A Diamond Legacy HYACINTHIANS CELEBRATES 75 YEARS!
BY MARY DITCH | PHOTOS SUBMITTED BY KREWE OF HYACINTHIANS
What began as a conversation among friends watching the Mardi Gras parade in Houma in 1951 quickly grew into a legacy that continues more than seven decades later.
“Being part of the legacy of the Krewe of Hyacinthians means honoring the traditions built by those before us while contributing to a sisterhood defined by service, dedication and compassion,” shared Angelle Caro Thibodeaux, current club president and Captain of the Ball. “It is a true honor to serve as president of our Krewe, carrying the spirit of our legacy while supporting the remarkable women who define our club.”
Mardi Gras in Houma started with men’s organizations. But that was never going to be enough for the ladies of Houma. On Mardi Gras Day in 1951, several women who had gathered to watch the parade together began wondering if they, too, could organize a carnival club of their own. Word spread through relatives, friends and friends of friends, and on Feb. 12, 1951, approximately 65 women gathered at the Mayfair Club on Main Street in Houma to see what might be possible.
Members of the Greater Houma Carnival Club — one of the city’s two men’s organizations — attended the meeting to offer guidance and support. Among them
were Frank King, Merkle Kornegay, Vic Maurin, Vincent Lopresto and Dr. Arthur Anisman. They answered questions, shared suggestions and pledged help however needed.
The mission was simple: have fun, promote Carnival spirit and give every member — married or single — the opportunity to reign as queen. Officers and a board of directors were elected, annual dues were set at $30, and a name was chosen. The queen would be known as Queen Hyacinth, and the krewe would be called the Krewe of Hyacinthians.
The krewe’s first parade rolled on Thursday, Feb. 21, 1952, at 7 p.m. Seven floats were rented from the Greater Houma Carnival Club at a cost of $1,040, and 70 torch bearers were hired from the Zulu Carnival Club of Houma for $164. Following the parade, the tableau and ball were held at the American Legion Hall. The identities of Queen Hyacinth I Gardeline Sharp and King Conrad Lirette were revealed during the parade itself.
The little club grew quickly! On Feb. 3, 1953, Mrs. C. Grenes Cole donated property in Barrow Subdivision so the krewe could build its own den. The building was
eventually completed and dedicated on Nov. 10, 1960, as the Loretta Guidry Den, named in memory of club member Loretta Guidry, the mother of longtime member and Queen Hyacinth XIV Jackie Cenac. Over the years, the Krewe of Hyacinthians continued to evolve. In 1954, with 11 rented floats, the parade moved to a Sunday afternoon time slot. In 1955, it shifted again — this time to Saturday morning, Feb. 12, at 11 a.m., with the tableau and ball that night at Lamar Auditorium on Bayou Black Drive. By 1956, the club owned its own floats, thanks to donated and purchased
chassis and countless hours of work by members, husbands and friends.
As traditions took hold, so did standards. Early costumes were either made by members or commissioned, then returned to the club and sold. Each float had its own distinct costume, and Hyacinthians quickly became known for their elaborate designs. Float captains received a set budget for materials, hired seamstresses and coordinated the final looks.
Members not on the past or present court were required to wear their costumes to the tableau and ball.
For many years, the identities of the king and queen were kept secret until parade time, with notifications made only about two weeks prior. Today, the full court is revealed at the Presentation Dance, typically held in September or October. Changes to court selection came in 1990, when bylaws were amended to allow the queen to choose her king, maids, dukes and one girl page, while the king selected one boy page. Drawings continued for remaining roles, and drawings are still held if multiple applications are submitted.
Despite careful planning, the weather sometimes had other ideas. Five parades were rained out and rescheduled — in 1960, 1968, 1988, 1998 and 2025 — though members will tell you rain has been part of the story many more times!
The krewe also built strong partnerships, in particular with Houma Float Rentals. In 1987, Homer McGee Sr. began a relationship with the club that would span decades. Affectionately known as “Mr. Hyacinthians,” Mr. Homer later served as king in 2012 alongside his granddaughter, Queen Hyacinth XIX Jenna Parra. His grandson, John Poiencot, joined the float business at age 10 and purchased the company in 2009. The club continues to partner with Houma Float Rentals.
of bathrooms to floats in 2024. A new maids float debuted in 2023, followed by a new captains float in 2025. A new float will make its debut in the 2026 parade, increasing the fleet to 18 throwing floats.
This year, as the Krewe of Hyacinthians celebrates its Diamond Legacy, they are represented by Queen LXXV Evette Detiveaux, and the King of the Krewe of Hyacinthians Allen “Butch” Detiveaux. Evette currently serves on the Board of Directors and heads the Specialties Committee. Butch’s father, Allen Detiveaux Sr., was also king in 1987.
As floats grew larger, space became an issue. In 1991, two lots were purchased on Capital Drive, and groundbreaking was held Nov. 23. The new den was completed in time for riders to load throws there ahead of the Feb. 22, 1992, parade. The den still remains in this location.
By 2001, the club owned 18 professionally decorated floats, serving a membership of 320, with 18 to 22 riders per float. Tableau and ball venues changed over the years, including a long stint at the Houma Municipal Auditorium, eventually settling at the Barry Bonvillain Civic Center in 2000, where they remain today.
Through the years, Hyacinthians has continued to adapt to changing times — expanding the den in 2011, launching a website, moving elections and payments online during the COVID-19 pandemic, and weathering both the 2021 Mardi Gras cancellation and Hurricane Ida.
New traditions have emerged, including the Rendezvous party, introduced in 2015 to bring the full membership together, and the return of an all-member breakfast beginning in 2023. By 2015, membership had grown to 450, prompting the addition of a 17th float. Renovations and new construction followed, including upgrades to the queen’s float in 2018 and the addition
“Mardi Gras is such a special time for me,” shared Evette. “It started when I was a little girl going to parades in Cut Off wearing costumes hand-sewn by my grandmother. I may or may not actually remember that, but I remember it in pictures.
“After moving to Houma, as I got older, we used to park behind the clinic next to the hospital because that’s where my dad worked. In high school, I remember marching with the Tigerettes, loving every minute,” recalled Evette. “After high school, Butch and I started dating and his mom and aunt were members of Hyacinthians. I loved seeing them in the parade and thinking how I would love to do that one day. Fast forward to the last 17 or so years and here I am, living the dream!”
From a single meeting of friends one fateful Mardi Gras day, to becoming one of Houma’s most enduring Carnival traditions, the Krewe of Hyacinthians continues to honor the legacy of its past while embracing the future — one showstopping parade at a time! POV
Influencers take on many monikers, but it’s how they shape our local businesses that matters most. From delivering exceptional care to providing unforgettable customer service, our influencers look for opportunities to interact with their community. Join with us as we celebrate our area’s top influencers. POV
What is a challenge you’re navigating right now, and what has it taught you about leadership or resilience?
One of the key challenges I navigate is sustaining organizational momentum and mission alignment amid the growing complexity and pressure within healthcare. Today’s healthcare environment - regulatory demands, workforce shortages, rising patient acuity, and economic pressures - strains staff and physicians, risking fatigue, stress, and, if unaddressed, increased turnover, which can affect care quality.
Leadership, I’ve learned, is not just strategy and performance but also resilience, empathy, and culture. At CIS, we foster a culture of family, where people feel valued, supported, and connected to a shared purpose. By creating pathways for open communication, mutual support, and unity, even during difficult times, we strengthen trust and reinforce why our work matters.
What excites you most about the year ahead—for your business, your team, or your community?
What excites me most about the year ahead is seeing years of intentional collaboration translate into meaningful improvements in patient care across our communities. Over the past two years, our leadership team, physicians, and staff have aligned on initiatives to enhance access, quality, and innovation in cardiovascular care. In 2026, this effort comes to fruition with expanding outpatient procedures through our Ambulatory Service Center in Gray, growing same-day care at our CIS Xpress Care clinic in Thibodaux, offering community cardiovascular screenings, and launching a new pharmacy service integrated with our clinics in the Bayou and Acadian regions to improve care coordination and patient convenience. I am confident that in 2026, we will continue to lead, innovate, and make a lasting impact on our patients, and the communities we serve.
Who or what continues to influence the way you lead, think, or give back?
Today, I’m most influenced by the extraordinary physicians at CIS. Their pioneering work - from reducing amputations and advancing less-invasive valve repair and replacement, to creating new
clinical pathways for treating arrhythmias, relieving pain caused by venous disease, mastering complex techniques for chronic total occlusions, and developing preventative strategies to reduce the progression of cardiovascular disease - among many other advancements.
I’m also shaped by mentors who helped guide my development into the CEO role, including Joey Fontenot, Gary Chaisson, David Konur, Nick Zaunbrecher, Crystal Williams, and Dr. Craig Walker. Each has served not only as a mentor, but also as a trusted advisor and friend. Their guidance, support, and belief in me continue to influence how I lead and give back today.
What does the Bayou Region mean to you personally, and how does it shape the way you do business or serve others?
The Bayou Region means everything to me. My wife, Jenny, and I were both born and raised in Houma, and it is where our children have grown up. Most of our family is here, and we have deep, lifelong friendships throughout the area. This community isn’t just where I work - it’s home. Because of that personal connection, the way I lead and serve others is deeply intentional. I want to do everything possible to ensure that the people I love - and the communities that shaped me - have access to one of the most advanced cardiovascular programs in the country. Serving the Bayou Region isn’t just a professional responsibility - it’s a privilege. It shapes every decision I make and reinforces why delivering excellence in care, close to home, truly matters.
Looking ahead, how do you hope to make a positive impact in the Bayou Region in 2026?
My goal is to make a meaningful impact in the Bayou Region by advancing cardiovascular care in ways that are innovative, accessible, and mission-driven. Innovation will remain a cornerstone of our work as we pioneer new treatments and technologies that elevate the standard of cardiovascular care and bring leadingedge solutions directly to our communities. Expanding access is equally important. We are focused on increasing availability to specialized heart and vascular care, reducing barriers and ensuring timely, coordinated care close to home. Community involvement and wellness will continue to guide how we serve beyond our clinics. Through free educational events, screenings, and outreach initiatives, we aim to empower patients with knowledge about cardiovascular risk factors, prevention, and early detection. Above all, we remain committed to quality and patient-centered care. By maintaining a personalized approach, we strive to set the standard for excellence while strengthening the trust our communities place in us.
How has your leadership, perspective, or role evolved over the past few years?
Leading people (with the rising generation, especially) has caused me to reflect and change my perspective on recruiting and retaining the best staff.
What is a challenge you’re navigating right now, and what has it taught you about leadership or resilience?
Reimbursement uncertainties
- Difficulty in planning major expansion
What excites you most about the year ahead—for your business, your team, or your community?
Opportunities to grow and develop new and existing services – all to benefit patients and their families in the region.
What daily habit, routine, or mindset helps you stay focused and grounded?
Early in the morning – spending time on the big picture and purpose, culture and strategy, etc.
Who or what continues to influence the way you lead, think, or give back?
Patient Centered Excellence – Focus on the patient; Remember our purpose; Perform at a high level
What does the Bayou Region mean to you personally, and how does it shape the way you do business or serve others?
I love the culture here – great people, great families and all the rest (food, music, etc)
COMMUNITY INVOLVEMENT:
• The Haven
• The Church of Jesus Christ of Latter Day Saints
• Food Bank
• Cancer-related activities and events
RECENT BUSINESS MILESTONES OR SUCCESSES:
• Recruitment of additional physician specialties and primary care
• Primary Stroke Center Re-Certification by the Joint Commission- the only designated Primary Stroke Center in Region 3
• Designated as a Louisiana Emergency Response Network (LERN) Primary Stroke Center - the only LERN Primary Stroke Center in Region 3
• Awarded Wellness & Fitness Center Facility of the Year by the Medical Fitness Association
• Awarded Individual Professional of the Year Award (Greg Stock, CEO) by the Medical Fitness Association
How has your leadership, perspective, or role evolved over the past few years?
My leadership has evolved from being very hands-on to being more intentional. Early on, I felt the need to be involved in everything. Over time, I’ve learned that my greatest value comes from building a strong team, trusting them, and creating clarity around direction and culture. Today, my role is less about doing and more about guiding — protecting what makes our organization special while keeping an eye on the long-term impact of the decisions we make. I have been extremely blessed to have a team who needs very little leadership.
What is a challenge you’re navigating right now, and what has it taught you about leadership or resilience?
One of the ongoing challenges is continuing to grow while staying true to who we are. As our business and community efforts expand, it’s important not to lose the personal relationships that have always defined us. That challenge has taught me that resilience isn’t about pushing harder—it’s about staying anchored in your values. When you’re clear on what matters most, you can navigate change with confidence and consistency.
What excites you most about the year ahead—for your business, your team, or your community?
What excites me most is seeing people grow. In our business, we’re continuing to deepen how we serve families—not just financially, but holistically. For our team, it’s watching individuals step into leadership and confidence in their roles. And for our community, I’m excited to continue creating opportunities and experiences that bring people together, whether through education, service, or cultural events like Acadia Music Fest. We are entering our 10th year anniversary of AMF, which alone is hard to believe. This is a testament to the strength of our team.
What’s a lesson you’ve learned that you wish you had known earlier in your career?
I wish I had learned sooner that you don’t have to rush everything. Early in my career, I thought success meant always moving faster and doing more. Over time, I’ve learned that consistency, patience, and relationships are what really create lasting progress. I also wish
I had understood earlier that each of us has a purpose, and that any success we’re given isn’t meant to stop with us—it’s a gift we’re called to steward and share.
What daily habit, routine, or mindset helps you stay focused and grounded?
I try to begin each day with the mindset that people come first. One of the ways I stay grounded is through prayer. I often pray the rosary while jogging, which gives me time to reflect on the day. I also attend daily Mass at St. Thomas Aquinas as often as possible. Those routines help keep me centered, grateful, and focused on what truly matters, especially when life and work get busy.
Who or what continues to influence the way you lead, think, or give back?
My family has always been my greatest influence, along with the values I was raised with. Losing my brother, Ben, profoundly shaped how I think about purpose, time, and legacy, and it’s a big reason why giving back is so important to me. I’m also influenced by faith, mentors, and leaders who lead quietly— with humility, consistency, and a genuine focus on people.
What does the Bayou Region mean to you personally, and how does it shape the way you do business or serve others?
The Bayou Region is home in every sense of the word. It’s a place built on relationships, trust, and people looking out for one another. That shapes how I do business and how I serve others. It means being present, being accountable, and giving back to the same community that has supported me and my family.
Looking ahead, how do you hope to make a positive impact in the Bayou Region in 2026? Looking ahead, I hope to continue making a positive impact by helping families feel more confident and secure in their financial lives, supporting local causes that strengthen our community, and creating experiences that bring people together. Whether through education, philanthropy, or cultural events, my goal is simple—to leave the Bayou Region stronger and more connected than I found it.
What recent milestone are you proud of? Through Acadia Music Fest & the Ben Meyer Foundation, we made a $25,000 donation to the Camille A. Morvant Children’s Advocacy Center of Lafourche in January. This organization provides vital services to children and families during some of their most critical moments. Gifts like this reflect our commitment to reinvesting the success of a community-driven festival back into local nonprofits that are doing truly meaningful and impactful work.
How has your leadership, perspective, or role evolved over the past few years?
My leadership has evolved from being very hands-on to being more intentional. Early on, I felt the need to be involved in everything. Over time, I’ve learned that my greatest value comes from building a strong team, trusting them, and creating clarity around direction and culture. Today, my role is less about doing and more about guiding—protecting what makes our organization special while keeping an eye on the long-term impact of the decisions we make. I have been extremely blessed to have a team who needs very little leadership.
What is a challenge you’re navigating right now, and what has it taught you about leadership or resilience?
A major challenge is the rapid shift in Medicaid and managed care plans and how those changes affect patient access to physicians. It has reinforced the need to stay clear, calm and consistent so patients know SLMA is here for them, regardless of payer. It has also highlighted the importance of resilience and of maintaining a strong managerial team that shares the company’s vision.
What excites you most about the year ahead—for your business, your team, or your community?
I am excited about continuing to meet community needs as the healthcare landscape changes. The same pressures that challenge access push us to refine how we serve patients and support our staff. Maintaining and thoughtfully expanding our specialist base is key so more people can receive the care they need close to home.
What daily habit, routine, or mindset helps you stay focused and grounded?
I rely on a “listen first” approach with patients, frontline staff, residents and physician leaders. An academic mindset, always learning and teaching, keeps me and our teams focused on improvement. I review quality and access data regularly and make it a priority to respond quickly to problems, regardless of where they start.
What’s a lesson you’ve learned that you wish you had known earlier in your career? I wish I had fully appreciated earlier how powerful an academic mindset can be. Treating each day as a chance to learn and to teach has built a culture of continuous improvement. It has also extended our impact through the many clinicians we train who go on to care for patients across the region.
What does success look like to you today— and how has that definition changed over time?
Today, success means high quality outcomes, low employee turnover and clear appreciation from our patients. Earlier in my career, success often meant volume and operational metrics. Now it is about whether our systems deliver reliable, compassionate care to every person who walks through our doors.
Who or what continues to influence the way you lead, think, or give back?
I am influenced by feedback from every level of our organization. Input from our board, officers and front-line managers helps guide decisions and keeps us steady during times of change. That perspective helps us see what is working, what is not and where we need to adjust to serve patients and staff better.
What does the Bayou Region mean to you personally, and how does it shape the way you do business or serve others?
The Bayou Region is home, and our mission is tied directly to the people who live here. We are committed to caring for all comers, regardless of socioeconomic status, and to supporting the region’s overall health. That commitment shapes how we structure access for different payors and how we invest in clinics, services and training that reflect local needs.
Looking ahead, how do you hope to make a positive impact in the Bayou Region in 2026?
In 2026, I want SLMA to continue to stay the course and remain the go to medical group for all citizens of the Bayou Region. That means being consistent, dependable and innovative while honoring the trust our patients place in us. By combining high quality care, strong education and broad access, we can make a real, positive impact on the health of this community.
What recent milestone are you proud of?
In recent years, SLMA has received quality recognitions from key health partners for strong outcomes and cost-effective care. We continue to be recognized as an academic leader in the region, training physicians and other clinicians who practice across South Louisiana, with milestones in hypertension control, diabetes management and cancer screening.
PROFESSIONAL ACHIEVEMENTS OR AWARDS:
One of the highlights of my career was working for Hugh Acheson in Atlanta where our team won multiple James Beard Awards.
COMMUNITY INVOLVEMENT:
I’m out in the community representing Rouses all the time at festivals and events. It’s my favorite part of the job, feeding people.
RECENT BUSINESS MILESTONES OR SUCCESSES:
I was promoted to Director of Deli, Cold Cuts, and Sushi last year. I also had the opportunity to appear on the Food Network with my wife, Alison Stiel, on Family Recipe Showdown, hosted by Octavia Spencer and featuring Edgar Chase. It was a great experience — and a great test of our relationship.
How has your leadership, perspective, or role evolved over the past few years? I started at Rouses Markets in 2016. I came from the restaurant world, where I worked across both front and back of the house in a wide range of roles. so moving into retail was a big learning curve for me. Michelle Knight, who oversees our bakeries, immediately took me under her wing, and I worked with her in Bakery for six years.
Later, Mike Westbrook, who previously held the role I have now, gave me the opportunity to move into the deli side of the business and continue growing, eventually stepping into a leadership and director role.
What is a challenge you’re navigating right now, and what has it taught you about leadership or resilience?
The biggest challenge right now is opening 10 stores at once following our acquisition of locations from Winn-Dixie. I’m fortunate to be surrounded by an incredibly strong team, starting with our category manager, Brooke Bueto, along with our merchandisers, catering manager, and an analyst who help keep everything moving forward.
Because we’re doing all of this heading straight into Carnival season, the Super Bowl, Valentine’s Day, and Lent, there’s no slowing down. I trust my team, stay flexible, and keep the energy high even when it feels nonstop, because it is nonstop and that’s part of the fun.
Who or what continues to influence the way you lead, think, or give back?
My parents are my biggest influence, without a doubt. Growing up, we lived in Thibodaux, Baton Rouge, and New Orleans. We fished, hunted, and bringing what we caught or cooked to the table was just part of life. It shaped how we ate and how we connected with people. That idea of food bringing people together really stuck with me and continues to influence how I think.
What daily habit, routine, or mindset helps you stay focused and grounded?
When things get too busy, I stop trying to juggle everything and focus only on what needs to happen next.
What’s a lesson you’ve learned that you wish you had known earlier in your career? Trust, but verify.
What does success look like to you today, and how has that definition changed over time?
Success today means continued growth. The more we grow, the more our deli, cold cuts, and sushi programs grow, which creates more opportunities for our partners to grow as well.
Local is at the heart of everything we do. I love finding something special in one community and sharing it with another.
What excites you most about the year ahead for your business, your team, or your community?
Growth is always exciting, whether it’s the growth of our business, our people, or how we serve our customers.
I truly believe our food is as good as, or better than, many restaurants, and I want to keep raising the bar on our culinary offerings. I love finding new ways to present familiar favorites. Just look at how much king cake and boudin have changed over the years.
What does the Bayou Region mean to you personally, and how does it shape the way you do business or serve others?
I once met Emeril Lagasse, and he said, “There are 49 states, and then there’s Louisiana.” That really stuck with me. Living and working in Louisiana taught me what cuisine truly means to a community. Living in the Bayou Region, food isn’t just something we eat here, it’s part of who we are.
Looking ahead, how do you hope to make a positive impact in the Bayou Region in 2026? By partnering with more local vendors and developing local talent in our stores.
Photo credit Kacie Galtier
How has your leadership, perspective, or role evolved over the past few years?
Over the past few years, my role has shifted in how I show up as a leader. I’m still very engaged, but I spend more time listening, asking better questions, and making sure the right people have what they need. I have learned when to step in and when to step back, trusting the team while staying focused on the bigger picture. That balance has made me a more effective leader and keeps us moving forward with purpose.
What is a challenge you’re navigating right now, and what has it taught you about leadership or resilience?
Healthcare continues to evolve, from rising costs to changing standards and expectations. Navigating that environment while staying focused on quality patient experience and sustainable growth has reinforced the importance of steady leadership. Resilience comes from strong teams, clear direction, and a shared commitment to delivering care the community can trust, today and into the future.
What excites you most about the year ahead—for your business, your team, or your community?
This year is all about forward-progress. We are beginning construction on our patient tower renovation and expansion project and finally moving into the building phase of the Healthy Lifestyles Center. For our team and our community, it is energizing to see years of work finally take shape.
What daily habit, routine, or mindset helps you stay focused and grounded?
I start my day early, usually around 4 a.m. That quiet time before everything gets moving helps me think clearly, get organized, and set priorities without distractions. By the time I get to the office, I have already gotten a head start and have a decent idea of what I am walking into.
What’s a lesson you’ve learned that you wish you had known earlier in your career?
Early in my career, I came across a quote that has stayed with me: “A title might make you a
boss, but your people decide if you’re a leader.” Over time, that idea has proven true. I used to feel pressure to always have the answer, but leadership isn’t about knowing everything. It is about being honest when you don’t, taking the time to listen, and following through. That approach builds trust and leads to better decisions.
What does success look like to you today—and how has that definition changed over time?
Today, success is about trust and people. Having a leadership team I can count on makes it possible to navigate challenges with confidence. After more than two decades as CEO, I have learned that leadership doesn’t always come with a clear roadmap. Success now means being willing to grow, adapt, and step into the unfamiliar, knowing you’re surrounded by the right people who share the same vision.
Who or what continues to influence the way you lead, think, or give back?
I am always inspired by the people I work with and the community partners I connect with. The conversations, collaboration, and shared problem solving push me to think differently and lead better. When you are surrounded by people who genuinely care about the community, it tends to raise your standards and keep you on your toes.
What does the Bayou Region mean to you personally, and how does it shape the way you do business or serve others?
The Bayou Region is home. It is where I grew up, built my career, raised my family, and continue to invest my time and energy. Because of that, my work here is personal and intentional. I focus on long-term growth, opportunity, and quality of life, and that perspective shapes how I lead and serve this community.
Looking ahead, how do you hope to make a positive impact in the Bayou Region in 2026? In 2026, my focus is on meaningful investment in the health and wellness of our community. Initiatives like the Healthy Lifestyles Center are about access, prevention, and helping people live healthier lives. I also see opportunities to strengthen existing partnerships and build new ones that allow us to expand our reach and impact the Bayou Region.
