Guest column

6 things this Houston entrepreneur wishes he’d known before starting his company

Learn from the mistakes of a successful Houston entrepreneur — from teamwork tips to reasons why you should network with other startups. Emilija Manevska/Getty Images

Recently, I was asked what it took to build a startup in Houston. It has taken me three attempts to create a successful startup, and there were a few things that I wish I'd known right out of the gate.

Whether your goal is to exit through a sale, an IPO, or turn your team of pirates into something that looks like a company, your business model will determine how you earn revenue and profits, and you want it to be repeatable and scalable to survive. With that in mind, here are the things I've learned along the way and what I wish I had known before I started my career as an entrepreneur.

Location does matter 

Houston is great for food, sports, and massive rainfall, but it's difficult to find a large pool of talented full-stack software engineers who speak cloud. I recruited some of the best, but it was incredibly difficult to find them compared to markets like Austin, Denver, and San Francisco.

I've seen successful companies build two separate offices, one for a headquarters, and another for development, but for us, we didn't need to build a massive team, so we remained close to customers in Houston and hired a remote team in California. If you need to build a large engineering team, consider a different city or go remote.

Startups have well-defined phases 

Your startup is not a snowflake. There have been thousands upon thousands of entrepreneurs that have succeeded and failed, and a few people have studied them to understand their histories and roadmaps. I wish I learned from them before I began, instead of spending every waking hour building a product, and competing with development time for research.

Looking back, we followed the same trail taken by many other B2B startups, like: Product-market fit, sales optimization, customer success, marketing focus, and eventually scale. It's important to know which phase you are in, who you need to hire in each phase, and most importantly, how your role changes in each one.

Partner roles need to be well understood 

One of largest factors on your probability of success is your team. When choosing your partners, I would suggest using an odd number of people to break stalemates, and to always have a CEO. One person needs to be in charge of execution, I can tell you first hand that committees do not scale well when you need a high velocity of decision making.

When choosing your team, make note of Cal Newport's research on career capital, which is the rare and valuable skills that one can leverage help your startup succeed. If your friend knows how to code or understands databases, ask yourself if he/she is the best in their class, because these are skills that you can hire for or contract out. The traits that accelerated our success were a unique blend of domain expertise, petroleum-specific software knowledge, deep business development expertise, and strong sense of diligence and commitment, which is what became our culture.

Finally, you and your partners need to know what needs to be done, and how you can individually contribute. Your contributions will change in each phase, and each of you need to understand how your roles will change, and be prepared to adapt quickly. If one of your partners writes the first line of code, doesn't mean they'll be the CTO when you have 150 people, the person that makes the first sale may not be the CRO when you have a 30 person salesforce. For those with a large ego, it's one of the hardest things to accept, but must be acknowledged in order for a team to succeed.

Your idea is probably wrong, but that is okay 

We used agile and lean philosophies to build our organization, and our approach was centered around what Steve Blank calls "customer discovery," the understanding of how to find a product-market fit. These methods subscribe to the hypothesis that successful startups are defined by their team's execution, and not the idea alone. We ditched our first idea after two weeks and pivoted to a new one, and we learned from our customers very quickly and created over 115 prototypes in 10 months before making the first sale. Each group of customers saw a different prototype, and each beta-tester used a different design, a different stack, a different user experience. We had to learn quickly. Agile and lean processes helped us iterate quickly and discover what our customers needed, but a highly skilled team was needed to figure out how to use the processes correctly.

Connect with others who have made it

Success is a multi-variate formula that compounds every good and bad decision unequally. If you don't know the answer to a key decision, your team can help, if they don't know, then find another team that has navigated your trail to provide advice.

In Houston, there are not many teams who have been through this, we leaned on help from the Austin network. I'm a big believer in helping the community of entrepreneurs, and I am more than happy to throw down the rope to help others in their ascent.

Money is your oxygen

Lastly, learning to hold your breath isn't a long-term strategy for deep sea dives. You'll need to know how many months of oxygen you have in your bank account at all times. There is no magic number of months for runway, but I can tell you from experience that three months is too little for oil and gas tech startups, especially when OilCo's take three to six months to sign and pay your invoices.

I can't emphasize how difficult starting a company can be. By reflecting on the points I mentioned here, I believe that I would have avoided some pitfalls, and maybe even made it a little farther in the journey.

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James Ruiz is the founder of Houston-based Q Engineering, a data driven solutions company for E&P professionals.

Trending News

Building Houston

 
 

BUCHA BIO has raised over $1 million to grow its team, build a new headquarters, and accelerate its go-to-market strategy. Image courtesy of BUCHA BIO

A Houston company that has created a plant-based material that can replace unsustainable conventional leathers and plastics has announced the close of its oversubscribed seed funding round.

BUCHA BIO announced it's raised $1.1 million in seed funding. The round included participation from existing partners New Climate Ventures, Lifely VC, and Beni VC, as well as from new partners Prithvi VC, Asymmetry VC, and investors from the Glasswall Syndicate, including Alwyn Capital, as well as Chris Zarou, CEO & Founder of Visionary Music Group and manager of multi-platinum Grammy-nominated rapper, Logic, the startup reports in a news release.

“I’m excited to back BUCHA BIO’s amazing early market traction," Zarou says in the release. "Their next-gen bio-based materials are game-changing, and their goals align with my personal vision for a more sustainable future within the entertainment industry and beyond.”

The company, which relocated its headquarters from New York to Houston in February, was founded by Zimri T. Hinshaw in 2020 and is based out of the East End Makers Hub and Greentown Houston.

BUCHA BIO has created two bio-based materials using bacterial nanocellulose and other plant-based components. The two materials are SHORAI, which can be used as a leather alternative, and HIKARI, a translucent material that is expected to be formally introduced in November.

The fresh funding will help the company to accelerate its move into the marketplace next year by securing co-manufacturers to scale production. Additionally, the company is growing its team and is hiring for a new supply chain lead as well as some technician roles.

Per the release, BUCHA BIO is working on constructing a new headquarters in Houston that will house a materials development laboratory, prototype manufacturing line, and offices.

BUCHA BIO has the potential to impact several industries from fashion and automotive to construction and electronics. According to the Material Innovation Initiative, the alternative materials industry has seen an increased level of interest from investors who have dedicated over $2 billion into the sector since 2015.

“The time for rapid growth for biomaterials is now," says repeat investor Eric Rubenstein, founding managing partner at Houston-based New Climate Ventures, in the release. "BUCHA BIO's team and technical development are advancing hand in hand with the demands of brand partnerships, and we are excited to support them as they capitalize on this global opportunity.”

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