Global electronics manufacturing is changing — and this Houston company is leading the way

HOUSTON INNOVATORS PODCAST EPISODE 87

Misha Govshteyn joins the Houston Innovators Podcast to discuss the evolving electronics manufacturing industry. Photo courtesy of MacroFab

When the pandemic hit, global supply chains across industries were affected, and major corporations and consumers alike continue to be affected — especially when it comes to manufacturing.

In March, General Motors had to shutdown production at three factories due to the global shortage of semiconductors, while gaming systems like PlayStation and Xbox are dealing with a chip shortage that will affect production into next year.

Houston-based MacroFab has a solution. The company has developed a software solution and digital platform to optimize electronics manufacturing by creating a network of factories across North America. The growing business, which was founded in 2013 by Chris Church, saw a setback at the beginning of the pandemic just like most industries. But, Misha Govshteyn, CEO of MacroFab, says the company finished last year on track.

"We really reignited our growth in the second half of 2020 just as the economy started to reopen," Govshteyn says on this week's episode of the Houston Innovators Podcast. "We had about 100 percent growth in the second half of the year, and that really led to our ability to close our most recent round."

That round — a $15 million series B — was led by New Jersey-based Edison Partners. ATX Venture Partners also participated, along with strategic investor Altium Limited, a leader in the electronics design software space. Govshteyn says that it's an important moment for MacroFab to prove out its solution to manufacturing.

"In a lot of ways, the concepts we've been talking about actually crystalized during the pandemic. For a lot of people, it was theoretically that supply chain resiliency is important," Govshteyn says. "Single sourcing from a country halfway around the world might not be the best solution. ... When you have all your eggs in one basket, sooner or later you're going to have a break in your supply chain. And we've seen nothing but breaks in supply chains for the last five years."

For years, global manufacturers have faced supply chain challenges with tariffs, and the pandemic and its accompanying shutdowns took these challenges to a whole new level.

"Supply chains haven't recovered — if anything, things have gotten worse. It's a perfect storm of customers realizing they have to rethink the way they source products," Govshteyn says.

One of the ways to bring the logistics of the process into the modern era. Some industries, like plastics manufacturing, are already doing this, Govshteyn says, but MacroFab has a huge opportunity within electronics.

"We think everything's going to look like a cloud service in the future. Everything is going to be software-driven, and API-addressable," Govshteyn says. "We're staking a claim to electronics manufacturing being one of those areas — and we're still the only company doing so."

Govshteyn shares more about the manufacturing business and the role Houston is playing on the episode. Listen to the full interview below — or wherever you stream your podcasts — and subscribe for weekly episodes

Houston-based MacroFab has created the Uber or Airbnb of electronics manufacturing. Getty Images

Houston electronics manufacturing company gears up for growth

On the line

It takes an unnecessarily long time for electronic devices to get from idea to reality — and much of that is due to inefficiency in manufacturing. Just getting a prototype together takes weeks of back and forth between the engineer and the manufacturer.

"The business model for contract manufacturing hadn't changed in 30 years," Chris Church says. "It was phone calls, emails, going out and playing golf, going to lunch, and negotiating everything endlessly."

Houston-based MacroFab is addressing these antiquated and outdated ways of manufacturing and changing the way electronics manufacturing is done. For its revolutionary work, the company has consistently seen its revenue at least double — sometimes tripling or quadrupling — every year, and projects to at least triple in 2019.

Addressing an underserved market
Church — who has a background in hardware development, specifically within robotics — created MacroFab in 2013 and launched the platform in 2015. Misha Govshteyn joined the board in 2014 and became CEO last summer. The duo co-founded cloud-based security-as-a-service company, Alert Logic, in Houston in 2002.

Using its custom software, MacroFab enables customers to upload their designs through the website, where they can then receive projected timeline and pricing information from the get go. The company has its own manufacturing area in its office for prototypes and small orders, but its network of large manufacturers is a key part of the MacroFab's growth equation.

The company has about 20 manufacturing plants as partners that can pick up manufacturing jobs from MacroFab customers when the plant has space on its lines up for grabs. Rather than let available capacity go to waste, these plants can easily pick up the design and materials to start production.

"It's not dissimilar to what Uber is doing with cars — there's a lot of people with cars that could give you a ride if they knew you were out there," Govshteyn says. "It's that matchmaking function is essentially what we're doing with our customers."

The manufacturing partners benefit from jobs they otherwise wouldn't have, and the MacroFab customers get access to a plant that they didn't have to do the legwork to find. Govshteyn says a he's heard horror stories from people who had orders that were unceremoniously dropped by a manufacturer because another one of its clients just placed a large order.

"That shouldn't happen. If a factory gets too busy, it should be easy enough to take that job and move it somewhere else," Govshteyn says. "But, right now, there's not a way to do that."

Using cloud technology, the MacroFab platform can easily share the design and translate it to any given factory, Church says. They also have a technology that combine smaller orders together so there's no wasted resources, which brings down the cost for the customer.

While usually a company might have to find a new manufacturer as they scale up and start making larger orders, MacroFab customers don't have to start from scratch to find a new plant that can take their order — MacroFab will do the matchmaking for them.

"We've created and are continuing to build a marketplace for excess manufacturing capacity," Church says.

MacroFab owns the customer experience and the sales aspect — ensuring a more positive and consistent experience — while the manufacturers can just take the jobs and go.

Scaling up
The manufacturing marketplace is a newer focus for MacroFab — the company just launched it in beta this year — and is a big proponent of the company's growth. Before, the company was limited to what it could produce in its own factory taking on prototype and small orders. Now, with access to the manufacturers, the company has served 1,700 customers, building 500,000 units for about 4,000 different products. Those figures, Church says, are scaling up so rapidly as they expand to new partners.

"This is the first quarter where more gets produced outside of our factory than inside of it," Govshteyn says. "By this time in Q1, 75 percent of our revenue will [come from outside manufacturing plants.]"

Since manufacturing plants haven't historically collaborated, Govshteyn says the reception from manufacturers has been "cautiously optimistic." But then they realize they are getting customers for free — all they have to do is meet the requirements and deliver on time, he says.

"It's great for them to see that their factory is only half used, but then they can fill it up with jobs from MacroFab," Govshteyn says.

Houston has been a great city for MacroFab with its port manufacturing and logistics, two things Govshteyn says MacroFab is focusing on.

"At the end of the day, we're a manufacturing company, and I think we'll dabble in logistics," he says. "There's a lot worse places to start a logistics-heavy company."

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Houston space tech co. teams up with Nokia to upgrade lunar communications

do you copy?

Houston-based Axiom Space and Nokia are partnering to incorporate high-speed cellular-network capabilities in Axiom's technology.

Nokia will integrate advanced 4G/LTE communication capabilities in the Axiom Extravehicular Mobility Unit, or AxEMU, spacesuit supporting HD video, telemetry data, and voice transmission that can span over multiple kilometers on the moon. The advancement will enable Artemis III crew members to capture video and communicate with mission controllers on Earth in real-time while on the moon.

Nokia will deploy the first cellular network on the moon as part of Houston-based Intuitive Machines’ IM-2 mission. The mission is scheduled to be delivered to the launch site before the end of the year. Nokia will attempt to show how cellular connectivity can facilitate communications during lunar or Mars missions in the future. Nokia’s Lunar Surface Communications System (LSCS) is pioneered by Nokia Bell Labs’ research and innovation. It will be deployed during IM-2 and will be adapted for use in the AxEMU spacesuit.

“Just as astronauts will need life support, shelter and food, they will need advanced networks to communicate with each other and go about their crucial work,” Thierry E. Klein, president of Bell Labs Solutions Research at Nokia, says in a news release. “Bell Labs has a long history of working on space projects, and Nokia is a leader in designing and building networks that connect the world. We are taking advantage of the same standards-based technologies that connect billions of devices on Earth every day, while bringing new innovation and technologies to bear on the specific challenges encountered in space."

Axiom Space was awarded $57.5 million from NASA to make the 4G/LTE network modification to the lunar spacesuit for the Artemis III mission, which builds upon its first Artemis task order in 2022 that is valued at $228 million. Axiom Space’s spacesuits provide astronauts with capabilities for space exploration while providing NASA with commercially developed human systems necessary for life and communications on the moon.

“Axiom Space is excited to work with Nokia to build on the advanced capabilities of our next-generation spacesuit,” Russell Ralston, Axiom Space executive vice president of extravehicular activity, adds. “Adding high-speed 4G/LTE network capability on the Moon will serve as a vital bridge linking astronauts to Earth, facilitating crucial data exchange, and enabling high-definition video communication over long distances.”

Energy co. makes $100,000 donation to Houston hospital

curing ALS

Where do energy transition and life-saving medicine meet? In Texas, of course.

Energy Transfer, a Dallas-based midstream energy company, just donated $100,000 to Houston Methodist. The grant is part of a $200,000 gift that has spanned the past two years. The goal? To eradicate the neurological disorder, ALS (amyotrophic lateral sclerosis). There is currently no cure for ALS. For roughly 90 percent of patients, there’s no known genetic cause, meaning the disease can strike anyone.

Houston Methodist currently has numerous clinical trials taking place with the goal to slow or halt the progression of the degenerative ailment.

“Every dollar donated to ALS research is a beacon of hope for those battling the disease,” said Chris Curia, executive vice president and chief human resources officer at Energy Transfer. “Those affected by ALS deserve a chance at a better life. We are hopeful this donation brings us one step closer to a world without this disease.”

Houston Methodist is home to the first multidisciplinary care clinic for ALS patients in the region and is actively engaged in both clinical and basic scientific research to support people battling ALS.

“We appreciate Energy Transfer’s generosity in our efforts to improve the quality of life and to provide hope for ALS patients and their families. Their continued commitment to Houston Methodist’s ongoing ALS research is truly transformational,” says Stanley H. Appel, M.D., a pioneering neurologist at Houston Methodist whose lab focuses on neurodegenerative diseases, including ALS.

Energy Transfer’s gift will help to support one particularly promising trial of a combination therapy that is currently moving into Phase 2. In its first phase, the therapy was found to safely slow disease progression in four ALS patients over a six-month period. Those patients had no significant progression of their disease during the trial. Prior to receiving the therapy, each of the patients had reported declining abilities to perform daily tasks.

Energy Transfer’s good deed could mean the world not only to patients at Houston Methodist, but to ending ALS altogether.

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This article originally ran on EnergyCapital.

Long-time innovator reflects on Houston ecosystem development, shares why he's bullish on human performance

houston innovators podcast episode 251

In his role overseeing startup accelerators for MassChallenge, Jon Nordby started noticing one industry vertical stood out in terms of success and opportunities: Human potential. Now, Nordby is a founding member of an investment firm looking for those opportunities.

Nordby, who served in various leadership roles at MassChallenge — including managing director and head of ecosystems — said he started realizing the opportunities within the organization's space and sports tech programs.

"What we realized over a couple of years running the program was that sports tech as a theme was too limiting," Nordby says on the Houston Innovators Podcast. "We were finding really great technologies, but we were limited at the market size of teams and leagues to deploy those technologies."

"Over the course of that program, we found that the things that were related more to human health and performance tended to out perform all of the other things related to sports tech — like media, entertainment, gambling," Nordby continues. "Still really great markets for those technologies, but we found a lot more traction for human performance."

Nordby joined the team at Anthropy Partners, which exists to support early stage technologies that are advancing human mental and physical performance, a little over a year ago.

Defining human performance, Nordby says he thinks about it in terms of the hardware and software of a human, or physical and cognitive abilities — and how both sides of the equation work together.

"Some of the early investments that we've made have been in three realms — sensing, data, and analytics," Nordby explains, sharing examples from the Anthropy portfolio companies.

While Nordby jokes that his interest in human performance might confuse people who know him to be not particularly athletic, his other current roles fall more in line with his career history. A three-time startup founder, Nordby worked for the Greater Houston Partnership at the time the organization launched Houston Exponential. He left GHP to lead strategy for HX before transitioning to MassChallenge. All throughout these roles, Nordby has a front row seat for witnessing what it takes to develop innovation ecosystems.

He co-founded the Anthropy's nonprofit efforts for developing innovation ecosystems, called Anthropy Constructive. This year, he founded EconWerks, a for-profit company that advises entities on creating sustainable innovation efforts.

Nordby says he's "seen where things go wrong when people with really great intentions but not a lot of exposure or pattern recognition to ecosystem development are making investments or decisions on how those ecosystems need to develop."

Usually, Nordby explains, it's an economic development or ill-informed investment decision. But wrong moves can devastate a potential startup hub.

"Typically, when an investment is made and it doesn't pan out the way they think it should, there's typically a five to eight-year cycle of no more investments being made," Nordby says on the show. "When you think about the long-term effect that has on an innovation economy — an eight-year gap where you're not investing in startups — that's a problem."

Nordby thinks back to the goal setting Houston did several years ago, and reflects on how the ecosystem locally has evolved over the years.

"The goal we always set internally was to create a culture of innovation and to have the spirit of innovation permeate through the city," Nordby says. "Between 2016 when we started that initiative and that work until now, that culture is wildly different. ... The ecosystem has come a very, very long way in terms of attracting and encouraging founders."

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