CenterPoint, NVIDIA and Palantir have formed Chain Reaction. Photo via Getty Images

Houston-based utility company CenterPoint Energy is one of the founding partners of a new AI infrastructure initiative called Chain Reaction.

Software companies NVIDIA and Palantir have joined CenterPoint in forming Chain Reaction, which is aimed at speeding up AI buildouts for energy producers and distributors, data centers and infrastructure builders. Among the initiative’s goals are to stabilize and expand the power grid to meet growing demand from data centers, and to design and develop large data centers that can support AI activity.

“The energy infrastructure buildout is the industrial challenge of our generation,” Tristan Gruska, Palantir’s head of energy and infrastructure, says in a news release. “But the software that the sector relies on was not built for this moment. We have spent years quietly deploying systems that keep power plants running and grids reliable. Chain Reaction is the result of building from the ground up for the demands of AI.”

CenterPoint serves about 7 million customers in Texas, Indiana, Minnesota and Ohio. After Hurricane Beryl struck Houston in July 2024, CenterPoint committed to building a resilient power grid for the region and chose Palantir as its “software backbone.”

“Never before have technology and energy been so intertwined in determining the future course of American innovation, commercial growth, and economic security,” Jason Wells, chairman, president and CEO of CenterPoint, added in the release.

In November, the utility company got the go-ahead from the Public Utility Commission of Texas for a $2.9 billion upgrade of its Houston-area power grid. CenterPoint serves 2.9 million customers in a 12-county territory anchored by Houston.

A month earlier, CenterPoint launched a $65 billion, 10-year capital improvement plan to support rising demand for power across all of its service territories.

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This article originally appeared on our sister site, EnergyCapitalHTX.com.

If we want to see real change, we need action by all parties. Photo via Getty Images

Texas vs the nation: Comparing energy grid resilience across America

guest column

The 2024 Atlantic hurricane season has proven disastrous for the United States. On July 8th, Hurricane Beryl barreled into Texas as a Category 1 storm knocking out power for nearly 3 million, causing over $2.5 billion in damages, and resulting in the deaths of at least 42 people.

More recently, Hurricanes Helene and Milton tore through the East Coast, dropping trillions of gallons of rain on Florida, Georgia, South Carolina, North Carolina, Virginia, and Tennessee, causing dams to collapse, flash flooding, trees to fall, millions of power outages, complete destruction of homes and businesses, and the deaths of hundreds.

Amidst the horror and rescue efforts, wariness of the increasing strength of natural disasters, and repeated failures of energy grids around the nation begs a few questions.

  1. Is there a version of a power grid that can better endure hurricanes, heat waves, and freezes?
  2. How does the Texas grid compare to other regional grids in the United States?
  3. What can we do to solve our power grid problems and who is responsible for implementing these solutions?

Hurricane-proof grids do not exist

There is no version of a grid anywhere in the United States that can withstand the brunt of a massive hurricane without experiencing outages.

The wind, rain, and flooding are simply too much to handle.

Some might wonder, “What if we buried the power lines?” Surely, removing the power lines from the harsh winds, rain, flying debris, and falling tree branches would be enough to keep the lights on, right?

Well, not necessarily. Putting aside the fact that burying power lines is incredibly expensive – estimates range from thousands to millions of dollars per mile buried – extended exposure to water from flood surges can still cause damage to buried lines. To pile on further, flood surges are likely to seriously damage substations and transformers. When those components fail, there’s no power to run through the lines, buried or otherwise.

Heat waves and winter freezes are a different story

During extreme weather events like heat waves or winter freezes, the strain on the grid goes beyond simple issues of generation and distribution—it’s also a matter of human behavior and grid limitations.

Building and maintaining a power grid is extremely expensive, and storing electricity is not only costly but technically challenging. Most grids are designed with little "buffer" capacity to handle peak demand moments, because much of the infrastructure sits idle during normal conditions. Imagine investing billions of dollars in a power plant or wind farm that only operates at full capacity a fraction of the time. It’s difficult to recoup that investment.

When extreme weather hits, demand spikes significantly while supply remains relatively static, pushing the grid to its limits. This imbalance makes it hard to keep up with the surge in energy usage.

At the same time, our relationship with electricity has changed—our need for electricity has only increased. We’ve developed habits—like setting thermostats to 70 degrees or lower during summer heat waves or keeping homes balmy in winter— that, while comfortable, place additional strain on the system.

Behavioral changes, alongside investments in infrastructure, are crucial to ensuring we avoid blackouts as energy demand continues to rise in the coming years.

How the Texas grid compares to other regional grids

Is the Texas grid really in worse shape compared to other regional grids around the U.S.?

In some ways, Texas is lagging and in others, Texas is a leader.

One thing you might have heard about the Texas grid is that it is isolated, which restricts the ability to import power from neighboring regions during emergencies. Unfortunately, connecting the Texas grid further would not be a one-size fits all solution for fixing its problems. The neighboring grids would need to have excess supply at the exact moment of need and have the capacity to transmit that power to the right areas of need. Situations often arise where the Texas grid needs more power, but New Mexico, Oklahoma, Arkansas, and Louisiana have none to spare because they are experiencing similar issues with supply and demand at the same time. Furthermore, even if our neighbors have some power to share, the infrastructure may not be sufficient to deliver the power where it’s needed within the state.

On the other hand, Texas is leading the nation in terms of renewable development. The Lone Star State is #1 in wind power and #2 in solar power, only behind California. There are, of course, valid concerns about heavy reliance on renewables when the wind isn’t blowing or the sun isn’t shining, compounded by a lack of large-scale battery storage. Then, there’s the underlying cost and ecological footprint associated with the manufacturing of those batteries.

Yet, the only state with more utility-scale storage than Texas is California.

In recent years, ERCOT has pushed generators and utility companies to increase their winterization efforts, incentivize the buildout of renewables and electricity storage. You might have also heard about the Texas Electricity Fund, which represents the state’s latest effort to further incentivize grid stability. Improvements are underway, but they may not be enough if homeowners and renters across the state are unwilling to set their thermostats a bit higher during extended heatwaves.

How can we fix the Texas grid?

Here’s the reality we must face – a disaster-proof, on-demand, renewable-powered grid is extremely expensive and cannot be implemented quickly. We must come to terms with the fact that the impact of natural disasters is unavoidable, no matter how much we “upgrade” the infrastructure.

Ironically, the most impactful solution out there is free and requires only a few seconds to implement. Simple changes to human behavior are the strongest tool we have at our disposal to prevent blackouts in Texas. By decreasing our collective demand for electricity at the right times, we can all help keep the lights on and prices low.

During peak hours, the cumulative effort is as simple as turning off the lights, turning the thermostat up a few degrees, and running appliances like dishwashers and laundry machines overnight.

Another important element we cannot avoid addressing is global warming. As the temperatures on the surface of the earth increase, the weather changes, and, in many cases, it makes it more volatile.

The more fossil fuels we burn, the more greenhouse gases are released into the atmosphere. More greenhouse gases in the atmosphere leads to more volatile weather. Volatile weather, in turn, contributes to extreme grid strain in the form of heat waves, winter freezes, and hurricanes. This is no simple matter to solve, because the energy needs and capabilities of different countries differ. That is why some countries around the globe continue to expand their investments in coal as an energy source, the fossil fuel that burns the dirtiest and releases the most greenhouse gases per unit.

While governments and private organizations continue to advance carbon capture, renewable, and energy storage technology efficiency, the individual could aid these efforts by changing our behavior. There are many impactful things we can do to reduce our carbon footprint, like adjusting our thermostat a few degrees, eating less red meat, driving cars less often, and purchasing fewer single-use plastics to name a few.

If we want to see real change, we need action by all parties. The complex system of generation, transmission, and consumption all need to experience radical change, or the vicious cycle will only continue.

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Sam Luna is director at BKV Energy, where he oversees brand and go-to-market strategy, customer experience, marketing execution, and more.

This article originally ran on EnergyCapital.

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

learning gaps

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

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

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

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

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

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

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

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

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

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

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

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

For Ware and Montanez, the mission is also personal.

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

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

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

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

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

Take a student who appears to have difficulty with math.

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

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

The same concept applies to accommodations.

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

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

Teachers, in fact, helped build Progress Report.

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

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

Parents are another piece.

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

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

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

Moving forward, the goal is considerably bigger.

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

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

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

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

Housing in Hou

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

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

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

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

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

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

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

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

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

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

retirement plan

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

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

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

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

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

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

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