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Greentown Houston is headed for the Innovation District, which is being developed in Midtown. Photo via Getty Images

After announcing its plans to expand to Houston in June, Boston-based Greentown Labs has selected its site for its cleantech startup and tech incubator.

Houston Mayor Sylvester Turner and the Greater Houston Partnership announced that Greentown Houston will be opening in the Innovation District, being developed by Rice Management Co. and home to The Ion. The site is located at 4200 San Jacinto St., which was Houston's last remaining Fiesta grocery story before it closed in July.

The facility is expected to open this coming spring and will feature 40,000 square feet of prototyping lab, office, and community space that can house about 50 startups, totaling 200 to 300 employees.

"We are thrilled to announce the selection of Greentown Labs' inaugural location in partnership with RMC, the City of Houston, the Partnership, and leading global energy and climate impact-focused companies," says Emily Reichert, CEO of Greentown Labs, in a press release. "In order to meet the urgent challenge of climate change, we must engage the talent and assets of major ecosystems around the country. We look forward to catalyzing the Houston ecosystem's support for climatetech startups as we work together toward a sustainable future for all."

Emily Reichert is the CEO of Greentown Labs. Photo courtesy of Greentown Labs

Greentown Labs launched in 2011 as community of climatetech and cleantech innovators bringing together startups, corporates, investors, policymakers, and more to focus on scaling climate solutions. Greentown Labs' first location is 100,000 square feet and located just outside of Boston in Somerville, Massachusetts. Currently, it's home to more than 100 startups and has supported more than 280 startups since the incubator's founding. According to the release, these startups have created more than 6,500 jobs and raised over $850 million in funding

"We are so pleased that Greentown Houston will locate in the heart of the Innovation District, where they will seamlessly integrate into the region's robust energy innovation ecosystem of major corporate energy R&D centers, corporate venture arms, VC-backed energy startups, and other startup development organizations supporting energy technology," says Susan Davenport, chief economic development officer at the Greater Houston Partnership, in the release. "Houston truly is the hub of the global energy industry, and Greentown Houston will ensure we continue to attract the next generation of energy leaders who will create and scale innovations that will change the world."

Greentown Houston, which previously announced several founding partners in June, has just named new partners, including: RMC, Microsoft, Saint-Gobain, and Direct Energy. According to the release, Greentown Houston is also looking for Grand Opening Partners. Naturgy and and FCC Environmental Services (FCC) are the first to join on as a grand opening partners, and startups and prospective partners can reach out for more information via this form.

Reichert previously told InnovationMap that it was looking for an existing industrial-type building that could be retrofitted to meet the needs of industrial startups that need lab space. She also said that this approach is very similar to how they opened their first location.

Rice Management Company is developing the Innovation District in the center of Houston. Screenshot via ionhouston.com

The new location will be in the 16-acre Innovation District that's being developed by RMC, which will be anchored by The Ion, a 270,000-square-foot hub that is being renovated from the former Sears building.

"What we love about Greentown Labs as much as its commitment to helping Houston become a leader in energy transition and climate change action is its proven track record of job creation through the support of local visionaries and entrepreneurs," says Ryan LeVasseur, managing director of Direct Real Estate at RMC, in the release. "Greentown Houston, like The Ion, is a great catalyst for growing the Innovation District and expanding economic opportunities for all Houstonians. We're thrilled Greentown Labs selected Houston for its first expansion and are honored it will be such a big part of the Innovation District moving forward."

Acquiring the new Greentown location is a big win for the mayor, who released the city's Climate Action Plan earlier this year. The plan lays out a goal to make Houston carbon neutral by 2050.

"We are proud to welcome Greentown Labs to Houston, and we are excited about the new possibilities this expansion will bring to our City's growing innovation ecosystem," says Turner in the release. "Organizations and partners like Greentown Labs will play a vital role in helping our City meet the goals outlined in the Climate Action Plan and will put us on the right track for becoming a leader in the global energy transition. The City of Houston looks forward to witnessing the innovation, growth, and prosperity Greentown Labs will bring to the Energy Capital of the World."

Greentown Labs will host a celebratory networking event on September 24 at 4 p.m. Registration for the EnergyBar is open here.

From software and IoT to decarbonization and nanotech, here's what 10 energy tech startups you should look out for. Photo via Getty Images

These are the 10 most promising energy tech startups, according to judges at Rice Alliance forum

best of the best

This week, energy startups pitched virtually for venture capitalists — as well as over 1,000 attendees — as a part of Rice Alliance for Technology and Entrepreneurship's 18th annual Energy and Clean Tech Venture Forum.

At the close of the three-day event, Rice Alliance announced its 10 most-promising energy tech companies. Here's which companies stood out from the rest.

W7energy

Based in Delaware, W7energy has created a zero-emission fuel cell electric vehicle technology supported by PiperION polymers. The startup's founders aim to provide a more reliable green energy that is 33 percent cheaper to make.

"With ion exchange polymer, we can achieve high ionic conductivity while maintaining mechanical strength," the company's website reads. "Because of the platform nature of the chemistry, the chemical and physical properties of the polymer membranes can be tuned to the desired application."

Modumetal

Modumetal, which has its HQ in Washington and an office locally as well, is a nanotechnology company focused on improving industrial materials. The company was founded in 2006 by Christina Lomasney and John Whitaker and developed a patented electrochemical process to produce nanolaminated metal alloys, according to Modumetal's website.

Tri-D Dynamics

San Francisco-based Tri-D Dynamics has developed a suite of smart metal products. The company's Bytepipe product claims to be the world's first smart casing that can collect key information — such as leak detection, temperatures, and diagnostic indicators — from underground and deliver it to workers.

SeekOps

A drone company based in Austin, SeekOps can quickly retrieve and deliver emissions data for its clients with its advance sensor technology. The company, founded in 2017, uses its drone and sensor pairing can help reduce emissions at a low cost.

Akselos

Switzerland-based Akselos has been using digital twin technology since its founding in 2012 to help energy companies analyze their optimization within their infrastructure.

Osperity

Osperity, based in Houston's Galleria area, is a software company that uses artificial intelligence to analyze and monitor industrial operations to translate the observations into strategic intelligence. The technology allows for cost-effective remote monitoring for its clients.

DroneDeploy

DroneDeploy — based in San Francisco and founded in 2013 — has raised over $92 million (according to Crunchbase) for its cloud-based drone mapping and analytics platform. According to the website, DroneDeploy has over 5,000 clients worldwide across oil and gas, construction, and other industries.

HEBI Robotics

Pittsburgh-based HEBI Robotics gives its clients the tools to build custom robotics. Founded 2014, HEBI has clients — such as NASA, Siemens, Ericsson — across industries.

CarbonFree Chemicals

CarbonFree Chemicals, based in San Antonio and founded in 2016, has created a technology to turn carbon emissions to useable solid carbonates.

SensorUp

Canadian Internet of Things company, SensorUp Inc. is a location intelligence platform founded in 2011. The technology specializes in real-time analysis of industrial operations.

"Whether you are working with legacy systems or new sensors, we provide an innovative platform that brings your IoT together for automated operations and processes," the company's website reads.

Solugen, which uses plant-centered biotechnology to produce environmentally friendly chemicals, has raised an additional $30 million and is speculated to soon reach unicorn status. Photo via solugentech.com

Houston startup raises $30M, plans to be 'next iconic chemical company' with plant-based alternatives

climate tech

While Forbes recently anointed Houston-based Solugen Inc. as one of the next billion-dollar "unicorns" in the startup world, Dr. Gaurab Chakrabarti shrugs off the unicorn buzz.

Chakrabarti, a physician and scientist who's co-founder and CEO of the startup, concedes he doesn't know whether Solugen will be worth $1 billion or not. But he does know that the startup aspires to be a key competitor in the emerging "climate tech" sector, whose players strive to combat climate change. Chakrabarti estimates the climate-tech chemical space alone represents a global market opportunity valued at $1 trillion to $2 trillion per year.

Solugen's overarching goal in the climate-tech market: Replace petroleum-based chemicals with plant-based substitutes.

"I'd love it if we were the poster child that drives climate tech to be the next big, sexy trend," Chakrabarti says.

Chakrabarti acknowledges Solugen's investors, executives, and employees hope the startup succeeds financially. But success, he believes, goes beyond making money and plotting an exit strategy. Instead, Chakrabarti emphasizes "a shift in thinking" on climate tech that he says promises to transform the fledgling sector into a "true niche" that'll be "good for everyone."

"Who cares if people are all hyped up for the wrong reasons?" says Chakrabarti, referring to the unicorn speculation.

Solugen sits at the crossroads of biology and chemistry. In short, the startup taps into plant-centered biotechnology to produce environmentally friendly chemicals and "decarbonize" the chemical industry.

"Quite simply, we want to become the next DowDuPont or the next iconic chemical company, but using principles of green chemistry instead of principles from petroleum chemistry," Chakrabarti says.

If Solugen does reach the icon stratosphere, Chakrabarti envisions it doing so on a speedy schedule. In the traditional petrochemical market, it can take 10 to 20 years to put a new product on the market, he says. "I don't have that kind of time. I'm a very impatient person," Chakrabarti says.

Gaurab Chakrabarti Gaurab Chakrabarti, CEO and co-founder of Solugen, isn't paying any mind to his company's predicted unicorn status — rather he's focusing on the difference he can make on reducing carbon emissions. Photo via solugentech.com

Spurred by that restlessness, Chakrabarti seeks to propel Solugen's products from concept to commercialization in the span of two years. He says the startup already has proven the ability to do that with its sugar-derived hydrogen peroxide product.

"We're going to continue to do that, and it would be great if we can continue demonstrating new [products] coming to market once a year," says Chakrabarti, who grew up in Sugar Land.

Solugen seems to have plenty of financial fuel to make that happen. In April, Solugen raised $30 million in venture capital as an add-on to its Series B funding, which initially closed May 2019. That brings its total VC haul to $68 million since it was founded in 2016, according to Forbes. The recent funding lifted the company's valuation to $250 million, putting it $750 million away from unicorn territory.

Chakrabarti doesn't dismiss the notion of an eventual IPO for Solugen but says being acquired isn't "terribly interesting to me."

"If you want to make money, you can always go be a banker," he notes.

Chakrabarti estimates Solugen will generate $30 million to $40 million in revenue this year, up from $12 million in 2019. Profit remains elusive, though, as the company pours its gains into R&D. The company graduated in 2017 from the Y Combinator startup accelerator. Aside from Y Combinator and Unicorn Venture Partners, investors include Founders Fund, Refactor Capital, Fifty Years, and KdT Ventures.

Solugen's current lineup features fewer than a half-dozen products, which are sold to industrial and government customers. Hundreds more products are in the pipeline for use in sectors like agriculture and energy, Chakrabarti says.

"It's one of the blessings and curses of this company — there's always something to work on, always something big to scale up," says Chakrabarti, who earned his M.D. and Ph.D. from the University of Texas Southwestern Medical Center in Dallas.

Working on selling Solugen's current products and developing its new products are 70 employees, located at its headquarters in Houston and its new production facility in Lubbock. By the end of this year, the startup should employ close to 100 people, Chakrabarti says.

Chakrabarti hesitates to identify Solugen's competitors, as he believes a perceived rival very well could end up becoming a partner.

"I think everyone eventually should be a partner of Solugen, not competition," he says. "It's an ideology that's actually the competition, an ideology like, 'We've always used petrochemistry. This is just how it's been done.'"

Juliana Garaizar is working to help set up Houston's Greentown Labs incubator with diversity and inclusion in mind. Courtesy photo

Local innovation leader to focus on diversity while standing up new-to-Houston cleantech incubator

HOUSTON INNOVATORS PODCAST EPISODE 38

As Greentown Labs, a cleantech startup incubator based outside of Boston, enters into the Houston market, it's doing so with diversity and inclusion in mind, says Juliana Garaizar, launch director at Greentown Houston.

Garaizar has been involved in the Houston innovation ecosystem for years from her stints at the Houston Angel Network followed by the Texas Medical Center's venture fund. She's also been involved with Portfolia — a female-focused venture network — and is president at the Business Angel Minority Association, or baMa. She's spent much of her time lately advocating and promoting diversity in investing — something that falls in line with Greentown's priorities as they enter into the most diverse city in the country.

"The latest founding partners that we've had at Greentown Labs when they were considering becoming a partner, they all asked what we are doing in terms of diversity and inclusion," Garaizar says in this week's episode of the Houston Innovators Podcast. "We are putting together a working group at Greentown for D&I. It's exciting that many of our partners are engaging."

She's referring to the 11 — and counting — corporate founding partners Greentown Houston has announced so far. Greentown's entrance into Houston has been long awaited, and Emily Reichert, CEO of Greentown Labs, hired Garaizar and her colleague, Jason Ethier, the operations lead for Greentown Houston, to be the boots on the ground during this time.

With COVID-19 affecting so much of the organization's roll out strategy, Garaizar says its actually been a blessing in disguise for the organization.

"I think the silver lining of this COVID-19 experience is that we are much more integrated with the Boston team, and we're learning at a much faster rate," she says. "That's why we decided to also open Houston for virtual memberships before we open our building in Q1 of 2021."

While launching during a pandemic isn't the most ideal, the timing for the new Houston location has been. Garaizer says she's seeing more and more energy companies prioritizing clean energy innovations and new technologies.

"I believe that Greentown Labs is going to be a catalyst for the energy transition here in Houston," she says. "There are several things that are changing in Houston, and I think we're coming in at the right time."

Listen to the full interview with Garaizer below — or wherever you get your podcasts — and subscribe for weekly episodes.


Emily Reichert, CEO of Greentown Labs, shares why the incubator's expansion was a year in the making — and only just the beginning. Photo courtesy of Greentown Labs

New-to-Houston startup incubator CEO on why there's 'no better place' to expand

Q&A

Greentown Labs announced its intent on expanding to Houston last week with 11 corporate partners signed on already, and is currently scouting out its physical location in town

Already, says Emily Reichert, CEO of Greentown Labs, the Bayou City has left a positive impression on her and her team.

"It's exciting to see how many people we can engage in being part of the future of energy," Reicher shares in an interview with InnovationMap. "I think there's really no better place for that to be led out of Houston."

Two Houstonians have been identified to lead local efforts. Jason Ethier, a Houston-based energy tech founder, is the operations lead for Greentown Houston, and Juliana Garaizar, local investor and former director of the TMC Venture Fund, is the Greentown Houston launch director.

Reichert, in the Q&A with InnovationMap, shares more on what her organization's Houston plans are, what she's looking for in participating startups, and when the city will know more about the brick-and-mortar space.

InnovationMap: When did Greentown Labs start considering a second location?

Emily Reichert: Greentown I think seriously began entertaining the idea of Houston as a possibility during the CERAWeek conference in March 2019. I was there to speak in a couple of their pods, and there were actually 10 Greentown teams there as well.

Jason Ethier of Dynamo Micropower, who was on our board and based in Houston, had been encouraging us to consider Houston for a long time because of the need for someone to be bringing together the community of entrepreneurs around cleantech in Houston. And he felt, talking to other entrepreneurs, that there was a bit of a gap there and that it would be beneficial to have a Greentown labs in Houston to convene that community. Up until that point, I had kind of said, "Jason, I can't think about that." We were expanding in Boston just a year earlier, and we had more than doubled in size. But for the first time in March 2019, it seems like something that we should at least entertain.

During that course of that visit, the Greater Houston Partnership, Jason, and I believe some folks from Houston Exponential as well, were involved in setting up a series of meetings for me to really test the idea of Greentown Labs coming to Houston.

So, I talked with a diversity of partners, city officials, and — probably most importantly from my perspective — a bunch of entrepreneurs that showed up with less than a week's notice at a bar in EaDo. They really expressed to me that they felt that need for a community for cleantech entrepreneurs. And that there really wasn't anything equivalent and that there was a gap there.

To me, that was really the trigger for turning this all on as a serious opportunity for Greentown. We're really all about entrepreneurs. Our mission is to support them and help them get their clean technology into the world where it can have an impact and make a difference. Knowing that there was an entrepreneur community that needed fostering and growing and building was really a reason for Greentown Labs to come to Houston.

IM: What about Houston was alluring for the organization?

ER: When people ask me, "Why Houston?" the first thing that I always say is it's the energy capital of the world, and we are an organization that is promoting the entrepreneurship of companies that are developing the world's next energy solutions. It makes total sense to be working in the place where the companies and customers are that are really putting these technologies into the marketplace. So, it being the energy capital of world is kind of a key driver — and one that we think needs to be the energy transition capital of the world, which is where we're all headed in needing to address climate change.

IM: I see several corporate partners have been announced — are you looking for more and what role do the corporates play in the incubator?

ER: The corporate partners are incredibly important to the entrepreneurs that Greentown Labs support. The reason for that is that most of the startups that we work with are going to be selling their solutions to a larger partner. They're not consumer oriented startups — they're going to be a B2B-type play. So, in order to get these solutions that the startups are building to scale, they need to partner with usually another large entity to help that happen.

From the get-go, corporate partners have been part of Greentown's overall community of solutions for startups to get their technology to scale. We work with about 50 corporate partners total.

I'd say there's a variety of ways that they participate — one is simply mentorship and expertise that they can provide the startup real market knowledge and know how. They can also provide investment or a place to do pilot studies, they can do licensing agreements, and they can be customers — that's another important role.

We are absolutely looking for more corporate partners because the energy transition is a big problem, and we're going to need lots of partners in the solution. We would invite others to reach out to us.

IM: How will Greentown Houston be different from the original in Massachusetts?

ER: We're starting at a more modest size than we are currently in Massachusetts. We're a 100,000-square-foot, three-building campus in Somerville just outside of Boston, and we can accommodate about 100 startups in that location.

In Houston, we're starting at the scale that we actually started at in 2013, and that is about a capacity for about 50 startups in about 30,000 square feet with about 120 desks and about 20,000 square feet of prototyping lab space. The space that we're building in Houston will be smaller, but also very flexible.

We don't quite know yet what the Houston market wants and needs, and so we have to just kind of plan to create a flexible structure based on what we know that Houston entrepreneurs need and then kind of evolve from there.

IM: You don't have office space pinned down yet — what are you looking for in an office and what's your timeline for announcing more details?


ER: I think we'll be able to announce that in September. But, I will say that we've been pleasantly surprised by the different opportunities that are available and how so many people just trying to help and provide us with space, but I'd say we are pretty much there on selecting the space.

We will be retrofitting an existing building, which is exactly what we did whenever we moved into Somerville in 2013. We like to preserve flexibility and, until we really understand the market, we don't want to custom build anything because what if we created it and then no one needed it?

Instead, we're going to take over an existing industrial-type building that can be utilized for our purpose. And for our purpose, we need a lot of electricity, we need cement floors that can take a lot of weight, and we need to kind of have some isolation in terms of the machine tools and whatnot that can make a lot of noise — so can our events.

IM: With two pairs of boots on the ground already, will you be growing your Houston team?

ER: It somewhat depends on the track of our fundraising, but currently the plan right now is to do some additional hiring in late 2020 or 2021 — at which time we'll probably be looking for a community manager, a lab manager, and a program manager. Those all won't happen at the very beginning, but the community manager is probably the next position we'd be hiring for. That role is just incredibly critical to doing what we do at Greentown Labs, which is bringing together that community of entrepreneurs, helping them connect with one another, and really just helping them to support one another as peers.

IM: What are you looking for in participating startups and how can Houston startups get involved and learn more?

ER: Absolutely. We would love it if Houston entrepreneurs want to reach out to us. We have a landing page specifically for Houston on our website, and that will allow you to actually fill out a form that allows us to follow up with you.

We will be starting to have early access membership that Houston entrepreneurs can take advantage of uniquely, and that will allow entrepreneurs to start getting engaged in what right now will probably be mainly virtual events, but going forward, it's a great way to start learning about the community and really for the community to be built before we have a physical location that can bring people in. More information out that will be coming out in the next couple of weeks.

In terms of what we're looking for, we are looking for startups that are actively working on climate or environmental solutions — especially those that are working on reducing greenhouse gas emissions through electricity, transportation, agricultural tech and water, building, manufacturing, or industry industrial applications. There's a lot of broad categories, but reducing greenhouse gas emissions is a big challenge and it needs to be attacked in all sectors of the economy.

Even beyond energy or renewable energy, there are a lot of different solutions that we consider as part of clean tech and climate tech. We're just really excited to learn about more entrepreneurs and engage with them as a part of building Greentown Labs Houston.

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This conversation has been edited for brevity and clarity.

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CultureMap Emails are Awesome

Houston coffee startup pivots to hand sanitizing product amid pandemic

Houstonians' workday routines look much different today than they did seven months ago. With a large percentage of people working from home, office rituals have come to a halt and few habits have been immune to change — including our coffee consumption.

In early March, Constantine Zotos and Mitchell Webber already knew this didn't mean good things for their local nitro coffee company, Recharge Brewing Co. Though the brand had grown steadily over the better course of two years, the duo had focused their business on installing and supplying their nitro coffee taps to two of the most taboo markets at the time: office spaces and restaurants.The duo aptly predicted that the demand for their product would soon dry up and quickly shifted their operations to focus on a product that was considered a necessity: hand sanitizer.

To get started, the young entrepreneurs and their small team of six began cold calling down a list of Purell distributors they found online. They soon found that many businesses could hardly keep the product in stock.

"They asked us if they could fly a jet down to pick up the hand sanitizer themselves," Zottos says of one distributor. "I told them not to get ahead of themselves, but it just speaks to the sense of urgency everyone had."

The team studied up on the basic ingredients of hand sanitizer to make the liquid, alcohol-based form that infiltrated the market in the first few weeks of the pandemic. At the time there was such a rush for the product, and such a low supply of the material needed to make it, that the team resorted to selling the product without traditional pump tops or plastic caps. Instead they used the slow release plastic pourers that are often used on liquor bottles.

Still, they were focused on doing it right. In addition to the long hours spend to get the product out the door, Zotos and Webber took special care to ensure that their sanitizer met all FDA and EPA requirements by working with consultants and lawyers, as well as reading up on all the pertinent documents and literature between sleeping shifts and time on the shop floor.

"We took the stance that we would rather rush toward compliance rather than run from it," Zotos says.

It didn't seem to slow down the demand. One week in they formed Modern Chemical, and by the middle of the month the company was fulfilling substantial orders with a team of 40 employees. By the summer, Modern Chemical released a gel-based, FDA-registered sanitizer that got them in with giant B2B clients, such as the Massachusetts Bay Transit Authority, Jefferson Parish School District, and recently the City of Austin.

The pair agrees that their background with Recharge gave them a leg up in the beginning.

"Knowing the pumps and hoses and all the stuff you really need to run a bottle facility and a hand sanitizer facility, we already had," Webber says. "On top of that when all this started, there were some long days and long nights, but being in the nitro coffee business, we were used to long hours. It prepared us for this huge push for the drastic demand that needed to be filled."

Location and timing also played a huge role in their success, Zotos adds. "When the pandemic struck we were able to bring on a lot of people who are extraordinarily talented throughout the company. If we weren't hiring in the pandemic environment like this I think we would be hard pressed to find people as talented as we did as quickly as we did," he says. "And Houston really played a big part in that."

Today, the company of about 60 employees is producing about 15,000 gallons of hand sanitizer per day and is in the process of launching disinfectant wipes and spray. They recently moved all of the Modern Chemical operations into a new and improved facility off Air Tec and Interstate 45 that will allow for more efficient packaging and loading of products and — in another pivot — are even offering custom labeling, scenting and color dyes, plus specialty dispensing stands for their product.

"Neither of us have a chemical background and we are not ignorant to that. But we know how the equipment works from an operational side of things and if we can make the packaging look the best. If we can package the most for the best price then people are going to want to buy it," Zotos says. "Instead of taking the let's do everything route, we found our niche in the chemical supply chain, which is packaging."

And as Modern Chemical continues to settle into its new space and eventually a post-pandemic market, Zotos and Webber plan to revisit and revamp Recharge Brewing with the lessons they've learned. The duo plans to use their original facilities to help other small business owners launch and produce beverage brands of their own by early 2021.

UT system funds Houston researchers in new collaboration to cure cancer

collaborate for a cure

In a renewed effort to move the needle on finding a cure for cancer, the University of Texas system has launched a new collaboration in oncological data and computational science across three programs.

Houston-based University of Texas MD Anderson Cancer Center has teamed up with two UT Austin schools — the Oden Institute for Computational Engineering and Sciences and the Texas Advanced Computing Center. The collaboration was announced this summer to tap into mathematical modeling and advanced computing along with oncology expertise to inspire new methods of cancer treatment.

"Integrating and learning from the massive amount of largely unstructured data in cancer care and research is a formidable challenge," says David Jaffray, Ph.D., chief technology and digital officer at MD Anderson, in a news release. "We need to bring together teams that can place quantitative data in context and inform state-of-the-art computational models of the disease and accelerate progress in our mission to end cancer."

Now, the first five projects to be funded under this new initiative have been announced.

  • Angela Jarrett of the Oden Institute and Maia Rauch of MD Anderson will develop a patient-specific mathematical model for forecasting treatment response and designing optimal therapy strategies for patients with triple-negative breast cancer.
  • Caroline Chung of MD Anderson and David Hormuth of the Oden Institute are using computational models of the underlying biology to fundamentally change how radiotherapy and chemotherapy are personalized to improve survival rates for brain cancer patients.
  • Ken-Pin Hwang of MD Anderson and Jon Tamir of UT Austin's Department of Electrical and Computer Engineering and the Oden Institute will use mathematical modeling and massively parallel distributed computing to make prostate MR imaging faster and more accurate to reduce the incidence of unnecessary or inaccurate biopsies.
  • Xiaodong Zhang of MD Anderson and Hang Liu of TACC will advance both the planning and delivery of proton therapy via a platform that combines mathematical algorithms and high-performance computing to further personalize these already highly tailored treatments.
  • Tinsley Oden and Prashant Jha of the Oden Institute and David Fuentes of MD Anderson will integrate a new mechanistic model of tumor growth with an advanced form of MRI to reveal underlying metabolic alterations in tumors and lead to new treatments for patients.

"These five research teams, made up of a cross section of expertise from all three stakeholders, represent the beginning of something truly special," says Jaffray in a release. "Our experts are advancing cancer research and care, and we are committed to working with our colleagues at the Oden Institute and TACC to bring together their computational expertise with our data and insights."

Later this month, the five teams will log on to a virtual retreat along with academic and government thought leaders to further collaborate and intertwine their research and expertise.

"Texas is globally recognized for its excellence in computing and in cancer research. This collaboration forges a new path to international leadership through the combination of its strengths in both," says Karen Willcox, director of the Oden Institute. "We are thrilled that leaders in government, industry and academia see the potential of this unique Texan partnership. We're looking forward to a virtual retreat on October 29 to continue to build upon this realization."

To office or not to office? Heading toward post-pandemic, that is the question for Houston workplace strategy

guest column

Since the advent of the modern office over a century ago, its design has continually evolved, adapting to new needs driven by changes in the ways people work.

COVID-19 introduced massive disruption to this steady evolution, displacing millions of office workers to fulfill their job roles from their homes. The question everyone is asking now is what happens after the pandemic — if we can all work from home, is the office irrelevant?

A mass remote work experiment

While many companies had tried some degree of remote work before the pandemic, the mass relocation to home during COVID was new territory for most. And the experiment has offered up something of an epiphany: work-from-home worked. People were able to carry out their job responsibilities, saving thousands of companies from having to shut down and sparing millions of people from job loss.

Now, based on the perceived success of WFH, many organizations are planning to greatly expand remote work, even after the pandemic has passed. Twitter was at the front of the pack in announcing they would allow some employees to work from home forever, and the list has continued to grow well beyond the tech sector.

Success depends on criteria

The lens through which we view this work-from-home period is important. Looked at as an emergency response, WFH can be deemed successful: it helped to flatten the transmission curve of the virus and protected employee lives.

But as we enter one of the most complex and challenging business climates in a century, survival will be about being competitive. And that fundamentally changes the criteria to judge working from home during COVID-19 and whether it should be expanded as a post-pandemic strategy. It raises the bar from "did work-from-home work?" to "did it work better?"; will increasing remote work help to deliver competitive advantage better than having people together in the workplace? That requires a deeper exploration.

Digital breadcrumbs

Work-from-home during COVID is, at heart, a technology story — from the platforms that virtually connected employees to networks and each other, to the embrace of video conferencing and the overnight ubiquity of the Zoom call. While they all existed before COVID, the pandemic acted as a catalyst for their widespread adoption.

Technology use leaves trails of data, like digital breadcrumbs, and many of the collaborative platforms and software providers are generously sharing their data comparing use patterns before and during COVID. So while not too long ago our evaluative methods for this unprecedented period of remote work would have relied largely on subjective or anecdotal measures, today we're able to follow the breadcrumbs and arrive at a more objective understanding of how work changed in this shift from office to home.

What becomes abundantly clear is that it wasn't simply a location swap; we didn't just go about our jobs in the same way at home as we did in the office. There were fundamental and very impactful shifts in the way we worked, with significant implications for business performance.

For instance:

The number of meetings increased. While there is a wide range of percentage increases being reported, even just taking a more conservative estimate, from the National Bureau of Economic Research, the number of meetings went up by 13 percent as compared to pre-COVID patterns.

Meetings turned inward. Since people weren't together physically, they needed to check-in a lot more often. Internal meetings—those with people within the same company — increased to over 60 percent of overall weekly meetings during work-from-home, while meetings with people external to the organization decreased to just below 40 percent, according to analysis by a leading meeting software platform.

Meeting purpose changed. Meetings can largely be grouped into three categories: evaluative — considering options, making decisions; generative — brainstorming, creating new ideas; or organizational — coordinating tasks, reporting. Organizational meetings increased by nearly a third during the peak COVID lockdown.Put another way, during WFH, people had more meetings to talk about doing work and fewer meetings to actually do work.

Meetings got larger. The number of meeting attendees during WFH increased by 14 percent. When people are physically together in the office, more meetings are impromptu, typically involving two to four people. But when you plan meetings in advance, which people have to do when remote, there's a tendency to invite more people. Increasing participants changes meeting dynamics — the more people, the more formal, the more likely it's one-way communication.

Emails to coworkers increased. With the loss of a centralized office and face-to-face interactions, people increased both the number of internal emails they sent by 5.2 percent, as well as the number of people they included in emails by 2.9 percent.

Employees felt less informed. A smartsheet survey showed that despite the increase in virtual meetings and email communication, 60 percent of the workforce reported having a decreased sense of what's going on within their companies, revealing the isolating effect of remote work.

Productive time decreased. With the increase in number of meetings, large swaths of productive time were harder to come by. Calendar analysis revealed that fragmented time—short periods of unscheduled time between meetings—increased by 11 percent during COVID-19.While not ideal for anyone, fragmented time is especially problematic for non-managerial staff, whose job roles tend to entail more individual focus work; it only takes a few poorly spread out meetings to render a day largely unproductive. The result? The work day increased by as much as 3 hours at the height of WFH per Bloomberg report.

Video was a boon…and then quickly a bane. Video conference platforms saw exponential increase in use during COVID, and seemed at first to offer a close substitute for face-to-face meetings. But the way video is synthesized introduces distortions and lags, and even an undetectable misalignment of video and audio confuses the brain, making it work harder, as outlined in the New York Times.People found themselves exhausted after a day of video calls and the scientifically-verified phenomenon "Zoom Fatigue" was born.

Social capital decreased. Socializing has never been something people regularly schedule into their workday; it's very much an ad hoc work mode: a conversation on the elevator or chatting before and after meetings. Those types of unplanned interactions weren't possible working-from-home, and despite admirable attempts to interact virtually, 63 percent of workers reported spending less time socializing with colleagues, and already by April, 75 percent of people reported feeling less connected to coworkers.

Companies became more siloed. According to research by Ben Waber at Humanyze, during WFH we increased communication with our closest work colleagues — team members or close friends at work — by 33 percent. Communication with coworkers outside our inner circle, so-called "weak ties", dropped by nearly the same amount. The problem with that is interactions with weak ties are one of the most effective ways new ideas spread through an organization. When we talk to people we have don't know well or don't see often, it's just much more likely something new is shared.

Innovation is at risk

Taken individually, the changes to work patterns that occurred with WFH might not seem dire — work got done, if not ideally so. But layered on top of each other, the picture is more grim; we had more meetings and our days got more fragmented; we met less with people outside our company; internally, we met less to generate new ideas and more to just coordinate and organize tasks; we became more siloed, we socialized less and felt less connected to each other, and less aware of what was happening within our companies.

What that combination puts most at risk is innovation, arguably the thing companies are going to need most to face the challenges ahead. Nicholas Bloom, a professor of economics at Stanford and internationally recognized scholar on innovation, posits that while we were able to remain productive working-from-home, there may be a steep opportunity cost paid down the line: "I fear this collapse in office face time will lead to a slump in innovation. The new ideas we are losing today could show up as fewer new products in 2021 and beyond, lowering long-run growth."

The workplace advantage

The ways work changed when we tried to do it from home reaffirms why the workplace is even more relevant now, at a time when organizations are going to need to be firing on all cylinders. And it shows that we haven't just been working at the office to bide our time until technology allowed us to ditch it and work from home; we work at the office because doing so delivers higher performance.

Far from irrelevant, today's workplace has evolved to support and foster precisely the behaviors and interactions that are missing in remote work: bringing people together to work side-by-side, to be immersed in the culture of the organization, to socialize, to build trust, and to learn from each other.

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Erik Lucken is strategy director at San Francisco-based IA Interior Architects, which has projects and clients based in Houston.