q&A

Fresh off $7.5M funding, this new-to-Houston tech company plans to grow and expand in life science space

Alex Reed, co-founder and CEO of Fluence Analytics, joined InnovationMap for a Q&A on the company's move to Houston and its growth plans. Photo courtesy of Fluence Analytics

Founded in 2012 in New Orleans, a tech company that provides software and hardware solutions for the chemicals industry has entered its next phase of growth by moving its headquarters to Houston following a $7.5 million venture capital raise

Fluence Analytics, which announced its recent raise led by Yokogawa Electric Corp. last month, has officially moved to the Houston area. The company's new HQ is in Stafford. Alex Reed, co-founder and CEO of the company, joined InnovationMap for a Q&A about what led up to the move and the future of the company, which includes expanding into the life science field.

InnovationMap: Tell me about Fluence Analytics — what does the technology do and why did you decide to start the company?

AlexReed: We have developed a patented technology that can optimize chemical production. We basically are able to measure what's happening in real time in a process. Imagine if you're baking a cake, and you follow this recipe and sometimes you get the cake you want, sometimes it's too dry, and sometimes it's not cooked enough. And so the polymers industry, for simplistic terms, has that type of an issue. You don't really know exactly where you're at your equipment behaves differently. Basically, what we're able to do is give them real-time information on what's happening as they're baking the cake so that every time they can get a perfect cake.

We have a software and hardware solution that we install in these plants to get these measurements so that our customers can optimize production — and they want to do that to improve their yield, reduce waste, increase safety, and improve quality. There are a lot of different reasons that companies are interested in our technology and we have managed to grow globally. We have customers in Asia, Europe, and the U.S.

We spun out of Tulane University. It's an interesting story because my dad is the inventor of the technology — he's a physics professor at Tulane. I grew up working in the lab with him literally since the age of 12, and I was super interested in technology and science and saw that he was working with all these chemical companies. They were always very interested in what he was working on. I got to the point where I realized that I didn't want to be a scientist — I was far more interested in the commercialization and how you go from lab to product. That transition is very difficult. So, I stepped into the role of the entrepreneur. We had the patents and technology for my dad, I had an excellent mentor, and then our other co-founder was a technical founder.

IM: When and why did you start considering an HQ move? 

AR: We raised our first institutional venture funding in April 2017. Up until that point, it was primarily working with customers and grant funding. We worked with actually a group that has an office here called Energy Innovation Capital. They came in and invested in us and supported us, and George Coyle joined our board.

So, we had that tie to Houston, and I was in Houston a lot because there was a concentration of partners and customers — and not just like chemical plant customers, but also technology and R&D centers. As we started to scale, we brought on some other investors — Mitsubishi Chemical, JSR Corp., and most recently Yokogawa Electric Corp., which has its North American headquarters in Sugar Land.

We started to just build momentum towards it. I'd say we first had the conversations pre-COVID and then COVID hit, and we'd kind of just stopped everything for a while, just to make sure we knew where the business was heading. We've made it through COVID fine and did well on coming out of it. Then we felt it was the right time to pick that thread back up. We knew it made sense. The labor pool is amazing here, and there's just so many reasons why we were looking at it. So then we just pulled the trigger.

IM: How did you decide on the Houston area? What drew you to Stafford?

AR: Initially, we had a little landing pad in the East End Maker Hub, so we got in there and they were awesome. We actually had started hiring remote people here in 2019 because we knew the move was going to happen at some point. We had a place for them to go work out of EEMH while we searched for a permanent facility. We connected with the Greater Houston Partnership, and they plugged us in to Houston Exponential, and they have been very good at introducing us to the right people. We just don't know the lay of the land to be honest, so they've been a great resource. We were looking originally on the northside of Houston, and then we saw the Stafford area. There's a huge concentration of similar type companies — automation, some software, some hardware. There were some tax advantages. We settled in the Stafford area and are very happy with the choice we made to end up here.

IM: I know you recently raised a $7.5M venture funding round. What does that funding mean for growth?

AR: Like any capital, the objective is to use it to grow. For us, "grow" has several different areas. One is the product. There's a very long roadmap of both hardware and software improvements that we want to make. So basically we're accelerating a lot of the things on our roadmap to do things like closed-loop control based on our data — imagine running a whole plant autonomously based on measurements that we're making. We're moving more and more toward that autonomous operation world and improving a lot of the actual underlying hardware, making the measurements, building out sales and marketing as we start to serve more and more customers. Product sales and marketing and customer success are the areas that we're scaling.

IM: As you grow your local team, what are you looking for?

AR: Field applications, software, some automation technicians, and more. We do have some life science applications. So, in addition to our core area on the chemical side, we have a product we've sold into biopharma, and so we want to grow some of that. We're actually hiring for a product manager for the life science side of the business. So, that one's a pretty unique opportunity and role.

IM: Considering your life science application, it seems like Houston is a good fit for that vertical as well, right?

AR: We're working with the Houston of today, but also the Houston of tomorrow, which is this life science play. The next phase is kind of following that innovation value chain. So, figuring out what's the R&D and manufacturing of these pharmaceuticals, and how you can attract more of those technology centers and factories to make the stuff here. If you look at the talent pool here, those resources are somewhat fungible with the resources that serve petrochemical and oil and gas.

This cross pollination I think actually could be quite an interesting differentiator for Houston if the city can build that critical mass. So yes, I think there is an opportunity for us to leverage this vision that Houston has for life science. Now, we'll still have to go to the coast to go to our customers, but I think talent pool, and eventually you might even have customers here. It's certainly feasible.

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This conversation has been edited for brevity and clarity.

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Building Houston

 
 

Fertitta and his family have gifted $50 million to UH's medical school. Photo courtesy

As Houston’s most high-profile billionaire and owner of the posh 5-star Post Oak Hotel and Houston Rockets, Tilman J. Fertitta has become synonymous with over-the-top opulence and big-time entertainment.

But the CEO of the massive Feritta Entertainment empire’s latest move has nothing to do with penthouses or point guards, but rather a legacy, game-changing appropriation meant to aid his home state’s health.

The longtime UH board member and former chairman and his family have just pledged $50 million to the University of Houston College of Medicine. In turn, the new medical school has been christened the Tilman J. Fertitta Family College of Medicine.

The projected school, upon completion. Rendering courtesy of University of Houston

This landmark gift aims to address the state’s critical primary care physician shortage, (especially in low-income and underserved communities), as well as attract innovation-focused scholars, UH notes.

Additionally, the grant is meant to further clinical and translational research, with an emphasis on population health, behavioral health, community engagement, and the social determinants of health, according to a press release.

Here is how the Fertitta family gift will be distributed:

  • $10 million funds five endowed chairs for faculty hires who are considered national stars in their fields with a focus on health care innovation. This portion of the gift will be matched one-to-one as part of the University’s “$100 Million Challenge” for chairs and professorships, doubling the endowed principal to $20 million.
  • $10 million establishes an endowed scholarship fund to support endowed graduate research stipends/fellowships for medical students.
  • $10 million will cover start-up costs for the Fertitta Family College of Medicine to enhance research activities including facilities, equipment, program costs and graduate research stipends/fellowships.
  • $20 million will create the Fertitta Dean’s Endowed Fund to support research-enhancing activities.

No stranger to writing big checks, Fertitta donated $20 million to UH Athletics — the largest individual donation ever — in 2016 to transform UH’s basketball arena into the now high-tech Fertitta Center.

CultureMap caught up with the CEO (who just sold his Golden Nugget gaming for $1.6 billion), best-selling author, and Billion Dollar Buyer to discuss his landmark gift.

CultureMap: Congratulations on this legacy grant, which has been a long time coming. What does this gift mean to you, now that it’s finally official?

Tilman Fertitta: This was a vision of our chancellors and, you know, I’m on my third, six-year term and not been the chairman for eight years — and we started working on this, seven, eight years ago.

To be able to be in the beginning and the nucleus, and the idea, and what we wanted, and to get the approval from Austin—to watch it come to fruition, how often does somebody get to do a naming gift at the same time they had a lot to do with the creation of the school? So, it was very special in my heart.

CM: Many know you as the CEO of a hospitality empire, author, and even TV personality. But not many know of your commitment to healthcare.


TF: I think there’s one thing in this world that we definitely should always be treated equally on, and that's that’s equal health care for all. This medical school will serve the whole community.

We’re trying to recruit students who want to be primary physicians who will take care of the community that we live in. It’s just something that was very important to me in my whole family.

CM: Academia, scholarship, and research aside, this could essentially be looked at as seed capital for a fledgling operation. Is that a fair assessment?

TF: I know where you’re going with this and yes, it’s no different than business.

I have the vision to know that being in nearly the third largest city in America and a top 100 university in the United States — as University of Houston is according to U.S. News & World Report — that I know what this is going to be in 50 years. It’s no different than looking at another business that you start and you can have the vision to see how successful it'll be in the years to come.

Being on the ground floor of the University of Houston Medical School and being a part of it from its inception, and to help the seed money that will attract other money, I know that in the years to come what a special nationwide medical school this is going to be — because it’s in one of the great cities of America.

So, to be a part of it today and still be a part of it when I’m not here 50 years from now, maybe even sooner than that [laughs], you know, it’s going to be something very special to always be attached to.

CM: Other Houston medical schools here have distinctions in pivotal research or groundbreaking procedures. Is there a specific direction you’d like UH Med to take, going forward?

TF: Honestly, you know, what I’ve been saying? There’s a significant shortage of primary care physicians, not only in the country, but in the state of Texas. We ranked number 47th in the nation.

What we need in the state of Texas, as well in Houston and everywhere, is primary care physicians to take care of your everyday people—and to see them to know if you need a specialist.

I hope that this medical school looks back and we see that they’re graduating more primary care physicians than any other university in the United States and that's our goal. We’re going to be a med school of the community.

CM: You have zero problem with issuing directives, Tilman. What’s your message to the first graduating class, the one that will initially benefit from this $50 million gold mine?

TF: Go out and take care of the people.

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This article originally ran on CultureMap.

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