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Updated: 3 Houston startups make strategic C-suite hires

Optellum, Liongard, and Cart.com have hired new members to their executive teams. Photos courtesy

A handful of Houston tech startups have recently announced new appointments to their C-suites. A med tech company with its national headquarters in Houston has a new leader, a Houston software has a new exec focused on strategy, and a e-commerce company has a new chief revenue officer.

Optellum names new CEO

Jason Pesterfield will lead United States operations for Optellum. Photo courtesy of Optellum

Optellum, a medical software startup based in the United Kingdom and has its United States HQ in Houston, has appointed Jason Pesterfield as CEO to lead growth in the U.S. clinical market. Optellum AI-based software enhances early lung cancer diagnosis and therapy with its medical device software platform, Virtual Nodule Clinic.

Pesterfield was previously the president and CEO of Veran Medical Technologies, a leader in image-guided lung cancer diagnosis. He brings 25 years of leadership experience in the medtech sector. Optellum was founded by Václav Potěšil, Lyndsey Pickup, Timor Kadir, Professor Sir Mike Brady, and Jérôme Declerck.

"It took us almost a year to find the right successor who shares our vision and has the right expertise to take Optellum on to the next stage of growth," says Potěšil in a news release. "I am really excited to work with Jason, to make Optellum's platform available to every clinician in the USA and around the world, and to help them diagnose their lung cancer patients as early as possible. With Jason on board, I can focus on advancing Optellum's vision to transform early lung cancer therapy through partnerships that harness the power of AI software combined with molecular diagnostics, robotics and interventional devices, and drugs."

Liongard announces chief strategy officer

Patrick Schneidau is the chief strategy officer for Liongard. Photo courtesy

​Houston software-as-a-service company, Liongard, has named Patrick Schneidau as chief strategy officer. The company, founded in 2015, was a 2021 InnovationMap Awards finalist and reported that the team was looking to expand by around 70 new hires over the next year.

"Liongard is an incredible Houston growth story," Schneidau tells InnovationMap. "Our founders, Joe Alapat and Vincent Tran, have built a first-class team that allow technology service providers to operate at 10x by providing unprecedented insight and data into the systems deployed in the modern IT stack. In a rapidly growing market, they are quickly becoming 'must have' technology. I'm excited to join to team to accelerate their growth into new markets and with new products."

Schneidau spent over a decade at Houston-based PROS before serving in C-level positions at two other Houston startups — Commtrex and Truss. He's also previously served as talent committee chair for Houston Exponential.

Cart.com hires a new chief revenue officer

Randy Ray is Cart.com's first chief revenue officer. Photo courtesy of Cart.com

Fresh off its $98 million series B, Cart.com has named its first chief revenue officer. Randy Ray is tasked with driving sales growth across the company. He has over 15 years of sales and operations experience and was previously senior vice president at supply-chain solution provider High Jump.

"I've worked with the world's biggest retail and SaaS brands, and I've seen the need for a unified Ecommerce-as-a-Service hub to create operational efficiencies and unlock scalable success," Ray says in a press release. "I'm a firm believer in the Cart.com mission to drive success for online brands, and I'm looking forward to tripling our sales organization and building out a world-class revenue infrastructure as we take the company global over the next 6 to 9 months."

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Building Houston

 
 

Gaurab Chakrabarti, the CEO and co-founder of Solugen, shared his entrepreneurial journey on the SXSW stage this year. Photo courtesy of the Greater Houston Partnership

At a fireside chat at SXSW, a Houston founder pulled back the curtain on his entrepreneurial journey that's taken him from an idea of how to make the chemicals industry more sustainable to a company valued at over $2 billion.

Gaurab Chakrabarti, the CEO and co-founder of Solugen, joined the Greater Houston Partnership's Houston House at SXSW on Monday, March 13, for a discussion entitled, "Building a Tech Unicorn." In the conversation with Payal Patel, principal of Softeq Ventures, he share the trials and tribulations from the early days of founding Solugen. The company, which has raised over $600 million since its founding in 2016, has an innovative and carbon negative process of creating plant-derived substitutes for petroleum-based products.

The event, which quickly reached capacity with eager SXSW attendees, allowed Chakrabarti to instill advice on several topics — from early customer acquisition and navigating VC investing to finding the right city to grow in and setting up a strong company culture.

Here are seven pieces of startup advice from Chakrabarti's talk.

1. Don’t be near a black hole.

Chakrabarti began his discussion addressing the good luck he's had standing up Solugen. He's the first to admit that luck is an important element to his success, but he says, as a founder, you can set yourself up for luck in a handful of ways.

“You do make your own luck, but you have to be putting in the work to do it," Chakrabarti says, adding that it's not an easy thing to accomplish. “There are things you can be doing to increase your luck surface area."

One of the principals he notes on is not surrounding yourself with black holes. These are people who don't believe in your idea, or your ability to succeed, Chakrabarti explains, referencing a former dean who said he was wasting his talent on his idea for Solugen.

2. The co-founder dynamic is the most important thing.

Early on, Chakrabarti emphasizes how important having a strong co-founder relationship is, crediting Solugen's co-founder and CTO Sean Hunt for being his "intellectual ping-pong partner."

“If you have a co-founder, that is the thing that’s going to make or break your company,” he says. “It’s not your idea, and it’s not your execution — it’s your relationship with your co-founder.”

Hunt and Chakrabarti have been friends for 12 years, Chakrabarti says, and, that foundation and the fact that they've been passionate about their product since day one, has been integral for Solugen's success.

"We had a conviction that we were building something that could be impactful to the rest of the world," he says.

3. Confirm a market of customers early on.

Chakrabarti says that in the early days of starting his company, he didn't have a concept of startup accelerators or other ways to access funding — he just knew he had to get customers to create revenue as soon as possible.

He learned about the growing float spa industry, and how a huge cost for these businesses was peroxide that was used to sanitize the water in the floating pods. Chakrabarti and Hunt had created a small amount of what they were calling bioperoxide that they could sell at a cheaper cost to these spas and still pocket a profit.

“We ended up owning 80 percent of the float spa market,” Chakrabarti says. “That taught us that, ‘wow, there’s something here.”

While it was unglamourous work to call down Texas float spas, his efforts secured Solugen's first 100 or so customers and identified a path to profitability early on.

“Find your niche market that allows you to justify that your technology or product that has a customer basis,” Chakrabarti says on the lesson he learned through this process.

4. Find city-company fit.

While Chakrabarti has lived in Houston most of his life, the reason Solugen is headquartered in Houston is not due to loyalty of his hometown.

In fact, Chakrabarti shared a story of how a potential seed investor asked Chakrabarti and Hunt to move their company to the Bay Area, and the co-founders refused the offer and the investment.

“There’s no way our business could succeed in the Bay Area," Chakrabarti says. He and Hunt firmly believed this at the time — and still do.

“For our business, if you look at the density of chemical engineers, the density of our potential customers, and the density of people who know how to do enzyme engineering, Houston happened to be that perfect trifecta for us," he explains.

He argues that every company — software, hardware, etc. — has an opportunity to find their ideal city-company fit, something that's important to its success.

5. Prove your ability to execute.

When asked about pivots, Chakrabarti told a little-known story of how Solugen started a commercial cleaning brand. The product line was called Ode to Clean, and it was marketed as eco-friendly peroxide wipes. At the time, Solugen was just three employees, and the scrappy team was fulfilling orders and figuring out consumer marketing for the first time.

He says his network was laughing at the idea of Chakrabarti creating this direct-to-consumer cleaning product, and it was funny to him too, but the sales told another story.

At launch, they sold out $1 million of inventory in one week. But that wasn't it.

“Within three months, we got three acquisition offers," Chakrabarti says.

The move led to a brand acquisition of the product line, with the acquirer being the nation's largest cleaning wipe provider. It meant three years of predictable revenue that de-risked the business for new investors — which were now knocking on Solugen's door with their own investment term sheets.

“It told the market more about us as a company,” he says. “It taught the market that Solugen is a company that is going to survive no matter what. … And we’re a team that can execute.”

What started as a silly idea led to Solugen being one step closer to accomplishing its long-term goals.

“That pivot was one of the most important pivots in the company’s history that accelerated our company’s trajectory by four or five years," Chakrabarti says.

6. Adopt and maintain a miso-management style.

There's one lesson Chakrabarti says he learned the hard way, and that was how to manage his company's growing team. He shares that he "let go of the reins a bit" at the company's $400-$500 million point. He says that, while there's this idea that successful business leaders can hire the best talent that allows them to step back from the day-to-day responsibilities, that was not the right move for him.

“Only founders really understand the pain points of the business," Chakrabarti says. "Because it’s emotionally tied to you, you actually feel it."

Rather than a micro or macro-management style, Chakrabarti's describes his leadership as meso-management — something in between.

The only difference, Chakrabarti says, is how he manages his board. For that group, he micromanages to ensure that they are doing what's best for his vision for Solugen.

7. Your culture should be polarizing.

Chakrabarti wrapped up his story on talking about hiring and setting up a company culture for Solugen. The company's atmosphere is not for everyone, he explains.

“If you’re not polarizing some people, it’s not a culture,” Chakrabarti says, encouraging founders to create a culture that's not one size fits all.

He says he was attracted to early employees who got mad at the same things he did — that passion is what makes his team different from others.

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