Guest column

Here’s why you should pay attention to 5G in Houston

No one knows the full scope of what 5G will bring, but there's no better time than now to brace for, and embrace, the possibilities of 5G. Getty Images

Fifty years after Houston launched mankind to the moon, there's been a flurry of news about Houston launching 5G with claims of revolutionizing communication. However, some Houstonians are probably wondering — "why should I need faster internet to watch another YouTube video?" And, they're not alone. The truth is there are many questions unanswered around 5G — rightly so, because, similar to the moon-landing, its impact is more about what it will help create.

But, now is a good time to look ahead. As we ring in the New Year, I'd like to take a moment to review what 5G is, how the rollout is going, and importantly, why it matters to Houston and its future.

What's 5G again?

5G is the next generation of wireless technology after 4G (shocking, I know). Because 5G networks rely on much smaller and more closely-deployed antennae that can be fixed to existing physical structures (e.g. buildings, light poles) instead of traditional cell towers, signals can be carried faster and more reliably. It doesn't just mean faster streaming for your binge-worthy shows; it means better business opportunities. Nearly four in five (79 percent) Houston business executives agree that 5G will revolutionize their industry by offering new ways to provide products and services, according to Accenture's 2019 Technology Vision report.

Some of the winning characteristics of 5G include:

  • Speed: 5G is set to be much faster than previous generation networks, up to 100 times faster than existing 4G networks, offering speeds up to 10 gigabits per second.
  • Latency: We'll see much less delay or lag. To put it into perspective, 4G networks latency is typically around 40-50 milliseconds. With 5G, it should be one millisecond or less, going undetectable to the user.
  • Capacity: 5G has greater capacity, meaning networks will be able to cope better with many high-demand applications at once — from connected cars and augmented reality experiences and simultaneous HD video streaming.
  • Reliability: 5G is also expected to be ultra-reliable, allowing more critical use cases such as emergency responses and industrial applications.

How's it going?

2019 saw continued progress on 5G. All the four major U.S. mobile service providers have deployed 5G commercially in Houston, making it one of the leading U.S. cities when it comes to 5G deployment.

2020 will be a building block, and we're sure to see advancement across three key areas: networks, devices and experiences. These aspects are the three legs of the 5G stool and grow interdependently. For example, the network build-out will accelerate adoptions of devices and 5G-enabled experiences. In turn, demand for new, enhanced 5G-powered experiences will drive more network deployment and device purchases this year and beyond. There are also perceived barriers to adoption among business leaders, including the upfront investment, security, and employee buy-in, which will need to continue to be addressed.

Why should Houston care?

To begin, possibilities are countless for virtually all key Houston industries, including the energy sector, from transporting a technician to an oil rig via virtual reality or overseeing pipeline repairs remotely, to handling hazardous chemicals safely without direct human contact.

Another area 5G can be applied would be for smart vehicles, connected roads and other municipal infrastructure. It is estimated that smart city applications (which Houston is starting to make some real progress around) made possible by 5G networks could create three million new jobs and contribute $500 billion to U.S. GDP over the next seven years, while helping citizen lives be safer and more convenient.

Above all, as Houston continues to race toward building a world-class innovation ecosystem and a sustainable, thriving economy, we simply can't take our foot off the gas in the 5G race — much like the moon race. It's an imperative that the region continue to lead in 5G network adoption and that our local industries and businesses envision, plan and develop new ways of working.


When Henry Ford invented the automobile for the masses, he could not have foreseen how it would catalyze tourism, retail consumption, labor mobility or urbanization. Likewise, no one knows the full scope of what 5G will bring, but there's no better time than now to brace for, and embrace, the possibilities of 5G.

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Brian Richards is the Houston innovation hub director at Accenture and board member at Houston Exponential.

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Building Houston

 
 

Gaurab Chakrabarti, the CEO and co-founder of Solugen, shared his entrepreneurial journey on the SXSW stage this year. Photo courtesy of the Greater Houston Partnership

At a fireside chat at SXSW, a Houston founder pulled back the curtain on his entrepreneurial journey that's taken him from an idea of how to make the chemicals industry more sustainable to a company valued at over $2 billion.

Gaurab Chakrabarti, the CEO and co-founder of Solugen, joined the Greater Houston Partnership's Houston House at SXSW on Monday, March 13, for a discussion entitled, "Building a Tech Unicorn." In the conversation with Payal Patel, principal of Softeq Ventures, he share the trials and tribulations from the early days of founding Solugen. The company, which has raised over $600 million since its founding in 2016, has an innovative and carbon negative process of creating plant-derived substitutes for petroleum-based products.

The event, which quickly reached capacity with eager SXSW attendees, allowed Chakrabarti to instill advice on several topics — from early customer acquisition and navigating VC investing to finding the right city to grow in and setting up a strong company culture.

Here are seven pieces of startup advice from Chakrabarti's talk.

1. Don’t be near a black hole.

Chakrabarti began his discussion addressing the good luck he's had standing up Solugen. He's the first to admit that luck is an important element to his success, but he says, as a founder, you can set yourself up for luck in a handful of ways.

“You do make your own luck, but you have to be putting in the work to do it," Chakrabarti says, adding that it's not an easy thing to accomplish. “There are things you can be doing to increase your luck surface area."

One of the principals he notes on is not surrounding yourself with black holes. These are people who don't believe in your idea, or your ability to succeed, Chakrabarti explains, referencing a former dean who said he was wasting his talent on his idea for Solugen.

2. The co-founder dynamic is the most important thing.

Early on, Chakrabarti emphasizes how important having a strong co-founder relationship is, crediting Solugen's co-founder and CTO Sean Hunt for being his "intellectual ping-pong partner."

“If you have a co-founder, that is the thing that’s going to make or break your company,” he says. “It’s not your idea, and it’s not your execution — it’s your relationship with your co-founder.”

Hunt and Chakrabarti have been friends for 12 years, Chakrabarti says, and, that foundation and the fact that they've been passionate about their product since day one, has been integral for Solugen's success.

"We had a conviction that we were building something that could be impactful to the rest of the world," he says.

3. Confirm a market of customers early on.

Chakrabarti says that in the early days of starting his company, he didn't have a concept of startup accelerators or other ways to access funding — he just knew he had to get customers to create revenue as soon as possible.

He learned about the growing float spa industry, and how a huge cost for these businesses was peroxide that was used to sanitize the water in the floating pods. Chakrabarti and Hunt had created a small amount of what they were calling bioperoxide that they could sell at a cheaper cost to these spas and still pocket a profit.

“We ended up owning 80 percent of the float spa market,” Chakrabarti says. “That taught us that, ‘wow, there’s something here.”

While it was unglamourous work to call down Texas float spas, his efforts secured Solugen's first 100 or so customers and identified a path to profitability early on.

“Find your niche market that allows you to justify that your technology or product that has a customer basis,” Chakrabarti says on the lesson he learned through this process.

4. Find city-company fit.

While Chakrabarti has lived in Houston most of his life, the reason Solugen is headquartered in Houston is not due to loyalty of his hometown.

In fact, Chakrabarti shared a story of how a potential seed investor asked Chakrabarti and Hunt to move their company to the Bay Area, and the co-founders refused the offer and the investment.

“There’s no way our business could succeed in the Bay Area," Chakrabarti says. He and Hunt firmly believed this at the time — and still do.

“For our business, if you look at the density of chemical engineers, the density of our potential customers, and the density of people who know how to do enzyme engineering, Houston happened to be that perfect trifecta for us," he explains.

He argues that every company — software, hardware, etc. — has an opportunity to find their ideal city-company fit, something that's important to its success.

5. Prove your ability to execute.

When asked about pivots, Chakrabarti told a little-known story of how Solugen started a commercial cleaning brand. The product line was called Ode to Clean, and it was marketed as eco-friendly peroxide wipes. At the time, Solugen was just three employees, and the scrappy team was fulfilling orders and figuring out consumer marketing for the first time.

He says his network was laughing at the idea of Chakrabarti creating this direct-to-consumer cleaning product, and it was funny to him too, but the sales told another story.

At launch, they sold out $1 million of inventory in one week. But that wasn't it.

“Within three months, we got three acquisition offers," Chakrabarti says.

The move led to a brand acquisition of the product line, with the acquirer being the nation's largest cleaning wipe provider. It meant three years of predictable revenue that de-risked the business for new investors — which were now knocking on Solugen's door with their own investment term sheets.

“It told the market more about us as a company,” he says. “It taught the market that Solugen is a company that is going to survive no matter what. … And we’re a team that can execute.”

What started as a silly idea led to Solugen being one step closer to accomplishing its long-term goals.

“That pivot was one of the most important pivots in the company’s history that accelerated our company’s trajectory by four or five years," Chakrabarti says.

6. Adopt and maintain a miso-management style.

There's one lesson Chakrabarti says he learned the hard way, and that was how to manage his company's growing team. He shares that he "let go of the reins a bit" at the company's $400-$500 million point. He says that, while there's this idea that successful business leaders can hire the best talent that allows them to step back from the day-to-day responsibilities, that was not the right move for him.

“Only founders really understand the pain points of the business," Chakrabarti says. "Because it’s emotionally tied to you, you actually feel it."

Rather than a micro or macro-management style, Chakrabarti's describes his leadership as meso-management — something in between.

The only difference, Chakrabarti says, is how he manages his board. For that group, he micromanages to ensure that they are doing what's best for his vision for Solugen.

7. Your culture should be polarizing.

Chakrabarti wrapped up his story on talking about hiring and setting up a company culture for Solugen. The company's atmosphere is not for everyone, he explains.

“If you’re not polarizing some people, it’s not a culture,” Chakrabarti says, encouraging founders to create a culture that's not one size fits all.

He says he was attracted to early employees who got mad at the same things he did — that passion is what makes his team different from others.

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