Kristen Phillips, director of Golden Section Studios, and Brooke Waupsh, founding CEO of Swoovy — the program's inaugural startup in residence — join the Houston Innovators Podcast to discuss how they are collaborating on a new B2B volunteer platform. Photos courtesy

Brooke Waupsh wanted to change the way people volunteered and help increase access to volunteers for nonprofits. So, she launched Swoovy, a dating app that connected singles who wanted to do some good on their first dates. Now, the Austin-based company is looking to expand to connect corporates with community service opportunities.

As Swoovy works on this new B2B SaaS platform, it's tapped a new partner to help support its endeavors. Golden Section Studios has launched to focus on advancing and supporting early-stage software companies like Swoovy, which is its inaugural startup in residence.

"We had discussions around our vision for Swoovy and the momentum behind the business we'd had in the early stages in Austin and looking for strategic growth partners, investors, and resources," Waupsh says on this week's episode of the Houston Innovators Podcast. "We had an instant relationship that we developed with the Studios as they were looking to launch this program."

Waupsh says that in addition to the financial support that comes with the arrangement — GSS plans to contribute up to $500,000 in its member companies — the Studios will offer Swoovy the chance to grow and scale, without having to hire a huge team right out of the gate.

"What's unique about the Studios for us is that as a startup and a small team, we have the bandwidth and a higher capacity to move faster on all cylinders — sales, marketing, technology — without having to staff up a team of 20," Waupsh says.

Kristen Phillips, director of Golden Section Studios, says that for years, Golden Section Technology — and its accompanying venture arm — has worked to develop SaaS technology and has created a large network of experts and mentors — all of whom will be made available to each of GSS's future member companies like Swoovy.

Additionally, Phillips says her team has a lot of lessons learned to share with the companies they will support.

"When you're dealing with early-stage companies, a lot of it just boils down to product-market fit and making sure you're able to develop a technology that's scalable that works with your customers as you scale," Phillips says on the podcast. "It sounds simple, but it's not easily mastered."

Startups also looking for this sort of guidance can learn more online and even apply to the program. In the meantime, GSS and Swoovy alike are focusing on the new technology that can really be a gamechanger for both corporates looking to provide volunteer opportunities as well as nonprofits with a huge need for workers.

"We're just excited to have the SaaS B2B platform coming out with Golden Section Studios and expand on empowering more people through businesses to be able to have access to a tool like this," Waupsh says.

Waupsh and Phillips share more about the their partnership and other major SaaS challenges on the episode. Listen to the full interview below — or wherever you stream your podcasts — and subscribe for weekly episodes.


DocJuris has raised its first round of venture funding to grow its team to keep up with demand for its legal software platform. Image courtesy of DocJuris

Houston B2B software company raises $3.2M in seed funding to grow team and product

money moves

A Houston-based software-as-a-service company that is revolutionizing the contract process has closed a round of funding this week.

DocJuris, founded in 2018, raised $3.2 million in seed funding led by New York-based RTP Seed with additional support from Houston-based Seed Round Capital, California-based Watertower Ventures, Maryland-based Crossbeam, and Remote First Capital.

It's the startup's first round of venture funding and Henal Patel, CEO of DocJuris, says he was looking for funds as well as support from investors who had experience with software and could open doors to new clients for the legal software.

"Our platform is designed to empower legal, sales, and procurement teams and corporations to negotiate and close contracts with greater speed and precision," Patel says. "The underlying mission is to solve the last-mile of contracting."

Henal Patel is CEO of DocJuris. Photo courtesy of DocJuris

The need for funding came at a time of growth, Patel says, as DocJuris was seeing more and more opportunities in light of the pandemic.

"As work has gone more remote, there's a greater need for teams to be able to collaborate on their contracts — instead of sending Word documents over email," he tells InnovationMap.

Within the contract optimization space, Patel says he sees a lot of opportunities for enhancing the experience for lawyers, business owners, contractors, and anyone who has to spend any amount of time on legal papers.

"One of our visions is to — in addition to providing the tactical tools we do to day — revisualize the way that people read contracts," Patel says. "Our platform enables the ability to improve the lives of the people who have to stare at contracts all day."

DocJuris is already hiring for a few positions across sales, customer service, and marketing, and Patel says he will continue to grow his remote team locally.

"We've been remote since before it was cool," Patel says, adding that all but one of his employees is based in Houston. "But we've been locally concentrated in Houston. We're planning on growing our team here in Houston, but keeping the team remote. We believe in Houston."

A Houston startup has closed a $7.5 million round of funding with mostly local investment. Photo courtesy of WizeHire

Houston software startup closes $7.5M series A led by two Houston-area​ VC firms

money moves

A Houston B2B software startup has closed a new round of funding led by two Houston venture capital firms.

WizeHire, a tech-enabled hiring solution for small businesses, closed a $7.5 million series A funding round that was led by Houston-based Mercury Fund and Amplo, which is based just north of Houston in Spring. Additional support came from existing backers Ruchit Shah and RigUp co-founder Sandeep Jain. The company was co-founded by Sid Upadhyay, Nick Carneiro, and Jay Niblick.

According to a news release, WizeHire will use the funds to scale their business, which is centered around providing personalized hiring resources to small businesses, as well as to hire more staff and expand its partner program.

"We're a small business helping small businesses with a team of people looking out for you," says Upadhyay, who serves the company as CEO, in the release. "Hiring is complex and personal. Our customers see what we do not just as software; they see us as a trusted advisor."

WizeHire's client base includes more than 7,000 businesses, and the company recorded $4.7 million in run rate in 2020, according to the press release, and it was the company's highest year-over-year growth.

"WizeHire is focused on a future where small business owners have easy access to the elevated hiring experience large corporations already have," says Amplo's Sam Garcia, who will join WizeHire's board, in the release. "They're not just creating a better alternative to current recruiting solutions; they're giving employers more peace of mind about the hiring process so they can get back to building their business."

Last year, during the height of the COVID-19 pandemic, the company launched a free version of its product and partnered with lenders to help increase accessibility for the Paycheck Protection Program. Now, in a new year, unemployment continues to soar and more than 10 million people remained out of work. As small businesses continue to recover and plan to rehire, WizeHire provides a service that is hyper-personalized for different industries.

"We are thrilled to support WizeHire's opportunity to define talent acquisition for small businesses," says Heath Butler, managing director at Mercury, who will also join WizeHire's board. "By systematically helping hiring managers align company values, behavioral competencies, technical skills and industry requirements to identify the best candidate, WizeHire is enabling their clients to maximize productivity, reduce turnover cost and increase customer loyalty."

A Houston founder and small-space expert founded TAXA Outdoors to create better campers than what was in the market. Now, amid the pandemic, he's seen sales skyrocket. Photo courtesy of TAXA Outdoors

Houston startup founded by former NASA architect moves into new space amid booming business

go outside

In 2014 Garrett Finney, a former senior architect at the Habitability Design Center at NASA, brought his expertise in what he describes as "advocating for human presence living in a machine" to the outdoors market.

After being less-than enchanted by the current RV and camper offerings, the Houstonian developed a new series of adventure vehicles that could safely and effectively get its users off-grid — even if still Earth-bound — under the company he dubbed TAXA Outdoors.

The vehicles would follow much of the same standards that Finney worked under at NASA, in which every scenario and square inch would be closely considered in the smartly designed spaces. And rather that designing the habitats for style alone, function and storage space for essential gear took precedence. According to Finney, the habitat was to be considered a form of useful adventure equipment in its own right.

"Ceilings should be useful. They're not just for putting lights on," he says. "Even when there's gravity that's true."

Today TAXA offers four models of what they call "mobile human habitats" that can be towed behind a vehicle and sleep three to four adults, ranging from about $11,000 to $50,000 in price.

TAXA's mobile human habitats range in size and price. Photo courtesy of TAXA Outdoors

And amid the pandemic — where people were looking for a safe way to escape their homes and get outside — the TAXA habitats were flying off the shelves, attracting buyers in Texas, but mainly those in Colorado, California, and other nature-filled areas.

"January, was looking really good — like the break out year. And then the pandemic was a huge red flag all around the world," Finney says. "[But] we and all our potential customers realized that going camping was the bet. They were with their family, they were getting outside, they were achieving sanity having fun and creating memories."

According to TAXA President Divya Brown, the company produced a record 430 habitats in 2020. But it still wasn't enough to match the number of orders coming in.

"We had we had almost a year and a half worth of backlog at the old facility, which we've never experienced before," Brown says.

To keep up with demand, the company moved into a 70,000-square-foot space off of U.S. 290 that now allows multiple operations lines, as well as a showroom for their vehicles and enough room for their staff, which tripled in size from 25 to 75 employees since the onset of the pandemic.

The first priority at the new facility is to make up the backlog they took on in 2020. Next they hope to produce more than 1,000 habitats by the end of 2021 and 3,000 in the coming years.

"It's a pretty significant jump for us," Brown says. "We really believe there's a huge market for this."

With the new facility, the TAXA team hopes to catch up with the explosive sales growth. Photo courtesy of TAXA Outdoors

This Houston venture capital leader is looking at how 2020 — for all its disappointments — might be a great year for B2B software-as-a-service companies. Getty Images

Houston investor: Is this the golden age for B2B software?

Guest column

B2B software as a service, or SaaS, founders entered 2020 riding a wave of the longest economic expansion in United States history. Valuations increased to new highs, funding rounds continued getting larger at each stage, and forecasts went up and to the right fast. But then, March hit.

Quickly and seemingly out of nowhere, headlines became dominated by apocalyptic predictions of death, record levels of unemployment, shocking economic forecasts of GDP contraction, historic mass layoffs and furloughs, and unprecedented multi-trillion dollar economic stimulus packages. For founders every instinct began screaming to cut costs and hunker down.

But should B2B SaaS founders cut their organizations right now? Through analyzing a few key events and looking to the evidence in the market today, founders can develop a strategy for growing during this crisis. Not only is growth cheaper for most B2B SaaS against the backdrop of economic meltdown, but with the majority following a hunker-down instinct, a growing B2B SaaS firm will compare very favorably against a landscape of stale and stagnant competitors.

Reviewing the 1918 Spanish Flu Pandemic and the 2008 downturn

While the health implications vary widely between the current pandemic and the 1918 flu epidemic, the economic reactions share many similarities. The US response to 1918 was just as fractured as the states' reactions to COVID have been this year. As cities and states in 1918 shut down commerce to stem the spread of the flu, economic contraction quickly gave way to rebound, the so called "V-shaped recovery," despite the Spanish Flu having much higher death rates among working individuals than COVID-19.

There are major differences between 1918 and 2020, however. First, there is untapped potential in technology to replace workers. As businesses look for ways to cut costs, expect them to aggressively turn to automation, ultimately depressing real wages. Second, the 1918 response did not include shutdown measures as draconian as those we are experiencing in 2020. This could lead to permanent output loss across a wide range of industries, increasing real prices just as real wages decline. And third, the trillions of dollars in federal economic relief are unlike anything attempted in 1918.

The 2008 downturn that nearly brought the financial sector to a halt rippled through the economy as businesses in a wide range of industries made steep cuts to operations and capital expenditures. Despite this dangerous environment, SaaS firms increased profitability and continued to grow revenues each quarter. Growth slowed but remained positive while most other companies experienced absolute declines in revenue.

Customer acquisition for SaaS businesses usually gets more efficient during downturns, driving the potential for faster growth. The performance of all publicly traded B2B SaaS firms during 2008 illustrated in Figure 1 above proves the resilience of this category during a recession. While revenue continued to grow, profitability rose from a 10 percent loss on average to a 5 percent gain on average by 2010. This is likely due to firms freezing salaries and hiring and perhaps cutting down the sales and marketing budgets.

Downturn case study: Salesforce

Salesforce entered the downturn as a category leader in B2B SaaS with nearly $500M in revenue in 2007 and $3.5 million in operating losses. Throughout 2008, the company grew revenues by 51 percent to $748 million and operating profit surged to $20.3 million. And in 2009, the company repeated this stellar performance by growing revenues 44 percent to $1,077M and operating profit to $63 million. These results occurred against the backdrop of a global financial downturn and with a product focused on helping people sell more effectively (not something one would expect would sell well during a free-fall recession).

The revenue growth throughout those years followed the growth in sales and marketing spend. In 2008, the company grew sales and marketing by 49 percent, driving 51 percent revenue growth at about $1.50 of sales expense per $1 of recognized revenue added. In 2009, the company grew sales and marketing 42 percent resulting in 44 percent revenue growth at $1.63 of sales expense per $1 of recognized revenue. By 2010, the sales growth advantage was gone and Salesforce not only dropped its expense growth rate but also reverted to spending $2.64 per $1 of new revenue added.


Looking at these results Salesforce executed on the growth opportunities in 2008 and 2009 by ramping up sales expenses. The relative cost to acquire customers in 2008 and 2009 compared to 2010 proved significantly cheaper (approximately 40 percent less expensive). When faced with an advantage like that, every founder should charge ahead.

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Dougal Cameron is director of Houston-based Golden Section Venture Capital.

Brittany Barreto wants to expand her DNA dating technology to a B-to-B model and compatibility test — all under a new company called X&Y Technologies. Karla Martin/Pheramor

Houston DNA-based dating app expands brand and plans new ways to use its technology

Love as a science

For over two years, Brittany Barreto has been playing matchmaker with her DNA-based dating app, Pheramor, but now she's ready to take it to the next level.

Pheramor, which sequences users' DNA and datamines their social media activity to determine compatibility, is transforming into becoming a product of a newly formed company called X&Y Technologies. The company, Barreto says, will have multiple products, all relating to using that same DNA technology Pheramor has perfected.

Among the first three products X&Y is working to create is a B-to-B software-as-a-service company, where established dating companies can employ Pheramor's technology for its existing app and customers. Barreto says she has two letters of intent for the B-to-B model, one of which is a dating app with 160,000 users.

Barreto unveiled the new company at The Cannon's female entrepreneur pitch night on January 24, but expanding her technology's reach has been on her mind for a while. She cited major dating companies that have their eyes on DNA dating, but haven't yet figured out the infrastructure. That, she says, is where X&Y's SaaS model comes in.

"Our traction with the dating app was a fantastic way to prove that we are the thought leaders, we have the infrastructure, and we have the algorithm and we've proven that the market is ready to buy a DNA kit to find love," she says in her pitch.

In addition, X&Y will have a compatibility test for couples wishing to learn of their own DNA-based compatibility. The tool, called We Have Chemistry, is getting ready to launch and already has preorders coming in.

"Pheramor's test is really the gold standard and industry leader in this test," she says, explaining how Pheramor's technology can be used by these existing dating apps.

She talked about how this is the time for DNA tests — from 23andme to Pheramor — and how it's not weird to send your spit in the mail. As Barreto says in her pitch, there's so much more potential for uses of the technology in what's called contextualized genetics.

"I know that my technology is way bigger than just this one market," Barreto says. "I believe the future of product is about combining the big data of genomics and DNA with the big data of your digital footprint. Nobody has ever combined your Facebook data with your DNA to figure out what's the best diet, exercise or work environment for you."

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10+ can't-miss Houston business and innovation events for December

where to be

This month, Houstonians have yet another good batch of in-person and online innovation events, and you and your tech network need to know about them.

Here's a roundup of virtual events not to miss this month — like pitch nights, workshops, conventions, and more.

Note: This post might be updated to add more events.


December 1 — Fall 2021 D2K Showcase

The Rice D2K Lab is a hub for data science education. In the interactive D2K Showcase, you will explore D2K students' end-of-semester projects sponsored by D2K Affiliate members, researchers and community partners. Interact with student teams in the poster session and learn more about their projects. Vote on your favorite project and team as students compete for cash prizes.

The event is on Wednesday, December 1, at 5 pm. It's free and happening at Rice University (Duncan Hall - McMurtry Auditorium). Click here to register.

December 2 — TeeMates Launch Party

Join TeeMates for happy hour in town at The Cannon's new sportstech and media location. DJ, drinks, prizes, local businesses, and golf.

The event is on Thursday, December 2, at 4 pm. It's free and happening at The Cannon Sports + Media (5353 W Alabama St. Ste 450). Click here to register.

December 3 — Thought Leader Series: A Conversation with Houston's Medical Community

The Greater Houston Partnership invites you to the Thought Leader Series: A Conversation with Houston's Medical Community. This virtual event will feature a dynamic panel discussion with some of the region's top minds working to advance health care and medicine for the future. These leaders will discuss topics ranging from the region's health care system including funding, workforce, technology/innovation, equity and living in a post-pandemic world.

The event is on Friday, December 3, at noon. It's free and happening online. Click here to register.

December 5-9 — 23rd Annual World Petroleum Congress

Returning to the United States for the first time in over 30 years, the 23rd World Petroleum Congress will transform Houston into the epicenter of the global energy debate. Recognized as the energy capital of the world, the host city is home to 4,600 energy firms and a hub of technological innovation and entrepreneurship both within the energy sector and across aligned sectors. The Congress will gather together industry and government leaders from across the world to address all aspects of the industry from technological advances in upstream, midstream, and downstream operations to the role of natural gas and renewables, management of the industry and its social, economic, and environmental impact.

The event is from Sunday, December 5, through Thursday, December 9, at George R. Brown Convention center. Click here to register.

December 7 — Latest Trends & Opportunities in Sports Tech

Join DivInc on December 7th for an in depth discussion focused on trends, challenges and opportunities in this city and beyond at the intersection of sports and technology! The panel consists of subject matter experts from HTX Sports Tech, Intel, 2K, and The Cannon. We will also be sharing details and answering questions regarding upcoming Sports Tech accelerator.

The event is on Tuesday, December 7, at 4 pm. It's free and happening at The Ion (4201 Main St). Click here to register.

December 8 — Houston Veterans In Residence Showcase

Bunker Labs’ Veterans in Residence Showcase is a nationwide event spanning across twenty-two cities and 2 virtual cohorts, celebrating the almost two-hundred veteran and military spouse entrepreneurs launching their startups and businesses from our recent cohort. It gives you a chance to network with local participants. Become part of your local business community and learn how you can get involved by patronizing, investing in, or partnering up with veterans and military spouse entrepreneurs.

The event is on Wednesday, December 8, at 6 pm. It's free and happening at WeWork (The Jones Building - 708 Main St.) Click here to register.

December 8 — The Future of Energy Celebration

Join energy tech leaders right after World Petroleum Congress for drinks, live music and startups to celebrate the Future of Energy — powered by Halliburton Labs, Accenture, Greentown Labs and The Ion.

The event is on Wednesday, December 8, at 6 pm. It's free and happening at 8th Wonder Brewery (2022 Dallas St). Click here to register.

December 8 — HTXelerator's Pitch Event

The Pitch for the inaugural cohort is now upon us and you're invited to be a part of the celebration! Hear from the HTXelerator's nine finalists as they deliver a mock campaign speech for city council. Enjoy drinks and light bites in the courtyard of The Cannon Downtown as the judges crown first, second, and third place to close out the inaugural year.

The event is on Wednesday, December 8, at 7 pm. It's free and happening at The Cannon Tower @ Amegy on Main (1801 Main St). Click here to register.

December 10 — Feedback Friday: Strategy Planning for 2022

Join this session with Impact Hub Houston Board Member and startup advisor Brandy Guidry to receive feedback on your business goals for 2022.

The event is on Friday, December 10, at 1 pm. It's free and happening at The Cannon Tower @ Amegy on Main (1801 Main St). Click here to register.

December 14 — UpSkill Works Forum: New Mission, Transferable Talent: What Employers Need to Know About Hiring and Retaining Veterans

With more than 250,000 veterans in residence, Houston has the country's second highest veteran population. Veterans are a diverse, highly skilled talent population that can bring valuable experience to a workplace but can be difficult to effectively access and engage. Join the UpSkill Houston initiative, NextOp Veterans Executive Director Stephanie Drake, and area employers to learn how to attract, hire, support, and retain talented veterans in your workforce.

The event is on Tuesday, December 14, at noon. It's free and happening online. Click here to register.

December 14 — gBETA Houston Fall 2021 Cohort Pitch Night

Pitch Night is a celebration of all of the current gBETA cohorts. It's an exclusive reception during which participating companies have the opportunity to pitch to an audience of entrepreneurs, mentors, investors and community members. Join either in-person or virtually for one or more Pitch Night events.

The event is on Tuesday, December 14, at 5:30 pm. It's free and happening online and at Cannon West Houston (1334 Brittmoore Rd #1327). Click here to register.

4 Houston firms land on Forbes’ list of America’s largest private companies

BIG BIZ IN H-TOWN

Some Houston-area companies have some major bragging rights. Forbes has released its new list of the country’s largest privately owned companies based on annual revenue, and five local firms land on the list. They are:

  • Car dealership group Gulf States Toyota, No. 45, $8.3 billion in annual revenue.
  • Energy company Calpine, No. 48, $8 billion in annual revenue.
  • Petroleum and petrochemical products marketer Tauber Oil, No. 61, $6.7 billion in annual revenue.
  • Casino, restaurant, and sports conglomerate Fertitta Entertainment, No. 166, $2.8 billion in annual revenue.
  • BMC Software, No. 219, $2.1 billion in annual revenue.

Elsewhere in Texas, San Antonio-based H-E-B ranks fifth on Forbes’ new list of the country’s largest privately owned companies based on annual revenue. According to Forbes, the grocery chain’s annual revenue is $32.8 billion, making it the largest private company in Texas. On its website, H-E-B reports annual sales of $32 billion.

The only other San Antonio company on the Forbes list is construction engineering company Zachry Group. It ranks 225th, with annual revenue of $2 billion.

Nearly all of the other Texas companies in the Forbes ranking are based in the Houston and Dallas-Fort Worth and Houston areas. As well as the five Houston companies, 13 DFW companies companies show up on the list:

  • Grand Prairie-based alcohol and wine distributor Republic National Distributing, No. 25, $11.9 billion in annual revenue.
  • Dallas-based conglomerate Sammons Enterprises, No. 70, $5.8 billion in annual revenue.
  • McKinney-based roofing distributor SRS Distribution, No. 80, $5.4 billion in annual revenue.
  • Irving-based arts-and-crafts retailer Michaels, No. 81, $5.3 billion in annual revenue.
  • Dallas-based luxury retailer Neiman Marcus, No. 101, $4.7 billion in annual revenue.
  • Irving-based electrical systems and equipment maker Consolidated Electrical Distributors, No. 103, $4.6 billion in annual revenue.
  • Fort Worth-based food and beverage distributor Ben E. Keith, No. 107, $4.2 billion in annual revenue.
  • Dallas-based oil and gas explorer Hunt Consolidated, No. 113, $4 billion in annual revenue.
  • Frisco-based transportation and logistics software provider Transplace, No. 127, $3.6 billion in annual revenue.
  • Addison-based cosmetics retailer Mary Kay, No. 164, $2.8 billion in annual revenue.
  • Plano-based senior healthcare provider Golden Living, No. 178, $2.6 billion in annual revenue.
  • Dallas-based general contractor Austin Industries, No. 217, $2.1 billion in annual revenue.
  • Dallas-based transportation and logistics company Mode Transportation, No. 220, $2.1 billion in annual revenue.

One other company on the Forbes list, New Jersey-based IT company SHI International Corp., has a strong connection to Texas. Austin billionaire Thai Lee, with a net worth estimated at $4.1 billion, is co-founder, president, and CEO of SHI. The company ranks 28th on the Forbes list, with annual revenue of $11.1 billion.

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This article originally ran on CultureMap.

Q&A: Houston entrepreneur discusses big exits, startup advice, and his new book

Featured Innovator

Jay Steinfeld is a household name — at least within Houston's growing innovation ecosystem. Steinfeld founded Blinds.com and, along with his team, grew it to a $100 million company before exiting to Home Depot in 2014. Over the past few years, Steinfeld has had time to reflect on that empire he created and recount his lessons learned in a new book.

Lead From The Core published this week, and Steinfeld took some time to answer some questions about the new book for InnovationMap. He also shares some insight into the acquisition process and advice for fellow entrepreneurs.

InnovationMap: You founded Blinds.com and exited the company to Home Depot — this is lauded as one of Houston’s big exits. What did this acquisition mean to you as a Houstonian?

Jay Steinfeld: Blinds.com ended up being far greater than what I ever believed was possible. I had no vision as to what it could become. I had no vision as to even what the internet was at the time I started. I knew nothing when I started — I didn't even know you could sell things online. So it's kind of a shock in one way, because we just started as an experiment and not to get rich or to build something massive. It was a marketing experiment and that was all, it was, we had no business plan. We didn't know what the total addressable market was. I didn't even know what a TAM was at the time. It was just an incremental step to improve my drapery shop. So now that we have developed that into by far the number one online retailer of blinds in the world and acquired by Home Depot, it's just so satisfying and so gratifying to know that all the little things that we did with all the people who were so, so much a part of it — like Daniel Cotlar, Tom Cabanski, Larry Hack, Steve Riddell, Marilyn Franks, all these people who, I mean, no one knew who we were. We were nobodies, but we were able to do something and become better than what even we believed was possible.

And that's actually the greatest thing for me — that so many people elevated themselves and either were a part of the success and felt like they were consequential in developing something that was consequential. They were a significant part of that, but they evolved along with it. And are either now still with the company prospering flourishing or they're now with other companies doing the same thing. Omair with Cart.com — starting as an accounts payable cost accountant and working his way up. And now, you know, the story there. It's amazing. So I think the fact that we were able to build these teams and do something of consequence and have people feel really good. It's not about how much money we made, but how much we really impacted ourselves and how we helped each other. And that was the key. We, we brought humanity into the workforce and show that having a culture of people first really does work. And it's not just a bunch of talk.

IM: I think when you look at some kind of growing and successful innovation ecosystems, they start with a couple companies that made it big, created a legacy and a group of successful entrepreneurs that then inspire others. Do you see Blinds.com kind of within the Houston innovation ecosystem?

JS: But I never, at the time, believed that was the case because we were within ourselves and didn't really see a responsibility or anything other than to what our own mission was. Looking back now and seeing how many people have succeeded and how other companies have used our success and even been able to get funded and to bring attention to Houston as a place where big exits can happen. That's a good feeling, but at the time I didn't really reflect on that.

IM: Your book came out this week — what did you want to accomplish with Lead From The Core?

JS: The book was originally written so that the people at Blinds.com would know what got us to where we were and would use it as the foundation for continuing what that success was all about. As I began teaching and expanding my influence throughout the community nationally, I realized that there were many entrepreneurs who could learn from the same success, the techniques, the strategies, "The Four Es" that were really the, the secret sauce of the company, the reason we were able to beat Amazon, Home Depot, and Lowe's, and why we got so much money as a result of it. I then expanded even more because people were saying, you know, I don't necessarily want to start a business, but I want, I've got an entrepreneurial bug and I want it to apply to my career. And for those people who feel stagnant and wanting to grow, these principles apply not just to a business, but to life into career trajectories. And that's been particularly satisfying because it was always about helping people become better than what they believed possible, not about the mission of Blinds.com itself. That was the mission, helping people. And now that people are re it's resonating outside the business world to any type of career, that's pretty cool. And now I realize that the audience is much broader than what my original intention was.

IM: What’s the biggest thing you want readers to take away from the book?

JS: I think if he can do it, I can do it. I think that's really it. It's not as hard as people think. I mean, it is tedious and you have to stay immensely focused, but it's a simple process. If you don't get so static in your thinking, and you're more expansive and open to possibilities — possibilities of you changing of you improving, and you're improving everybody around you — and that if you have the time and a little bit of money, then you can incrementally improve enough and fast enough that you can build something of significance too.

IM: What did you wish you had known before starting the process? 

JS: I actually wish I hadn't known any of this beforehand, or I might not have started. It's it is intensely grueling. It's not just the writing process, which in itself is hard — and the editing process, the rewrites, and the different types of editors that we've been involved with publisher — it's just the business of a book. It's it's everything. It's getting a publisher, getting editors, determining artwork for the cover and for the interior artwork, the publicity for the book who narrates it the whole process of audiobooks and rights. It's like starting a company. If you knew how hard it was going to be, you've might not have started it from the first place. So, but that's one of the things that was great about and be starting a business. I had no idea what I was doing, and I knew as much about writing a book, as I knew about starting a business. And that gave me an advantage because I didn't have bad habits. I didn't have a predetermined understanding as to what had to be in order for this to work. I would just meander through experimenting, being curious, asking for a lot of help, helping having people express themselves so I could get diverse opinions — like I did making business decisions. And that's what I want people to get from the book — that they can make these little decisions. And if it doesn't work, you stop. If it does work, you do a lot more of it. And that's what I did with the book. It's been fun. It's exactly what my "Four Es" are — experimenting, evolving, expressing, and enjoying myself.

IM: That's so meta that working on the book was like the process of what you're writing about in the book. Could you see yourself doing it again?

JS: Yeah, I've got two other book ideas — one will be a lot easier because it's not about me. It's harder to write about yourself, but writing about something else will be a lot easier. And now that I know the process, it will be so much easier. The first time is always harder. Going back to what you said about "it's kind of meta," if your core values are something, then that means that's what you do. So it shouldn't be surprising to anybody that I am experimenting and evolving and expressing and enjoying, because those are absolutely true, authentic core values for me. And therefore that means that's how I behave all the time. That's what I do every day. Not as a goal or an aspirational idea — if people can understand what is absolutely true to them and not just who they want to be, I think they'll be able to do almost anything they want.

IM: You’re involved with several companies and even have taught at Rice University. What drove you to get involved in this endeavors?

JS: Well, I'm either on board or advisory board members of five different companies, and it's a diversified group because some are in the pre-A stage and one's a public board. When I was about to step away from blinds.com, the idea was how do I keep having an active role in helping companies, but not be so active that I'm up to my eyeballs every day with the primary responsibility. I've got two in Austin, one in Chicago, one here, and then the other one's in Tampa.

The first thing I wanted to do knowing that I was going to be leaving Blinds.com was to start teaching in Houston, and this was while I was writing the book. So, it gave me an opportunity to bounce off ideas in the classes while writing and seeing what would be good to put into the book. It was like comedians going to small markets first and testing their material. That was fun, and I found that the things that I was teaching them was outside the normal courses that they were taking. I was providing that more personal introspective view while they were learning all the true skills, like evaluating markets, discounted cash flow and things like that. And that was very exciting for me to be involved there, especially with such a prestigious school like Rice. Al Donto was the one who I teach with, and he's been a great mentor and a great facilitator of that process.

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This conversation has been edited for brevity and clarity.