houston innovators podcast episode 141

Houston sportstech-focused lab wraps up inaugural cohort, opens apps for fall

Kate Evinger joins the Houston Innovators Podcast to discuss Pokatok Labs, a sportstech program in its first year. Photo via LinkedIn

Houston is having a moment when it comes to sports. Fresh off the announcement of Houston being selected as a FIFA World Cup host in 2026 and just a year away from hosting another NCAA Final Four, the city is also home to a growing sportstech hub.

And one new Houston company, Pokatok, is hoping it can help support the local sports innovation community. Pokatok, which is part of the same business family as InnovationMap and Gow Media, was founded to create momentum in local sportstech activity, Kate Evinger says on this week's Houston Innovators Podcast.

"Our mission is to help be a partner with all the exciting things happening in Houston — from the startup entrepreneurship side to the things we're seeing in the sports community — to continue to elevate and uplift the voices here in addition to bringing folks in from all over the world to celebrate the human experience in sports and to continue driving innovation in this space," she says on the show.

One of the ways the company is spurring sports innovation is through Pokatok Labs, a scale-up program for seed and series A startups in the sportstech space. Evinger, who leads the program as director, says the inaugural cohort has wrapped up — and the team is already accepting applications for the fall program, which will run September 20 through November 18.

"We are looking for anything and everything under the sun within sportstech — even if you're the founder of a company that may have ties to sports but you're not sure, we're happy to have that conversation," Evinger says. "It could be nutrition, health and wellness, athlete performance, fan engagement, or smart venue."

Evinger shares more about Pokatok Labs and the potential she sees for Houston to continue evolving as a hub for sports innovation on the podcast.

Listen to the interview below — or wherever you stream your podcasts — and subscribe for weekly episodes.


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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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