WHY IT MATTERS

For decades, three half-million-square-foot industrial buildings sat fenced off on the Bywater riverfront — assembled tanks during World War I, housed a thousand naval workers after that, and then slowly became one of the most visible symbols of post-Katrina stagnation in the city. The gates are finally coming down.

Brian Gibbs, developer and principal of Brian Gibbs Development, LLC, stepped into a project that another developer had spent years trying to unlock — and that was heading back to the city the day a $20 million state grant came through. What followed was the most complex financing stack ever assembled for affordable housing in Louisiana: $197 million, 294 units, federal and state tax credits, a HUD loan, city and state grants, and a California partner who added a rooftop pool. Construction started the day after closing.

Brian Gibbs

DEVELOPER & PRINCIPAL — BRIAN GIBBS DEVELOPMENT, LLC

Gibbs grew up in the construction business in New Orleans, sweeping job sites before he could drive. After graduating from Tulane, he headed to New York to work in construction — then came back to the city and bought a derelict orphanage on Magazine Street in 1996. He renovated it into 28 apartments, named it the Orphanage Apartments, and has been doing that kind of thing ever since. His biggest swing before the NSA Bywater project was 930 Poydras, a 250-unit, 21-story high-rise built after Katrina using Go Zone bonus depreciation and New Markets Tax Credits. He had never done a Low Income Housing Tax Credit project before this one. He took the NSA assignment because the estate of the original developer was about to hand the keys back to the city — and he couldn’t let that happen. The man who once swept floors on job sites is now stewarding the largest LIHTC deal in Louisiana history, and he still talks about the project the way someone does when they genuinely love a city.

THE STATE OF PLAY

The former Naval Support Activity (NSA) base in the Bywater is a 23-acre campus of three buildings, each roughly 600 feet long and 150 feet deep — a half million square feet per structure. Here is where the project stands.

1. Financing closed December 11, 2024. The $197 million capital stack includes a HUD loan, federal and state Low Income Housing Tax Credits, historic tax credits, bridge loans, a $20 million CDBG grant from the state, and city contributions. The HUD loan itself is only $32 million — the credits do the heavy lifting to keep the mortgage manageable and rents capped.

2. Broadmoor Construction holds a $124 million construction contract and broke ground immediately after closing. The first phase — 294 units across the first two buildings, including a rooftop pool and lobby finishes comparable to a hotel — is targeted for completion in December 2027.

3. Lincoln Avenue Communities, the largest LIHTC developer in the nation and based in Santa Monica, came on as Gibbs’s equity partner. They previously completed the Tivoli senior housing project at the former Lee Circle, which filled in three months and now carries a three-year waiting list.

4. New Lab — a clean fuel commercialization hub modeled on innovation campuses in Detroit and New York City — has broken ground on a new construction building on the campus. The state and city brought New Lab to Gibbs; he gave them three acres of land rent-free in exchange for their full buildout investment.

“It ended up being the largest Low Income Housing Tax Credit project in the history of the state of Louisiana. It’s $197 million this first phase, it’s 294 units. There’s historic tax credits, federal and state low income tax credits. The city’s coughed up money.”

— BRIAN GIBBS, DEVELOPER & PRINCIPAL, BRIAN GIBBS DEVELOPMENT, LLC

HOW THE DEAL WAS BORN

The project’s origin story involves a death, a car accident, and an unlikely inheritance. Joe Yeager— hotelier, contractor, and real estate operator — had held the 99-year lease on the NSA site from the city for years, working to unlock the financing needed to make the numbers work. He had been waiting on a state gap-funding award when he was struck by a car on the North Shore in the summer of 2024.

Yeager died on or around June 25, 2024. On July 3 — eight days later — the state announced its CDBGawards, and his estate was on the list for $20 million. His estate contacted Gibbs, who had been advising on the HUD loan application, and asked him to take the project over. The alternative was returning the keys to the city. Gibbs said yes, having never previously completed a LIHTC deal.

THE THIRD BUILDING & THE HUB VISION

The first two buildings are under construction. The third — the one closest to the Industrial Canal— is a different problem. The city contributed $6 million to stabilize its exterior: windows, paint, and a building envelope, essentially a movie-set shell while a long-term plan takes shape. Inside, it needs environmental remediation.

Louisiana Economic Development awarded the project Fast Sites dollars — $7 million to clean out the building’s interior. Gibbs says it was the only project in New Orleans to receive a Fast Sites award in that round. The working vision for the space is a jobs-creation hub that graduates companies out of New Labinto the larger structure, with ground-floor retail, art galleries, a vo-tech school, and destination tenants curated to draw the neighborhood in the way Magazine Street draws people to meander.

The model Gibbs keeps returning to is Industry City in New York — a campus where the draw is the aggregation of things to do, not any single anchor. He is also in conversations about a grocery store and has had an inquiry from Waymo. The lease from the city runs for 99 years at $150,000 a year for the entire campus.

“As a developer, I’m like a victim of the food chain, so to speak, like I’m the low man on the totem pole. I can’t force the incomes of people to go higher so they can pay more rent or buy a bigger house. But this is our opportunity to get move up the food chain and create jobs.”

— BRIAN GIBBS, DEVELOPER & PRINCIPAL, BRIAN GIBBS DEVELOPMENT, LLC

OPENING 20 ACRES TO THE BYWATER

Since 1918, the entire NSA campus has been fenced off from the surrounding neighborhood. Gibbs intends to change that completely. The site sits at what locals call “the End of the World” — the point where the Industrial Canal meets the Mississippi River — and he describes it as feeling like Audubon Park’s fly, just on the other end of the city.

He has met with Audubon’s Mike Sawaya and Ron Foreman about programming the riverfront edge as a low-touch park: native plants, a spine running along the canal, parking on both sides, and a pedestrian connection to Crescent Park, which is roughly 500 yards away. An economic development district would generate sales tax revenue to sustain the park without requiring the zoo or a nonprofit to absorb operating losses. The 880-car parking structure — with roughly 400 to 500 spaces reserved for residents and the balance open to the public — would anchor access for visitors arriving by car, while bike and pedestrian paths serve those coming from the neighborhood.

WHAT LIHTC ACTUALLY MEANS FOR RESIDENTS

The term “affordable housing” carries a lot of baggage. Gibbs is direct about what this project actually delivers. All 294 units in the first phase are income-restricted — not a mix with market-rate units on top. The income range runs from 30% to 80% of Area Median Income (AMI), using income averaging across the project. At 80% AMI in New Orleans, the qualifying income is roughly $44,000 a year for an individual household.

Rents are structured so that tenants pay approximately 30% of their income toward housing. The affordability commitment runs for 40 years, as do the property tax abatements the city and state have provided. Lincoln Avenue Communities pushed significantly higher finish standards than the original project contemplated — hotel-quality lobby, rooftop swimming pool and cabana — specifically to attract working residents who have options. Their comparable project, the Tivoli at the former Lee Circle, filled in three months and has a three-year waiting list. That is the benchmark Gibbs is building toward.

“You got to make the product so nice that people want to live there. And that’s how, like, that’s where the teachers and folks like that get in there, and it’s actually helps them as they’re moving along.”

— BRIAN GIBBS, DEVELOPER & PRINCIPAL, BRIAN GIBBS DEVELOPMENT, LLC

THE RIVER DISTRICT CONNECTION

The NSA Bywater project does not exist in isolation. Across town, the River District — the stretch running from the power plant at Market Street through the convention center — has just topped out its first new office building in decades. Shell is moving 700 employees into roughly 150,000 square feet there, with an $80 million core-and-shell cost and a $30 million tenant buildout. The Gulf of America deep-water group is relocating its headquarters to that building, led by Colette Hurst, a New Orleans native who was just named head of Shell USA — the first time that role will be based in this city.

Gibbs is a co-developer on the River District project alongside Laura Sella and the broader development team. The two projects — one at the upriver edge of downtown, one at the downriver edge of the Bywater — represent the largest simultaneous bets on New Orleans’ urban core in a generation.

THE BOTTOM LINE

Brian Gibbs closed a $197 million deal he had no business being in — by his own admission, he had never done a LIHTC project before — and broke ground the next day. The NSA Bywater campus will add 294 high-finish affordable units, a clean energy innovation hub, 20 newly public riverfront acres, and an 880-space parking structure to a neighborhood that has been land-locked by a fenced industrial ruin since 1918. The financing is done, Broadmoor is on site, and the target is December 2027. What happens in the third building — half a million square feet, remediated and ready — is the next decision that will define what the Bywater becomes.

About this series. KW New Orleans hosts regular conversations with the leaders shaping our city — developers, architects, investors, and operators building the New Orleans of tomorrow. These are the conversations that happen in the rooms most people don’t get invited into.

Disclaimer: This article is provided for general informational purposes only and reflects a summary of a public conversation. It is not legal advice, public safety guidance, or a guarantee of outcomes. Laws, policies, and crime trends can change, and individual situations vary. For questions about legal matters, consult a licensed attorney. For real estate questions, consult a licensed real estate broker, and verify any neighborhood-specific concerns through appropriate official sources.

This article was originally published on our website, which can be accessed here.

WHY IT MATTERS

The office you walk your clients into is doing sales work before you say a word. That’s not a metaphor—it’s architecture. And the team at KW New Orleans learned it firsthand when they handed the keys to a mid-century modernist building full of cubicles to an interior designer who understood both the building’s bones and the brokerage’s soul.

Nomita Joshi-Gupta joined the KW New Orleans weekly meeting to walk agents through the decisions behind the office’s renovation—and why nearly every principle she applied to this space translates directly to how agents should think about the homes they sell.

Nomita Joshi-Gupta

PRINCIPAL — NOMITA JOSHI INTERIOR DESIGN | COMMISSIONER — CITY OF NEW ORLEANS CITY PLANNING COMMISSION

Nomita trained as an architect in India, where her father ran his own practice and fully expected her to join it one day. She didn’t—she settled in New Orleans instead, worked in urban planning at the City Planning Commission, and built a career in preservation architecture. Then Hurricane Katrina rewrote her plans again: the damage to her own home pulled her toward interior design, and she never looked back. She spent years working under the umbrella of Sprucebefore launching Nomita Joshi Interior Design after COVID—naming the firm after her father as a quiet tribute to the legacy she chose to honor from across an ocean. Today she sits on the board of the Preservation Resource Center, serves as a City Planning Commissioner, and draws creative inspiration from couture runway shows and vintage cinema in equal measure. She is someone who reads the character of a building the way a novelist reads a room.

THE STATE OF PLAY

When Nomita first walked into the KW New Orleans building on River Road, she saw something other designers missed: the building wasn’t a problem to fix—it was a vocabulary to translate. Here is what that approach looked like in practice.

1. Mid-century modernism was already in the building’s DNA. Constructed by engineers in the 1980s, the structure had a clean modernist logic that most proposals ignored. Nomita borrowed its language—open volumes, natural materials, a restrained palette of terrazzo, walnut, and earth tones—rather than imposing a style from outside.

2. Compression and expansion became the organizing principle. Guests enter through a lower, narrower corridor—a compressed space that feels intimate and welcoming—before opening into the grand main room. The same journey repeats on the way to the kitchen. This is a defining feature of successful mid-century homes, and it works the same way in a brokerage.

3. Spruce was preserved rather than replaced. Rather than ripping out the existing carpet, Nomita identified it as acoustically functional and visually neutral—freeing the budget for interventions with genuine visual impact, like the fluted stone reception desk and the handwoven lattice wall that became the room’s signature element.

4. “Buncha”—the old name for New Orleans, meaning a culture of many tongues—guided the cultural identity of the space. Rather than layering on explicit New Orleans iconography, Nomita built a room that feels rooted without being literal, drawing on the city’s nature as a convergence of many traditions.

“You wanted to transform it into a place where people felt welcome. Your clients felt like you were coming to maybe like a boutique hotel, or like a living room, or also a place which had cultural identity from many places, but not necessarily rooted in one, because New Orleans is kind of like a culture of many.”

— NOMITA JOSHI-GUPTA, PRINCIPAL, NOMITA JOSHI INTERIOR DESIGN

THE LATTICE WALL & THE ART OF ITERATION

The wall behind the main meeting space—the one everyone notices first—was not the result of a single inspired decision. It went through multiple full iterations before the final version existed. That process is itself the lesson.

The original vision was a stylized house form with a slot window—architectural without being obvious. The platform beside it was built, torn down, and rebuilt in a different location. At one point there were round steps. Through all of it, Nomita’s guiding principle was to suggest the idea of home without illustrating it. The mid-century lattice that finally resolved the wall drew from an image the clients had brought back from Colorado—an open-close indoor-outdoor feeling that Lauren Doussan ultimately realized by hand, weaving the entire structure herself with a newborn in a carrier on the floor. Nomita looked at it and said: that’s it. The American Society of Interior Designers South Central chapter later awarded the project a silver award in the small commercial category.

COLOR AS PSYCHOLOGY, NOT DECORATION

Nomita makes a clean distinction between color as aesthetic choice and color as psychological environment—and argues that most people default to white precisely because it protects them from exposure.

When working with clients on color, she starts with what they’re drawn to and—more importantly—what they actively dislike. Color palettes are then built to guide movement through a home, functioning the same way compression and expansion do spatially: each color is experienced in relationship to the one beside it, not in isolation. For smaller New Orleans doubles where architectural compression is hard to achieve structurally, color and wallpaper become the primary tools for creating that same sense of coziness or openness.

Her advice to agents whose clients are preparing to sell a boldly colored home: resist the impulse to whitewash everything. Edit instead. Remove visual clutter, create coherence, and let the intentionality of the choices do the selling. The home with a legible design story moves faster than the one scrubbed into neutrality for a hypothetical buyer who may not exist.

“I was watching a video the other day about some designer who said, don’t design your home for someone else. Design it for yourself. Design it for yourself. And then the buyers will come. They’ll buy it.”

— NOMITA JOSHI-GUPTA, PRINCIPAL, NOMITA JOSHI INTERIOR DESIGN

THE STORY A HOUSE TELLS

One of Nomita’s most direct challenges to the agents in the room: every house has a story, and it’s the agent’s job to know it and tell it.

When she approaches a new project, she builds a muse and a narrative before she touches a material: who is the person walking through this space? What does this house want to be? She applied that same lens to 1914 Esplanade Avenue , a home on Bayou Road that her firm designed and that is now on the Preservation Resource Center’s Spring Tour (May 9–10). The house is the last documented work of architect Henry Howard, built in 1914, and known as the Tête House—notable for a dramatic staircase built to a specific scale for its original occupant. The clients pushed for bold color throughout, and Nomita pushed back harder. The result will be open top to bottom for tour visitors.

For agents, the application is immediate: being able to reference a home like this one—to say I walked through one of the most colorful houses on Bayou Road last spring, and here’s what was possible—is the difference between describing a neighborhood and selling a dream. Robert Cannon, a noted New Orleans artist whose home is on the cover of the PRC print, is also featured in the tour.

LIVING PLANTS & THE TEXTURE NO OBJECT CAN REPLICATE

Every plant in the KW New Orleans office is real, and that was not an accident.

Nomita points to Mexico City—one of the most densely populated cities on earth—as a model: nearly every establishment there integrates living plants at a scale that feels like walking into a greenhouse. The effect is calm, not chaos. Living plants provide a texture and luminosity that no object or artificial alternative can produce, and they create a relationship between the occupant and the natural world that quietly shifts how a space feels to be inside of it. In an office people come to every day, or a home someone is trying to imagine themselves living in, that matters.

“Every home is kind of like a mirror of that person. You know what they’re like? I’m here as a designer to put that person’s vision together. But the end of it, it’s a mirror to them. Their lifestyle and their soul a little bit.”

— NOMITA JOSHI-GUPTA, PRINCIPAL, NOMITA JOSHI INTERIOR DESIGN

WHAT THIS MEANS FOR AGENTS

The KW New Orleans office is home court advantage—and now agents know exactly why it works and how to talk about it.

Every conference room, every corridor transition, every fixture was argued over, built twice, and chosen deliberately. Being able to articulate that to a client—to walk them through a space and explain the compression before the kitchen, the reason the carpet stayed, why the ceiling troughs glow at night—is the same skill that sells homes. Design literacy is a competitive edge. Knowing a project like 1914 Esplanade, knowing a designer like Nomita, knowing the story of the Tête House: these are the details that separate agents who describe properties from agents who make people want to live inside of them.

THE BOTTOM LINE

Nomita Joshi-Gupta turned a cubicle farm into an award-winning workspace by refusing to be literal about what an office—or a home—is supposed to look like. She reads buildings the way good agents should read neighborhoods: for what’s already there, what story it wants to tell, and who belongs inside it. Her framework of compression and expansion, color as therapy, and design as a mirror of the soul isn’t abstract theory—it’s a practical tool for anyone who walks clients through spaces for a living. As bold color continues to move New Orleans homes faster than neutral palettes, and as the Preservation Resource Center Spring Tour opens the Tête House to the public this May, agents who understand the language of intentional design will have something to say that their competition doesn’t.

About this series. KW New Orleans hosts regular conversations with the leaders shaping our city — developers, architects, investors, and operators building the New Orleans of tomorrow. These are the conversations that happen in the rooms most people don’t get invited into.

Disclaimer: This article is provided for general informational purposes only and reflects a summary of a public conversation. It is not legal advice, public safety guidance, or a guarantee of outcomes. Laws, policies, and crime trends can change, and individual situations vary. For questions about legal matters, consult a licensed attorney. For real estate questions, consult a licensed real estate broker, and verify any neighborhood-specific concerns through appropriate official sources.

This article was originally published on our website, which can be accessed here.

WHY IT MATTERS

The loneliness epidemic is literally killing American workers, and most leaders are responding with the wrong medicine. While organizations double down on productivity metrics and remote mandates, employees are withering from disconnection at rates that rival smoking addiction.

Michelle Johnston has spent years studying what separates thriving teams from failing ones, and her research points to a counter-intuitive truth: the path to better performance runs through deeper human connection, not more efficient systems.

Michelle Johnston
DISTINGUISHED PROFESSOR — LOYOLA UNIVERSITY NEW ORLEANS

At 22, Johnston arrived in New Orleans for a consulting gig and immediately gained five pounds, developed uncontrollable hair frizz, and broke out — then called her family to announce she’d fallen in love with the city. When her consulting firm abandoned New Orleans, she pivoted to academia and eventually co-authored a book with Marshall Goldsmith, the world’s number one executive coach. She’s someone who chases audacious goals after a couple glasses of champagne and somehow makes them happen.

THE STATE OF PLAY

Johnston’s latest research reveals a workplace crisis hiding in plain sight. Organizations are optimizing for efficiency while employees suffer from isolation that has measurable health consequences.

1. Dr. Vivek Murthy, former US Surgeon General, documented that one in five Americans feel disconnected, isolated, and lonely — contributing to a 60% increase in early death.

2. Disconnection equivalency: Isolation and loneliness create health impacts equivalent to smoking 16 cigarettes daily, including a 32% increase in cardiovascular disease and stroke.

3. The Great Reprioritization emerged from COVID as experienced workers demanded meaning while Gen Z rejected burnout culture entirely, forcing a fundamental shift in workplace expectations.

4. New Orleans advantage: The city’s festival calendar, front porch culture, and walkable neighborhoods create natural connection points that other metro areas struggle to replicate.

“ One of the biggest failures that I’ve seen is, believe it or not, they’re focused on results, results, results, agenda, agenda, agenda, and they’re not lifting their head up to even say hello.”

— MICHELLE JOHNSTON, DISTINGUISHED PROFESSOR, LOYOLA UNIVERSITY

THE SEVEN SHIFTS FRAMEWORK

Johnston and Marshall Goldsmith identified seven fundamental changes leaders must make to create connection in an increasingly disconnected world. The shifts move from mechanical management to human-centered leadership.

The framework begins with perspective — shifting from “what” tasks need completion to “who” you get to work with each day. This seemingly simple change transforms how leaders approach their calendars, meetings, and energy allocation.

Johnston tested this with a Finnish CEO overseeing $100 million in port terminal construction near New Orleans. His breakthrough came when he stopped waking up focused on task lists and started seeing his calendar as opportunities to influence and connect with specific people.

THE CALENDAR REVOLUTION

Johnston’s most uncomfortable insight centers on a simple truth: show me your calendar, and I’ll show you your priorities. Most leaders discover their most important relationships never appear on their schedules.

This revelation earned Johnston two appearances on NBC News with Kate Snow, who admitted on live television that her most important people weren’t reflected in her daily schedule. The moment illustrated a widespread leadership blind spot.

Johnston learned this lesson painfully when her college daughter confronted her during Christmas break, pointing out that the connection expert had barely seen her own child in two weeks. The incident forced a fundamental rethinking of how intentional scheduling drives relationship outcomes.

“Show me your calendar, and I will show you your priorities, and it might make you really uncomfortable.”

— MICHELLE JOHNSTON, DISTINGUISHED PROFESSOR, LOYOLA UNIVERSITY

THE NEW ORLEANS CONNECTION ADVANTAGE

Johnston argues that New Orleans creates natural connection opportunities that other cities systematically eliminate through suburban sprawl and highway-dependent design.

The city’s front porch culture, festival calendar, and walkable neighborhoods provide built-in relationship infrastructure. Johnston’s daughter, graduating from the University of Georgia, chose to return to New Orleans over Atlanta, Nashville, or Austin specifically because of these connection advantages.

This cultural foundation gives local organizations and real estate professionals distinct advantages in building the relationship-driven teams that Johnston’s research shows drive superior financial performance.

FROM PERFECTIONISM TO HUMANITY

The business world has shifted away from polished perfection toward authentic leadership, but many professionals still struggle to integrate their full selves into their work identity.

Johnston spent years trying to conform to academic expectations, suppressing her naturally enthusiastic teaching style in favor of rigid lecture formats. Her teaching evaluations suffered until she embraced authenticity, leading to improved student engagement and professional satisfaction.

The lesson extends beyond academia: employees and clients increasingly expect leaders to show up as complete humans rather than corporate personas. This shift requires vulnerability that many executives find uncomfortable but necessary.

” The days of this is my professional self, my professional life and my professional calendar. And this is the real me and my real priorities and my real calendar. And they’re separate. Those days are over.”

— MICHELLE JOHNSTON, DISTINGUISHED PROFESSOR, LOYOLA UNIVERSITY

PRACTICAL APPLICATION FOR REAL ESTATE

For real estate professionals, Johnston’s framework translates into shifting perspective from transaction completion to life transformation. Instead of focusing on listing presentations and CMAs, agents can reframe their work around who they get to help reach their next life chapter.

This approach aligns with New Orleans’ natural advantages in storytelling and architectural history. Agents who connect properties to neighborhood narratives and architectural significance create emotional bonds that purely transactional approaches cannot match.

The connection extends to team dynamics within brokerages. Johnston observed that KW New Orleans morning meetings demonstrate effective relationship-building through shared energy, authentic interaction, and collaborative celebration rather than purely business-focused announcements.

THE BOTTOM LINE

Johnston’s research reveals that connection isn’t a soft skill add-on — it’s the foundation that enables trust, innovation, and financial performance. Leaders who continue prioritizing tasks over relationships will watch their teams wither while competitors in cities like New Orleans leverage natural connection advantages to build thriving, profitable organizations. The choice is simple: evolve toward human-centered leadership or lose talent to leaders who understand that people, not processes, drive results.

About this series. KW New Orleans hosts regular conversations with the leaders shaping our city — developers, architects, investors, and operators building the New Orleans of tomorrow. These are the conversations that happen in the rooms most people don’t get invited into.

Disclaimer: This article is provided for general informational purposes only and reflects a summary of a public conversation. It is not legal advice, public safety guidance, or a guarantee of outcomes. Laws, policies, and crime trends can change, and individual situations vary. For questions about legal matters, consult a licensed attorney. For real estate questions, consult a licensed real estate broker, and verify any neighborhood-specific concerns through appropriate official sources.

This article was originally published on our website, which can be accessed here.

Why It Matters

New Orleans is in the middle of one of the most significant reshuffles in its hospitality history. Hotels are trading at deep discounts, brands are pausing new builds, and some of the most iconic properties in the city are quietly changing hands. And yet — the smart money is circling.

To understand what is actually happening, KW New Orleans sat down with Miriam Salas, Partner at Campo Architecture & Interior Design, a firm that has shaped the look of hospitality from New Orleans to Anchorage over the past 40 years. She has designed projects for Marriott, JW, and Sonesta, revived abandoned power plants into luxury hotels, and watched the city rebuild itself after Katrina. When she reads a room, she means it literally.

Miriam Salas

Partner — Campo Architecture & Interior Design

Fulbright Scholar, Tulane University. Began her career designing a JW Marriott in Caracas. Joined Campo after Venezuela’s 2002 national strike stranded her in Miami. Now directs a 20-person national firm with projects from South Beach to Anchorage. Named one of the top 50 most influential women in Louisiana. Year 23 at the firm she was given two months to try.

The State of Play

New Orleans hotels are moving — just not in the way developers imagined three years ago.

1. New development is largely on pause. Tariffs, financing uncertainty, and labor shortages have pushed most owners to renovate existing properties rather than break ground on new ones.

2. Distressed assets are trading fast. Le Pavillon sold for approximately $42 million shortly after a $19 million renovation. The Virgin Hotel, which cost around $80 million to build, was listed for roughly $44 million. These are casualties of over-leveraged pre-COVID pro formas.

3. Proposal requests are picking back up. Salas notes her firm is fielding more RFPs than in months — developers getting their teams in position for when the climate shifts. The engines, she says, are running.

4. Boutique is beating branded. A hotel like the Chloe can charge $800 one week and $1,200 the next. A Courtyard is often capped well under $200. The rate ceiling that comes with a major flag is now a structural disadvantage.

If you have cash, this is the time to buy.— Miriam Salas, Partner, Campo Architecture & Interior Design

The Secret Weapon Most People Overlook

If there is one tool that separates Louisiana hotel development from nearly every other market in the country, it is the state’s historic tax credit program — and very few people outside the industry understand how powerful it is.

Louisiana’s State Commercial Historic Tax Credit currently offers a 25% credit on eligible rehabilitation expenses for qualifying historic buildings (35% in designated rural areas). Stacked on top of the federal 20% Historic Tax Credit, a developer rehabbing a historic income-producing property can access up to 45% of their investment back in tax credits before a single room is booked. Those credits are fully transferable and can be carried forward up to five years under Louisiana law.

A 2025 report by PlaceEconomics found that Louisiana’s historic tax credits generated more than $4.4 billion in investment between 2017 and 2024 — and every $1 in state credits produced $5.38 in direct private investment. Louisiana ranked #2 in the nation for completed federal historic tax credit projects in 2025, trailing only New York.

Key numbers:

1. 45% — Combined state + federal historic tax credits on qualifying Louisiana rehab projects

2. $4.4B — Investment generated by Louisiana historic tax credits, 2017–2024

3. #2 — Louisiana’s national ranking for completed federal HTC projects in 2025

4. 419 — Historic buildings rehabilitated in Louisiana, 2021–2025

Most of our work being historic, it can benefit from historic tax credits — which in some states like Louisiana can be 45% of their investment. That seals the deal, because that’s 45% less they have to ask the bank or their partners for. They have equity up front.— Miriam Salas, Partner, Campo Architecture & Interior Design

Caesars, Four Seasons & The Shakeout

The opening of Caesars New Orleans — a $435 million transformation of the former Harrah’s site — is reshaping the competitive map at the top of the market. The project added 340 new hotel rooms, a Nobu Hotel, and a dining and entertainment complex anchored by Emeril Lagasse and Bobby Flay.

Salas believes Caesars is about to absorb significant market share from the Four Seasons, whose residential condos have struggled at their price points — a pro forma that simply didn’t account for a casino resort of that scale arriving next door. The Nobu Hotel inside Caesars, positioned primarily for high-end guests, is a luxury tier unto itself.

The Design Shift Changing Everything

“It’s not about the transaction, it’s about the experience.” That principle is showing up in blueprints everywhere: reception desks are being hidden or eliminated entirely, and lobbies are now conceived as social destinations first.

Campo’s JW Marriott in Savannah — Salas’s favorite project — converted an abandoned power plant into a luxury hotel: 60–80 foot ceilings, exposed steel trusses, industrial catwalks repurposed as corridors to guest rooms, and a 107-foot dinosaur skeleton hanging from the ceiling. Every rule of luxury hospitality was broken — and the result is something genuinely irreplaceable.

We reused the industrial catwalks as a catwalk to access your room. In a luxury hotel, you want to see a very hands-on carpet in your corridor. Here you have a metal catwalk — but it works in the space.— Miriam Salas, Partner, Campo Architecture & Interior Design. After years of avoiding small projects, Campo has just taken on a 14-room boutique in New Orleans. Their smallest project ever. Salas says it is the right project.

The Play Nobody Is Talking About: Downtown Offices → Hotels

Downtown New Orleans has a quiet occupancy problem. Office towers that claim high occupancy often have large sections of genuinely underutilized space — a reality well known to anyone walking the CBD on a weekday evening.

In San Antonio, Campo compressed office tenants into the lower floors of a 21-story building and converted the rest into a dual-brand hotel — an AC Hotel paired with an Element — sharing back-of-house operations while presenting different products to different guests. New Orleans has no shortage of those buildings.

The Omni Question

The proposed Omni Hotel — slated for the old sugar mill site adjacent to the convention center — is the answer being floated to grow the city’s room count for future Super Bowl bids. The Ernest N. Morial Convention Center needs roughly 10,000 rooms to compete for the largest national conferences. A large-scale hotel at its doorstep is probably necessary, even if the site selection isn’t ideal. The broader riverfront development project remains the more exciting long-term variable; if and when it moves, Salas believes it will fundamentally redraw the city’s map.

The Bottom Line

New Orleans hospitality is not broken — it is repricing. The over-leveraged are selling, the cash-positioned are buying, and historic tax credits are providing meaningful equity in deals that would otherwise not pencil. Boutique and experiential product is outperforming branded prototypes. And a firm that has spent 40 years learning when to pivot is back building in its own backyard. The engines, as Miriam Salas puts it, are running.

About this series. KW New Orleans hosts regular conversations with the leaders shaping our city — developers, architects, investors, and operators building the New Orleans of tomorrow. These are the conversations that happen in the rooms most people don’t get invited into.

Be in the Room Where It Happens

KW New Orleans brings together the sharpest minds in real estate, development, and hospitality. If you’re ready to work alongside people building the city’s future — we’d love to talk.

Disclaimer: This article is for general informational purposes only and is based in part on commentary shared during a KW New Orleans conversation with Miriam Salas, Partner and Studio Director at Campo Architecture & Interior Design. Hotel market conditions, project timelines, financing assumptions, permitting status, and brand strategies may change. Nothing in this article is legal, financial, investment, or development advice. Readers should consult the appropriate licensed professionals and official project sources regarding specific decisions.

This article was originally published on our website, which can be accessed here.

1 Big thing

At KW New Orleans, a recent discussion led by Team Leader Cody Caudill and Operating Principal Jeffrey Doussan made something clear: the way buyers and sellers discover real estate professionals is evolving quickly.

The shift is not just about posting more on social media or chasing the latest trend. It is about how the internet itself is changing. Increasingly, search, social platforms, and artificial intelligence are merging into one discovery system where expertise, consistency, and credibility determine who gets surfaced to consumers.

And according to Cody, that shift is already underway.

“All your content eventually is going to be fully transcribed, and there’s going to be a backend to everything,” he said. “The whole internet starts connecting together.”

Why it matters

For years, the real estate industry treated online content as a marketing layer sitting on top of a relationship business.

That framing is starting to break down.

Today’s consumers research neighborhoods on Instagram, watch listing videos on YouTube, ask questions in Google, and increasingly use AI-powered tools to gather information before ever speaking to an agent. Instead of clicking through a traditional website journey, they may simply ask a question and expect an answer.

That changes how expertise is discovered.

Instead of visibility coming only from paid ads, referrals, or search rankings, it may increasingly come from the body of content an agent has published over time—videos, posts, neighborhood insights, answers to common questions.

In other words, the internet is slowly building a map of who knows what.

The big picture

Cody framed the shift through the lens of how technology is evolving.

Right now, people still interact with the internet primarily through searches and text prompts. But that interaction is becoming more conversational. Instead of browsing multiple pages, consumers may simply ask a digital assistant to help them find what they need.

When that happens, the system still needs to decide which professional to recommend.

Why that agent?

Because the digital ecosystem can recognize patterns in expertise.

Cody explained it this way: “Eventually it connects you with an agent. And why are they picking that agent? Because of the expertise of the algorithm.”

That may sound abstract, but the implication is practical. Agents who consistently publish helpful knowledge online are building a digital reputation that machines—and eventually consumers—can recognize.

What they’re saying

Jeffrey Doussan encouraged agents not to obsess over the mechanics behind platforms.

“Don’t try to figure out the algorithm,” he said. “Just be the expert.”

That advice reflects a broader shift happening across digital platforms. Algorithms increasingly reward useful, authentic information rather than formulaic marketing.

In real estate, that could mean answering common buyer questions, explaining neighborhood trends, discussing renovation challenges, or sharing insight into local market behavior.

The goal is not perfection. The goal is credibility.

Between the lines

Another key takeaway from the discussion is that influence online does not require massive audiences.

Many agents assume social media success requires hundreds of thousands of followers. In reality, a much smaller but engaged audience can be powerful if it reflects the right market and relationships.

The panel emphasized that direct messages, conversations, and engagement can scale communication with a network of people far beyond what traditional marketing once allowed.

That idea reframes social media from being a lead-generation tool to something closer to a communication infrastructure.

Instead of simply producing leads, it helps agents stay top-of-mind with the people already connected to them.

The compliance side agents can’t ignore

While the conversation explored the future of digital discovery, Cody also reminded agents that certain legal requirements still apply to everything they publish.

In Louisiana, the Louisiana Real Estate Commission (LREC) requires agents to clearly identify themselves as licensed professionals associated with a brokerage.

Because social platforms often limit space—Instagram bios, for example, allow only 150 characters—agents may not always be able to display every required disclosure directly in a profile.

That is where the “one click away” rule comes in.

Agents must ensure that essential information—such as brokerage affiliation and required disclosures—is accessible within one click of their profile, typically through a website link or landing page.

Cody explained that regulators care primarily about clear supervision and brokerage identification, ensuring the public can easily determine who an agent works for and how they are licensed.

Why digital identity matters

The discussion also touched on something larger happening beneath the surface of the internet.

As AI systems increasingly scan and connect information across platforms, digital identity becomes more important.

A consistent professional footprint—names, profiles, business pages, and licensing information—helps platforms understand that multiple accounts belong to the same professional.

That clarity allows systems to connect websites, social profiles, and listings together, creating a clearer picture of who the agent is and what expertise they represent.

In other words, the internet is learning to recognize professionals the same way people do.

What this means for agents right now

The takeaway from the KW New Orleans discussion was not that agents need to become tech experts overnight.

Instead, the message was simpler: show up consistently, share real knowledge, and maintain a clear professional presence online.

The tools will keep evolving.

Platforms will change.

AI systems will get smarter.

But the professionals who consistently demonstrate expertise will remain easier to discover in whatever environment comes next.

Bottom line

Real estate has always been a relationship business, and that is not changing in New Orleans.

What is changing is how those relationships begin.

More and more often, the first introduction happens online—through a video, a post, a conversation thread, or an answer to a question someone typed into a search bar.

The agents who treat those moments as opportunities to share real knowledge are building something larger than a marketing presence.

They are building a digital reputation.

And in the next phase of the internet, that reputation may matter more than ever.

Disclaimer: This article is for informational purposes only and reflects commentary shared during a KW New Orleans discussion about technology, social media, and regulatory considerations. Real estate laws, regulations, and platform policies may change over time. Nothing in this article should be considered legal advice. Agents and consumers should consult appropriate licensed professionals regarding specific legal or compliance questions.

This article was originally published on our website, which can be accessed here.

New Orleans real estate is changing…and the people who can explain it are gaining ground

1 Big Thing

The national housing market is still slow, cautious, and affordability-constrained. New Orleans is not immune…but it is moving differently. Sales are picking up locally, prices remain relatively stable, buyers have more room than they did a few years ago, and the biggest challenge is no longer just finding a house. It is making sense of the market.

That is where KW New Orleans is leaning in.

In a recent market and industry conversation, Team Leader Cody Caudill and Operating Principal Jeffrey Doussan did more than recap headlines. They translated the moment. They connected national data to local reality. They explained what matters, what does not, and where consumers and agents alike need better judgment.

That is increasingly what leadership looks like in real estate.

Why it matters

There is too much generic housing content in the world right now.

Nationally, existing-home sales remain weak. NAR reported that January 2026 existing-home sales fell to a seasonally adjusted annual rate of 3.91 million, down 8.4% from December and down 4.4% year over year. Inventory improved to 3.5 months of supply nationally, but affordability remains a major drag.

At the same time, mortgage rates have improved from where they were a year ago. Freddie Mac reported the average 30-year fixed-rate mortgage at 6.00% on March 5, 2026, versus 6.63% a year earlier. The 15-year fixed averaged 5.43%, down from 5.94% a year earlier.

That is the national backdrop.

But Cody and Jeffrey’s core point was this: New Orleans does not move in lockstep with the national script. It never really has.

This is a city with unusual seasonality, older housing stock, flood and insurance considerations, neighborhood-level fragmentation, and a consumer base that often reacts differently than buyers in more uniform suburban markets. The right question is not “What is the market doing?” The right question is “What is the market doing here?”

The New Orleans numbers

Locally, the story is more active than the national mood suggests.

According to the New Orleans Metro Association of Realtors market snapshot for January 2026, the 10-parish metro posted:

1. new listings up 2.8% year over year

2. pending sales up 25.4%

3. closed sales up 17.1%

4. median sales price up 0.6% to $276,700

5. average sales price up 1.3% to $361,909

6. affordability index up from 104 to 111

7. inventory down 6.5% to 5,515 homes

8. months of supply down from 6.1 to 5.4

9. days on market up from 71 to 75

10. percent of list price received easing only slightly from 96.7% to 96.5%

That is a very specific kind of market.

It is not overheated.

It is not frozen.

It is not exploding upward on price.

It is not collapsing either.

It is rebalancing…with real activity, measured pricing, and selective demand.

That is why KW New Orleans keeps hammering local interpretation. A city can post stronger sales and still require sharper pricing strategy. A buyer can have more opportunity and still feel uncertain. A seller can see momentum and still miss the mark if they price like it is 2021.

What Cody and Jeffrey saw clearly

The strength of the conversation was not just that it used data. It was that it explained the behavior behind the data.

Cody framed the national economy, mortgage-rate expectations, inventory trends, and affordability pressures through the lens of what they mean for New Orleans consumers now. Jeffrey pushed where headlines oversimplify, especially on rates, sentiment, and industry structure.

Together, they made three points that matter.

First…consumer confidence is a bigger issue than many people realize.

Jeffrey said it directly: “The enemy of the stock market, of home buyers, of our psyches, is uncertainty.”

That line explains a lot of what the market feels like right now. Buyers are not only reacting to rates. They are reacting to the economy, insurance costs, politics, job security, and the simple fear of making a major financial decision at the wrong time.

Second…waiting on the Fed is not a strategy.

As Cody and Jeffrey emphasized in the room, there is a major difference between headlines about Fed policy and the mortgage rates buyers actually get quoted. That aligns with what the broader market shows. Mortgage rates are shaped by Treasury yields, investor expectations, and mortgage spreads…not just one central-bank announcement.

Jeffrey put it bluntly: “Lowering the Fed funds rate is not…you’re not going to see a big change in mortgage prices.”

That matters because many buyers are still telling themselves a story that a dramatically better rate environment is just around the corner. Maybe rates improve somewhat from here. Maybe they do not. But the local opportunity today may come more from negotiation, inventory choice, and moderated pricing than from waiting for a headline to save the deal.

Third…the future belongs to agents who can actually explain the market.

That is where KW New Orleans is trying to separate itself.

Not by pretending hard topics do not exist.

Not by handing out shallow scripts.

Not by treating agents like passengers.

But by building a place where professionals are expected to understand the market deeply enough to guide others through it.

That is why this line hit: “Which side do you want to be on…where you’re an entrepreneur, where you own a business…”

That was not just a cultural statement. It was a market statement. In a more selective, more complicated environment, the best agents are not the loudest. They are the clearest thinkers.

New Orleans is not following the same pricing story

One of the most important realities in the local market is that price growth has stayed relatively restrained.

Nationally, the last several years distorted expectations. Many consumers still assume real estate either has to soar or crash. New Orleans has been more measured.

The NOMAR January 2026 metro numbers show exactly that. Sales activity is rising much faster than prices. Closed sales rose 17.1% year over year, while the median sales price rose just 0.6%. Average sales price rose 1.3%. Days on market increased, and sellers received slightly less than list on average than they did a year ago.

That lines up with what Cody and Jeffrey were discussing in broader form: activity is returning, but not in a frenzy. Sales are moving, but buyers are still careful. Pricing is holding, but not surging.

That is actually good news for serious market participants.

For buyers, it means there may be room to negotiate.

For sellers, it means preparation matters.

For agents, it means pricing advice has to be smarter than “just test the market.”

The insurance reality is still local, not theoretical

Any honest New Orleans market analysis has to talk about insurance.

National affordability coverage still tends to lean heavily on principal, interest, and general payment ratios. In South Louisiana, that is incomplete. Insurance can materially change affordability, buyer psychology, and lender comfort.

The state has acknowledged that directly through the Louisiana Fortify Homes Program, which offers grants of up to $10,000 for qualifying homeowners to upgrade to the IBHS FORTIFIED Roof standard. The goal is resilience and, over time, better insurability.

That does not eliminate the pressure. It does reinforce what KW New Orleans keeps teaching: in this market, agents need to understand more than price per square foot. They need to think through roof age, mitigation, flood exposure, premium volatility, and total monthly cost.

That is not extra credit anymore. That is the job.

Where KW New Orleans is planting its flag

The market update also made something bigger clear.

KW New Orleans wants to be the place where the real conversation happens.

That means:

1. reading national data without becoming captive to it

2. explaining local market conditions with precision

3. discussing industry change without hiding from controversy

4. equipping agents to lead with knowledge, not noise

5. giving consumers something more useful than recycled housing cliches

That positioning matters in New Orleans.

This is a city that responds to authenticity. People here know when someone is faking expertise. They also know when someone understands the block, the building, the insurance issue, the timing, the neighborhood politics, the historical context, and the actual economics of the decision.

That is the lane Jeffrey and Cody were occupying in this conversation…not as commentators, but as interpreters. Not as hype men, but as market leaders.

Bottom line

The national housing market is still soft. Existing-home sales are down. First-time buyers are under pressure. Mortgage rates are better, but not easy.

New Orleans is different.

Locally, pending sales are up 25.4%. Closed sales are up 17.1%. Prices are growing slowly. Inventory is more balanced than the panic years. The market is active enough to create opportunity and nuanced enough to demand real judgment.

That is why voices like Jeffrey Doussan and Cody Caudill matter right now. They are not just reporting numbers. They are explaining what the numbers mean for this city.

And that is where KW New Orleans is making its case…as the brokerage where leaders talk real estate, where difficult subjects get addressed directly, and where optimism is grounded in actual knowledge.

New Orleans does not need more noise.

It needs people who know how to read the market…and lead through it.

Disclaimer: This article is for general informational purposes only and is based in part on commentary shared during a KW New Orleans market and industry discussion. Market conditions, mortgage rates, insurance trends, and legal requirements may change. Nothing in this article is legal, tax, insurance, or financial advice. Consumers and agents should consult the appropriate licensed professionals regarding their specific situation.

This article was originally published on our website, which can be accessed here.

We just got back from Keller Williams Family Reunion in Atlanta, and instead of letting it fade into “that was inspiring” territory, we did what the event kept challenging us to do: turn learning into action.

So we held a round table—agents sharing their main takeaways—and a few themes showed up again and again. Below is the consolidated “best of” what kept repeating, while still highlighting each unique insight that was shared.

The Big Pattern: If You Don’t Turn Notes Into Action, It’s Just Entertainment

One of the clearest through-lines that Jeffrey Doussan shared was this: learning isn’t the goal—implementation is. If you’re not walking away with action items, it’s easy to confuse inspiration with progress. And if you don’t share what you’re learning (internally and publicly), you’re missing a second opportunity.

That mindset shaped everything else we discussed.

1) Content Isn’t Optional Anymore: Visibility Is the Game

This message came through loud and clear from multiple perspectives:

“51% of your time needs to be spent on content”, explained Lauren Doussan.

One of the most repeated takeaways was the blunt challenge from Gary Vaynerchuk: if you want to win right now, content creation, deployment, and scheduling needs to take up over half your effort—not because it’s trendy, but because that’s how attention works today.

And the hard truth that landed: most people are already wasting that much time… so redirect it into content and you win twice.

Visibility > “Social Media”

Not everyone loves social media—and that was said out loud. But the reframing helped:

1. It’s not about posting for the sake of posting

2. It’s about visibility

3. And visibility creates a simple chain reaction:

Visibility builds credibility.Credibility builds business.

That line ended the round table for a reason—it’s the bumper sticker takeaway.

2) Consistency Beats Perfection (and Systems Beat Motivation)

Another repeated theme: stop waiting until it’s perfect.

Agents kept circling back to the same idea in different ways:

1. Consistency beats perfection

2. Systems beat inspiration

3. Reputation is built on repetition

4. “Pick one thing and do it… and keep doing it.”

Pilar Blanchard summed it up with a practical approach: batch your marketing. Time block an hour (or whatever is realistic) and schedule content ahead—because when your process is dependable, your results become dependable too.

3) Authenticity and Relationships Matter More Than Ever

Several takeaways were more human than tactical—and they were some of the strongest.

Be real, because that’s what people are actually looking for

“Authenticity” wasn’t said as a buzzword—it was said as a strategy:

1. People don’t want polished jargon

2. They want you

3. And they want someone they can trust

Relationships are still the advantage

Even with AI, tools, and shifting markets, the message was consistent: relationships aren’t being replaced—they’re becoming the differentiator, shared Todd Tedesco.

That showed up in two ways:

1. nurturing your current sphere and past clients (who will respond when you reach out)

2. building new relationships and referral networks intentionally

4) Networking Isn’t a Side Quest—It’s a Growth Strategy

One of the most energizing stories came from leaning into discomfort socially:

Lean into what’s uncomfortable

Instead of staying “with the group,” Jesse Coleman chose to step outside the comfort zone, join KWYP (Keller Williams Young Professionals), and spend the weekend building new connections.

The result wasn’t theoretical—it was immediate:

1. instant community

2. new friendships

3. a growing referral network

4. and even momentum toward starting a KWYP chapter locally

The takeaway: get in rooms where you’re not the same version of yourself.

5) Messaging That Works: Make It Simple, Make It Clear, Make It About Them

Jeanne Howe’s standout business takeaway came from Donald Miller (StoryBrand):

Use “low cognitive load” words

In plain language: don’t make people work to understand you.

A practical guideline shared:

1. simplify your messaging

2. boil processes down to three clear steps

3. expand later

And the deeper point:

1. When you communicate, paint a picture of their future if they work with you

2. and what it could look like if they don’t (the cost of inaction)

“Words will win” came through as a reminder that messaging isn’t decoration—it’s conversion.

6) Your Job Title Isn’t “Agent”—It’s Advisor

This one hit hard for Ken Hamrick.

Stop saying “I’m a real estate agent” and start articulating the real value:

1. “I help families acquire wealth and dreams.”

2. “I’m a real estate advisor.”

That shift isn’t semantics—it changes how you show up, how you speak, and how clients perceive your role.

7) The Market Is Shifting: Sellers Are Using Old Data, and We Have the Advantage

For Philip Ewbank who focuses on listings, one breakout sparked a ton of actionable ideas.

Clients are reacting to outdated information

The point shared was simple: media headlines often lag behind reality (and sellers internalize those headlines).

Agents can lead with authority by using:

1. active + pending data

2. real-time market context

3. net sheets and true proceeds conversations

Two lines stood out:

1. “I don’t want active listings. I want pending listings.”

2. “Pricing is a strategy, not a verdict.”

Instead of “declaring” a price, the better approach is education and alignment:

1. you and the seller are a team

2. together you respond to the market

And the story that drove it home: failing to educate clients on reality can cost them massive money.

8) Execution Wins (Even When the Branding Isn’t Perfect)

A favorite practical lesson for Tina Scott came from the “golden letter” example:

The agent who inspired it wasn’t over-designing.
No perfect logo placement.
No obsessing over colors.
Just a simple message, sent at volume, consistently.

The lesson wasn’t “send this exact letter,” it was:
stop overthinking and execute.

9) “One Size Fits One”: Build Client Experiences That Feel Personal

The strongest service-focused takeaway came from Will Guidara (Unreasonable Hospitality):

Interrogate the customer journey

Look at every touchpoint and ask:

1. what do clients feel here?

2. what do they need here?

3. how can we create a “moment of magic”?

The story everyone will remember:
Instead of a generic closing gift, an agent stocked a client’s new refrigerator with the exact items they actually use—because they paid attention.

And the quote that summed up the philosophy:

One size fits one.

It’s not scalable.
It’s not cookie cutter.
And that’s why it creates loyalty and repeat business.

10) Mindset + Self-Leadership: Take Care of Yourself to Stay in the Game

This theme repeated in multiple ways, across multiple speakers for Phillip Lobman.

Two simple habits came up again and again:

A 5-minute meeting with yourself (morning + evening)

1. Morning: “What do I need to do to make today a success?”

2. Evening: “What went right? What can I do differently tomorrow?”

Importantly, the emphasis was on focusing on the positive and learning—not beating yourself up.

The “raft” lesson

One agent shared Jay Shetty’s metaphor: the thing that got you across the river won’t always carry you through the forest.

Translation:
the skills and mindset that got you here aren’t automatically what will get you to the next level.

11) AI Is Here—Use It With Accuracy and Accountability

AI wasn’t discussed as hype. It was framed as a responsibility.

James Howell boiled it down to the “three A’s”:

1. Accuracy: double-check what you put into the world (it lives forever)

2. Accountability: plan your day, review your day

3. Acceleration: consistent learning + ownership speeds up growth

The key point wasn’t “AI will do it for you.”
It was: you have to keep learning it, on purpose, or you’ll fall behind.

What We’re Doing Next (Because Momentum Needs a Plan)

Our round table didn’t end with “that was great.” It ended with a challenge:

1. take notes

2. create action items

3. use what you learned

4. and turn your insights into content

Because if we’re being honest… a lot of us already have the time. The opportunity now is to spend it intentionally.

And if you only remember one line from this whole recap, make it this:

Visibility builds credibility.Credibility builds business.

Disclaimer: The information provided in this article is for general informational and educational purposes only and does not constitute legal, financial, or real estate advice. Market conditions, business strategies, and regulatory considerations vary by location and individual circumstances. Agents and readers should consult with their broker and appropriate licensed professionals for guidance specific to their situation.

This article was originally published on our website, which can be accessed here.

In this market, real work starts with two things:

1. Your database.

2. Your understanding of what’s actually happening in New Orleans.

Let’s start where it matters most.

Your Database Is Not a Trophy Case

For years, the industry told us bigger was better: Bigger database, more Facebook leads, more emails, more contacts. Divide your database by 12 and that’s how many deals you’ll get, right?

Except that’s not what happened.

What happened is we built bloated databases full of people who downloaded something once, filled out a form once, or gave us an email address once — and never engaged again. Now we’re staring at 4,000… 9,000… 15,000 names, and we’re not in relationship with 90% of them, so the question isn’t “How big is your database?”

The question is: Who is your Top 200?

Research inside Keller Williams has long pointed to the “201+” concept. A mature, healthy real estate business generates roughly 65% of its deals from repeat and referral business. When you actually run the math in our market, 200 true relationships can support well over $100,000 in GCI — often much more.

If 200 people move once every 10 years, that’s 20 transactions. At roughly $10,000 per side, that’s $200,000 in potential GCI. Even capturing 80% of that is a real business.

But that only works if you know who they are. So the first assignment was simple: Tag your top 200.

Not guess, not assume. Actually go through your past clients, your sphere, your referral partners, and label them.

Because once you see the list, one of two things will happen:

1. You’ll realize you have a powerful foundation.

2. Or you’ll realize you don’t — and that awareness might change your entire year.

Either way, clarity creates control.

The Old Model of “36 Touches” Is Evolving

We used to teach four quarterly calls, we used to count touches to 36, we used to rely heavily on email campaigns.

But consumer behavior has shifted. Some people want calls, some prefer texts, some live on Instagram, some respond only when you comment on their posts consistently. The takeaway wasn’t “calls are dead” or “email doesn’t work.”

What works is consistent action. What doesn’t work is doing nothing.

If you identify 200 people and communicate with 5 of them per day, you’ll cycle through that group every quarter. That’s manageable. That’s disciplined. That’s doable.

The key isn’t the channel. It’s the system, and it has to be authentic. Consumers can smell a “care call” that’s really a sales call. The better positioning — and frankly the more honest one — is that you are a professional advisor around one of the largest financial assets in their life. That’s not pushy, that’s responsible.

What’s Actually Happening in the Market

We also spent time looking at the data — not headlines, not opinions. And here’s what stood out:

1. Demand Is Returning

January was strong. Transactions were up significantly year-over-year in Orleans Parish. Months of supply has been trending down. Buyer activity is stabilizing in a healthier way.

The narrative that “everything is collapsing” simply isn’t supported by the data. Average sales prices continue to show steady appreciation — not dramatic spikes, not crashes. Just normal market behavior.

2. Multifamily Is a Different Story

Multifamily properties are currently firmly in a buyer’s market. Rents surged over the last few years. Investors bought aggressively when rates were low. Universities added significant on-campus housing inventory. Regulatory pressure increased. Now the pendulum is swinging.

Older owners are listing properties based on 2021 expectations — and many are sitting. Some are overpriced. Many have deferred maintenance. And in some cases, the numbers simply don’t pencil anymore, which creates opportunity.

But it also raises a bigger conversation about neighborhood composition. If too much multifamily inventory disappears because it no longer works financially, we risk losing the mixed-use fabric that makes New Orleans neighborhoods healthy and vibrant.

Markets are cyclical. The key is recognizing where the cycle is — not reacting emotionally to it.

The Transparency Era: Marketing in 2026

Another major theme: authenticity. We’ve reached a point where photos are almost too good. AI staging. Perfect lighting. Enhanced skies. It’s impressive — until buyers walk in and feel misled.

Consumers are increasingly frustrated when reality doesn’t match marketing. That’s why video — especially authentic walkthrough video — matters more than ever. Not corporate music, not over-produced slideshows, not sterile narration. Real walkthroughs. Real voice. Real perspective.

When agents in the room started doing simple, authentic video tours, something surprising happened: people recognized them in public and mentioned the videos. Not because they were perfect — but because they were real.

YouTube now transcribes everything automatically. That means your walkthroughs become searchable in Google. Say the address. Say the neighborhood. Say your name. That audio becomes data.

This is not about becoming an influencer. It’s about increasing trust. And in a market where showings matter — and listings are taking longer to sell — trust drives action.

Off-Market Hype vs. Market Discovery

We also addressed the growing noise around “exclusive” or “private” listings.

Here’s the reality:

Price discovery happens in open markets. When exposure shrinks, competition shrinks. When competition shrinks, sellers may lose leverage. Private networks can have strategic uses — especially in luxury — but broad exposure remains one of the reasons U.S. real estate markets appreciate consistently over time.

The system works when transparency exists and our responsibility is to protect consumer interests — not chase trends that primarily benefit brokerage margins.

The Real Reset

At the end of the meeting, the message wasn’t complicated.

Tag your top 200, commit to consistent communication, understand the data, adapt your marketing to match consumer behavior, and stop waiting for deals to “fall from the sky.”

Because the agents who pause now, audit their systems, and act intentionally over the next 90 days will look very different by December. It’s a new season- Let’s get back to work.

Disclamer: The information in this article is provided for general informational purposes only and does not constitute legal, financial, investment, or real estate advice. Market statistics are subject to change and may vary by property type and neighborhood. Consult a licensed real estate broker, financial advisor, or attorney for guidance specific to your situation.

This article was originally published on our website, which can be accessed here.

New Orleans is not the only place Robert LeBlanc invests…and that is the point. LeBLANC+SMITH has expanded to cities like Nashville and is interested in others across the Southeast. But when LeBlanc talks about where the company is built and why it stays rooted, New Orleans comes through clearly: this city creates demand when you pair great real estate with great operations.

That combination…irreplaceable buildings plus a repeatable operating system…is exactly why sophisticated investors keep betting on New Orleans commercial real estate.

LeBlanc shared the clearest version of the operator mindset that makes that bet work: “When you don’t blame external factors, you give yourself agency.”

The rollercoaster that explains the strategy

Most people see the finished product…a packed bar, a beautiful hotel, a restaurant with a waitlist. In our conversation, LeBlanc walked through the part investors care about most: what happens when conditions change.

Before COVID, LeBLANC+SMITH had five places. During COVID, they lost three. Then came the reset…and the rebuild.

LeBlanc did not treat that period as a story about bad luck. He treated it as a leadership lesson. He said the losses were not something to pin on the event…they were a signal to operate with more discipline, to manage the balance sheet, and to build a company that could absorb shocks without breaking.

The result is the headline: in the years after COVID, the company expanded significantly…and LeBlanc tied that growth directly to the operational and personal changes that came from taking full ownership.

That is not just a business story…it is the blueprint investors look for when they underwrite an operator.

Why New Orleans commercial real estate stays compelling

LeBlanc described New Orleans as a place that creates connection. And connection drives repeat behavior…which is the engine for hospitality, neighborhood retail, and experience-driven assets.

He put it simply: “In New Orleans, every single day there is something that moves you…you feel alive.”

That energy translates to demand. Demand is what protects a project when the world gets noisy.

He also talked about the relationship culture here…the way New Orleans actually knows its people. When he described the cashier asking about your family and meaning it, he was really describing the social fabric that makes local loyalty possible.

For investors, that matters because locals stabilize revenue. Tourism is a tailwind…locals are the base.

The hidden advantage: New Orleans has tools that reward thoughtful redevelopment

New Orleans has deep historic building inventory, and projects that qualify can sometimes access meaningful incentives. For example, the Federal 20% Historic Rehabilitation Tax Credit and Louisianas 25% State Commercial Tax Credit are commonly cited tools for qualified, income-producing historic rehabs. The City of New Orleans economic development materials summarize these programs and point to the Louisiana Division of Historic Preservation for administration details. (nola.gov)

These tools do not replace fundamentals. They amplify good projects…and good operators.

What this means for real estate professionals

A conversation like this is a reminder that real estate success…commercial or residential…is rarely about one deal. It is about navigating cycles with the right people, the right systems, and the right judgment.

That is why established brokerages matter. In a city with unique neighborhoods, unique housing stock, and real operational nuance, you want infrastructure behind you…training, legal and compliance awareness, transaction coordination, and a serious peer network.

You also want a culture that brings you into rooms like this…with people who build the city.

LeBlancs discipline takeaway applies cleanly to agents too: “I do this…drinking water, saying prayers, doing my gratitude…that has changed my life.” His point was not the specific routine…it was that high performance is built, not wished for.

Why KW New Orleans hosts Leaders Talk Real Estate

We host these conversations because New Orleans real estate is inseparable from New Orleans business. When operators like LeBlanc explain how they think…agents get better at advising clients, spotting opportunity, and navigating decisions with confidence.

We are building the place where leaders talk real estate…and where professionals come to sharpen their edge.

The bottom line

Investors like Robert LeBlanc keep investing in New Orleans commercial real estate because the city rewards operators who can pair distinctive properties with disciplined operations…and because the demand here is real when you create places people want to return to.

If you are building in New Orleans…build with a serious team around you.

Disclaimer: This post is for general informational purposes only. It is not legal, financial, tax, or real estate advice. For guidance specific to your situation, consult a qualified professional.

This article was originally published on our website, which can be accessed here.

NEW ORLEANS — What if something as simple as recycling your wine and beer bottles could help protect your home, your neighborhood, and our region’s future? That’s the story behind Glass Half Full — a New Orleans–based company that transforms post-consumer glass into sand and gravel used to rebuild eroding coastlines.

This week at KW New Orleans, we sat down with co-founder and CEO Franziska Trautmann, whose visionary work connects community action to long-term regional protection — and offers real estate professionals new ways to lead conversations about resilience with clients.

Why this matters — to New Orleans and to agents

Louisiana has lost hundreds of square miles of coastal land over the last century, increasing storm surge risk and pressure on homes and insurance markets. Wetlands aren’t just ecosystems; they’re protective infrastructure.

Glass Half Full’s model uniquely addresses that:

1. They collect glass waste through free drop-off hubs, residential pickups, event services, and commercial routes.

2. The glass is sorted, crushed, and re-purposed as fine sand or gravel.

3. That sand goes into coastal restoration projects designed to slow land loss and absorb storm energy.

4. They also produce cullet — recycled glass for new bottle production — keeping material in the local economy.

For agents, this isn’t just an environmental story — it’s a community resilience narrative homeowners are increasingly asking about, from insurance premiums to climate risk disclosures.

From backyard idea to regional force

Glass Half Full began in 2020 as a backyard project between Franziska and co-founder Max Steitz when they realized New Orleans lacked any glass recycling system — meaning most bottles ended up in landfills.

“When my co-founder Max and I had this idea to combine those two issues with one solution, it just felt right,” Franziska said. “Every day we get to work towards something bigger than us — a huge waste issue, a huge coastal erosion crisis.”Today, Glass Half Full operates a 10,000-square-foot facility in Chalmette capable of processing hundreds of thousands of pounds of glass per day.

It’s not just recycling — it’s local economic infrastructure:

1. Jobs in the Gulf South

2. Commercial pickups reducing waste hauling costs for businesses

3. New industrial applications for recycled material

That’s the kind of story that resonates with clients who care about community — not just transactions.

What this means for your clients (and your business)

Agents can use this partnership as creative content and community value messaging:

1. Highlight local solutions when clients ask about environmental risk

2. Host events that tie community impact to your brand

3. Create social content that’s unique, local, and purpose-driven

“It’s not a one-and-done thing. Today’s day one.” This was Franziska’s rallying call during our conversation — and it echoes the mindset agents should bring to long-term client relationships.Community events, volunteer opportunities, and public education around coastal restoration give agents authentic touchpoints beyond marketing slogans.

Mardi Gras, bottles, and better coasts

Glass Half Full even partnered with local Mardi Gras recycling efforts — placing recycling bins along parade routes and encouraging folks to bring beads, bottles, and cans to reuse or repurpose.

This uniquely New Orleans initiative shows that sustainability doesn’t have to compromise culture — it can enhance it.

A resilient future starts with local action

This isn’t just recycling — it’s regional risk management. Every bottle diverted from a landfill becomes part of sand used for protecting shorelines and building resilience into communities where we live and work.

“The coastal restoration piece for me is definitely the thing I am most proud of,” Franziska shared in a recent interview — citing rising wetlands where before there was open water. For New Orleans real estate professionals, that’s a story worth telling — one that connects everyday behavior to long-term community and property security.

Bottom line

Glass Half Full proves that local innovation can meet big challenges — transforming waste into protection for homes, neighborhoods, and livelihoods.

At KW New Orleans, we’re proud to be the place where leaders talk about real estate in the context of real problems and real solutions. Because selling homes isn’t just about square footage — it’s about building a stronger, more resilient community.

Disclaimer: The information in this article is provided for general informational purposes only and does not constitute legal, environmental, insurance, or financial advice. Consult a licensed real estate broker, insurance professional, environmental specialist, or attorney for guidance specific to your situation.

This article was originally published on our website, which can be accessed here.

The lead:
Orleans Parish District Attorney Jason Williams joined KW New Orleans for a wide-ranging, candid conversation about crime trends, public safety strategy, technology, and what it actually takes to move a city forward after years of instability.

The message was not that New Orleans is “fixed.” It was something more realistic—and more useful:

Progress is happening, and it’s happening because systems are finally working together.

For real estate professionals, that matters. Housing markets don’t move on headlines alone. They move on confidence, and confidence is built when residents feel safer walking their blocks, investors believe problems are being addressed, and families trust that today’s progress will still exist tomorrow.

Why This Matters (Especially to Real Estate)

Public safety isn’t an abstract policy debate—it’s a daily decision-making factor.

It shapes:

1. where buyers are willing to live,

2. how long sellers are willing to wait,

3. whether investors lean in or sit out,

4. and how neighborhoods recover from difficult chapters.

For agents, public safety conversations show up everywhere:

1. at buyer consultations,

2. during neighborhood tours,

3. in listing strategy discussions,

4. and when out-of-town clients ask, “What’s really happening there?”

New Orleans has a unique advantage in this moment: we are small enough that coordination works faster, and close enough as a community that improvements are felt block by block—not just in reports.

What’s Actually Driving the Crime Decline

Williams pushed back on the idea that New Orleans’ improvement is simply a post-COVID correction.

Yes, crime dropped nationally as pandemic pressures eased—but New Orleans’ decline began earlier and fell more sharply than many peer cities.

His explanation focused on two drivers that showed up again and again:

“Technology and coordination are two of the biggest drivers.”Not as buzzwords—but as operational shifts.

Place-Based Strategy, Not One-Size-Fits-All

Williams described a place-based approach to public safety:

1. crime heat maps shared across agencies,

2. faster data synthesis,

3. coordinated responses that involve enforcement and environmental fixes.

Instead of reacting after harm occurs, the system looks for patterns—specific locations, conditions, and repeat issues—and intervenes earlier.

This is familiar thinking to anyone in real estate:

1. You don’t price a house without comps.

2. You don’t fix a neighborhood without understanding the block.

A Real Estate Moment Hidden in Plain Sight: “Light It Up”

One of the most practical moments of the conversation had nothing to do with courtrooms.

Williams discussed targeted interventions like “Light It Up”, where the city improves lighting, addresses blight, and forces accountability on chronically neglected properties.

He shared an example of a troubled apartment complex that had become a magnet for violent crime. Instead of endless reactive policing, the city:

1. used existing laws to remove an absentee owner,

2. invested modest public resources to stabilize the site,

3. and positioned the property for redevelopment.

Williams summed it up plainly: pennies on the dollar compared to the societal cost of doing nothing.

For real estate professionals, this logic is intuitive:

1. One neglected property can suppress an entire block.

2. One smart intervention can change perception faster than any marketing campaign.

3. Built environment matters—always has.

When public safety strategy treats real estate as part of the solution, neighborhoods stabilize faster, values hold better, and confidence returns sooner.

The Consent Decree Milestone—and Why It Matters Long-Term

Another major inflection point discussed was the end of federal oversight of the New Orleans Police Department in late 2025.

Williams was clear: the consent decree was expensive and slow—but it fundamentally reshaped policing in New Orleans.

The result:

1. stronger de-escalation practices,

2. better handling of large crowds,

3. more professional standards during high-stress events.

That evolution explains something many residents feel but don’t always articulate:
New Orleans manages massive, alcohol-heavy, emotionally charged events better than almost any city in the country.

For real estate, this matters because institutional stability is a value driver:

1. tourism supports jobs and housing demand,

2. safe large events reinforce city confidence,

3. and predictable systems make relocation decisions easier.

Stability doesn’t mean perfection. It means fewer surprises.

Technology: Power, Guardrails, and Public Trust

The conversation around technology—drones, cameras, facial recognition—was nuanced and careful.

Williams compared it to a phone update:

1. frustrating at first,

2. better once learned,

3. dangerous if deployed without rules.

He acknowledged the rapid improvements in accuracy and effectiveness, while also stressing that guardrails and transparency must keep pace.

That balance matters deeply in a city like New Orleans, where trust—once lost—is hard to regain.

For buyers and sellers, the question isn’t just “Is technology being used?”
It’s “Is it being used responsibly—and will it stay that way?”

Agents play a critical role here, helping clients separate:

1. fact from fear,

2. progress from rumor,

3. and systems from headlines.

Victims, Accountability, and the Work You Don’t See

Williams returned repeatedly to a core principle:

“The purpose of the system is to find accountability for victims and survivors.”He described behind-the-scenes improvements that rarely make the news:

1. notification systems for victims,

2. multi-agency alerts for violations,

3. and better coordination when someone poses a real risk.

These systems don’t trend on social media—but they change how safe people feel.

And feeling safe is foundational to housing decisions.
People don’t move because rates dip a quarter point.
They move because they want stability, dignity, and peace of mind.

The Bottleneck That Affects Neighborhoods: Mental Health Competency

One of the most sobering parts of the discussion involved competency to stand trial.

Williams was blunt: the system lacks capacity—especially forensic hospital beds—and cases can stall for years as a result.

This isn’t just a court problem.
It’s a neighborhood problem.

When cases linger:

1. victims stay stuck,

2. communities feel unresolved tension,

3. and confidence erodes quietly.

Again, his theme returned: systems must match reality, not outdated assumptions.

Mardi Gras and the City’s Hidden Strength

The most hopeful through-line of the conversation was about coordination.

New Orleans hosts events that would overwhelm many cities:

1. Mardi Gras,

2. hurricanes,

3. festivals layered on festivals.

Williams argued that this constant exposure to crisis has created institutional muscle memory.

“You should never waste a crisis, and you should always learn from a crisis.”New Orleans does—again and again.

That capability is an underappreciated asset:

1. for families deciding to stay,

2. for entrepreneurs deciding to invest,

3. and for buyers deciding whether this city is a long-term “yes.”

The Bottom Line

New Orleans’ progress is not accidental.

It’s the result of:

1. data-driven decisions,

2. cross-agency coordination,

3. targeted neighborhood interventions,

4. and leaders willing to adjust when something isn’t working.

At KW New Orleans, we believe real estate professionals are not just transaction facilitators—they are interpreters of the city.

The best agents don’t avoid hard conversations.
They contextualize them.
They replace fear with facts.
And they help clients see not just where New Orleans has been—but where it’s going.

Disclaimer: This article is provided for general informational purposes only and reflects a summary of a public conversation. It is not legal advice, public safety guidance, or a guarantee of outcomes. Laws, policies, and crime trends can change, and individual situations vary. For questions about legal matters, consult a licensed attorney. For real estate questions, consult a licensed real estate broker, and verify any neighborhood-specific concerns through appropriate official sources.

This article was originally published on our website, which can be accessed here.

The big story: Marjorianna Willman, Executive Director, Housing Authority of New Orleans (HANO), joined KW New Orleans to demystify Housing Choice Vouchers (often called Section 8) and make a direct ask: let’s reduce fear, fill vacant units, and create a smoother experience for tenants and property owners.

Why it matters: When New Orleans has both housing need and pockets of vacancy, matching the two is a civic win—and a real opportunity for local landlords, agents, and property managers to stabilize cash flow and serve more of the city.

What’s happening

1. HANO is funded primarily through HUD and administers voucher programs locally, paying landlords monthly for the voucher portion of rent.

2. Voucher demand remains intense. Willman noted about 8,000 people on the waitlist, calling it “almost like winning the lottery.”

3. HANO is trying to reduce “government headache” with housing navigators, landlord liaisons, and regular meet-and-greets that put tenants and landlords in the same room.

How the money actually works

Zoom out: HUD sets Fair Market Rents (FMRs), which are used to determine Housing Choice Voucher payment standards.

Zoom in: In many places, those payment standards can be adjusted by ZIP code through Small Area Fair Market Rents (SAFMRs)—the mechanism that helps vouchers “reach” higher-rent neighborhoods.

On the ground: HANO’s portion + tenant’s portion = total rent, but the details are highly rule-driven, and “side payments” are a major compliance red flag. In the Q&A, Willman emphasized that landlords should price and approve based on what the tenant actually qualifies for—and that paying “the difference” outside the structure is generally not allowed.

The landlord reality check (and the hopeful part)

Some landlords in the room shared real pain—especially during the COVID-era moratoriums: delayed responses, safety issues, property damage, and the feeling of being “on your own” when things went sideways.

Willman’s candid takeaway: HANO doesn’t evict tenants, but it can terminate vouchers for violations. Eviction remains a landlord legal process, so the best defense is:

1. A strong lease with clear violations

2. Clear documentation

3. Fast escalation to the right HANO contact (including discussion of an ombudsman-style point person)

4. Using HANO-related law enforcement support when appropriate (as one landlord shared)

For real estate agents: where you can lead

If you’re an agent in New Orleans, this is one of those topics where being “the calm, informed guide” wins business—without changing your brand or your lane.

1) Pre-frame the timeline (so nobody panics).
Willman estimated 30–45 days for approval/inspection in many cases. Set expectations early—especially with landlords counting days of vacancy.

2) Turn fear into a simple checklist.
Many “HANO inspection” issues are just baseline safety standards (smoke detectors, life-safety items, etc.). If a property won’t pass FHA-style common-sense safety, it likely won’t pass a voucher inspection either.

3) Know the pitch for skeptical landlords.
Willman’s best points, in plain English:

1. HANO has worked to be more landlord-friendly.

2. The voucher portion is consistent and timely—even in disruptions that hit private-pay collections.

3. HANO keeps payments flowing during certain review processes so landlords aren’t instantly cut off mid-investigation.

4) Help solve the “where do I find units/tenants?” gap.
Agents raised a major bottleneck: if a rental isn’t in the MLS, it’s hard to help voucher holders find it. Willman discussed exploring ways to make the landlord portal more accessible to licensed agents (with appropriate criteria). If that happens, it’s a big unlock for speed and transparency.

5) Don’t miss the wealth-building angle.
One of the most underrated moments: vouchers can support a path to homeownership. Willman shared that some voucher holders have purchased homes, and that the program can help offset rising taxes and insurance—reducing the “I’m one escrow shortage away from disaster” risk that scares many first-time buyers.

Bottom line

New Orleans doesn’t need more heat in the landlord–tenant conversation. We need more clarity, faster matching, and better systems—so families can get housed, landlords can feel protected, and neighborhoods can stay stable.

At KW New Orleans, this is exactly why we bring city leaders into the room: not to posture, but to solve real problems with real people—together.

Disclaimer: This article is for general informational purposes only and is not legal advice. Rules for Housing Choice Vouchers, fair housing compliance, leasing, and evictions can be complex and fact-specific. Always consult a qualified real estate broker, property manager, or attorney for guidance on your specific situation.

This article was originally published on our website, which can be accessed here.

Why it matters: At KW New Orleans, we bring in leaders who see change early and explain it in plain English—so our community can move with confidence. This week, we hosted Stuart Pirri, Founder & CEO, Oak Title, along with Oak Title attorney Alida Wientjes Carroll, to break down a major compliance shift tied to FinCEN and real estate transactions.

What is FinCEN?

FinCEN is the Financial Crimes Enforcement Network, part of the U.S. Treasury Department. Their job is to help prevent money laundering and other financial crimes. Real estate has been on FinCEN’s radar for years because property can be used to “wash” money—especially when purchases are made through entities and without traditional financing.

The rule change, in plain terms

There is now a nationwide reporting requirement focused on certain residential real estate transfers when the buyer is an entity—like an LLC, corporation, partnership, trust, association, or estate—and the purchase is not financed by a traditional lender.

Effective date: December 1, 2025.

That means for qualifying transactions closing on or after that date, the closing process may require additional information collection and reporting to the federal government.

The Axios-style “what to watch”

1) The “cash + entity” deal just got more paperwork

If your buyer is purchasing residential property (and in some cases mixed-use where there’s a residential component) in an LLC or trust and doing it without a lender, the closing will likely involve:

1. More identity and entity details,

2. More verification steps,

3. And less flexibility if a party is slow to cooperate.

Alida put it bluntly: “There is no ability to waive any of the requirements just because your client might not want to provide it.”

2) Closing timelines may stretch if people drag their feet

Oak Title’s message to agents: this isn’t the kind of compliance item you “catch up on later.”

Alida explained it this way: “We absolutely cannot close without all of this information.”

Translation for agents: if it’s a cash purchase in an LLC/trust, set expectations early—because delays will be driven by how fast parties produce the required details.

3) Sellers may push back, which affects negotiation strategy

This is where the real-world friction shows up in New Orleans.

Stuart flagged a key outcome agents should prepare for: “It might actually make those cash offers less desirable, because the seller might not want to be subject to this reporting.”

Even if the reporting burden technically sits with the closing side, seller perception matters. If a seller hears “extra forms and personal info,” they may prefer a financed buyer—or demand stronger terms.

Why New Orleans will feel this more than you might think

New Orleans is full of:

1. Small and mid-size investors using LLCs

2. Families buying through trusts

3. Historic housing stock where renovations and mixed-use are common

4. Creative deal structures that often move fast when the opportunity is right

So while the rule may not touch every transaction, it can absolutely hit the ones where speed and certainty matter most—especially investor deals and entity purchases.

For agents: what this changes in your day-to-day

The new “must-ask” questions (early)

Before you write an offer, ask:

1. Are you buying in your personal name or in an LLC/trust?

2. Is this truly cash, or is there any bank line/loan involved?

That one-minute conversation can prevent a last-minute scramble.

Watch out for the “surprise LLC switch”

A common habit is signing the contract personally and then assigning to an LLC right before closing. That’s often legal—but it can now trigger a compliance domino effect at the worst possible time.

Stuart and Alida’s practical message: treat the buyer name/entity choice as a front-end decision, not a closing-week decision.

Prepare your sellers for the new reality

If your listing receives a cash offer from an entity, help your seller understand:

1. The offer may still be strong,

2. But it could involve more compliance steps,

3. And possibly more time or requests for information.

The more calmly you frame it, the less emotional resistance you’ll face later.

The hopeful outlook

Yes, this adds friction. But it also rewards professionalism.

Agents who:

1. Set expectations early,

2. Reduce surprises,

3. Coordinate cleanly with title,

4. And guide clients through complexity without drama…

…will stand out in a market where trust is everything.

And that’s exactly why KW New Orleans keeps bringing in leaders like Stuart Pirri, Founder & CEO, Oak Title—so our community stays informed, prepared, and confident about what’s next.

One of the most memorable moments came when the room joked about the obvious tension in compliance:
“So we’re asking criminals to be truthful? Yes! We sure are!”

Disclaimer: This blog post is for general informational purposes only and does not constitute legal, tax, or compliance advice. Rules and interpretations may change, and outcomes depend on the facts of each transaction. For guidance on a specific situation, consult a licensed Louisiana real estate broker, a qualified attorney, and/or a title company.

Watch the full interview:

This article was originally published on our website, which can be accessed here.

I’ve been thinking a lot about Thursday night with Dr. Calvin Mackie.

What struck me most wasn’t a single story or soundbite — it was the energy in the room. When you get entrepreneurs together who are willing to wrestle with big ideas like agency, hope, and responsibility, something shifts. You can feel it. Those rooms have a way of clarifying what matters and calling you forward.

Dr. Mackie talked about hope — not as wishful thinking, but as the quiet voice that says “yes” when everyone else says, “no.” The kind of hope that requires work. Study. Practice. Showing up every day. To be is to study. To practice. To stay in the arena.

He reminded us that skills create leverage. The people with skills decide what they charge. That the mindset that worked last year won’t carry us into the next season. The real divide isn’t between those who have access and those who don’t — it’s between those willing to learn, unlearn, and relearn, and those who aren’t.

What I love most about moments like Thursday night is that they’re hard to recreate on a screen or in a summary. You had to be there. The questions, the side conversations, the shared realization that entrepreneurship isn’t about comfort — it’s about agency. About choosing to take responsibility for your future, even when the market shifts or the rules change.

That’s the kind of environment we’re committed to building at Keller Williams New Orleans. One where serious people are exposed to serious ideas, where growth is expected, and where being an entrepreneur actually means something.

It’s an honor to be in business with you,
Jeffrey

This article was originally published on our website, which can be accessed here.

Originally published on 12/31/2025

Good morning,

It’s early... I have a few thoughts that I wanted to share badly enough it woke me.

Gratitude & Pride
We are building something special together. That’s a credit to a strong leadership team and more than anything, it’s because of you. I feel genuine pride when I look at this group and your accomplishments in 2025. It was not an easy year in the real estate business.

My optimism for the future is high, but I also believe we’re approaching a watershed moment. I think 2026 will be the last year New Orleans Realtors have an easy window to build a personal brand. Lauren and I have been spending time in 1:1s helping agents think intentionally about what it means to become a true brand—not just a salesperson.

KW believes that you own your brand and your data. Values that are more relevant than ever in the information economy. You are why your clients hire you. And to carry that advantage forward, many of us have to push past old self-talk and establish ourselves clearly and strategically on social media.

Social media should no longer be considered a lead source. It’s how you scale communication with your database. At a time when many traditional lead gen methods are on shaky footing, your Sphere of Influence is more important than ever.

The Year of the Snake
2025 has been the year of the snake in the Chinese Zodiac and while our culture tends to have complicated feelings about snakes; I’d challenge you to set goosebumps aside and see the bigger metaphor. It is the ultimate symbol of renewal and rebirth. Shedding what no longer serves you to emerge as something more beautiful and resilient. Wiser and lighter.

So I’ll go first.

What isn’t serving me? Too much reactivity. Too much of my 2025 was spent responding instead of designing. Over the past couple of months, I’ve been ruthlessly evaluating my calendar and commitments to make space to be more present—as a husband, a father, and a leader.

That work has already led to a strategic hire I’m excited to introduce next week—someone whose sole focus is creating proactive leverage for you.

One quick, very New Orleans-friendly note: the Chinese calendar has this figured out. The Year of the Snake doesn’t end until Lundi Gras. The Year of the Horse begins on Mardi Gras Day. That gives you about six more weeks to reflect, adjust, and reset.

And if you want help doing that—call me. I’d genuinely love to sit down for a 1:1.

It’s an honor to be in business with and cheers to a great 2026,
Jeffrey

This article was originally published on our website, which can be accessed here.

Driving the conversation

In an economy dominated by fast-moving headlines and emotional reactions, KW New Orleans welcomed back Antonio Carbone, Banker at J.P. Morgan Private Bank, to do something increasingly rare: slow things down and explain what the data is actually saying.

Antonio works with some of the largest portfolios in the country. His perspective matters not because it predicts the future, but because it connects policy, markets, and real-world behavior — exactly what real estate professionals need to help clients make confident decisions.

“Look at the data. Look at what’s actually happening.”

The big picture

Antonio framed the current moment as unusual, but not chaotic.

The U.S. economy is navigating three realities at the same time:

1. Inflation is lower, but not defeated

2. Employment is softening, but not collapsing

3. Interest rates are likely near a plateau, not a cliff

That combination explains why the last few years have felt so uncomfortable — and why the next phase will be more about adjustment than shock.

“You guys have been the canary in the coal mine — and you usually are.”Real estate, Antonio explained, tends to feel tightening first and relief first. Housing reacts quickly to changes in rates, credit availability, and consumer confidence, long before those effects show up clearly in other industries.

Inflation, employment, and the Fed

Antonio walked through how the Federal Reserve is balancing its dual mandate: inflation and employment.

Key points:

1. Inflation has cooled into the 2.5–3% range, higher than the Fed’s target but far from crisis levels

2. Unemployment has risen modestly, not sharply — a sign of slowing, not breaking

3. Payroll growth has cooled, but layoffs remain limited

This is why rate cuts have been measured, not aggressive.

“We’re landing this plane very carefully.”For real estate agents, this matters because it resets expectations. The era of emergency policy is over. The next phase is about normalization, not rescue.

Rates: what’s likely — and what isn’t

Antonio was direct about mortgage rates: dramatic relief is unlikely.

Instead:

1. The 10-year Treasury appears relatively anchored

2. Mortgage spreads have narrowed, signaling greater market confidence

3. Most of the expected rate cuts are already priced in

That means buyers and sellers waiting for a “perfect moment” may be waiting a long time.

The more productive conversation is about time horizons, not headlines:

1. How long does a buyer realistically plan to stay in a home?

2. How does payment structure matter more than rate alone?

3. What flexibility exists over the next 5–10 years?

In New Orleans especially, where homeowners often stay longer than the national average, this framing matters.

Capital on the sidelines — and why it won’t stay there

One of Antonio’s most practical insights focused on cash.

“Cash is not your friend.”As short-term yields fall, holding large amounts of cash becomes less attractive. Historically, that shift pushes capital toward assets that:

1. Produce income

2. Hedge inflation

3. Offer long-term utility

Real estate fits all three — which is why investors continue to circle the space even after a difficult cycle.

Antonio noted that when economic conditions deteriorate severely, housing distress usually appears late, not early — and current data does not point in that direction.

AI: a major force, but not the whole story

AI investment was discussed as an important driver, not a standalone explanation.

Antonio emphasized that:

1. AI has triggered historic levels of capital spending

2. Much of that spending is physical: power, infrastructure, land, labor

3. The build-out will take years, not quarters

“This isn’t a one-year thing.”For real estate professionals, the relevance isn’t predicting winners — it’s understanding how large-scale capital investment reshapes employment patterns, regional growth, and long-term housing demand.

What this means for real estate professionals

The strongest takeaway from the conversation wasn’t about markets — it was about role.

In moments like this, clients don’t need cheerleaders or alarmists. They need professionals who can:

1. Translate economic data into practical guidance

2. Explain risk without amplifying fear

3. Help people make decisions aligned with their lives, not the news cycle

That’s where real estate agents earn trust.

The bottom line

Antonio Carbone brought clarity to a moment defined by noise.

The economy is slowing, not breaking. Rates are stabilizing, not collapsing. Capital is cautious, but not frozen. And real estate — as usual — is feeling the changes first.

At KW New Orleans, we believe these conversations matter because leadership in real estate starts with understanding the bigger picture.

That’s how professionals help clients navigate uncertainty — and how cities like New Orleans move forward.

Disclaimer: This article is for general informational purposes only and does not constitute legal, financial, investment, or real estate advice. Economic conditions, interest rates, and market dynamics are subject to change. Readers should consult licensed professionals for guidance specific to their individual circumstances.

Watch the full interview:

This article was originally published on our website, which can be accessed here.

KW New Orleans welcomed Kristen Cronin, CEO and Founder of Chief Collective, executive coach, business strategist, and beloved KW MAPS Coach, for a deeply energizing conversation on identity, vision, and the mental frameworks that drive high-performing agents.

Every December, Kristen flies in to help our agents reframe the upcoming year — and every year, she leaves the room buzzing. This time, she went deeper, connecting neuroscience, behavior change, business planning, and personal alignment into a message that felt tailor-made for New Orleans agents navigating a complex market.

As Operating Principal Jeffrey Doussan, Jr. put it:

“If I don’t release the story I’m carrying, I can’t step into my future self. That’s the shift — and that’s what agents need right now.”

Why it matters

Real estate agents don’t just run businesses — they are the business.
Every gap in clarity, confidence, boundaries, or identity shows up in:

1. inconsistent lead generation

2. stalled pipelines

3. overworking

4. burnout

5. hesitation around pricing

6. fear-based decision-making

7. the “7-month no days off” pattern Kristen sees nationwide

Kristen’s message:
If you want your business to change, you have to change the story you’re operating from.

For agents across Greater New Orleans — where the market has been emotional, uneven, and strategy-heavy — this isn’t self-help fluff. It’s practical survival.

The big picture: Agents have more control than they think

Kristen explained that most agents are run by two internal forces:

1. The remembering self (stories, fears, old identity)

2. The experiencing self (present pressures, survival mode)

When those two fight, alignment disappears — and so does production.

Her core insight:

“Your future self already knows where you’re supposed to go. If you can’t hear that voice, it’s because the noise is too loud.”That noise shows up as:

1. “My day isn’t my own.”

2. “I can’t find my discipline.”

3. “The market just is what it is.”

4. “I don’t know what I want next.”

5. “Everything feels urgent.”

The solution isn’t hustle.
It’s clarity.

What Kristen wants every agent to understand

She outlined patterns she sees in agents nationwide — and how they connect to performance:

1. Agents forget they have a brand.

Real estate school teaches contracts.
Not identity.

But, as Kristen said:

“You would never go to medical school and then not choose what kind of doctor you want to be.”

Agents have the same choice.
When you understand your values and mission, you attract:

1. the right clients

2. the right transactions

3. the right pace

4. the right business model

And you repel the misaligned work that drains you.

2. The market isn’t the enemy — it’s just a variable.

Kristen used football stadium design, turf temperature, and shade placement as analogies for strategy:

Just like teams game-plan for environmental variables, so can agents.

Her message:
Stop blaming the field. Start studying it. Then build the strategy that fits.

3. Behavior change beats boot camp.

Agents love a challenge — 75 Hard, 30-Day Blitz, “Call 200 people today.”

But these collapse without identity work.

Kristen’s warning:
“If you don’t change the human, the plan won’t stick.”

And Jeffrey echoed it in the room:

“It’s okay if discipline hasn’t been easy the last three years. It’s not about fault — it’s about finding the path forward.”

How this connects directly to real estate agents

Kristen’s concepts translate into immediate business shifts:

Vision work clarifies your business model

If you don’t know your ideal future self, you won’t know:

1. your ideal client

2. your ideal lead gen system

3. your ideal schedule

4. your real capacity

5. your long-term wealth plan

Boundaries determine your production

Agents who lack boundaries:

1. say yes to the wrong clients

2. lose control of their days

3. burn out

4. never feel “caught up”

5. resent their business

Boundaries = professionalism.

Your values shape your marketing

A clear identity gives agents:

1. a consistent message

2. a recognizable brand

3. content that lands

4. clients who choose them intentionally

Strategic thinking beats brute force

In an unpredictable market, Kristen argues:
strategy > speed.
Agents who understand variables win.

The moment that hit the room

At one point, Jeffrey said:

“A lot of us have been punishing ourselves for the last few years. But if we stay in that story, we can’t build what comes next.”

The room went still.

Because every agent knew exactly what he meant.

Kristen then reminded everyone:

1. You can release old identities.

2. You can rewrite how you operate.

3. You can build a 20-year plan even if the last three felt like survival.

4. You can choose a different storyline — and a different pace.

That’s hopeful.
That’s empowering.
And in New Orleans, where agents often carry the emotional weight of the whole city, that message matters.

What comes next: One aligned action

Kristen closed with a challenge:
Choose one action that aligns with the future version of you.
Not ten.
Not twenty.
Just one.

A few examples for agents:

1. block lead-gen time and defend it

2. say no to a misaligned client

3. rework your 2026 plan based on who you actually want to be

4. remove one obligation that is draining you

5. hire leverage before you feel “ready”

6. shift your marketing to reflect your true identity

7. take an afternoon away from distractions to listen to your future self

Alignment begins with one step.

The bottom line

Kristen’s message is simple but powerful:

Agents succeed when their identity, strategy, and plan are in alignment.They fall into survival mode when those elements drift apart.

At KW New Orleans, we host leaders like Kristen because our agents aren’t just selling homes — they’re building lives by design.

And New Orleans deserves real estate professionals who lead with clarity, authenticity, and purpose.

The future of your business starts with the future version of you.

Disclaimer: This article is for general informational purposes only and does not constitute legal, financial, or real estate advice. Always consult qualified professionals when making decisions for your business or clients.

This article was originally published on our website, which can be accessed here.

KW New Orleans welcomed Zach Smith, Founder of Zach Smith Consulting & Design, and his partner Ron Loesel, for one of the most candid—and useful—conversations of the year on permitting, zoning, STRs, and the structural issues shaping New Orleans’ growth.

For real estate agents, this wasn’t civic theory.
This was transaction-level, client-level, deal-saving intel straight from two of the city’s most respected permitting and land-use experts.

As Jeffrey Doussan, Jr., Operating Principal of KW New Orleans, said:

“If you want to help clients make smart decisions, you have to understand how the city actually works—not how we wish it worked.”And that’s exactly why we bring these leaders into the room.

Why it matters

Every agent in New Orleans eventually hits the same wall:
a deal delayed—or destroyed—by permitting, zoning, or City Hall logjams.

A few examples from this year alone:

1. Buyers walking away after discovering old open permits

2. STR owners losing licenses mid-renovation

3. Restaurants leasing Magazine Street spaces they legally can’t use

4. Appraisers flagging illegal additions

5. Investors backing out due to unclear land-use

Our city’s permitting environment shapes:

1. What gets built

2. What sells

3. How fast transactions close

4. How neighborhoods evolve

And agents who understand that environment win more listings, protect more clients, and build bigger businesses.

State of play: A system in need of modernization

Zach and Ron didn’t sugarcoat the reality.

Ron put it plainly:

“The people inside City Hall aren’t the problem. They’re good people stuck in old, parochial, broken systems.”Zach added that the city’s permitting environment has been weighed down by:

1. Outdated technology

2. Unclear enforcement

3. Years of deferred investment

4. Leadership turnover

5. Slow post-COVID recovery

Agents feel it every day—clients trying to open businesses, convert garages, clarify zoning, or purchase multifamily often hit walls that make no sense from the outside.

As Jeffrey told the room:

“We don’t need agents guessing. We need agents guiding.”And that requires understanding the system well enough to spot red flags before clients spend money they can’t get back.

A hopeful shift: Why the experts see real change coming

Despite the long-standing challenges, both Zach and Ron made it clear:
There is a legitimate reason for optimism.

1. The incoming administration understands the problem.

With a mayor who has served on the City Council, permitting pain points aren’t theoretical—they’re lived.

2. Expect a renewed push for economic development.

More predictable permitting.
Clearer timelines.
Better zoning interpretation.
A shift back toward helping growth—not hindering it.

3. Safety & Permits may finally get the structural attention it needs.

Ron said it best:

“If City Hall works well, the whole community benefits. That’s why we want it fixed—not just for us, but for everyone trying to build something here.”For real estate agents, improved permitting doesn’t just mean faster approvals.
It means:

1. More investment

2. More renovated homes

3. Healthier commercial corridors

4. More buyers choosing Orleans Parish

5. More listings with fewer issues

Growth starts with functionality.

On STRs: A market defining itself in real time

Short-term rental policy remains one of the biggest wild cards in local real estate.
Zach and Ron broke down the landscape with rare clarity:

1. Inventory is oversaturated in some areas.

2. Banks hold over $100M in commercial STR loans—a major economic factor.

3. Illegal operators were finally purged, which benefits legitimate hosts.

4. A more restrictive commercial STR framework is coming, but existing legal operators who maintain licenses will likely remain protected.

5. Residential rules won’t be drastically loosened.

6. The transient lodging study is two years late and deeply flawed.

The takeaway for agents:
STRs remain lucrative for well-capitalized owners—but risky for newcomers who don’t understand zoning, nonconforming use, or the appeals process.

And that’s exactly where agents can add value—by knowing when to bring in experts before clients waste time or money.

When agents should call Zach & Ron (and why it matters)

This was one of the most practical moments of the session.

Ron’s immediate red-flag list for agents:

1. Any garage, shed, or accessory building clients want to convert or rent

2. Any property in Magazine Street’s restaurant/alcohol overlay

3. Any building with “C” zoning that requires conditional use

4. Any commercial STR plan or conversion

5. Any Healthy Homes rental property

6. Any “nonconforming use” building in mixed corridors

Jeffrey summarized the importance for agents:

“The best agents in this market know the limits of their expertise—and they bring in the right partners early.”KW New Orleans trains agents not just to close deals, but to become trusted advisors who understand the broader environment shaping housing, investment, and neighborhood growth.

That’s the difference between being a salesperson… and being a leader.

Big picture: New Orleans can still write a better future

Despite the challenges, the room walked away energized.

Why?
Because Zach and Ron reminded us that:

1. Systems can be rebuilt

2. Priorities can shift

3. Permitting can modernize

4. STR rules can stabilize

5. Economic development can accelerate

Both experts expressed genuine hope about the city’s next chapter:

1. A clearer sense of priorities

2. Renewed focus on core operations

3. Reform of outdated processes

4. Stronger alignment between Council and the Mayor’s office

New Orleans’ best days aren’t behind it.
But rebuilding momentum requires collaboration between government, residents, developers—and yes, real estate agents.

The bottom line

Real estate professionals sit at the intersection of:

1. Investment

2. Housing

3. Neighborhood identity

4. New business creation

5. Renovation

6. Population growth

If New Orleans is going to grow again, agents must be part of the conversation.

At KW New Orleans, we’re committed to hosting the city’s smartest voices—economists, policymakers, preservation leaders, bankers, developers, and permitting experts—because informed agents build stronger communities.

And stronger communities build a better New Orleans.

Ready to join the brokerage where leaders talk real estate?

KW New Orleans isn’t just a place to hang a license.
It’s where professionals come to understand the city, grow their influence, and lead conversations that shape our future.

If you’re an agent ready to grow your business and your impact—let’s talk.

Disclaimer: This article is for general informational purposes only and is not legal, financial, or real estate advice. Policies, zoning rules, and regulations change, and situations vary by property. Always consult a licensed Louisiana real estate professional or attorney for guidance on your specific case.

This article was originally published on our website, which can be accessed here.

If you’ve been wondering how artificial intelligence can actually help you run your real estate business—not in theory, but in real, practical, everyday tasks—our recent KW New Orleans AI workshop offered clarity, inspiration, and a whole lot of “wow” moments.

Held the day before Thanksgiving (because learning never stops here), the session brought together agents in person and online to watch live demos, troubleshoot real business challenges, and see how today’s AI tools can automate tasks, elevate marketing, and save hours of time each week.

Here’s a recap of what we covered and what every agent should be paying attention to.

AI Tools You Already Have Access To: Gemini Pro Through KW

Many agents don’t realize that your KW Google Workspace includes Gemini Pro, Google’s most advanced AI model—something that would normally cost $25/month per user.

Through your KW Gmail:

1. Click the “waffle” icon

2. Select Gemini

3. Make sure you’re logged into your KW account

The Pro version gives you access to advanced writing tools, photo editing, image generation, video tools, and AI-driven automation that aren’t available on personal Gmail accounts.

Google spent the last year quietly catching up to OpenAI. Today, Gemini Pro is competitive with (and in some cases better than) ChatGPT and Anthropic’s Claude. And you already have it.

Virtual Staging and Photo Improvement in Seconds

One of the biggest eye-openers was a live demo of AI-powered photo transformation.

We took a living room photo from an active listing, dropped it into Gemini, and used a simple prompt:

“Make this room look modern and updated, without changing the architecture.”In seconds, the space was completely restyled with new furniture, lighting, and décor—clean, appealing, and listing-ready.

Key reminders:

1. You must disclose virtual staging.

2. You may not change permanent features (ceiling height, floors, built-ins, etc.).

3. AI-generated photos must be checked carefully—sometimes it removes windows or adds a floating plant!

Still, compared to BoxBrownie, where virtual staging costs $28 per photo, AI offers agents a free, instant alternative with surprisingly high-quality results.

Using AI to Manage the 190 Tasks of an Agent

Gary Keller’s model outlines 190 tasks a real estate agent handles while growing a business. That includes marketing, lead follow-up, research, client communication, organization, and paperwork.

AI can support many of these tasks, including:

1. Writing client emails

2. Creating listing descriptions

3. Editing photos

4. Drafting newsletters

5. Designing marketing templates

6. Generating video scripts

7. Building simple websites

8. Organizing workflows

9. Summarizing contracts or reports

10. Translating technical questions into clear explanations

The message was clear: AI doesn’t replace the agent—it removes the friction that keeps agents from staying in relationship with their clients.

Building Custom Tools Without Coding

This part of the session stunned most people.

Using a platform called V0.app, agents can now “vibe code”—meaning they describe what they want, and AI builds the tool.

In the workshop, we built:

1. A QR code portal that allows agents to reuse physical yard-sign QR codes while updating the link behind them anytime.

2. A parking payment system connected to Stripe.

3. A prototype idea for a multi-listing landing page to showcase MLS and non-MLS listings together.

These are tools agents used to pay third-party companies for. Now, with the help of AI, you can build them yourself in minutes.

Automating Lead Emails, Especially for Leasing Agents

One agent shared a common challenge: drowning in online rental leads arriving through Zillow, Realtor.com, and other portals.

AI offered two paths:

1. Email Parsing + Zapier

Zapier can:

1. Read incoming lead emails

2. Extract key information

3. Automatically forward the lead into Command

This requires a bit of setup but becomes fully automated once built.

2. Screenshot + AI CSV Builder

For a simpler, no-integration approach:

1. Screenshot all leads

2. Drag them into Gemini or ChatGPT

3. “Create a Command-ready CSV import file from these leads.”

The AI pulls out names, emails, phone numbers, and property info—saving agents huge amounts of time.

Designing Beautiful Emails for Command Using AI

Command’s email builder can feel limiting.
AI solves that.

In the workshop, we asked Gemini to:

“Create a clean, modern KW-branded HTML template with red accents for a listing email.”It instantly produced a complete, formatted email.
Agents can then copy/paste the HTML directly into Command, bypassing design frustrations and giving your emails a polished, professional feel.

Your First Prompt Matters More Than Anything

One of the most important takeaways was learning how to talk to AI.

Geoff Woods’ prompt framework—Context, Role, Instruction, Tone (CRIT)—came up repeatedly.
A vague prompt produces vague results.
A clear prompt produces magic.

Example:

“You are a real estate marketing strategist. Create a KW-compliant property newsletter using a modern tone, red accents, and short, skimmable sections.”The output quality jumped dramatically.

AI Isn’t Replacing Agents—But Agents With AI Will Outperform

Throughout the session, one theme was consistent:

1. AI will help you work faster.

2. AI will save you money.

3. AI will automate tasks you hate.

4. AI will help you produce more, in less time.

5. AI frees you to do what actually matters: lead generate, negotiate, and serve your clients.

The agents who thrive in 2025 and beyond will be the ones who learn to use these tools—not perfectly, but consistently.

Put a sticky note on your computer:
“How can AI help me do this?”

You’ll be amazed at how often the answer is: A lot.

Disclaimer: This post is for educational and informational purposes only and does not constitute financial or legal advice. Agents should consult their broker, lender, or legal counsel for transaction-specific guidance.

This article was originally published on our website, which can be accessed here.

Driving the news:

New Orleans is facing one of the most challenging food insecurity spikes in more than a decade — and Second Harvest Food Bank is at the center of the response. This week, KW New Orleans welcomed Lindsay Hendrix, Chief Impact Officer of Second Harvest, for a powerful and deeply human conversation about SNAP changes, rising need, and what hope looks like in a year of crisis.

The room was packed. The energy was high. And Lindsay gave us the kind of leadership insight that reminds us why we host these conversations in the first place: because real estate professionals are community leaders — and community leadership starts with understanding the needs of our neighbors.

Why it matters

Second Harvest feeds families across 23 parishes, and the demand has surged at a pace few predicted.

1. In 2022, the food bank served 109,000 households per month.

2. By early 2023, it jumped to 140,000.

3. This fall, it reached nearly 150,000 households — in just one month.

And according to Lindsay, that growth is not slowing.

“The panic that our community was facing — the worry, the sleepless nights — it was unlike anything we’ve ever seen,” she told the room.For real estate agents, developers, lenders, and policymakers, these numbers are not abstract. Food insecurity touches housing stability, neighborhood well-being, public health, and the overall resilience of our city.

The big picture: SNAP turmoil and policy shake-ups

Lindsay broke down the major changes hitting Louisiana families, driven by both federal uncertainty and recent state-level decisions. These shifts include:

1. SNAP (food stamp) benefits were at risk during the federal shutdown drama.

Although SNAP is an entitlement program — meaning benefits should continue even without new appropriations — political brinksmanship left states scrambling.

Louisiana responded faster and more boldly than many others.

“I’m really grateful for our state’s leadership,” Lindsay said. “There were very few states that acted the way ours did — and none in the South.”Louisiana fronted emergency dollars to keep benefits flowing, prioritizing seniors, people with disabilities, and households with children.

2. New federal rules now require more people to work to receive benefits.

This includes:

1. Raising the age for work requirements

2. Changing how dependents are defined

3. Talk of forcing everyone to reapply at once

These changes disproportionately affect low-income families, seniors approaching retirement, and people recovering from illness or job loss.

3. States will soon carry a heavier load.

Under new policy proposals, states could be required to cover a much greater share of total SNAP benefits, not just administrative costs — a massive shift for poorer states like Louisiana.

A year of turbulence at Second Harvest

Lindsay didn’t sugarcoat it.

Between SNAP uncertainty and the high-profile split with the Archdiocese of New Orleans, 2025 became the most difficult year of her career.

She described donor confusion, paused contributions, and months of rebuilding trust. Their largest donor froze a $1 million gift for weeks. The team weathered leadership changes and public scrutiny — all while serving record-breaking demand.

But then something extraordinary happened:

An anonymous donor quietly stepped in to cover Second Harvest’s portion of the bankruptcy settlement. The food bank was spared from diverting critical operating funds.

“Honestly, I don’t care who they are,” Lindsay laughed. “Bless them.”The room erupted — because sometimes hope really does walk through the door unannounced.

What hunger really looks like in New Orleans

Lindsay reminded everyone that the stereotype of “the hungry” rarely matches reality.

The face of food insecurity today includes:

1. Seniors living on fixed incomes

2. Families between jobs

3. Parents working multiple part-time roles

4. People recovering from medical emergencies

5. Neighbors who just need help for a few months during a crisis

“Most people just need a little boost during a time of great need,” she explained.She shared the story of a man whose car broke down while in line at a food distribution. His neighbor — also in line — hooked a rope to his bumper and towed him through the line so he wouldn’t go home without food.

“That,” Lindsay said, “is community.”

How KW agents are showing up in their own neighborhoods

That same spirit of community has been on full display through KW New Orleans agents over the last few weeks.

Agents across the metro area have turned our annual food drive into a neighborhood movement — knocking on doors, sharing drop-off locations, and inviting their spheres to participate. Together, KW New Orleans agents have helped gather thousands of pounds of food, block by block.

It’s a natural connection:

1. Neighbors know their agents.

2. Agents know their communities.

3. And when a trusted local agent says, “Hey, let’s help Second Harvest fill some shelves,” people show up.

This is what we mean when we say real estate is a relationship business. It’s not just about closings — it’s about caring enough to show up when the city needs you.

What’s next: Systemic change starts locally

Lindsay’s call to action was clear:

1. Vote.

2. Call your representatives.

3. Pay attention to what’s happening at the state level.

4. Support organizations tackling root causes, not just symptoms.

She reminded us that legislators do listen to constituents — and that one of the most powerful things we can do is turn our frustration into phone calls, emails, and votes.

KW New Orleans will continue amplifying her insights, sharing her policy updates, and connecting our agents with ways to advocate for the city we love.

The bottom line

Lindsay Hendrix showed us what leadership looks like when the stakes are high: honest, compassionate, informed, and rooted in community.

At KW New Orleans, we believe real estate leaders should be civic leaders.
That’s why we bring the brightest voices — economists, preservationists, bankers, nonprofit innovators, policymakers — into our market center each week.

Because shaping the future of New Orleans takes all of us.

Want to join a brokerage that leads conversations that matter?

KW New Orleans isn’t just a place to sell homes — it’s a community of leaders shaping the future of our city.

If you’re an agent who wants to grow your business and your impact, let’s talk.

Disclaimer: This post is for informational purposes only and is not legal or policy advice. For questions regarding SNAP or public benefits, consult official state resources or an attorney.

This article was originally published on our website, which can be accessed here.