Startup marketing: How Houston founders should approach their strategy

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In the startup world, marketing is not just lead generation. This Houston expert explains. Photo via Getty Images

Until recently, the concept of marketing within the startup sphere was often equated solely with lead-generation. It's not entirely inaccurate to say that "marketing is lead-generation," as revenue generation is undeniably the end goal of marketing efforts.

However, what tends to be overlooked by founders is the intricate path to achieving revenue generation and how marketing can pave the way. I firmly believe that a similar paradigm exists in the realm of B2C marketing.

Distinguishing "Marketing" from "marketing"

I'd like to start by establishing a distinction between Marketing and marketing. This distinction might not be perfect, but it encapsulates how I conceptualize these concepts. When I refer to Marketing with a capital "M," I'm alluding to the overarching strategies that companies employ to drive revenue through marketing and advertising activities. This is the domain of the chief marketing Officer. The role of a CMO entails overseeing marketing and advertising efforts to ensure their alignment and efficiency in achieving the company's broader strategic goals.

Given this concept, where should a startup begin when figuring out their marketing strategy?

The role of brand

There is a common tendency amongst startups to create a product, establish a name, and swiftly attempt to enter the market. While the initial step for a startup involves achieving product-market fit, I advocate that once this milestone is reached, startups should pause to invest time in crafting their brand identity. Branding serves as the facet of a company that sets it apart and defines itself. This encompasses articulating a vision, mission, and values. Founders have the opportunity to shape their company's voice, articulate how they add value to customers, and delineate the organizational culture they aspire to foster. This phase is pivotal because it establishes the foundational elements that necessitate internal alignment for efficient scalability.

Once the brand is established, it can be handed over to a skilled marketer to start driving revenue growth. However the path to revenue growth goes straight through brand awareness.

Distinguishing marketing from advertising

This distinction can be perplexing, as the activities described here largely fall under the Marketing umbrella. However, I find it beneficial to differentiate between marketing and advertising within the broader context of Marketing strategy. Marketing revolves around cultivating brand awareness. Marketing is about building brand awareness. In marketing campaigns the wording can be about the company and its team. While I don’t recommend the old visuals of people in a boardroom having meetings, it’s ok to talk about the people and goals of the company in marketing campaigns. What does your brand represent? What is your product? What do you do? Who are your people? What are your values? It’s ok to share all of these things, and depending on the channel a company is marketing on, their marketing person will be well equipped to display this.

Advertising has a different tone and purpose. When advertising a company is talking to their customer, and offering the customer a solution to their pain and problem. This is a company’s what. I assume that a company that has made it this far offers a solution that is a cure, and not a nice-to-have.

Most advertising campaigns follow a simple formula, “are you suffering from X?” with a clear answer of “our company can solve that with Y”. If the answer to the pain question is yes, there is a good probability that the person will click on the ad they are seeing. That probability improves when the advertising campaign is layered on top of a well executed brand awareness campaign.

The significance of brand awareness

Although I'm not a psychologist, I do recognize the potency of the subconscious mind. This isn't about psychological manipulation, but rather an acknowledgment that the subconscious retains more than the conscious mind is capable of. Unlocking this potential might be challenging for individuals, but for marketers, the process is comparatively more accessible. Present information to an individual, and as long as they see it, their subconscious mind will register and retain it. This underscores the importance of brand awareness in revenue generation. By exposing a target audience to the company’s messaging through brand awareness campaigns, enhances the likelihood of engagement.

This fundamentally reshapes how companies connect with their ICP.

The nuance of timing

When an individual encounters advertising, a part of their brain will recognize the brand and might even associate it positively. This underscores the criticality of brand awareness, as it allows companies to focus on their target audience and continuously engage them until they are ready to make a purchase. Determining the precise moment when a customer is ready to buy is nearly impossible. However, this moment invariably arises, usually propelled by a pain point. When that decisive moment arrives, the goal is for the company’s brand to be the first that comes to their mind or that they see. This necessitates an ongoing investment in brand awareness campaigns.

So what does this mean in the context of startups?

A capital-efficient marketing approach

A key component of any Marketing strategy is capital efficiency. Founders must familiarize themselves with crucial metrics, such as:

  1. Customer Acquisition Cost (CAC): What is the expense of acquiring each customer?
  2. Customer Lifetime Value (CLTV or LTV): What is the anticipated revenue generated from engaging this customer?

While it's acceptable to commence with assumptions, any shifts in these assumptions warrant corresponding adjustments in a Marketing budget.

In the initial stages of a company’s lifecycle, a significant portion of sales might stem from direct, personalized selling efforts. This entails founders engaging in activities like providing software demos for enterprise sales or conducting face-to-face interactions within the target market. However, as revenue grows, capital is raised, and founders transition from selling to leading, this selling strategy should be phased out. This also marks the moment for founders to begin contemplating their Marketing budgets.

A starting point for figuring out your Marketing budget can be based on a CAC to LTV ratio of 1:3, where CAC is a third of your LTV. Once you have determined your CAC to LTV ratio, you need to determine what your revenue goal is, and then set your marketing budget based on that. Finally, you need to divide your Marketing budget between marketing and advertising activities. Depending on the stage the company is at, the division should be around 60% for marketing and 40% for advertising to start. This is to enable brand awareness to work its magic to build an audience for retargeting.

If you’re unsure about how to proceed, we can talk.

In the upcoming months, I intend to delve deeper into several topics:

  1. Founder-Led Storytelling
  2. The Imperative of Building Brand Awareness
  3. Delineating the Distinctions Between Marketing and Advertising and How They Synergize
  4. The Necessity of Outbound Email Marketing
  5. The Power of Marketing Email Automation in Nurturing Your Endeavors
  6. Embarking by Selling Your "What"

I hope these insights contribute value to the founder journey.

Should you have any questions I can help with, please don't hesitate to connect with me on LinkedIn.

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Yosef Levenstein is the chief marketing officer and venture partner at Golden Section Ventures.

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Houston-based Kare Technologies has raised fresh funds to spur its national expansion. Image courtesy of Kare

Houston health tech company raises $7.85M series A led by local VC

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A Houston-based health tech company has scored fresh funds from a Houston venture group to fuel its growth and to expand nationally.

KARE Technologies, a digital labor marketplace for health care workers, raised a $7.85 million series A investment round led by Houston-based Golden Section Ventures.

"The KARE team are well known in senior care and the caring industry at large," says Dougal Cameron, general partner at GSV, in a news release. "They are experts in their field and know this problem well. Their care for the industry and knowledge in the space clearly shows in the company's rapid adoption. They are providing a needed solution to an extremely important industry for our society."

The digital platform offers senior facilities and qualified caregivers a platform to post and accept work for hire. The company's founder Charles Turner had the idea for the technology after seeing hospitals struggle to get care workers during the 2017 hurricanes. Again, with the rise of COVID-19, that need for health care staff became even more apparent.

"The biggest issue we're facing — and this is even a non-COVID world — is staffing," Turner previously told InnovationMap. According to the release, 82 percent of caring communities that face chronic staffing challenges.

The growing company will use the funds to support its growth and national expansion.

"It feels good when you build something that the marketplace loves and helps alleviate a major crisis that so many of our operator customers are dealing with," says Turner, who serves as KARE's CEO, in the release. "We are eternally grateful that GSV has understood our vision from our very first day and has been such a committed partner to help fuel our growth."

Golden Section Ventures supports early-stage software startups with B2B applications. The VC fund recently launched its venture studio concept.

"We partner with founders who have built creative solutions that solve real customer pain points. Charles Turner, Bridget Kaselak and their team are great examples of this," says Adam Day, general partner at GSV, says in the release. "They lived the customer problem then pioneered a set of solutions that help their clients address the chronic and widespread issue of labor shortages in the caring industry."

Golden Section Studios will support early-stage B2B software companies as they grow and scale. Photo via Getty Images

Exclusive: Houston software development co. and venture fund launches startup studio concept

startup support

The team behind Houston-based Golden Section Technology and Golden Section Ventures is introducing a new concept called Golden Section Studios to focus on advancing and supporting early-stage software companies.

"The Studios is a holistic ecosystem that aims to be a growth partner of early-stage companies in order to help them build their company strategically and efficiently, build out operational procedures, and help them find mentors and advisors," Studios Director Kristen Phillips tells InnovationMap.

The new concept, which launches officially today, June 8, will work off of the lessons learned by GST over the years to guide pre-seed and seed-stage B2B software companies as they scale. GSV, an early-stage fund launched in 2019 that now has over $20 million under management with eight current portfolio companies, will also contribute up to $500,000 in rounds less than $1 million.

"At Golden Section, we are good at learning from our mistakes and the list is 121 and counting," says Dougal Cameron, co-founder, Golden Section, in a press release. "These mistakes are core to our value add and enable us to transport founders through decades of experience. They come from our own experience as founders and of selling more than $350M in B2B software and partnering with more than 400 software founders at all stages. The result is less risk and less capital consumed, and a better outcome for founders, customers, employees, and investors."

Phillips explains the concept of GSS is something new and different from what accelerators and incubators do, but also goes beyond just an investment.

"We wanted to be different from what's out there in the Houston ecosystem. We wanted to be more value adding," says Phillips.

GSS's first startup in residence is Austin-based Swoovy, a volunteer matching platform that connects nonprofits, companies, and volunteers. Swoovy is launching in the Studios on June 14 and will be focused on the buildout of their enterprise level software.

Kristen Phillips leads Golden Section Studios. Photo courtesy of GSS

From new board members at Houston Exponential to startups receiving funding, here are the latest short stories of Houston innovation. Photo by Zview/Getty Images

Houston tech company receives corporate investment, HX names new board members, and more innovation news

short stories

Houston's innovation ecosystem has been booming with news, and it's likely some might have fallen through the cracks.

For this roundup of short stories within Houston innovation, a startup snags funding from a new corporate venture group, a blockchain startup gets major kudos, CTV's latest investment, and more.

HX names newest board members

HX has five more members of its board. Photo courtesy

Houston Exponential has announced five new members to its governing board. Joining the group is:

  • Stephanie Campbell, managing director of the Houston Angel Network and general partner at The Artemis Fund
  • Martha Castex-Tatum, Houston City Council member
  • Gordon Daugherty, co-founder and president of Capital Factory
  • Emily Keeton, CFO of Mercato and co-founder of Station Houston
  • Roberto Moctezuma, founder and CEO of Fractal River
The board is chaired by Barbara Burger of Chevron and Chevron Technology Ventures. She will continue on as chair until the end of next year, when Blair Garrou of Mercury Fund will take over.

New corporate venture fund makes first investment

Houston-based SmartAC emerged from stealth mode this summer. Photo courtesy of smartac.com

Pinnacle Ventures, a corporate venture fund created by Pinnacle based just outside of Houston in Pasadena, announced the company has invested in Houston-based SmartAC.com, a member-based technology platform that monitors the health of air conditioning systems.

The deal is Pinnacle Ventures' first investment and will help SmartAC.com expand their service offerings to homeowners and top-level HVAC service providers.

"We are excited to have Pinnacle Ventures invest in our company and to have Ryan Sitton, founder and CEO of Pinnacle, join our board," says Josh Teekell, founder and CEO of SmartAC.com, in a news release. "The capital provided by Pinnacle Ventures will help us accelerate the growth required to meet our customer demand, which has scaled quickly since our launch in June.

"Additionally, this capital will help us power a new residential connected service economy for a $30 billion industry while offering our service partners a way to increase loyalty through improved transparency and customer experience," Teekell continues. "We're very much aligned with Pinnacle Ventures' focus on improving reliability through innovation and are confident that this investment will help us support our end users."

Data Gumbo recognized as an innovative blockchain company

CB Insights ranked 50 blockchain companies and one Houston startup made the cut. Photo via CB Insights

CB Insights released its inaugural Blockchain 50 ranking and named Houston-based Data Gumbo among the top blockchain companies in the world.

"The Blockchain 50, which we've created in conjunction with Blockdata, was born out of a desire to reduce that uncertainty and recognize the pioneering companies using the blockchain," says CB Insights CEO Anand Sanwal in the study. "This inaugural class of the Blockchain 50 is tackling a range of use cases across trade finance, capital markets, exchanges and more and are being used by banks, governments and major retailers."

Combined, the 50 companies included in the ranking have raised over $3 billion across 113 deals since 2017.

"Being named to this CB Insights' list is an honor and testament to the power of Data Gumbo's blockchain network GumboNet," says Andrew Bruce, CEO and Founder, of Data Gumbo in a news release. "Our smart contracts enable companies to leverage blockchain technology across the global business infrastructure to capture critical cost savings and value, forging a new foundation for commercial transactions: one based on trust, transparency, speed and visibility."

Currux Vision is deploying its technology in California

The Houston company's technology has been tested in California. Photo via currux.vision

Houston-based Currux Vision, which uses infra-tech artificial intelligence and machine learning solutions for smart city infrastructure, has conducted testing with the city of San Jose, California, and its department of transportation.

According to the tests, Currux Vision's SmartCity ITS can operate at 99 percent accuracy in the city. Moreover, Currux Vision can achieve high resolution results with older legacy digital and analog camera systems that offer lower resolution. Testing included but was not limited to vehicle detection and classification, turning movement counts, pedestrian counts, bicycle discrimination, stopped vehicles, and speeding, according to a press release.

"Increasing urbanization, traffic, mode shift, and increasing focus on safety drive the urgent need for a next-generation traffic management solution like our SmartCity ITS," says Alex Colosivschi, founder and CEO of Currux Vision, in the release. "We believe that efficient mobility and being able to do more with less creates economic opportunities, enables trade, improves quality of life, and facilitates access to markets and services effectively leveraging resources. ... We are happy to have worked with a great partner like San José's Department of Transportation to prove these transportation solutions."

Chevron Technology Ventures invests in software company

Chevron Technology Ventures, led by Barbara Burger, has announced its latest investment. Courtesy of CTV

Houston-based Chevron Technology Ventures has invested in a Denver-based container platform company's latest round. Nubix today announced it has closed $2.7 million in seed financing led by Tuscan Management with strategic investment from Chevron Technology Ventures, in addition to participation from other new investors.

"Businesses worldwide are investing in digital transformation initiatives with IoT-based solutions," says Rachel Taylor, Nubix co-founder and CEO, in a news release. "Our unique innovation in container and services technology enables unprecedented agility and safety when building, deploying and managing applications at the edge.

"We're delivering on digital transformation's requirements for agile compute at the edge, empowering organizations to analyze data in real-time where the data is actually created. This is a massive market opportunity for Nubix and we look forward to working hand-in-hand with our new investors as we drive agility and intelligence to the edge."

Golden Section Ventures invests in Austin startup

GSV has invested in Accelerist's impact-driven software. Image via accelerist.com

Austin-based Accelerist Inc. raised a $1 million investment round led by Houston-based Golden Section Ventures to catalyze the company's growth plans. Accelerist specializes in social impact partnership technology that nonprofits use to prospect, screen, access and measure the efficacy of their relationships with each other.

"We are very impressed with what Brittany (Hill, CEO and founder) and her team have built and are excited to join the journey," says Dougal Cameron, General Partner at GSV. "We are confident that Accelerist can be the standard of excellence for social impact partnership technology. This solution is more needed than ever."

In the golden age of software companies, here's what SaaS entrepreneurs need to focus on to thrive. Getty Images

Local investor shares how Houston SaaS companies can stay afloat amid the pandemic

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The COVID pandemic has created a macro environment that is similar to that of the 1918 Spanish Flu and the 2008 downturn and B2B software-as-a-service companies, like Salesforce, found the 2008 downturn an advantageous environment for cheap revenue growth — I've discussed this in a previous column. Now, I'd like to explore how B2B SaaS founders can position their businesses to capture this opportunity and better prepare themselves for the $400 billion of private equity looking for IT investments.

A prolonged recession due to the global response to COVID-19 provides opportunities for smart founders. Talent and partnerships from non-tech industries are likely to be much easier to access in a recessionary environment. Widespread adoption of technology is likely to result in a much more open and fruitful sales environment. And robust exit opportunities mean that this over performance will be rewarded.

So, how should smart founders operate given this opportunity? Here are a few implications that are congruent with our research.

Know your sales performance data

Many companies forsook effective KPI management while growing. Now is the time to home in on metrics so that you can discern the payoff of different tactics. Knowing sales performance metrics will help founders deploy capital wisely. Good quality and frequent data will also help you assess whether this thesis is working out for your firm.

Get whatever funding you can — and fast

In 2008, funding dropped by 20 percent, valuations by 20 to 25 percent and check sizes by 35 percent, and the current environment could be more drastic. This is paradoxical given the incredible opportunity for B2B SaaS right now, but it is in line with the human urge to run from risk. Despite claiming to be risk-seeking and long-term focused, most venture firms will pull back in this environment. Get what you can and be flexible on valuation. A smart founder who sees the opportunity can overcome additional dilution now.

Hire expert sales talent

The urge to cut back on salaries and freeze pay is high right now. Don't make that mistake, especially not in sales. There will be many firms that make this mistake, giving you the opportunity to hire expert sales talent. Pay them at the top of market, give them uncapped commission plans, and capture the growth opportunity.

Create a survival plan and set limits

This growth opportunity might not materialize. Fortunately for most B2B SaaS, there is operational flexibility built into the cost model. You can cut back on aggressive sales growth and pull expenses within your recurring revenue. Once you have a cash floor in mind and a downside plan of what you will do if either 1) you get to your cash floor or 2) the sales metrics are not proving attractive, you are safe to charge ahead. Armed with compelling acquisition data and a stable customer base, it would be easy to find additional capital.

Prepare for inflation in you customer contracts

While most B2B SaaS investors love long term contracts, the unprecedented level of fiscal and monetary support in the wake of a global shutdown will likely lead to above average levels of inflation. Current inflation expectations are muted (measured by the spread on the 10 year TIPS and the 10 year treasury). Inflation may not take off, but it is wise to prepare for it and include annual increases on multiyear contracts or a CPI price adjustment each year.

Be nice

Most companies are beating up on their vendors right now, if for no reason other than this is 'what you do during a downturn.' It is worth exploring what your vendors can do for you, but this should be a partnership driven discussion. Invite your vendor in and explore how to reach a win-win during this time. Communicate often and clearly and try to their point of view. Larger companies have programs in place to help where smaller ones might not have as much flexibility. This downturn will pass, but how you treat people will have consequences.

Build flexibility into your growth plan

This environment is a great opportunity to add flexibility and optionality into your cost profile. Leveraging flexible development resources from a firm like Golden Section Technology can get you expert talent and execution with month-to-month flexibility. This will help you scale down if your survival plan kicks in, but it will also help you ensure the product keeps up with a successful sales push.

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Dougal Cameron is director of Houston-based Golden Section Venture Capital.

This Houston venture capital leader is looking at how 2020 — for all its disappointments — might be a great year for B2B software-as-a-service companies. Getty Images

Houston investor: Is this the golden age for B2B software?

Guest column

B2B software as a service, or SaaS, founders entered 2020 riding a wave of the longest economic expansion in United States history. Valuations increased to new highs, funding rounds continued getting larger at each stage, and forecasts went up and to the right fast. But then, March hit.

Quickly and seemingly out of nowhere, headlines became dominated by apocalyptic predictions of death, record levels of unemployment, shocking economic forecasts of GDP contraction, historic mass layoffs and furloughs, and unprecedented multi-trillion dollar economic stimulus packages. For founders every instinct began screaming to cut costs and hunker down.

But should B2B SaaS founders cut their organizations right now? Through analyzing a few key events and looking to the evidence in the market today, founders can develop a strategy for growing during this crisis. Not only is growth cheaper for most B2B SaaS against the backdrop of economic meltdown, but with the majority following a hunker-down instinct, a growing B2B SaaS firm will compare very favorably against a landscape of stale and stagnant competitors.

Reviewing the 1918 Spanish Flu Pandemic and the 2008 downturn

While the health implications vary widely between the current pandemic and the 1918 flu epidemic, the economic reactions share many similarities. The US response to 1918 was just as fractured as the states' reactions to COVID have been this year. As cities and states in 1918 shut down commerce to stem the spread of the flu, economic contraction quickly gave way to rebound, the so called "V-shaped recovery," despite the Spanish Flu having much higher death rates among working individuals than COVID-19.

There are major differences between 1918 and 2020, however. First, there is untapped potential in technology to replace workers. As businesses look for ways to cut costs, expect them to aggressively turn to automation, ultimately depressing real wages. Second, the 1918 response did not include shutdown measures as draconian as those we are experiencing in 2020. This could lead to permanent output loss across a wide range of industries, increasing real prices just as real wages decline. And third, the trillions of dollars in federal economic relief are unlike anything attempted in 1918.

The 2008 downturn that nearly brought the financial sector to a halt rippled through the economy as businesses in a wide range of industries made steep cuts to operations and capital expenditures. Despite this dangerous environment, SaaS firms increased profitability and continued to grow revenues each quarter. Growth slowed but remained positive while most other companies experienced absolute declines in revenue.

Customer acquisition for SaaS businesses usually gets more efficient during downturns, driving the potential for faster growth. The performance of all publicly traded B2B SaaS firms during 2008 illustrated in Figure 1 above proves the resilience of this category during a recession. While revenue continued to grow, profitability rose from a 10 percent loss on average to a 5 percent gain on average by 2010. This is likely due to firms freezing salaries and hiring and perhaps cutting down the sales and marketing budgets.

Downturn case study: Salesforce

Salesforce entered the downturn as a category leader in B2B SaaS with nearly $500M in revenue in 2007 and $3.5 million in operating losses. Throughout 2008, the company grew revenues by 51 percent to $748 million and operating profit surged to $20.3 million. And in 2009, the company repeated this stellar performance by growing revenues 44 percent to $1,077M and operating profit to $63 million. These results occurred against the backdrop of a global financial downturn and with a product focused on helping people sell more effectively (not something one would expect would sell well during a free-fall recession).

The revenue growth throughout those years followed the growth in sales and marketing spend. In 2008, the company grew sales and marketing by 49 percent, driving 51 percent revenue growth at about $1.50 of sales expense per $1 of recognized revenue added. In 2009, the company grew sales and marketing 42 percent resulting in 44 percent revenue growth at $1.63 of sales expense per $1 of recognized revenue. By 2010, the sales growth advantage was gone and Salesforce not only dropped its expense growth rate but also reverted to spending $2.64 per $1 of new revenue added.


Looking at these results Salesforce executed on the growth opportunities in 2008 and 2009 by ramping up sales expenses. The relative cost to acquire customers in 2008 and 2009 compared to 2010 proved significantly cheaper (approximately 40 percent less expensive). When faced with an advantage like that, every founder should charge ahead.

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Dougal Cameron is director of Houston-based Golden Section Venture Capital.

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13 Houston businesses appear on Time's best midsize companies of 2025

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A Houston-based engineering firm KBR tops the list of Texas businesses that appear on Time magazine and Statista’s new ranking of the country’s best midsize companies.

KBR holds down the No. 30 spot, earning a score of 91.53 out of 100. Time and Statista ranked companies based on employee satisfaction, revenue growth, and transparency about sustainability. All 500 companies on the list have annual revenue from $100 million to $10 billion.

According to the Great Place to Work organization, 87 percent of KBR employees rate the company as a great employer.

“At KBR, we do work that matters,” the company says on the Great Place to Work website. “From climate change to space exploration, from energy transition to national security, we are helping solve the great challenges of our time through the high-end, differentiated solutions we provide. In doing so, we’re striving to create a better, safer, more sustainable world.”

KBR recorded revenue of $7.7 billion in 2024, up 11 percent from the previous year.

The other 12 Houston-based companies that landed on the Time/Statista list are:

  • No. 141 Houston-based MRC Global. Score: 85.84
  • No. 168 Houston-based Comfort Systems USA. Score: 84.72
  • No. 175 Houston-based Crown Castle. Score: 84.51
  • No. 176 Houston-based National Oilwell Varco. Score: 84.50
  • No. 234 Houston-based Kirby. Score: 82.48
  • No. 266 Houston-based Nabor Industries. Score: 81.59
  • No. 296 Houston-based Archrock. Score: 80.17
  • No. 327 Houston-based Superior Energy Services. Score: 79.38
  • No. 332 Kingwood-based Insperity. Score: 79.15
  • No. 359 Houston-based CenterPoint Energy. Score: 78.02
  • No. 461 Houston-based Oceaneering. Score: 73.87
  • No. 485 Houston-based Skyward Specialty Insurance. Score: 73.15

Additional Texas companies on the list include:

  • No. 95 Austin-based Natera. Score: 87.26
  • No. 199 Plano-based Tyler Technologies. Score: 86.49
  • No. 139 McKinney-based Globe Life. Score: 85.88
  • No. 140 Dallas-based Trinity Industries. Score: 85.87
  • No. 149 Southlake-based Sabre. Score: 85.58
  • No. 223 Dallas-based Brinker International. Score: 82.87
  • No. 226 Irving-based Darling Ingredients. Score: 82.86
  • No. 256 Dallas-based Copart. Score: 81.78
  • No. 276 Coppell-based Brink’s. Score: 80.90
  • No. 279 Dallas-based Topgolf. Score: 80.79
  • No. 294 Richardson-based Lennox. Score: 80.22
  • No. 308 Dallas-based Primoris Services. Score: 79.96
  • No. 322 Dallas-based Wingstop Restaurants. Score: 79.49
  • No. 335 Fort Worth-based Omnicell. Score: 78.95
  • No. 337 Plano-based Cinemark. Score: 78.91
  • No. 345 Dallas-based Dave & Buster’s. Score: 78.64
  • No. 349 Dallas-based ATI. Score: 78.44
  • No. 385 Frisco-based Addus HomeCare. Score: 76.86
  • No. 414 New Braunfels-based Rush Enterprises. Score: 75.75
  • No. 431 Dallas-based Comerica Bank. Score: 75.20
  • No. 439 Austin-based Q2 Software. Score: 74.85
  • No. 458 San Antonio-based Frost Bank. Score: 73.94
  • No. 475 Fort Worth-based FirstCash. Score: 73.39
  • No. 498 Irving-based Nexstar Broadcasting Group. Score: 72.71

Texas ranks as No. 1 most financially distressed state, says new report

Money Woes

Experiencing financial strife is a nightmare of many Americans, but it appears to be a looming reality for Texans, according to a just-released WalletHub study. It names Texas the No. 1 most "financially distressed" state in America.

To determine the states with the most financially distressed residents, WalletHub compared all 50 states across nine metrics in six major categories, such as average credit scores, the share of people with "accounts in distress" (meaning an account that's in forbearance or has deferred payments), the one-year change in bankruptcy filings from March 2024, and search interest indexes for "debt" and "loans."

Joining Texas among the top five most distressed states are Florida (No. 2), Louisiana (No. 3), Nevada (No. 4), and South Carolina (No. 5).

Texas' new ranking as the most financially distressed state in 2025 may be unexpected, WalletHub says, considering the state has a "bigger GDP than most countries" and still has one of the top 10 best economies in the nation (even though that ranking is also lower than it was in previous years).

Even so, Texas residents are stretching themselves very thin financially this year. Texans had the ninth lowest average credit scores nationwide during the first quarter of 2025, the study found, and Texans had the sixth-highest increase in non-business-related bankruptcy filings over the last year, toppling 22 percent.

"Texas also had the third-highest number of accounts in forbearance or with deferred payments per person, and the seventh-highest share of people with these distressed accounts, at 7.1 percent," the report said.

This is where Texas ranked across the study's six key dimensions, where No. 1 means "most distressed:"

  • No. 5 – "Loans" search interest index rank
  • No. 6 – Change in bankruptcy filings from March 2024 to March 2025 rank
  • No. 7 – Average number of accounts in distress rank
  • No. 8 – People with accounts in distress rank
  • No. 13 – Credit score rank and “debt” search interest index rank
Examining these financial factors on the state level is important for understanding how Americans are faring with economic issues like inflation, unemployment rates, or natural disasters, according to WalletHub analyst Chip Lupo.


"When you combine data about people delaying payments with other metrics like bankruptcy filings and credit score changes, it paints a good picture of the overall economic trends of a state," Lupo said.

On the other side of the spectrum, states like Hawaii (No. 50), Vermont (No. 49), and Alaska (No. 48) are the least financially distressed states in America.

The top 10 states with the most people in financial distress in 2025 are:

  • No. 1 – Texas
  • No. 2 – Florida
  • No. 3 – Louisiana
  • No. 4 – Nevada
  • No. 5 – South Carolina
  • No. 6 – Oklahoma
  • No. 7 – North Carolina
  • No. 8 – Mississippi
  • No. 9 – Kentucky
  • No. 10 – Alabama
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A version of this article originally appeared on CultureMap.com.

Digital Health Institute's new exec director aims to lead innovation and commercialization efforts

new hire

Though our existences have become deeply entangled with technology, our health has been slower to catch up. The creation late last year of the Digital Health Institute was a major step into the future for both Rice University and Houston Methodist, for whom the institute is a joint venture.

The latest news for the Digital Health Institute is the appointment of Pothik Chatterjee to the role of executive director.

“The Digital Health Institute’s collaborative model is uniquely powerful,” Chatterjee told Rice University’s office of media relations. “By bringing together clinicians, engineers and entrepreneurs, we’re building an ecosystem designed to transform how care is delivered and experienced.”

Chatterjee’s role is to help grow the collaboration between the institutions, but the Digital Health Institute already boasts more than 20 active projects, each of which pairs Rice faculty and Methodist clinicians.

“Research is great, but what we really want at the Digital Health Institute is to translate those research findings into products and services that can be used at the patient's bedside,” Chatterjee explained to InnovationMap.

Once the research is in place, it’s up to Chatterjee to find commercial opportunities within the research portfolio. Those include everything from hospital-grade medical imaging wearables to the creation of digital twins for patients to help better treat them.

“As we move from vision to execution, Pothik’s expertise will be essential in helping us strengthen the institutional alignment needed to deliver at scale,” Dr. Khurram Nasir, Methodist’s William A. Zoghbi Centennial Chair in Cardiovascular Medicine and division chief of cardiovascular prevention and wellness, told Rice. “From my vantage point of a health system, the real value lies not just in innovation, but in implementation.”

Nasir’s co-founder is Ashutosh Sabharwal, Rice’s Ernest Dell Butcher Professor of Engineering and professor of electrical and computer engineering.

“The Digital Health Institute is a key step toward advancing health and health care for the benefit of humanity,” Sabharwal said. “We’re thrilled to welcome Pothik to our growing team. His background in health care innovation, research administration and venture investing will be instrumental in translating cutting-edge research into impactful digital health solutions. From leading innovation strategy and forging strong partnerships to driving fundraising and grant development, his leadership will help shape the institute’s long-term success.”

Though Chatterjee has previously worked around the country, including in Boston and Baltimore, he says he believes Houston is uniquely positioned to thrive in the digital health space.

“Houston is the best place to do it, because we have Rice and Houston Methodist,” he told InnovationMap. “[People] want to help keep that innovation in Houston, not just send it off to Silicon Valley or New York or Boston. There seems to be a lot of appetite from the philanthropic community to have homegrown Houston digital health innovation.”

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