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

guest column

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

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.

------

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

From Your Site Articles
Lemonada, founded by Houstonian Stephanie Wittels Wachs and Jessica Cordova Kramer, wants to air content that takes an unfiltered approach to life. Pexels

Houstonian launches her podcast network to talk about the tough stuff

unfiltered and on air

Even before Stephanie Wittels Wachs' Lemonada Media launched its first podcast on September 25, the network got a shout-out from none other than the New York Times, which listed its "Last Day" offering as one of seven new podcasts to listen to this fall.

The media company, which Wachs built with award-winning podcaster Jessica Cordova Kramer, takes aim at the human experience in all its messiness: addictions, the troubles of raising decent children, how we develop empathy. Its three shows will be distributed by The team has partnered with Westwood One on distribution, and upcoming guests include such star power as Jamie Lee Curtis, comedians Sarah Silverman, Tig Notaro, and Aziz Ansari, author Reza Aslan, actress Mara Wilson, activist DeRay McKesson, songwriter Justin Tranter and filmmaker Kulap Vilaysack.

None of it, however, is what Wachs set out to do in her life. But she knows it's exactly where life led her.

"This is everything I've done in my whole life," she tells InnovationMap. "It sort of combines my writing and my education background and my artistic background and some voiceover background and my activism. It's everything."

A part of that everything is her brother Harris Wittels, a creative force in his own right, known for his works on Parks and Rec, who died of a drug overdose (Wachs used her reaction to that to write Everything is Horrible and Wonderful, which not only chronicles Harris' addiction, but also how she processed her grief). He was a podcaster as well, and Wachs says this venture helps continue that legacy.

"But it's also about activism," she says. "About opioids and every other epidemic we're going through that feels so unsolvable. And that's how I roll."

Since her brother's death, Wachs has looked for ways not only to process the grief and anger she felt, but also found herself more and more drawn to finding ways to educate people and advocate for better understanding of addiction and ways to treat it. When her two young children were diagnosed with hearing disorders, she found herself advocating for having hearing aids covered by health care. So, while she may not have wanted to step into an activist role, once she found herself there, she threw herself into it with her characteristic energy and intelligence and not a little humor.

"Our goal is to make shows that help people get out of bed in the morning, that help people deal with the hardest shit in their lives," says Kramer in a press release announcing the podcast launch.

Kramer and Wachs met in 2017. Kramer had heard Wachs on another podcast, and as the two continued talking, they realized they were developing a shared mission. Lemonada takes its name from the idea of taking life's lemons and making them into lemonade – incorporating the bitter and the sweet.

To make the transition from writer and artist to media maven, Wachs drew on her already established strengths of community building and a desire to create high-quality content.

"We really wanted to bring a community flavor into the mix," she says. "And, as a women-run company, it was huge for us to have women's voices."

Houstonian Stephanie Wittels Wachs and Jessica Cordova Kramer launched Lemonada this fall. Photo via lemonadamedia.com

The result is a podcast network that brings to bear what Wachs calls incredible talent. The starting lineup includes "Last Day," which launched Sept. 25. Wachs confronts massive epidemics with humanity, wit, and a quest for progress. Starting with the opioid crisis, the show zooms in on a person's last day of life, exploring how they got there and how we, as a society, have gotten here.

Debuting on October 24, "As Me with Sinéad" explores the concept of empathy and how listening brings us closer. Academic, TED alum, and advocate Sinéad Burke leads candid conversations with diverse, notable guests who explain what it's like to be them. They challenge us to confront our biases, deepen our humanity, and feel empowered to impact and change the world around us.

And later in the year, with a debut date of November 26, comes "Good Kids: How Not to Raise an A**hole." For 15 minutes each week, a diverse set of parents, teachers, policy makers, and world shapers grab the mic and offer relevant advice, rants, and reflections. "Think of this as a quasi-manual for how to raise better humans," read the show's description in the press release.

"It feels almost non-profit in flavor," Wachs says of the endeavor. "I mean, we are a for-profit company, but it's mission driven, and that was important to both of us."

That mission, it seems, has also taken over the Wachs household. Over the summer, Wach's husband, Mike Wachs quit his job to work full-time with Lemonada, and Kramer's husband works in Lemonada's leadership, as well. That sense of family is galvanizing to Wachs, who loves that the new venture gives her time and space to watch her children grow. She's also crazy about how technology – everything from audio editing programs to conference calling to texting and FaceTime – has made Lemonada possible. Kramer took a safari as she and Wachs were planning the launch.

"I love that!" says Wachs. "We put everything on Slack and even though she was halfway around the world, it was like she was in my house."

The partnership with Westwood One gave Wachs her own tiny studio at 104 KRBE.

"It's really, truly miraculous," she says of the way the business was built. "And I know we all bring all these great gifts to the table. Mine is that I am able to talk all day," she quips."

Both she and Kramer are baking on the idea that there are a lot of people out there who feel like they do, that it's easier to survive life's challenges when you know you're not alone, who are ready to tune in and listen.

Ad Placement 300x100
Ad Placement 300x600

CultureMap Emails are Awesome

Property Showcase

Houston health care leader secures funding, milestones for latest initiatives across cancer, stroke, and more

news roundup

UTHealth Houston is making waves in many disciplines right now. From cancer to Alzheimer’s disease to stroke, the institution is improving outcomes for patients in new ways. Last week, UTHealth announced three exciting updates to its roster of accomplishments.

On October 8, UTHealth announced that it had received a $4.8 million grant from the National Cancer Institute, aimed at helping cancer survivors to continue their healing and enhancing primary care capacity. It will be put into action by UTHealth researchers working with eight community health centers around Texas that treat un- and underinsured patients. The initiative is called Project CASCADE, which stands for Community and Academic Synergy for Cancer Survivorship Care Delivery Enhancement.

“Project CASCADE focuses on how primary healthcare teams provide whole-person and coordinated care to underserved patients who have a history of cancer,” says Bijal Balasubramanian, professor of epidemiology and the Rockwell Distinguished Chair in Society and Health at UTHealth Houston School of Public Health, a multiple principal investigator of the study. “Primary care is uniquely suited to deliver whole-person and coordinated care for cancer survivors because, at its core, it prioritizes, personalizes and integrates healthcare for all conditions, not just the cancer.”

He continued by adding that 70 percent of cancer survivors live with other chronic conditions. The study will help by taking a holistic approach, rather than relegating people’s care to many different teams. Project CASCADE is one of only four National Cancer Institute-funded U01 grants that have been awarded to applicants focused on primary care for cancer survivors.

“Community health centers are the primary-care homes for patients who are underinsured or uninsured. In collaboration with community health center clinics, this study will develop a model of cancer survivorship care that can be disseminated and scaled up to be used across other health systems in Texas,” Balasubramanian says.

The intervention will use a designated care coordinator champion to oversee every aspect of patients’ health journey. Project ECHO will provide a backbone for treatment. That’s a telementoring strategy that improves primary care clinicians’ knowledge about post-cancer care, recognition and management of the effects of cancer and its treatments, and communication between oncologists and the primary care team. Project CASCADE is also a partnership between The University of Texas System institutions, including UT Southwestern Medical Center and The University of Texas MD Anderson Cancer Center.

The previous week, UTHealth made history by performing the first infusion in Houston of a newly FDA-approved drug, Kisunla, for the treatment of early symptomatic Alzheimer’s disease. The lucky recipient was 79-year-old Terrie Frankel. Though Kisunla is not a cure for Alzheimer’s, it has been noted to slow progress when administered early in the disease’s encroachment.

“Mrs. Frankel is the ideal patient for this treatment,” her doctor, David Hunter says. “We want to see patients as soon as they, or their family, notice the slightest trace of forgetfulness. The earlier the patient is in their Alzheimer’s disease, the more they benefit from treatments like Kisunla.”

UTHealth was one of the sites in the trial that charted the fact that Kisunla reduced amyloid plaques on average by 84 percent at 10 months after infusion. Frankel will receive her infusions monthly for the next 18 months, and her doctors will keep tabs on her progress with PET scans and use MRIs to scan for possible side effects. Next year, researchers will begin recruiting participants over the age of 55 with a family history of dementia, but no memory loss themselves, for a new trial, one of several currently working against Alzheimer’s that are taking place at UTHealth.

Stroke is no less of a worry to many patients. Last week, UTHealth received another grant that will improve the odds for patients who have had a stroke with the successful re-opening of a blocked vessel through endovascular surgery. The $2.5 million grant from the National Institute of Neurological Disorders and Stroke, part of the National Institutes of Health, will fund a five-year study that will include the creation of a machine-learning program that will be able to predict which stroke patients with large blood vessel blockages will benefit most from endovascular therapy.

The investigators will form a database of imaging and outcomes of patients whose blockages were successfully opened, called reperfusion, from three U.S. hospitals. This will allow them to identify clinical and imaging-based predictors of damage in the brain after reperfusion. From there, the deep-learning model will help clinicians to know which patients might go against the tenet that the sooner you treat a patient, the better.

“This is shaking our core of deciding who we treat, and when, and how, but also, how we are evaluating them? Our current methods of determining benefit with imaging are not good enough,” says principal investigator and associate professor in the Department of Neurology at McGovern Medical School at UTHealth Houston, Sunil Sheth.

And this is just some of the groundbreaking work taking place at UTHealth each day.

Houston plugs in as 3rd cheapest city in America for remote workers

report

Houston's bustling telework industry is earning a new reputation as one of the most affordable in the country. A recent study by online retailer The Perfect Rug has revealed Houston is the No. 3 cheapest U.S. city center for remote work.

The report ranked the top 10 largest U.S. cities based on population data, the number of coworking spaces and cafes per capita, statewide average internet speeds, average apartment rent prices, and more.

Houston falls third to the far west Texas city of El Paso (No. 1), and Austin (No. 2).

When it comes to finding the best place to work remotely, Houston has an abundance of options including coffee shops, coworking spaces, and local library branches. According to the report's data, there are about six coworking spaces and 16 cafes per capita in the city, but Houstonians know best that there is a much wider variety of places to work from "home" than whatever number a study determines.

The average internet speed in Texas is 425.9 mbps (megabits per second), which is the fourth-highest internet speed out of the six total states (and the District of Columbia) mentioned in the study. Pennsylvania, Washington, and Washington, D.C. all have faster average internet speeds, at 430.8, 451, and 473.8 mpbs, respectively.

The Perfect Rug also calculated the average costs for meals, coffee, and monthly rent in Houston:

  • $1,196 per month – Average apartment rent cost in central Houston
  • $15 per hour – Average cost for a desk at a coworking space
  • $18 – Average cost for a meal
  • $5.32 – Average cost for a coffee
Furthermore, Houston-based remote workers are technically saving on fuel costs compared to those who have to commute into the city daily for their jobs.A spokesperson for The Perfect Rug said Texas cities like El Paso, Austin, and Houston are far more popular for "budget-conscious" remote workers partially because rent costs are far lower in comparison to many other U.S. cities.

"On the other hand, cities like Washington, D.C., and Seattle, while more expensive, compensate with faster internet speeds and a higher density of workspaces, which can enhance the remote work experience," the spokesperson said. "Finding the right balance between cost and amenities is key for remote workers seeking both productivity and affordability."

Elsewhere in Texas, San Antonio ranked as the fifth most affordable city for teleworkers, followed by Dallas (No. 7).

The top 10 cheapest U.S. cities for remote workers are:

  • No. 1 – El Paso, Texas
  • No. 2 – Austin, Texas
  • No. 3 – Houston, Texas
  • No. 4 – Seattle, Washington
  • No. 5 – San Antonio, Texas
  • No. 6 – Washington, D.C.
  • No. 7 – Dallas, Texas
  • No. 8 – Denver, Colorado
  • No. 9 – Philadelphia, Pennsylvania
  • No. 10 – Nashville, Tennessee

------

This article originally ran on CultureMap.

SpaceX reaches milestone achievement with latest Starship rocket launch

science nonfiction

Texas-based SpaceX pulled off the boldest test flight yet of its enormous Starship rocket on Sunday, catching the returning booster back at the launch pad with mechanical arms.

A jubilant Elon Musk called it “science fiction without the fiction part.”

Towering almost 400 feet (121 meters), the empty Starship blasted off at sunrise from the southern tip of Texas near the Mexican border. It arced over the Gulf of Mexico like the four Starships before it that ended up being destroyed, either soon after liftoff or while ditching into the sea. The previous one in June had been the most successful until Sunday's demo, completing its flight without exploding.

This time, Musk, SpaceX's CEO and founder, upped the challenge for the rocket that he plans to use to send people back to the moon and on to Mars.

At the flight director's command, the first-stage booster flew back to the launch pad where it had blasted off seven minutes earlier. The launch tower's monstrous metal arms, dubbed chopsticks, caught the descending 232-foot (71-meter) stainless steel booster and gripped it tightly, dangling it well above the ground.

“The tower has caught the rocket!!” Musk announced via X. “Big step towards making life multiplanetary was made today.”

Company employees screamed in joy, jumping and pumping their fists into the air. NASA joined in the celebration, with Administrator Bill Nelson sending congratulations.

Continued testing of Starship will prepare the nation for landing astronauts at the moon’s south pole, Nelson noted. NASA’s new Artemis program is the follow-up to Apollo, which put 12 men on the moon more than a half-century ago.

“Folks, this is a day for the engineering history books,” SpaceX engineering manager Kate Tice said from SpaceX headquarters in Hawthorne, California.

“Even in this day and age, what we just saw is magic,” added company spokesman Dan Huot from near the launch and landing site. “I am shaking right now.”

It was up to the flight director to decide, in real time with a manual control, whether to attempt the landing. SpaceX said both the booster and launch tower had to be in good, stable condition. Otherwise, it was going to end up in the gulf like the previous ones. Everything was judged to be ready for the catch.

The retro-looking spacecraft launched by the booster continued around the world, soaring more than 130 miles (212 kilometers) high. An hour after liftoff, it made a controlled landing in the Indian Ocean, adding to the day's achievement. Cameras on a nearby buoy showed flames shooting up from the water as the spacecraft impacted precisely at the targeted spot and sank, as planned.

“What a day,” Huot said. “Let's get ready for the next one.”

The June flight came up short at the end after pieces came off. SpaceX upgraded the software and reworked the heat shield, improving the thermal tiles.

SpaceX has been recovering the first-stage boosters of its smaller Falcon 9 rockets for nine years, after delivering satellites and crews to orbit from Florida or California. But they land on floating ocean platforms or on concrete slabs several miles from their launch pads — not on them.

Recycling Falcon boosters has sped up the launch rate and saved SpaceX millions. Musk intends to do the same for Starship, the biggest and most powerful rocket ever built with 33 methane-fuel engines on the booster alone.

Musk said the captured Starship booster looked to be in good shape, with just a little warping of some of the outer engines from all the heat and aerodynamic forces. That can be fixed easily, he noted.

NASA has ordered two Starships to land astronauts on the moon later this decade. SpaceX intends to use Starship to send people and supplies to the moon and, eventually Mars.

___

The Associated Press Health and Science Department receives support from the Howard Hughes Medical Institute’s Science and Educational Media Group. The AP is solely responsible for all content.

View All Listings