Who's who

3 Houston innovators to know this week

These three entrepreneurs saw a need in their industries and created their own solutions. Photos courtesy

A true innovator is someone who's able to look past how something has been done for years — decades even — and be creative enough to find a better way to do it.

From redesigning conventional lab space to seeing a niche opportunity for luxury home rentals, these three innovators to know this week have made strides in changing the game.

Caleb Bashor, professor at Rice University

Photo courtesy of Caleb Bashor

Not all labs are created equal — or affordably. Caleb Bashor, a professor at Rice University, along with seven colleagues, created a DIY lab to further research efforts based at the university.

The DIY lab, eVOLVER, comprises three modules: a customizable "smart sleeve" housing and interface for each culture vessel, a fluidic module that controls movement of liquid in and out of each culture vessel, and a modular hardware infrastructure that simplifies high-volume bi-directional data flow by decoupling each parameter into individual microcontrollers.

"The prototype 16-chamber version of eVOLVER described in the new paper cost less than $2,000, cheaper than what a lab might pay for a single continuous culture bioreactor," Bashor says. Read more about the eVOLVER here.

Sébastien Long, founder and CEO of Lodgeur

Photo courtesy of Lodgeur

Sébastien Long ended up in Houston by chance, and the city ended up being a great place to take his luxe apartment rental business plan and turn it into a reality. Houston-based Lodgeur is a rental company that takes the convenience of Airbnb and adds in the luxury experience of a hotel.

Long identified stylish apartment complexes and built his business which now has a couple properties downtown that are attractive to a niche market of clientele.

"We're roughly split between leisure guests and business travelers," Long says. "They want to feel like they're staying in a home away from home." Read more about Lodgeur here.

Gustavo Sanchez, co-founder and CEO of Pandata Tech

Photo courtesy of Pandata Tech

In oil and gas, proper data management can be the difference of millions of dollars in savings. Pandata Tech can run a data quality check for its oil and gas clients — and even engages automation and machine learning for quicker, more thorough results.

Gustavo Sanchez, co-founder and CEO of the company, is looking to bring his data systems into new industries, like health care, where data management can be hectic, overwhelming, and crucial to life-saving opportunities.

"There's so much data, and it's so noisy, that it's hard to know whether the data can be trusted or not," Sanchez says. Read more about Pandata Tech here.

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Building Houston

 
 

During a crisis, it's easy for startup leaders to panic and make things worse. Here, we'll discuss how staying grounded will get you through a crisis. Miguel Tovar/University of Houston

The great pandemic of 2020 has brought to the surface the issue of crisis management. Especially with nationwide business shut downs in the last eight months, many companies are on a rocky road of uncertainty. Entrepreneurs are unsure of what the future holds after seeing revenues slow or halt in some cases. Layoffs, RIFs, budget cuts, departmental downsizing; all inevitable.

Way too many startup founders aren't equipped or experienced when it comes to crisis management. "In order to keep your startup going, you have to know how to identify a crisis before it spreads like a cancer and how to make big changes and big decisions fast and often," says Gael O'Brien, the ethics coach for Entrepreneur.com.

"Any time in which the world stops functioning in a way we're used to, a deviation from the norm, that might be the biggest early sign of a crisis about to rear its head," she continued.

Admitting you have a problem

O'Brien stresses that a leader should create an easy process whereby one can identify a crisis in its infancy. The key here, she says, is to make sure to recognize a crisis before it starts to consume your company. You'll have to learn how to contain the crisis by leading the charge in rapid decision making. Many entrepreneurs simply refuse to admit there's a problem at hand. Many times, admitting there's a crisis means admitting one was wrong. It also means they may have been wrong for years.

These entrepreneurs that refuse admitting there's a crisis often do so with common refrains like "I didn't want to scare anyone" or "if I admit I was wrong this whole time I'll lose respect."

"Great leaders aren't afraid to put their company first, even if it means a blow to the ego. These leaders are not afraid to inform everyone that might be affected know there is a crisis," O'Brien explained.

"They contain the problem and prevent it from becoming unmanageable. Good leaders don't opt for a temporary Band-Aid-like fix either. They aim for a permanent solution."

Casting for a crisis management team

There are two common mistakes startup leaders make when it comes to crisis management. The first is that they can miscast a crisis management team. Meaning, they put the wrong people in decision-making roles. You want people on your crisis management team who are not going to feel they will be blamed for a crisis or for controversial decisions.

When one is afraid of being blamed for something, they are more likely to obstruct and lie so that the team's focus is diverted. "These are people that will omit objective and relevant information if it means saving their own reputation or job. You want people that put the team first," said O'Brien.

Communication during a crisis

The second common mistake startup leaders make during a crisis is that they tend to under-communicate. It becomes habitual to keep things close to the chest. To become secretive during a crisis. Managers might feel that the less people know, the less chance there is of panic. However, doing this opens your company up to wild speculation among employees. Assumptions. And these assumptions are never good.

"You have to be forthright. It's not just that people have a right to know what's going on in their own company. It's also that if you leave yourself up to speculation, people will grow frustrated and worse, scared. Scared people make crises worse," said O'Brien.

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This article originally appeared on the University of Houston's The Big Idea. Rene Cantu, the author of this piece, is the writer and editor at UH Division of Research.

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