Bevy co-founders and working moms Carissa Janeway (left) and Lynda Attaway wanted to create a service for helping busy families keep things moving smoothly. Photo courtesy of Bevy

So much to do and so little time? We feel you. In a 2018 Pew Research Center survey, 60 percent of U.S. adults said they sometimes felt too busy to enjoy life. Bevy, an organization company serving greater Houston, is helping the overwhelmed and active do it all.

"Bevy was actually born from our-real life experiences," explains Lynda Attaway, co-founder and CEO of Bevy.

As the former co-founder and chief strategy officer of Sunnova Energy, she led a complex schedule until the demands of doing it all got to her. While climbing the corporate ladder for 18 years, she would "do whatever it took and stay as late as it took," to succeed.

While trying to raise her three children and balance a large role, she soon realized that many of her male colleagues had a stay-at-home wife who managed the at-home projects that can take so much time.

"I finally came to the realization that I could not be everything to everybody, which is a very common kind of syndrome that we tend to have as women," she shares. "Something needed to change."

The power of an extra set of hands

Attaway's former employee, now Bevy co-founder and COO, Carissa Janeway, had a seven-month-old and another child on the way when she made a plan to leave their energy company. That's when Attaway approached her with the idea of becoming her at-home project manager.

Janeway spent 15 to 20 hours a week helping Attaway with tasks like project managing a bathroom renovation, organizing the children's wardrobe, sending flowers to her mother-in-law, and making sure the nanny got paid. The two women realized how much people could benefit from having an extra set of hands, and Attaway quit her corporate job in 2017. Together, they co-founded Bevy in 2019, an organizational service for individuals and families that specializes in project management.

"It started from ourselves, and not being able to see something out there that was scalable and had that community, local touch that could really help women and families enjoy the time that they have," says Attaway.

Unlike a virtual assistant or personal assisting service, the women feel Bevy offers a more sophisticated approach.

"We're able to provide an elevated white-glove service, almost like a concierge service, where we can completely absorb the entire project and the managing aspects of it because of the level of experience that we have," says Janeway.

The team at Bevy prizes itself as your go-to home project manager. From decluttering your children's playroom to taking on simple errands that never leave your to-do list — Attaway and Janeway pride themselves on a full suite of services. The company's offerings include home organization, planning family events, project management, room renovation, and packing for a move.

While some projects can be completed remotely, Attaway stresses that they are very much a "local" company serving the greater Houston-area.

COVID-19 demands have disproportionately impacted women in the workplace, and more than 2.2 million women had dropped out of the workforce as of October. According to the Washington Post, the percentage of women working in the U.S. is the lowest it's been since 1988. When the school year began, 865,000 women dropped out of the labor force, compared with 216,000 men. With many schools maintaining virtual learning, the brunt of education is continuing to fall on mothers.

Things like contacting the plumber, setting up your at-home office, virtual schooling, and planning your child's Zoom-accessible birthday party can stack up quickly in a global pandemic.

"How are you able to have the mental capacity to do that? [Even] before the pandemic, this service was needed," emphasizes Janeway.

During the summer, Bevy worked with one family to compile a curriculum of summer fun to entertain active children at a time where summer camps were closed.

"We put together activity kits for the kids. We were able to get them through a whole month of activities that were very family-friendly," explains Janeway. The kits included daily activities like a neighborhood scavenger hunt, rock painting, and baking bread as a family. The parents didn't have to do the "legwork" of planning or buying the items, she shares.

Something for everyone

Maybe you're not a parent or a woman to use Bevy. Maybe you're a busy startup founder, a hard-working CFO, or a healthcare worker on the frontlines of the coronavirus pandemic.

"You don't have to have kids to have our service. You don't have to be married. Everybody needs a hand," Janeway explains.

Attaway, who is currently teaming up with several HR departments on ways to incorporate Bevy in benefit packages, says companies for years have supported employees with offer gym memberships and massages — why not give them time?

"Bevy is the gift of time... We're told to delegate at work. We're told that's how you get better and how you become managers, that you need to learn to delegate. Then, we're told to go home and do it all yourself," says Attaway. "This is a service where you can actually delegate at home, and on a broader base so that we can take on the complexity of it," she continues.

The team of project managers and assistants, called "Bevs," do home visits and phone consultations. Bevy features long-term subscriptions, where clientele would have a set number of hours to work with the Bevy team, as well as project-based options. Attaway and Janeway offer free consultations to assess the project needs and what the client is most looking for from their services.

When onboarding a new client, the Bevs call it a "deep dive," where they can do a virtual meeting or a socially-distanced, masked-on meeting. The team does "a lot of listening" before making a full list of things that need to happen for the client based on what they hear.

"We just start pouring out all the things that need to be done... we pull more and will encourage them to explore other areas," explains Attaway. As they tour client homes, they might point to areas where they feel the client may need some extra help. "We help them pull all the things that are kind of lying on their shoulders, and you start watching them kind of lift up," she says, regarding clients' demeanor.

The business of giving time

Trust is at the core of Bevy's client relationships, as the co-founders work out the best plan for each project.

"We're here to take care of you, [and] to help you. You deserve to have this taken care of for you," says Janeway. "We make sure they know that they're not alone — and they've felt so alone. Society has put so many expectations on our shoulders."

After the consultation, Bevy compiles a list of all the needs communicated and priorities to share with the client for their feedback. From there, they compose different package options for consideration. Clients can also set their own pace based on how quickly they need a project completed. At last, the Attaway and Janeway will assign a Bev from their team — or in some cases, themselves — to a client.

While the Bevs take on tasks like research and execution, they present clients with options for each project they take one. "Our goal is that our clients are in the decision-making seat," says Attaway.

When it comes to design and renovation, Janeway and Attaway both use their personal expertise to work on major home projects. Janeway, passionate about interior design, has loved providing her keen eye to a family's home to find solutions for making a room aesthetically-pleasing and purposeful. Attaway grew up in a hands-on family and has grown a savvy knowledge of construction.

One satisfaction of the job is watching clients' stress melt away. During a recent home visit, Attaway was faced with an overwhelmed client. As she broke down what tasks Bevy would take off her shoulders, the customer said she felt so much better being able to relay the tasks to her team. The stress was "falling off of her," she says, "that's why we do this."

"We do this because it changes people's lives," says Janeway, emphatically, as she recalls some of her favorite Bevy projects.

Packages at four hours of service at $360, but Bevy offers various discounts for the subscription service and larger package offerings.

The company that once ran on word-of-mouth is now venturing into Facebook advertisements and other forms of traditional marketing as they continue to build its customer base. In the future, Attaway and Janeway plan to create a digital platform and scale Bevy to cities across the country.

"We have a mission to help society and blow open the doors of how families manage homes," says Janeway.

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MD Anderson unveils $3.4B expansion with two new Houston cancer care facilities

major expansion

The cutting edge of cancer-fighting technology and science is getting even sharper after MD Anderson announced last week that it will open two new facilities in the Texas Medical Center within the next five years. Inspiration Tower and Prism will expand MD Anderson’s annual patient load in the TMC to 250,000 annually and will incorporate a variety of new techniques.

The $3.4 billion project will add 2 million square feet to MD Anderson's TMC footprint, bringing its total campus size to 22 million square feet by 2032. Located at the corner of Fannin Street and Holcombe Boulevard, the cancer center says the two new facilities will serve as its new "front door" to the TMC.

“Every detail of these buildings, from the technology to the treatment rooms, was designed around our patients who will receive their care in them and our employees who will work in them. The facilities will serve as a physical representation of hope for the patients and their families who will walk through the doors,” Dr. Jeffrey E. Lee, president ad interim of UT MD Anderson, said in a news release. “Inspiration Tower and Prism are the future of cancer care, and we are grateful for the longstanding support and guidance we’ve received from the UT System Board of Regents to bring these projects to life. These facilities are part of the most impactful capital expansion in UT MD Anderson’s history.”

Prism is especially exciting as it will represent fully half of the linear accelerator treatment in the TMC. Linear accelerator is a radiation treatment that uses magnetically charged fields to deliver targeted external radiation therapy, like shooting cancer with a rail gun. The treatment is safer and has fewer side effects than older radiation treatments.

In addition, Prism will contain 12 MRI machines, four CT scanners, two PET-CT units, 18 radiation vaults and seven radiation simulators. Patient comfort has also been put at a premium with multiple gardens and roof overlooks.

“Every patient we treat deserves an environment that reflects the excellence of the care they receive at UT MD Anderson,” Chris McKee, executive vice president and chief strategy officer at UT MD Anderson, added in the release. “Our new facilities will be innovative, agile, adaptable and beautiful, and they will allow us to care for more patients, more effectively – in an environment that enhances healing and well-being. We are building for our future and for every patient who will be counting on us.”

Prism is slated to open in 2030.

Inspiration Tower will have 25 floors of surgical, diagnostic, and treatment services. At 1.4 million square feet, it’s currently expected to be the largest cancer-specific treatment facility in the United States. The tower will be divided into units for specific types of cancer, making it easy to integrate the advancing research being done all over Houston.

Like Prism, Inspiration Tower is specifically designed to offer comfort and reassurance, with more garden space, terraces, and beautiful scenery to ease patient distress. It is expected to open in 2032.

Tesla will pull the plug on Cybertruck production at Texas factory in 2027

Tesla Talk

Tesla’s Cybertruck, the hulking, stainless-steel pickup that inspired devotion and derision with its science-fiction looks, will cease production next year.

CEO Elon Musk announced the model’s demise Friday, November 6, with a curt post on X, his social media site, simply noting production of the vehicle “will be winding down” around the middle of 2027 at its facility outside Austin, Texas. Musk said the move was to allow increased production of its Cybercab robotaxi.

For the Cybertruck, a pet project of Musk who insisted it was Tesla’s best product, it marks an unceremonious end to one of the auto industry’s most ballyhooed debuts.

“Few vehicles in history have generated as much attention,” said Armen Hareyan, whose Torque News site covers autos. “The Cybertruck became a cultural symbol – loved, mocked and impossible to ignore.”

The Cybertruck rolled onto the scene in a dramatic unveiling in 2019, when a Tesla designer hurled a metal ball at the vehicle to demonstrate its supposedly unbreakable glass, only to see it shatter. He repeated the stunt on another window of the truck only to shatter that one, too.

Even as some critics scoffed, Musk was steadfast.

“I just wanted to make a futuristic battle tank — something that looks like it could come out of ‘Blade Runner’ or ‘Aliens’ or something like that but was also highly functional,” he told Automotive News. He called it “a better sports car than a Porsche 911” and “a better truck than an F-150.”

It struck some as the perfect vehicular reflection of the brash, convention-busting Musk.

“A really controversial vehicle unveiled by a controversial individual into a market where none of the electric trucks have been able to really capture demand,” said Spencer Penn, a former Tesla executive who left the company before the Cybertruck’s launch and now heads software developer LightSource.

Penn remembered watching the unveiling and feeling initially revolted by the sight of the Cybertruck, calling its appearance “madness.” But the more he looked at it, the more his opinion changed. He signed up for a pre-sale reservation, though ended up not getting a Cybertruck when Musk’s promises of a price tag under $40,000 went unmet and the first trucks sold for double or more. Penn called the Cybertruck part of Tesla’s adventurous spirit that drives innovation.

“Some of these bets work and some of these bets don’t,” he said.

While the decision to end Cybertruck production may be driven by sales realities, it's also a reflection of Tesla’s shift to autonomous vehicles, on which Musk is betting the company’s future.

Musk once forecast he’d make 250,000 Cybertrucks a year. Kelley Blue Book estimated Tesla sold just 20,237 of the vehicles last year, down about half from the year prior. Sales through the end of September this year were down another 28%, according to Kelley Blue Book.

If the imposing, sharp-angled, dystopian appearance of the Cybertruck weren’t enough to turn many potential buyers away, Musk did so himself by allying with a panoply of right-wing figures, most notably U.S. President Donald Trump. He alienated some customers as his image morphed from eccentric innovator to polarizing force trading his billions for political influence.

Once-passionate Tesla drivers rushed to sell off their cars, or slapped stickers on the bumper declaring, “I bought this before Elon went crazy.” Organizers staged demonstrations outside Tesla showrooms and urged investors to dump shares of the company’s stock. Anger spilled into violence, with Molotov cocktails hurled at Tesla vehicles, charging stations set ablaze, and dealerships covered in graffiti.

Lovers of the Cybertruck became targets, too, subjected to shouts of “Nazi!” and extended middle fingers.

Ross Blankenship is one of them. When he first laid eyes on the Cybertruck, he felt transported to a world from his childhood, when he would play “Halo,” the sci-fi video game. He had to have it.

“I had that sort of child in me wanting to be part of something cool that would change the future of automotive,” Blankenship said in a call from his Cybertruck as he drove through Sunnyside, Colorado. Even as Blankenship found he agreed with Musk on politics, he hated seeing a vehicle he loved turned into a political symbol. “I never bought it for any other reason than the fascination with the future technology of trucks … so that was a little heartbreaking.”

He would buy another Cybertruck again in a heartbeat, calling its end “a sad moment.”

UTHealth Houston officially opens new tower in TMC's Helix Park

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UTHealth Houston School of Public Health recently opened its new state-of-the-art tower in the Texas Medical Center’s Helix Park.

The 350,000-square-foot, 10-story campus at 1930 Old Spanish Trail was celebrated with an official ribbon-cutting ceremony on Oct. 28. The $229 million project will consolidate all UTHealth Houston School of Public Health operations into one facility. It will also connect students who are at the Austin, Brownsville, Dallas, El Paso and San Antonio campuses with peers and faculty through digital and distance learning.

Disciplines taught in the new tower will include epidemiology, genetics, nutrition, health policy, data science and health promotion, UTHealth shared when the building first broke ground in 2023.

Architects Kirksey Architecture and Smith Group designed the building, and Vaughn Construction served as general contractor. The facility features labs for studying human disease, classrooms and spaces to support interdisciplinary and community-based research, a broadcast studio and a teaching kitchen. A skybridge over Old Spanish Trail connects the new tower with a plaza that's shared with MD Anderson.

“This new facility reflects the kind of forward-looking investment that will serve Texans for generations,” Janiece Longoria, vice chairman of the UT System Board of Regents, said in a news release. “By creating an environment where talented people can learn, collaborate, and pursue new ideas, UTHealth Houston is building capacity to meet the challenges of tomorrow while strengthening its impact across our state.”

UTHealth says the system aims for the new campus to expand on collaborative research efforts and continue graduate education, as enrollment at the School of Public Health has increased by 27 percent over the last five years.

“This new building, with its state-of-the-art education technology and learning environment, will strengthen and advance the school’s mission to educate and train the next generation of experts who will advance scientific discovery, shape evidence-based health policy, and lead innovative solutions to the complex health challenges in communities throughout Texas and across the nation,” Kevin Morano, senior vice president, provost and chief academic officer of UTHealth Houston, added in a news release.

Attending the ceremony were Dr. Melina R. Kibbe, UTHealth Houston president and Alkek Williams Distinguished Chair; Eric Boerwinkle, dean, M. David Low Chair in Public Health and Kozmetsky Family Chair in Human Genetics at the School of Public Health; Texas State Representative Lauren Ashley Simmons, Texas House District 146; representatives of the offices of Senator John Cornyn and Harris County Commissioner Rodney Ellis; and Dr. Theresa Tran, director of the Houston Health Department.

"This building represents far more than a home for our school,” Boerwinkle added in the release. “It represents the people who make our mission possible: the faculty, staff, and students who fill each laboratory and classroom with curiosity, discovery, and purpose to improve the population’s quality of life.”