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Deloitte exec calls for advancements across the city as Houston's innovation ecosystem evolves

Amy Chronis runs the Houston office of Deloitte and serves on the sustainability board for the GHP. AlexandersPortraits.com

When Amy Chronis, the Houston managing partner for Deloitte, was asked to join the Greater Houston Partnership last year, she immediately started doing some research on some of the bigger picture issues the city is facing.

In March, as the chair for the organization's sustainability committee, she brought together a group of constituents to engage in a Smart Cities study with the goal to identify what Houston needs to focus on — what it wanted to be known for.

Overwhelmingly, the stakeholders wanted the city to be known for its innovation, something that surprised Chronis. The group pared down the eight topics of action into three they felt were most timely and then spent the rest of the time focusing on: clean energy, transportation, and smart infrastructure (technology and communication). Now, Chronis has a better understanding on what the city wants as she leads her committee for the GHP.

In her career, which has spanned the state of Texas, she's always served clients in various sectors. Specifically over her last 30 or so years in Houston, Chronis has seen the tide change within innovation, especially with large energy companies.

"We're not Silicon Valley, but Houston has so much going on in terms of development — in energy but also even in medical with the Texas Medical Center," says Chronis, citing advancements from the likes of Rice University, Houston Exponential, TMCx, Station Houston, and more. "Houston's got a lot more going on than people realize."

Chronis sat down to talk with InnovationMap about the change Houston companies are experiencing and her work with the GHP.

InnovationMap: What did you learn from the smart cities study you conducted for the GHP?

Amy Chronis: I learned a lot. It's affirming how much all types of people with different backgrounds care and are interested in this topic and are highly desirous of our region moving forward. I also learned that things are more complicated or difficult than we would like — in terms of funding initiatives, for instance.

IM: In terms of developing the city's workforce, what aspects of the community does Houston need to focus on?

AC: I think there was widespread agreement that we need to keep improving our educational outcomes for all our people. The issues around workforce development are critical for us to improve. It will take public-private partnerships to make real progress.

IM: What can Houston learn from other cities?

AC: I learned a lot about other Smart City initiatives that are being done and accomplishments made in other cities around the world. What those accomplishments have in common was a concerted effort by the city, region, and business leaders — all the stakeholders — to agree on smaller, attainable goals. Instead of trying to address something in a huge way, they nibbled at the edges, if you will.

IM: Do you think Houston is able to do that?

AC: Absolutely, I love Houston — in particular our manifest destiny and inherent pillar to our culture where everyone can make it. It's why I came here 30-something years ago and why my family and I love it here. I think hard work and opportunity still makes Houston a great city. We have the ability, we just need help bringing actionable steps forward.

IM: Switching gears a little, what's the role Deloitte and its clients are playing within Houston's innovation ecosystem?

AC: We like to think we're a real conduit for innovation and a digital transformation for many of our clients. We're very blessed to serve many of the large energy companies — and across industries — in Houston. It's really gratifying to see how much is being invested in research and development and the focus on innovation catalysts. I think there's an awareness now — more than there was a few years ago — that if you're not moving forward, then you're behind.

IM: How do you see the future of Houston's workforce?

AC: I think we have real progress to be made to make sure all of our citizens can achieve the education and opportunities they need. I'm heartened by public-private partnerships that are already underway.

As digitalization moves along, people talk about whether or not artificial intelligence and machine learning will replace jobs. It will replace some jobs, but it'll be far more important that young people still learn those really critical thinking skills. We will need people to evaluate data and make decisions — that critical reasoning will still be absolutely vital.

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Portions of this interview have been edited.

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Camilo Mejia, CEO and founder of Houston-based Enovate Upstream, has big plans for increasing efficiency across the oil and gas sector. Photo courtesy of Enovate

A Houston energy tech company announced a new artificial intelligence platform that aims to digitize the oil and gas sector to provide the best efficiency and return on investment at every stage of the supply chain cycle — from drilling and production to completion.

Enovate Upstream's exponential growth, says Camilo Mejia, CEO and founder of the company, has already led to two new strategic partnerships in the works with European and Latin American companies.

"We see a better future in the oil and gas industry," Mejia shares in an interview with InnovationMap. "Our team worked in various roles in O&G, and we don't think the industry will end up as some people may think. The future will be different and digitized, we are just here to facilitate that transition to give back to the industry that gave us a lot."

The company's proprietary cloud-based ADA AI digital ecosystem is challenging the assumptions of the industry by using new technology powered artificial intelligence to provide historical data with AI to give real-time production forecasting. Thanks to the cloud, users can access the information anywhere in the world.

The new platform combines three models — digital drilling, digital completions, and digital production — that provide precise data that can be customized to the client's needs, integrating into an existing platform easily for a real-time view of their return on investment and carbon emission output.

Mejia shares more about his company's growth and what goals Enovate Upstream is setting to continue the course of digitization in the oil and gas industry in the Q&A with InnovationMap.

InnovationMap: What inspired Enovate Upstream’s focus on artificial intelligence technology for the upstream value chain?

Camilo Mejia: For the past five or six years, there's been talk of digitalization, and the value of data. The next level is not the value of the data, it's about the automation, how you can improve operations, and how you can help customers to make better decisions. Every single technology that we are developing here is about the return of investment.

Our AI concept is about the physics behind the data. We are accelerating digital adoption by properly showing the tangible value of the technology by speaking the same language and showing the value from the oil and gas perspective, which was one of the challenges other AI technology faced to break into the industry before. Our artificial intelligence component upgrades this technology to optimize the industry while integrating it with this digital ecosystem all in one place. The digital ecosystem we're building covers the entire value chain.

One of the challenges the industry faces is around capital allocation — how we can help customers to properly allocate capital into projects, which is a fundamental way we forecast new projects. Another challenge is the size of the organization that ranges from corporations to small businesses. They have many opportunities to improve cost but that varies across companies.

We are overcoming that challenge in order to develop a technology that can show the inefficiencies between the sizes. The third challenge is the adoption of digital technology. There are two different ways of deploying artificial intelligence. One is data-driven analysis, data-driven models, or data trading — this is the foundation.

IM: What fundamental changes do you think your cloud-based ADA technology can provide across every stage of the value chain?

CM: The biggest change we have in the platform is revising the workflow based on the production size. We use the data the customers already have, to develop a model that changes the way we forecast production in the industry. Before you deploy the capital and execute the project, you are going to have a better idea of the maximum potential profitability, so you can make better decisions at any stage from that point.

One of the inspirations for this was Tesla. The automotive industry was failing to provide a self-driving vehicle because it was using mathematical approaches, but Tesla overcame that challenge using data of millions of drivers to drive and park the cars efficiently, optimizing the process.

We are doing exactly the same, which is applying mathematical equations only for drilling forecasts, production forecasts, and using the data from the wells to see how the projects are behaving. We also integrate the modules so every single module is communicating with each other at every stage to correlate back to a production forecast to set your targets or operation based on that expected return of investment.

Our concept is about the return of investment, in order to develop the ROI concept, you got to plan the events right and the varying size production, that becomes the second component. The third component is about optimization of operations, which is about automation to improve operations and therefore decision-making. We are developing technology that has a very modern interface to automate operations in a more intuitive way so customers can be independent in the process and make the best decisions.

IM: At the moment, there is a need for virtual connections. How does your technology allow certain hands-on tasks to be handled remotely?

CM: In many ways, we have a big project in the Gulf of Mexico. We place technologies that we are using in today's market and deploy a platform that customers can use independently. We can also automate operations to the cloud by just deploying, trimming the data out of the field straight to the cloud so that people in the field can actually use the AI component to optimize operations. We don't require face to face interaction using the cloud environment.

Since the coronavirus these digital components have been on demand, we have grown about 500 percent from the end of Q1 and into the middle of Q2. We are experiencing an acceleration in the adoption of digital technology, but the ability to deploy the technology through the cloud has been instrumental in gaining more traction in the market. As a matter of fact, just as an indicator, we have been hiring people since the start of the coronavirus.

IM: Enovate Upstream started a year ago since then you’ve experienced exponential growth. What are a couple of goals that the company will achieve by the end of the year?

CM: Our strategy is focused on the next level for the company, which is securing funding round with investors in London. We are also aiming to facilitate the deployment of our technology globally. We are focusing on the United States and Latin America, but we hope to expand our funding round to Europe and the Middle East.

Our other goal lies with our partnerships, we are working through a distribution channel, through larger service companies that are facilitating the commercialization of the technology. The focus is on enabling these companies to properly support the customers by doing more technology integration and increasing the value creation.

The next goal is obviously to sustain the company, even though we have been growing, there is a lot of uncertainty in the market, and we are focusing on building the culture of the company, which is challenging in a virtual space.

IM: How has Enovate Upstream navigated an unstable market amid your rapid growth?

CM: That's a good question. I think the lesson is that you can always end up in a different direction. Coronavirus is having a big impact on many businesses, often negatively, but for us, it was instrumental to realize the full potential of the technology we were developing.

We saw that the activity was going from operations to the financial sector with companies selling assets to sustain their business. There were a lot of customers trying to decide what kind of wells they need to continue producing, so that was a market that we didn't capture before.

We grew the technology in that direction by starting a second company called Energy Partners. We created a joint venture with some producers in South Texas to make better decisions in asset acquisition. It was instrumental for us to realize the full potential on the finance side, as opposed to operations where the initial focus was.

We have assets in South Texas now and from a technology standpoint, it's the ideal way to test our analytic technology. We use our technology to properly evaluate the return of investment to make decisions about acquiring assets to optimize the operations and increase production. We have the opportunity to prove the technology with our investments, so we can actually build trust with customers. We are 100 percent sure that the technology works the way we say it works.

IM: There’s a huge emphasis on sustainability in the energy industry. How does your technology reduce carbon emissions?

CM: There are two kinds of components here. The first one is about optimizing operations — personnel transportation at the field level. We have studied calculations of what carbon dioxide output looks like to reduce it in terms of optimizing transportation, technology, and contributing to innovative ideas. We are currently initiating a feasibility study on a carbon capture technology, and working with customers to provide value in the technology in various aspects.

IM: I see several partnerships have already begun. Are you looking for more and what role do these partnerships play for your business?

CM: We have two partnerships about to close. One is with Telefonica, a Spanish telecommunications company, and another with Pluspetrol, an Argentinian production company. Telefonica provides cybersecurity services to oil and gas companies, we actually work with them to deploy our technology in Latin America and Europe. They provide the cloud and cybersecurity component while we provide the AI component.

In terms of our technology development, Pluspetrol has been one of our partners from the very beginning and we continue developing more technologies with this particular customer. They provide us with access to real data and real operational conditions that facilitate technological innovation.

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