The Ion named three corporate partners ahead of its annual innovation-focused festival. Photo courtesy of the Ion

Houston’s Ion innovation hub has recruited three heavyweight corporate partners, the hub announced earlier this week.

The new partners are:

  • Houston-based energy company Occidental (known as Oxy).
  • United Airlines Ventures, the sustainability-focused VC arm of Chicago-based United Airlines. United operates a major hub in Houston.
  • Australia-based Woodside Energy, which maintains an office in Houston.

Oxy, United Airlines Ventures, and Woodside will share their expertise in support of Ion’s mission to transform Houston into a global innovation ecosystem, according to an Ion news release. In addition, they will participate in Ion programming and network with Ion affiliates. Executives from all three of the new partners will serve on the Ion Leadership Advisory Roundtable.

“Welcoming our newest partners into Ion’s ecosystem is a further testament to our momentum in the aerospace and energy transition,” says Jan Odegard, who became executive director of the Ion in 2021 after a year of holding the interim position. “Each organization brings their own culture of innovation that aligns with what we are doing at the Ion.”

Michael Leskinen, president of United Airlines Ventures, says the VC firm believes “the Ion will be the epicenter for Houston’s rapidly growing innovation community — a one-stop shop to share ideas, foster startups, and to develop relationships with Houston’s brightest companies and academia.”

Oxy, United Airlines Ventures, and Woodside join Ion corporate partners such as:

  • Aramco Americas
  • Baker Botts
  • BP
  • Chevron
  • ExxonMobil
  • Global Custom Commerce
  • Intel
  • Microsoft
  • Transocean

The Ion announced the new corporate partners in advance of the second annual Ion Activation Festival, set for May 17-19. The Ion and Rice Management Co. host the festival, which shines a spotlight on entrepreneurship and innovation in Houston.

Activities will take place primarily at the Ion’s 16-acre campus. To register for the festival, visit the Ion’s website.

The inaugural festival, held in 2022, drew more than 2,500 attendees.

The Ion has announced its latest startup-focused program. MediaTech Venture's Houston startup incubator is launching next month. Photo courtesy of the Ion

New Houston incubator launches to support media tech innovation

ready to grow

Houston has a new incoming incubator program for innovators within the media technology space.

The Ion announced a new partnership with MediaTech Ventures, an Austin-based global media industry venture development company, that will bring the MediaTech incubator program to Houston. Applications are open now, and the first cohort will kick off the program in January.

“Modern media has to continually evolve and adapt to new market channels, and with each platform comes the opportunity for innovation to leverage what is possible. It’s why Houston continues to build its market and resources for media technology entrepreneurs and startups looking to make an impact in this constantly evolving space,” says Jan E. Odegard, executive director of the Ion, in a news release.

“We’re thrilled to partner with MediaTech Ventures to further bolster the startups that are an integral part of our innovation community," he continues.

The 12-week program will help early-stage companies tackle marketing, development, and production with education and mentorship with MediaTech Ventures' startup curriculum and platform. The Ion will house the initiative and startups will have access to the hub for programming and networking.

“Ion is the perfect home for our incubator program,” says Josh Sutton, Houston Program Manager at MediaTech Ventures, in the release. “Our goal is to not only tap into the Ion’s valuable innovation ecosystem both within its four walls and beyond it, but to catalyze the development of media technologies and offer more resources for entrepreneurs looking to advance modern media.”

Founded in 2016 to advance the media technology economy, MediaTech Ventures focuses on "unifying innovation with capital, and validating and scaling technology-enabled media startups," per the news release. The program's startups have raised over $10 million following the completion of the curriculum.

An info session is taking place on December 5 at Second Draught in the Ion, and interested applicants can meet, ask questions, and learn more about the program.

The Ion will house a new innovation hub focused on the future of medicine. Image courtesy of The Ion

Houston Methodist to open health innovation center in the Ion

coming soon

The Houston Methodist healthcare system has teamed up with the Ion innovation hub to open a health care innovation center.

The 1,200-square-foot tech hub is expected to open later this year. It initially will be geared toward activities like entrepreneurial programming, networking, mentoring, and pitching.

The space will be modeled after Houston Methodist’s Center for Innovation Technology Hub, which opened in 2020. In fact, the new hub will be a smaller “twin” of the existing hub, according to a news release.

Jan Odegard, executive director of the Ion, says the collaboration with Houston Methodist “will advance the Ion’s ability to support entrepreneurs and innovators that are already at the Ion as we embark on a new focus in health care innovation.”

Amid the rise of artificial intelligence and other tech advancements, along with the health care sector’s continuing drive to cut costs, one forecast indicates the value of the global market for digital health care will jump from $216.4 billion in 2022 to $441 billion by 2026. That would represent an increase of 104 percent.

Houston Methodist is the Ion’s first health care partner. The Ion already has partnerships in the aerospace and energy sectors.

“We are advancing the evolution of the hospital’s role in health care through digital transformation,” said Michelle Stansbury, vice president of innovation and IT applications at Houston Methodist. “Having a footprint at the Ion will not only provide the Ion’s network and Houston community with a window into what we are doing for patients, consumers and providers, but also gives The Ion community and rising innovators an opportunity to bring its own ingenuity and ideas to life with ours.”

Houston Methodist operates eight hospitals in the Houston area.

The 266,000-square-foot Ion anchors a 16-acre innovation district in Midtown. Rice Management Co. developed the district on behalf of Rice University.

“By enhancing opportunities for our network of academics, businesses, entrepreneurs, and innovators to collaborate across the Ion District and globally, we’re creating a more resilient future economy for our region,” says Bryson Grover, investment manager of real estate at Rice Management.

The space will be modeled after Houston Methodist’s Center for Innovation Technology Hub, which opened in 2020. Natalie Harms/InnovationMap

The Ion, NASA, and Rice University have teamed up to create new programming and collaboration within space innovation in Houston. Photo courtesy of The Ion

New strategic partnership sets out to bolster Houston's space economy

rocket fueled collaboration

The Ion innovation district and NASA’s Johnson Space Center are setting up a pipeline for Houston-area entrepreneurs to share ideas and intellectual property with the space agency.

The Ion and NASA are collaborating with Rice University on the new project, which is aimed at creating events, programming, and initiatives to promote the aerospace sector and the use of NASA technologies in the broader economy.

Vanessa Wyche, director of Johnson Space Center, says in a news release that the alliance will “help NASA solve challenges, develop spinoff technologies, grow minority entrepreneurs, and accelerate innovative and tech-forward solutions in Houston.”

Innovations developed through the new project will propel commercialization of space, Wyche says.

Much of the focus of the new alliance will be on minority-owned businesses, as well as aerospace and tech entrepreneurs. The Ion’s Aerospace Innovation Accelerator for Minority Business Enterprises will play a part in this strategy.

As part of the new collaboration, NASA and the Ion will open an application process for interested startups and entrepreneurs in the fall of 2022. The selected applicants will participate in programming through mid-2023.

“NASA’s Johnson Space Center has led the U.S. and the world on an ongoing journey of human exploration, and the Ion is here to accelerate tomorrow’s space endeavors. … Together we will safeguard Houston’s title as ‘Space City’ and advance the global space industry for future missions,” says Jan Odegard, executive director of the Ion.

Houston stands to grab a sizable share of the continuously growing space economy.

A Space Foundation report shows the value of the global space economy rose to $447 billion in 2020, up 4.4 percent from $428 billion in 2019. Morgan Stanley estimates the global space economy could generate revenue of $1 trillion or more by 2040, with satellite broadband representing nearly 40 percent of the sector.

Meanwhile, a report from the U.S. Bureau of Economic Analysis indicates the U.S. space economy accounted for $125.9 billion of price-adjusted GDP in 2019.

In Texas, the annual GDP of the space economy is estimated at $11.7 billion. The Perryman Group, a Waco-based economic analysis firm, forecasts this figure could soar to more than $27.3 billion in 2030 and nearly $57.6 billion in 2040.

The Perryman Group says the Texas space economy is expected to expand about 120 percent faster than the U.S. space economy, with the state’s portion of this economy potentially approaching 15 percent by 2040.

“Texas already plays an important role in space exploration and related industries,” the firm says in a report. “With a major public-sector presence, large and growing private-sector initiatives, and aggressive development efforts, the state is likely to significantly increase its share of the [space economy].”

The Ion Prototyping Lab is now open and will be powered by TXRX. Photo by Natalie Harms/InnovationMap

Ion Houston opens unique prototyping lab, names TXRX as partner

new to hou

Midtown Houston's innovation hub has unveiled its latest building feature and named its operation partner for the space.

The Ion opened its The Ion Prototyping Lab with the announcement that Houston nonprofit TXRX Labs will be the operator of the lab. The IPL’s 6,500 square-foot space will include access to tools — such as laser cutters, CNC mills and lathes, electronics assembly equipment, and 3D printers — as well as programming, training, and support.

“The Houston community’s growing need for these services has led to our growth from a small community organization to a partnership with Houston’s leading center for innovation, The Ion,” says Roland von Kurnatowski, president of TXRX Labs, in a news release. “With our presence at The Ion and in its Prototyping Lab, we are able to join together innovative ideas and technology to create a social and collaborative space to support tomorrow’s entrepreneurs' needs and challenges.”

Founded in 2008 and based in the East End Maker Hub, TXRX Labs provides community-focused engineering and fabrication services and job training programs. The nonprofit's goal is to make Houston a major 21st-century manufacturing hub.

The new space within the 266,000 square-foot innovation hub was designed by Gensler and is "the largest open corporate and startup-aligned prototyping space in Houston," according to the release.

“As part of Gensler’s contributions to the development of The Ion, we strategically designed the Prototyping Lab to function as a dedicated space for innovators and entrepreneurs to collaborate,” says Vincent Flickinger, senior associate and design director of Gensler Houston. “The Ion Prototyping Lab is equipped with tools for prototyping robotics and other energy focused innovations and cultivates an entirely new way of doing business in a reimagined, historic building and with one of Houston’s fastest-growing innovators, TXRX. We look forward to introducing the IPL’s offerings to the public.”

The IPL is the latest opening for The Ion. Last summer, the hub, which is opened and managed by Rice Management Company, opened its coworking space. The next openings to expect are an investor studio and several restaurant concepts, including Late August, The Lymbar, and more. Common Bond On-The-Go, located on the main floor of the Ion, opened this week too.

“With its close proximity to Houston’s Central Business District and The Texas Medical Center, The Ion is thrilled to provide the Houston tech community the Prototyping Lab operated by TXRX as an essential resource for businesses,” says Jan E. Odegard, executive director of The Ion, in the release. “The Ion serves as a driver and convener of activity, while TXRX's successful model of hands-on training and technological innovation is being leveraged to jumpstart the activity of entrepreneurs, corporations, and researchers. You think it, we make it.”

Members will have daily access to the IPL from 9 am to 5 pm. The cost of the membership has not been announced, but IPL will offer grant opportunities, per the release. All members must first complete a safety and skills training course.

The Ion has officially opened its coworking space on the second floor of the Midtown building. Rendering courtesy of Common Desk

The Ion Houston announces opening of its coworking space

calling all coworkers

The Ion Houston's coworking space — roughly four times the size of a typical Walgreens drugstore — opened this week ready to welcome its pre-leased tenants and potential coworkers alike.

The coworking space, Common Desk, occupies 58,400 square feet on the second floor of The Ion. That represents about one-fifth of the 266,000-square-foot Ion complex.

Amenities at Common Desk include craft coffee from local purveyors, unlimited conference room bookings, access to all shared areas on the second floor, private chat booths, full kitchens, and break areas.

Other tenants at The Ion include Chevron Technology Ventures and Microsoft. The Ion opened earlier this year, occupying the former Sears store in Midtown following a $100 million conversion. It's part of the 16-acre Innovation District, being developed by Rice University and the City of Houston.

"We can't wait for our new Common Desk tenants and members across their network to experience the magic that's being made here," Jan Odegard, executive director of The Ion, says in a news release. "Just as The Ion, alongside developer Rice Management Company, set out to build an innovation community and hub different from anything the nation has ever seen, Common Desk set out to build its biggest and most innovative space yet."

Dallas-based Common Desk specializes in flexible office space. Its location at The Ion is the company's largest flex office space to date.

"Common Desk has joined the ranks of some of the nation's top companies to cultivate an authentic, game-changing community destined to transform Houston's innovation ecoscape," says Dawson Williams, head of growth and partnerships at Common Desk.

Members of the Common Desk location at The Ion also can use the company's three other coworking spaces in Houston, as well as it locations in Austin, Dallas-Fort Worth, and North Carolina.

Common Desk's coworking space has several options for leasing. Photos courtesy of Common Desk

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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.