Houston hospital awards third infusion of grant-funding to local nonprofits

funds granted

Houston Methodist has doled out $4.8 million to Houston nonprofits. Photo via TMC.edu

Houston Methodist has awarded $4.8 million to 50 Houston-area nonprofits as part of its Diversity, Equity & Inclusion Grant Program, the hospital announced this month.

The funds go toward "addressing the root causes of health inequities experienced by social, racial and ethnic minorities," according to the hospital. An estimated 51,000 Houstonians are expected to be impacted by these dollars.

Of the nonprofits selected, 24 are healthy neighborhood programs, 16 are educational empowerment programs and 14 are economic programs.

The grant program is broken up into two types of funding: The Social Equity Grant and the DEI Grant. Now in its third year, the program has for the first time selected recipients of the Social Equity Grant that all support economic empowerment.

"We know there is a direct correlation between economic stability and health outcomes," Ryane Jackson, vice president, community benefits at Houston Methodist said in a statement. "Without livable wages or employer backed insurance, access to health care can be limited. If we can help those in underserved communities obtain employment and increase their wages in a short amount of time, then we can provide immediate and meaningful change that can potentially be felt for years to come.”

Capital IDEA Houston is a local nonprofit that’s received the Social Equity Grant. The organization helps low-wage workers find living-wage careers. Capital IDEA plans to use the funds to support Black and Hispanic Women in health care professions and launch a pilot program that will assist women with an associate degree who are interested in pursuing a bachelor’s degree in nursing.

Another recipient, Compudopt, will focus on digital literacy training to low income African American and Hispanics, while Montrose Center will use the funds to support its Seniors Preparing for Rainbow Years program at the Law Harrington Senior Living Center. Other recipients include Avondale House, BakerRipley, Interfaith Caring Ministries, Kids Meals Inc., and the Tejano Center for Community Concerns. Click here to find a full list.

DEI is at the forefront of Houston Methodist's vision for the future of health care. In a recent interview with InnovationMap, Arianne Dowdell, vice president and chief diversity, equity and inclusion officer at Houston Methodist, shared how linked diversity and innovation are to her.

"I think we're in a very interesting time when we think about how health care looks. It's changing drastically and so people have a lot more options for where they choose to get their health care and who their providers are," she tells InnovationMap. "So I think that the thought of the patient comes first is really going to be the key of understanding how do we tackle health equity."

Since launching Houston Methodist's DEI Grant Program has awarded more than $11 million to 83 Houston-area nonprofits. Last year it awarded $4.6 million to 59 organizations. Click here to see who else has been awarded funding through the program.
From Your Site Articles
This week's roundup of Houston innovators includes Steve Latham of DonateStock, Arianne Dowdell of Houston Methodist, and Howard Berman of Coya Therapeutics. Photos courtesy

3 Houston innovators to know this week

who's who

Editor's note: In this week's roundup of Houston innovators to know, I'm introducing you to three local innovators across industries — from fintech to health care DEI — recently making headlines in Houston innovation.

Steve Latham, co-founder and CEO of DonateStock

Houstonian and serial entrepreneur plans to scale nonprofit fintech toolThe sky's the limit for DonateStock, Co-Founder and CEO Steve Latham says. Photo courtesy of DonateStock

For the third time in his career, serial entrepreneur Steve Latham recession activity, so he feels confident he knows the playbook of how to handle what's on the horizon. For his latest venture, Donate Stock, a tech platform that simplifies stock donation for both the donor and the beneficiary, he's focused on weathering whatever storm is incoming.

"We've raised more money to extend our runway, and we're keeping a super tight lid on expenses because your cash is your oxygen," he says. "There are companies going out of business in our industry right now that had really promising businesses but just spent too much money before they could get to the revenue phase."

He shares the background story on DonateStock and his own career on last week's Houston Innovators Podcast episode. Read more and stream the episode.

Arianne Dowdell, vice president and chief diversity, equity and inclusion officer at Houston Methodist

Arianne Dowdell spoke with InnovationMap about Houston Methodist's DEI initiatives — and how they will help develop the hospital of the future. Photo courtesy of Houston Methodist

Innovation and equity are two things they have to go together — and Houston Methodist knows that. Which is why Arianne Dowdell serves as vice president and chief diversity, equity and inclusion officer at Houston Methodist. Under her leadership, the health care provider is putting the patients at the forefront of the hospital system's priorities through its DEI initiatives.

In an interview with InnovationMap, Dowdell shares more about these ongoing initiatives and her role, as well as the importance of DEI in innovative health care.

"It doesn't matter if you're down here in the medical center or out in Baytown," she says. "The innovation and what we're thinking about and the technologies and the way that we communicate with our patients, all that is part of innovation, which helps our DEI initiatives become more successful in everything that we're doing." Read more.

Howard Berman, CEO of Coya Therapeutics

A Houston biotech startup focused on developing therapeutics for neurodegenerative and autoimmune diseases has closed its IPO. Photo courtesy of Coya

A clinical-stage biotech company based in Houston has announced the closing of its $15.25 million IPO.

Coya Therapeutics, now trading under the ticker COYA, announced this week that its IPO — previously disclosed in December — has closed its initial public offering of 3,050,000 shares of its common stock and accompanying warrants to purchase up to 1,525,000 shares of common stock, per a news release. Howard Berman, CEO of Coya Therapeutics, has lead the company since February of 2021. Read more.

Arianne Dowdell spoke with InnovationMap about Houston Methodist's DEI initiatives — and how they will help develop the hospital of the future. Photo courtesy of Houston Methodist

Q&A: Houston innovator on DEI initiatives, importance in health care

innovative interview

Prioritizing diversity, equity, and inclusion within health care innovation goes hand in hand, according to Arianne Dowdell, vice president and chief diversity, equity and inclusion officer at Houston Methodist.

"I think we're in a very interesting time when we think about how health care looks. It's changing drastically and so people have a lot more options for where they choose to get their health care and who their providers are," she tells InnovationMap. "So I think that the thought of the patient comes first is really going to be the key of understanding how do we tackle health equity."

Houston Methodist, under Dowdell's leadership, is putting the patients at the forefront of the hospital system's priorities through its DEI initiatives — whether that's employee programs or training the future leaders of the health care industry through its DEI Summer Scholarship Program.

In an interview with InnovationMap, Dowdell shares more about these ongoing initiatives and her role, as well as the importance of DEI in innovative health care.

InnovationMap: Tell me a bit about your role leading DEI at Houston Methodist. What are you tasked with and why is it important to the organization?

Arianne Dowdell: In my role, I'm responsible for really leading the vision for unparalleled safety, quality and service, and innovation through the lens of DEI. And what that really means is thinking about how we execute our diversity, equity, and inclusion strategies. When we think about our employees, our patients as well as our community. So, my role is rather broad in scope. I oversee DEI for all of the Houston Methodist hospitals in the area and we year by year target and have certain goals of what we want to accomplish under each of those layers. When we think about our patients and our employees in the community.

IM: In what ways do DEI and innovation intersect?

AD: You know, the wonderful thing about innovation is that there is such a huge overlap with DEI. When we think about our patient care, we just start there and think about what we're doing with our new hospital that's opening.

For example, we talk about making it the hospital in the future. Part of that innovation piece means that we're meeting our patients where they are with the needs that they have. So, a lot of times we talk about equity versus equality and what people need and what we have to remember when we think about equity, especially with our patients and the fact that we serve such a diverse community, is making sure that those innovations that we're coming up with as we're thinking about the patients varies right in different aspects to make sure that every patient that comes in the door is receiving the very best care that they have. It's a great opportunity being at a hospital that's so innovative to make sure that we're considering our innovative technologies to meet the different patients that we have that are coming through our doors every day.

It doesn't matter if you're down here in the medical center or out in Baytown. The innovation and what we're thinking about and the technologies and the way that we communicate with our patients, all that is part of innovation, which helps our DEI initiatives become more successful in everything that we're doing.

IM: What are some of the initiatives you’ve gotten to spearhead so far in your tenure?

AD: Our department's been around for about two and a half years. And so there's a couple of things that we're really excited about that are ongoing, but we've seen a lot of traction and measurable results. One is the employee resource groups we currently have — I think we're at nine, maybe 10 at this point for our groups — and we have close to 2,000 employees that are part of the groups working to make sure that they are empowered in the workplace and have support, but we also provide professional development opportunities for them.

Another thing that we've started are solidified DEI training programs and actually going and working with departments, both those that are clinical and non clinical within the hospital on DEI related issues. That's been a big success for us as well. And we're really evolving those trainings to become more of educational opportunities as we really start to have a heavy focus on health equity moving into 2023.

We also have a comprehensive training communications program, so we communicate out all of our efforts at all of our hospitals. And so engaging our CEOs at each of those hospitals and making sure that we allow all of our employees to have a way of learning about the work that we're doing in various mediums has been something we've worked really hard to achieve. And we also have different DEI groups and committees at each of our hospitals. That's been a way for us to connect and have leaders at all of our hospitals that are supporting our overall system wide initiatives.

It's been really fun the past two years to have different layers of the work that we're doing, including our 25 million DEI Grant to different nonprofit organizations in the community to make sure that we're looking at all these different layers. As I had mentioned before, that touch on everything that we do. And we're also going to be hyper focused moving into next year of making sure that we diversify our cancer center as well. And so now that we've kind of laid that first layer foundation, it's really nice to see how the team is evolving and the work that we're doing and also using data to show the results of the work that we're doing. So, with two years under our belt, it's nice to have some of that information now.

IM: How is Houston Methodist supporting future leaders in health care?

AD: One of the things I really wanted to make sure that we started once COVID slowed down a little bit, was to give underrepresented students an opportunity to pursue careers in health care that are non clinical. A lot of people in college, they don't know about all the different aspects of what runs a hospital, right? And so I thought it was a great opportunity for us to launch this program that we started last summer.

We started with six students that received scholarship funding and they all fall below the federal poverty line is how we established what the criteria was along with grades, etc. but a really great opportunity for students to come here for ten weeks on a paid scholarship in various departments throughout the hospital to learn what those inner workings are, to then pursue careers, possibly in things like DTI, human resources, spiritual care, managed care. So it was really fun to watch the first cohort of students go through last year.

These are our future leaders and teaching them all about the aspects of what, like I said, runs a hospital. But when we think about care of our patients, how everyone is such an integral part to it. And so for going into this summer coming up, we've actually more than doubled the number of opportunities that will be available. So, we now have 17 spaces that are available for students and we're branching out to all of our community hospitals and we've reached out to more schools around the nation. And so I'm excited to bring in this next cohort of leaders to really begin to think differently about how we look at care overall and manage hospitals from a diverse aspect. It's been a great program and our leadership here at the hospital is also very engaged, which I love.

IM: What’s on your radar for 2023?

AD: So, 2023 is really going to be a focus on health equity. Establishing we've got various dashboards that we're establishing to track and monitor what we're doing, but also working with all 29,000 plus of our employees to help them understand what role they play in achieving health equity so we can focus on the role that our clinicians play. But it's equally as important for the people that work at registration to understand the importance of the questions that we ask to make sure we're meeting the needs of our patients when they call and set up appointments.

We will be really hyper focused on that. We'll also be leveraging even more of the work that our employee resource groups do. And so I'm very excited about that as well as they become more involved in the community. When you talked about prevention and education, a lot of the members of our ERGs are now out in the community and doing a lot of really great work. And so those are just two of the programs that I'm really excited about for 2023 that will be hyper focused on.

IM: Why is equity in health care so important and what does the industry need to do to accomplish it?

AD: I think we're in a very interesting time when we think about how health care looks. It's changing drastically and so people have a lot more options for where they choose to get their health care and who their providers are. And so I think that the thought of the patient comes first is really going to be the key of understanding how do we tackle health equity. Because when we look at all the different requirements from systems throughout the country, and then we look at results from what patients say, we have to spend the time to marry those two together.

At the end of the day, that still is our patient comes first — so how are we educating our future clinicians? Are we working with our med schools to make sure we're tackling that because we really have to look to the future generations? How are we reporting out our efforts and our outcomes is going to be important to. Keeping that patient centered focus is going to be key to achieving health equity. And also a lot of times we don't want to acknowledge what our shortcomings are. Know people always want to say this is where we excel, but really taking the time to acknowledge what can we do better, and doing those deep dives, It doesn't matter if you're a large health system or if you're one of the newer branches that's coming out. You have to take the time to really look at what those results are, to make sure you're measuring them to achieve those new goals. So I think that that's actually going to be the key to moving forward and making sure you keep politics out of it to the extent possible and really just stay patient. Focus is what's going to be necessary because people have choices for where they want to go for their health care. And I think we all have to be mindful of that.

------

This conversation has been edited for brevity and clarity.

editsharetrending_upeditsharetrending_up

These five individuals are up for the DEI Champion award this week. Here's what challenges they are facing promoting an equitable innovation ecosystem. Photos courtesy

Houston's 2022 DEI Champions share obstacles they are overcoming promoting equitable innovation

EAVESDROPPING AT THE HOUSTON INNOVATION AWARDS GALA

As one of the most diverse cities in the world, Houston's business and innovation community has a unique opportunity to prioritize not just its diverse population, but also to make sure the city has equitable and inclusive opportunities.

Five Houstonians have been named finalists in the DEI Champion category for the Houston Innovation Awards Gala, which will be held on November 9. They shared some of the challenges they are facing as they fight to make sure Houston has an equitable innovation ecosystem.

"I have always been the only Black women in all of my engineering roles, and I worked so hard to get there and quite often feel so uncomfortable in this space. So, individuals who question my name don't always understand the important of someone expressing that I see you to an individual can mean. However, this is a challenge I am willing to face because I am changing people lives and these lives I am changing will impact the world."

Photo courtesy

— Kara Branch, founder and CEO of Black Girls Do Engineer Corp. "Although I believed in myself and that girls that look like me needed that representation and someone to mentor them and expose them to S.T.E.M., I had no one to do this for me, so I had to do this for girls in my community," she says. "I have faced some people who fight me about my name, but my name had to be my name because I needed to let Black girls know I was talking to them."

"You can’t expect to make an impact, big or small, if you’re not willing to meet people where they are. One challenge we’ve seen when it comes to talking about and implementing DEI programs within the organization is that not everyone has the same understanding of what diversity, equity, and inclusion is."

Photo courtesy

— Arianne Dowdell, vice president and chief diversity, equity and inclusion officer for Houston Methodist. "Another challenge we see is that sometimes people expect to see change immediately," she continues. "This is a journey not a race, and if done right, it’s something that will continue to evolve and grow."

"Nobody wants to be tagged as difficult or uncomfortable to be with. A lot of bystanders will also make a calculated risk when witnessing bias, what is in it for me? Many will turn a blind eye if there are other interests at play."

Photo courtesy

— Juliana Garaizar, head of Houston incubator for Greentown Labs and lead investor for Portfolia. Garaizar explains that she sees people afraid of facing the repercussions that come with speaking up or standing up to bias and harassment.

"Sustainable funding. We have the talent, the access to mentors and STEM education/activities and preparation workshops and certifications. But not having the capital to hire and effectively manage this growth has been very challenging to where we've had to say no to expansion (girls in need) and and increase in girls within our yearlong and skill-building programs."

Photo courtesy

— Loretta Williams Gurnell, founder of SUPERGirls SHINE Foundation. She continues, "However, because we are serious in creating a diverse and sustained pipeline for more underserved girls (women) in STEM, we heavily rely on organizations that are like-minded in practices and core values to partner with and provide our services and opportunities to their girls and vice versus. It builds community and sustainability for all who are involved."

"The problems we face are so daunting and overwhelming that it can be hard to know where to start. ... At some point I realized that you just have to start somewhere, and you have to go deep in one area." 

Photo courtesy

— Rob Schapiro, director of Microsoft's Energy Acceleration Program. "Only 27 percent of STEM workers are women. A mere 2 percent of venture capital money goes to women and far less to black women. The average wealth of the top 5 percent of White American households is seven times more than the average of the top 5 percent of Black households. These kinds of statistics can paralyze you into inaction," he explains. "It is great to be an ally to all, but you can have more impact if you focus your attention and efforts on a specific area. What is challenging still is that you will want to do more and spread your efforts, but you have to stay disciplined. One person cannot fix everything. But, using your privilege and your network you can influence many others and through them make a huge impact."

Progress and feedback will help you reach your organization's DEI goals. Photo via Pexels

Houston expert: 5 things to consider when tackling DEI at your organization

guest column

Houston is often touted as the most diverse city in the country, but with that comes the responsibility of making sure we are creating inclusive and equitable opportunities that reflect the communities we serve.

With the current state of our country dealing with the COVID-19 pandemic, as well as social and political issues, employers across the city have searched for the right thing to say and do to help their employees and customers during this time when personal feelings and beliefs impact the workplace more now than ever. While there isn't a one-size-fits-all approach to implementing DEI across an organization, here are a few steps and considerations companies can take to ensure DEI is a priority moving forward.

Understand your audience

It's important to understand the perspectives of those you serve. Identifying your audience will help develop a DEI strategy that addresses concerns from multiple lenses. At Houston Methodist, we focus on our patients, employees and the communities we serve. Anyone building a DEI program needs to not only be cognizant of their audience, but also understand their needs in today's climate before spending time and resources to develop initiatives that will address those needs. Ultimately, this will help shape a more impactful approach to DEI within your organization.

Define success

When developing a DEI strategy, success may seem overwhelming or lofty. But, viewing success as progress will help your organization accomplish your goals in a way that employees and other stakeholders will benefit from in the long run.

Set strategic and measurable goals that clearly state what your organization wants to achieve through its DEI efforts. These goals need not be big at the onset; make sure they are attainable. Most importantly, it's critical to revisit your goals on a regular basis and identify gaps, and be willing to pivot, if needed, along the way so your organization eventually reaches its goals. At the hospital, we've developed a DEI dashboard for all departments in our hospitals to help us with setting those measurable goals. Once measurable goals are identified, a DEI scorecard will be used to identify progress for departments and our organization year over year. When people are able to easily track and see progress or gaps, it will make it easier to reach desired goals.

An organization can't be successful with any new type of program if everyone within the organization doesn't understand the importance of DEI in their department and within the company as a whole. Progress often starts with one person. Providing training to employees about the impact that DEI can have on their day-to-day work will help them champion that within the organization. For example, we've launched something at our hospital called "Together We Grow," a training program aimed at building a foundation for what DEI is by exploring everyday scenarios employees may encounter. This program first started with leadership and is now available to all employees within the hospital system.

Establish a timeline

Once measurable goals have been established, develop a timeline for accomplishing those goals. By selecting two or three goals that can be focused on over a particular time period (i.e., six months or one year), your organization can implement targeted programs and best practices to drive the success of DEI for a more long-term plan. It's ok if not every program is up and running within the year; creating milestones along the way will give your organization time to grow its DEI efforts and aspire to something meaningful for your employees, customers or community. The need for DEI doesn't go away, so it's important to continue efforts year-round with a growth mindset.

Evaluate how DEI holistically fits into your business

A DEI department, team or individual can't be successful if the work isn't aligned with the mission of the organization. It does not help if an organization has competing priorities, so DEI goals must be embedded in your organization's business goals.

Additionally, it's also important to have leadership set the tone for the rest of the organization to follow. Executive leaders that fully commit to the organization's DEI efforts and promote transparency, feedback and accountability for those programs will yield the most meaningful and lasting results.

Recognize your ‘why’

As a business, it's important to understand why DEI is important for your organization's success. You need to both be able to understand and articulate the business case for why diversity matters in your organization. Studies like this one from Boston Consulting Group continue to show a positive correlation between workforce diversity, innovation and overall company performance. The workforce is constantly changing and becoming more diverse, so making sure your organization is adapting to those different perspectives and taking into consideration why this work is vital to your employees, customers and your community will help turn DEI ideas into action.

For many health care organizations, health equity has shaped community engagement efforts and programs. Addressing health equity for racial, ethnic and social minorities in the Greater Houston area has been a priority for Houston Methodist for nearly 30 years, and this work has also informed and strengthened our DEI efforts in the communities we serve.

In conclusion, remember progress and feedback will help you reach your organization's DEI goals. For these initiatives to be effective, everyone within your organization must understand that each person plays a role in shaping the success of DEI efforts.

------

Arianne Dowdell is vice president, chief diversity, equity and inclusion officer at Houston Methodist.

Ad Placement 300x100
Ad Placement 300x600

CultureMap Emails are Awesome

Property Showcase

Get your tickets to the 2025 Houston Innovation Awards today

Ticket Time

We're just one week away from the 2025 Houston Innovation Awards, and it's time to secure your seat for the annual event.

Join us on Nov. 13 at Greentown Labs for an intimate evening of networking and celebrating Houston's extensive innovation community. We'll honor the trailblazers and visionaries who are shaping the future of our city, and you'll connect with like-minded individuals, industry leaders, investors, and entrepreneurs.

From burgeoning startups to fast-growing scaleups, we'll celebrate outstanding nominees across 10 prestigious categories and unveil this year's winners during our live awards ceremony. Be in the room to see who is named 2025 Startup of the Year, 2025 Mentor of the Year, and more.

Individual tickets are available for $45 and include complimentary light bites, drinks, and non-reserved seating. A limited number of Founder Tickets are available for startup founders at a special discounted price of $35.

Bringing a group? Corporate 10-packs include light bites and drinks, as well as a full row of reserved seating for 10 guests, complete with company branding.

The event is just a week away, so secure your seats today. Then, get to know the finalists in each category via our editorial spotlights.

---

The Houston Innovation Awards program is sponsored by Houston Community College, Houston Powder Coaters, FLIGHT by Yuengling, and more to be announced soon. For sponsorship opportunities, please contact sales@innovationmap.com.

Houston Innovation Awards to honor Wade Pinder as 2025 Trailblazer

And the award goes to...

On Nov. 13, we'll gather for the 2025 Houston Innovation Awards to celebrate the best and brightest in Houston innovation right now. And, as is tradition with the annual program, we'll honor one longstanding Houston innovator with the Trailblazer Award.

The award was established to recognize an individual who has left a profound impact on Houston's business and innovation ecosystem and is dedicated to continuing to support Houston and its entrepreneurs. The recipient is selected by our esteemed panel of judges from a pool of internal and external recommendations.

The 2025 Trailblazer Award recipient is Wade Pinder of Product Houston. A familiar face to those active in Houston's innovation sector, Pinder identifies as an "Ecosystem Wayseeker" and is the founder of Product Houston.

Pinder, a former product manager at Blinds.com, arrived in Houston in 2008 and has been deeply engaged in Houston’s startup and innovation scene since 2012. Over the years, he has supported hundreds of founders, product leaders, and community builders across the Houston area.

In 2023, he was honored as Mentor of the Year in the Houston Innovation Awards. Today, he fosters collaboration, clarity, and connection through his work at Product Houston, and he helps innovators find their place in the local sector via his monthly "Houston Ecosystem Mapping" sessions.

Read below for Pinder's insightful takes on the Houston innovation scene and what it means to blaze a new trail. Then, join us as we celebrate Pinder and all of our nominees and winners at the 2025 Houston Innovation Awards on Nov. 13 at Greentown Labs. Tickets are available now.

InnovationMap: Describe the growth of the Houston innovation ecosystem from your arrival in 2008 to now.

Wade Pinder: When I first arrived in Houston in 2008, the innovation ecosystem was more fragmented than it is today. Connecting with other innovators often meant attending a lot of hit-or-miss events. Over the years, it’s been incredible to see the network take shape and grow into a true community. I’ve had the privilege of being involved with several coworking spaces and accelerator programs along the way, and it’s been especially exciting to see Station Houston evolve into what is now the Ion District. What makes the Ion unique is how it blends openness and opportunity… ideas spill into and out of the space, and anyone can walk in, participate in programming, and find themselves in proximity to people who might help them take the next steps.

Additionally, the expansion of spaces like Texas Medical Center Innovation, Helix Park, The Cannon, and many others, have broadened Houston’s innovation landscape in powerful ways.

Today, when someone new moves to Houston and wants to plug into the startup and innovation scene, it’s much easier for them to find their way than when I moved here in 2008. I think that’s something Houston can really be proud of.

IM: As someone who engages with the broader Houston innovation community on a regular basis, what are the shared characteristics and traits that you see among its members?

WP: One of the things that makes Houston’s innovation community unique is how deeply it’s rooted in industry. So many of the innovators I meet come from within Houston’s major sectors, and they’ve seen firsthand where opportunities lie, which gives their innovation a certain practicality. They’re developing solutions that solve real, often complex, business and industry problems, not chasing trends or trying to create the next flashy consumer app.

What I admire most is that this community is growing in its understanding of the value of collaboration. They work with the systems and expertise that already exist, and find better ways to make them work together. Another shared trait I see across Houston’s innovators is a deep sense of curiosity and a drive to question the status quo while looking for better ways to build, improve, and solve.

IM: You’ve said, "Houston has Houston problems, and Houston needs Houston solutions." How do you see this taking shape in the innovation sector right now?

WP: When I first started getting connected to Houston’s startup and innovation scene in 2012, I noticed folks had a tendency to look at other cities and ask, "How can we do what they did?" Back then, we saw phrases like "Silicon Bayou" pop up, and while that enthusiasm was hopeful, it often discounted the things that make Houston unique. Over time, I’ve come to believe that the better question is: "What are we already great at, and how can we innovate from there?" The flip side of that question is to reflect on the things that hold us back as an ecosystem… identifying the friction points and finding practical ways to smooth them out.

From my time wandering around our ecosystem, I’ve come to understand Houston is great at infrastructure at scale, solving life-and-death challenges in the global spotlight, and "boldly going where no one’s gone before." These three things, in my opinion, capture the essence of Houston does best: We do hard things here.

What excites me today is that we’re applying innovation to those core strengths in ways that feel authentically Houston. One area I’m especially excited about is the emergence of the “New Space Economy,” captured beautifully in Wogbe Ofori’s thought piece “The Astropreneur’s Startup Journey Map.” It's a great example of how the next wave of space-related innovation might connect to Houston’s long-standing strengths in manufacturing, logistics, and problem-solving at scale.

Another challenge Houston faces is what I call a "proximity problem." Even when events are only a few miles apart, traffic can make it difficult for people to stay connected across the city. That’s why I’m so encouraged by the rise of what I think of as "intent-based gatherings" around the city: events designed with purpose, where people know they’ll find real connection and value once they arrive.

IM: Finally, what does being a "Trailblazer" mean to you?
WP: To me, trailblazing in the Houston innovation ecosystem means being willing to wander through the many different corners of the community and look for value in places we often overlook. It’s about showing up at events, community meetings, and pitch competitions — not just to participate, but to notice how each of these "nodes" in the ecosystem connects and adds value to the others.

Sometimes the trailblazer only walks a trail once: as they are discovering it. If you can help others see a newfound trail’s purpose and potential, it becomes a path others can follow more easily in the future. That’s the real work of a trailblazer: mapping connections, framing their value, and helping people recognize how those pathways strengthen the ecosystem as a whole.

In a broader sense, trailblazing is about seeing things not just as they are, but as they could be. Then taking the steps, however small, that make that vision real.

---

The Houston Innovation Awards program is sponsored by Houston Community College, Houston Powder Coaters, FLIGHT by Yuengling, and more to be announced soon. For sponsorship opportunities, please contact sales@innovationmap.com.

Houston-area VC funding sunk to 5-year low in Q3 2025, report says

by the numbers

Fundraising for Houston-area startups experienced a summertime slowdown, sinking to a five-year low in the third quarter, according to the latest PitchBook-NVCA Venture Monitor.

The PitchBook-NVCA Venture Monitor shows startups in the Houston metro area attracted $204.4 million in venture capital from June through August. That’s 55 percent below the total for the previous quarter and 51 percent below the total for the third quarter of 2024.

More telling than those figures is that the third-quarter haul dropped to its lowest total for Houston-area startups since the fourth quarter of 2020, when $133.4 million in VC was raised. That was the third full quarter after health officials declared the pandemic in the U.S.

In Q3 2025, AI accounted for nearly 40 percent of VC deal volume in the U.S., Kyle Stanford, director of U.S. venture research at PitchBook, said in the report. And through the first nine months of 2025, AI represented 64 percent of U.S. deal value.

VC deal activity “has been nearly steady, emphasizing a consistent influx of companies, especially at the pre-seed and seed stages,” Stanford said. “Large deals remain the primary driver of market deal value, with almost all of these deals focused on AI.”

Bobby Franklin, president and CEO of NVCA, said that while fundraising hasn’t returned to pre-pandemic highs, deal values are going up in sectors such as AI, manufacturing, robotics and space tech, many of which have already exceeded their investment totals for all of 2024.

View All Listings