Voyager, a Houston SaaS company, has received fresh funds to develop its bulk shipping software. Tom Fisk/Pexels

Houston software startup Voyager is making waves in its quest to improve efficiency — and stem billions of dollars in losses — in the maritime bulk-shipping business. Now, it's got some fresh capital to help it achieve that mission.

On August 21, Voyager revealed it secured $1.5 million in seed funding from four investors from around the world: Austin-based ATX Venture Partners, Houston- and California-based Blue Bear Capital, New York City-based GreenHawk Capital, and Oman-based Phaze Ventures. Previous investors include Boulder, Colorado-based Techstars and Spring-based Knightsgate Ventures.

With its software-as-a-service offering, Voyager aims to modernize the workflows of operators in the maritime bulk-commodities industry. The company says its technology will become more vital as autonomous shipping and internet- and Internet of Things-enabled cargo vessels grow in popularity.

Voyager's technology enables all communication tied to a shipment to be handled via its web dashboard and app, essentially creating a one-stop shop for people who need to track messages about maritime bulk shipments.

"Shipping bulk commodities like crude oil, gas, and petrochemicals is still a highly manual and complex process, with $360 billion in ocean freight managed globally by email, phone, fax, and text in a high-volume, fast-paced environment," Matthew Costello, co-founder and CEO of Voyager, says in a release. "Data is decentralized and unstructured, and the process is rife with inefficiencies, lost opportunities, costly human errors and, overarchingly, billions in losses."

One shipment alone generates more than 4,000 emails and hundreds of documents, with at least 10 companies collaborating across several time zones, according to Voyager.

Voyager says the $1.5 million in funding will go toward:

  • Expanding its line of SaaS products.
  • Attracting more customers. This includes a foray into the oil and gas sector.
  • Enlarging its engineering, development, marketing, and sales teams. Voyager currently employs seven people at the company's new office in downtown Houston. Plans call for a 10-member workforce by the end of 2019 and a 20-member workforce by the end of 2020.

Costello and Bret Smart, Voyager's chief operating officer, launched the company in 2018. Both are veterans of the maritime industry, where they conducted a study that found roughly 40 percent of workers' time was spent on simple, low-value tasks like manual data entry. With that research in hand, Costello and Smart — who worked together at Stolt-Nielsen, a London-based provider of liquids transportation and storage that has a Houston office — came up with the Voyager software.

Among Voyager's customers are brokerage, terminal, and agency businesses, as well as ship owners and commodity producers. The company says one of its customers has realized more than $4 million in annual bottom-line savings by switching to Voyager, with another customer pegging its annual savings at $1.5 million.

"As industries move away from email to digital-based communication, Voyager will become a critical system of engagement," Costello says.

Down the road — or, in this case, the shipping channel — Voyager plans to supplement its cloud-based offerings with capabilities like machine learning and analytics.

"Opportunities for innovation in maritime abound, as the need for technological advancements exist in one of the world's biggest industries. Voyager is poised to be the leader in maritime operations," says Chris Shonk, managing partner of ATX Venture Partners.

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Houston researchers: Here's what it takes to spot a great new idea

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Having a “promotion focus” really does create a mental lens through which new ideas are more visible.

Key findings:

  • New ideas can be crucially important to businesses, driving innovation and preventing stagnation.
  • Recognizing those ideas, though, isn’t always easy.
  • Nurturing what is known as “promotion focus” can help managers spot fresh ideas.

Whenever the late surgeon Michael DeBakey opened a human chest, he drew on a lifetime of resources: the conviction that heart surgery could and should be vastly improved, the skill to venture beyond medicine’s known horizons and the vision to recognize new ideas in everyone around him, no matter how little formal training they had.

Appreciating new ideas is the heartbeat of business as well as medicine. But innovation is surprisingly hard to recognize. In a pioneering 2017 article, Rice Business Professor Jing Zhou and her colleagues published their findings on the first-ever study of the traits and environments that allow leaders to recognize new ideas.

Recent decades have produced a surge of research looking at how and when employees generate fresh ideas. But almost nothing has been written on another crucial part of workplace creativity: a leader’s ability to appreciate new thinking when she sees it.

Novelty, after all, is what drives company differentiation and competitiveness. Work that springs from new concepts sparks more investigation than work based on worn, already established thought. Companies invest millions to recruit and pay star creatives.

Yet not every leader can spot a fresh idea, and not every workplace brings out that kind of discernment. In four separate studies, Zhou and her coauthors examined exactly what it takes to see a glittering new idea wherever it appears. Their work sets the stage for an entirely new field of future research.

First, though, the team had to define their key terms. “Novelty recognition” is the ability to spot a new idea when someone else presents it. “Promotion focus,” previous research has shown, is a comfort level with new experiences that evokes feelings of adventure and excitement. “Prevention focus” is the opposite trait: the tendency to associate new ideas with danger, and respond to them with caution.

But does having “promotion focus” as opposed to “prevention focus” color the ability to see novelty? To find out, Zhou’s team came up with an ingenious test, artificially inducing these two perspectives through a series of exercises. First, they told 92 undergraduate participants that they would be asked to perform a set of unrelated tasks. Then the subjects guided a fictional mouse through two pencil and paper maze exercises.

While one exercise showed a piece of cheese awaiting the mouse at the end of the maze (the promise of a reward), the other maze depicted a menacing owl nearby (motivation to flee).

Once the participants had traced their way through the mazes with pencils, they were asked to rate the novelty of 33 pictures — nine drawings of space aliens and 24 unrelated images. The students who were prepped to feel an adventurous promotion focus by seeking a reward were much better at spotting the new or different details among these images than the students who’d been cued to have a prevention focus by fleeing a threat.

The conclusion: a promotion focus really does create a mental lens through which new ideas are more visible.

Zhou’s team followed this study with three additional studies, including one that surveyed 44 human resource managers from a variety of companies. For this study, independent coders rated the mission statements of each firm, assessing their cultures as “innovative” or “not innovative.” The HR managers then evaluated a set of written practices — three that had been in use for years, and three new ones that relied on recent technology. The managers from the innovative companies were much better at rating the new HR practices for novelty and creativity. To recognize novelty, in other words, both interior and external environments make a difference.

The implications of the research are groundbreaking. The first ever done on this subject, it opens up a completely new research field with profound questions. Can promotion focus be created? How much of this trait is genetic, and how much based on natural temperament, culture, environment and life experience? Should promotion focus be cultivated in education? If so, what would be the impact? After all, there are important uses for prevention focus, such as corporate security and compliance. Meanwhile, how can workplaces be organized to bring out the best in both kinds of focus?

Leaders eager to put Zhou’s findings to use right away, meanwhile, might look to the real-world model of Michael DeBakey. Practice viewing new ideas as adventures, seek workplaces that actively push innovation and, above all, cultivate the view that every coworker, high or low, is a potential source of glittering new ideas.

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This article originally appeared on Rice Business Wisdom.

Jing Zhou is the Mary Gibbs Jones Professor of Management and Psychology in Organizational Behavior at the Jones Graduate School of Business of Rice University. Zhou, J., Wang, X., Song, J., & Wu, J. (2017). "Is it new? Personal and contextual influences on perceptions of novelty and creativity." Journal of Applied Psychology, 102(2): 180-202.

Axiom Space-tested cancer drug advances to clinical trials

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A cancer-fighting drug tested aboard several Axiom Space missions is moving forward to clinical trials.

Rebecsinib, which targets a cancer cloning and immune evasion gene, ADAR1, has received FDA approval to enter clinical trials under active Investigational New Drug (IND) status, according to a news release. The drug was tested aboard Axiom Mission 2 (Ax-2) and Axiom Mission 3 (Ax-3). It was developed by Aspera Biomedicine, led by Dr. Catriona Jamieson, director of the UC San Diego Sanford Stem Cell Institute (SSCI).

The San Diego-based Aspera team and Houston-based Axiom partnered to allow Rebecsinib to be tested in microgravity. Tumors have been shown to grow more rapidly in microgravity and even mimic how aggressive cancers can develop in patients.

“In terms of tumor growth, we see a doubling in growth of these little mini-tumors in just 10 days,” Jamieson explained in the release.

Rebecsinib took part in the patient-derived tumor organoid testing aboard the International Space Station. Similar testing is planned to continue on Axiom Station, the company's commercial space station that's currently under development.

Additionally, the drug will be tested aboard Ax-4 under its active IND status, which was targeted to launch June 25.

“We anticipate that this monumental mission will inform the expanded development of the first ADAR1 inhibitory cancer stem cell targeting drug for a broad array of cancers," Jamieson added.

According to Axiom, the milestone represents the potential for commercial space collaborations.

“We’re proud to work with Aspera Biomedicines and the UC San Diego Sanford Stem Cell Institute, as together we have achieved a historic milestone, and we’re even more excited for what’s to come,” Tejpaul Bhatia, the new CEO of Axiom Space, said in the release. “This is how we crack the code of the space economy – uniting public and private partners to turn microgravity into a launchpad for breakthroughs.”