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.”

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.’”

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.

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.

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 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.”

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.

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.

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 fear that automation simply eliminates human jobs.

In manufacturing, she explains, robots are particularly useful for jobs described as “dirty, dumb or dangerous.”

“Human dignity is beyond that. And so it’s less about our robots taking our jobs away than it is, well, let’s have people do the things that matter. And let’s have robots pick and clip and twist and place.”

For Noble, automation allows people to focus more heavily on judgment, quality and attention to detail while machines handle repetitive physical tasks.

Missy remains an enthusiastic advocate for engineering as a career, particularly for young people wondering how artificial intelligence might reshape their futures.

She doesn’t believe engineering will be replaced by AI. The software, simulations and analytical tools engineers use will undoubtedly become faster and more powerful. Noble itself relies on sophisticated software and simulations. But Missy still keeps graph paper and a pencil nearby.

“I’m pretty old school,” she laughs. “My gray hair has been earned.”

Ultimately, she believes human judgment and accountability remain essential in fields where public safety is involved.

Missy’s perspective on manufacturing, workforce development and the economy has also led to an extraordinary leadership role beyond Noble Plastics. She chairs the board of directors of the New Orleans Branch of the Federal Reserve Bank of Atlanta.

She readily admits she loves the work. A self-described “numbers nerd,” Missy says her involvement grew from opportunities to share what she was seeing in manufacturing, automation, capital investment and broader industry trends.

Her Federal Reserve service has reinforced something she already believed deeply: economic development ultimately comes down to people and opportunity.

Acadiana, she says, possesses a cultural willingness to say, “We can do this” and “I will try it.” And that matters when Louisiana competes for investment. “You can’t wait for somebody to pick you and just sprinkle money into your community. You’ve got to want those companies to come in, because they’ve got to believe that you’re going to help them become successful.”

Missy believes Acadiana has precisely that kind of workforce. “Give us a shot.”

One theme runs throughout our conversation with Missy: business doesn’t have to be a zero-sum game.

She contrasts the “I have to win, so you have to lose” mentality she has sometimes encountered elsewhere with the collaborative approach she sees in Acadiana.

“The best outcome is win, win, win. My company can win. My client’s company can win. And the ultimate user of the product wins. Let’s do this together.”

That philosophy extends beyond Noble itself. A growing manufacturer needs trucking companies, boxes, uniforms, accounting, banking, technology services and countless other businesses. One company’s growth creates opportunities throughout the community.

Missy Rogers wants young people to see a future for themselves here. “There’s a lot of good companies. There’s a lot of good opportunity. I want our students to stay here and find it here.”

“Young people need to know and believe that they can trust in themselves and they can trust in the community. We want you to succeed. We want you to take your idea and manifest it into something that’s going to have impact beyond your own vision.”

For inventors, Missy offers a practical lesson in how products move from an idea to mass production.

Today’s affordable 3D printers have made it possible for almost anyone to experiment, prototype and create. She loves that accessibility because it encourages people to become makers again.

But there comes a point when a successful invention outgrows the 3D printer. If you need five or twelve pieces, 3D printing may make perfect sense.

If suddenly Walmart, Target or Amazon wants 10,000 of them, Missy says that’s when Noble’s phone should ring.

Injection molding is a volume business because the precision steel molds themselves can cost tens or even hundreds of thousands of dollars. Once that investment is made, however, individual parts can be manufactured efficiently at tremendous scale. Noble has products for which it manufactures approximately a quarter-million units per week.

She reads. A lot.

Missy also loves to cook and has one particularly impressive creative pursuit: she makes and hand-paints chocolates. Think dark chocolate cherry bourbon truffles and brandy truffles, decorated by hand.

And yes, the founder of Noble Plastics appreciates the irony. “I do have some excellent mold-making capabilities.”

Perhaps the most compelling aspect of our conversation with Missy Rogers is not injection molding, robotics or even the extraordinary growth of Noble Plastics.

It is her belief in people.

Her story is one of engineering and entrepreneurship, but also of family, mentors, employees, customers and a community willing to help one another succeed. Twenty-six years after that first machine arrived, she still talks less about what she has accomplished than about what becomes possible when talented people are given an opportunity.

For more information, visit https://nobleplastics.com/.

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.

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.

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.

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.

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.

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.

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.

Charles returned from Ukraine convinced that the conflict cannot be viewed simply as a distant European war.

His policy views are clear and strongly expressed in our conversation. He believes Ukraine urgently needs greater missile defense capabilities, continued intelligence sharing and the ability to put greater pressure on Russian forces. In his assessment, those elements could improve Ukraine’s position sufficiently to eventually negotiate from a position of strength.

He also sees broader consequences for Europe and the United States. Ukraine’s importance as a major agricultural producer means disruptions there reverberate through global food and commodity markets. Charles connects the conflict to pressures experienced by American farmers through energy, fertilizer and equipment costs.

“Everything’s interdependent and connected,” he says. “We’re feeling those pressures here.”

But his deepest concern is security. Charles believes Americans should remember the lessons learned at tremendous cost during the first half of the 20th century: instability in Europe does not necessarily remain in Europe.

“This is not just some remote conflict,” he says. “It’s basically at the center of European security.”

Now pursuing a Ph.D. in modern European history at LSU, Charles places today’s conflict within Ukraine’s centuries-long struggle for independence. All photos shown below were taken by Charles during his trip to Ukraine.

Ukraine’s history, he explains, stretches back more than a thousand years. Its people and territory have existed at the crossroads of powerful empires, including Poland, the Habsburg Empire, the Ottoman Empire and Russia.

After the collapse of the Soviet Union in 1991, Ukraine emerged as a sovereign country.

For Charles, understanding that history is essential to understanding the determination he witnessed on the streets of Kyiv. Ukrainians are not simply defending territory, he argues. They are defending their language, culture, identity and the right to determine their own future.

When Dr. Boustany was asked how he felt after returning home, his answer brought the conversation back to Louisiana.

“I love our country,” he says. “I’m thankful every day for what we have.”

Seeing Ukrainians fighting for freedoms Americans often take for granted reinforced his gratitude for ordinary life here: living peacefully, raising families, going to work, attending church, watching LSU, UL-Lafayette or high school football, and simply going about our lives without wondering whether missiles will arrive during the night.

“We live in peace and prosperity here because people are willing to fight for that freedom,” Charles says.

That realization became even more personal during the long night in Kyiv.

“I am so glad I went. I’m glad I survived,” he says. “I was worried that I might not. I spent a few hours thinking I might not survive, and started thinking about how thankful I was for the good life that I had.”

There was one person back in Louisiana whom Charles deliberately did not contact while the missiles were falling: his wife, Bridget. He knew she would be terrified if she learned what was happening while he remained trapped in Kyiv without reliable communication. So Charles waited.

Once their van was safely on the road out of the capital the next morning, he watched the time until he knew it was about 6:30 a.m. in Louisiana. Only then did he text Bridget, explain what had happened, assure her he was safe and tell her he was on his way out of Ukraine.

When he finally returned home, Bridget had a succinct response: “No more trips to Ukraine.”

After hearing his story, it is easy to understand why.

Yet it is equally easy to understand why Charles Boustany and Geoff Davis felt compelled to go.

Their journey was born of friendship, history, service and a conviction that understanding the world sometimes requires getting close enough to see the people behind the headlines.

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.

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.”

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.

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.”

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.

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.

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 can create chaos for a defense, and powerful hitters, but never apart from the character required to strengthen the entire team.

In one of the interview’s most personal moments, Alyson speaks candidly about her breast cancer diagnosis. She noticed something did not feel right during the Sun Belt Conference Tournament in May and promptly arranged a mammogram. An ultrasound and biopsy confirmed cancer.

Even as she met with physicians and began treatment, Alyson remained focused on caring for her mother, protecting her players, and managing the critical transfer portal recruiting period. She initially told only a small circle of family members and colleagues because she did not want her mother, whom she describes as a worrier, to carry that fear.

Alyson shares that her prognosis is good and that she has benefited from major advances in treatment. At the time of this interview, she had completed four of six planned chemotherapy treatments, with surgery and possible radiation to follow. She expressed profound gratitude for the patients and researchers whose journeys helped make today’s treatments possible, as well as for the support of her physicians, family, friends, staff, and her dedicated “cold cap pit crew.”

“There was no part of me that feels like I’m not getting through this and that anything’s going to change.”

Her faith remains the foundation beneath that confidence. Alyson finds peace in prayer, adoration, and daily Mass whenever possible. As she tells her players, “You don’t want me without Jesus, I promise you.”

Alyson’s life has rarely followed the script she once imagined. She planned to play for the Dodgers and later attend law school. Instead, she helped change the rules for girls in Louisiana sports, became a two-sport college athlete, played professional baseball, helped build an SEC softball dynasty, and returned to Acadiana to lead a program that helped shape her.

“None of my life has been my plan. But again, I could not have written the script any more beautifully and any more fulfilling.”

We thank Coach Alyson Habetz for sharing her inspiring story with such openness, faith, and humor, and Coach Yvette Girouard for adding her priceless memories and perspective to this conversation. We wish Alyson continued healing and every success as she leads Louisiana Ragin’ Cajuns Softball into its next chapter.

Learn more about Louisiana Softball, its coaches, schedule, tickets, and program news at RaginCajuns.com.

Discover Lafayette is recorded at Rader Solutions Studios. Special thanks to our producer, Jason Sikora.

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.”

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.

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.”

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.”

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.

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.

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.

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 “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.”

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.

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.”

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.

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 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.

Running a dental practice also means running a small business, something Dr. Sammons jokes can be difficult “when you got your fingers in people’s mouths.”

He generally treats patients Monday through Thursday and reserves Fridays for administrative work, meetings and catching up on the business side of the practice. He made a commitment to himself to leave the office on time whenever possible so he can be home with Abby and their boys.

His days start early, often around 3:30 a.m., with quiet time followed by a workout or swimming.

When he does find spare time, Dr. Sammons loves to read, alternating between science fiction or fantasy and books on business, professional development and self-improvement. He enjoys movies, working out and swimming, but these days much of his free time is devoted to his sons.

That means building blocks, jumping on the trampoline and, much to his delight, a recent family discovery of Legos. “I love doing Legos.”

Perhaps the most revealing part of our conversation was hearing Dr. Sammons describe what makes dentistry rewarding. Sometimes it is as immediate as helping someone who walks into the office after spending a sleepless night with an excruciating toothache. Other times, it is watching someone who has neglected their oral health regain a healthy smile and the confidence that comes with it.

“I don’t know of many professions…that can do all that. It’s so much fun and rewarding to do that. And I really can’t imagine doing anything else.”

We thank Dr. Thomas Sammons and the entire team at Lafayette Dental Artistry for their support of Discover Lafayette and for their commitment to helping Acadiana residents achieve better oral health while making the dental experience as comfortable and positive as possible.

Learn more about Lafayette Dental Artistry through its website at https://www.lafayettedentalartistry.com/ and follow the practice on Facebook and Instagram under Lafayette Dental Artistry.

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.”

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.

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.”

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.

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.

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.

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.

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 just trying to figure out ways that we can better serve the public and make it easier for them to interact with our office.”

We also discussed something every property owner wonders about when that tax bill arrives: Where does the money go?

Individual millages are levied for particular taxing bodies and, in many cases, dedicated to specific purposes. School Board millages support schools. Other millages support entities and services such as law enforcement, the health unit, mosquito control, the airport, libraries and municipal services.

The assessor determines the taxable value, but the assessor does not decide the tax rate or determine how those tax dollars are spent. Those decisions belong to the respective governmental and taxing authorities.

The assessor’s website publishes annual “grand recaps,” reports required by the Louisiana Tax Commission that allow the public to see how much revenue is generated by the various millages throughout Lafayette Parish and its municipalities. To access the 2025 Annual Report, visit https://content.lafayetteassessor.com/uploads/LPAO_Annual_Report_2025_FINAL_181c88bc34.pdf

Justin shared one final surprise that came with the job: disputes over exactly where Lafayette Parish ends and a neighboring parish begins.

Some parish boundaries were historically defined by bayous and waterways, and those waterways may have shifted since the boundaries were established nearly two centuries ago.

“My constitutional duty is to assess all property in my parish,” Justin explained. That means the assessor sometimes has to determine whether a particular piece of land actually sits in Lafayette Parish, even when another parish assessor may reach a different conclusion.

As Justin joked about relying on modern technology to solve an old Louisiana boundary dispute, “Siri has an opinion, just like everybody else. Unfortunately, there’s only 64 opinions that actually matter in this situation.”

When Justin isn’t immersed in property values, data and parish boundaries, he is a voracious reader who enjoys spy novels and estimates he reads 30 to 35 books each year. His mornings typically begin with coffee, number puzzles and crossword puzzles, and when fall arrives, plenty of football enters the mix.

Our thanks to Lafayette Parish Tax Assessor Justin Centanni for joining Discover Lafayette and giving us an inside look at an office that touches virtually every property owner in our parish.

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.

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.

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.”

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.

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.

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.

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.

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 mild hyperbaric chamber utililzed at Jessica’s practice.

Our conversation explores the difference between those hospital applications and the wellness-oriented, largely off-label uses Jessica works with today.

She is careful to characterize hyperbarics as an adjunct rather than a replacement for appropriate medical treatment. She also acknowledges that timing matters and that not every condition or individual is a good candidate.

“For some people, if the injury is too far gone, it may not be a good fit.” That is why her process begins with a conversation rather than simply putting someone into a chamber.

When she isn’t working, Jessica’s life revolves around her family, music and travel. She and her husband are both musicians and enjoy Lafayette’s local music scene. Jessica has played violin since childhood, thanks to a mother who essentially told her quitting wasn’t an option.

“My mom started me when I was little and she kind of was like, ‘You’re not quitting, so get used to it.’”

She performed in orchestra during college and played events, although these days, between running a business and raising three children, performances are more likely to happen at home.

“Right now with the business and the kiddos, it’s mostly in the living room with the family.”

Jessica’s journey from nursing to Rolfing and ultimately Acadiana Hyperbarics has been driven by curiosity, personal experience and a desire to help people think about wellness before something is seriously wrong.

Her message is not simply about addressing an injury. It is about recovery, maintaining function and giving the body the support it needs while you are still feeling well.

Acadiana Hyperbarics is located at 708 E. University Avenue in Lafayette. Learn more about Jessica, mild hyperbaric oxygen therapy, Rolfing and the other services she offers at https://acadianahyperbarics.com/.

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.’”

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.”

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.

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.

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.

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.”

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.”

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.”

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 in your whole life.”

Lucille was unable to make the trip to Lafayette that year, but the following year she came and took lessons from her daughter. By the end of the week, she could swim across the pool without assistance.

Sylvia later asked whether she had finally lost her fear. Her mother answered, “I don’t know, but I loved being in the water.” Sylvia thought that was enough.

Of all the adults she taught, she describes teaching her mother as perhaps the most gratifying experience of all.

Sylvia never kept count of how many people she taught during her decades in the pool, particularly because so many students returned year after year and eventually brought another generation back with them.

Her classes grew largely through word of mouth.

Her youngest daughter attended Broadmoor Elementary, where Sylvia was heavily involved in the PTA. The principal, himself the father of seven children whom Sylvia eventually taught along with his wife, allowed her to distribute information about her lessons through the school. “And then word spread.”

For younger children, particularly three and four year olds, Sylvia limited classes to six students and had another adult in the water with her. Older, accomplished swimmers could be taught in somewhat larger groups.

Sylvia also encouraged parents to observe lessons so they understood what their children were learning and could reinforce those lessons away from the pool.

The lessons often carried into everyday family life: respect your parents, appreciate what they do for you, respect other people, encourage others, follow the rules, and understand that safety is never something to take casually.

When asked how she defines herself after a lifetime encompassing swimming, opera, church music, family and community, Sylvia returns to teaching. “Every teacher I ever had told me that I was destined to be a teacher.”

Yet she never became a traditional classroom teacher. “I taught Sunday school. I taught junior choir. I taught swimming. I’m an inveterate teacher.”

She also remains a singer, grounded in the classical and religious music that has been part of her life since childhood.

Sylvia grew up in the church. Her mother sang in the choir, her father was a deacon, and Sylvia herself began singing in choir at age 12. Faith remained a constant through the joyful times and the difficult ones.

And that may help explain the extraordinary positivity so many people associate with Ms. T.

Asked how she manages to remain positive, Sylvia acknowledges that it requires intention. “You have to work at it, I think, because it’s easy to be negative.”

Even in the hardest times, she says, there is something to hold onto. “Even in those darkest days, you have to find something. And gratitude is part of it.”

Sylvia looks back on her life with gratitude for the people, experiences and opportunities she has been given, while acknowledging that her life has included hardship like anyone else’s.

“I’ve had some hard knocks, as everybody does during my life. I’m here to say that I overcame them.”

Then she adds the foundation beneath it all: “With the help of my Lord.”

For generations of Lafayette families, Ms. T will always be the woman who taught their children to swim. But her legacy reaches well beyond the pool.

She taught children to be safe without being afraid, to respect rules and one another, to applaud effort rather than simply excellence, and to gain confidence one small step at a time. And she taught it all while making each child feel that, at that moment, they mattered.

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!