Houston-based Hewlett Packard Enterprise announced its plans to acquire a Silicon Valley startup. Photo courtesy og HPE

Hewlett Packard Enterprise has announced its plans to acquire a San Jose, California-based startup.

HPE, which relocated its headquarters to Houston from the Bay Area a couple years ago, has agreed to acquire OpsRamp, a software-as-a-service company with an IT operations management, or ITOM, platform that can monitor, automate, and manage IT infrastructure, cloud resources, and more.

According to a news release from HPE, the OpsRamp platform will be merged with the HPE GreenLake edge-to-cloud platform, which supports more than 65,000 customers, powers over two million connected devices, and manages more than one exabyte of data with customers worldwide.

The new integrated system "will reduce the operational complexity of multi-vendor and multi-cloud IT environments that are in the public cloud, colocations, and on-premises," per the statement.

“Customers today are managing several different cloud environments, with different IT operational models and tools, which dramatically increases the cost and complexity of digital operations management,” says HPE's CTO Fidelma Russo in the release. “The combination of OpsRamp and HPE will remove these barriers by providing customers with an integrated edge-to-cloud platform that can more effectively manage and transform multi-vendor and multi-cloud IT estates.

"This acquisition advances HPE hybrid cloud leadership and expands the reach of the HPE GreenLake platform into IT Operations Management,” she continues.

HPE's corporate venture arm, Pathfinder, invested in OpsRamp in 2020. The company raised $57.5 million prior to the acquisition. Other investors included Morgan Stanley Expansion Capital and Sapphire Ventures, per TechCrunch.

“The integration of OpsRamp’s hybrid digital operations management solution with the HPE GreenLake platform will provide an unmatched offering for organizations seeking to innovate and thrive in a complex, multi-cloud world. Partners and the channel will also play a pivotal role to advance their as-a-service offerings, as enterprises look for a unified approach to better manage their operations from the edge to the cloud,” says Varma Kunaparaju, CEO of OpsRamp, in the release.

“We look forward to leveraging the scale and reach of HPE’s global go-to-market engine to deliver our unique offering and are excited for this journey ahead as part of HPE.”

A new ranking looks at the Houston companies with the most patents granted in 2022. Photo via Getty Images

These are the Houston companies with the most patents granted last year

by the numbers

Two major players in Houston’s energy industry are also major players in the patent arena.

A new ranking from the analytics arm of patent law firm Harrity & Harrity puts Saudi Aramco, whose North American headquarters is in Houston, and Halliburton, whose global headquarters is in Houston, puts them in a tie for the number of U.S. patents with 963 patents received in 2022. Saudi Aramco and Halliburton now share the title of Houston’s patent king.

Saudi Aramco saw a 12 percent rise in patents granted in 2022 compared with 2021, according to Harrity & Harrity’s Patent 300 report, while Halliburton experienced a 5 percent jump. Each company tied for 44th place among the top 300 U.S. patient recipients in 2022.

According to the report, Samsung Electronics (8,513 patents) knocked IBM off its longtime pedestal as the No. 1 recipient of U.S. patents. IBM (4,743 patents) now holds the No. 2 position.

Many of Aramco’s U.S. patents come from its R&D centers in Houston, Boston, and Detroit. The Houston R&D hub opened in 2014 and underwent an expansion three years later.

Aramco, a Saudi Arabia-based supplier of oil and natural gas, also generates patents through academic partnerships, such as the one it established last year with Rice University’s Carbon Hub. Aramco has committed $10 million over five years to the carbon initiative.

“While patents are a leading indicator of innovation, the ultimate goal is to create value through the development of solutions that help to address a particular need,” Aramco says. “Such results are often only possible with significant upfront investments, and patents make it possible to recoup these costs and potentially generate additional revenue through commercialization.”

Last year, Aramco boasted that it ranked first in the oil and gas industry for U.S. patents (864) granted in 2021. Until 2011, Aramco had received only 100 U.S. patents over a 78-year span.

“Many of the patents are for innovations Aramco uses itself for competitive advantage, although they can also be licensed to others, creating extra value for the company,” Jamil Bagawi, then the company’s chief engineer, wrote in 2021.

Halliburton also has ramped up its patenting efforts in recent years.

According to Houston law firm Yetter Coleman, those efforts kicked into high gear after Halliburton lost a fracking patent lawsuit to Tomball-based BJ Services, which is now out of business. In 2003, a Houston jury awarded $98 million in damages to BJ in the case, and Halliburton had to stop selling the system that allegedly infringed on BJ’s patent.

In the five years before the verdict, Halliburton averaged 142 patent awards a year, according to Yetter Coleman. The law firm reported in 2013 that Halliburton subsequently averaged 234 patents a year.

Today, of course, Halliburton has far exceeded those numbers. And it vigorously defends its growing patent portfolio. In September 2022, for instance, three subsidiaries of the oilfield services giant filed two lawsuits against Houston-based rival U.S. Well Services alleging infringement of 14 Halliburton patents.

IAM, a website that reports about the intellectual property industry, noted that when Halliburton sued U.S. Well Services, “IP professionals in the oil and gas industry may well have reached for the popcorn. Battles of this magnitude rarely break out in their slice of the patent world.”

Halliburton and Aramco may be the goliaths in Houston’s patent world, but they’re not the only local organizations to appear on the Patent 300 list for 2022. Other Houston-area companies that made the cut are:

  • Spring-based Hewlett Packard Enterprise, No. 84. The tech company received 511 U.S. patents in 2022, down 4 percent from the previous year.
  • Houston-based SLB (Schlumberger), No. 117. The oilfield services company received 372 U.S. patents in 2022, down 14 percent from the previous year.
  • Houston-based Baker Hughes, No. 123. The oilfield services company received 350 U.S. patents in 2022, down 11 percent from the previous year.
  • ExxonMobil, No. 156. The oil and gas company received 281 U.S. patents in 2022, down 8 percent from the previous year. It is in the process of moving its headquarters from Irving to Spring.
  • United Imaging Healthcare, No. 253. The Chinese healthcare equipment company, whose North American headquarters is in Houston, received 175 U.S. patents in 2022, up 31 percent from the previous year.
The Houston area boasts some top-tier employers. Photo by Getty Images

These Houston businesses punch in among Texas' best employers, report says

workin' it

A slew of Houston-area companies may soon see a surge of inquiries and resumes, thanks to a new ranking.

Great Place to Work, which helps employers improve their workplace culture, and Fortune magazine teamed up to select the Best Companies to Work For in 2022 in two categories: small and midsize employers, and large employers.

In the new report, powerhouse Houston-based builder/developer David Weekley Homes tops the list of the top 20 large employers in Texas — a big jump from its No. 20 spot last year.

“We are incredibly honored to be recognized as the top company on the Best Workplaces in Texas list,” said Robert Hefner, vice president of Human Resources for David Weekley Homes, in a statement. “We’re very proud to offer an amazing workplace culture as well as competitive benefits and perks for our team, which inspires them to delight our customers.”

Powerhouse business IT firm Hewlett Packard Enterprise follows on the large employer list at No. 2, followed by apartment owner and operator Camden Property Trust at No. 3. Mortgage lender Cornerstone Home Lending, commercial real estate company Transwestern, and community college system Lone Star College also land on the prestigious list.

Meanwhile, four of Texas’ top 20 small and midsize employers to work for are right here in the Houston area. They are: mortgage provider Republic State Mortgage, online education hub Continued, oil and gas consulting firm E.A.G. Services, and AI-based e-commerce firm PROS.

Here’s the list of the top 20 small and midsize employers on the list of the Best Companies to Work For:

  1. Credera, Addison
  2. Bestow, life insurance company, Dallas
  3. Publishing Concepts, collector of oral histories, Dallas
  4. Pariveda Solutions, business and technology consulting firm, Dallas
  5. 49 Financial, financial planning provider, Austin
  6. Highland Homes, homebuilder, Plano
  7. AIM, provider of special education services, San Antonio
  8. Republic State Mortgage, mortgage provider, Houston
  9. Continued, provider of online continuing education, Houston
  10. Freese and Nichols, engineering, planning, and consulting firm, Fort Worth
  11. OJO Labs, home search platform, Austin
  12. Dialexa, digital product consulting firm, Dallas
  13. Granite Properties, commercial real estate developer, investor, and manager, Plano
  14. E.A.G. Services, oil and gas consulting firm, Houston
  15. Ontic Technologies, producer of “protective intelligence” software, Austin
  16. PROS, provider of AI-based software for e-commerce, Houston
  17. Scribe Media, book publisher, Austin
  18. Embark, business advisory firm, Dallas
  19. ProPath, operator of pathology practices, Dallas
  20. CerpassRX, pharmacy benefits manager, The Colony

Here’s the list of the top 20 large employers in Texas, according to Great Place to Work and Fortune:

  1. David Weekley Homes, homebuilder, Houston
  2. Hewlett Packard Enterprise, provider of business IT, Spring
  3. Camden Property Trust, apartment owner and operator, Houston
  4. Texas Health Resources, healthcare system, Arlington
  5. Vizient, healthcare consulting firm, Irving
  6. Ryan LLC, tax services and consulting firm, Dallas
  7. Hilcorp Energy, energy exploration and production company, Houston
  8. PrimeLending, a Plains Capital Company, mortgage lender, Dallas
  9. Cornerstone Home Lending, mortgage lender, Houston
  10. Transwestern, commercial real estate company, Houston
  11. Dell Technologies, seller of personal computers, network servers, data storage services, and software, Round Rock
  12. NuStar Energy, pipeline and terminal operator, San Antonio
  13. Mr. Cooper (Nationstar Mortgage), mortgage lender, Coppell
  14. Lone Star College, community college system, Houston
  15. USAA, financial services provider, San Antonio
  16. Sailpoint, provider of identity security software, Austin
  17. Enhabit Home Health & Hospice, home health and hospice provider, Dallas
  18. Epicor Software, provider of software for business process management, Austin
  19. Hilti, provider of tools and technology for construction companies, Plano
  20. Alcon Laboratories, producer of eye care products, Fort Worth

Great Place to Work selected the Best Companies to Work For in 2022 based on feedback from employee surveys and data from Great Place to Work-certified employers.

“As workers struggle with the Great Resignation, burnout, and COVID disruptions, these exceptional companies offer workplace experiences as strong as prior to the pandemic,” says company CEO Michael Bush.

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This article originally ran on CultureMap.

Here's what workplaces young professionals are the most happy. Photo via Getty Images

These 10 Houston companies rank among best U.S. employers for young professionals

workplace praise

Ten businesses in the Greater Houston area are clocking in among the country's best employers for millennials, according to a new report.

The Best Workplaces for Millennials list is published annually by Fortune magazine and compiled by Great Place to Work, a company that focuses on improving workplace culture.

Looking at the 10 Houston-area employers, mega developer David Weekley homes takes the top spot. The company appears at No. 12 on the list of large employers.

"It's an honor to once again be recognized as a top company for working millennials," said Robert Hefner, David Weekly vice president of human resources, in a statement. "We are very proud to offer a rewarding workplace culture as well as competitive benefits and amazing perks to draw this group of young talent to our award-winning team."

In that survey, 97 percent of staffers called David Weekley Homes a great place to work. The home builder previously ranked at number 26 on the 2020 list.

Joining David Weekly on the list are these large, mid-size, and small Houston-area companies:

Large employers:

  • Camden Property Trust, No. 32
  • Hilcorp, No. 37
  • Cornerstone Home Lending, No. 38
  • Transwestern, No. 65
  • Hewlett Packard Enterprise, No. 95

Small and mid-sized employers:

  • Continued, No. 33
  • Venterra Realty, No. 49
  • Republic State Mortgage, No. 90
  • E.A.G. Services, No. 91

Here's how employers in Texas' other major metro areas fared.

Dallas

  • Plano-based Granite: No. 6
  • Addison-based Credera, No. 36
  • Dallas-based Pariveda Solutions, No. 76
  • Dallas-based Embark, No. 97
  • Dallas-based PrimeLending lands at No. 29
  • Dallas-based Ryan LLC at No. 35.

Austin

Large employers:

  • Round Rock-based Dell Technologies, No. 75

Small and mid-sized employers:

  • Austin-based OJO Labs, No. 51
  • Austin-based SailPoint, No. 60
  • Austin-based Sedera Health, No. 69
  • Austin-based The Zebra, No. 86

San Antonio

Large employers:

  • San Antonio-based NuStar Energy, No. 91
  • San Antonio-based USAA, No. 98

"The Best Workplaces for Millennials treat their employees like people, not just employees," says Michael Bush, CEO of Great Place to Work. "These companies foster caring and respect for one another, at every level of the organization. The result is millennial employees who say they look forward to coming to work and — as our research says — are 50 times more likely to stay a long time."

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This article originally ran on CultureMap.

Houston's tech workforce makes double the average salary — but when it comes to job growth, the city needs improvement, according to a new report. Photo via Pexels

Report: Here's how Houston ranks when it comes to tech salaries and job growth

by the numbers

It truly pays to work in the tech sector in the Houston metro area.

A report published January 11 by Austin-based tech company Spanning Cloud Apps LLC shows workers in the Houston area can more than double their pay when they hold down a tech job. In fact, Houston ranks fifth among the country's largest metro areas for the pay advantage in tech occupations versus all occupations.

According to the report, the median annual pay for a Houston-area tech job stood at $91,190 in 2019. By comparison, the median annual pay for all occupations sat at $40,570. That puts the area's median tech pay 124.8 percent higher than the median pay for all occupations, giving Houston a fifth-place ranking in that category.

At 124.8 percent, Houston is sandwiched between fourth-place Dallas-Fort Worth (127 percent) and sixth-place San Antonio (124.7 percent) in terms of the pay premium offered by tech jobs. At No. 27 is Austin, with a 106.1 percent pay premium for tech jobs.

As for median tech pay, DFW ($91,760) claims the No. 12 spot among large metro areas. Meanwhile, Houston is in 15th place ($91,190), Austin is in 24th place ($85,640), and San Antonio is in 30th place ($81,870).

The report identifies 84,040 tech workers in the Houston area. In that regard, Houston ranks 13th among large metro areas, with DFW at No. 5 (158,490), Austin at No. 18 (66,800), and San Antonio at No. 35 (28,200).

While Houston earns a high ranking in the Spanning report for the pay gap between tech jobs and all jobs, it's toward the bottom of the pile when it comes to the share of tech jobs, the report indicates. Among large metro areas, Houston ranks 41st for the share of computer and math occupations in the workforce, 2.8 percent.

San Jose, California, takes the No. 1 spot in that category, with 12.7 percent of employees working in computer and math occupations. Austin ranks sixth (6.2 percent), DFW holds down the No. 13 spot (4.3 percent), and San Antonio comes in at No. 42 (2.7 percent).

Spanning based its report on data collected by the U.S. Bureau of Labor Statistics.

In February 2020, the Greater Houston Partnership indicated the region was home to about 150,000 tech workers, far above the number tallied in the Spanning report. The partnership says the region boasts the 12th largest tech sector in the U.S., generating an annual economic impact of $28.1 billion. Among the country's 20 largest metro areas, Houston ranks first for the share of tech workers at non-tech employers.

From August to September, Houston saw an 11 percent rise in postings for tech jobs, according to a third-quarter report from tech career hub Dice. That was one of the highest growth rates among the country's largest metro areas.

"As the home of NASA's human space program and headquarters to the global energy industry, Houston has long been known for its engineering prowess," the Greater Houston Partnership says. "Although most of Houston's technology talent is embedded in some of the area's largest industries such as energy and health care, subsectors such as software development, programming, and database management are also growing."

In the tech sector, Houston is bound to benefit from Hewlett Packard Enterprise Co. (HPE) shifting its headquarters from Silicon Valley to its campus under construction in Spring. The company praises Houston as "an attractive market for us to recruit and retain talent, and a great place to do business."

HPE already employs about 2,600 people in the Houston area. The move of its headquarters to Spring could mean the addition of hundreds of local jobs in the coming years.

"HPE's headquarters relocation is a signature moment for Houston, accelerating the momentum that has been building for the last few years as we position Houston as a leading digital tech hub," Bob Harvey, president and CEO of the Greater Houston Partnership, said in December.

Hewlett Packard Enterprise's new Houston-area facility will open in 2022. Photo courtesy of HPE/GHP

Tech giant Hewlett Packard Enterprise taps Houston area for global headquarters relocation

here comes HPE

Thousands of potential jobs are coming to the Bayou City region with a major move by a Fortune 500 company. Hewlett Packard Enterprise (HPE) and Texas Gov. Greg Abbott have announced that HPE will relocate its global headquarters to Spring, Texas from San Jose, California.

The headquarters will be located in a new state-of-the-art campus that will open in early 2022, and will build on the company's established presence in the state of Texas, according to a press release. The new campus, being built in the 60-acre Springwoods Village development, will consist of two five-story buildings with some 440,000 square feet of combined space. HPE already boasts a significant footprint in the Houston region, with more than 2,600 area employees, the Greater Houston Partnership notes.

HPE cited Houston's diverse talent base and low cost of doing business as key factors driving the move to the digital tech hub and global headquarters city.

A global enterprise information technology company that helps customers drive digital transformation by "unlocking value from all of their data," HPE delivers unique, open, and intelligent technology solutions, per the GHP. It works to create a consistent experience across all clouds and edges, to help customers develop new business models, engage in new ways, and increase operational performance. HPE has a long Houston pedigree, as Hewlett Packard merged with Compaq Computers in 2002. The company was founded in 2015 following the separation from HP, Inc., and is currently ranked 109 on the list of Fortune 500 companies.

Texas is already the site of HPE locations in Austin, Plano, and Houston. It currently operates major product development, services, manufacturing, and lab facilities in Houston and Austin.

The Houston move would no doubt be a boon to the local economy and create myriad jobs in the sector.

"As we look to the future, our business needs, opportunities for cost savings, and team members' preferences about the future of work, we are excited to relocate HPE's headquarters to the Houston region," said Antonio Neri, CEO of HPE, in a release. "Houston is an attractive market to recruit and retain future diverse talent and where we are currently constructing a state-of-the-art new campus. We look forward to continuing to expand our strong presence in the market."

Abbott applauded the move in a statement, noting, "We are excited that Hewlett Packard Enterprise has chosen to call Texas home, and I thank them for expanding their investment in the Lone Star State by relocating their headquarters to the Houston region. Hewlett Packard Enterprise joins more than 50 Fortune 500 companies headquartered in the Lone Star State, including 22 in the Houston area alone. That is because Texas offers the best business climate in the nation. Our low taxes, high quality of life, top-notch workforce, and tier one universities create an environment where innovative companies like HPE can flourish. We look forward to a successful partnership with HPE, as together we build a more prosperous future for Texas."

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This article originally ran on CultureMap.

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Houston medical robotics startup announces $42M series C

cha-ching

A Houston medical device company that's tapping into robotics technology for the operating room has just announced a major chunk of fresh funding.

EndoQuest Robotics Inc. announced that it has closed a $42 million series C to advance its robot technology that's targeting endoluminal and gastrointestinal minimally invasive procedures. Returning investors, CE Ventures Limited and McNair Interests, and new investor, Puma Venture Capital, led the round of funding.

"Our investors share our vision of leveraging robotics to redefine the possibilities in minimally invasive procedures," Kurt Azarbarzin, CEO of EndoQuest Robotics, says in a press release. "This financing enables us to continue innovating and refining our technology, ultimately improving patient care and transforming the future of endoluminal interventions."

The funding will go toward continued research and development, regulatory initiatives, commercialization, and other key initiatives. Dr. Vipul Patel, the co-founder and senior venture partner of Puma Venture Capital, is a robotic urologic surgeon and sees potential in EndoQuest's technology.

"I've had the privilege of seeing just about every robotic surgical system either in development or on the market today and can honestly say that EndoQuest's system is a true game changer for both physicians and patients," Patel says in the release.

Founded in 2017, EndoQuest's robotics technology has not yet been cleared by the FDA and is not for commercial sale in the United States.

"The EndoQuest team is trailblazing novel solutions in minimally invasive surgery," Neeraj Agrawal, executive director of Crescent Enterprises, the parent organization to CE Ventures Limited. "We welcome our new partners, and remain fully supportive of the Company and the prospects to transform healthcare with our innovative endoluminal surgical platform."

EndoQuest Robotics is targeting endoluminal and gastrointestinal minimally invasive procedures. Image via endoquestrobotics.com

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

guest column

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.

Houston entrepreneur launches platform for on-demand ordering with biz support for restaurateurs

it's chewtyme

While Ashley Loveless Cunningham has advised clients how to fix bad credit and build a healthy financial life for years, a look at her family’s own spending on food delivery came as a wake-up call.

Like a lot of busy households, they loved to order food through delivery apps, so much so that Cunningham realized it was time for a change. With the delivery charge and other fees that apps like DoorDash and GrubHub tack on, a food order can easily double in price. A $15 bowl from Chipotle that her son liked to order cost almost $40 by the time it got to the house — and that doesn’t even include a tip for the delivery driver.

“I thought, wait a minute. This is ridiculous,” she says.

She says she brainstormed, and began to look into ways to offer an alternative, not only for consumers, but for minority-owned restaurants that were struggling to keep their doors open.

So, Cunningham, whose business ventures include her financial literacy business New Credit Inc. and a perfume line, created her own app, ChewTyme.

The app launched in Houston and Atlanta last Friday, and has drawn over 3,000 consumer downloads, which Cunningham says is a “pretty good” start.

Cunningham, 40, a native of Mobile, Alabama, says she moved to Houston with her family ten months ago, drawn by the opportunity to grow their various businesses. And, the city’s vibrant food scene offered another avenue.

“Everybody moves here to open a restaurant,” she says of Houston.

Extra support on the side

Through restaurant owner clients of her credit counseling business, she learned that many were struggling to remain open. A lot of the business owners aren’t aware of the many options available to them, in business lines of credit, assuming their own personal financial credit is in good shape.

That’s where the business education side of the app comes in, where restaurateurs will gain access to “Business University,” financial guidance for their journey in the industry.

“I tell people, it’s not only about cash funding. There are other resources out there, things we need to thrive in the business space,” she says, adding that this includes mentorship and publicity services.

Many restaurant owners told her they partner with at least two or three food delivery apps already. But she thinks ChewTyme will stand out.

“A lot of people I’ve talked to, they just don’t know where to start,” she says. Her partnership with the restaurants would solve that issue, helping restaurateurs create a “full, state-of-the-art profile” that guides them every step of the way.

While she's yet to onboard her inaugural Houston restaurants, the app has begun to draw interest, Ashley says, especially from entrepreneurs who need a cheaper way to scale their business growth.

Cunningham says ChewTyme offers a competitive alternative to many third-party apps, which she says charge anywhere from a 20-22 percent commission on a restaurant’s delivery orders. The app will charge a 17 percent commission, with no monthly fee, and a flat $4.95 delivery rate to consumers, whom she plans to attract with discounts and promotions.

She hopes to initially sign up 25 restaurants in Houston and the same number in Atlanta, during the beta run of the app. As they work out the kinks, she feels confident in expansion.

Her biggest challenge moving forward is hiring quality drivers, she says.

“That really scares me. People who want to work, who have integrity. I’ve heard horror stories because people literally pick up their food and don’t deliver it,” she says.

ChewTyme is working with contracting partners who are conducting screening and background checks for potential drivers, and onboarding restaurant owners with follow-up. Interested restaurateurs or drivers can request more information on ChewTyme's website.

Tapping into a high-growth market

Third-party food delivery exploded in popularity during the pandemic, and a 2021 McKinsey report found that food delivery more than tripled since 2017. Post-pandemic, the on-demand services industry growth hasn't waned.

The Texas Restaurant Association fought for a law passed in 2021 to prevent third-party apps from adding restaurants to a delivery platform without a financial agreement or partnership, according to Christine Robbins, executive director of the association. But now that relationship seems to have settled into a profitable venture on both sides.

Taj Walker, of H-Town Restaurant Group, which owns Hugo’s, Xochi, and six other local restaurants, says the apps don’t typically charge a fee unless the restaurant takes part in an app’s ad promotion of their restaurant.

An app’s commission can range from 10 to 25 percent, he says, which their restaurants compensate for by charging 10 percent more on app orders than in-house food. The apps have become an important revenue stream for some H-Town’s more casual eateries, especially Urbe and Prego, which are popular among younger clientele, Walker says.

While Cunningham’s main goal is to uplift minority entrepreneurs and communities, the app will be available to any restaurateur who wants it.