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Robert Schacht has lived a life that bridges seemingly different worlds: Hollywood filmmaking, aerospace and defense manufacturing, international trade, and classical music. Today, as Chairman and CEO of Westfield Fluid Controls and Westfield Hydraulics, he is building a sophisticated manufacturing operation in Lafayette, Louisiana, while also serving as Chair of the Board of the Acadiana Symphony Orchestra. Raised in Beverly Hills, California, Robert grew up surrounded by the entertainment industry. His grandfather was the legendary actor Ross Martin, best remembered for portraying the brilliant master of disguise Artemus Gordon in the 1960s television series The Wild Wild West. Robert followed his early interest in film to New York University’s Tisch School of the Arts, eventually working in the movie business before embarking on a dramatically different career in aerospace and defense. What brought him to Lafayette, and what keeps him here, is a fascinating story of economic opportunity, cultural richness, family values, and the importance of building something that lasts. Why Lafayette? A California Businessman Finds His Home in Acadiana When Robert began considering relocating his manufacturing business from California, Louisiana wasn’t even on his list. Manufacturing in California had become increasingly difficult, particularly for a business seeking to expand its capabilities and operations. Robert began evaluating locations across the country, including areas with established aerospace and defense industries. A friend from Lake Charles, Gray Stream, encouraged him to consider Louisiana. That introduction led to meetings with economic development professionals, including Greg Gothreaux of Lafayette Economic Development Authority (LEDA). Robert was impressed by the professionalism and transparency of Lafayette’s economic development leadership. Gothreaux understood what his company needed and was equally candid about the region’s limitations, particularly the absence of an established aerospace and defense manufacturing ecosystem. But Lafayette had something else. “There was an energy here that was very different, unique,” Robert recalled. After touring communities across Louisiana, two characteristics distinguished Lafayette: its early investment in fiber-optic infrastructure and its extraordinary cultural heritage. For someone operating a technology-intensive business, Lafayette’s commitment to fiber demonstrated forward thinking. Equally important was its rich tradition of music, art, and cultural engagement. Robert explained that recruiting and retaining talented executives requires more than attractive business incentives. “You can’t recruit and retain executives without cultural development in parallel with economic development.” Lafayette offered both. What began as a location that wasn’t even under consideration quickly became his first choice. The move has also profoundly affected Robert’s family. He and his wife are raising their five children, including two still in school, and he values the kindness, courtesy, and genuine friendships they have experienced here. “I have made more adult friends here than I ever would have imagined possible just because of the genuineness, the relationships. People are open.” For Robert, Lafayette offers something increasingly difficult to find in larger metropolitan areas: a welcoming community where relationships matter and children can grow up with an appreciation for respect, responsibility, and humility. Westfield: Precision Manufacturing for Aerospace, Defense, and Space Exploration Robert’s companies, Westfield Fluid Controls and Westfield Hydraulics, design and manufacture sophisticated fluid-control components for aerospace, defense, and space applications. These components may be relatively small, but their functions are critically important. Westfield manufactures solenoid valves, actuators, reservoirs, and other precision components that control hydraulic, fuel, and pneumatic systems in aircraft, missiles, military vehicles, and spacecraft. The company produces approximately 2,000 different items, many consisting of 30 to 40 individual parts. Its manufacturing requirements are extraordinarily precise. Robert explained that some components operate with metal-to-metal clearances of approximately 40 millionths of an inch, a tiny fraction of the width of a human hair. Westfield has built a new 30,000-square-foot facility in Lafayette and maintains approximately 20,000 square feet of operations in California. The company is developing parallel capabilities to ensure continuity of operations in the event of natural disasters or other disruptions. Robert explained that certain Federal Aviation Administration certifications make maintaining a California presence necessary, at least for the foreseeable future. At the time of our interview, Westfield employed 18 people in Lafayette and had committed to growing to 67 employees. Recruiting and training individuals capable of performing this highly specialized work is an ongoing priority. The company is also involved in emerging technologies, including work with NASA on advanced valve systems and development of cryogenic valves for hydrogen applications. Robert sees significant opportunities in the expanding commercial space industry. Westfield previously worked extensively with Blue Origin on the BE-4 engine, and he hopes the company will eventually work with SpaceX. His vision extends beyond manufacturing individual components. “I’m really focused on creating an enterprise in the engineering and manufacturing world that can be steered towards whatever is required. As the demands of the US industrial base change, we want to be there, we want to be able to pursue it and execute with excellence in everything that we’re doing.” Rebuilding America’s Manufacturing Capabilities One of the most compelling parts of our conversation concerned Robert’s perspective on the decline of American manufacturing expertise. Having worked in aerospace and defense for more than two decades, he has witnessed significant consolidation among manufacturers of specialized components. He expressed concern that acquisitions driven by short-term financial objectives have sometimes resulted in the loss of valuable technical knowledge and institutional expertise. “The aerospace industry has changed a lot and unfortunately not for the better.” Robert believes that preserving engineering knowledge and manufacturing capabilities is essential to America’s economic competitiveness and national security. He also discussed the challenges of developing a sufficient pipeline of engineers and highly skilled technical workers, particularly in industries subject to stringent national security regulations. For Westfield, the objective is not simply to expand production. It is to build a sustainable enterprise with the expertise, people, and resources necessary to serve customers over the long term. Robert emphasized that the company’s success depends on its employees and their personal and professional well-being. “We realized that the success of the company is predicated on the success of everybody who’s actually working for us.” He views Westfield’s presence in Lafayette as an opportunity to contribute to something larger than the manufacture of aerospace components. International Trade, Export Controls, and National Security Robert brings extensive experience in international trade policy, having served on the President’s Export Council Subcommittee on Export Administration from 2010 to 2016. Our discussion explored the delicate balance between promoting American exports and protecting sensitive technologies. Robert believes exporting American products and services is essential, but cautions against allowing the transfer of critical engineering and manufacturing knowledge to countries whose interests may conflict with those of the United States. He explained that manufacturing and engineering are closely connected. When production moves overseas, valuable engineering capabilities and opportunities for innovation may follow. His work on the export council coincided with efforts to reform export controls, distinguishing technologies requiring the highest levels of protection from those that could be exported under less restrictive regulations. He also discussed the challenges tariffs create for domestic manufacturers. Although Westfield is required to prioritize domestic sourcing under applicable defense procurement rules, some raw materials must still be obtained internationally. Increased tariffs have added costs to its operations. Throughout our discussion, Robert returned to the importance of protecting America’s technological capabilities while maintaining a competitive industrial base. From NYU’s Tisch School of the Arts to Aerospace Leadership Robert’s path into aerospace manufacturing was anything but conventional. He earned a Bachelor of Fine Arts in film from NYU’s Tisch School of the Arts and initially pursued a career in the entertainment industry. He later studied at MIT to develop his ability to lead technology organizations. Interestingly, Robert credits his experience in film production with teaching him skills that remain valuable in manufacturing. On a movie set, time is limited, equipment and personnel must be coordinated, and changing conditions require immediate decisions. He found that this fast-paced environment offered lessons in organization, problem-solving, and operational execution. His filmmaking career included serving as associate producer of Across the Tracks, an early Brad Pitt film also starring Ricky Schroder and Carrie Snodgress. Robert worked on the low-budget production with producer Chip Rosenbloom and director Sandy Tung while he was still in school. He remembers the experience fondly, particular

When JP MacFadyen first joined Discover Lafayette in 2022, Moncus Park was still in the early stages of becoming the extraordinary public gathering place envisioned by a group of determined Lafayette citizens nearly two decades earlier. Today, the 100-acre park in the heart of Lafayette has blossomed into one of Acadiana’s most treasured destinations, offering everything from peaceful walks among native plants and wildlife to concerts, outdoor movies, fitness classes, farmers markets, and holiday celebrations. JP, who joined Moncus Park in 2019 as operations director and became executive director in 2021, returns to share the latest developments, including new facilities, an ambitious calendar of free public programming, and the financial realities of operating a privately managed, nonprofit park that welcomes everyone. The conversation also takes us back to the beginning, when two young women, E.B. Brooks and Danica Adams, helped rally the community to save the former horse farm from development. Reflecting on their efforts more than 20 years ago, JP. says, “There was a yearning and now even more so for public spaces where people can connect and belong.” That sense of belonging remains central to everything Moncus Park does. More Than a Beautiful Green Space One of the most remarkable aspects of Moncus Park is the feeling of escape it provides despite its location along one of Lafayette’s busiest thoroughfares. A short walk into the park brings visitors into a landscape of rolling hills, water, trees, wildlife, and peaceful places to reflect. JP explains that the park’s programming is built around three guiding pillars: nature and sustainability, community and belonging, and health and wellness. These priorities are reflected in a growing assortment of activities, from birdwatching and learning about native plants to yoga, Pilates, sound baths, cultural exchanges, and organized dog walks. The park partners with For the Birds of Acadiana to release rehabilitated birds back into their natural environment. Visitors can participate in these releases, which are incorporated into the park’s nature programming. Moncus Park also works with the University of Louisiana at Lafayette on cultural exchanges that introduce visitors to different traditions through food, dance, and other experiences. Even something as simple as walking a dog can create a meaningful human connection. “It’s amazing when you put people in a public space together with some sort of activation, how easy it is for people to bond,” JP explains. For JP, these activities serve a larger purpose. They provide a reason for someone to visit the park for the first time, discover its beauty, and perhaps develop friendships along the way. He describes a philosophy of creating inviting public spaces that begins with making them clean, safe, and welcoming. From there, thoughtful landscaping, benches, shade, and amenities make people comfortable. Programming then brings the space to life. New Improvements: A Meditation Garden, More Parking and a Farmers Market Pavilion Several significant improvements have made Moncus Park more accessible and inviting. Among the newest additions is the Kergan Family Meditation Garden, located beyond the central bridge toward the quieter back portion of the park. The garden is arranged into four smaller garden spaces, each with distinctive plantings, benches, water features, and inspirational messages. JP describes it as a place designed for reflection, where visitors can enjoy a moment of quiet in the middle of the city. The park has also substantially expanded its parking capacity with assistance from state funding. The primary paved parking area increased from 155 to 225 spaces, and the new Paul Doerle Sr. Farmers Market Pavilion includes an additional paved parking area. With overflow parking, the park can accommodate approximately 600 vehicles during major events. The Farmers Market Pavilion represents another important milestone. In addition to providing a home for the popular Saturday market, it creates new opportunities for weddings, family reunions, corporate crawfish boils, and other gatherings. These rentals are especially important because they help generate the revenue necessary to sustain the park’s operations. The Financial Reality of Running Moncus Park One of the most revealing portions of our conversation concerns a fact that many Lafayette residents may not fully appreciate: Although the City of Lafayette owns the land, Moncus Park is operated and maintained by a nonprofit conservancy. The conservancy is responsible for the park’s construction, maintenance, security, landscaping, programming, trash collection, and day-to-day operations. Its annual operating budget approaches $3 million. “That is a challenge we face every year,” JP acknowledges, explaining the continuing need to educate the public about the park’s financial structure. The organization relies on a combination of charitable contributions and earned revenue, with the goal of eventually achieving an approximately equal balance between the two. Earned revenue comes from facility rentals, paid parking, memberships, corporate sponsorships, and other activities. Parking is currently described in the interview as $2 per hour, while memberships starting at $15 per month provide free parking and additional benefits. Corporate sponsorships make many of the park’s free programs possible. JP emphasizes that the park’s commitment to open access does not mean it operates without significant expense. Keeping the grounds beautiful, restrooms clean, structures maintained, and public programming available requires both professional staff and continuing financial support. Moncus Park operates under a 100-year lease, giving the conservancy a long-term responsibility for a space intended to benefit generations of Acadiana residents. Saturday Mornings at Moncus Park The Lafayette Farmers and Artisans Market has become one of the park’s signature attractions and a favorite destination for residents and visitors alike. JP jokes with his staff that the park practically owns Saturday mornings in Lafayette. With approximately 60 to 80 vendors on a typical Saturday, visitors can browse fresh produce, prepared foods, coffee, locally produced jams and jellies, handmade crafts, and other artisan products. The experience is made even more distinctly Acadiana by the Cajun music jam, generally beginning around 10 a.m., when musicians gather with fiddles, accordions, guitars, and other instruments. For out-of-town guests wondering how to spend a Saturday morning in Lafayette, J.P. considers the market a natural destination. It brings together food, music, culture, and conversation in a way that celebrates the character of our community. Christmas in the Park: A Louisiana Winter Wonderland One of the most anticipated events of the year is Christmas in the Park, scheduled for December 18–20, 2026. This three-day celebration brings holiday lights, live entertainment, visits with Santa, children’s activities, food trucks, a holiday market, and even snow sledding to South Louisiana. JP explains how the park transforms one of its smaller hills into a sledding destination using enormous quantities of shaved ice delivered and produced by a specialty vendor. Even for someone who grew up in Pittsburgh, he finds the experience convincing. “For a guy from Pittsburgh, I’ll say it’s some legitimate. It’s a legitimate hill.” The snow activities are made possible through sponsorship from Our Lady of Lourdes, allowing families to enjoy the experience without an admission charge. The festivities also include sensory areas for visitors who may need a quieter environment, a children’s train, and a holiday movie night. JP explains that the movie selection is typically opened to a community vote. The celebration reflects Moncus Park’s commitment to providing experiences that families of different backgrounds and means can enjoy together. Looking Ahead: The Back 50 Acres With much of the front portion of the park now developed, attention is gradually turning toward the remaining acreage. JP is careful to distinguish between long-term possibilities and definite construction plans. “There are dreams,” he says when asked what might come next. The original master plan envisioned additional improvements in the back portion of the park, but the conservancy is now beginning to revisit those ideas with landscape architects, designers, and community experts. A central principle is that the deeper visitors travel into the park, the quieter and more natural the experience should become. The front of the park accommodates more active uses, including the Farmers Market Pavilion, First Horizon Amphitheater, and community events. The meditation garden provides a transition toward the quieter areas beyond. For the back 50 acres, J.P. envisions an emphasis on trails, trees, shade, and opportunities to experience nature. Although an additional lake appeared in the original master plan, he acknowledges the significant maintenance responsibilities associated with water features and says another lake is not currently being contemplated. The park is still developing its vision for this portion of the property, with a commitment to respecting its neighbors and preserving peaceful natural areas. Bringing National Cross-Country Competition to Lafayette Another exciting development is the upcoming National Junior Olympics Cross Country Championships, which J.P. discusses enthusiastically. Scheduled for December 12, 2026, the competition is expected to bring young runners and their families from across the country to Lafayette. The courses will wind through Moncus Park, with a finish that takes runners over Orlando Mountain and onto the Great Lawn. J.P., a former marathon runner who met his wife Miche

George Marks, Director of International Trade and Cultural Development for Lafayette Consolidated Government, joined Discover Lafayette to discuss his vision for connecting Lafayette to the world by building upon one of our region’s greatest assets: our culture. George stepped into his new role in April 2026, but in many ways, he has been preparing for it for the past two decades. An artist and native of Arnaudville, George is the founder of NuNu Arts and Culture Collective, the remarkable cultural gathering place that helped demonstrate how art, music, language, food and simple human connection can breathe new life into a small community. “I will tell you that I feel NuNu’s has been preparing me for this role for the past 20 years.” From Arnaudville to LSU and Back Home George grew up in Arnaudville and eventually attended LSU, where he initially planned to study business. An art professor saw things differently. George recalled the professor asking what he was majoring in. When George answered “business,” the professor responded, “No, no, you need to switch.” He did. After graduating from LSU in fine arts, George remained in Baton Rouge for approximately 15 years, building his career as an artist. He began selling his work while still in college and became associated with Anne Connelly Fine Art. He also spent three years working at LSU in programming, managing a frame shop, gallery and craft center, experience that in retrospect foreshadowed what he would later create in Arnaudville. George describes his art as expressive, spontaneous and deeply influenced by his surroundings. Power lines, landscapes, cotton, family stories and the visual memories of rural Louisiana repeatedly find their way into his paintings. When his father became ill, George returned home to Arnaudville. After his father died, George began recognizing just how much his hometown had shaped his artistic vocabulary. “I realized that a lot of the symbols that were in my art were actually from Arnaudville.” Creating a Place Where People Wanted to Be Arnaudville was very different when George returned. He remembers approximately nine empty storefronts, a stark contrast to the thriving small town of his childhood. George knew that if he was going to remain there, something needed to change. “We knew that we wanted to create a place that people would want to come, and where we wanted to live first.” At the time, George didn’t know the term “creative placemaking.” He simply understood that art, activity and people could bring spaces back to life. The community began programming events and activating vacant or underused buildings. One space became Tom’s Fiddle & Bow. Another eventually became a guest house. A space that would become The Little Big Cup was temporarily activated as an art gallery, in part to show what was possible and encourage others to invest in the community. That philosophy ultimately grew into NuNu Arts and Culture Collective. Today, NuNu’s occupies approximately 7,500 square feet in a former hardware store and lumberyard. It includes gallery spaces, a market, café, makerspace, technology studio and work areas for artists. George says the organization benefits from an extraordinary amount of volunteer support, with approximately $550,000 in volunteer value contributed annually. NuNu’s has become much more than an art gallery. It is a place to gather, make things, exchange ideas, celebrate Louisiana French culture and welcome people from around the world. And now George is bringing that philosophy to Lafayette. “NuNu-fying” Lafayette The Lafayette International Center was established in 1989 to connect Lafayette with international opportunities and relationships. George is building upon the trade and economic development foundation established under longtime director Philippe Gustin while greatly expanding the Center’s emphasis on culture and Lafayette’s creative economy. George jokes that they are “NuNu-fying Lafayette.” But there is a serious economic development philosophy behind the phrase. The International Center is being transformed into a place where people can learn, work, meet, collaborate and create. The first floor is envisioned as a public-facing convening space, something George describes almost as “everyone’s living room.” “You can come in, grab a coffee across the street. Come and sit. Pull out your laptop, do some work within a space that displays original art, but also examples of some of the projects that we’ve worked on with some of our international partners.” Alliance Française will become more visible within the building and expand access to its French library. A new Co-Lab space will provide desks to cultural nonprofit organizations, allowing groups to work in proximity to one another and share ideas, equipment, expertise and resources. George calls it creating “positive tension” among organizations. “One might own a stage, another might own a PA, another one might have knowledge on how to build something. And so by pulling all these different groups into one space, we can hopefully collaborate more and utilize resources between each.” The building’s upper floor is also being transformed into an innovation space, intentionally left somewhat raw so writers, artists, organizations and collaborators can gather, experiment and, as George puts it, “make a mess.” Culture Is Economic Development One of the most compelling parts of our conversation centered on George’s belief that culture and commerce should not be viewed as separate pursuits. LCG funds the International Center, while the International Trade and Development Group supports initiatives government funding cannot cover. George also envisions additional support specifically focused on arts and culture. “That way we have trade and economic development and then we have arts and culture on the other side. That intersection between the two is what helps to create community.” French remains an important foundation for Lafayette’s international relationships, but George’s vision extends well beyond the Francophone world. The Center’s growing team brings knowledge of numerous languages and cultures and plans to develop relationships with cities and regions throughout the world. George Marks describes Lafayette as a “cultural gumbo,” shaped by generations of migration, some voluntary and some forced. Understanding those histories can help Lafayette intentionally reconnect with communities around the world. “The cultural piece helps us to learn how to talk to one another. It teaches us how to celebrate with one another. It teaches us how to problem solve with one another.” Those relationships can also make Lafayette more attractive to businesses and their employees. A company considering Lafayette is not simply looking at infrastructure and costs. People want to know what kind of community they and their families will be joining. Making Lafayette’s Creative Talent Exportable George also wants Lafayette to think differently about its artists, musicians, filmmakers, writers and other creative professionals. Musicians have long traveled outside Louisiana to perform and earn income. George believes other creative professionals can follow that same model. “We’re really looking at our creative industry, or our creatives, as something that is exportable.” He pointed to internationally known Lafayette muralist Robert Dafford as an example of what is possible. “We can be creating that pipeline of future Robert Daffords. We can create that pipeline of future musicians. We can create that pipeline of future creative placemakers.” The Center hopes not only to identify opportunities for Lafayette creatives in other cities and countries, but also to provide the training necessary for them to take advantage of those opportunities and then bring their knowledge and experience home. George and his team are also meeting with representatives of Lafayette’s music, film, visual arts and literary communities to identify common needs and avoid duplicating resources. “We don’t want to duplicate services. We want to really identify what cultural and business assets already exist and then connect those.” Public Art as Workforce Development Public art has also moved under George’s department, opening another opportunity to connect creativity with economic and workforce development. George says that means more than simply adding murals. His team is developing guidelines for public art and examining how sculpture, murals and other forms of creative placemaking can strengthen communities throughout Lafayette. One particularly exciting initiative involves La Rochelle, France, and a proposed sister work to Bruce Krebs’ sculpture La Francophonie. The concept or model is expected to be introduced around Festival International, with the completed work anticipated in 2028. George envisions the project as much more than the installation of a sculpture. By involving UL Lafayette, SLCC, potentially a local high school and area tradespeople, the project could teach participants how to work with materials such as aluminum and bronze. Once the sculpture is complete, Lafayette will not simply have another work of public art. Ideally, it will have helped train another generation of people capable of creating large-scale public art themselves. French Under the Kitchen Table George did not grow up speaking French, but he certainly grew up hearing it. “I sat under the kitchen table and eavesdropped.” His mother, who grew up in Cecilia, spoke Creole French. His father, who grew up in Arnaudville, spoke Cajun French. When the adults switched to French, young George knew they were probably discussing something the children weren’t supposed to hear. Those memories of language, family and gathering continue to influence his artw

Olivia Regard, corporate counsel for Aggreko, food writer for The Advocate, baker, arts advocate, mother and enthusiastic traveler, joins Discover Lafayette to share the many chapters of a life that has been shaped by curiosity, creativity and a willingness to say “yes” to new experiences. Olivia grew up in New Roads, Louisiana, and spent seven years at LSU earning her undergraduate and law degrees. She laughs that one of the perks was “seven years of cheap football tickets.” She also holds a memorable place in LSU history: Olivia was LSU Homecoming Queen alongside Homecoming King Warren Morris, shortly after Morris hit his legendary game-winning home run in the 1996 College World Series. After law school, Olivia began her legal career in Baton Rouge with the Jones Walker law firm. She moved to Lafayette in 2005, transferring to the firm’s Lafayette office, and later practiced with Babineaux, Poché, Anthony & Slavich before moving from private practice into the corporate world. Her early litigation practice included environmental toxic tort defense before she transitioned into employment law. She handled matters involving non-compete agreements, proprietary information, discrimination and harassment claims, among other employment disputes. As a young lawyer, she had the opportunity to work alongside an experienced Jones Walker litigator handling cases across the country. “I learned so much from him,” Olivia says of that early mentor. Today, Olivia serves as Associate General Counsel for Aggreko, a global company specializing in temporary power and temperature control solutions. Aggreko’s work can range from providing power for major events to supporting data center construction, hospitals, petrochemical and refining operations, manufacturing facilities and other businesses that cannot afford an interruption in power or temperature control. Interestingly, Aggreko is headquartered in Scotland, but its North American story has strong Acadiana roots. The company expanded into North America through the acquisition of an oil and gas business in New Iberia, and its New Iberia campus remains a significant part of its operations. Olivia provides legal support to Aggreko’s data center and petrochemical and refining sectors, as well as its North American human resources team. Her background in employment law is particularly valuable because the role of in-house counsel is often preventative rather than reactive. She explained the difference between private practice and corporate counsel this way: when an employment dispute reached her in private practice, “the damage was already done.” She was defending, mitigating or resolving an existing problem. In-house, the goal is to educate managers and employees, maintain compliance with applicable laws and hopefully keep disputes from developing into litigation in the first place. “I love when I don’t have to call outside counsel to help me with a problem.” Olivia has been with Aggreko for just over three years and has found the experience enormously rewarding. “I have had more fun and learned more in that three-year time period than probably the 20-plus years of legal experience combined.” Louisiana Bakes For many people in Acadiana, however, Olivia may be just as familiar from a completely different pursuit: her Louisiana Bakes column in The Advocate. Olivia’s love of writing goes back to sixth grade and her English teacher, Pam Whitlock, whom Olivia credits with giving her both a love of writing and confidence in her own voice. Her love of cooking goes back even further. “My first memories of cooking were in my grandmother’s kitchen.” Olivia grew up in New Roads in a family where, as she jokes, “I either know them or I’m related to them.” Her grandmother was a wonderful cook, remembered particularly for her fried chicken and pumpkin pie. Unfortunately, neither recipe was preserved. “Those are the two recipes that I wish someone would have captured before she passed.” Food, memory and family would eventually become the ingredients of Olivia’s own writing. Like many families, the Regards spent a great deal of time in the kitchen during the COVID shutdown. Olivia sat her children down and asked everyone to choose something they wanted to learn to cook, something they wanted to eat, and something new they wanted Olivia to learn to prepare. COVID also brought Samson, Olivia’s sourdough starter, named for her grandmother’s maiden name. Cooking became a way of staying connected. Olivia shared recipes on Instagram and even mailed packets of yeast to friends around the country who couldn’t find it in stores. Friend and writer Jan Risher then organized a COVID-era version of The Great British Bake Off, livestreaming participants from their kitchens as they cooked and were interviewed by judges. That experience helped plant the seed for what came next. A “Year of Yes” When Jan later approached Olivia about writing for The Advocate, the invitation happened to arrive during what Olivia had privately decided would be her “year of yes.” That didn’t mean saying yes indiscriminately. As Olivia explains, sometimes saying yes to yourself requires saying no to something else. But she wanted to be open to experiences she might ordinarily decline. She traveled. She joined a group of 17 women paddling the Salmon River in Idaho. When someone invited her to visit, she tried to say yes. Then came Jan’s invitation to write. “Every inch of me wanted to say no.” Until then, Olivia’s personal writing had largely remained private, shared with a relatively small circle through her private Instagram account. Writing for a newspaper meant putting her voice, memories and recipes before a much larger audience. “It felt safe,” she says of her earlier writing. The newspaper column felt “very public,” opening her work to comments and criticism in a way she had never experienced before. She said yes anyway. “It has been an absolute labor of love.” Since 2023, Louisiana Bakes has combined recipes with stories about family, friendship, travel, Louisiana traditions and the people who have shaped Olivia’s life. One of her earliest lessons as a newspaper food columnist came from a satsuma tree in her backyard. She wrote about a bumper crop and recipes for using the fruit, only to discover that by the time the column was published, satsuma season was essentially over. A reader pointed that out. Instead of being discouraged, Olivia took the criticism to heart and became more deliberate about planning her columns months ahead, anticipating seasons, holidays and travel. That planning still leaves room for spontaneity. When Dolly Parton died, Olivia postponed a column she already had prepared and wrote a tribute connecting Parton, Steel Magnolias, food and memories of dancing to Dolly’s music in her grandmother’s kitchen. Her stories frequently circle back to family. She has written about picking pecans in one grandmother’s yard and is planning a piece honoring her other grandmother and her Mississippi mud cake. The Test Kitchen Olivia has assembled a trusted circle of friends and their children who serve as recipe testers. At first, she had to train them. Their reviews tended to stop at, “This is amazing.” Olivia needed more. She wanted to know what worked, what didn’t, and what might need to be adjusted before a recipe was ready for publication. Now her testers know their job and aren’t afraid to critique. Some recipes are classics that don’t need tinkering, such as the wonderfully simple “cup-a, cup-a, cup-a” cake made famous in Steel Magnolias: a cup of self-rising flour, a cup of sugar and a can of fruit cocktail. Others become Olivia’s own after years of experimentation. Her banana bread is one of those. She took elements she loved from different recipes and kept working until they “married” into the banana bread she wanted. One of her twists is fresh orange juice. Another favorite is chocolate pavlova, a large, delicate meringue topped with whipped cream and berries. It has become one of the desserts friends request most often. Even her son once bypassed the traditional birthday cookie cake and requested his mother’s pavlova. Next on Olivia’s baking challenge list: French macarons. And if they fail? That may become a column, too. Olivia is considering writing about her kitchen disasters, complete with photographs, including a lemon curd cake that tastes divine when everything works but can collapse into what she laughingly describes as essentially “a puddle of pudding” when the curd doesn’t set. For Olivia, perfection isn’t really the point. Cooking itself is restorative. “It’s therapy for me.” After a long workday or during difficult times, chopping, stirring and working with her hands brings a sense of peace. When friends come over, she would generally prefer they sit nearby with wine and cheese and keep her company rather than join her at the stove. “Here’s some wine. Here’s some cheese. We’ll talk and I’ll cook.” A Deep Commitment to the Arts Olivia’s creative life extends well beyond her kitchen. She traces her love of the performing arts to seeing Cats at Baton Rouge’s Centroplex as a child. She remembers being mesmerized by the production, dancing, music and singing. After moving to Lafayette in 2005, she became involved with the Acadiana Center for the Arts, first attending events and bringing her children, then volunteering. The connection deepened when her children attended Myrtle Place Elementary through the French immersion program. Olivia watched her daughter respond enthusiastically to arts-integrated education and began learning more about AcA’s arts education work. “When you see something like that ignite a fire in them, it’s contagious.” That interest led Olivi

Discover Lafayette welcomes Hunter Moody and Gene Todaro, proprietors of CuGino, their beautiful Sicilian restaurant located at 117 South College Road in Lafayette. This episode is presented in special partnership with Eat Lafayette by Lafayette Travel, celebrating the locally owned restaurants that help define our community and our culture. CuGino may be relatively new to Lafayette’s restaurant scene, but there are generations of restaurant experience behind it. Hunter Moody grew up in one of Lafayette’s best-known restaurant families, while Gene Todaro brought authentic Sicilian cooking to Acadiana more than four decades ago as one of the founders of Marcello’s. Their paths are remarkably different, but their philosophies about food, hospitality and the people who work alongside them are very much the same. Hunter Moody: Raised in the Restaurant Business For Hunter, the restaurant business was part of life from childhood. His grandfather, B. I. Moody, was a CPA who became involved in the restaurant industry through the Trotter brothers’ Burger King franchise interest. The Moody family went on to own and operate numerous restaurants and other franchises, including Luther’s Barbecue, Chart House and Outback Steakhouse. Hunter remembers being included in the business by his father at an unusually young age. “When I was 12 years old, he’d say, ‘Son, get in the car. We’re going talk to Outback Steakhouse in Baton Rouge.’ When I was 15, he’d say, ‘Son, come sit at the kitchen table. Let’s discuss this month’s P&Ls and financial statements.’” Hunter says academics were highly valued in his large family, but he discovered early that his strengths were elsewhere. “I was more of a blue-collar kind of person, believe it or not, coming from a very well-off family with a lot of privileges, a lot of opportunities. But I played sports and loved them. I was good with my hands, good with people. From a young age, I wanted to be in the restaurant business.” At the age of 28, Hunter took over his family’s Sonny’s Barbecue operation in Baton Rouge at a difficult time. The restaurant had experienced two down years following the 2008 financial collapse, and the family was considering closing it. Hunter saw potential in both the management team and its loyal customer base. Within a year, he says, sales and profits returned. Over the next decade, the restaurant nearly doubled its sales. That experience also shaped Hunter’s approach to leadership. As Sonny’s itself began adapting to a changing restaurant industry, Hunter embraced a management philosophy centered on kindness, teamwork and creating a workplace where people could thrive. “I never minded sweating. I never minded working hard. And that’s why the business worked out well for me early on.” Gene Todaro: From Palermo to Louisiana Gene Todaro’s story begins thousands of miles away in Sicily. Gene grew up in Palermo and was 14 years old when his family came to the United States in 1961. His father had actually been born in Pueblo, Colorado, before returning with his family to Sicily, which meant he was an American citizen. After World War II, with Palermo devastated by bombing, Gene’s father and his brothers began considering leaving Sicily. A visit to the American consulate changed everything when they learned Gene’s family could obtain American passports. “We came into the country on an American passport because our father was American.” The family initially settled in New Orleans, where relatives already lived, before Gene’s path eventually brought him to Lafayette. Gene did not initially plan on spending his career in a restaurant. His academic background was in accounting, and he earned an MBA through Texas A&M while working for Halliburton in Dallas. He also operated a restaurant on the side. Then his younger brother Marcello, who was attending USL in Lafayette, called. “He says, ‘Gene, there are no good Italian restaurants in Lafayette. I need you to come down here and see what you think and see if you can help me get a restaurant.’” Gene came to Lafayette, surveyed the local restaurant scene and agreed that the city could use another Italian restaurant. He helped get the business started with every intention of returning to Dallas. Six or eight months later, his brother called again and asked for help. Gene sold his Dallas restaurant and moved to Lafayette. The rest became part of Lafayette restaurant history. The Todaro Taste The Todaro family’s food traditions came directly from Sicily. Gene remembers shopping for his mother, Rosalie, and learning the ingredients that went into her cooking. He may not have been the one doing the cooking, but he learned what the finished product was supposed to taste like. Rosalie Todaro “I knew all the ingredients and what went into different dishes, and I knew what they should taste like. And if something didn’t taste quite like it, we got to start from scratch. Let’s start all over.” That palate remains one of CuGino’s secret weapons. Hunter says the restaurant has an exceptional culinary team, but Gene remains closely involved in tasting dishes and working with the chefs. “The trick is Gene’s taste buds,” Hunter says. “Gene especially will say it needs a little bit of this. It needs a little bit of that.” One example is CuGino’s cacio e pepe, the deceptively simple Roman pasta made with Pecorino Romano, peppercorns and pasta water. Hunter recalls that it took roughly three months after opening to get the dish exactly where they wanted it. “You got to be able to give them the authentic dishes,” Gene says. An Unlikely Partnership That Was Years in the Making Long before Hunter and Gene became partners, Hunter was a customer and admirer of Gene’s restaurants. After Marcello’s was sold, Hunter remembers wondering why his own family had not pursued the opportunity. His uncle, Frankie Harris, apparently had similar thoughts. “One day we’ll go get Gene,” Frankie told him. Years later, Gene walked into 99 Bistro in River Ranch, where Hunter was managing and Gene’s stepdaughter was working as a chef. Hunter knew exactly who had walked through the door. He jokes that he immediately put on his best performance, mixing cocktails, running the restaurant and even heading into the kitchen to cook an entrée. “I think that he saw somebody who cared a lot about what he was doing,” Hunter says. Gene had not planned to return to the restaurant business after selling his restaurants. But the two began spending time together, eating lunch and talking about the industry. Photo of Gene Todaro and Hunter Moody at CuGino – by Brad Kemp of The Acadiana Advocate Hunter realized that beyond their restaurant backgrounds, they shared something more important. “One of the things, our philosophy and culture are the same. We treat people with kindness and respect…. People don’t work for me. They work with me.” Hunter says they refer to the people around them as team members, staff members and coworkers. “We found that we had a lot in common,” Gene says. And CuGino began to take shape. What Does CuGino Mean? Even the restaurant’s name reflects the partnership. “Cugino” is Italian for cousin. But in Sicilian, Hunter explains, the name can also be heard as “cu Gino,” or “with Gino.” In other words, you are dining “with Gene.” Hunter admits he wasn’t immediately sold on the name. “I didn’t like it at first, but I sure love it now.” Once Gene explained the Sicilian play on words, Hunter was convinced. “Because you do want to dine with Gene. We have a blast every day and night.” Creating the CuGino Experience CuGino occupies the former Tchoup’s Steakhouse location on S. College, and Hunter says the building was in excellent condition when they took it over. Rather than fill the walls with the typical décor associated with American Italian restaurants, the partners took inspiration from the simplicity Hunter noticed while traveling in Sicily and Italy. “I noticed that their structures are so beautiful. They’re sort of bare. There’s nothing on the walls.” The resulting restaurant uses Venetian plaster, warm lighting and carefully chosen details rather than covering every wall. Hunter knew they could deliver excellent food and service. When the atmosphere came together as well, the pieces were in place. The wine program is another essential part of the CuGino experience. Gene has spent decades developing his knowledge of wine, but CuGino isn’t designed only for serious collectors or people interested in expensive bottles. Guests can browse the restaurant’s wine selection themselves and find choices across a broad range of prices. “If you only want to spend $40, it’s fine. Go find your $40 bottle of wine,” Gene says. Hunter puts it another way: whether the bottle costs around $30 or hundreds of dollars, “If we don’t think it’s good, it’s not going to be in our restaurant.” As Gene says, “Some people are impressed by price and some people are impressed by taste.” What to Eat at CuGino The menu brings together Sicilian and Italian traditions, Todaro family recipes and the creativity of CuGino’s culinary team. Among the appetizers is fried mozzarella made from a quality wheel of cheese that the kitchen cuts down itself rather than purchasing pre-portioned. “We start from the big wheel, and we cut it down till we get to the little pieces,” Gene explains. “And it’s got a different taste altogether.” Hunter is particularly enthusiastic about the chicken piccata, with its lemon butter caper sauce and shallots.“You can cut the chicken with a fork. It’s juicy. It’s tender.” Guests can choose chicken, veal or eggplant, and Gene is especially proud of CuGino’s veal. “We have probably one of the

Discover Lafayette welcomes Missy Rogers, founder and president of Noble Plastics, an advanced manufacturing company headquartered in Grand Coteau, Louisiana. Noble Plastics is a remarkable Acadiana success story. What began in 2000 with one injection molding machine and Missy as the company’s sole employee has grown into a sophisticated manufacturing operation specializing in precision injection molding, engineering and robotic automation. A mechanical engineer by training, Missy built Noble Plastics around a deceptively simple idea: solve difficult problems for customers and be willing to manufacture things others say cannot be done. But as Missy shares in our conversation, Noble’s success has never been about one person.“It’s never been about me, and it’s never been something that can be achieved by an individual. I think the sooner you recognize that, the sooner you empower the capable people around you.” From Engineering to Entrepreneurship Missy grew up on the West Bank of New Orleans and earned her mechanical engineering degree from LSU. Today, she serves in advisory capacities at both LSU and UL Lafayette, and after three decades in the Lafayette area, she considers Acadiana home. Her grandfather, an engineer himself, had a profound influence on her life and leadership philosophy. He taught her to see herself as “a piece of the whole, not the head of the whole,” a lesson she continues to emphasize as Noble develops new managers and leaders. Missy met her husband, Scott Rogers, while both were mechanical engineering students at LSU. She describes herself as the analytical engineer and Scott as the creative, visionary engineer. Their complementary strengths eventually helped launch Noble Plastics. In the late 1990s, both were working in the energy sector when Scott recognized opportunities to use advanced plastics in applications traditionally dominated by steel. The automotive industry was already turning to lightweight materials to reduce weight and cost, and Missy and Scott both saw potential for the same transition in energy and defense. Plastics could offer properties particularly useful in demanding applications: chemical neutrality, electrical insulation, lighter weight and the ability to replace certain metal components. There was skepticism. Missy remembers being told some of their ideas simply couldn’t be done. But that became part of Noble’s niche. “Sometimes it takes a visionary who doesn’t see the limits, like my husband. And then a person like myself who will say, ‘Yeah, I believe in you. I’ll support this. Let’s find a way.’” Building a Company and a Family at the Same Time Noble Plastics’ first home was the rear of a rented building in an industrial park off Ambassador Caffery. Missy had a detailed five-year business plan, but life quickly reminded this self-described planner that not everything fits neatly into a spreadsheet. She and Scott already had two young children when Missy unexpectedly became pregnant with their third. Her attorney and accountant jokingly pointed out that there was nothing on page 17 of her carefully constructed business plan about having a baby in the third quarter. Her son spent much of his first year in a Pack ‘n Play in her office. Missy recalls holding him while a client signed a contract, handing the baby to the client, and then signing the agreement herself. That experience helped define the kind of people Noble wanted to work with: clients who valued relationships, local jobs and a company that understood their industries. What Exactly Does Noble Plastics Make? Noble is not making disposable cups, water-bottle caps or other commodity plastic products. The company occupies a highly specialized precision manufacturing space. In injection molding, solid plastic pellets are heated under pressure until the material flows, injected into a precision mold and then cooled back into a solid form. Depending upon the material, temperatures can reach the 500-, 600- or even 700-degree range. And these are not necessarily ordinary plastics. Noble works with specialty materials containing glass fiber, carbon fiber, nanotubes and other components engineered for strength, durability, heat management and insulating properties. Missy offers a wonderfully understandable description of the highly sophisticated equipment Noble Plastics operates: “They are like giant hot glue guns.” The difference is what comes out of those “hot glue guns.” Noble Plastics manufactures precision components used in energy, defense, solar, sporting goods and other industries, often creating parts the average consumer will never see. “What we make really matters in the programs that they go into,” Missy says. “And there’s a sense of pride for that.” Perhaps no story better illustrates the breadth of Noble’s work than one Missy recalls from about 15 years ago. On the same day, Noble’s smallest machine was producing super-glue extender caps used to attach fake fingernails, while its largest machine was manufacturing components for a TOW missile launcher. “That’s about as wide a spectrum of markets and clients” as you can imagine. Why Plastics Matter to Louisiana Missy also offers a fascinating perspective on an economic opportunity Louisiana has historically left on the table. When Noble was founded, she recalls Louisiana ranking at or near the top nationally in the manufacture of plastic materials because of the state’s enormous petrochemical industry. Louisiana plants produced polyethylene, polypropylene and other materials derived from petroleum and natural gas. Yet much of that material left Louisiana before being converted into finished products. Missy believes manufacturing provides an opportunity to close more of that supply chain loop within Louisiana, particularly as companies increasingly focus on reshoring and domestic production. “I think it’s going to be a beautiful age for Louisiana economic development to recover our manufacturing base.” Noble’s $8.5 Million Expansion in Grand Coteau Noble is now entering another significant chapter. The company announced an $8.5 million expansion of its Grand Coteau headquarters to increase production capacity, including work for solar technology manufacturer First Solar. Noble will manufacture plastic housings that protect electrical components carrying energy from photovoltaic panels into electrical systems. At the time of our interview, Noble employed people numbering in the mid-to-high 60s, with Missy expecting that number to move into the mid-to-high 70s by the end of the year. She believes the company could surpass 100 employees next year. For a founder who once was the only employee, she admits that “100” is a slightly intimidating number. Those jobs aren’t limited to engineers. Noble employs setup technicians, quality technicians, maintenance personnel, production workers, warehouse employees, shipping and receiving staff, along with professionals in sales, accounting and other support roles. Missy is particularly proud of the opportunity Noble provides people who may never have imagined themselves working in advanced manufacturing. “We’re finding people who with very basic education are discovering they have some natural gifts, and we do what we can to further their education, certifications, to increase their earning power for themselves and their families.” How Katrina Led Noble Plastics to Grand Coteau Noble’s arrival in Grand Coteau came through an unexpected turn of events following Hurricane Katrina. The company had ordered a large molding machine that would not fit into its existing Lafayette facility. Missy had signed a performance contract and needed a larger building quickly. Noble made a full-price offer on a Lafayette property that would accommodate the new equipment. Then Katrina struck. Rather than receiving an acceptance, Missy says the real estate agreement was torn up and the property was relisted for five times its previous asking price. With a machine on the way and a contract to fulfill, she began searching desperately for another option. While regularly driving the I-49 corridor to visit her in-laws, she noticed a building along the frontage road in Grand Coteau. It wasn’t for sale. Missy approached the owner anyway, explaining who Noble Plastics was and the type of company she hoped to build: clean, safe manufacturing that could have a positive impact on a small community. The owner shared that vision, and they made a deal. Noble Plastics has been part of the Grand Coteau community ever since. Creating Opportunity Without Artificial Barriers Missy speaks passionately about workforce development and giving people an opportunity to discover talents they may not know they possess. Noble Plastics has a significant number of women in leadership, including in human resources, operations, quality control and production. Missy says the company doesn’t approach manufacturing jobs through assumptions about gender, formal education or previous experience. The trait that matters most is care. “If we get a person who is conscientious about their work, we’re going to find a way for them.” Because Noble Plastics serves customers whose products often have important safety and performance requirements, employees must be meticulous, thorough and proud of the quality of their work. “There’s opportunity for everybody,” Missy says. Robots Don’t Have to Take Human Jobs Robotics has been embedded in Noble’s manufacturing philosophy almost from the beginning. The company’s robots remove parts from molding machines, inspect them and perform repetitive processes with extraordinary consistency. Noble has self-integrated FANUC robotics for more than two decades and has also designed automation systems for other manufacturers for roughly 15 years. Missy challenges the familiar

Dr. Charles Boustany, retired cardiovascular surgeon and former six-term member of Congress representing South Louisiana from 2005 to 2017, joins Discover Lafayette to recount an extraordinary and deeply personal journey to Ukraine, where he traveled with his longtime friend and former Kentucky Congressman Geoff Davis to witness firsthand the human toll of Russia’s war upon Ukraine. The two former congressmen made the trip at their own expense. They went not as elected officials or representatives of the United States government, but as concerned Americans determined to listen, learn and better understand a conflict that Charles believes has profound implications far beyond Ukraine. Their journey culminated in a terrifying night in Kyiv on May 23, 2026, when Charles found himself sheltering in the basement of his hotel with Ukrainian families as missiles and drones pounded the capital for hours. It was an experience that changed him. A Friendship Forged in Congress Leads to Ukraine Charles and Geoff Davis became close friends while serving together in Congress. Their backgrounds were very different. Charles came to public service after a career as a cardiovascular surgeon. Geoff is a West Point graduate and former Army Ranger who served with the 82nd Airborne Division. Ukraine became particularly personal for Geoff after a West Point classmate, a retired U.S. Army colonel of Ukrainian ancestry, went to Ukraine and volunteered to fight after Russia’s invasion. Although the Ukrainians wanted to commission him as a senior officer because of his experience, he chose to enter the fight as a private. He was killed in combat. Charles had his own longstanding concerns about Russian aggression. While serving in Congress, he watched Russia’s actions in Georgia and the 2014 seizure of Crimea and territory in eastern Ukraine. He had traveled to Georgia as a member of Congress and visited within roughly 30 miles of the front line, seeing the consequences of Russian military action there. Over time, Charles and Geoff became increasingly concerned that Americans were losing sight of what was happening in Ukraine. “We felt like you have to go see what’s going on to really understand what’s going on in the world,” Charles says. “And if you’re a policymaker, it’s really important to do that.” They decided to go themselves. Their objective was first to gather information: to speak not only with government and military officials, but with ordinary Ukrainians living through the war. Their second goal was to return home and share what they had witnessed. The Long Road Into Ukraine Rather than entering through Poland, as many American visitors do, Charles traveled from Louisiana through Atlanta, Amsterdam and Bucharest, Romania. From there, he took a commuter flight toward the Romanian-Ukrainian border, where a humanitarian contact arranged for a van to take the group into Ukraine. The drive to Kyiv took approximately ten and a half hours. That route gave Charles an unexpected view of the country. They traveled through the agricultural heartland of southwestern Ukraine, passing farms and countryside that in some ways reminded Charles of home. The landscape was beautiful and peaceful, until reminders of war suddenly appeared: a bombed truck, a destroyed barn or a damaged home. Even those rural areas bore the scars of the conflict. What struck Charles throughout the trip was how familiar much of Ukraine felt. Gas stations offered snacks much like those in America. Stores and restaurants were open. People went about their lives. He laughed as he recalled that the restrooms they encountered along the journey were among “the cleanest bathrooms I’ve seen anywhere.” “The people are so nice,” he says. That sense of normalcy made the destruction they encountered even more jarring. “These Are People Just Like Us” Charles and Geoff deliberately sought out Ukrainians who could tell them what they had experienced. Some of the stories were almost unbearable. Charles met people who had survived Russian occupation and heard accounts of civilians tortured and killed. He spoke of a woman with a Ph.D. in sociology whose husband serves in the Ukrainian military. During Russia’s initial advance toward Kyiv, she hid with her children for two weeks, surviving on whatever water and food she could find until Ukrainian forces reached them. They visited an Orthodox seminary that had been damaged during the early days of the war. The priest who led the seminary described atrocities so horrific, Charles says, that the experience had nearly shaken his Christian faith. “It brought tears to my eyes to hear these things,” Charles recalls. He also met the mother of a young Ukrainian who had been killed during the early days of the war while serving with the Azov forces defending Mariupol. For Charles, these encounters stripped away the distance created by maps, political arguments and television coverage. “These human stories are powerful,” he says. “These are people just like us.” Air raid sirens are part of everyday life. They happen at night, designed to keep Ukrainians from getting adequate rest. People seek shelter. When the all-clear sounds, they emerge and return to work, school and family life. Charles saw in Ukrainians what he described as a unmistakable look of determination. “It’s the look of a people that have been striving for their independence for years, and they’ve had a taste of it, and they’re not about to let it go.” A student of history, Charles found himself thinking about Londoners enduring the Blitz during World War II and about America’s own struggle for independence against the British Empire. He sees that same resolve in Ukraine. A Surgeon’s View of War Charles’s medical background also shaped what he saw. In Kyiv, he spent considerable time with an American surgeon whose wife is Ukrainian and who has devoted himself to helping both civilians and the Ukrainian military. The surgeon has worked to bring modern trauma techniques and donated hospital equipment into the country and has traveled repeatedly toward the front to assist with casualties. Charles learned about devastating injuries created by modern drone and explosive warfare, including severe head trauma and wounds unlike those traditionally associated with gunfire. He also saw a country rapidly reinventing warfare. Ukraine has developed a sophisticated domestic drone industry. Drones are being used for surveillance and attack, but also for logistics, moving supplies and even evacuating wounded soldiers. Unmanned maritime systems have changed naval warfare as well. “This is 21st century war,” Charles says. “It’s innovative. It’s completely different.” He says American and European military personnel are studying Ukraine closely because the battlefield is teaching lessons that will shape warfare for decades. The Warning: “Tonight, It’s Going to Be a Very Bad Night in Kyiv” Nothing, however, prepared Charles for his final night in the Ukrainian capital. Earlier that day, Charles and Geoff had received an approximately two-hour intelligence briefing about Russian tactics, Ukrainian strategy and how the conflict might unfold. “I wish every member of Congress could get the briefing,” Charles says. As they left, Geoff received a call from a senior Ukrainian special forces officer who wanted to meet with them that evening. They met at a hotel at 9 p.m. Before beginning the discussion, the officer issued a warning. “Gentlemen, before we get started on what I want to talk about, I just want to warn you that tonight it’s going to be a very bad night in Kyiv.” A massive missile and drone attack was expected. They were told to take precautions and find somewhere safe. Back at their small hotel near Kyiv’s central square, Charles and Geoff inspected the basement. Geoff’s military instincts told him it might not be particularly safe. Exposed pipes, electrical lines and other hazards could leave anyone sheltering there trapped if the building took a direct hit. Charles returned to his room. Knowing he was supposed to leave Ukraine the next day, he packed his belongings and placed his passport, wallet and room key together so that he could grab them quickly. Then he got into bed. He couldn’t sleep. At approximately 12:50 a.m., the explosions began. At first Charles remained in his room listening. The blasts grew progressively closer. After about an hour, there was a short lull. Then the attack intensified. “The building was shaking,” Charles recalls. He could hear breaking glass and explosions nearby. He finally went downstairs. The hotel manager grabbed him by the arm and directed him toward the basement. There, Charles encountered a scene he will never forget. An American in a Basement With Ukrainian Families Ukrainian families were sheltering below the hotel. Most spoke no English. One family particularly stayed with Charles: a grandmother, two young parents and their seven-year-old son. The little boy was frightened. His father tried to distract him by showing him soccer videos while his mother comforted him. Charles could not speak to them. But they knew he was American. “They kept looking at me,” he remembers. “I wish I could have communicated with them.” So Charles did the one thing he could. He put his hand over his heart. “I have to hope it gave them some confidence that an American cared enough to be there with them during that hellacious night.” The bombardment continued from approximately 1 a.m. until 7:30 that morning. When daylight finally came, Charles looked outside and saw smoke and fires across Kyiv. A large hotel only a few blocks away had been badly damaged.  He was relieved simply to be alive. What Charles Believes America Should Understand Charles returned from Ukraine convinced that the conflict c

Alyson Habetz: Coming Home to Lead Louisiana Softball with Faith, Purpose and Heart Alyson Habetz, head coach of Louisiana Ragin’ Cajuns Softball, joins Discover Lafayette to share the remarkable journey that brought her from the baseball fields of Crowley to collegiate and professional competition, a 25-year coaching career at the University of Alabama, and ultimately back home to lead the program where her softball story began. We were honored to have legendary coach Yvette Girouard join us for this conversation. Girouard founded the Ragin’ Cajuns softball program and coached Alyson during her years as a student-athlete at the University of Southwestern Louisiana, now the University of Louisiana at Lafayette. Their affection for one another, their competitive spirit, and their deep love for Louisiana softball shone throughout the interview. A Childhood Built Around Baseball Alyson grew up in Crowley as the youngest of eight children. With four older brothers who played baseball and a father who coached the sport, the ballpark felt like home from her earliest years. “It was the sport in the house. I just fell in love with it at a very early age.” She began playing T-ball at age seven as the only girl on an otherwise all-boys team. Because she had grown up playing alongside the same boys, Alyson recalls that her teammates accepted her based on the things that mattered to them: “Can she hit? Can she throw? All right, let’s go.” At age ten, Alyson met Los Angeles Dodgers manager Tommy Lasorda at Blackham Coliseum. She asked him to autograph her glove, and despite members of the media pressing him to move along, Lasorda stayed, signed the glove, spoke with her, and gave her his business card. Alyson wrote to him, and he answered every letter. The two became lifelong friends, with Lasorda signing his letters, “Love, your adopted uncle Tom Lasorda.” He also saw something in Alyson that she did not yet see in herself. “He told me a long time ago I was going to be a coach,” she recalls. “I’m like, no, I’m going to law school. I’ll be an attorney.” Fighting for the Right to Play When Alyson entered Notre Dame High School in Crowley, the school did not have a softball team. She expected to continue playing baseball with the boys she had competed alongside for years, but she was told Louisiana rules did not permit girls to play on boys’ teams. Her coach and principal sought an exception, but the request was denied. On the ride home from Baton Rouge, Alyson’s father told her the family would support her if she wanted to challenge the rule in court. She agreed, beginning a legal battle that lasted roughly two years. The original ruling went against her, but her attorneys appealed. Alyson was sitting in class near the end of her sophomore year when her coach received the news: “Aly, by the way, they changed the rule. You can play.” Alyson went on to play baseball during her junior and senior years, becoming the first female in Louisiana to play high school baseball and earning all-district honors as a pitcher and first baseman. She was also an all-state basketball player and the salutatorian of Notre Dame’s 1990 graduating class. Discovering Softball at USL Alyson came to USL on a basketball scholarship and eventually became a member of the 1,000-point club. One day, while walking across campus, she noticed what looked to her like “this miniature baseball field” and learned that walk-on tryouts were being held for fast-pitch softball. With her basketball coach’s permission, she showed up and met head coach Yvette Girouard and assistant coach Patrick Murphy. Alyson told them she played first base, then positioned herself behind the bag as she would have in baseball. Girouard quickly corrected her: “This isn’t baseball, girl. You’ve got to play way up here for the slappers.” The larger ball, underhand delivery, different release point, and defensive positioning required an adjustment. Still, Girouard immediately recognized Alyson’s ability. “She was a natural,” Girouard says. “We knew she was making the team.” Alyson competed in both basketball and softball, at times traveling extraordinary distances to meet the obligations of both teams. She also excelled academically, earning Academic All-America recognition while majoring in communications. Her softball career included third-team All-America honors and a place on the 1993 team that made the program’s first appearance in the Women’s College World Series. Alyson vividly remembers walking onto the field in Oklahoma City and seeing a sea of Ragin’ Cajuns fans. “There are no fans like the Ragin’ Cajun fans.” As other teams were eliminated, many of their supporters became Cajun fans, drawn to the warmth of the Louisiana contingent, the food shared in the parking lot, and the Mardi Gras beads handed out by supporters. Girouard remembers that first World Series appearance just as clearly: “Till the day I die, even if I have Alzheimer’s, I think I will remember that.” For Alyson, reaching the World Series also meant helping Girouard realize the dream she had built from the ground up. “You just wanted it for her because she was a Louisiana girl. She’s a Cajun and she built the program.” Professional Baseball and 25 Years at Alabama After college, Alyson returned to baseball. She pitched for the Colorado Silver Bullets, an all-women’s professional baseball team managed by Hall of Famer Phil Niekro. Alyson spent three years with the Silver Bullets, barnstorming across the country and playing in major league parks, before joining the Long Beach Aces as a pitcher and first baseman, for which Tommy Lasorda helped open the door for her tryout. When Patrick Murphy became head coach at the University of Alabama, he called Alyson and asked her to help build the young softball program. She planned to stay only a couple of years before returning home for law school. Instead, she remained for 25 years. “I never thought coaching would fill me so much. They’re away from home for the first time, you’re just a part of their journey. And I love the game. Having an impact on college athletes, it was special.” Alabama had no softball stadium when Alyson arrived. The team played at a city park, set up portable outfield fences, and even sprayed ant piles before games. Alyson and Murphy helped build the program into a national power. Their Alabama teams won six SEC regular-season titles, five SEC Tournament championships, advanced to 14 Women’s College World Series, and captured the 2012 national championship, the first in SEC history. The Call to Come Home Alyson stepped away from coaching after the 2023 season following her father’s death. Her parents had been married for 65 years, and she felt called to return home and care for her mother. Although leaving Alabama was difficult, she found purpose in spending that time with her mom. When the Louisiana head coaching position opened in 2024 with the departure of Coach Gerry Glasco, her phone starting ringing. Alyson’s answer was repeatedl ‘no.’ She had retired for a reason, and she had never aspired to become a head coach. While driving across the Atchafalaya Basin one day, however, she began to wonder whether the job might actually be good for her mother, giving her games to attend and something joyful to anticipate. Still anxious about the decision, Alyson drove directly to the Adoration Chapel at St. Michael’s in Crowley to pray. She ultimately felt that God was making the answer unmistakable. “I realized that faith is whenever you go out into the deep, into the scary stuff that you don’t really think you can do, that you really trust Him.” Once she accepted, the anxiety gave way to peace. Louisiana officially named Alyson the fifth head coach in program history on June 25, 2024. Her return also created a beautiful gift for her family. The University opened a viewing panel in a suite at Lamson Park so Alyson’s mother could sit in her recliner and watch her daughter coach. Building a Team with Equal Value and Equal Love Alyson is fiercely competitive and deeply aware of the standard established by Coach Girouard and sustained by generations of Cajun players and fans. Yet she does not want winning to come at the expense of the people entrusted to her. “I didn’t want being a head coach to change me.” Her players are her “why.” She wants each young woman to leave the program as a better version of herself, whether she becomes an All-American or serves the team in other ways. With only nine athletes on the field, every team has more players waiting than playing. Alyson calls the willingness of those role players to put the team first a “death to self.” Their energy, observation, encouragement, and ability to help from the dugout can determine whether a team wins. “I will love and value and appreciate you, whether you’re the pinch runner or you’re the four-time All-American. It’s equal value, equal love.” She begins with each player’s fingerprint, a reminder that no one else who has ever lived has precisely the same one. If God is that intentional about a fingerprint, Alyson tells them, He is equally intentional about their gifts, talents, and opportunities. “If you’re not here, guess what? The world misses out on a purpose and a greatness that only you can have.” That belief also helps young women resist the destructive comparison encouraged by social media. “Compare leads to despair,” Alyson says. When players become secure in their own gifts, they can experience genuine joy in a teammate’s success. “That’s when the magic happens.” Character is also central to recruiting. “If I make a mistake on a kid, I always want it to be on talent and not character,” Alyson says. She looks for versatile athletes, strong pitching, speed that c

For nearly 25 years, Leonard Louviere has been one of the most familiar faces in Lafayette’s restaurant community, serving as general manager and an investor in Zea Rotisserie & Bar. But Leonard’s story in hospitality began long before Zea opened its doors in Lafayette. In this episode of Discover Lafayette, Leonard joins Jan Swift to share his journey from working in restaurants, bars and hotels while attending USL, to spending 15 years overseeing food and beverage operations at the Cajundome, and ultimately taking a leap of faith that would shape the next chapter of his life. This is a special edition of Discover Lafayette in partnership with Lafayette Travel and Eat Lafayette. We thank them for their support! “I ended up loving working in restaurants,” Leonard recalled of his college years. “The people I worked with, we worked hard. We were paying our way through everything, including school, and it was always in me to do that.” From the Cajundome to Zea After graduating from USL, Leonard briefly went into construction, building a few spec houses, but he knew food and beverage was where he belonged. The newly built Cajundome offered that opportunity. Leonard initially applied for an assistant food and beverage position and was invited to work one night as something of an audition. Several people were being considered. By the end of the week, management told him, “Nobody worked like you. We want you to come and do this.” That one-night opportunity turned into a 15-year career at the Cajundome, where Leonard eventually became food and beverage director. His next chapter began at a restaurant industry show in Chicago, where Bryan McLain, owner of Louisiana Market, introduced Leonard to the men behind the Taste Buds: Gary Darling, Greg Reggio and Hans Limburg. The longtime friends and business partners had created Semolina and were developing a newer concept, Zea. McLain had a Lafayette building. The Taste Buds had the restaurant concept. Leonard had deep roots in Lafayette, restaurant experience, and the desire to invest and work. Within about a week, they decided to make it happen. Leonard didn’t just take a management position. He invested his life savings in the Lafayette restaurant. “I was scared,” he admits. But nearly 25 years later, that leap of faith has more than paid off. The “Magic” of the Zea Menu So how does Leonard describe Zea’s food? It isn’t easily placed into one category. The menu reflects influences from around the world, but Leonard says there are Southern flavors and seasonings woven throughout, whether it’s the Thai ribs, Asian almond shrimp or corn grits. And four dishes stand above the rest. “The magic. It’s Thai ribs, corn grits, Asian almond shrimp, spinach salad.” “We can’t make recipes that incredible again,” Leonard says. “We’ll never lose those four.” Consistency is critical to Zea’s success. Recipes are followed precisely, from the ingredients and proportions in the spinach salad to the preparation of every entrée. Kitchen employees are trained to meet exact specifications because a guest should receive the same dish each time they visit. Interestingly, Leonard readily admits that he doesn’t cook. What he does know how to do is hire people who are better than he is at what they do. He points to longtime kitchen manager Heath Lemoine, who has been with him for 24 years, and a management team whose members have worked together for more than two decades. “I hire people better than me,” Leonard says. “It is the reason I have succeeded.” Building a Culture Where People Stay Long-term employees can be unusual in the restaurant industry, but at Zea Lafayette, Leonard’s management team has remained remarkably stable. “We truly do love each other, without a doubt,” he says. That doesn’t mean a busy restaurant isn’t intense. It is. But Leonard draws a clear distinction between the urgency surrounding food and service and the way employees treat one another. Respect remains paramount. When hiring, Leonard says character and personality often matter more than experience. “You have to be a nice person. You have to want to deal with the public.” Employees need a sense of urgency, an understanding of teamwork, and a genuine desire to serve others. When something goes wrong with a guest, Leonard doesn’t want employees explaining or making excuses. He wants them asking a simple question: “How can I fix this?” Leonard believes everyone would benefit from working as a restaurant server for six months. Why? Because serving teaches you how demanding it can be to work with the public, how to put someone else’s needs first, and what hospitality really means. “I’m a servant. I invested my life savings, I’ve done well, but that’s all I am. I serve people. That’s it.” A Long-Awaited Transformation For nearly a decade, Leonard pushed his partners to make a major investment in the Lafayette Zea. He wanted a larger, more functional bar and a restaurant that felt fresh, comfortable and exciting. Eventually, his partners agreed, and architect Kirby Pécot helped create the dramatic renovation and expansion that guests see today. The bar was moved to the front and greatly expanded, additional seating and private dining areas were created, and acoustic panels were installed to reduce noise and make conversation easier. Leonard says the multimillion-dollar investment has delivered exactly what he believed it would: sales have increased by approximately 25 percent since the expansion. The Lafayette restaurant now employs about 150 people, up from approximately 95 before the expansion, and receives roughly 70 employment applications each week. The expansion also gives Zea more flexibility for gatherings and private events. Leonard says the restaurant has spaces capable of accommodating everything from small groups of 12 to larger events of 50 or 60 people. Creating Good Employees What is the most difficult part of running a restaurant today? Leonard didn’t say finding employees. He said, “Helping employees develop self-esteem.” His goal is to help people become proud of their work, recognize their own value and learn to do the right thing even when no one is watching. “Our one and only job is to create self-esteem for our employees.” Leonard uses a simple example in employee orientation. If he walks through the parking lot at midnight and sees trash, he picks it up because it will still be there tomorrow if he doesn’t. “Do the right thing even when no one is looking,” he tells his team. He encourages employees to learn additional positions, work harder and become more valuable so they can advance to shift leader, part-time manager and beyond. It is a philosophy that turns the conventional restaurant-industry complaint about finding good employees on its head. Leonard is focused on creating good employees by giving them an environment in which they can grow. Hospitality Extends Beyond the Restaurant Leonard’s commitment to serving others doesn’t end when he leaves Zea. For approximately 24 years, he has supported Hospice of Acadiana, including hosting a Good Friday crawfish boil at his home that most recently drew about 225 people and raised approximately $8,000 for Hospice. He also volunteers each Tuesday in Hospice of Acadiana’s Food with Love kitchen, working alongside Kent Zeringue and other volunteers to prepare approximately 750 meals for hospice patients. Delivery volunteers then bring those meals directly to patients. “I like to gather people together and do things,” Leonard says. That is true in his personal life as well. He loves entertaining at his home, eating out at local restaurants, listening to live music, dancing and especially zydeco. “I love a good zydeco band and I love a place to go and dance, without a doubt.” His love for gathering people together may be the thread connecting everything Leonard Louviere does, from his backyard to his volunteer work to a bustling dining room at Zea. “You Have to Love Every Aspect of It” For anyone dreaming of opening a restaurant, Leonard offers a dose of reality. Loving to cook isn’t enough. “You have to love every aspect of it,” he says. That means schedules, employees, long nights, teamwork, criticism, financial pressures and the intense first months of a new restaurant. Adequate capital is essential, as is experience actually working in hospitality. Most importantly, Leonard says, you need a team. “You have to hire people better than you that can do a lot of things because you can’t do it all.” After decades in the hospitality business, Leonard Louvierre still works nights and weekends, still eats Zea’s food, still walks the dining room checking on guests, and still sees himself first and foremost as someone there to serve. (Photo by Robin May.) And perhaps that explains why Zea has become more than simply a successful Lafayette restaurant. Under Leonard’s leadership, it has become a gathering place where generations of Acadiana families return, employees build careers, and hospitality is rooted in something remarkably simple: “Be kind. Treat people with respect. Do the right thing when no one is looking. And take care of the people who walk through your door.” For more information and to order their delicious food, visit https://zearestaurants.com/location/lafayette/.

Dr. Thomas Sammons – Bringing Technology, Compassion and a Preventive Approach to Dentistry Dr. Thomas “Tom” Sammons of Dental Artistry joins Discover Lafayette to discuss his path into dentistry, his commitment to continuing education and advanced technology, and his philosophy that good dental care is about far more than simply fixing teeth. A Youngsville native and UL Lafayette graduate, Dr. Sammons grew up in Acadiana after his family moved here in 1995. His father, Tom Sammons, taught architecture at UL Lafayette, and education was strongly emphasized in the Sammons household. Dr. Sammons graduated summa cum laude with a Bachelor of Science in Biology from UL Lafayette before earning his Doctor of Dental Surgery from LSU School of Dentistry in New Orleans. His connection to UL Lafayette runs deep. As a student, Dr. Sammons was active in the pre-professional society, student government and honor society, and participated in Up ’til Dawn, which supported St. Jude Children’s Research Hospital. He says UL is where he truly found his community in Lafayette. Today, that sense of community remains important. Dr. Sammons and his wife, Abby, both grew up here and even attended the same church, where Abby’s father once taught him in Sunday school. Their parents live nearby, and Dr. Sammons and Abby are raising two energetic young sons, Gabriel and Everett. “I love being with them. I love being with my family.” A Childhood Spent in the Dental Chair Led to a Career Dr. Sammon’s decision to become a dentist was shaped in part by his own difficult dental history. His permanent teeth erupted with enamel hypoplasia, leaving them soft and yellow and requiring extensive dental work. He also admits he did not take particularly good care of his teeth as a teenager. Fortunately, he had dentists he genuinely liked, Drs. Thomas and Harmon in Youngsville. “I actually loved my dentist. I didn’t like being in the dental chair, but I liked him,” Tom recalled. For years, Tom thought he would become an engineer. Then he attended orientation at UL Lafayette, toured the engineering program and abruptly announced to his parents that he was going to become a dentist. The more he learned about dentistry, the more certain he became that he had found the right profession. That personal history also helps explain the empathy Dr. Sammons brings to patients who fear dental treatment. He discovered early in his career that many people had experienced frightening or painful dental care as children. For some patients, he says, simply opening the front door of a dental office can feel like “a very heavy weight.” When Dr. Sammons joined the practice of longtime Lafayette dentist Dr. Ann Laurent, he found a mentor whose philosophy closely matched his own. Dr. Laurent had built a practice around caring for patients with dental anxiety and treating their fears with empathy. “It’s not the most fun place to be. I understand that,” Dr. Sammons said of the dental chair. “It doesn’t have to be the worst place to be. We can make it comfortable. We can make it fun.” That philosophy is reflected throughout Lafayette Dental Artistry. Patients who need additional help with anxiety can receive nitrous oxide, commonly known as laughing gas, at no additional charge. The practice also offers oral sedation and, when appropriate, IV sedation administered with a nurse anesthetist. Your Mouth Is Connected to the Rest of Your Body One of Dr. Sammon’s strongest messages is that oral health should never be viewed in isolation. “The mouth is also connected to the whole body. It is systemic health. It is not just oral health.” Dr. Sammons and his team spend considerable time educating patients about brushing, flossing, diet and the habits that contribute to dental disease. Chronic infection and inflammation in the mouth can have consequences beyond the teeth and gums, and periodontal disease can progress without causing significant pain. One of the biggest misconceptions Dr. Sammons sees today involves sugar-free beverages. Eliminating sugar does not necessarily make a drink tooth-friendly because acidity can damage enamel. “Acid is worse,” he explained. Energy drinks, soft drinks, coffee and other acidic beverages can create an environment that promotes enamel erosion and decay. Dr. Sammons explained that when bacteria consume sugar, they produce acid, but drinking an already acidic beverage exposes teeth directly to that damaging environment. He sees the consequences particularly among younger patients. Someone can leave high school with few or no cavities, head to college, develop a habit of consuming energy drinks throughout the day, and return with significant decay. The problem is compounded when a person sips the beverage over several hours. After each exposure, saliva needs time to buffer the acidic environment. Dr. Sammons’ advice includes limiting acidic drinks, drinking water and, for some patients, using an alkaline mouth rinse. He also discussed products containing xylitol as another tool for fighting cavity-causing bacteria. Lafayette Dental Artistry provides comprehensive care ranging from preventive dentistry to full-mouth rehabilitation, cosmetic dentistry, crowns, veneers, bonding, implants, bridges and clear aligner therapy. Dr. Sammons particularly enjoys cosmetic dentistry and clear aligners. In some complex cases, moving the teeth into a better position before restorative work can dramatically reduce the number of crowns or veneers a patient needs. “The less I do is more in a lot of ways. The best dentistry is no dentistry. The second best dentistry is preventative dentistry.” His goal is to perform dentistry today that prevents larger problems tomorrow. That philosophy becomes especially meaningful when patients arrive after years of avoiding dental care because of fear, embarrassment, finances or difficult life circumstances. Dr. Sammons has watched patients regain not only their oral health but their confidence. After restoring a person’s smile, he may see them six months later having made other changes: exercising, losing weight, quitting smoking or simply taking better care of themselves. “It changes their whole life. It changes their whole trajectory.” Dentistry’s Role in Sleep Health Dentists are playing a growing role in recognizing potential sleep disorders. Because dentists routinely examine the mouth, jaw and airway, they may see signs that suggest a patient should be evaluated for sleep apnea. Lafayette Dental Artistry has equipment patients can take home for a sleep study, although Dr. Sammons emphasized that a medical doctor reads the study and makes the diagnosis. For appropriate patients with mild to moderate sleep apnea, a dental appliance may help keep the airway open by positioning the jaw forward. More severe cases generally require CPAP therapy. Implantable airway-stimulation devices are an option for some patients who cannot tolerate either CPAP or a dental appliance; those devices are placed by specialists. Dr. Sammons also uses Botox primarily as a therapeutic treatment for patients suffering from TMD, often called TMJ, including people who clench their jaws and develop muscle pain and headaches. While he occasionally uses Botox cosmetically, his primary interest is relieving pain and muscle tension. More Than 100 Hours a Year of Continuing Education Louisiana dentists are required to complete 40 hours of continuing education every two years. Dr. Sammons regularly pursues more than 100 hours annually. Why? “I’m just a huge nerd. I love it. I love to learn.” That appetite for learning has helped him incorporate rapidly changing technology into his practice, including digital scanning, same-day crowns, 3D printing and digitally created surgical guides for implant procedures. Approximately 99 % of the impressions in his practice are now digital. A tooth can be scanned, the crown designed virtually, milled in the office and placed in the patient’s mouth the same day. For anxious patients, avoiding a temporary crown, a second appointment and another injection can make an enormous difference. Artificial intelligence is also becoming part of the practice. Dr. Sammons uses AI with digital X-rays to help identify possible cavities, bone loss and calculus. He views it as an additional set of eyes rather than a replacement for professional judgment. The technology is also a powerful educational tool. Instead of asking patients to decipher shades of gray on an X-ray, the software can highlight areas of concern, making it easier for patients to understand what the team members of Dental Artistry are seeing. “It’s kind of like a second set of eyes,” he explained, noting that the technology can occasionally flag a tiny area that deserves a closer look. Lafayette Dental Artistry Is Growing Lafayette Dental Artistry is preparing for a major renovation and expansion of its longtime office. Dr. Sammons discussed the reality that modern digital dentistry requires different spaces for equipment, laboratories and treatment areas than were needed when the original office was built. During construction, the practice will temporarily relocate about five minutes away while the existing office is rebuilt. The temporary move is expected to last approximately nine months. The goal is to create a more modern environment while preserving what patients already value about the practice: comfort, relaxation and personal attention. And Dr. Ann Laurent remains very much a part of the practice. “She’s been an amazing mentor to me, both as a clinician and also just as a leader.” Dr. Laurent continues to see patients while enjoying a little more time to travel. Dentist, Business Owner, Husband and Dad Running a dental practice also means running a small business, something Dr. Sammons jokes can be difficult “when you got your fingers i

Lafayette Parish Tax Assessor Justin Centanni joins Discover Lafayette to explain the duties of his office, how property values are determined, and what property owners need to know about the upcoming 15-day assessment review period. Justin is Lafayette Parish’s 26th Tax Assessor, but his professional path to the office was anything but traditional. With a background in technology and data management, he previously worked in Washington, D.C., for the Department of Defense, helping develop software behind the military’s smart identification cards. He later worked at IberiaBank, where he managed a team responsible for backend data integration, including platforms used to detect fraud and illicit banking activity in real time. Before becoming assessor, Justin served nine years as the District 6 representative on the Lafayette Parish School Board. Justin says public service was never something he envisioned for himself. He moved to Lafayette at 18 to attend USL and ultimately found that serving the community gave him an unexpected sense of purpose. “What I learned about myself and public service is that I do take a tremendous amount of personal satisfaction from helping solve problems, helping make decisions. I care a tremendous amount about Lafayette.” What Does the Tax Assessor Actually Do? One of the biggest misconceptions about the assessor’s office is that it collects property taxes. It does not. The assessor’s responsibility is to identify and value all property in Lafayette Parish. That seemingly simple mission involves an enormous amount of information. The office begins each year with the previous year’s tax roll and continually updates it with information from municipalities, the Clerk of Court and other sources. Building permits reveal new construction and renovations. Conveyance records identify properties that have been sold or transferred. Appraisers visit properties where construction has been completed and determine when values need to be updated. And Lafayette gives them plenty to keep up with. Justin says approximately 15,000 properties transfer each year, including residential and commercial property, and more than 1,000 new buildings were constructed in the parish during the past year. Lafayette Parish currently has an approximately $3.3 billion assessed-value tax roll, representing a little more than $30 billion in market value. As Justin put it, those numbers tell an encouraging story about Lafayette’s economy. He jokingly offered one particularly visible example: “We’re building an $80 million gas station at Louisiana Avenue,” referring, of course, to Buc-ee’s. How Your Property Value Is Determined For homeowners who have not substantially changed their property, assessments generally move according to what comparable homes in the neighborhood are selling for. The assessor’s office examines neighborhood sales and establishes a price per square foot. Larger homes will therefore have a higher value than smaller homes, but comparable properties within the neighborhood are valued using a consistent methodology. Parishwide reassessments occur every four years. The last reassessment was in 2024, and the next will take place in 2028. Of course, Justin understands the eternal property owner’s dilemma: everybody wants a high appraisal when they are selling or refinancing their home and a low valuation when the property tax bill arrives. “Don’t we all,” he laughed. “I’m no different.” August 17 Through 31, 2026: Assessment Review Period An important focus of our conversation was Lafayette Parish’s 2026 Assessment Review Period, August 17 through August 31. Property owners whose assessments increased by 15 percent or more should have received notice from the assessor’s office. But the review period is also an important opportunity for anyone who believes the assessor’s office has incorrect information about their property. Justin explained that the most common type of error might be something as straightforward as incorrect square footage. If the assessor’s records show a 6,000-square-foot home when the home is actually 4,000 square feet, that error can significantly affect the tax bill. “If we have the square footage of your house incorrect…you should come in and you should tell us,” Justin said. The assessor’s office can measure the property, correct its records and adjust the valuation accordingly. This first step is important. A taxpayer who wants to challenge an assessment must first meet with the assessor’s office. The taxpayer and assessor attempt to reach agreement on the property’s proper assessed value. Evidence matters, and simply disagreeing with the valuation does not guarantee that it will be changed. If an agreement cannot be reached, the taxpayer can proceed to the next level of appeal before the Lafayette Parish Council, sitting as the Board of Review. But to preserve that right, Justin explained that the taxpayer must first have an in-person meeting with the assessor’s office during the review period. Appointments can be made through the Lafayette Parish Assessor’s website, https://lafayetteassessor.com/, and taxpayers can request the appropriate specialist depending upon whether their issue involves an appraisal, personal property, a property transfer or another matter. They may be contacted by phone at (337) 291-7080. Senior Freezes, Veterans and Homestead Exemptions The assessor’s office interacts frequently with senior citizens, veterans, real estate professionals and families dealing with inherited property. Justin explained that qualifying homeowners over age 65 may obtain a special assessment level, commonly called the “senior freeze.” For 2026, he said the income threshold is less than $102,000 in adjusted gross income. An important distinction: the senior freeze freezes the property’s assessed value, not the amount of taxes owed. Millage rates can still affect the ultimate tax bill. Justin also explained that once a taxpayer qualifies, the income qualification does not have to be revalidated annually. Veterans may also qualify for special property tax exemptions, and the office regularly assists families after the death of a property owner. Justin shared that the office monitors obituaries and other data sources so ownership and homestead exemption records can be kept current. He also spoke candidly about the sensitivity required when contacting families shortly after a death. “We’re trying to interpret the law in the most compassionate way possible,” he said, while acknowledging that the office still has a legal duty to maintain accurate records. A Warning for Estate Planning Attorneys: Trusts and Homestead Exemptions Our conversation also ventured into an issue especially important for Louisiana attorneys and their clients: transferring a primary residence into a trust. Justin explained that a trust must be structured properly if the homeowner intends to retain the homestead exemption. Losing that exemption can have a cascading effect because special assessment levels, including a senior freeze, depend upon the existence of the homestead exemption. If a longtime homeowner inadvertently loses both the homestead exemption and senior freeze, the consequences can be substantial. Justin gave the example of a home whose value had been frozen since the 1990s suddenly having to be reassessed at its 2026 value. His office would much rather catch the problem before that happens. “We try to catch them and say, ‘Go back and redo this so that we don’t have to do this to your client, because I don’t think that’s what the client was looking to do.’” Justin encourages attorneys who have questions about how estate planning transactions may affect property tax exemptions to contact the assessor’s office. The Mystery of Properties Nobody Can Find One of the most fascinating parts of our conversation involved something Justin never expected to encounter as assessor: properties on the tax roll that his office cannot definitively locate. Some parcels date back more than a century, when property descriptions might reference a road, a neighboring landowner or hand-drawn boundaries rather than today’s precise legal descriptions. Justin described one document dating to 1905 that identified surrounding tracts essentially by references to other family members’ property, with no modern landmarks to pinpoint its location. Nevertheless, the property made it onto the tax roll, and someone continued paying the taxes for generations. “I never in a million years thought there would be property we didn’t know where it was,” Justin said. The problem becomes especially complicated when property has passed through generations without a succession and may now have a multitude of co-owners. Some rural timberland parcels generate only a tiny annual tax bill, so one family member may simply continue paying it year after year. Bringing the Assessor’s Office to the Public Justin is also looking for ways to make his office more accessible. The assessor’s office is located at 213 West Vermilion Street in downtown Lafayette, in the former Capital One/Hub City Bank building. But Justin heard repeatedly from residents outside the city that driving downtown, finding parking and visiting the office could be inconvenient. That led to the creation of Parish Pop-Ups, where assessor’s office employees spend time in municipalities around Lafayette Parish helping residents with assessments, senior freezes and other property matters. One woman arrived at a recent pop-up before the staff had even officially begun for the day. She had been putting off applying for her senior freeze for years simply because she didn’t want to make the trip downtown. She arrived with her paperwork ready and was able to take care of it. For Justin, that is exactly the point. “We are really

Jessica Moroux, owner of Acadiana Hyperbarics in Lafayette, joins Discover Lafayette to discuss mild hyperbaric oxygen therapy, the personal experiences that led her to the field, and her belief in giving the body the conditions it needs to heal and function at its best. A Lafayette native, Jessica earned her nursing degree from UL-Lafayette and began her career at Lafayette General, working on several different floors as she searched for the area of nursing that felt like the right fit. Her professional path eventually moved beyond traditional hospital care and into Rolfing, movement therapy, and integrative wellness. Jessica credits some of that outlook to her mother, whom she describes as an early adopter of ideas that today would fall under the umbrella of integrative wellness. Long before probiotics became commonplace, Jessica remembers her mother sprinkling acidophilus on the family’s breakfast and taking an unconventional but thoughtful approach to health. As a nurse, Jessica valued traditional medicine and its importance, but found herself increasingly drawn to prevention and helping people maintain their health before they reached the point of hospitalization. “I really wanted to get more into preventative and optimization of health,” Jessica says. “I really wanted to help people stay out of the hospital and feel their best.” Today, Jessica brings together those different disciplines at Acadiana Hyperbarics. A registered nurse and Certified Rolfer, she has an extensive background helping clients address musculoskeletal and sports injuries and chronic pain. A Back Injury, a Child’s Concussion, and a New Direction Jessica’s interest in hyperbarics was not initially driven by a business plan. It became personal. In 2019, at age 38, she reached for her youngest daughter at an awkward angle and felt a pop and excruciating pain in her back. Imaging revealed a torn disc and two bulging discs. She saw an orthopedist, underwent physical therapy and worked to rehabilitate the injury, but eventually reached a plateau. “I went back to my doctor and said, there’s got to be more.” About a year later, the question of what else might be available became even more urgent when Jessica’s four-year-old son suffered a serious concussion. Running on a neighbor’s all-purpose court, he forgot a tennis net was up, ran into it and was knocked unconscious. Jessica says he experienced short-term amnesia, headaches, irritability and problems with impulse control after the injury. One moment in particular changed the trajectory of her work. “He came in and he had big fat tears rolling down his face and said, ‘Mom, I don’t want to have anger issues.’” Jessica remembers thinking, “Okay, we’re gonna fix this.” She began researching brain recovery and became interested in hyperbaric therapy. That research eventually grew into a professional focus, particularly around traumatic brain injuries and concussions. Her son, now 12 at the time of our interview, is doing well. “He is doing phenomenally. He’s the most charming, intelligent kiddo.” And because, as Jessica laughingly puts it, he remains “wild, all out,” hyperbarics has remained part of the family’s approach to recovery from his various sports injuries, including breaking his ankle twice in one year. What Is Mild Hyperbaric Oxygen Therapy? For people familiar with hospital-based hyperbaric chambers, particularly their longtime use for decompression sickness and certain serious wounds, the chamber at Acadiana Hyperbarics looks different. Jessica uses a Vitaeris 320 soft-sided monoplace chamber. According to the clinic, the chamber operates at 1.3 ATA and is 32 inches in diameter and 92 inches long. Acadiana Hyperbarics offers filtered room air as well as an oxygen concentrator option. Jessica describes the experience as similar to the pressure changes you feel on an airplane. During pressurization and depressurization, clients may notice their ears popping or experience sinus pressure. Once the chamber reaches pressure, she says most people largely stop noticing it. Sessions at Acadiana Hyperbarics are offered in 60- and 90-minute increments. Jessica says she screens clients before treatment, asks about their health history and discusses whether the therapy is an appropriate fit for what they hope to accomplish. While people often think hyperbarics is simply about getting a large amount of oxygen, Jessica says pressure is central to the process. Under increased pressure, more oxygen can dissolve into blood plasma, providing an additional route for oxygen delivery beyond oxygen carried by red blood cells. She describes hyperbarics as having several “mechanisms of action,” including angiogenesis, the formation of new blood vessels, as well as effects involving inflammation, collagen, stem cells, mitochondrial function and cellular signaling. For Jessica, the distinction between supporting healing and promising a cure is important. “We are just sending signals and changing some of the physics within the body to let the body do what it does best and to remove some of the barriers.” “Hyperbarics is a fantastic therapy for helping the brains heal and major NFL athletes and teams are now turning to it to help with CTE and concussions.” Why Repetition Matters Jessica explains that some of the effects people experience may be relatively immediate, while tissue repair and other biological processes take time. That is why, depending upon a client’s circumstances, hyperbaric therapy may involve a series of sessions rather than a single visit. She also emphasizes the period after a session. Her explanation is that repeated transitions between the higher-oxygen environment associated with treatment and normal atmospheric conditions can stimulate biological responses involved in repair. “If you have multiple exposures, then your body says, okay, this is a real deal. We’re going to spend that energy and turn on all those processes.” Jessica’s own back injury helped her think about hyperbarics through what she calls “reverse engineering.” She wanted to understand why disc injuries can become chronic and then ask what processes might support healing. Her personal experience with that injury ultimately helped move hyperbarics from something that was “somewhat on my radar” into the focus of a new business. The “Mighty Mitochondria” Our conversation also gets down to the cellular level as Jessica explains mitochondria, the structures within cells responsible for producing ATP, the energy cells use to perform their work. She calls them the “mighty mitochondria.” “For any function within the body, you have to pay for it, right? You have to have a currency. For a car to drive, you’ve got to have fuel. Same thing with your cells.” That cellular energy is one reason oxygen is so important. Jessica also points to exercise as a way to support mitochondrial function and discusses red and infrared light therapy, another modality offered at Acadiana Hyperbarics. The clinic uses red and infrared light pads that can be placed around targeted areas of the body. Jessica says she likes the flexibility of pads because they can conform around an injured shoulder, back or other area rather than requiring the client to lie on a rigid light bed. Acadiana Hyperbarics describes its low-level light therapy as a complementary modality that can be used alongside hyperbaric sessions. The Vagus Nerve, Stress, and the Need to Recover One of the most relatable parts of our conversation concerns something many of us experience every day: living in a near-constant state of stimulation. Jessica explains the role of the vagus nerve and the balance between the sympathetic “fight or flight” response and the parasympathetic “rest and digest” state. “When you’re in fight or flight mode, you’re not repairing well,” Jessica says. “Most of us are running around constantly stimulated, answering emails, in traffic, fussing at your kid.” The problem, she says, is that we may never adequately switch into recovery mode. “You can’t heal if you’re not getting into that mode of recovery.” Supporting the vagus nerve doesn’t necessarily require sophisticated technology. Jessica points to simple practices including humming and breathwork as ways people can encourage the body to shift toward a calmer state. Training and Knowing What You’re Getting Jessica completed training through the International Hyperbarics Association and is a member of the organization. She says she attends its conference and continuing education programs each year. That training is particularly important to her as hyperbarics and other wellness therapies become more popular. “As the wellness industry is growing and booming and this therapy is catching on, there’s a lot of providers who are wanting to throw it in as an afterthought.” Jessica describes the therapy as generally safe when appropriately used, but stresses that providers need to understand screening, protocols and how to apply the therapy appropriately for an individual client. “More than causing further damage, you could just not apply the therapy correctly and the patient may not get what they’re looking for when paying for the treatment.” Acadiana Hyperbarics’ own guidance also stresses client screening and identifies medical circumstances that require particular attention.. Anyone considering hyperbaric therapy for a medical condition should discuss it with an appropriate healthcare professional. From Hospital Medicine to Wellness Hyperbaric medicine has long been associated with conditions such as decompression sickness, the “bends” experienced by divers who surface too quickly, as well as certain serious wounds and other medical conditions. Those original hospital chambers looked much different from today’s soft-sided

Sylvia Turner, affectionately known to generations of Lafayette families as “Ms. T,” joins Discover Lafayette to reflect upon a remarkable life of teaching, music, faith, and service to others. For more than five decades, beginning in 1972, Sylvia taught children and adults to swim in the backyard pool of her Lafayette home. But anyone fortunate enough to have taken lessons from Ms. T knows she taught much more than swimming. She taught safety. She taught respect. She taught children to encourage one another, to follow rules, to appreciate their parents, and perhaps most importantly, to believe they could do things that initially frightened them. “One of my greatest compliments was when people would say, ‘You don’t just teach swimming, do you?’” Sylvia recalls. “I said, ‘No, I don’t. I teach everything I can while I can.’” Two Lives: Ms. T and Sylvia the Singer Many Lafayette residents knew Sylvia exclusively as Ms. T, the swim teacher who could spend long summer days in the pool working with one class after another. Others knew an entirely different Sylvia Turner, a classically trained singer whose musical life was intertwined with that of her late husband, John Turner. Sylvia grew up in Fort Worth, Texas, and came to Lafayette with John, who taught voice at UL for 34 years. Sylvia later received an opera scholarship, and the couple performed opera together as well as singing at university commencement ceremonies. She also became a fixture at the Order of Troubadours ball, serving as the opening soloist for “Make Believe” for 40 years. The separation between her two worlds occasionally created funny moments. Sylvia remembers singing at a commencement ceremony when a family approached her afterward, looking puzzled. “Ms. T, is that you? Did you sing?” “Yes,” she answered. “In the singing world, a lot of people didn’t know that I taught swimming,” Sylvia says. “And then in the swimming world, a lot of people didn’t know that I sang.” Sylvia Turner is an active member of Chorale Acadienne. She is pictured fourth from left in the photo. A Fear of Water Leads to a Lifetime in the Pool It is fitting that Sylvia ultimately devoted so much of her life to teaching people to be comfortable in the water, because she did not learn to swim herself until she was 11 years old. Her mother, Lucille, had nearly drowned at age 18. The experience was so traumatic that Sylvia grew up repeatedly hearing, “Don’t go near the water.” Eventually, her mother enrolled her in Red Cross swimming lessons at a park pool. Sylvia loved the water immediately. At the end of the lessons, the instructor announced a swim meet. Sylvia entered, won a red ribbon for second place, and, as she puts it, “I was hooked.” Her mother began allowing her to spend time at the pool, where Sylvia became fascinated by a group of young men who were accomplished divers. She simply asked them if they would teach her. They did. Before long, Sylvia was diving from the three-meter board and later competed as a diver when she was 13 and 14 years old. Eventually, voice training began competing with diving for her attention, but her love of the water never disappeared. The Pool That Started It All Sylvia’s path to becoming one of Lafayette’s best-known swim instructors began with a frustrating afternoon at Riverside pool. Sylvia and her husband, John, were living in River’s Bend with their three children when, on a beautiful sunny day, the lifeguard announced everyone had to leave the pool because he needed to take a test and there was no one qualified to substitute for him. Sylvia was not pleased. “I went home and I said to my husband, ‘You know, if I had a lifesaving badge, I could have gotten up on the stand and we could have kept the pool open.’” John’s response was simple: go get it. Sylvia and a friend took a lifesaving class at Girard Park. At the conclusion of the course, the instructor assigned Sylvia two women from a mothers’ swimming program to teach. “My ladies did beautifully,” she remembers. “And so I was further hooked.” As Sylvia and John prepared to build their new home, she began thinking about adding a swimming pool. The price gave her pause, particularly when they realized it would effectively double their house payment. Sylvia had an answer. “Oh, John, if I paid for it, could we do it?” How would she pay for it? “I could teach.” And that is exactly what she did. Sylvia began teaching swimming lessons in 1972. Her first student was a young man she met through the grocery store who was preparing to get married. His future wife could swim, he could not, and he did not want to be the person sitting on the beach while everyone else enjoyed the water. Sylvia taught him to swim. Years later, he returned with his children. It was the beginning of generations of Lafayette families learning from Ms, T. Safety Came First Before any child entered Sylvia’s pool, there were rules. “Children like to know boundaries,” she says. Students first sat on the deck while Sylvia sat at their eye level and talked about safety. Then she walked them around the pool. Nothing was taken for granted. She showed them the skimmers. She explained the drain. She taught them what the various parts of the pool did and addressed fears children might be reluctant to express. That lesson came partly from the children themselves. One little boy looked across the pool at the dark opening of a skimmer and asked Sylvia, “Is that where you keep Jaws?” From that point forward, Sylvia opened the skimmers so the children could look inside. “I learned the children are great teachers,” she says. “I learned a lot from children.” Only after the rules and pool orientation were complete did everyone get into the water. Teaching Children to Respect One Another Ms. T in a photo taken by Jan Swift when she taught Kelly Swift, Jan’s daughter, to swim and dive….circa 2009. Sylvia’s lessons were intentionally positive. “I had the children applaud each other all the time,” she says. “We applauded for everything. We didn’t just applaud for excellence. We applauded for effort.” Criticism was not allowed unless it was constructive. Older swimmers were taught how to watch one another perform a stroke and offer feedback, beginning with something the swimmer had done well. Sylvia traces much of that philosophy to her mother, who was an exceptionally positive person, and to the instructor who taught Sylvia lifesaving at Girard Park. “She made you feel like you were the most special person in the world.” Sylvia wanted children in her pool to feel the same way. One experience still moves her. A little girl had missed the first day of lessons and joined the class on the second day. When it was her turn to get onto the diving board, she hesitated. Finally, she turned to Sylvia and asked, “Do they have to watch?” Before Sylvia could say anything, every child waiting nearby turned his or her back. “I can’t tell that story without getting emotional,” Sylvia says. The children understood that their classmate needed to try something difficult without an audience. “A lot of times we have to do things without people watching.” “Are You the Boss of This Pool?” Boundaries mattered because safety mattered. During one family swim, a visiting child began running around the pool and jumping too close to other swimmers. Sylvia called him over and explained that the pool had rules. The boy looked at her and asked, “Are you the boss of this pool?” “Yes, I am.” “Oh.” That was the end of the problem. “Children want to know who’s in charge,” Sylvia says. “And they want somebody to be in charge.” Those lessons stayed with her students long after class ended. One mother called Sylvia after taking her children to another pool. Her four-year-old son Nicholas noticed another little boy breaking pool safety rules and corrected him. The boy replied that his daddy owned the pool and he could do anything he wanted. He added that he took swimming lessons. Nicholas had an answer: “Well, obviously you don’t take from Ms. T because you don’t know the rules.” Relaxation and Rhythm For Sylvia, learning to swim rested on two fundamental principles. “The two most important things in swimming are relaxation and rhythm.” Relaxation came first. A tense body does not float well. Students learned to float before progressing incrementally through kicking, strokes, diving and more advanced skills. “You do it by stages,” Sylvia says. “And that’s how you learn anything really, by little increments.” The same principle applied to diving. Sylvia never forced a frightened child from the diving board. Students progressed from a knee dive close to the water, to a falling dive, then standing, springing, and eventually diving from the board. Her goal was not simply for a child to acquire a skill. The child needed confidence in that skill. “If you have a skill without confidence, it’s not really productive.” Teaching Adults and Overcoming Fear Although Ms, T is best remembered for teaching children, Sylvia loved teaching adults, particularly because, as she says, “They always have baggage.” Some carried a fear of water for decades. She taught men, women and couples, including two women who were 71 years old. But no adult student meant more to Sylvia than her own mother. Lucille’s near drowning at age 18 had shaped Sylvia’s childhood and her mother’s lifelong relationship with water. Then, on her 70th birthday, Lucille surprised Sylvia by announcing a goal for the coming year. “I’ve decided I’m going to learn to swim.” Sylvia was stunned. Her mother continued: “I’ve decided that if anybody can teach me, it’s you.” Sylvia responded, “Well, you’ll never have to give me another compliment

Discover Lafayette welcomes Katie Ferguson, whose remarkable story is one of resilience, advocacy, and choosing purpose in the face of life’s most unexpected challenges. A Lafayette native, communications professional, and passionate community advocate, Katie has lived through two extraordinary journeys. First, she became the long term caregiver for an Army veteran whose life changed forever after a catastrophic spinal cord injury. Years later, while feeling completely healthy, a free heart screening uncovered a life threatening ascending aortic aneurysm caused by an undiagnosed congenital heart defect, leading to open heart surgery that ultimately saved her life. Katie approaches both experiences with remarkable clarity and compassion. As she explains, “Nothing happens without having purpose. When something happens to me, chances are it’s happening to someone else. And if I can shine a light on what they’re going through, if I’m able to help ease anyone’s journey, it’s worth it.” That philosophy has shaped her work as an Elizabeth Dole Foundation Fellow, where she advocates for military and veteran caregivers across the country, and as a spokesperson for heart health awareness through the American Heart Association’s Go Red for Women initiative. Katie’s caregiving journey began in 2010 under circumstances she never could have imagined. She and Army officer Barry were casually dating and, by her own admission, were “kind of looking like we were going to break up” as he prepared to retire from military service and move overseas to launch a business. The day after signing his retirement paperwork, Barry suffered a devastating spinal cord injury after slipping from a rope swing into a sandbank, shattering his cervical spine and becoming immediately quadriplegic. Katie recalls receiving a call from a mutual friend before joining his family in the intensive care unit, beginning what she describes as “many, many waits in ICU rooms and hospital rooms and not knowing.” Rather than walking away from an uncertain future, Katie leaned in. “I loved him,” she says simply. As Barry progressed through months of rehabilitation in New Orleans, Lafayette, and Atlanta, the two began dating in earnest while he was still hospitalized. They eventually married, allowing Katie to become his full time paid caregiver after leaving her successful public relations career. “I gave up my career because this was much more important. This was all encompassing.” Her description of caregiving offers a rare, honest glimpse into the invisible work performed by millions of family caregivers every day. “You are literally trying to plan two steps ahead,” she explains, describing everything from helping with showers and medications to waking every three or four hours throughout the night to reposition Barry and prevent pressure sores. While the physical demands were immense, Katie says the mental burden proved even greater. “You don’t think about it when you’re going through it. You’re trying to survive. This is the hand you’re dealt, and you don’t have a choice in the matter. You put your head down and you make it work.” One of the most compelling parts of Katie’s story is that caregiving did not end when her marriage did. Although she and Barry divorced after twelve years, she remains his primary caregiver outside of the hours covered by home health services. She still helps several times each week and is often the first call when emergencies arise at night or on weekends. As she explains, “Whenever his breathing changes, I know what that means. Whenever his eye movement starts moving around, I know what those eye movements mean. Why would I not help somebody if I have the tools to make someone’s life a little bit better?” Katie also shares invaluable advice for caregivers navigating military systems and government bureaucracy. Persistence, she says, is essential. After spending two and a half years successfully appealing a Department of Defense financial decision, she learned that “everything has steps and you just have to go through the steps.” Perhaps more importantly, “You have to know the right question to ask… nobody will just volunteer the information to you. But if you go in and you say, ‘I need this particular form,’ or ‘I need help with this thing,’ they open up doors.” Her work with the Elizabeth Dole Foundation has given Katie an even broader perspective on military caregiving. She notes that seventy five percent of caregivers are not spouses, reminding us that caregiving is defined not by legal status but by love, compassion, and responsibility. She also highlights the foundation’s Hidden Heroes initiative, which recognizes caregivers serving behind the scenes, and the Hidden Helpers program, which acknowledges children who quietly shoulder caregiving responsibilities within military families. Katie’s second life changing chapter began almost by accident. Feeling “100% healthy” and completely without symptoms, she attended a free cardiovascular screening during Women’s Health Month because heart disease ran in her family. A routine calcium score CT scan revealed no plaque buildup, but it did reveal something far more dangerous: an enlarged ascending aorta. “I felt fine. I went to the surgeon, to my open heart surgery, completely asymptomatic.” Initially, like many people would, Katie delayed following up. Three months later, additional imaging confirmed a life threatening ascending aortic aneurysm. Doctors monitored it for nearly a year before recommending surgery. During the operation in January 2023, surgeons discovered an undiagnosed congenital bicuspid aortic valve, a birth defect in which the heart valve has only two leaflets instead of three. They replaced it with a mechanical valve while repairing the aneurysm. Today, Katie says the gentle clicking of that valve, once unsettling, has become reassuring. “It’s more calming to me now… I kind of use it to lull me to sleep.” Throughout the conversation, Katie passionately advocates for preventive health care. She emphasizes that heart disease remains the leading killer of women, noting that one in three women will die from cardiovascular disease, compared with one in twelve from cancer. Her own experience illustrates why proactive screening matters. Had she ignored that free test, doctors estimated she likely would not have survived another five years. Looking back, she reflects, “Had I not been proactive, I’d be gone.” Katie also discusses how women’s heart attack symptoms often differ dramatically from men’s, frequently resembling flu symptoms, indigestion, jaw pain, reflux, or unexplained fatigue rather than the classic crushing chest pain. She praises the work of Go Red for Women, not only for raising awareness but also for funding research and local initiatives such as CPR education, blood pressure screening stations, and food security programs throughout Acadiana. Perhaps the most meaningful takeaway from this conversation is Katie’s conviction that advocacy begins with caring for yourself. Years spent advocating for someone else taught her to ask questions, seek second and third opinions, and never hesitate to pursue answers. “I’m no good if I’m not here,” she says. “I have to advocate for myself so I can be here physically present to help.” When asked what she would tell caregivers, Katie offers wisdom born from experience. Learn to ask for help. Accept support when it comes. And if someone you know is caregiving, do not wait for them to ask. Simple gestures, whether bringing a meal or rolling a neighbor’s trash cans to the curb, can lighten an overwhelming mental load. Katie Ferguson’s story reminds us that resilience is not simply surviving hardship. It is choosing, again and again, to use our experiences to lift others. Whether advocating for military caregivers, encouraging women to take charge of their heart health, or simply sharing practical advice with someone facing an uncertain diagnosis, Katie continues to transform personal adversity into hope for others.

Leadership isn’t about managing time. It’s about making better choices. That is the central message from Christina Olivier, co-founder and Managing Partner of Excelerant, whose thoughtful conversation on Discover Lafayette challenges many of the assumptions we make about work, productivity, and success. Christina co-founded Excelerant in 2003 with business partner Elise Bouchner after realizing that growing companies needed more than legal advice or technical expertise, they needed leaders who knew how to develop people. What began as The Training Source evolved into Excelerant, an award-winning, woman-owned leadership development and organizational consulting firm serving organizations throughout Louisiana and beyond through executive coaching, leadership development, succession planning, team building, and organizational effectiveness. Excelerant quickly grew to include partners Jennifer Adcock, Phyllis Arceneaux, and Jill Meaux. Our conversation moves well beyond business coaching. Christina offers practical wisdom for anyone feeling overwhelmed by competing priorities, struggling to say no, or wondering why there never seems to be enough time. One of the first ideas she reframes is the phrase “time management.” Referencing Stephen Covey’s The 7 Habits of Highly Effective People, Christina explains that she prefers the term “time effectiveness.” “We all have the same 24 hours in our day. It’s how we spend that time, and if we spend it as effectively as possible, that makes the difference.” Rather than trying to squeeze more activity into every hour, she encourages people to become intentional about where their energy is invested. “What I’ve noticed is that most people don’t stop to think about how they are spending their time,” she says. “You wonder why you’re tired, or you wonder why you’re burnt out, or you wonder why you’re not getting to those things that you want to do.” Throughout our discussion, Christina repeatedly returns to the importance of self-awareness. Before any planner, productivity system, or coaching exercise can help, people must honestly examine whether they’re spending time on what matters most—and whether those choices actually bring them joy. As an executive coach credentialed through the International Coaching Federation, Christina works with successful professionals who want to become even more effective. She explains that coaching isn’t about giving answers. “In coaching, we hold that our clients are whole and resourceful. We’re just helping them find their own answers.” That process begins by helping clients identify what success would actually look like six or twelve months into the future and then removing the obstacles standing in their way. Christina shares one of her favorite coaching analogies involving a small airplane that is too heavy to stay safely in the air. Every passenger must throw one “role” overboard to survive. Those roles might include committee chair, volunteer, employee, spouse, parent, or community leader. The exercise forces people to identify which commitments truly deserve their limited time and which have simply accumulated over the years. The lesson naturally leads to one of the most powerful themes of our conversation: learning to say no. Drawing again from Stephen Covey, Christina introduces the concept she and her team use regularly: “Integrity in the moment of choice.” “Every no you’re saying is because there’s a bigger yes inside.” That “yes” may be spending more time with children or grandchildren, caring for aging parents, protecting personal health, or simply creating space to think. The challenge is recognizing that every commitment carries an opportunity cost. Christina also speaks candidly about perfectionism, particularly among professional women. She questions the belief that “if it has to be done right, it has to be done by me.” Instead, she encourages leaders to lower unrealistic standards where appropriate, delegate more intentionally, and invest the time necessary to develop others. Her advice to leaders is straightforward: “You can’t be too busy doing the work to train and develop others.” Otherwise, organizations become dependent on one individual while employees never have the opportunity to grow. Another recurring theme is presence. In today’s distracted world, Christina believes one of the greatest gifts leaders can give employees, colleagues, friends, and family members is their complete attention. “Putting down the device when someone walks in… there’s also a great benefit and maybe a stillness that you receive by not multitasking.”She distinguishes between efficiency and effectiveness with a memorable observation: “With people, you can’t be efficient. You can only be effective.” That perspective extends into how organizations communicate across generations. Rather than criticizing younger employees for preferring text messages, Christina recommends “co-designing” communication expectations—meeting people where they are while establishing mutually beneficial ways of connecting. The discussion also explores practical ways to slow down in a fast-paced world. Although Christina once believed meditation wasn’t for her, she now incorporates grounding, centering, and intentional breathing into her daily routine. She emphasizes that meditation doesn’t have to be complicated. Sometimes it is simply placing both feet on the floor, taking several intentional breaths, and allowing yourself to become present before moving into the next activity. She also recommends what she calls a “transition pause”: Finish what you’re doing. Put down the device. Take three intentional breaths. Then arrive fully present for whatever comes next. That simple practice, she believes, helps leaders become more thoughtful, more connected, and ultimately more effective. Our conversation also explores succession planning, an increasingly important issue for Louisiana businesses. Christina describes Excelerant’s work helping family-owned companies, financial institutions, and publicly traded organizations identify future leaders through assessments, coaching, mentoring, and leadership development. Rather than assuming who should lead next, Excelerant helps organizations objectively evaluate strengths and prepare the next generation for success. Toward the close of our interview, Christina shares one final reminder that resonates long after the microphones are turned off. Sometimes the greatest productivity tool isn’t another app, another meeting, or another committee. It’s simply becoming aware. As Christina says, “The first step…is to be self-aware.” Whether you’re leading a Fortune 500 company, managing a small business, serving on nonprofit boards, or simply trying to create more balance in your own life, Christina Olivier offers practical insights that remind us success isn’t measured by how busy we are, but by how intentionally we choose to spend the time we’ve been given. To learn more about Christina Olivier and Excelerant, visit https://exexp.com/ or connect through their LinkedIn and Facebook pages. Discover Lafayette would like to thank Christina Olivier and Excelerant team members for all of their support throughout the years! You continually give back when requested!