It is important for hiring managers to be realistic as they approach recruiting and hiring timeframes and make smart hiring decisions. Photo via Getty Images

The January jobs report, per BLS, may be cause for celebration with 353,000 new jobs, but with a low unemployment rate of 3.7 percent, the tight labor market persists.

The same report states there were 2,000 more jobs in oil and gas extraction in January. Finding the right people for energy jobs can be a challenge right now as the industry has experienced flux the past few years. Many energy employers find key talent has moved into new industry verticals, drawn by the promise of increased stability.

Recruiting in the tech and energy sectors may be challenging, but the right candidates are out there. It is important for hiring managers to be realistic as they approach recruiting and hiring timeframes and make smart hiring decisions. The organization will be better off in the long run for this approach.

The following recruiting strategies are poised to support energy employers throughout the year.

Get personal.

Job candidates want to feel like their future employer is genuinely interested in them, which means recruiters should personalize the candidate’s experience. This starts by taking a holistic look at the hiring funnel and considering ways to make each candidate feel as though they are the only one you are talking to for the role.

Each touchpoint impacts how the candidate perceives the organization. The job description should inspire candidates, making them excited to apply and motivating them to dream about a future with your organization. Personalizing recruitment outreach messages to speak to their individual talents instead of a standard, generic message speaks volumes.

Moving through the hiring process as quickly as possible is important, but recruiting is about the long game. There are candidates who fall into place in a matter of days. Other times, you may have a conversation with a candidate months or even years before the timing is right for them to make a move. Asking about the candidate’s professional timeline and letting them know that you are willing to work with them, no matter how fast or slow, makes them feel special and valued by your company.

Be ready to compromise.

It has become hard to find the right fit for some of the energy jobs today. However, this does present an opportune moment for employers to reassess the conventional prerequisites typically required for specific positions. Criteria such as an exact college degree, a specified number of years of relevant experience, industry-specific expertise, an unbroken work history and proficiency in specific software applications are areas to reconsider in the job postings, job descriptions and interviews. This strategic adjustment broadens the talent pool and provides access to individuals whose suitability for a role might have been overlooked. Shifting away from stringent education backgrounds and narrowly defined experience, and instead prioritizing qualities such as adaptability and learning capabilities in the search for candidates, recruiters may discover a smoother path to securing qualified candidates.

Grow internal talent.

Recruitment today also means recruiting internally. The optimal approach to efficiently filling positions is promoting the role internally as existing employees have a vested interest and are deeply ingrained in the company’s culture. Their familiarity with colleagues, procedures and protocols facilitates a swift transition into new roles. In order for this to become a possibility, it’s imperative for leaders to nurture internal talent through professional development initiatives that equip employees with the skills needed for advancement. Tailored learning opportunities, mentorship and guidance for reskilling and upskilling can foster internal mobility, enhance employee retention and ensure sustained success. With all this in mind, recruiters should keep in close contact with management teams to discuss internal candidates and their career path.

There is no one way to recruit in 2024, but focusing on the individual and their skills as well as in-house candidates can make it a successful endeavor.

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Jill Chapman is a director of early talent programs with Insperity, a leading provider of human resources and business performance solutions.

Founders with a laser focus on a problem, showed remarkable advantage, says this Houston expert. Photo via Getty Images

Why founders need to be prioritizing problem-solution fit, according to this Houston innovator

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Over the past 10 years I have been so incredibly fortunate to work for and with dozens of startup ecosystems, startup development organizations, competitions and accelerators.

Through these interactions I have mentored, advised and coached over 500 startups and as I've reflected back on these interactions and relationships I have observed some crucial insights that I am humbled to be able to share here with you — starting with the importance of problem-solution fit.

My top observation is that the success of founders often hinges on their focus on a specific problem, from the perspective of the problem holder (which is not always their customer) and particularly a problem set they care deeply about. This focus is far more impactful than merely having a great idea. Founders with a laser focus on a problem, showed remarkable advantages. These founders were:

  • Quicker in Validating Assumptions: Their problem-centric approach allowed them to more rapidly test and validate their hypotheses about market needs and solutions.
  • Focused on Data-Driven Decision Making: They were more receptive to letting data guide their strategic decisions, leading to more grounded and effective strategies.
  • Agile in Pivoting: When confronted with challenges or new information, these founders could pivot more efficiently, as their commitment was to solving the problem, not just to their solution.

This problem-focused mindset proved to be a significant differentiator in their journey from ideation to success.

For these reasons, the philosophy that problem-solution fit leads development, has become a cornerstone in my approach to fostering innovation. It underscores the need for startups and organizations alike to delve deeper into understanding the real challenges they face, the first order problems, which in turn opens doors to more impactful and sustainable solutions.

Most recently, In my time at MassChallenge, my approach to problem identification diverged significantly from industry norms. The crux of my strategy was to shift the founders' focus from their innate bias towards their innovation or the allure of monetary gain to a deeper connection with the underlying problem — transforming the innovator's bias into the innovator's gift.

In my interactions, I often met two predominant types of founders:

  • Technical Founders: These individuals were deeply enamored with the technology or product they created. Often coming from the research world or a technical / engineering background within one industry. Their passion was more about the innovation itself rather than its impact or the problem it aimed to solve.
  • Profit-Oriented Founders: These founders were driven primarily by the potential for financial success. Often coming out of Business school, consulting firms or investment / banking background. Their focus was often on the market opportunity, timing, size and scale rather than the problem needing a solution.

I am not a believer that anyone fits into a box but these were broad commonalities I observed over time. While neither mindset is inherently flawed, it became evident that a third type of founder, those who developed a passion for solving a specific problem — often tied to a personal or emotional connection — tended to achieve greater success.

The challenge lay in transforming the mindset of founders who initially did not have this problem-centric focus. To do this, I employed a series of exercises and mental experiments that anyone can do aimed at uncovering the true purpose behind their ventures. Two pivotal tools in this process was Simon Sinek's Golden Circle, which helped delve into the why behind their companies and Ash Maurya’s Problem Discovery process that he details in Lean Mastery.

These exercises were transformative. Founders typically developed a stronger attachment to these newly framed problem statements than to their initial motivations. It aligned their endeavors with a purpose that was emotionally significant to them, thereby enhancing their commitment and effectiveness in addressing the problem.

This approach to problem identification was not just about finding a market fit; it was about aligning the founders' core values and motivations with the problems they aimed to solve, thereby unleashing the true potential of their innovations.

One of the most significant challenges was persuading founders to shift their mindset from their initial focus to a problem-oriented approach. This transition was often difficult, as change is inherently challenging, especially when founders have invested months or years in developing something they feel deeply connected to. The key was to reframe and redirect their passion towards understanding and solving the core problem for the problem holders that were most affected. This shift in focus wasn't always successful, but when it did take effect, it markedly increased the founders' likelihood of success.

Part of the difficulty in effecting this founder mindset shift stemmed from the overwhelming amount of content directed at startup founders, emphasizing the immediate need for customer feedback and early creation of MVP’s. While these aspects are crucial (at the right time), there is a noticeable gap in guiding founders towards the critical step of identifying problem-solution fit earlier in the process. As a result, many founders fell into the trap of building upon untested assumptions, believing that once they've created a product or identified a revenue model, the journey was set on the right path.

This challenge wasn't confined to startup founders alone, it is prolific across the innovation economy. Corporates, governments, and universities also displayed resistance in identifying their core, underlying problems. They often focused on surface-level issues or immediate technological needs without recognizing the structural problems causing these more visible issues.

As a founder, an innovator, or anyone passionate about bringing new solutions to the masses, this shift in perspective is crucial. It allows founders and organizations to understand their challenges more deeply, leading to more effective and sustainable solutions. It isn’t just about solving the problems they could articulate, but about uncovering the first principles issues that needed addressing.

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Jon Nordby is managing partner at Anthropy Partners, a Houston-based investment firm, and professor of entrepreneurship at the University of Houston.

LinkedIn isn't just for job hunters anymore. Photo via Pexels

Houston expert shares 5 tips for optimizing LinkedIn for business, career development

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In today's digital age, LinkedIn has emerged as a powerhouse for professional networking and career development. With over 774 million users worldwide, it is essential to not only have a presence on the platform but also to use it effectively.

As a digital marketing consultant, I work closely with companies and leaders to help them leverage LinkedIn successfully. Here are some of my tips and tricks for getting the most out of LinkedIn.

Keep your profile updated

Your LinkedIn profile is your digital resume and the first impression you make on potential connections. Having once been known mostly as a platform for job seekers, an up-to-date LinkedIn profile is essential for showcasing your skills, experiences, and achievements. Relatively new features such as your profile headline and skill summary reflect your current professional status and aspirations. Include a professional-looking profile photo and don’t leave the header image blank; consider one promoting your company, one of you “in action” speaking at an event, or sharing a mission statement.

Curating a comprehensive LinkedIn profile with past work experiences and education alma maters helps you build a more relevant community. Volunteer experiences, publications, and special projects serve as a great means to diversify your profile and highlight skills beyond your professional work. Asking for recommendations from colleagues or supervisors adds noteworthy credibility in creating a well-rounded profile.

Define your audience and goals

Before diving into the sea of connections, think about your goals for using LinkedIn. Are you looking for job opportunities, networking with industry leaders, or building a thought leadership brand? Identifying your specific objectives will help you tailor your profile and content accordingly. Who are you hoping will see and engage with your content? Determine your target audience, whether it is professionals in your industry, potential employers, or like-minded individuals. This will guide your engagement and content strategy

Establish a clear voice and persona

Consistency is key when building your online persona. Your LinkedIn profile should reflect your professional identity, yet your voice should be genuine to your goals. Are you a brand promoter working to advance a company’s mission, a thought leader with expertise in a niche field, or an industry expert who can speak knowledgably about broad trending topics? Whether you are aiming for a formal, informative tone or a more casual, conversational approach, maintaining a consistent voice across your profile and content helps build a recognizable personal brand.

Don’t be shy to show your audience the authentic “you”. While focused on professional content sharing, LinkedIn can also be a place to post about personal experiences. For instance, a recent family vacation could be a lead-in to explaining how your father was the one who put you on track for your current career path or a photo from a race you completed to raise money for a rare disease that your best friend suffers from.

Use varied tools and engage

LinkedIn offers a variety of content formats, including text posts, articles, images, videos, polls, and more. Experimenting with different formats can help you identify what resonates best with your audience. Share industry insights, success stories, professional accomplishments, and upcoming speaking opportunities while incorporating multimedia elements to make your content more engaging. Ask questions – give your audience a reason to engage by leaving them with food for thought at the end of your posts. Try to be consistent with your posting strategy; a good rule of thumb is one post per week.

Maybe even more important than posting your own content is engaging with others’ content. Find groups that resonate with you and follow people that have similar interests to you. LinkedIn has one of the largest editorial teams across all news platforms. Many people are unaware of the LinkedIn news feed (top right of the home page) and how editors build their stories off trending content from LinkedIn users. Don’t forget about hashtags – this is how people and organizations will find your content and engage with you.

Individualize success measurements

Success on LinkedIn varies from person to person based on individual goals. Whether you are aiming to increase your profile views and engagement, grow your followers, or connect with influential professionals, define your own metrics for success. LinkedIn has built in analytics tools to monitor the growth of your network and assess the impact of your content on achieving your objectives. Regularly review and adjust your strategy based on the insights gained from these metrics.

Mastering any social media platform, including LinkedIn, takes time to build a community and establish your voice. By strategically navigating the platform, you can unlock new opportunities, expand your professional network, and position yourself as a thought leader in your industry. So what are you waiting for – polish up your profile, start writing, and let LinkedIn be the catalyst for your professional success.

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Arielle Rogg is the principal and founder of Rogg Enterprises, a Houston-based company providing digital marketing for health care innovators.

On the precipice of the new year, be sure you're factoring these human resources trends. Photo via Getty Images

Houston expert shares 5 HR trends to expect to see in 2024

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Several catchy names to common workplace issues surfaced in 2023, from “quiet quitting” and “quiet promotions” to “monk mode” and “coffee badging.” What came to the forefront of these conversations was employers need to take care of their people to increase engagement and productivity, which results in happy employees and business success.

On the precipice of the new year, there are HR trends that will carry over and other trends employers may want to consider to create a workplace culture that supports its employees and sets the organization up to meet its goals.

Building Skills to Fill the Labor Shortage

Depending on the industry, business leaders continue to have a hard time finding qualified workers to fill open positions, even though there are 6.3 million unemployed workers in the U.S. labor market. The reason this is difficult, many times, is the need for a specific educational background, exact experience or new skills in technology.

A business on the verge of growth needs to fill roles as quickly as possible, but it can do more harm than good hiring the wrong people. Training current employees whose positions are easier to back-fill to take on a new role and building the specific skills needed in-house can be the ideal solution.

Hiring Based on Experience

Many people are not taking the traditional career path and business leaders must look beyond the degree and standard experiences when hiring. With the tight labor market, it is imperative to look at the entire person and skills that can translate into the role. For example, military veterans were quickly trained in several very technical areas, they can make quick decisions, lead effectively and many are goal oriented. Even though they may not tick the standard boxes, the soft skills they bring to business can make them great hires. With training, they will quickly learn the skills needed for the specific task at hand.

Offering Wellness Programs

Employee benefits took center stage during the pandemic, from extended medical benefits to mental health resources. An even more well-rounded approach to wellness will continue into 2024. Beyond health-related benefits, wellness extends to child and elder care, including flexible schedules, as more employers require in-office days. Additionally, financial wellness programs continue to gain momentum. These benefits take shape with financial education classes/coaching, savings programs, investment opportunities, budgeting tools and credit resources. When employers implement financial wellness benefits, they help reduce employees’ financial stress and boost their financial confidence, which impacts every facet of their lives, including work engagement and productivity.

Creating a Living AI Policy

AI is in the workplace, but it is changing daily. Employers will need to set policies on how AI can be used with their organization if they haven’t done so already. That said, the policy needs to change as the technology evolves. AI is a tool that will change the way we work; however, it is important to know its weaknesses and not lose sight of the human element of business. For example, AI can help streamline administrative tasks for the organization, which frees up staff time to have one-on-one conversations, collaborate more effectively and develop broader strategies to move the business forward.

Offering Frontline Manager Support

Frontline managers are in a precarious position. They have the difficult task of managing remote and hybrid employees, ensuring they are taken care of and meeting expectations, while also managing up to leadership. Frontline managers ensure work gets done and new initiatives are implemented. Many managers were put into the position during the great resignation and others are still struggling with managing today’s evolving workplace structure. Training frontline managers and offering them the support and tools they need to do their jobs well is something employers need to make trend in 2024.

Bottom Line

There are always trends in the workplace, but there is one thing that holds true year after year. Great relationships inspire great performance. These relationships start at the top and require real conversations to take place. When a culture is established where employees know they are heard and there are people within the organization who care about them and their success, business becomes easier to conduct and success follows. Start 2024 by putting intentional effort into relationships. It’s the best decision any leader can make.

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Jill Chapman is a director of early talent programs with Insperity, a leading provider of human resources and business performance solutions.

Founders, when you feel the market starting to tighten up, consider giving yourself, and your investors, some breathing space, then use that breathing space to drive value. Photo via Getty Images

Houston expert: How to build startup runway in a choppy venture funding market

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The venture funding market in 2023 has been very tough.

The number of rounds closing is significantly down from the 2022, and a record number of companies are raising. Overall VC fundraising is down, but great deals are getting funded well and at good valuations, while many are struggling. Fewer new investors are writing lead checks and being more cautious when they do, later stage investors are shifting earlier stage to manage risk, bad cap tables, operating plans, and reluctant insiders are killing otherwise good deals, and everyone is working on ensuring their portfolio is in good shape.

This is just another venture cycle. The sky is not falling, the playbook for this cycle was written long ago. But if you are a founder, you may need to take action. If you are less than 15 months of runway, it’s time to go to your investors with a plan. You need to either be well on your way to closing a round, starting your fundraise if the company is ready, know your investor group’s plan to bridge or do an inside round if necessary and what you need to achieve to unlock that, or bring them a realistic plan yourself to get to 18 to 30 months of runway. But whatever you need to do, you need to do it now.

The runway plan

The core of a good runway plan is building a cash wedge by taking a little from everywhere, and drop margin and cash. A little revenues, a little in pricing, a little headcount reduction, a little insider capital, a little new capital, and a little balance sheet help. How much a little is, depends on your own dynamic. The secret to a good cash wedge runway plan is starting early, and doing it now. Every day of delay increases the depth of the changes needed for the same runway – until you reach a point where the brutal burn math just doesn’t work, and the changes become costly or even untenable.

Focus on your customers. Nothing cures runway or fundraising ills like revenue. You’ve built these relationships for a reason. They are taking your calls because they care. If you and your team aren’t spending most of your time with customers right now, you are doing it wrong. Good customers get it. Focus their attention on how your product makes them money, and how much. Support their internal efforts to grow the account. Open book it, raise prices if it makes sense, and ask for more volume or contract extensions at good prices if you can’t. With new customers, focus on getting more phase ones that fit in the budget your champions have available quickly. Bet you and your customer can find more budget later when you’ve demonstrated value to them. Bid every grant and non-dilutive source that makes sense, which builds leverage for yourself and your investors.

Burnmatters. In a tight market, no one likes to buy burn, and demonstrating efficiency of revenue and backlog relative to capitalization and burn level matters. If you’re going to cut (and you probably should), cut much deeper than you think, and do it now. You ran this company when it was four people and no money, you can do it again if you really had to. Start making quick decisions about what you can defer and cut in the near term, there is always an easy 5 to 10 percent of costs you can cut and push to next year, and often a few points that can be pulled from supply chain deals. Overplan for growth, but don’t release to spend until your capital markets plan is clear.

Rebalance your spend. Shift your cost structure and organization chart forward towards the customer. Aggressively expand customer facing lead generation, guerilla marketing, applications engineering and direct sales efforts, at the expense of internally facing ones like R&D, manufacturing, and overhead. Repurpose people, change comp structures, job descriptions, or adjust costs and headcount. Get your team on board with the focus and where your runway is. A 12-person startup has about 2,000 labor hours a month to throw at its problems, 3,000 hours on overdrive, when your runway shortens, it’s time to hurl those at customers. Keep in mind, none of this is permanent, good startup organizations are elastic and in six months you can shift back or add again. You’re only really making 180-day changes here. That’s what the nimble startup means. It’s about runway and quick product and operational shifts.

Hit the balance sheet for cash. Depending on company stage and type, sell any underutilized assets and inventory, defer some capex, put someone on collecting AR and adjust your contract terms and pricing to pull forward cash flow, term out and negotiate payment terms on AP, leases and debt. One huge caveat. Do not take venture debt. Until you are profitable, venture debt does not actually create the runway in the real world that you see on paper, and has killed more good startups on the cusp of greatness. Venture debt is Lucy, runway is the football, and you are Charlie Brown.

Adjust your capital markets strategy. The classic rule is raise all you can when you can, because capital is available most when you need it least. But that’s not the whole story. And founders need to realize it is really dangerous to take a deal to market that is not ready, and doesn’t have the right level of insider support, is priced or structured wrong. While the market sets the price and terms, once you’ve a cap table full of investors, both new and existing investor appetite, and valuation, becomes a partial function of existing and new investor appetite and support. Take out a deal that’s not ready, or with too much burn, too little insider support, too high a last valuation, too large a convert or safe overhang or prior capitalization, too little team ownership, or too much valuation or cash need relative to its team, technology, TAM and traction (and cap table), and a founder and board can turn a good opportunity into a death spiral headed straight off a cliff, fast.

The "Magical 25" percent ratio. This is an art not a science, but the Magical 25 percent ratio on a prototypical startup will give you an idea of how powerful a Runaway Plan can be to get a deal done and reset a founder’s opportunity.

Imagine a middle of the road seed funded SaaS startup, burning $350,000 gross, with $100,000 in MRR, which has raised $3 million in cash from three investors and spent half of it. On its current trajectory it has six months of cash left, and is bankrupt by March. Market turned down, and the initial investor calls don’t result in a lead VC leaning in. The logic of burn rate math is brutal. In 90 days the company is on fumes, and it has no term sheet in hand, with the odds of getting one generally falling. And in today’s market the $1 million in ARR has become the new minimum not sufficient condition for fundraising, and the company will need to get farther on it’s A to be attractive to a B round investor. If the founder does nothing and waits 90 days they’ll be begging their investors for a bridge, and begging new investors for a flat round, and will likely end up with downround or an ugly insider bridge. At $250,000-a-month burn and no term sheet, within 150 days the founder will then need an inside round of between $4.5 and $6 million to get to the prototypical 24 month runway, or a $1.5 to $2 million bridge to buy enough more months to fundraise and build value. That’s 1.5x to 2x the capital raised, or over half the existing capital in a bridge, and puts intense pressure on strength of your cap table, growth rate, broad insider support, and quality of revenues in a tight venture funding market.

If the founder instead cuts costs 25 percent immediately, and then throws all hands on deck to find 25 percent more revenue — at this level of burn the startup probably has a team of at least 12 to 15 people, meaning the founder can throw at least 2,000-3,000 man hours in an all hands customer push in just the next 30 days if they had to. At the same time, the founder goes to his largest investors, walks through the cash and cost plan, and asks them to give him a term sheet for a seed extension with existing investors all kicking in 25 percent of their contribution to date, with the extension equal to 25 percent of the total capital at close. It can be papered fast and cheap. That adds $750,000, leaving the founder to find one new investor to join the insiders at the last price for 25 percent of the extension – a much easier ask of a new investor in a tough market, and probably one the founder has a couple of interested parties that have been watching, or certainly one of the founder’s investors can make a quick call to a friend to close. Brutal burn rate math has now become magical burn rate math and the company has 18 months of runway, has halved its net burn, and can additionally get away with half the A round equal to 1x the capital it has raised to date at the end of it if need be.

The "magical" part is the founder has now changed the odds for everyone – his team only has to find 25 percent revenues and costs. His insiders are only asked for 25 cents on the dollar support at a price they should love, leaving the typical fund with plenty of follow-on reserves after that, a new investor does not have to carry the lion share of the burn, set price, do as much dd, or worry about investor fatigue, and the insiders don’t have to go it alone and have external validation, and the founder has minimized their dilution, and their fundraising time. If the founder then is able to keep costs flat for just 6 months in a sprint and pick up another 25 percent in revenues, the runway at the current cashout date is still 16 months, and the company is set up well for its next round, with on $4 million in capitalization on nearly $2 million in ARR, a new investor with dry powder in the deal, and plenty of reserves left on the cap table to support the A, with a lot more traction – leaving the size of A round the company has to have at less than half the level of before, the effective revenue multiple insiders and new investors are facing halved, the burn the new investor had to buy halved and lots of time and options for the founder to drive value, dilution, and scale.

Founders, it’s your company. Your decision. Just be aware, how and how fast you play the tough decisions when the market shifts, changes the calculus for your investors, and their level of confidence and ammunition to back your future decisions. When you feel the market starting to tighten up, consider giving yourself, and your investors, some breathing space, then use that breathing space to drive value.

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Neal Dikeman is a venture capitalist and seven-time startup co-founder investing out of Energy Transition Ventures.

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Texas approves land-swapping deal with SpaceX as company hopes to expand rocket-launch operations

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SpaceX would acquire public land in Texas to expand its rocket-launch facilities under a tentative deal that is moving forward after months of opposition from nearby residents and officials near the U.S.-Mexico border.

The tentative land-swapping deal moved forward this week when the Texas Parks and Wildlife Commission unanimously voted in favor of swapping 43 noncontiguous acres from Boca Chica State Park with SpaceX, which would give the state 477 acres about 10 miles south of the park near Brownsville, Texas.

Some of the 43 contested acres are landlocked with no public access but with protected plant and animal species. Although SpaceX is proposing swapping the public land for 477 acres, it has not yet purchased that property. None of the land in the deal has beach access, but the 43 acres sit near protected federal land and lagoons that stretch along the coast.

“Through this transaction we are guaranteeing the conservation of 477 acres, which would otherwise potentially be developed into condominiums or strip centers,” Jeffery D. Hildebrand, the Texas Parks and Wildlife Commission chairman appointed by Gov. Greg Abbott, said at the meeting's close.

The deal started in 2019 as a conversation between the state and SpaceX. But it was finally worked out in 2023, said David Yoskowitz, the Texas Parks and Wildlife Department's executive director.

People sent over 2,300 letters to the department to voice their opinion. Although the majority, 60%, were opposed, the department recommended the state vote in favor of the deal, which had the support from the Democratic state senator for the area, the comptroller and the Texas General Land Office commissioner.

Dozens of people traveled up to the Monday's meeting in the state capital of Austin to voice their support or discontent with the plan.

Cyrus Reed, the legislative and conservation director with the Lone Star chapter of the Sierra Club, was among those opposing the deal.

“We think, as an alternative, if we think the 477 acres are valuable, go and buy it. We the voters of Texas have given you money to purchase valuable land," Reed said, referring to the state's Centennial Parks Conservation Fund.

In November, voters approved the establishment of the fund, creating the largest endowment for park development in Texas history.

“And remember the precedent you’re setting," Reed said. "If you approve this deal, that means every industrialist, everyone who has an interest in expanding is going to look at this and say, ‘Where can I go find some land that I can exchange to continue to pollute and hurt other land?’ So, that’s not a net benefit for Texas.”

SpaceX Starbase general manager Kathryn Lueders attended the meeting and said she has seen wildlife coexist with spacecraft in Florida when she worked as a program manager for NASA.

“At the same time, it further expands on a critical refuge and allows Texans to receive a coveted property which has been sought by multiple state and federal agencies for conservation efforts for over a decade,” she said.

An environmental assessment, public comment period and other consultations could mean the disposition of the property could take up to 18 months to complete, according to the Texas Parks and Wildlife Department's general counsel.

Podcast: The Houston founder's guide to navigating SXSW 2024

houston innovators podcast episode 227

Tens of thousands of people are descending upon Austin for SXSW — many of whom are ambitious startup founders. For Houston entrepreneurs, there's a lot to consider before heading down the street to Austin, and Marc Nathan can help.

The native Houstonian, who works with startups as senior director of market development at Michael Best and is based in Austin, has attended the conference for over 20 years. Every year, he assembles a comprehensive SXSW guide including round up of must-attend events, tips, and more.

He joined the Houston Innovators Podcast this week to provide his thoughts on how Houston founders can make the most of the tech-focused Interactive track — or the unofficial experiences taking place around Austin.

"You do not need a badge to enjoy and get the most out of SXSW," Nathan says, explaining that having a badge is ideal for a first timer experience. "For struggling founders who are typically broke, if you can swing the travel to get to Austin — getting here, staying here, and eating here, which are all not very cheap to start with — if you can swing that, then a badge is not that critical."

He also reminds founders that getting an invite to speak on a panel, pitch in the competition, or volunteering can score you a free or discounted badge.

On the show, Nathan shares more tips — from registering to everything you're even remotely interested in to making sure you have on your comfiest walking shoes and bring your external phone charger — on the podcast, but explains that there's really one big mistake new SXSW attendees should avoid.

"The biggest mistake I see year after year — and it's really an entrepreneur problem — but don't be too sales-y. Listen before you talk," Nathan says. "Everybody at SX is going to get it — they are going to understand the language you're speaking. It's not like explaining what your startup is to your 80-year-old grandmother. But you gotta give them a reason and a way to help you."

Headed out to SXSW? Here are a few Houston-focused events to attend.

March 9 - A $20 Trillion Challenge: Financing the Energy Transition (badge required)

A couple of Houstonians join the panel of a topic that is very prevalent in the energy capital of the world: funding of the energy transition. Juliana Garaizar joins the conversation on Saturday, March 9, at 4 pm.

March 10 - How NASA Supports Startups and Individuals to Collaborate on its Mission (badge required)

Last month, a Houston tech company launched a lunar lander in collaboration with NASA — and that's just one of countless examples of NASA's work with tech and startup companies. Join NASA for a panel discussing innovative partnerships on Sunday, March 10, at 4 pm.

March 11 - Houston House @ SXSW 2024 (badge required)

On Monday, March 11, at the LINE Hotel, the Greater Houston Partnership is hosting four panels and a happy hour. More info on the full-day event, which features over a dozen Houston-based experts, startup founders, and more, is available online.

March 12 - Women in VC Breakfast (registration required)

Houston Women in VC and Austin Women in VC are teaming up to host a breakfast with partners JP Morgan Chase and Born Global Ventures for all the female investors headed to SXSW on Tuesday, March 12, at 9 am. Request your registration online.