granted

A Texas organization has doled out millions to Houston cancer-fighting professionals

Texas doctors and researchers received millions for their transformational work in cancer prevention and treatment. Getty Images

Researchers at medical institutions across the state have something to celebrate. The Cancer Prevention and Research Institute of Texas has made 71 grants this week to cancer-fighting organizations that total a near $136 million.

"CPRIT's priorities of pediatric cancer research and cancers of significance to Texans highlight this large slate of awards," says Wayne Roberts, CPRIT CEO, in a release. "Investments are made across the cancer research and prevention continuum in Texas unlike any other state in the country."

New to the awards this time around is the Collaborative Action Program for Liver Cancer, which has been claimed by Baylor College of Medicine's Hashem B. El-Serag.

"Texas has the highest incidence rates of hepatocellular cancer in the nation," El-Serag says in a release from BCM. "Our CPRIT funded Center will house infrastructure to support and enhance research collaborations among liver cancer researchers; to educate providers, researchers and the general public on best practices and opportunities to reduce the burden of liver cancer; and to engage private and public entities in policy initiatives."

Houston organizations also received recruitment awards, which reward Texas organizations for bringing in great minds from across the world. According to the release, CPRIT has brought in a total of 181 scholars and 13 companies to the Lone Star State.

Of the 71 grants, 58 represent academic research, 10 prevention, and three product development research. Here are the ones awarded to Houston organizations.

The University of Texas MD Anderson Cancer Center

  • $900,000 granted for Shao-Cung Sun's research in regulation of CD8 T cell responses in antitumor immunity (Individual Investigator Research Award)
  • $897,483 granted for Alemayehu A. Gorfe's research in characterization and optimization of novel allosteric KRAS inhibitors (Individual Investigator Research Award)
  • $3 million granted for Hashem B. El-Serag's research at The Texas Collaborative Center for Hepatocellular Cancer (Collaborative Action Program to Reduce Liver Cancer Mortality in Texas: Collaborative Action Center Award)
  • $2.46 million to Jessica Hwang for patient-centered liver cancer prevention in the Houston community (Collaborative Action Program to Reduce Liver Cancer Mortality in Texas: Investigator-Initiated Research Awards)
  • $3.51 million for Kevin McBride's Recombinant Antibody Production Core at Science Park
  • $199,804 granted for Andrea Viale's epithelial memory of resolved inflammation as a driver of pancreatic cancer progression (High Impact High Risk Award)
  • $6 million for the recruitment of Christopher Flowers, M.D. (Recruitment of Established Investigator Awards)
  • $2 million for the recruitment of Kevin Nead, MD, MPhil (Recruitment of First-Time, Tenure-Track Faculty Members Awards)
  • $2 million for the recruitment of Alison Taylor, PhD (Recruitment of First-Time, Tenure-Track Faculty Members Awards)
  • $2 million for the recruitment of Mackenzie Wehner, MD, MPhil (Recruitment of First-Time, Tenure-Track Faculty Members Awards)

Baylor College of Medicine

  • $5.38 million granted for Steven J. Ludtke's new capabilities for cancer research in the TMC CryoEM Cores (Core Facility Support Awards)
  • $1.35 million granted for Bryan M. Burt's novel endoscope-cleaning port for minimally invasive cancer surgery (Early Translational Research Awards)
  • $199,500 granted for Yohannes T. Ghebre's Topical Esomeprazole for Radiation-induced Dermatitis (High Impact High Risk Award)
  • $199,920 granted for Robin Parihar's targeting of cancer associated fibroblasts with anti-IL-11-secreting CAR T cells (High Impact High Risk Award)
  • $2 million for the recruitment of Umesh Jadhav, PhD (Recruitment of First-Time, Tenure-Track Faculty Members Awards)
  • $2 million for the recruitment of Stanley Lee, PhD (Recruitment of First-Time, Tenure-Track Faculty Members Awards)
  • $2 million for the recruitment of Ang Li, MD (Recruitment of First-Time, Tenure-Track Faculty Members Awards)
  • $1.29 million for Jane R. Montealegre's expansion of "a Community Network for Cancer Prevention to Increase HPV Vaccine Uptake and Tobacco Prevention in a Medically Underserved Pediatric Population"

Texas Medical Center

  • $5.44 million granted for William McKeon's Business-Driven Accelerator for Cancer Therapeutics (Core Facility Support Awards)

The University of Texas Health Science Center at Houston

  • $5.95 million granted for Zhiqiang An's Advanced Cancer Antibody Drug Modalities Core Facility (Core Facility Support Awards)
  • $2 million granted for Qingyun Liu's discovery and development of novel peptibody-drug conjugate for treating cancers of the digestive system (Early Translational Research Awards)
  • $199,998 granted for Leng Han's expression landscape and biomedical significance of transfer RNAs in cancer (High Impact High Risk Award)
  • $2 million for Lara S. Savas' Salud en Mis Manos that delivers "Evidence-Based Breast & Cervical Cancer Prevention Services to Latinas in Underserved Texas South and Gulf Coast Communities"

The University of Texas Medical Branch at Galveston

  • $3.55 million granted for William K. Russell's A Targeted Proteomics and Metabolomics Mass Spectrometry Core Facility at the University of Texas Medical Branch at Galveston (Core Facility Support Awards)
  • $199,996 granted for Brendan Prideaux's novel cellular-level imaging approach to assess payload drug distribution in tumors following administration of targeted drug delivery systems (High Impact High Risk Award)
  • $200,000 granted for Casey W. Wright's targeting ARNT and RBFOX2 alternative splicing as a novel treatment modality in lymphoid malignancies (High Impact High Risk Award)

The Methodist Hospital Research Institute

  • $200,000 granted for Robert Rostomily's development of a mini-pig glioma model and validation of human clinical relevance (High Impact High Risk Award)

Texas Southern University

  • $200,000 for Song Gao's alleviating SN-38-induced late-onset diarrhea by preserving local UGTs in the colon (High Impact High Risk Award)

University of Houston

  • $200,000 granted for Sergey S. Shevkoplyas' Novel High-Throughput Microfluidic Device for Isolating T-cells Directly from Whole Blood to Simplify Manufacturing of Cellular Therapies (High Impact High Risk Award)

Rice University

  • $2 million for the recruitment of Jiaozhi (George) Lu, PhD (Recruitment of First-Time, Tenure-Track Faculty Members Awards)
  • $1.67 million for the recruitment of Vicky Yao, PhD (Recruitment of First-Time, Tenure-Track Faculty Members Awards)

The Rose

  • $2 million for Bernice Joseph's Empower Her To Care Expansion

Legacy Community Health Services

  • $999,276 for Charlene Flash's "Increasing Breast and Colorectal Cancer Screening Rates for the Medically Underserved using Population Health Strategies at a Multi-County FQHC"

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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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