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3 Houston tech startups name new leadership members

These fast-growing companies have new personnel announcements to share. Photos courtesy

Three Houston startups have new hires they're excited about. From new board members to C-level execs, here's who's moving and shaking in Houston innovation.

Software company hires new product exec

Photo courtesy of Cart.com

Cart.com, an end-to-end e-commerce services provider, announced Michael Svatek as the company's first chief product officer. Formerly, Svatek served as chief product and strategy officer at Bazaarvoice and then co-founded and served as the CEO and head of product at Rivet Works, a cloud software platform.

"Michael's deep expertise across the e-commerce technology value chain coupled with his experience in M&A, strategic alliances, and entrepreneurship are one-of-a-kind in this industry, and a testament to our growth and trajectory at Cart.com," says Omair Tariq, Cart.com co-founder and CEO, in a news release. "We are so pleased to welcome Michael, a proven leader with an innate understanding of the Cart.com mission to unify and streamline the fragmented e-commerce value chain for brands of any size."

Earlier this year, Cart.com raised a $25 million series A funding round and emerged from stealth mode.

Fast-growing e-commerce startup lawyers up

Photo courtesy of GoExpedi

Houston-based GoExpedi, another tech company disrupting e-commerce, once again expanded its executive board, naming Julie Gremillion as general counsel. She has more than 10 years of experience in working with energy companies, and will lead the company's legal strategy, managing compliance and risk throughout the organization, and more.

"We are thrilled to have found Julie, one of the most experienced, savvy and well-rounded legal counsels in the industry," says Tim Neal, GoExpedi CEO, in a news release. "Her legal background in the energy space is beyond reproach. As we enter this next critical phase of growth, Julie's combined commercial and legal expertise will provide us with a platform for long-term and sustainable success."

GoExpedi also recently fundraised a $25 million round last fall.

Recently acquired therapeutics company adds board member

Photo via aiche.org

Clinical-stage biotechnology company, Coya Therapeutics Inc. has appointed Ann Lee., senior vice president of Cell Therapy Development and Operations at Bristol Myers Squibb, to the company's board of directors.

"Dr. Lee is one of the leading cell therapy technical development, supply chain and manufacturing executives in the biopharmaceutical industry," says Howard Berman, Coya CEO, says in a release. "At Coya, we are revolutionizing cell therapy manufacturing and supply chain management via proprietary cryopreservation to overcome prior limitations of Treg cell therapies. Dr. Lee's expertise will be instrumental as we advance in the clinic and build out manufacturing partnerships."

The company, which focuses on creating therapeutics for neurodegenerative and autoimmune diseases, announced earlier this year that it has completed a merger with Nicoya Health Inc. and raised $10 million in its series A.

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Building Houston

 
 

With the consumer price index rising 9.1 percent since last year, many Americans are evaluating new employment opportunities with better pay. However, employees would be wise to consider the risks of accepting a new position in the face of inflation and a possible recession, which could leave employers unable to sustain higher wages and generous benefits.

As a safer option in the longterm, employees may wish to ask for a raise from their current management, yet many do not know how to start the conversation. By understanding best practices for negotiations, employees can improve their chances of obtaining a pay raise without undermining relationships.

Understand the risks of job-hopping

Conventional wisdom suggests that job hopping can result in higher salary increases than an annual raise. During the pandemic, many employees took advantage of labor market shortages to secure new positions for higher pay. However, job hopping presents risks, particularly in an uncertain economic environment. Companies may institute “last in, first out” layoffs, leaving recent hires unemployed.

Even in strong economic conditions, job-hoppers face uncertain outcomes. When employees leave a company, they may leave behind teammates, mentors, client partnerships and friendships years in the making. These relationships can redevelop in a new organization, but employees may find themselves in an unfamiliar setting, facing unrealistic expectations or unexpected challenges that were not clear during the interview process.

Prepare ahead of time

Before approaching management with a request for a raise, employees should understand their own financial needs and how much additional compensation would improve their finances. If inflation has caused financial strain, employees should gather recent data on inflation, including the consumer price index, to share with management. The more information employees can offer about changing economic conditions, the more management will understand and accept their position.

Focus on the positive

Employees should begin a conversation about salary with praise for the organization and a reiteration of their commitment to the team. By beginning on a positive note, employees set the tone for a mutually productive conversation. Although employees may view salary negotiations as adversarial across the table, productive negotiations are a conversation with both employee and employer on the same team.

Likewise, while employees may worry about looking greedy, employees should not let that fear prevent them from opening the conversation. Employers also understand that employees work to meet their financial needs. While employers may face budget constraints or other considerations in salary allocation, strong management also recognizes the importance of nurturing growth among employees, both in compensation and job responsibilities.

Nonetheless, employees should focus the discussion on broader economic conditions like inflation, not on their personal budget items. By acknowledging the economic environment outside of the employer’s control, employees can then respectfully request their salary be adjusted for inflation.

Employees with a record of strong results can also gather data or performance reviews to demonstrate their contributions to the team beyond the expectations of their role. In doing so, employees can frame a salary increase as a celebratory recognition of the mutually successful partnership between employee and employer and an investment in the relationship.

Be flexible if negotiations stall

If employers decline to adjust an employee’s salary for inflation, employees should not give up on negotiating additional compensation or benefits. Rather than a pay raise, employees can ask for reimbursement for gas mileage or additional remote days to cut down on their commutes. If management declines a pay raise based on timing, employees can acknowledge that management may face budgetary constraints, remaining flexible but firm. For instance, a compromise may involve revisiting the discussion in three to six months.

As employees face record-breaking inflation, it remains critical to consider the risks of departing one role for another. By implementing best practices in salary negotiations, employees can secure a salary increase that matches inflation, avoid the uncertainty of job-hopping and invest in the future at their current company.

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Jill Chapman is a senior performance consultant with Insperity,a leading provider of human resources and business performance solutions.

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