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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.

For newly named CEO of Topl, it's game on. Courtesy of Topl

From a business perspective, Kim Raath, founder and CEO of Topl, sees the challenges and expected recession caused by COVID-19 as an opportunity — and a test.

"A bunch of companies — like Airbnb — were built in the 2008 recession," Raath says on this week's episode of the Houston Innovators Podcast. "I'm excited to see if we make it through here, I think we can survive anything."

Topl was founded by Rice University graduates — Raath, James Aman, and Chris Georgen — to track impact in various industries, such as carbon footprints in oil and gas or fair wages for farmers in agriculture, via a robust blockchain network. The company closed a $700,000 seed round last year and is looking toward another round of investment this year — yes, even amidst the current situation.

Raath just recently took over as CEO for the company following the completion of her Rice Ph.D in statistics and a Master's in economics, and it was a perfect time for the founders to sit down and realign their company. Aman will continue to focus on the tech, Georgen will focus on the customer, and Raath will steer the ship.

"It was definitely a cool experience for us as founders to go through together, but I'm glad that all three of us came out of this excited about what we're doing moving forward," says Raath.

And then, the coronavirus hit, which, to Raath, has proven to be an added obstacle and an exciting time to be in the track and trace world of blockchain.

"A lot of these COVID-19 trackers that everyone is watching, the data is being pulled into these trackers in the same way you could be tracking your chocolate, diamonds, anything," says Raath. "I'm excited to see the virtual and digital side of this — people are realizing you can use data to visualize things — and at the same time use that data for informed decision making."

She's observed that people are actually thinking of the effects on supply chain — in more than just the business sense.

"I don't think any of us thought this much about supply chain. Most of us just went to the grocery store, and we had all these options," Raath says.

Raath, like many startup founders, have had to make some tough calls and some huge cuts to her business, which has been scrappy and bootstrapped most of its existence anyways. In the episode, she offers her fellow startup leaders some advice about making these cuts as well as reminds them, as well as herself, that everyone is in the same boat right now — ask yourself what you can do to stand out and survive.

"Everyone is in the same place — including your competition right now," Raath says. "You don't have control of the uncertainty — but no one does. What do you have control over right now and how can you act on that control. That's what my focus has been."

Listen to the full episode below — or wherever you get your podcasts — and subscribe for weekly episodes.