DivInc is bringing another new accelerator program to Houston — this one is focused on clean energy. Photo via DivInc.com

A Texas-based accelerator is bringing its third diversity-focused program to Houston.

DivInc, a startup accelerator originating in Austin and established for people of color and women entrepreneurs, has announced that the title sponsors for the inaugural Clean Energy Accelerator are Chevron and Microsoft. The new program will join DivInc's existing accelerators — Women in Tech and Sports Tech — at the Ion.

"With Houston known as the energy capital of the world, DivInc has the opportunity to provide a pipeline of women, black, and latino-led high-growth, high-impact startups focused on clean energy," says Ashley DeWalt, DivInc Houston's managing director, in a news release. "We see this initiative ultimately driving a more diverse, equitable, and inclusive ecosystem within this clean energy transition sector for generations to come."

Applications for the Spring 2023 Clean Energy Accelerator are due today, February 10, according to the website. Startups accepted into the program should be led by BIPOC and women founders committed to working 10 to 15 hours per week during the 12 week program, which will start April 10.

The founders should be "working to shift the energy sector in the areas of clean energy production, energy storage and transmission, energy efficiency, carbon economy, and sustainable cities," per the release. In addition to the two title sponsors, the new program is also supported by Houston Premier Partners, J.P. Morgan Chase & Co., Verizon, The Ion, and Mercury.

"With a booming startup industry, a commitment to innovation, and a diverse workforce, Houston and organizations like DivInc are poised to play a vital leadership role and operate as a powerful force for energy progress," says Jim Gable, president of Chevron Technology Ventures, in the release.

The cohort, which will accept up to 10 companies, will work one-on-one with both the Microsoft and Chevron teams, as well as have access to DivInc's network of mentors and curriculum. Once the selected companies have completed the program, they will each receive $10,000 in non-dilutive seed funding.

"We are committed to enabling organizations in the clean energy transition while mindful of millions still without access to energy," said Darryl Willis, Corporate Vice President, Energy Industry at Microsoft. "This collaboration with DivInc and Chevron to support underserved entrepreneurs advancing the world's clean energy needs speaks to this climate commitment as well as diversity, equity and inclusion."

Houston-based Quidnet Energy has secured funding from a Department of Energy program. Image via quidnetenergy.com

Houston energy storage startup secures $10M in federal funding

seeing green

A Houston-based company that's got a solution to renewable energy storage has just secured funding from a federal entity.

The U.S. Department of Energy Advanced Research Projects Agency-Energy, or ARPA-E, is granting Quidnet Energy $10 million in funding, the Houston company announced this week. The funding is a part of the ARPA-E Seeding Critical Advances for Leading Energy technologies with Untapped Potential, the SCALEUP program. This initiative is aimed at providing funding to previous ARPA-E teams "that have been determined to be feasible for widespread deployment and commercialization domestically," per a news release.

“We’re honored that ARPA-E has selected Quidnet Energy as an awardee of the SCALEUP program,” says Joe Zhou, CEO of Quidnet Energy, in the release. “This funding will support continued work on our Geomechanical Pumped Storage (GPS) project with CPS Energy, which will demonstrate the benefits of using proven pumped hydro technology to create a long-duration energy storage resource that doesn’t require mountainous terrain. We look forward to continuing our partnership with CPS Energy and thank ARPA-E for acknowledging the potential of GPS for long-duration storage.”

The company's technology can store renewable energy for long periods of time in large quantities. The process includes storing pressurized water underground and, when the stored energy is needed, the water propels hydroelectric turbines and produces the electricity to support the grid at a fraction of the cost, per the news release. The concept is similar to existing gravity-powered pumped storage, but with less land required.

The fresh funding will be used toward Quidnet Energy’s ongoing project with San Antonio-based utilitary provider CPS Energy. This collaboration is scaling the company's GPS to a 1 MW/10 MWh commercial system, per the release, that will provide CPS Energy with over 10 hour long-duration energy storage system.

In 2020, Quidnet closed its $10 million series B financing round and secured a major contract with the New York State Energy Development Authority. The series B round included participation from Bill Gates-backed Breakthrough Energy Ventures and Canada-based Evok Innovations, which both previously invested in the company, as well as new investors Trafigura and The Jeremy and Hannelore Grantham Environmental Trust.

Houston-based Pason Power just inked a major deal that's giving it an edge in the industry. Getty Images

Houston energy storage software company inks major deal with Canadian tech co.

Energizing plans

Houston-based Pason Power, which provides Internet of Things services to energy storage and solar providers, has been quietly innovating in the energy industry for years. And earlier this year, Pason Power inked a partnership with a multimillion-dollar energy tech company that's quickly expanding its US footprint.

Since it launched as a wholly owned subsidiary of Calgary-based Pason Systems Inc. in 2016, Pason Power offers an array of technologies — including AI, IoT, real-time automation — that support energy storage systems throughout a project's lifecycle. Energy storage systems is a wide umbrella that includes everything from the massive systems used to store renewable energy and biofuels, to household batteries, which store electricity.

"We have intelligent energy management system, which is an intelligent brain that sits inside an energy storage system," says Enrico Ladendorf, founder and managing partner of Pason Power. "We have this intelligent, fully-autonomous system that knows the physical operation of (energy storage), and it makes it brain-dead simple."

Pason's latest deal is one that'll help it continue to expand into the U.S. and Canadian markets. The company's iEMS, or intelligent energy management system, was chosen to service Eguana Technologies, a large Canadian energy storage company that reported $2.8 million in 2018 revenue, per the company's public filings, and $7 million in sales in 2018.

The deal arose from Pason Power's history with Eguana Technologies. A member of Pason Systems' leadership team has known one of Eguana's founders, Brent Harris, for more than 20 years.

"When (Pason Power) got into new ventures, and we were looking into renewables, we talked to Brent," Ladendorf says. Ladendorf adds that the companies Eguana was working with were "not very good," and that there weren't a lot of alternatives in the space.

Ladendorf declined to provide financial details associated with the deal, but said Pason Power is continuing to growing its footprint in the commercial energy sector.

"The opportunity is quite large," Ladendorf says.

Ninety five percent of the drilling rigs that Pason Systems services are in Canada, Ladendorf says, but its U.S. business is its most profitable.

"We have a huge presence (in Canada)," Ladendorf says of Pason Systems. "We are the highest market-cap oilfield services company on the Toronto stock exchange."

As of press time, shares of Pason Systems Inc. were trading at $19.97, down $0.34 from the market's opening.

Enrico Ladendorf is the founder and managing partner of Houston-based Pason Power.Courtesy of Pason Power

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Houston Airports soar with first-class awards in international ceremony

top of the line

We can now dub Houston the city of first-class airports and first-class service.

During the 2023 Skytrax World Airport Awards in Amsterdam, the Houston airport system earned several prestigious honors, including a second consecutive five-star rating.

Skytrax is the leading international air transport rating organization; they determine their ratings based on annual audits of every airport. This year, the Houston airport system won in a new category that was unveiled at the ceremony – “Best Art in the Airport” – which was determined by a panel of judges.

Mario Diaz, the director of aviation for Houston Airports, said in a press release that superior customer service is the “guiding light” for the city’s airport system.

“Excellent customer service is at our core; an expansive and eclectic arts program, just awarded World’s Best Art Program in 2023, provides a meaningful and memorable experience,” said Diaz.

The awards continued to stack up. William P. Hobby Airport maintained its five-star rating for the second year in a row. It is one of 18 total five-star airports in the world, but the one and only five-star Skytrax airport in North America.

Other accolades the Hobby Airport earned include:

  • Best Regional Airport in North America, for the second consecutive year
  • No. 2 Best Airport in the United States
  • No. 3 Best Airport in North America

George Bush Intercontinental Airport (IAH) maintained its four-star classification for the sixth year in a row. It was also named the fourth best airport in North America, and third best in the United States.

Houston mayor Sylvester Turner said the Skytrax awards reaffirm the city airports’ “dedication to detail and commitment to customer service.”

“Houston truly is a global city where our guests are valued and celebrated,” he praised. “Another year of [five]-star and [four]-star ratings is proof that the investments we continue to make in our Houston Airports arts program, airport infrastructure and technology and team members are smart and successful investments that lead to a world-class and award-winning passenger experience.”

More information about the awards can be found on fly2houston.com.

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This article originally ran on CultureMap.

Houston expert: Here's why your top candidate turned down your job offer

guest column

One of the most disappointing (and costly) things as a hiring manager is when your top candidate declines the job offer. You spend months defining target skills and characteristics, reviewing résumés and interviewing candidates to narrow down to your finalist of choice. You put together what you believe is a strong offer, and the candidate says “no.” What went wrong?

It’s not an employer’s job market anymore. In this transformed workplace, and at a time of historically low unemployment, it is very much an employee’s market, and he/she can afford to be selective. Below are some common reasons candidates turn down job offers and what you can do to prevent them.

No. 1: The interview process took too long

It takes time to identify the right fit, and a typical hiring process will often involve 2-3 interviews with decision makers in different locations. You also want to pinpoint a candidate you like and compare him/her to other candidates. When all is said and done, you’re often looking at an interview process that can take 6-8 weeks. During this time, it’s critical to stay in touch with the candidate. A simple email with a status update will help keep them engaged. This is also a great time to check references, showing the candidate your continued interest.

While you’re focused on filling the position, it’s easy to forget candidates have deadlines, too. A lengthy interview process with periods of little interaction can make a candidate feel you don’t respect his/her time or make your company appear disorganized, something they may be leery of based on past experience. Setting expectations upfront and maintaining open lines of communication are key in this candidate-driven environment.

Equally important to an efficient hiring process is encouraging non-essential decision makers to let go after a certain point. For example, once a small sized business graduates to a midsized company, a CEO should not make the mistake of thinking they have to talk to every single prospect. They need to approve them. Delegating and trust are key.

No. 2: You didn’t ‘sell’ the opportunity enough

It’s easy to forget interviews are as much about the candidate interviewing you as you interviewing the candidate. While you want to assess the person’s skills and cultural fit, the candidate wants to know how the role will match his/her personal and professional goals. Heck, they want to know how it stacks up against other jobs for which they might be applying!

Career growth is something every candidate wants. It’s critical for the hiring manager to discuss training and personal development opportunities. This is particularly important for millennials, who are often more motivated by the ability to learn and grow than they are by an increase in financial compensation. It’s also important to talk about the company culture and what makes you stand out. Bottom line: You want the candidate to leave the interview knowing he/she will be appreciated by your company and will get an experience that can’t be found elsewhere. To this end, expressing genuine interest in their life outside of work (loved ones, what makes them tick, etc.) can make all the difference.

No. 3: Lack of employer brand appeal

Companies spend a lot of time branding their products and services but don’t always think about how they look to future employees. Your M.O. is how you show candidates what it’s like to work for you. This includes their overall interview process experience, reviews on websites like Glassdoor, as well as posts your company and employees share on social media.

Let candidates get to know your company through posts. Show your team having fun together, being involved in the community and as customer-focused professionals. Employees also give hints about their work experience in their own social content. If they’re happy, it’ll show in their online activity.

These first three reasons for why a job offer might be turned down are all about how a hirer makes a candidate feel, but the fine print matters too.

No. 4: Job duties

It may seem like a no-brainer that a job description should be well-written, but more often than not, it’s unclear what will be expected of said employee. When you do the internal work ahead of time, getting alignment on what’s required and the intricacies of the existing (or new) position, it leaves little room for misunderstanding and/or disappointment post-hire.

No. 5: Compensation and benefits

Lastly, a strong compensation and benefits package is critical in securing your top pick. For some roles, that will mean an offer heavily weighed on the salary side. For others, it will be uncapped commissions or the opportunity for equity. Make sure the package is competitive with the industry, and will appeal to your ideal candidate and make him/her want to join your team.

Remember to think “outside the box” with extra benefits like flexible work hours, the ability to work remotely, PTO/unlimited sick days or vacation. The cost to implement these perks is low, but they often mean more to the candidate than higher pay.

In today’s employee-driven job market, top candidates are looking for a comprehensive package, growth opportunities, and a welcoming work environment that will provide lasting happiness and satisfaction.

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Hazel Kassu is the managing director of Houston-based recruiting firm, Sudduth Search.

7 lessons from a Houston-based unicorn startup founder

taking notes

At a fireside chat at SXSW, a Houston founder pulled back the curtain on his entrepreneurial journey that's taken him from an idea of how to make the chemicals industry more sustainable to a company valued at over $2 billion.

Gaurab Chakrabarti, the CEO and co-founder of Solugen, joined the Greater Houston Partnership's Houston House at SXSW on Monday, March 13, for a discussion entitled, "Building a Tech Unicorn." In the conversation with Payal Patel, principal of Softeq Ventures, he share the trials and tribulations from the early days of founding Solugen. The company, which has raised over $600 million since its founding in 2016, has an innovative and carbon negative process of creating plant-derived substitutes for petroleum-based products.

The event, which quickly reached capacity with eager SXSW attendees, allowed Chakrabarti to instill advice on several topics — from early customer acquisition and navigating VC investing to finding the right city to grow in and setting up a strong company culture.

Here are seven pieces of startup advice from Chakrabarti's talk.

1. Don’t be near a black hole.

Chakrabarti began his discussion addressing the good luck he's had standing up Solugen. He's the first to admit that luck is an important element to his success, but he says, as a founder, you can set yourself up for luck in a handful of ways.

“You do make your own luck, but you have to be putting in the work to do it," Chakrabarti says, adding that it's not an easy thing to accomplish. “There are things you can be doing to increase your luck surface area."

One of the principals he notes on is not surrounding yourself with black holes. These are people who don't believe in your idea, or your ability to succeed, Chakrabarti explains, referencing a former dean who said he was wasting his talent on his idea for Solugen.

2. The co-founder dynamic is the most important thing.

Early on, Chakrabarti emphasizes how important having a strong co-founder relationship is, crediting Solugen's co-founder and CTO Sean Hunt for being his "intellectual ping-pong partner."

“If you have a co-founder, that is the thing that’s going to make or break your company,” he says. “It’s not your idea, and it’s not your execution — it’s your relationship with your co-founder.”

Hunt and Chakrabarti have been friends for 12 years, Chakrabarti says, and, that foundation and the fact that they've been passionate about their product since day one, has been integral for Solugen's success.

"We had a conviction that we were building something that could be impactful to the rest of the world," he says.

3. Confirm a market of customers early on.

Chakrabarti says that in the early days of starting his company, he didn't have a concept of startup accelerators or other ways to access funding — he just knew he had to get customers to create revenue as soon as possible.

He learned about the growing float spa industry, and how a huge cost for these businesses was peroxide that was used to sanitize the water in the floating pods. Chakrabarti and Hunt had created a small amount of what they were calling bioperoxide that they could sell at a cheaper cost to these spas and still pocket a profit.

“We ended up owning 80 percent of the float spa market,” Chakrabarti says. “That taught us that, ‘wow, there’s something here.”

While it was unglamourous work to call down Texas float spas, his efforts secured Solugen's first 100 or so customers and identified a path to profitability early on.

“Find your niche market that allows you to justify that your technology or product that has a customer basis,” Chakrabarti says on the lesson he learned through this process.

4. Find city-company fit.

While Chakrabarti has lived in Houston most of his life, the reason Solugen is headquartered in Houston is not due to loyalty of his hometown.

In fact, Chakrabarti shared a story of how a potential seed investor asked Chakrabarti and Hunt to move their company to the Bay Area, and the co-founders refused the offer and the investment.

“There’s no way our business could succeed in the Bay Area," Chakrabarti says. He and Hunt firmly believed this at the time — and still do.

“For our business, if you look at the density of chemical engineers, the density of our potential customers, and the density of people who know how to do enzyme engineering, Houston happened to be that perfect trifecta for us," he explains.

He argues that every company — software, hardware, etc. — has an opportunity to find their ideal city-company fit, something that's important to its success.

5. Prove your ability to execute.

When asked about pivots, Chakrabarti told a little-known story of how Solugen started a commercial cleaning brand. The product line was called Ode to Clean, and it was marketed as eco-friendly peroxide wipes. At the time, Solugen was just three employees, and the scrappy team was fulfilling orders and figuring out consumer marketing for the first time.

He says his network was laughing at the idea of Chakrabarti creating this direct-to-consumer cleaning product, and it was funny to him too, but the sales told another story.

At launch, they sold out $1 million of inventory in one week. But that wasn't it.

“Within three months, we got three acquisition offers," Chakrabarti says.

The move led to a brand acquisition of the product line, with the acquirer being the nation's largest cleaning wipe provider. It meant three years of predictable revenue that de-risked the business for new investors — which were now knocking on Solugen's door with their own investment term sheets.

“It told the market more about us as a company,” he says. “It taught the market that Solugen is a company that is going to survive no matter what. … And we’re a team that can execute.”

What started as a silly idea led to Solugen being one step closer to accomplishing its long-term goals.

“That pivot was one of the most important pivots in the company’s history that accelerated our company’s trajectory by four or five years," Chakrabarti says.

6. Adopt and maintain a miso-management style.

There's one lesson Chakrabarti says he learned the hard way, and that was how to manage his company's growing team. He shares that he "let go of the reins a bit" at the company's $400-$500 million point. He says that, while there's this idea that successful business leaders can hire the best talent that allows them to step back from the day-to-day responsibilities, that was not the right move for him.

“Only founders really understand the pain points of the business," Chakrabarti says. "Because it’s emotionally tied to you, you actually feel it."

Rather than a micro or macro-management style, Chakrabarti's describes his leadership as meso-management — something in between.

The only difference, Chakrabarti says, is how he manages his board. For that group, he micromanages to ensure that they are doing what's best for his vision for Solugen.

7. Your culture should be polarizing.

Chakrabarti wrapped up his story on talking about hiring and setting up a company culture for Solugen. The company's atmosphere is not for everyone, he explains.

“If you’re not polarizing some people, it’s not a culture,” Chakrabarti says, encouraging founders to create a culture that's not one size fits all.

He says he was attracted to early employees who got mad at the same things he did — that passion is what makes his team different from others.