Smart city tech

Survey company wants to make collection information in Houston short, sweet, and to the point

Wyzerr, a member of Station Houston's Ion Smart Cities Accelerator, has a way to better collect information from citizens. Photo courtesy of Wyzerr

In a 2019 report card handed out by Cincinnati-based startup Wyzerr, Houston didn't do too well — It got a C, a 2.5 out of 4. Houston is passing, but just barely.

Wyzerr didn't give the city a bad rating; Houstonians did. In July, Wyzerr sent two researchers downtown to hang out near public places — bus stops, street corners, etc. Overall, respondents said they are satisfied with dining options, shopping, and the airports but were really struggling to embrace long commutes, poor local transit, and even public services: the police department, local government, schools and parking all got grades of C minus.

Wyzerr, which has ventured to Houston to partake in the ongoing Ion Smart Cities Accelerator out of Station Houston, is focused on creating surveys that make it easier for companies — and, increasingly, cities and airports — to collect useful information to improve their offerings.

"You can't build perfect cities," says Natasia Malaihollo, founder of Wyzerr. "But if you make small, incremental improvements, you can start to see a difference in communities (through Wyzerr's smart surveys)."

Wyzerr began in June 2014 and focused on designing smart survey for retailers. Now, the company works with more than 2,100 small and large businesses, including Kroger, Walmart, Facebook, Unilever — a lot of consumer packaged goods, Malaihollo says.

Wyzerr is focused on creating engaging surveys to better collect information. Photo courtesy of Wyzerr

Consumers interact with many of these brands on a near-daily basis, and Malaihollo estimates a person might get his with 7 surveys in a day — some of which require dialing in, or going online, or filling out responses on a sheet of receipt paper.

But Wyzerr makes surveys fun — they're interactive and game-like. Most importantly, though, they're short. Nearly every survey is designed to wind a customer through 25 questions about their experience with a certain retailer, product or service in 30 to 60 seconds. There's a science to it — shorter word counts on survey questions, for example, and making the final questions as engaging as possible, because people usually start answering more quickly, and maybe less thoughtfully, toward the end of a survey form.

Malaihollo calls this a design-focused approach to market research, and it has gotten results. In some surveys, Wyzerr was able to gather data on up to 20 percent of total consumers. Unlike most survey engagement, which usually falls lower, Wyzerr's data meets the threshold for statistical analysis — a valid sample size, in mathematics, is 10 percent of the population.

Two years ago, the Cincinnati Airport approached them. Amid a stream of reports that airports would develop into great hubs for the future of retail, the Cincinnati Airport team wanted a way to track shoppers' satisfaction as they trafficked through the terminals. Wyzerr created a survey that connected to the airport's Wi-Fi system — if users wanted to log on, they had to take a brief survey first.

"That ended up being our most successful campaign," Malaihollo says.

Wyzer, which has a team of 12, has raised $2 million and is getting ready to raise more. Upon completion of the accelerator program, the company will work with a Houston neighborhood for a pilot program, and the team hopes to get their survey system on the Wi-Fi system in Houston airports early next year.

Now, Wyzerr focuses on gathering data for smart cities — urban spaces that offer higher-tech solutions to regular city activities, like parking, and use electronic sensors to collect data that helps monitor the public. For example, cities across the U.S. have adapted free Wi-Fi on public transit, parking lot trackers, smart traffic lights to reduce congestion, automated bike-sharing programs and pedestrian detectors at intersections.

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Building Houston

 
 

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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