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New TMC Innovation Institute director to focus on continued growth ahead of TMC3

Tom Luby will run the Texas Medical Center's Innovation Institute. Courtesy of TMC

Tom Luby is in his first week as TMC Innovation Institute director, but it's safe to say he's hit the ground running. The former head of JLABS @ TMC is ready to continue the growth of the institute as well as open up new doors to funding and the rest of the world.

"My hope is that I can be helpful to all the parties here to continue to recruit and grow great startups here," Luby says. "Critically important, too, is additional funding and bringing that here. And all of us are working together toward the successful launch of TMC3."

Luby spoke with InnovationMap about what all he has on his plate and how he plans on making Houston known for its life sciences.

InnovationMap: After working for Johnson & Johnson in Boston, when did you relocate Houston?

Tom Luby: In 2017, when the opportunity came up that I can join the team in Houston and grow our JLABS at TMC, I jumped at the chance, moved my family down to Houston, and have loved it ever since. I've loved the life science startup community here — it's small, but growing quickly — and what it has to offer to our family in terms of the diversity, the friendliness of people, the ease of getting to know people, and, obviously, the weather. When you come from the northeast, the Houston weather is nice.

IM: Boston has this major life science innovation reputation. How do we get Houston to have that same reputation?

TL: It's not very fair to compare Boston and Houston. The Boston life science community is around 40 years in the making. There's been a focus on that for a very long time, and as a result of all the startup activity through the '80s, '90s and into the 2000s, Boston has seen an influx of almost all the major pharmaceutical and biotech companies. All of them have footprints there because they want to be close to the startups. So, that mix of startup activity being embedded with lots of corporates has created a bit of a yin and yang situation — corporates are looking to pull the products from the startups into their pipelines and the startups have pulled talent from the corporates.

Houston's in a different place than that. If you roll the Boston tape back lets say 20 years where Boston was focused on generating a place where life science startups could have a chance to develop and be successful, that's where Houston is. We've gotten to a point where we're starting to see a really good density. Over the past four years, over 250 companies have touched down here at some point. That type of density is needed then to do that second part and recruit some of the larger health care corporations.

IM: Coming from J&J, what expertise do you feel like you are bringing to the table?

TL: What I hope to be helpful with is providing an overall strategic vision around TMC Innovation that allows us to scale from what's already been done here. Like I just mentioned, there have been 250 companies that have been here at some point in the past four years. That doesn't happen without the great efforts of those that came before me — the TMCx team in particular, but the JLABS team, the Biodesign team down the hall have created a really interesting and rapidly growing place for health care startups.

IM: What are some of your goals for the TMC Innovation Institute?

TL: In the short term, what we're going to focus on making sure that when people show up to the TMC Innovation Institute, they have a great experience, whether they are engaged with TMCx, biodesign, JLABS, etc. So, it's important for us to be well coordinated, working cooperatively together, and everyone focused on being service first when it comes to the startups here. What we hope to create is an environment where startups come and have an experience that leaves them knowing that that experience gives them the best chance at being successful. In addition, as we begin to engage with partners who can provide venture capital and angel funds, it's the same thing, that they come here and have an efficient, coordinated experience.

So short term, it's pulling it all together so that when you think of TMC Innovation, you know what it is, how it's organized and what our mission is. We'll also be making additional efforts to engage with the member institutions in TMC, and that they understand that we're a resource to them.

IM: The current TMCx cohort is the most international to date. Between that and the new focus on TMC's biobridges, why is a global presence so important to TMC Innovation?

TL: Biobridges are about making sure that important geographies outside the US understand that the TMC is a place where their startups can come and be successful.

It's important for TMC to use the bridge to gain insight and access into specific areas that we feel that those countries have core strengths in. Australia and its clinical trials networks is a great example of that. Our companies having access to tap into that is incredibly important. We know that those bio bridges will benefit our startups and give the startups there a chance to have access to us.

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Portions of this interview have been edited.

Ahead of entering the Houston market later this year, Silicon Valley's Plug and Play hosted three days of programming surrounding innovation in energy and health care. Natalie Harms/InnovationMap

Plug and Play, a Silicon Valley venture capital firm and accelerator program, plans to launch its operations in Houston later this year. And, in showing its commitment to the Bayou City, the organization hosted three days worth of panels, talks, and pitches at the Texas Medical Center's TMC Innovation Institute earlier this month.

Houston Innovation Week was Plug and Play's formal introduction to Houston startups and the local corporations that have the potential to support them. The programming focused on health and energy and sustainability, and the summit concluded with TMCx's Demo Day.

If you missed the event, we've hit the highlights for you by rounding up nine powerful quotes overheard throughout the week.

“Nowadays, I feel every industry is going to go through an incredible digital transformation. Even the oil and gas industry, which is very capital heavy, there’s going to be a layer of fast-moving technologies which would help the industry be more efficient. This is the crossroads where Plug and Play was born — bridging the gap between the entrepreneurs and the technologies. That changes an industry.”

— Saeed Amidi, CEO and founder of Plug and Play, says. He also shares the story of how Plug and Play got its start from a few lucky early investments to making over 150 investments a year.

“Now we have about 30 offices, and then quite frankly I realized I had forgotten about America.”

— Amidi says, announcing that Plug and Play will open five new offices across the United States in the next six months to a year.

“We’re not walking in terms of building this integrated robust innovation ecosystem, we’re sprinting in that direction.”

— Mayor Sylvester Turner says, adding that, "If there is any city that ought to be leading the way when it comes to startups, technology, and innovation, it ought to be the city of Houston."

“You have to get people to invest more. It doesn’t happen on its own. People have to see that if we invest, we’re going to get a return.”

— Mayor Turner says, calling the crowd to action. "You can't just talk about what others have done and what we have accomplished. You have to take that now, build the platform, and move into where we are going."

“One of the things you look at is it’s not the technology itself that’s going to make you win or lose, it’s what you do with it.”

— Barbara Burger, president of Chevron Technology Ventures, responding to a question about what technologies she has her eyes on. Burger continued on to say that, while she couldn't highlight any technologies in particular — it's like picking a favorite child, she's always evaluating how a new technology would help with the affordability, reliability, and lower environmental impact. "That's the game," she says.

"Management is amazing at suppressing innovation. … We can move toward just trying not to suppress it. If someone has an idea, they are safe to go through the process and raise their hand."

— Bradley Andrews, president of digital at Worley. "I think it's a change in attitude," he says about how management can evolve to advance ideas within energy companies.

“It’s easy to say that we’ll do the thing that gives us the most competitive advantage — and it’s really hard to figure out what that means and how you do that. In general, if we see something that’s out there and implemented that someone else has done, I don’t need to create an internal capability like that. I just need to go access that.”

— Doug Kushnerick, senior technology scouting and venture adviser at ExxonMobil. For Kushnerick, technology solutions that fix specific problems are easy to go after, but things that affect big picture and strategic assets are harder to figure out if they are worth implementing.

“One of our big asks from our partners from an internal perspective is really to have a champion — whether its an innovation manager or someone who really advocates these startups internally. Someone who will find the clinician and the business unit and tap the legal team.”

— Neda Amidi, global head of health and partner at Plug and Play Tech Center, responding to a question about opening up the channels of communications between startups and large companies. She adds that it's a requirement for these people to visit a Plug and Play location four to six times a year.

“What I see from a culture perspective is that it really starts with the leadership in the institution. If the people at the top in the C-suite of the institution are focused on understanding why their organization isn’t performing as well as they expect it to be and are willing to look to the outside, that’s how it starts in my mind.”

— Thomas Luby, director TMC Innovation Institute, responding to a question from the audience about large organizations that tend to be slower adaptors to new technologies.