No matter what stage your company is in, here's what you need to know about navigating a communications strategy. Photo via Getty Images

The significance of effective communication and its contribution to a company’s success are points regularly stressed by conference panelists and forum speakers. Yet for many founders it’s advice that fuels frustration for how to make communications a priority with a lack of understanding of the practice.

This article combines insights from investors, customers, advisers, and founders, with actionable recommendations that benefit both startups and growth stage leaders who are scaling the impact of their companies.

Why marketing communications is important

Marketing communications combines the use of messages and a broad spectrum of tools to communicate with target audiences in attracting customers, cultivating relationships, acquiring funding, increasing visibility, and growing influence.

To define marketing communications in singular terms limits its impact. “For some, communications is simply a pretty graphic,” says Adam Lipman, managing partner of Ecliptic Capital, “and they don’t think about the importance of communications that speak to the needs of their key audiences in language that will resonate with them.”

It can be tempting to jump straight to producing tools that you can touch, hear and see, but applying thoughtful strategies first has everything to do with how successful those tools will be.

A dangerous misconception

Regardless of how innovative your device, therapeutic or service, there is always competition, including the option of customers doing nothing. “We call it the good enough problem,” says Lipman. “If what’s currently being done is considered good enough, what is the incentive to improve or change it with your idea?”

Comparison is a common method for comprehending a disruptor’s unprecedented concept. Your wearable device that does something no one else’s does will, at the very least, be categorized and compared to other wearables. Your innovative concept for improving cardiovascular patient outcomes will be compared within the broad category of cardiovascular care. To believe there’s no competition to challenge your success, regardless of how unique, is a false sense of security that requires proactive messaging.

“If you don’t define your brand, someone else is going to do it for you, and it may not be what you want,” warns Tatiana Fofanova, co-founder and CEO of Koda Health.

The analogy we use when formulating messaging for our clients is to define their “seat at the table” so that no matter who or how many competitors are seated alongside them, the advantage their solution offers and the beneficial role they fill within the ecosystem is very clear.

Strategically connecting the dots

Distinguishing your company from its competition and motivating action on the part of investors or customers requires communication strategies that connect all the dots.

“Many entrepreneurs think their technology will sell itself,” says Michelle Stansbury, vice president of innovation and IT applications for Houston Methodist. “But for me to understand what we gain by utilizing their product, I want to know what problem are they solving. Does their product increase efficiencies, improve patient satisfaction, or answer a financial problem? Answering these questions is fundamental.”

In addition to messaging that clearly defines how your company is uniquely capable of delivering valuable solutions, it’s important to apply strategies for speaking your audience’s language and identifying the pain points you are capable of relieving. It also requires considering the perspective and experience of an audience’s different members. For instance, if presenting to an investor who is also a neurologist, sharing scientific data will be appreciated. For others, the why and how of what you offer may be better told through story.

The homework you do to fully understand your audience’s needs will not only produce beneficial insights but also demonstrate a level of commitment that can impress influencers and potential funders.

“I’m drawn to founders who want to walk in their customer’s shoes. They are generally deeply empathetic because they've spent time literally walking the halls with them and sat in the chairs next to them,” says John “JR” Reale, venture lead for the Texas Medical Center Venture Fund. “It’s very endearing to see a founder who wants to understand and continue to learn from who they want to serve.”

Actionable advice

Just as marketing communications is defined by multiple components, there are several actionable strategies for getting past the understanding phase. Here are three key recommendations to implement, whether a startup with limited resources or a company experiencing accelerated growth.

As a startup

  • Develop brand messaging that distinguishes your solutions from the competition and captures the compelling purpose and passion of your company’s mission.
  • Establish a working relationship with professional communicators. Though your budget is small, it’s a great way to develop trust and familiarity within the parameters of a single project for when greater resources allow expanded assistance in the future.
  • Identify each of your key audiences, including strategic partners, community influencers, and end users, as well as potential investors and other funding sources. The list may be daunting, so rank contacts in each category and unleash your entrepreneurial curiosity to research their needs and priorities.

The growth stage company

  • Invest in comprehensive communication consultation to elevate your startup marketing communications to the 2.0 level of expected sophistication. This is when the working relationship seeds you planted with a professional communicator really pays off. Trust has been established and there is a fundamental understanding for who you are and why it matters.
  • Just as your business plan provides vital direction, a strategic communications plan functions as an essential blueprint for achieving your goals, including connecting with target audiences, increasing visibility, marketing your company’s services or products, and strengthening your bottom line. Strategies should be tailored to your organization’s specific needs and identify the tools necessary for achieving success.
  • Prioritize and produce marketing tools identified in your plan that promote the company’s impact and build on the brand reputation it has achieved.

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Kelli Newman is president of the Houston-based communication strategies firm, Newman & Newman Inc., where she leads a talented team of marketing professionals advancing the success of their purpose-driven clients.

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CultureMap Emails are Awesome

Houston founders launch edtech startup, pilot to pinpoint why students are struggling

learning gaps

Early detection. It sounds simple enough: identify a problem before it has the chance to become a bigger one.

But in practice, early detection is much more difficult to navigate, especially in education, when it comes to identifying the reasons behind a student's academic struggles.

That’s why co-founders Alapati “Al” Ware and Estela Montanez launched Progress Report, a Houston-built K-12 learning-intelligence platform designed to go beyond identifying that a student is struggling.

The platform recently began its pilot program with 35 educators and more than 200 students in Texas and Arizona.

“It’s a micro-learning school that works with children with disabilities, primarily dyslexia and nonverbal students,” Ware tells InnovationMap.

The platform is also being used by homeschool parents, home teachers and Houston educators, including those at SWPS College & Career Preparatory Academy, a Houston charter school.

Ware says Progress Report was designed to fill a gap he and Montanez saw in existing edtech. Some platforms cater almost entirely to students, leaving teachers with little insight into if and how a child is learning. Others focus heavily on district data, where “the student is just a number,” leaving teachers to navigate disconnected tools.

“Our goal was [to] focus purely on the teacher because the teacher is the backbone,” Ware says.

Progress Report traces student performance to learning gaps and prerequisite skills, helping educators understand not only where a student is struggling, but what may be causing it.

The platform then helps teachers build individualized instruction for general education students, students with special education and Individualized Education Program (IEP) needs, and Spanish-speaking learners—all within one educator-controlled system.

The goal is to reduce the guesswork and hours of manual work educators can spend developing individualized lesson plans.

Progress Report helps idenitify learning gaps and common roadblocks for each student. Image courtesy Progress Report

For Ware and Montanez, the mission is also personal.

The concept dates back to around 2023, when the co-founders first had to navigate and address their children’s educational needs.

Ware, Progress Report’s CEO and CTO with a background in edtech, built the platform end-to-end after watching his daughter, who had an IEP related to speech, struggle to get the support she needed.

Montanez, the company’s COO, brought another perspective. Her son is on the autism spectrum. She now leads Progress Report’s operations, partnerships and pilot execution while helping carry its focus on bilingual families from Puerto Rico to Houston.

Together, they began researching ways to personalize their children’s learning and help them progress academically. Montanez’s son went on to become an AP student and high school athlete, while Ware’s daughter began reading more than two grade levels above her grade, they tell InnovationMap.

But Progress Report isn’t designed simply to give a struggling student more work.

Take a student who appears to have difficulty with math.

The problem may not actually be math, the founders share. The student could understand the calculations but struggle to comprehend complex words used in a math problem.

Progress Report is designed to trace those performance patterns back to learning gaps, prerequisite skills or other instructional barriers. From there, it can recommend a next instructional step while leaving the educator in control.

The same concept applies to accommodations.

The system can read IEPs, 504 Plans, Present Levels of Academic Achievement and Functional Performance (PLAAFPs), evaluations and other special education records. Approved IEP goals can then be mapped into the student’s learning graph, while accommodations can carry over into lesson planning and question delivery.

The founders say that approach separates Progress Report from simply adding another artificial intelligence chatbot to a classroom. And still, they believe teachers have to remain at the center.

Teachers, in fact, helped build Progress Report.

The founders began meeting with Houston-area educators months before the pilot. Their feedback helped shape the platform before testing began.

“We’ve been building alongside these educators,” Ware says.

Parents are another piece.

Progress Report can give parents access to their child’s learning record so they can see learning gaps as they develop. Teachers can also see information on work being completed at home when the parent and educator are working together.

After the pilot wraps, Ware and Montanez plan to introduce a $29.99 monthly subscription for homeschool parents, teachers and other educators. They say the price was intentionally kept relatively low to help make the tools more accessible.

They are also exploring ways to work with organizations that could help families who can’t afford the platform.

Moving forward, the goal is considerably bigger.

Over the next five years, Ware and Montanez want Progress Report to become what they describe as a “gold standard” in every state. They know getting there will require building relationships with educators, technology leaders, policymakers and school board members.

For now, they’re starting with a few hundred students and a question that sounds simple but can be remarkably difficult to answer: Why is this student struggling?

If Progress Report works the way its founders envision, teachers and parents will have a clearer answer.

Pioneering cohousing development opens in Houston's historic 2nd Ward

Housing in Hou

An experimental, multi-generational building in the East End is now open and accepting residents. Only 10 of the 33 units remain available at East End Commons, the first project from CoHousing Houston.

Located at 115 Lenox, East End Commons was first conceived in 2017 and is designed to combine the security of home ownership with the community aspect of apartment life, essentially a condominium but with added focus on bringing neighbors together.

Units range from 900-2,000 square feet, offering ample private home space, but with a large Common House area and central courtyard for gatherings, working, and interaction. Large front porches encourage people to spend time outside where they can meet their neighbors, as do extensive foot paths for casual meetings.

"At East End Commons, you know your neighbors before you move in — so you have a network of people and spaces that are immediately there for you," said founding resident Kelli Soika. "We designed for larger shared spaces versus larger personal spaces in order to foster the breakdown of the barriers that lead to loneliness."

Combating loneliness and isolation is certainly necessary. A 2025 survey conducted by the American Psychological Association shows that most Americans feel a sense of societal division and lonely. A loss of "third spaces," where people gather outside the home or work, is a prime factor. East End Commons aims to alleviate some of that disconnectedness.

"I wanted to live in a neighborhood that is imbued with a sense of community above the individual, like we have all experienced in Houston during times of disaster recovery," said Lynn Morstead, one of East End Commons‘ founding residents. "In those instances, such as Hurricane Harvey, we surface from our separateness and come together in new and unexpected ways. With East End Commons, the goal is to translate that notion beyond a set period of time and make it a fixture of everyday life. I call it 'disaster-free neighborliness.'"

East End Commons was designed by Kathleen English of English + Associates. Sustainability is part of the project's design, with amenities such as geothermal heating and cooling exchange HVAC, pre-heated water systems, low-energy use air conditioning and heating, and native landscaping.

Prices for units range from $300,000 to the $900,000s, which can be more than double the home price in the rapidly gentrifying East End. HOA fees not only help maintain communal areas, they also cover shared internet, water, and other communal expenses. Similarly, government of the building is handled democratically via a community board that aims to make decisions by building consensus.

For more information, email info@cohousinghouston.com or call 832-900-2919.

MD Anderson president to retire after nine years, interim successor named

retirement plan

An era is ending at The University of Texas MD Anderson Cancer Center.

On Aug. 26, Dr. Peter WT Pisters announced his plans to retire from his role as president of the comprehensive cancer center. He will work on a smooth transition of leadership with interim president Dr. Jeffrey E. Lee throughout September.

“I first arrived at UT MD Anderson 32 years ago with a passion for doing everything I could to advance our mission to end cancer. Serving as the only faculty member to become president, and now marking nine years in the role, I can say with great pride and gratitude that there is no better place than UT MD Anderson to turn hope into healing for patients and families everywhere,” Pisters said in a news release. “With a timeless strategy, a strong leadership team, unprecedented levels of financial health, and a priceless culture anchored in our deeply held Core Values, now is the right time for me to transition to other opportunities. UT MD Anderson has never been stronger, and its future has never been brighter.”

Pisters assumed the presidency in 2017 and helped launch some of the most cutting-edge new clinics in MD Anderson history. One of those was the James P. Allison Institute, named for the Nobel Laureate scientist who discovered a way to suppress immune response on tumors so that immune cells would attack cancer cells instead. As head of his titular clinic, Allison pioneered several new immunotherapies against cancer.

Pisters also oversaw the creation of the Institute for Data Science in Oncology in 2024, an innovative consortium of scientists dedicated to enhancing single-cell imaging to improve precision in cancer treatments. The institute also brought together teams to use data-driven analytics regarding safety, quality and access.

The UT System Board of Regents praised the leadership and work of Pisters in a statement, wishing him well in the next phase of his career.

“The Board of Regents and I are profoundly grateful to Dr. Pisters for his exceptional presidency over the past nine years and for thoughtfully concluding his service when UT MD Anderson is thriving at its best position of peak performance, strength and impact. We wish him our very best with his retirement and in his next chapter,” Kevin P. Eltife, chairman of the UT System Board of Regents, added in the release.