Q&A: Newly named Houston corporate energy, chemicals leader on navigating dynamic energy transition sector

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Teresa Thomas, newly named vice chair and national sector leader for energy and chemicals at Deloitte, shares her vision in an interview. Photo via LinkedIn

Deloitte is undergoing a leadership shift — and this evolution for the nearly 200-year-old company directly affects its Houston office and the energy transition line of business.

Earlier this year, Teresa Thomas was named vice chair and national sector leader for energy and chemicals at Deloitte. Based in Houston, she will also serve as an advisory partner and leader in Deloitte & Touche LLP's Risk & Financial Advisory energy and chemicals practice. She succeeds Amy Chronis, partner at Deloitte LLP, who will continue to serve within the energy and chemicals practice until her retirement in June 2024.

In an interview with EnergyCapital, Thomas shares a bit about what she plans on focusing as she takes on her new role.

EnergyCapital: As you transition into your new role, how would you describe your focus and priorities?

Teresa Thomas: I am excited about what lies ahead for the energy and chemicals sector. The sector is moving into the new year with strong production and a focus on returning value and achieving efficiency. The sector is innovating with new technologies, such as artificial intelligence, including generative AI. that can capture value from data to transform and reinvent business processes and optimize the workforce.

The mission for my leadership role is to grow our practice by serving our clients with world-class solutions; venture into new innovative areas that exceed the changing needs in our sector; and attract, retain, and develop the best talent across Deloitte’s four businesses. I am bullish about the sector's role in leading on the forefront through the energy transition, pioneering innovative technologies and solutions that will help solve some of society’s most pressing issues, and contributing unique and differentiated ideas to help transform the energy and chemicals sector to meet global demands in a sustainable and profitable way.

EC: How is Deloitte navigating the trends and progression of the energy transition? What are clients’ expectations, and how does the company plan to stay a step ahead?

TT: At Deloitte, we proactively navigate the dynamic landscape of the energy transition with a strategic, collaborative, and innovative edge. Our extensive global presence and diverse partnerships, spanning industries, regions, and academic institutions, keep us abreast of emerging trends, regulatory shifts, and technological advancements. Client expectations are evolving towards sustainable practices, and we respond by providing innovative solutions that align with their goals.

Our commitment to staying a step ahead involves continuous investment in talent development and innovative technologies. Central to our strategy is taking ownership of pivotal marketplace issues and adeptly guiding clients through the intricacies of their business challenges. Through harnessing our extensive expertise that cuts across our four business, we aim to create growth opportunities and offer innovative solutions.

EC: Energy companies have been known to more slowly adopt and adapt to new technologies. Is that changing?

TT: We believe the energy and chemicals industries is at the forefront of adopting cutting-edge technologies to bolster operational efficiency, increase productivity, reduce costs, and advance safety and sustainability measures. From bringing new materials to consumers, pioneering offshore operations, transforming shale resources into one of the most competitive resources, to developing new and sustainable molecules, the industry has highlighted its adaptability. The industry continues to be a leader of groundbreaking technologies including the development of biofuels, biomaterials, carbon capture, hydrogen production, and more.

Additionally, energy companies are increasingly leveraging digital technologies, including GenAI to enhance operational efficiency, optimize resource management, and drive innovation across various segments of the industry. From interpreting seismic data and predicting reservoir behavior, to employing carbon analytics and tracking GHG emissions, the industry is transforming its operations and contributing to a more sustainable and efficient energy landscape. While there is much more to be done, we remain confident that the energy industry will continue to help lead the way in innovation.

The oil and gas industry has been increasingly investing in clean energy over recent years, wherein the clean energy investments by the oil and gas industry as a share of their upstream capex quadrupled between 2020 and 2022. Yet, this clean energy investment remains less than 2 percent of the overall clean energy investments made in 2022.

After having outperformed the broader S&P 500 by over 45 percent since 2021, the oil and gas industry faces a threefold mandate:

uphold financial stability,
sustain high dividends, and
augment investments in low-carbon ventures.

However, the central challenge lies in scaling the energy transition while maintaining profitability and shareholder value.

EC: The chemicals sector, in particular, seems ripe for disruption with new and developing alternative materials on the scene. What do you expect to see from this industry in 2024?

TT: There is a chemicals and material transition taking place as companies are pushed to develop more sustainable, lower-carbon materials. And given that 96 percent of all manufactured goods are touched by chemistry, this transition could also be transformational. Over the next year, we expect chemical companies to continue positioning themselves for this high-tech, low-carbon future in three notable ways.

First, we expect companies to increase automation and digitalization to improve productivity and accelerate innovation.
Second, we see companies continuing to invest in circular solutions, whether it's designing materials for a sustainable end-of-life or using renewable feedstocks.
Third, we expect some companies to lean into the new chemicals and materials needed to support the energy transition.

EC: As a Houstonian, what do you see the city’s role amidst the future of energy?

TT: Houston is a top global city, driving transformational change and a convener to an ecosystem of players that are leading the charge in the energy transition through biofuels, biomaterials, and advanced methods for carbon capture and hydrogen production.

Although not a native, I did find the energy and chemicals sector early in my career which brought me to this dynamic city. Houston’s advanced network of partners are working together toward creating innovative solutions that are accelerating the advancement of a lower carbon future.

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This conversation has been edited for brevity and clarity.

This article originally ran on EnergyCapital.

Houston is expected to see a 1.9 percent rise in office jobs this year. Getty Images

Houston listed among top cities expected to see office job growth

new hires

Texas cities — including the Houston area — will see a slew of new office jobs this year, according to a new projection.

Commercial real estate services company CBRE predicts Houston will see a 1.9 percent rise in office jobs this year compared to last year. That ranks Houston as the No. 4 spot for anticipated office-job growth in 2020 among U.S. markets with at least 37.5 million square feet of office space. Office jobs include those in the tech, professional services, and legal sectors.

"Tech, talent, and low taxes continue to fuel Texas' rising status as an inevitable, leading force in the U.S. economy," Ian Anderson, Americas head of office research at CBRE, says in the release. "2020 will be another year where companies and people from around the country relocate to the Lone Star State, leaving most of the rest of the country in envy of the growth in Dallas, Houston, and Austin."

Dallas only narrowly outpaced Houston in the ranking coming in at No. 3 with 2.1 percent expected growth. Austin, however, is the big Texas winner with an expected 2.6 percent rise in office jobs this year compared with last year. That puts Austin in first place on the ranking, edging out San Francisco for the top spot in CBRE's forecast, published January 9. The company predicts a 2.5 percent increase in San Francisco office jobs this year versus last year.

Personal finance website WalletHub recently ranked San Francisco and Austin third and fourth, respectively, on its list of the U.S. best cities to find a job.

"It's not surprising that the forecast for Austin is extremely bright, and we expect that technology companies and professional firms will still drive the demand for more [offices]," Troy Holme, executive vice president in the Austin office of CBRE, says in a January 22 release.

In November, Austin's unemployment rate decreased to 2.5 percent from 2.6 percent in October and 2.7 percent in September, according to the Texas Workforce Commission. Austin's jobless rate in November was the third lowest among the state's metro areas; Dallas-Fort Worth's rate was at 3 percent, while Houston's was at 3.6 percent.

CBRE says the growth of office jobs was more robust in the top U.S. markets last year than it is estimating for 2020. Dallas (5.7 percent) leads the 2019 list, followed by San Francisco (5.2 percent), Seattle (4.2 percent), Houston (3.7 percent), and Charlotte, North Carolina (3.6 percent).

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This article originally ran on CultureMap.

Backed by an Austin venture group, Navegate has opened a Houston outpost. Courtesy of Navegate

Digital supply chain tech company expands to Houston

New to Hou

A growing software company backed by Austin-based Next Coast Ventures has set its eyes on a new office in Houston.

Navegate, a digital supply chain technology and services for the middle market with headquarters in Minneapolis and offices in Chicago, Los Angeles, and Shanghai, announced its new offices in Houston and Kansas City as well as a the beta version of a new software platform. The company now has 100 employees across its six offices.

"At Navegate we have a concierge-level commitment to fulfilling our clients' needs," says Nathan Dey, CEO of Navegate, in a news release. "By establishing Kansas City and Houston offices, we're expanding our footprint to have physical locations in two critical freight hubs. These locations will provide further leverage for both existing and future Navegate clients in their efforts to build best-in-class supply chains."

James Blodgett will lead the Houston office as the key accounts manager. He has more than 35 years of experience in project cargo, according to the release, and notes how important Houston is as a market considering its connection to the port.

"As a hub for cargo and oversized shipments, I'm excited to leverage our new location to strengthen customer relationships as well as grow Navegate's base for project cargo," says Blodgett in the release.

The company has financial support in Texas already. Next Coast Ventures originally got involved with the company last October when Chicago-based Saltspring Capital led Navegate's financing round. Dey, who was previously managing partner at Saltspring Capital, became CEO and chairman of Navegate as part of the recapitalization.

"Nathan has only been CEO at Navegate for less than a year and he has already done an incredible job of reinvigorating the company's mission to be the industry leader in logistics, strategically growing their global presence and incorporating customer feedback into their platform," says Michael Smerklo, co-founder and managing director of Next Coast Ventures. "Navegate's newly-designed software and commitment to having their experts on the ground in these transportation hubs show their unwavering dedication to their customers — the exact type of hands-on, innovative approach to customer service and product iteration that we strive to invest in."

The company announced that Operations Manager Adam Daugherty will lead the new Kansas City location, and that it will be rolling out a new platform, called Navegate Emerald™. The new user interface is complete with intelligent new shipment tracking and management tools that work with supply chain collaboration. Navegate Emerald has four new applications that allows customization for customers to build their own solutions depending on their needs.

"As we celebrate our 50th year in business, Navegate Emerald has ushered in a renaissance of our technology and our business as a whole," says Dey in the release. "We're thrilled to be able to help add value to our more than 600 clients' processes and transform how they do business through the utilization of these digitally-enabled supply chain tools. The breakthrough business benefits they provide will allow for reduced supply chain costs, better working capital management, improved understanding of capital at risk and more seamless communication with all supply chain constituents.

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New Rice Brain Institute partners with TMC to award inaugural grants

brain trust

The recently founded Rice Brain Institute has named the first four projects to receive research awards through the Rice and TMC Neuro Collaboration Seed Grant Program.

The new grant program brings together Rice faculty with clinicians and scientists at The University of Texas Medical Branch, Baylor College of Medicine, UTHealth Houston and The University of Texas MD Anderson Cancer Center. The program will support pilot projects that address neurological disease, mental health and brain injury.

The first round of awards was selected from a competitive pool of 40 proposals, and will support projects that reflect Rice Brain Institute’s research agenda.

“These awards are meant to help teams test bold ideas and build the collaborations needed to sustain long-term research programs in brain health,” Behnaam Aazhang, Rice Brain Institute director and co-director of the Rice Neuroengineering Initiative, said in a news release.

The seed funding has been awarded to the following principal investigators:

Kevin McHugh, associate professor of bioengineering and chemistry at Rice, and Peter Kan, professor and chair of neurosurgery at the UTMB. McHugh and Kan are developing an injectable material designed to seal off fragile, abnormal blood vessels that can cause life-threatening bleeding in the brain.
Jerzy Szablowski, assistant professor of bioengineering at Rice, and Jochen Meyer, assistant professor of neurology at Baylor. Szablowski and Meyer are leading a nonsurgical, ultrasound approach to deliver gene-based therapies to deep brain regions involved in seizures to control epilepsy without implanted electrodes or invasive procedures.
Juliane Sempionatto, assistant professor of electrical and computer engineering at Rice, and Aaron Gusdon, associate professor of neurosurgery at UTHealth Houston. Sempionatto and Gusdon are leading efforts to create a blood test that can identify patients at high risk for delayed brain injury following aneurysm-related hemorrhage, which could lead to earlier intervention and improved outcomes.
Christina Tringides, assistant professor of materials science and nanoengineering at Rice, and Sujit Prabhu, professor of neurosurgery at MD Anderson, who are working to reduce the risk of long-term speech and language impairment during brain tumor removal by combining advanced brain recordings, imaging and noninvasive stimulation.

The grants were facilitated by Rice’s Educational and Research Initiatives for Collaborative Health (ENRICH) Office. Rice says that the unique split-funding model of these grants could help structure future collaborations between the university and the TMC.

The Rice Brain Institute launched this fall and aims to use engineering, natural sciences and social sciences to research the brain and reduce the burden of neurodegenerative, neurodevelopmental and mental health disorders. Last month, the university's Shepherd School of Music also launched the Music, Mind and Body Lab, an interdisciplinary hub that brings artists and scientists together to study the "intersection of the arts, neuroscience and the medical humanities." Read more here.

Your data center is either closer than you think or much farther away

houston voices

A new study shows why some facilities cluster in cities for speed and access, while others move to rural regions in search of scale and lower costs. Based on research by Tommy Pan Fang (Rice Business) and Shane Greenstein (Harvard).

Key findings:

Third-party colocation centers are physical facilities in close proximity to firms that use them, while cloud providers operate large data centers from a distance and sell access to virtualized computing resources as on‑demand services over the internet.
Hospitals and financial firms often require urban third-party centers for low latency and regulatory compliance, while batch processing and many AI workloads can operate more efficiently from lower-cost cloud hubs.
For policymakers trying to attract data centers, access to reliable power, water and high-capacity internet matter more than tax incentives.

Recent outages and the surge in AI-driven computing have made data center siting decisions more consequential than ever, especially as energy and water constraints tighten. Communities invest public dollars on the promise of jobs and growth, while firms weigh long-term commitments to land, power and connectivity.

Against that backdrop, a critical question comes into focus: Where do data centers get built — and what actually drives those decisions?

A new study by Tommy Pan Fang (Rice Business) and Shane Greenstein (Harvard Business School) provides the first large-scale statistical analysis of data center location strategies across the United States. It offers policymakers and firms a clearer starting point for understanding how different types of data centers respond to economic and strategic incentives.

Forthcoming in the journal Strategy Science, the study examines two major types of infrastructure: third-party colocation centers that lease server space to multiple firms, and hyperscale cloud centers owned by providers like Amazon, Google and Microsoft.

Two Models, Two Location Strategies

The study draws on pre-pandemic data from 2018 and 2019, a period of relative geographic stability in supply and demand. This window gives researchers a clean baseline before remote work, AI demand and new infrastructure pressures began reshaping internet traffic patterns.

The findings show that data centers follow a bifurcated geography. Third-party centers cluster in dense urban markets, where buyers prioritize proximity to customers despite higher land and operating costs. Cloud providers, by contrast, concentrate massive sites in a small number of lower-density regions, where electricity, land and construction are cheaper and economies of scale are easier to achieve.

Third-party data centers, in other words, follow demand. They locate in urban markets where firms in finance, healthcare and IT value low latency, secure storage, and compliance with regulatory standards.

Using county-level data, the researchers modeled how population density, industry mix and operating costs predict where new centers enter. Every U.S. metro with more than 700,000 residents had at least one third-party provider, while many mid-sized cities had none.

ImageThis pattern challenges common assumptions. Third-party facilities are more distributed across urban America than prevailing narratives suggest.

Customer proximity matters because some sectors cannot absorb delay. In critical operations, even slight pauses can have real consequences. For hospital systems, lag can affect performance and risk exposure. And in high-frequency trading, milliseconds can determine whether value is captured or lost in a transaction.

“For industries where speed is everything, being too far from the physical infrastructure can meaningfully affect performance and risk,” Pan Fang says. “Proximity isn’t optional for sectors that can’t absorb delay.”

The Economics of Distance

For cloud providers, the picture looks very different. Their decisions follow a logic shaped primarily by cost and scale. Because cloud services can be delivered from afar, firms tend to build enormous sites in low-density regions where power is cheap and land is abundant.

These facilities can draw hundreds of megawatts of electricity and operate with far fewer employees than urban centers. “The cloud can serve almost anywhere,” Pan Fang says, “so location is a question of cost before geography.”

The study finds that cloud infrastructure clusters around network backbones and energy economics, not talent pools. Well-known hubs like Ashburn, Virginia — often called “Data Center Alley” — reflect this logic, having benefited from early network infrastructure that made them natural convergence points for digital traffic.

Local governments often try to lure data centers with tax incentives, betting they will create high-tech jobs. But the study suggests other factors matter more to cloud providers, including construction costs, network connectivity and access to reliable, affordable electricity.

When cloud centers need a local presence, distance can sometimes become a constraint. Providers often address this by working alongside third-party operators. “Third-party centers can complement cloud firms when they need a foothold closer to customers,” Pan Fang says.

That hybrid pattern — massive regional hubs complementing strategic colocation — may define the next phase of data center growth.

Looking ahead, shifts in remote work, climate resilience, energy prices and AI-driven computing may reshape where new facilities go. Some workloads may move closer to users, while others may consolidate into large rural hubs. Emerging data-sovereignty rules could also redirect investment beyond the United States.

“The cloud feels weightless,” Pan Fang says, “but it rests on real choices about land, power and proximity.”

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This article originally appeared on Rice Business Wisdom. Written by Scott Pett.

Pan Fang and Greenstein (2025). “Where the Cloud Rests: The Economic Geography of Data Centers,” forthcoming in Strategy Science.

Houston climbs to top 10 spot on North American tech hubs index

tech report

Houston already is the Energy Capital of the World, and now it’s gaining ground as a tech hub.

On Site Selection magazine’s 2026 North American Tech Hub Index, Houston jumped to No. 10 from No. 16 last year. The index relies on data from Site Selection as well as data from CBRE, CompTIA and TeleGeography to rank the continent’s tech hotspots. The index incorporates factors such as internet connectivity, tech talent and facility projects for tech companies.

In 2023, the Greater Houston Partnership noted the region had “begun to receive its due as a prominent emerging tech hub, joining the likes of San Francisco and Austin as a major player in the sector, and as a center of activity for the next generation of innovators and entrepreneurs.”

The Houston-area tech sector employs more than 230,000 people, according to the partnership, and generates an economic impact of $21.2 billion.

Elsewhere in Texas, two other metros fared well on the Site Selection index:

Dallas-Fort Worth nabbed the No. 1 spot, up from No. 2 last year.
Austin rose from No. 8 last year to No. 7 this year.

San Antonio slid from No. 18 in 2025 to No. 22 in 2026, however.

Two economic development officials in DFW chimed in about the region’s No. 1 ranking on the index:

“This ranking affirms what we’ve long seen on the ground — Dallas-Fort Worth is a top-tier technology and innovation center,” said Duane Dankesreiter, senior vice president of research and innovation at the Dallas Regional Chamber. “Our region’s scale, talent base, and diverse strengths … continue to set DFW apart as a national leader.”
“Being recognized as the top North American tech hub underscores the strength of the entire Dallas-Fort Worth region as a center of innovation and next-generation technology,” said Robert Allen, president and CEO of the Fort Worth Economic Development Partnership.

While not directly addressing Austin’s Site Selection ranking, Thom Singer, CEO of the Austin Technology Council, recently pondered whether Silicon Hills will grow “into the kind of community that other cities study for the right reasons.”

“Austin tech is not a club. It is not a scene. It is not a hashtag, a happy hour, or any one place or person,” Singer wrote on the council’s blog. “Austin tech is an economic engine and a global brand, built by thousands of people who decided to take a risk, build something, hire others, and be part of a community that is still young enough to reinvent itself.”

South of Austin, Port San Antonio is driving much of that region’s tech activity. Occupied by more than 80 employers, the 1,900-acre tech and innovation campus was home to 18,400 workers in 2024 and created a local economic impact of $7.9 billion, according to a study by Zenith Economics.

“Port San Antonio is a prime example of how innovation and infrastructure come together to strengthen [Texas’] economy, support thousands of good jobs, and keep Texas competitive on the global stage,” said Kelly Hancock, the acting state comptroller.

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