After an August 29 scrub, the Artemis I mission is set to launch. Photo by Ben Smegelsky/NASA via NASA Flickr

Houstonians who are eagerly anticipating America’s historic return to the moon now have a new date. Artemis I will now launch on Saturday, September 3, with a two-hour window beginning at 1:17 pm, NASA announced late Tuesday, August 30.

Viewers can tune into the livestream of the rocket and spacecraft at the launch pad on the NASA Kennedy YouTube channel. Additionally, live coverage of events can be found on NASA Television, the NASA app, and the agency’s website.

This comes after the initial August 29 launch was scrubbed. At that time, teams were not able to chill down the four RS-25 engines to necessary temperatures. Teams also caught and quickly managed a hydrogen leak on one of the rocket’s components.

NASA reports that teams are currently addressing and testing both issues in advance of the Saturday launch. Another important component for flight windows — weather — is currently favorable. Meteorologists with the U.S. Space Force Space Launch Delta 45 forecast favorable weather conditions for Saturday. Though some rain showers are expected, they are predicted to be sporadic during the launch window, per NASA.

As space fans are aware, Artemis I is the first flight test of NASA’s Orion spacecraft, Space Launch System rocket (dubbed SLS), and the ground systems at the agency’s Kennedy Space Center in Florida.

“The first in a series of increasingly complex missions, Artemis I will be an uncrewed flight test that will provide a foundation to extend human presence to the Moon and beyond,” NASA notes in a news release. “The mission will demonstrate the performance of the SLS rocket and test Orion’s capabilities over the course of about six weeks as it travels about 40,000 miles beyond the Moon and back to Earth.”

Given the gravity of the launch, NASA planned considerable fanfare for the broadcast, including celebrity appearances by Jack Black, Chris Evans, and Keke Palmer, as well as a special performance of “The Star-Spangled Banner” by Josh Groban and Herbie Hancock. A planned musical performance featured “America the Beautiful” by The Philadelphia Orchestra and cellist Yo-Yo Ma, conducted by Yannick Nézet-Séguin.

Representatives from Johnson Space Center had not received an update on the Saturday broadcast program when contacted on Wednesday, August 31.

Houston and lunar missions have been inextricably tied since NASA’s first launches. In 1962, President John F. Kennedy boldly declared that America would go to the moon before the end of the decade in front of a packed Rice University football stadium.

On July 20, 1969 – a commitment to the late President Kennedy’s directive — Apollo 11 marked its arrival to the lunar surface with a statement heard around the globe from Commander Neil Armstrong, who would take mankind’s first steps on the surface: “Houston, Tranquility base here. The Eagle has landed.”

And the Bayou City has (somewhat tiredly) been the source of a ubiquitous sentence — that is actually a paraphrasing — uttered by Apollo 13 Commander Jim Lovell: “Houston, we’ve had a problem here.” The adjusted “Houston, we have a problem” declaration was later immortalized by Tom Hanks (as Lovell) in the blockbuster Apollo 13.

What will be the next iconic phrase sent back to Houston when NASA’s manned mission readies to land on Earth’s sole satellite? The countdown is on.

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This article originally ran on CultureMap.

The Artemis I mission will launch NASA’s Space Launch System rocket with the Orion spacecraft from Kennedy Space Center in Florida on Monday. The uncrewed mission is planned to circle the moon. Photo via NASA

Here's how Houstonians can watch as NASA returns to the Moon

the countdown begins

UPDATE: NASA halted the Monday, August 29 Artemis I launch attempt at approximately 7:34 am Monday. According to a statement, the Space Launch System rocket and Orion spacecraft remain in a safe and stable configuration. Launch controllers were continuing to evaluate why a bleed test to get the RS-25 engines on the bottom of the core stage to the proper temperature range for liftoff was not successful, and ran out of time in the two-hour launch window. Engineers are continuing to gather additional data.

In less than a week, NASA and its commercial partners are returning humans to the Moon in the first mission of the Artemis Program. All eyes will be on the rocket as it launches Monday, August 29.

Artemis I — the mission's first flight test of the NASA’s Orion spacecraft, Space Launch System rocket — is an uncrewed mission that will launch from Kennedy Space Center in Florida before circling the moon. The SLS rocket is targeted to launch during a two-hour window that opens at 7:33 a.m. on Monday, August 29, from Launch Pad 39B at Kennedy.

Coverage of the launch has already started, and viewers can tune into the livestream of the rocket and spacecraft at the launch pad on the NASA Kennedy YouTube channel. Additionally, live coverage of events started airing on Monday on NASA Television, the NASA app, and the agency’s website. The launch countdown will begin Saturday, Aug. 27, at 9:23 a.m.

While launch is the main event, the broadcast will also include celebrity appearances by Jack Black, Chris Evans, and Keke Palmer, as well as a special performance of “The Star-Spangled Banner” by Josh Groban and Herbie Hancock. It also will feature a performance of “America the Beautiful” by The Philadelphia Orchestra and cellist Yo-Yo Ma, conducted by Yannick Nézet-Séguin.

"The first in a series of increasingly complex missions, Artemis I will be an uncrewed flight test that will provide a foundation to extend human presence to the Moon and beyond," NASA reports in a news release. "The mission will demonstrate the performance of the SLS rocket and test Orion’s capabilities over the course of about six weeks as it travels about 40,000 miles beyond the Moon and back to Earth."

A full itinerary of events — including press conferences, virtual social opportunities, and more — is available online. Interested parties can also follow NASA’s Artemis blog for updates.

Auburn University's SwiftSku took first place in this year's virtually held Rice Business Plan Competition, but it was the second place company that went home with over half a million in cash and investment prizes. Photo via rice.edu

Over $1.4M in prizes awarded at Rice University's student startup competition

RBPC 2021

In its 21st year, the Rice Business Plan Competition hosted 54 student-founded startups from all over the world — its largest batch of companies to date — and doled out over $1.4 million in cash and investment prizes at the week-long virtual competition.

RBPC, which is put on by the Rice Alliance for Technology and Entrepreneurship, took place Tuesday, April 6, to Friday, April 9 this year. Just like 2020, RBPC was virtually held. The competition announced the 54 participating startups last month, and coordinated the annual elevator pitches, a semi-finals round, wildcard round and live final pitches. The contestants also received virtual networking and mentoring.

Earlier this week, Rice Alliance announced the seven student-led startups that then competed in the finals. From this pack, the judges awarded the top prizes. Here's how the finalists placed and what won:

  • SwiftSku from Auburn University, point of sales technology for convenience stores that allows for real time analytics, won first place and claimed the $350,000 grand prize from Goose Capital. The company also won the $50,000 Business Angel Minority Association Prize, the $500 Best Digital Elevator Pitch Prize from Mercury Fund, and the $500 Third Place Anbarci Family People's Choice prize, bringing the company's grand total in cash and investment prizes to $401,000. The company also won the CFO Consulting Prize, a $25,000 in-kind award.
  • AgZen from the Massachusetts Institute of Technology, a pesticide alternative spray and formulation technology company, won the second place $100,000 investment prize (awarded by Finger Interests, Anderson Family Fund, Greg Novak, and Tracy Druce). The startup also won a $300,000 Owl Investment Prize, the $100,000 Houston Angel Network Prize, the $500 Best Energy Elevator Pitch Prize from Mercury Fund, and the $1,500 Third Place Anbarci Family People's Choice prize, bringing the company's grand total in cash and investment prizes to $502,000. The company also won the $30,000 in-kind Polsinelli Energy Prize.
  • FibreCoat GmbH from RWTH Aachen University, a startup with patented spinning technology for the production of inexpensive high-performance composite fibers, won the third place $50,000 investment prize (also awarded by Finger Interests, Anderson Family Fund, Greg Novak, and Tracy Druce). The company also won the $100,000 TiE Houston Angels Prize and the $500 Best Hard Tech Elevator Pitch Prize from Mercury Fund, bringing the company's grand total in cash and investment prizes to $150,500.
  • Candelytics from Harvard University, a startup building the digital infrastructure for 3-D data, won the fourth place $5,000 prize.
  • OYA FEMTECH Apparel from UCLA, an athletic wear company that designs feminine health-focused clothing, won the fifth place $5,000 prize. The company also won the $5,000 Eagle Investors Prize, the $25,000 Urban Capital Network Prize, and the $1,000 Second Place Anbarci Family People's Choice prize, bringing the company's grand total in cash and investment prizes to $36,000.
  • LFAnt Medical from McGill University , an innovative and tech-backed STI testing company, won the sixth place $5,000 prize and the $20,000 Johnson and Johnson Innovation Prize, bringing the company's grand total in cash and investment prizes to $25,000.
  • SimpL from the University of Pittsburgh, an AI-backed fitness software company, won the seventh place $5,000 prize. The company also won the $25,000 Spirit of Entrepreneurship Prize from the Pearland Economic Development Corp., bringing the company's grand total in cash and investment prizes to $30,000.

Some of the competition's participating startups outside of the seven finalists won monetary and in-kind prizes. Here's a list of those.

  • Mercury Fund's Elevator Pitch Prizes also included:
    • Best Life Science $500 Prize to Blue Comet Medical Solutions from Northwestern University
    • Best Consumer $500 Prize to EasyFlo from the University of New Mexico
    • Best Overall $1,000 prize to Anthro Energy from Stanford University
  • The Palo Alto Software Outstanding LivePlan Pitch $3,000 Prize went to LiRA Inc. from the University of North Carolina at Chapel Hill
  • The OFW Law FDA Regulatory Strategy Prize, a $20,000 in-kind award went to Paldara Inc. from Oklahoma State University.
  • The Silver Fox Mentoring Prize, which included $20,000 in kind prizes to three winners selected Ai-Ris from Texas A&M University, BruxAway from the University of Texas, and Karkinex from Rice University as recipients.
  • The first, second, and third place winners also each received the legal service prize from Baker Botts for a total of $20,000 in-kind award.
  • The Courageous Women Entrepreneurship Prize from nCourage — a $50,000 investment prize — went to Shelly Xu Design from Harvard University.
  • The SWPDC Pediatric Device Prize — usually a $50,000 investment divided its prize to two winners to receive $25,000 each
    • Blue Comet Medical Solutions from Northwestern University
    • Neurava from Purdue University
  • TMC Innovation Healthcare Prize awarded a $100,000 investment prize and admission into its accelerator to ArchGuard from Duke University
  • The Artemis Fund awarded its $100,000 investment prize to Kit Switch from Stanford University
The awards program concluded with a plan to host the 22nd annual awards in 2022 in person.

If you missed the virtual programming, each event was hosted live on YouTube and the videos are now available on the Rice Alliance's page.

A Houston-based company that's on a mission to the moon has a new control center. Photo via Jesus Motto/Savills

Houston-area space tech startup gets upgraded control center

new space

A space tech startup based in Clear Lake, just outside of Houston, has a new office that's going to help them take their technology out of this world.

Intuitive Machines, an engineering firm specializing in automation and aerospace, has upgraded its Houston-area control center. The company has moved into a 22,300-square-foot space on the sixth floor of a building located at 3700 Bay Area Road. The lease was executed last fall. London-based Savills had a Houston team to represent the tenant and oversee project management of the buildout.

"I was proud to work on the build-out for Intuitive Machines during such an exciting time in its history," says Savills associate director, David Finklea, in a news release. "As Intuitive is a leader in the aerospace space field, we created an environment that is far from the industry standard and complements its innovative endeavors. The design is bright and contemporary, with a relaxing and airy feel that imitates the illusion of being in space."

Currently, Intuitive Machines is working on NASA's Artemis Program and has been granted $77 million from the organization to launch a flight to the moon next year. In light of this project, Intuitive Machines needed a larger, optimized space to support its growing team.

Finklea and Derrell Curry, executive vice president at Savills, teamed up with architecture firm CDI Douglass Pye Inc. on the project that took elements from the company's former first-floor office and created a new design aesthetic that "evoked the neutral colors of the lunar landscape," according to the release.

"Despite the current COVID-19 pandemic and delays caused as a result, we were able to complete the space within six months through close coordination with Intuitive Machines, CDI Douglass Pye, and the landlord," Finklea says in the release. "Everyone came together to ensure the new headquarters was delivered promptly for Intuitive Machines to prepare for its historic mission that further solidifies the future of privatized space travel."

The unique control center is circular, which optimizes collaboration, and equipped with a large curved monitor. The office is also hooked up to emergency backup power — something the team needs as it continues on its mission to the moon.

"I couldn't be more pleased with Derrell and David and the team they put together to create our new headquarters. Everyone demonstrated a high level of professionalism and attention to detail that produced a workplace that truly represents Intuitive Machines as an innovative lunar space systems company," says Steve Altemus, president and CEO of Intuitive Machines, in the release. "Thank you to Savills, CDI Douglass Pye, and Byrd Construction for delivering an exceptional space that allows us to conduct our mission to the moon from our new control center right here in Houston!"

Intuitive Machines moved into a new space. Photo via Jesus Motto/Savills

Orion — NASA's program that will take astronauts to the moon by 2024 — has a new leader. Photo courtesy of NASA

NASA names new female exec to human spaceflight program

ready for take off

NASA is preparing to return to the moon by 2024 — and the organization just tapped the woman who will lead the program.

Catherine Koerner was announced last week as the manager of NASA's Orion Program, the spacecraft that will be used for the moon-bound Artemis missions. According to a press release, Koerner's position was effective Tuesday, September 8, and will be based at NASA's Johnson Space Center in Houston.

"I'm honored to be selected as the Orion Program Manager. Orion is a key element of the agency's Artemis infrastructure, and I look forward to leading the team responsible for developing and building America's deep space human spacecraft," Koerner says in the release. "Next year we'll be launching the Artemis I test flight — a major milestone — and the first of the Artemis mission series on our way to putting the first woman and the next man on the Moon."

Catherine Koerner is leading the Orion Program from Houston's Johnson Space Center. Photo courtesy of NASA

Prior to this position, Koerner led the Human Health and Performance Directorate team at Johnson, and she's also served as flight director, space shuttle manager for the Missions Operations Directorate, deputy manager of the Vehicle Office and manager of the Transportation Integration Office for the International Space Station Program, per the release.

In her new role, Koerner will be oversee design, development, and testing for the Orion spacecraft and any other ongoing projects within the program.

"Cathy brings to Orion a diverse background in engineering and human health, two key components for the Artemis program that will see the spacecraft send our astronauts to the Moon, ushering in a sustainable presence on the lunar surface," says Kathy Lueders, NASA's associate administrator for human exploration and operations, in the release. "Working with our partners, her leadership will guide the program to achievements that will inspire and benefit humanity."

Lueders was recently named to her position in June, and both these appointments are a part of NASA's plans to scale its human spaceflight team. NASA also just called for recruitment in Mission Control at JSC.

"Cathy brings 30 years of human spaceflight experience to the challenging task of managing the Orion program," says JSC Director Mark Geyer in the release. "I am confident she will lead Orion into flight and into a sustainable future."



Koerner succeeds Mark Kirasich, who is currently leading NASA's Advanced Exploration Systems Division in the Human Exploration and Operations Mission Directorate at NASA Headquarters. Howard Hu, who was acting Orion program manager, will serve as Orion deputy program manager.

Orion, the Space Launch System (SLS), and Exploration Ground Systems programs are foundational elements of NASA's Artemis program. Artemis I will be the first integrated flight test of Orion and the SLS next year. Artemis II will follow as the first human mission, taking astronauts farther into space than ever before. On Artemis III, astronauts will set foot on the Moon by 2024.

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Houston expert: Here's why your top candidate turned down your job offer

guest column

One of the most disappointing (and costly) things as a hiring manager is when your top candidate declines the job offer. You spend months defining target skills and characteristics, reviewing résumés and interviewing candidates to narrow down to your finalist of choice. You put together what you believe is a strong offer, and the candidate says “no.” What went wrong?

It’s not an employer’s job market anymore. In this transformed workplace, and at a time of historically low unemployment, it is very much an employee’s market, and he/she can afford to be selective. Below are some common reasons candidates turn down job offers and what you can do to prevent them.

No. 1: The interview process took too long

It takes time to identify the right fit, and a typical hiring process will often involve 2-3 interviews with decision makers in different locations. You also want to pinpoint a candidate you like and compare him/her to other candidates. When all is said and done, you’re often looking at an interview process that can take 6-8 weeks. During this time, it’s critical to stay in touch with the candidate. A simple email with a status update will help keep them engaged. This is also a great time to check references, showing the candidate your continued interest.

While you’re focused on filling the position, it’s easy to forget candidates have deadlines, too. A lengthy interview process with periods of little interaction can make a candidate feel you don’t respect his/her time or make your company appear disorganized, something they may be leery of based on past experience. Setting expectations upfront and maintaining open lines of communication are key in this candidate-driven environment.

Equally important to an efficient hiring process is encouraging non-essential decision makers to let go after a certain point. For example, once a small sized business graduates to a midsized company, a CEO should not make the mistake of thinking they have to talk to every single prospect. They need to approve them. Delegating and trust are key.

No. 2: You didn’t ‘sell’ the opportunity enough

It’s easy to forget interviews are as much about the candidate interviewing you as you interviewing the candidate. While you want to assess the person’s skills and cultural fit, the candidate wants to know how the role will match his/her personal and professional goals. Heck, they want to know how it stacks up against other jobs for which they might be applying!

Career growth is something every candidate wants. It’s critical for the hiring manager to discuss training and personal development opportunities. This is particularly important for millennials, who are often more motivated by the ability to learn and grow than they are by an increase in financial compensation. It’s also important to talk about the company culture and what makes you stand out. Bottom line: You want the candidate to leave the interview knowing he/she will be appreciated by your company and will get an experience that can’t be found elsewhere. To this end, expressing genuine interest in their life outside of work (loved ones, what makes them tick, etc.) can make all the difference.

No. 3: Lack of employer brand appeal

Companies spend a lot of time branding their products and services but don’t always think about how they look to future employees. Your M.O. is how you show candidates what it’s like to work for you. This includes their overall interview process experience, reviews on websites like Glassdoor, as well as posts your company and employees share on social media.

Let candidates get to know your company through posts. Show your team having fun together, being involved in the community and as customer-focused professionals. Employees also give hints about their work experience in their own social content. If they’re happy, it’ll show in their online activity.

These first three reasons for why a job offer might be turned down are all about how a hirer makes a candidate feel, but the fine print matters too.

No. 4: Job duties

It may seem like a no-brainer that a job description should be well-written, but more often than not, it’s unclear what will be expected of said employee. When you do the internal work ahead of time, getting alignment on what’s required and the intricacies of the existing (or new) position, it leaves little room for misunderstanding and/or disappointment post-hire.

No. 5: Compensation and benefits

Lastly, a strong compensation and benefits package is critical in securing your top pick. For some roles, that will mean an offer heavily weighed on the salary side. For others, it will be uncapped commissions or the opportunity for equity. Make sure the package is competitive with the industry, and will appeal to your ideal candidate and make him/her want to join your team.

Remember to think “outside the box” with extra benefits like flexible work hours, the ability to work remotely, PTO/unlimited sick days or vacation. The cost to implement these perks is low, but they often mean more to the candidate than higher pay.

In today’s employee-driven job market, top candidates are looking for a comprehensive package, growth opportunities, and a welcoming work environment that will provide lasting happiness and satisfaction.

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Hazel Kassu is the managing director of Houston-based recruiting firm, Sudduth Search.

7 lessons from a Houston-based unicorn startup founder

taking notes

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.

Houston tech company to acquire IT infrastructure startup

M&A moves

Hewlett Packard Enterprise has announced its plans to acquire a San Jose, California-based startup.

HPE, which relocated its headquarters to Houston from the Bay Area a couple years ago, has agreed to acquire OpsRamp, a software-as-a-service company with an IT operations management, or ITOM, platform that can monitor, automate, and manage IT infrastructure, cloud resources, and more.

According to a news release from HPE, the OpsRamp platform will be merged with the HPE GreenLake edge-to-cloud platform, which supports more than 65,000 customers, powers over two million connected devices, and manages more than one exabyte of data with customers worldwide.

The new integrated system "will reduce the operational complexity of multi-vendor and multi-cloud IT environments that are in the public cloud, colocations, and on-premises," per the statement.

“Customers today are managing several different cloud environments, with different IT operational models and tools, which dramatically increases the cost and complexity of digital operations management,” says HPE's CTO Fidelma Russo in the release. “The combination of OpsRamp and HPE will remove these barriers by providing customers with an integrated edge-to-cloud platform that can more effectively manage and transform multi-vendor and multi-cloud IT estates.

"This acquisition advances HPE hybrid cloud leadership and expands the reach of the HPE GreenLake platform into IT Operations Management,” she continues.

HPE's corporate venture arm, Pathfinder, invested in OpsRamp in 2020. The company raised $57.5 million prior to the acquisition. Other investors included Morgan Stanley Expansion Capital and Sapphire Ventures, per TechCrunch.

“The integration of OpsRamp’s hybrid digital operations management solution with the HPE GreenLake platform will provide an unmatched offering for organizations seeking to innovate and thrive in a complex, multi-cloud world. Partners and the channel will also play a pivotal role to advance their as-a-service offerings, as enterprises look for a unified approach to better manage their operations from the edge to the cloud,” says Varma Kunaparaju, CEO of OpsRamp, in the release.

“We look forward to leveraging the scale and reach of HPE’s global go-to-market engine to deliver our unique offering and are excited for this journey ahead as part of HPE.”