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3 Houston innovators to know this week

This week's Houston innovators to know are Jan Odegard of The Ion, Josh Feinberg of Otso, and Patrick Schneidau of Truss. Courtesy photos

The month is, thankfully, flying by, and InnovationMap has another set of Houston innovators to know this week that are all reacting to COVID-19 and its unique set of challenging consequences across industries — from commercial real estate to software.

Jan E. Odegard,  senior director of Academic and Industry Partnerships at The Ion

Jan E. Odegard is the senior director of Academic and Industry Partnerships at The Ion. Photo courtesy of The Ion

When it comes to envisioning normal life after COVID-19, Jan Odegard realizes things will probably change for good. In a guest column for InnovationMap, he writes that, as a society, "we may never work and learn the same again." The Ion is trying to prepare the city for this affected future.

"As senior director of Academic Programming, my job will be to implement those ideas and move new programs forward," he writes. "To do this, the team is developing and pivoting programs we had on the drawing board and are engaging in conversations with academic stakeholders, workforce development programs and executives with innovation-driven hiring needs."

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Josh Feinberg, co-founder of Otso

Josh Feinberg is the co-founder of Otso and Tenavox. Photo courtesy of Otso

Josh Feinberg hates security deposits. It's a sum of money sitting in an account, not earning interest and not doing either the landlord or the tenant any good.

That's why Feinberg and his co-founder, Marissa Limsiaco, created Otso. The duo previously founded Tenavox, an online portal for commercial real estate listings for brokers to generate leads, and have now launched this fintech platform that provides landlords with an alternative to cash security deposits.

Feinberg tells the Houston Innovators Podcast that, while he originally envisioned Otso to be a new deal product for landlords to offer an alternative to cash deposits, he saw the tool as an opportunity for small businesses struggling to pay rent that have a shortage of liquidity. He tossed out the original marketing plans and pivoted to present Otso as that liquidity solution for small business tenants.

Click here to read more and stream the podcast.

Patrick Schneidau, CEO of Truss

Patrick Schneidau is the CEO of Truss. Photo courtesy of Truss

Patrick Schneidau, CEO of Houston-based Truss, was trying to figure out his startup's role amid the COVID-19 crisis, and says he felt called to do something to help families separated due to strict emergency visitation rules at hospitals.

"You read all the stories of loved ones not being able to be together during this time," Schneidau says. "That was the area we wanted to focus on."

Schneidau describes the software as a secure portal for small groups to interact via smart devices. Physicians can interface with family members via video chat or recorded messages, as well as answer any questions.

Click here to read more.

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Building Houston

 
 

Progress and feedback will help you reach your organization's DEI goals. Photo via Pexels

Houston is often touted as the most diverse city in the country, but with that comes the responsibility of making sure we are creating inclusive and equitable opportunities that reflect the communities we serve.

With the current state of our country dealing with the COVID-19 pandemic, as well as social and political issues, employers across the city have searched for the right thing to say and do to help their employees and customers during this time when personal feelings and beliefs impact the workplace more now than ever. While there isn't a one-size-fits-all approach to implementing DEI across an organization, here are a few steps and considerations companies can take to ensure DEI is a priority moving forward.

Understand your audience

It's important to understand the perspectives of those you serve. Identifying your audience will help develop a DEI strategy that addresses concerns from multiple lenses. At Houston Methodist, we focus on our patients, employees and the communities we serve. Anyone building a DEI program needs to not only be cognizant of their audience, but also understand their needs in today's climate before spending time and resources to develop initiatives that will address those needs. Ultimately, this will help shape a more impactful approach to DEI within your organization.

Define success

When developing a DEI strategy, success may seem overwhelming or lofty. But, viewing success as progress will help your organization accomplish your goals in a way that employees and other stakeholders will benefit from in the long run.

Set strategic and measurable goals that clearly state what your organization wants to achieve through its DEI efforts. These goals need not be big at the onset; make sure they are attainable. Most importantly, it's critical to revisit your goals on a regular basis and identify gaps, and be willing to pivot, if needed, along the way so your organization eventually reaches its goals. At the hospital, we've developed a DEI dashboard for all departments in our hospitals to help us with setting those measurable goals. Once measurable goals are identified, a DEI scorecard will be used to identify progress for departments and our organization year over year. When people are able to easily track and see progress or gaps, it will make it easier to reach desired goals.

An organization can't be successful with any new type of program if everyone within the organization doesn't understand the importance of DEI in their department and within the company as a whole. Progress often starts with one person. Providing training to employees about the impact that DEI can have on their day-to-day work will help them champion that within the organization. For example, we've launched something at our hospital called "Together We Grow," a training program aimed at building a foundation for what DEI is by exploring everyday scenarios employees may encounter. This program first started with leadership and is now available to all employees within the hospital system.

Establish a timeline

Once measurable goals have been established, develop a timeline for accomplishing those goals. By selecting two or three goals that can be focused on over a particular time period (i.e., six months or one year), your organization can implement targeted programs and best practices to drive the success of DEI for a more long-term plan. It's ok if not every program is up and running within the year; creating milestones along the way will give your organization time to grow its DEI efforts and aspire to something meaningful for your employees, customers or community. The need for DEI doesn't go away, so it's important to continue efforts year-round with a growth mindset.

Evaluate how DEI holistically fits into your business

A DEI department, team or individual can't be successful if the work isn't aligned with the mission of the organization. It does not help if an organization has competing priorities, so DEI goals must be embedded in your organization's business goals.

Additionally, it's also important to have leadership set the tone for the rest of the organization to follow. Executive leaders that fully commit to the organization's DEI efforts and promote transparency, feedback and accountability for those programs will yield the most meaningful and lasting results.

Recognize your ‘why’

As a business, it's important to understand why DEI is important for your organization's success. You need to both be able to understand and articulate the business case for why diversity matters in your organization. Studies like this one from Boston Consulting Group continue to show a positive correlation between workforce diversity, innovation and overall company performance. The workforce is constantly changing and becoming more diverse, so making sure your organization is adapting to those different perspectives and taking into consideration why this work is vital to your employees, customers and your community will help turn DEI ideas into action.

For many health care organizations, health equity has shaped community engagement efforts and programs. Addressing health equity for racial, ethnic and social minorities in the Greater Houston area has been a priority for Houston Methodist for nearly 30 years, and this work has also informed and strengthened our DEI efforts in the communities we serve.

In conclusion, remember progress and feedback will help you reach your organization's DEI goals. For these initiatives to be effective, everyone within your organization must understand that each person plays a role in shaping the success of DEI efforts.

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Arianne Dowdell is vice president, chief diversity, equity and inclusion officer at Houston Methodist.

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