any tax or other appropriation from the state of Louisiana for its operations. The LPFA’s operating expenses are covered through revenue generated by its bond issuances and programs.

“Throughout our 50-year history, our partnerships have improved critical infrastructure and increased access to higher education for Louisiana families and communities,” says President and CEO Tricia Dubroc. “We are proud of our legacy and are focused on the future of Louisiana.”

With continued growth and development across the state, the LPFA remains committed to innovative, flexible financing solutions that help communities adapt to changing economic conditions while expanding opportunity statewide. As such, the LPFA is focused on its enduring mission to make Louisiana a better place to live, work and raise families for the next 50 years.

Bringing services and strength to the Capital Area

THERE’S A NEW BANK in town, and it’s 102 years old.

First National Bank of Louisiana, which opened in Crowley in 1924, has expanded into Baton Rouge as part of its long history of steady and consistent growth.

“The Capital Region has so much to offer,” says Jordan Hultberg, Capital Market President. “With Louisiana State University, the seat of state government, and the petrochemical corridor, the Greater Baton Rouge area has a diverse economy that makes it an attractive market.”

Hultberg, a native of Baton Rouge, was tapped to lead the market because of his deep knowledge of the local business landscape. What attracted him to the bank, he says, is its long history and strong foundation.

FNB has locations throughout the state, including Crowley, Lafayette, Lake Charles, and Sulphur, and is currently offering a full suite of services in Baton Rouge while preparing to build its flagship office on Perkins Road.

“We’re positioned for growth in this region, and this expansion will allow us to serve families and businesses for all of their needs.” Hultberg says.

FNB offers a complete range of banking and loan products and is growing its team to meet both per-

sonal and business needs with the addition of Audrey Schmolke as private banking program manager.

“We have the sophistication and products to serve customers in a very personal way,” Hultberg says. “We approach our customers with honesty

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and we work hard to build trust. We get to know them on a deep level and understand their business.”

FNB employees are encouraged to become participating members of the local community.

“We believe in the importance of getting involved in community service. It is embedded in our company culture,” says Hultberg, who is a board member of the Knock Knock Children’s Museum, is on the Budget and Finance Committee for the Associated Builders and Contractors Pelican Chapter, and is a volunteer at St. Aloysius School.

As a community bank, FNB and its employees are devoted to promoting financial literacy. Two of the organizations they support are Junior Achievement and the Boys and Girls Club.

“We want our customers and our community to know that they have a partner in their bank. We are another member of their team,” Hultberg says. “We feel we have a tremendous opportunity and future here.”

[ MAULDIN & JENKINS ]

Strategic merger strengthens firm

THE MERGER of LaPorte CPAs & Business Advisors (LaPorte) and Mauldin & Jenkins (M&J) marks the beginning of a new chapter in client-focused excellence. By combining LaPorte’s deep regional roots with M&J’s century-long legacy and national reach, they have created an accounting powerhouse of over 800 professionals across 19 offices. This strategic alignment isn’t just about scale; it’s about providing clients with the sophisticated technical resources of a Top 100 firm while maintaining the local, trusted relationships they have relied on for decades.

M&J is a respected 100+ year-old firm, headquartered in Atlanta and serving clients across the country. The combined firm operates in 19 offices across eight states, including Louisiana, Texas, Georgia, Alabama, Florida, North and South Carolina, and Tennessee.

The alignment of the two firms was a natural fit, driven by shared values and a deep commitment to client success. They had a decades-long history as members of an alliance of independent accounting firms and knew they shared similar workplace cultures. This included a strong focus on strategic advisory services beyond tax and assurance, and a similar

focus on industries served, including government, construction, nonprofit, and healthcare, among others. With LaPorte’s strong presence in Baton Rouge, clients continue working with the same trusted team in the same location, while gaining access to M&J’s broader and more robust range of services.

WHY MERGE?

The accounting profession is evolving quickly, shaped by rapid change, increasing technology demands, and ongoing talent pressures. In that environment, LaPorte’s decision to merge

with M&J reflected a forward-looking strategy to stay competitive and continue delivering at a high level. The combination strengthened investment in technology, expanded and diversified service offerings, and provided greater scale and visibility in the marketplace. Importantly, the merger allowed the firm to preserve what matters most, a strong commitment to remaining independent and owner-operated, rather than pursuing private equity or a partnership that might not align with their shared culture and long-term vision.

ENHANCED SERVICES

Through this merger, clients gained immediate access to specialized expertise in complex assurance, tax, and advisory matters.

“Record growth in the Baton Rouge metropolitan area made the region an important focus for the firm,” says Brandon Smith, Partner and Advisory Practice Leader at Mauldin & Jenkins.

“Beyond standard tax and compliance work, our firm provides a suite of advisory services designed to support owners as they shift their focus from daily operations to high-level strategy. A cornerstone of this approach is the CFO Navigator suite of services, which provides outsourced fractional CFO services, strategic modeling, and financial planning tailored for growing companies. It helps businesses transition from basic accounting to strategic financial management through KPI dashboards, budgeting, and forecasting.”

Other key offerings now available include cybersecurity exams, legal counsel for tax controversy resolution, and transaction advisory services. The firm also provides specialty tax services, including R&D tax credits and state and local tax (SALT) compliance.

[

EISNERAMPER ]

National name, same local Louisiana flavor

AT THE END of every tax season, the CPAs and advisors at EisnerAmper take a break from crunching numbers to peel some crawfish. Hundreds of team members, some flying in from out of state to experience their first boil, gather to share over 1,000 pounds of mudbugs, corn and potatoes.

The annual crawfish boil started over three decades ago, when many of EisnerAmper’s Gulf Coast offices were still operating under the name Postlethwaite & Netterville, a longstanding Louisiana-based accounting, assurance, tax, consulting and technology firm, better known as P&N.

In 2023, EisnerAmper and P&N combined in a strategic merger. While P&N’s name changed, the firm’s commitment to high-quality client service remained the same and its resources grew.

“We’ve broadened our expertise and capacity as a firm,” says Dan Gardiner, former CEO of P&N and now Managing Partner of EisnerAmper’s Outsourced Services. “We still have a super strong footprint in Louisiana

and Baton Rouge, and exercise a lot of leadership for a national firm out of Louisiana.”

As one of the largest accounting, tax and business advisory firms in the world, EisnerAmper has global reach with over 475 partners and 4,700 employees. The EisnerAmper team is filled with talented professionals with credibility and expertise in sector-specific niches. With the click of a button, EisnerAmper’s advisors can connect clients to the leading financial authority on almost any subject.

“Our job at the local level is to make sure we’re putting the firm’s best foot forward in terms of resources to provide to our clients,” Gardiner says.

With a lifetime Net Promoter Score (NPS) of 78.1 for client satisfaction, EisnerAmper scores well above the national average for accounting firms. The firm remains keenly focused on mid-market organizations across a wide variety of industries, including real estate, healthcare, financial services, government, construction and more.

“We have a particular stronghold and expertise in private equity and financial services, and that impacts virtually every industry in existence,” Gardiner says.

When it comes to private equity, EisnerAmper offers a unique point of view. In 2021, the firm became a trailblazer in the accounting industry by taking on a private equity investment from TowerBrook Capital Partners. EisnerAmper was the first firm of its size to accept private equity, with several other large firms following suit soon after. The capital infusion provided by TowerBrook solidified EisnerAmper’s place as a visionary and creative market leader.

EisnerAmper consistently ranks among Inside Public Accounting’s Top 20 firms and is one of the fastest growing firms in America. The firm plans to continue adding valuable services, adopting new technology and investing in its team to create strong local communities and satisfied client bases throughout its footprint.

[ LOUISIANA COMMUNITY & TECHNICAL COLLEGES ]

Building the workforce of tomorrow

RICHARD NELSON’S LEADERSHIP as president of Louisiana Community and Technical Colleges (LCTC) comes at a pivotal time. Billions of dollars are being invested in Louisiana as a result of recent reforms, with projects expected to create more than 100,000 new jobs. Nelson is positioning LCTC to fill these jobs by preparing students for high-wage careers in tech, logistics, manufacturing, energy, and construction.

“This unprecedented capital investment has created expanded workforce needs and opportunities,” Nelson says. “At least 70 percent of these new jobs will require the degrees and certifications we provide. We need to step up our game with more resources, more partnerships, more collaboration.

FROM CLASSROOM TO CAREER

LCTC reaches every corner of the state, with 12 colleges serving 130,000 students across 65 instructional sites and producing 38,000 graduates annually. LCTC offers associate

LCTC reaches every corner of the state, with 12 colleges serving 130,000 students across 65 instructional sites and producing 38,000 graduates annually. “ ”

degrees,technical diplomas, industry-based credentials, and adult education programs in numerous fields.

Customized training is also available, Nelson says, and points to the new data center being built in north Louisiana as a prime example. Meta’s $10 billion AI-optimized data center in Richland Parish is expected to generate hundreds of jobs directly and thousands indirectly.

“We worked with the building contractors to build a curriculum and

training program that students can complete in just a few weeks,” Nelson says. “Every student in our first two cohorts received a job offer upon completion.”

That kind of collaboration is taking place all across the state, as LCTC works hand-in-hand with companies like Hyundai Steel in Ascension Parish and LNG facilities statewide.

Right now, the average student age is 26, “but we see an opportunity to reach students earlier,” says Nelson.

“We’d like to be the primary choice of education and training for young people who want to make a solid living and earn good wages in a much shorter time than a 4-year college degree requires.”

PASSION AND PURPOSE

Nelson was a natural choice for LCTC president. In his previous role as Secretary of the Louisiana Department of Revenue and a one-term member of the House of Representatives, he was known for addressing issues like workforce development, education, and the state’s economy.

Although he has been in his new position for just two months, he says he’s received plenty of support and encouragement.

“This is the best job I’ve ever had,” he says without hesitation. “I really think that the mission of this system is one of the most honorable in the state and one of the most impactful that we can have on the future of Louisiana.”

INVESTAR BANK ]

Growing through relationships

THIS YEAR MARKS a milestone for Investar Bank, as the institution celebrates its 20th anniversary while also completing the largest acquisition in its history. The combination of growth, innovation and community commitment reflects the bank’s ongoing mission to deliver strong financial services while maintaining the personal relationships that have defined it since the beginning.

One of the most significant developments over the past year has been Investar’s acquisition of First National Bank. The move nearly doubles the bank’s asset size. The expansion also welcomed approximately 100 new associates to the organization and added seven branches in North Texas—an entirely new market for the Louisiana-based bank.

At the same time, Investar is celebrating two decades of service. Since its founding in 2006, the bank has remained committed to a model that combines the resources of a larger financial institution with the personalized service of a community bank. That philosophy has guided the bank’s steady growth over the past 20 years.

“Since 2006, Investar has focused on relationship-based customer service while providing superior banking products and services to meet the needs of customers and businesses

“

” Our commitment to supporting our employees and promoting a strong culture has always been a top priority for us. We look forward to continuing to create a people-first and collaborative work environment for all.

JOHN D’ANGELO, PRESIDENT AND CEO

alike,” the company notes. “We are proud of our growth and accomplishments over the past 20 years, but we are excited to continue to grow and accomplish more in the future.”

Investar is committed to its customers, but it is also dedicated to its own. The Investar family is special to be a part of as growth, teamwork, and encouragement are prioritized. On top of a positive workplace environment, employees are offered superior benefits, a multitude of training opportunities, and engagement events. Recently, Investar was recognized by American Banker and Best Companies Group as a 2025 Best Bank to Work For and a 2025 Best Place to Work in Louisiana.

Looking ahead, the bank is investing in new initiatives designed to support business clients of all sizes. A key priority is a renewed focus on small business banking, ensuring that even the smallest local businesses have access to the financial tools they need to grow.

Investar is also preparing to roll out new technology-driven products, including a new online banking platform expected to launch in the second quarter. The upgraded system will improve efficiency for both customers and administrators. In addition, the bank is introducing a commercial card within its treasury management suite, offering businesses a more convenient

CONNECT WITH US

expense reimbursement solution.

Beyond financial services, Investar places a strong emphasis on community involvement. In 2025, associates spent nearly 2,500 hours serving local communities. Volunteering at food banks, serving meals at soup kitchens, teaching financial literacy in schools, conducting scam awareness presentations for seniors, and contributing donations to various organizations are some of the ways employees are involved in local communities.

During the bank’s Annual Leadership Summit, associates assembled 400 “Bags of Hope” to support individuals served by Society of St. Vincent de Paul. This is just one example of the many ways Investar employees give back. As Investar looks to the future, leaders remain focused on embracing technology, expanding into new markets across the Southeast, strengthening community partnerships and continuing to build genuine relationships with customers.

For Investar Bank, growth is not just about size. It is about serving people better while staying true to the community-centered values on which the bank was founded.

[ EXECUTONE OF LOUISIANA ]

A reputation for staying ahead of the game

EMBARKING ON 65 YEARS of providing trusted communications systems, Executone of Louisiana embraces its past while looking forward to a promising future with new management at the helm. “As a locally owned and operated company in Baton Rouge, we’ve developed a reputation for reliable, innovative communication solutions backed by exceptional service,” says Chad Coppola, Executone’s new owner, president and CEO. Coppola’s career with Executone spans 30 years, from computer technician and network administrator to sales design and engineering. With years of industry experience and knowledge, he will now lead the company into the future, building on past stability and growth with designs for future expansion.

SCALABLE SERVICES WITH CUTTING-EDGE TECHNOLOGY

Since first opening in 1961, Executone has focused on bringing cutting-edge technology to a variety of clients, from schools to hospitals to state governments (and everything in between). The company provides a wealth of services including hosted voice and data communications solutions, business telephone and network systems, healthcare communications,

and cabling. For example, they provide patients with nurse call buttons, classrooms with intercom systems, and corporations with videoconferencing, smartboards and in-house synchronized clocks.

“In a fast-changing world, a thriving business relies on the latest technology to boost productivity and drive profitability,” says Coppola. “Through partnerships with leading technology manufacturers, we not only stay ahead of the game but empower our customers to do the same.”

Executone has grown exponentially over the years, expanding from two employees and one office to more

than 40 team members outfitting the entire state and southeast Texas with the latest in telecommunications products. Additionally, through the Ideacom Network, Executone partners with dealers nationwide to push through the limits of geographical boundaries and provide the same exceptional service throughout the country.

HANDS-ON SERVICE AND A CULTURE OF FAMILY

“We’re different with our customer service,” says Coppola, who lives by the motto: Service is our business, and our customers are the proof. “We’ve got trucks on the road and a hands-on

approach. We’re not going to ship you a box of parts and let you have at it.”

Training and customer service, with an emphasis on personal attention through every step of the process, is key to Executone’s success. Whether installing two phones or 2,000, the outstanding service—including factory-certified staff, a 24-hour support team, and decades of industry knowledge—is always the same, and a bevy of repeat customers is a testament to their achievements.

Customer satisfaction also stems from competent and skillful employees who love their jobs. “We’re all members of the same team here,” says Coppola, who joked that he may be president, but he is still making coffee and taking out the trash. “I grew up here at Executone, and so did many of our team members who are counting 25 plus years of service. In a time when you see so much turnover of employees, their longevity and commitment speak volumes.”

As Executone turns 65, Coppola invites businesses to go with a trusted name in telecommunications and reach out to discover how Executone can equip companies for success.

[

FROST-BARBER OF LOUISIANA

]

FROST-BARBER HAS HELPED SHAPE the spaces where Louisiana works, learns and heals.

Locally owned and long-standing, the company is a trusted partner for organizations across corporate, education and healthcare environments. Its reputation is built on relationships, and its team is grounded in experience, knowledge and a commitment to getting the details right.

The company’s mission is not to sell furniture, but to serve as consultants who listen first, and then lead with solutions ... to understand how a client’s space needs to function today and into the future and to guide them through every step of bringing that vision to life.

The Frost-Barber team brings together registered design leadership and deep technical expertise to support projects from early planning

through installation and beyond. Clients work with people they know and trust, backed by decades of experience and strong partnerships with leading manufacturers. Every solution is thoughtfully considered, built for longevity and intended to perform over time.

Whether supporting a workplace, learning environment or healthcare setting, the goal remains the same: create spaces that function better and support the people who use them every day. As the company celebrates 80 years, it remains focused on what matters most — a trusted team, their expertise and the lasting relationships they’ve built.

As the company notes, “We are proud of where we’ve been, and we are excited about where we’re going.” Frost-Barber. Functionality in Every Square Foot.

Guiding clients through memorable milestones since 1960

FROM LAUNCHING A BUSINESS to navigating growth and long-term strategy, the moments that shape your company come with complex financial decisions—and trusted guidance can make all the difference.

That’s where the CPAs and consultants at Ericksen Krentel can help. Built on the legacy of two hard-working family men, Ericksen Krentel has been guiding Louisiana institutions through memorable milestones for over 65 years.

The firm prides itself on being a trusted advisor and a full-service firm, offering outsourced accounting, tax, assurance, business valuation, litigation support and consulting services. Its expertise goes beyond compliance to deliver meaningful business insight and planning.

The firm helps clients create visual tools that give managers and owners quick access to key data, enabling more efficient oversight and informed decision-making. It is also leading innovation in AI-powered automation and audit data analytics, automating repetitive tasks and enhancing analysis to support a more efficient, accurate

and proactive audit process.

Founded in New Orleans in 1960, Ericksen Krentel has grown into a team of over 60 professionals, with offices in New Orleans, Mandeville and Baton Rouge.

The Baton Rouge location opened in 2023 when Ericksen Krentel merged with Provost, Salter, Harper & Alford (PSHA), a longstanding CPA firm in the Baton Rouge community. Centrally located in United Plaza, Ericksen Krentel is strategically positioned to

serve many of the Capital Region’s leading organizations. The firm’s clients include numerous governmental entities, municipalities and charter schools.

Backed by a team of experienced professionals and led in Baton Rouge by partner Ken Alford, former Managing Partner of PSHA, the firm provides trusted expertise to a wide range of industries, including construction, real estate, healthcare, hospitality, maritime and nonprofit organizations.

“Especially in the nonprofit and education sectors, our work helps provide donors and grant funders with peace of mind that the organization is fulfilling its mission and using resources effectively,” says Lauren Fitch, Chief Operating Officer.

Within the past two years, Ericksen Krentel has elected five new partners; Tani Budde, Josh Faubert, Gretchen Lozes Fischer, Kelly Haden and Amanda Waguespack, and has also named a new managing partner, Jim Tonglet. With fresh leadership in place, the firm is positioning itself for continued growth through internal development and strategic geographic expansion.

Named a top 500 firm by INSIDE Public Accounting, Ericksen Krentel also earned a distinction as one of the fastest growing firms of 2025.

“Being honored among both the Top 500 and the fastest growing firms isn’t just about numbers,” Tonglet says. “It reflects the strength of our culture, the quality of our client service and the drive we share to continually improve, innovate and expand our impact.”

LOUISIANA ]

A young company with a powerhouse team

IT WOULD BE a challenge to find another contractor with as much skill, knowledge and experience as Post Tension of Louisiana. The seasoned team has more than 100 years of combined experience and is already making waves in the post tension foundation market.

It’s all by design, as owner Jack Pou and his business partner, concrete industry veteran Joe Myhand, set about assembling a powerhouse team with a unique background in engineered post tension foundations. The team is recognized and certified by the Post-Tensioning Institute, the governing body of the industry.

Pou, who previously contracted with companies to get his post tension supplies, saw a chance to streamline his concrete services and provide the market with efficiency and a premium product at a solid price point.

Two years ago, he reached out to My hand with a proposition. “I saw an opportunity to create an elite specialty team that would cater to the post tension service,” he says.

It was undoubtedly a wise decision. While most companies are lucky to break even in the first year, Post Tension of Louisiana has already turned a profit, and they’re just hitting their stride.

UNIQUELY POSITIONED

Post-tensioning involves placing highstrength steel cables, better known as tendons, within a concrete slab or structure and then applying tension to them after the concrete has been poured and cured.

The resulting compression in the concrete strengthens it and allows for longer spans without the need for additional support.

The method is well-suited for a variety of building types, including residential and low-rise commercial buildings, warehouses, parking structures and athletic facilities.

initial investment and is paying big dividends as we’re able to fabricate our cables precisely and perform jobs faster and more cost effectively than our competitors,” Myhand says. “We can turn a job around in 24 to 48 hours that’s taking everyone else three to five days.”

And given their many years of general contracting experience, the Post Tension team can provide advice and valuable engineering assistance throughout the duration of a project—well beyond the requirements of the contract.

“I’m a foundations guy, so I know what’s under your feet, but I don’t know what keeps the rain off your head,” Myhand jokes, “but combined with the general contracting expertise of Jack and our business partners, Alex Derousselle, Ryan Engquist and Connor Clouatre, we’re the total construction package. Our team isn’t just focused on concrete. We are focused on providing customers with premium product on time and in budget.” [ POST TENSION OF

Post Tension of Louisiana gets the raw materials and fabricates its own tendon with state-of-the-art machinery no one in Louisiana has.

“Our production line was a significant

Making a big deal out of everything since 1902.

A lot has changed in that time, but our commitment to the Baton Rouge community hasn’t.