This week's roundup of Houston innovators includes John Higgins of illumiPure, Natara Branch of HX, and Daniel Murray of Covenant Underwriters. Photos courtesy

Editor's note: In this week's roundup of Houston innovators to know, I'm introducing you to three local innovators across industries — from insurtech to entrepreneurship — recently making headlines in Houston innovation.

John Higgins, CEO of illumiPure

CleanWhite can quickly and continuously sanitize high-touch areas through its light-based technology. Photo via LinkedIn

Houston-based illumiPure recently announced that it has received a worldwide patent for its LED white light disinfectant earlier this year, known as CleanWhite. The product can quickly and continuously sanitize high-touch areas while a room remains occupied and has shown an elimination of 99 percent of surface bacteria, spores, mold, biofilms, and viruses including SARS-CoV-2 through light-based technology. It's intended to be used in areas like kitchens, restrooms, and locker rooms and is safe for humans and pets.

CleanWhite uses spikes of light wavelengths at 405 and 470 nanometers to kill surface pathogens. Unlike other products on the market, CleanWhite can emit these levels without also emitting a visible purple-violet light while also suppressing blue light wavelengths.

"CleanWhite features technology that makes it the first of its kind, achieving a sought-after solution to produce 405+470 nm blue light as white light," John Higgins, CEO of illumiPure, says in a statement. "As a result of this revolutionary finding, we anticipate the patent’s success across a myriad of industries, including education, healthcare, hospitality, and retail.” Click here to read more.

Natara Branch, CEO of Houston Exponential

Meet Natara Branch — the new CEO of HX. Photo courtesy of Natara Branch

Ever since she accepted the new position as CEO of Houston Exponential, Natara Branch has been on a listening tour of Houston's innovation ecosystem. Branch explains on the Houston Innovators Podcast that she has a passion for the city of Houston, and she's got open ears to anyone in the ecosystem who wants to contribute to the advancement of the city's tech ecosystem.

As she explains, she is getting her fair share of feedback — but she has an ask for anyone who she's met.

"I am challenging people. You're not just going to give me feedback and sit back and watch. You're going to participate," Branch says. "I have not met one person who doesn't want Houston to win — they wouldn't be here if they didn't." Click here to read more and listen to the podcast.

Daniel Murray, co-founder and chief underwriter of Covenant Underwriters

The emerging insurtech industry has a plethora of opportunities for job seekers and more. Photo courtesy

More than 100,000 Houstonians work in insurance, according to Daniel Murray, co-founder and chief underwriter of Covenant Underwriters, a Houston-based insurtech start-up, building e-commerce insurance products for underserved niches. But the 400-year-old industry is hungry for tech talent.

In a guest column for InnovationMap, Murray explains the need for tech and innovation within insurance — and the opportunity the industry has.

"The adage goes that everyone in the insurance industry was either born into it or tricked into it," he writes. "This may have applied to the last generation, but today’s insurance industry offers vast opportunities (including remote) for every discipline, especially for tech job seekers." Click here to read more.

The emerging insurtech industry has a plethora of opportunities for job seekers and more. Photo via Getty Images

Houston expert: The insurance biz is ripe for innovation — here's how to tap into it

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The insurance industry is hungry for tech talent. This 400-year-old industry lays claim to many innovations from financial engineering to weather modeling and was among the first to widely adopt mainframe computing. However, while many sectors took up digital processes in the Internet Age, the $1.4 trillion insurance industry lost out on a generation of innovators to retail, social media, entertainment, and other financial services. Only recently have investors become wise to the massive opportunity of modernizing insurance.

More than 100,000 Houstonians work in insurance, mostly in sales and servicing of policies or claims. Many insurance agencies now employ IT professionals and graphic designers to support online experiences for customers and employees. Larger insurance companies are hiring data analysts, software developers, and cloud engineers to improve risk selection, mitigate losses, and drive efficiency. Such efforts to leverage technology in each function in the insurance value chain are broadly described by the term insurtech (or insuretech; it’s so novel that consensus has not been reached on its spelling).

The largest gathering of insurtech investors, entrepreneurs, and industry incumbents occurs at the InsureTech Connect conference. Last month saw nearly 10,000 insurtech leaders and hopefuls descend on Las Vegas for the 6th annual convention. Sound business models and partnerships with incumbents replaced the easy money and talk of disruption from prior years. Many speakers and panels highlighted the following opportunities for aspiring insurtech professionals:

​Embedded Insurance

Insurance has long been sold alongside other products, and omnipresent API ecosystems make the transaction that much more seamless. For a small premium, some insurtechs use embedded products that take the risk out of large purchases like event tickets, rentals, gadgets, and vacations. These companies need savvy designers and creative marketing pros to integrate their products with the right partners.

​Parametric Insurance

The fundamental principle of insurance is to make the policyholder whole after a loss, but agreeing on the amount of loss can take years and legal battles. Parametric insurance policies pay losses automatically based on pre-specified trigger events, such as a threshold based on wind speed or hail size. Cutting-edge products provide stability by tying coverage to indexes like oil price or crop yields and require experts in the underlying index to set the correct parameters.

​Internet of Things

Theoretically, more information will lead to more accurate prediction of insured loss. Cell phone geolocation, smart homes, and sensors on everything gives insurance companies a mountain of data. Translating all of this into actionable insights will require armies of data scientists. Machine learning algorithms, paired with good data, promise to uncover new ways to anticipate and avoid losses.

​Insurance Gigs

Many jobs in the burgeoning gig economy are related to insurance. For all the big data available, insurance companies still need ‘boots on the ground’ when inspecting a new policyholder’s property, assessing damage to a house or car, installing sensors, or responding to catastrophe. They especially need contract workers with drone licenses for inspecting roofs.

Insurtech is not disrupting insurance companies but transforming them to meet modern customer needs They can no longer succeed with just snappy TV ads and countless storefronts. Insurance quotes and claim payments need to be fast and fair. In an industry this large, a great idea that captures 1 percent of market share or improves efficiency by 1 percent can be lucrative. Today’s rate environment has cooled off insurtech valuations but not before 25 US and UK insurtech start-ups rose to billion-dollar unicorn status in the past decade.

The adage goes that everyone in the insurance industry was either born into it or tricked into it. This may have applied to the last generation, but today’s insurance industry offers vast opportunities (including remote) for every discipline, especially for tech job seekers.

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Daniel Murray is co-founder and chief underwriter of Covenant Underwriters, a Houston-based insurtech start-up, building e-commerce insurance products for underserved niches.

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Houston startup secures $22.5M to innovate cell therapy to fight cancer

fresh funding

A promising cell therapy company has raised its latest funding round — to the tune of $22.5 million.

Indapta Therapeutics, which has a dual headquarters in Houston and Seattle, is a clinical stage biotechnology and next-generation cell therapy company focused on the treatment of cancer and autoimmune diseases. The company announced it has closed a $22.5 million round of new financing to accelerate the clinical development of its differentiated allogeneic Natural Killer cell therapy.

"This funding will enable us to generate significant additional data in our ongoing trial of IDP-023 in cancer as well as initial data from our first trial in autoimmune disease," Mark Frohlich, Indapta’s CEO, says in a news release.

Indapta has completed enrollment in the safety run-in portion of the Phase 1 clinical trial of IDP-023 in Non-Hodgkin’s Lymphoma and Multiple Myeloma, according to the company. The patients received up to three doses of IDP-023 without and with interleukin (IL)-2.

Completing the round were current investors RA Capital Management, Bayer's impact investment arm Leaps, Vertex Ventures HC, Pontifax, and the Myeloma Investment Fund, the venture philanthropy subsidiary of the Multiple Myeloma Research Foundation. Earlier in December, Indapta announced a collaboration with Sanofi to explore the combination of its allogeneic g-NK cell therapy IDP-023 with Sanofi’s CD38 that targets the monoclonal antibody, Sarclisa (isatuximab).

"Preliminary results of IDP-023 in cancer are encouraging and we look forward to initiating our Phase 1 trial for multiple sclerosis in Q1 2025,” Frohlich continues. “This financing, together with our recently announced collaboration with Sanofi, highlights the promise of our differentiated platform.”

Also in August, Indapta announced a FDA clearance of its IND of IDP-023 in combination with ocrelizumab in progressive MS.


Mark Frohlich is the CEO of the Houston- and Seattle-based company. Photo courtesy of Indapta Therapeutics

Houston startup's revolutionary automotive recycling tech to begin commercial operations

houston innovators podcast episode 267

Vibhu Sharma observed a huge sustainability problem within the automotive industry, and he was tired of no one doing anything about it.

"Globally, humans dispose 1 billion tires every year," Sharma says on the Houston Innovators Podcast. "It's a massive environmental and public health problem because these tires can take hundreds of years to break down, and what they start doing is leaking chemicals into the soil."

Today, 98 percent of all tires end up in landfills, Sharma says, and this waste contributes to a multitude of problems — from mosquito and pest infestation to chemical leaks and fire hazards. That's why he founded InnoVent Renewables, a Houston-based company that uses its proprietary continuous pyrolysis technology to convert waste tires into valuable fuels, steel, and chemicals.

While the process of pyrolysis — decomposing materials using high heat — isn't new, InnoVent's process has a potential to be uniquely impactful. As Sharma explains on the show, he's targeting areas with an existing supply of waste tires. The company's first plant — located in Monterrey, Mexico — is expected to go online early in the new year, an impressive accomplishment considering Sharma started his company just over a year ago and bootstrapped the business with only a friends and family round of funding.

"It's about 16 months or so from start to commercial operations, which is phenomenal when you consider what it takes to build and operate a chemical or petrochemical facility," Sharma says.

Currently, with the facility close to operations, Sharma is looking to secure customers for the plant's products — which includes diesel, steel, and carbon black — and he doesn't have to look too far out of the automotive industry for his potential customer base. Additionally, the plant should be net zero by day one, since Sharma says he will be using the output to fuel operations.

While the first facility is in Mexico, Sharma says they are already looking at potential secondary locations with Texas at the top of his list. Houston, where Sharma has worked for 26 years, has been a strategic headquarters for InnoVent.

"When it came to doing the research and development, we were able to work with experts in the Houston and Texas areas to test out our idea and validate it," Sharma says. "One thing that gets under appreciated about Houston is how well it's connected to the rest of the world. There are so many direct connections between Houston and Latin America, as well as Europe, Middle East, and Asia."

"I also find that the Houston ecosystem is very supportive of new companies and helping them grow," he adds.

Houston expert on what AI is changing in the workplace — and why employers need to recognize the 'human edge'

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When OpenAI's GPT-4 made headlines by passing the bar exam and scoring in the top 10 percent on medical licensing tests, I noticed something fascinating: everyone focused on AI replacing professionals, but they missed the deeper story. AI isn't just disrupting work – it's exposing fundamental flaws in how we've built our entire workplace ecosystem. It's holding up a mirror to our organizations, revealing just how far we've strayed from what makes us uniquely human.

The World Economic Forum tells us 44 percent of workers' skills will need updating by 2027, but that statistic only scratches the surface. In my conversations with business leaders, I'm watching a transformation unfold in real-time. Take the accounting industry, where I've observed forward-thinking firms like Deloitte and PwC turning their accountants into strategic business advisors while other firms continue training junior staff for tasks that AI will soon handle. This isn't just a skills mismatch – it's a fundamental misunderstanding of human potential.

The challenge runs deeper than individual industries. McKinsey predicts 30 percent of hours worked globally could be automated by 2030, but I believe they're missing a crucial point. We've spent decades designing jobs around industrial-era ideals of efficiency and standardization – the very qualities that make them perfect targets for AI automation. In our obsession with measuring, standardizing, and streamlining everything, we've created workplaces that treat humans like machines rather than the complex, creative beings we are.

What's emerging is a striking paradox: as work becomes more automated, our workplace cultures are growing more disconnected. Microsoft researchers identified a "collaboration deficit" in remote work environments, with 56 percent of employees reporting a decline in workplace friendships. This cultural shift is occurring precisely when we need human connection most. During the Great Resignation of 2021, 47 million Americans quit their jobs, they weren't leaving because of salary considerations or technological inadequacies. The most common reasons cited were lack of human connection, purpose, and authentic leadership.

Yet instead of heeding this wake-up call, the rise of AI is pushing us further apart. A decade ago, the concept of "workplace family" was commonplace – now it's often dismissed as manipulative corporate rhetoric. This shift reveals a troubling blindspot in our thinking about work. Consider this: we spend more than 90,000 hours at work over our lifetime – more time than we spend with our own families – yet we're increasingly treating these relationships as purely transactional. In our rush to establish boundaries and protect ourselves from corporate exploitation, we've overcorrected, creating sterile workplaces stripped of human connection.

This timing couldn't be worse. As someone who studies the intersection of technology and workplace culture, I've observed a clear pattern: the more we automate routine tasks, the more our success depends on distinctly human qualities like trust, emotional sensitivity, and the ability to navigate complex interpersonal dynamics. Yet we're systematically dismantling the very cultural foundations that enable these qualities to flourish. It's as if we're entering a boxing match by tying one hand behind our back – at precisely the moment we need every advantage we can get.

The real crisis isn't that AI might replace jobs – it's that we're creating workplace environments that suppress the very qualities that make us irreplaceable. When we treat our colleagues as mere interfaces rather than complex human beings, we don't just damage relationships – we damage our capacity for innovation, creativity, and the kind of deep collaboration that complex problem-solving requires.

Some companies are starting to get it right. When I look at examples like IKEA, who chose to retrain their call center workers as interior design advisors rather than simply replacing them with chatbots, I see a glimpse of what's possible. They recognized something profound: you can't automate the human ability to understand what a frustrated customer really needs, or the intuition to read between the lines of what they're saying.

This is what I call the "human edge" – and it's far more nuanced than most leadership teams realize. It's the marketing manager who can sense team tension during a video call and address it before it derails a project. It's the sales representative who builds such strong relationships that clients stay loyal through market upheavals. It's the team leader who knows exactly when to push for more and when to show compassion. These aren't just nice-to-have soft skills – they're becoming our most valuable business assets.

But here's the challenge: we're still trying to measure workplace success like it's 1990. We track productivity metrics, sales numbers, and project timelines, but how do we quantify someone's ability to defuse a tense client situation? How do we measure the value of a team leader who creates an environment where people feel safe to innovate? These human capabilities – empathy, emotional intelligence, relationship building, creative problem-solving – are increasingly what separate successful companies from failing ones, yet they're nearly impossible to capture in a performance review.

When I talk to business leaders, I tell them bluntly: if a job can be reduced to a process, AI will eventually do it better. Our value lies in all the messy, human things that happen between the bullet points of a job description. Instead of asking "How many tasks did you complete?" we should be asking "How did you help your team navigate that difficult change?" Instead of training people to follow processes, we should be developing their ability to build relationships and navigate complexity.

It's time we started treating these human capabilities not as soft skills, but as core business competencies. The question isn't whether AI will change work – it's whether we'll use this moment to finally build workplaces that enhance rather than diminish our humanity.

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Nada Ahmed is the founding partner at Houston-based Energy Tech Nexus and author of Amazon Bestseller “Determined to Lead- The Disruptive Woman's Guide to Stop Playing Small and Transform your Career through Agile Leadership.”