Why relying on intuition can backfire when it comes to crafting a successful business strategy. Photo via Getty Images

When a fast-casual restaurant chain started to see stagnating sales, the company’s CEO came up with a solution: adding new, higher-quality menu items.

To validate his thinking, he informally interviewed a few dozen diners at different locations, asking them how they would feel about more and higher-quality menu items. After getting enthusiastic responses from several customers, he went ahead with his plan. Sales fell further.

So what went wrong? Systematic surveys showed that what created the most value for customers was a fast dining experience with a short wait time, a simple menu with a few items, ample parking and a bill under $12 per meal. Higher quality and an expanded menu did not correlate at all with customer value. Where the company’s CEO went wrong was by relying on salience instead of importance.

Salience refers to factors that are top-of-mind and easy to recall, which become prominent and are then incorrectly prioritized. A classic example is a 1979 study that surveyed people about their perceived risk of dying from causes like drowning, murder or cancer. The study’s authors found that people thought they were more likely to die from causes that were mentioned more often in their local news, such as murder, when in fact they were at much greater risk of dying from common but less prominent causes such as cancer.

The CEO made food quality and expanded offerings salient to himself by talking about them to a small group of customers. It was an easy way for him to feel good about his efforts. But, like many executives, he relied on salience.

Salience is easy and convenient, but it’s also the curse of decision-making. It simply reinforces executives’ prior beliefs rather than diagnosing the true cause-and-effect relationship. Imagine if a doctor saw a patient with stomach pain and recommended an appendectomy because a patient she’d seen the day before needed one. Or if the doctor asked the patient to recommend the treatment himself. Patient outcomes would likely falter and the doctor would go out of business (and perhaps lose her medical license).

Thankfully, doctors don’t operate this way. They rely on the statistically measurable relationship between critical inputs and outputs for decision-making. So should senior executives and CEOs.

Informal customer conversations draw primarily on gut feelings, hunches and top-of-mind ideas, and as such, aren’t reliable indicators of true customer value. Like all of us, customers often tailor their responses to the audience they’re addressing. So a company’s vice president of service might speak with a customer who says they love the service, while the same customer might tell an HR executive they love the employees and then go on to tell the VP of sales that they would like lower prices. These on-the-spot responses typically have no significant impact on or statistical correlation with customer value, which ultimately drives sales and profits.

To craft a successful strategy, executives need to use a systematic, statistical process that starts with choosing a clear outcome or output, such as customer value or employee retention. The next step is to measure inputs that drive that output, and then quantitatively correlate each input to the output. Only those inputs that drive the desired output should be included in the company’s strategy.

Take, for example, a nursing home that attempted to craft a strategy for decreasing employee turnover. Relying on casual conversations with a few dozen employees, executives assumed higher pay would increase retention. They were wrong.

When they statistically correlated multiple inputs — higher pay, health benefits, supervisor respect, promotion opportunities and paid vacation — with retention, they realized their intuitive leaps had been incorrect. Only health insurance and promotions were correlated with increased employee retention. Higher pay had no effect.

Committing to this type of systematic review to drive strategy requires humility on the part of senior executives. The nursing home executives were able to look past their own assumptions and learn from this type of statistical analysis, recognizing the limits of salience-driven thinking and deferring to algorithms that could better predict the inputs of turnover than they could.

Doctors understand this as well. To treat their patients, they rely on data from groups like the Food and Drug Administration or the National Institutes of Health, which run clinical trials and rely on data, statistics and an infrastructure of knowledge.

Unfortunately, many senior executives lack humility when it comes to strategic planning. They equate decades of salience-laden thinking with a deep understanding of correlations between inputs and strategic outputs. They might think, “I’ve been in this industry long enough to know what works,” or “Since this worked then, it will work now as well.” But more often than not, relying on salience-laden intuition alone will not achieve the desired outcome.

“Focus: How to Plan Strategy and Improve Execution to Achieve Growth” lays out specific steps for senior and mid-level executives who want to follow systematic, statistical processes to drive their company’s strategy.

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This article originally ran on Rice Business Wisdom and is based on research from Vikas Mittal, J. Hugh Liedtke Professor of Marketing at the Jones Graduate School of Business and author of “Focus: How to Plan Strategy and Improve Execution to Achieve Growth.”

According to a new report, Rice University's Jones Graduate School of Business has all the ingredients or a top MBA program. Photo courtesy of Rice

Houston university's MBA program claims coveted top spot of annual ranking

top of class

Rice University's Jones Graduate School of Business has raked in yet another top spot on an annual list of top MBA programs.

A new ranking from Poets & Quants, which covers news about business schools, puts Rice at No. 3 among the world's best MBA programs for entrepreneurship. That's up from No. 15 on last year's list.

The Olin School of Business at Washington University in St. Louis grabbed the top spot in this year's ranking. Elsewhere in Texas, the University of Texas at Austin's McCombs School of Business lands at No. 14, the Neeley School of Business at Texas Christian University in Fort Worth at No. 35, and the Cox School of Business at Southern Methodist University in University Park at No. 36.

Poets & Quants judged the schools on 16 metrics related to their entrepreneurship initiatives.

Poets & Quants says Rice's Jones Graduate School of Business "itself is less than three decades old. But entrepreneurship was baked into its DNA from the get-go. The late Ed Williams and current professor Al Napier are credited with starting the entrepreneurial focus. But it wasn't until 2013 when Jones plucked Yael Hochberg from Northwestern's Kellogg School of Management that the program really started to surge."

Rice's entrepreneurship offering combines academic courses and associated programs led by the Liu Idea Lab for Innovation and Entrepreneurship (Lilie) with programs offered by the Rice Alliance for Technology and Entrepreneurship.

"The ability to be a student while working on your startup in class, under the expert guidance of our world-class faculty, gives our Rice entrepreneurs a competitive advantage over any others out there," Hochberg, head of the Rice Entrepreneurship Initiative and academic director of the Rice Alliance, says in a news release.

The Rice Alliance's OwlSpark Accelerator supplements the MBA program. The accelerator serves as a capstone program and launchpad for students seeking to start their own businesses. Meanwhile, the Rice Business Plan Competition, the largest intercollegiate student startup competition in the world, lets students pitch their startups in front of more than 300 judges. And the Rice Alliance Technology Venture Forums allows students to showcase their startups to investors and corporations.

"The ability for students to launch their nascent startups, obtain mentoring from members of the Houston entrepreneurial ecosystem, and then pitch to hundreds of angel investors, venture capitalists, and corporations provides a unique opportunity that cannot be found on many campuses or in many regions," says Brad Burke, managing director of the Rice Alliance.

New data shows that Houston communities saw an uptick in startup founding from Black entrepreneurs. Photo courtesy

Report: Houston saw a spike in Black entrepreneur-founded companies amid pandemic

data check

It might seem that the formation of startups would have stagnated amid the COVID-19 pandemic. Yet that was anything but the case for Houston startups founded by Black entrepreneurs.

A recent study by economists at Rice University, Boston University, Columbia University, and the Massachusetts Institute of Technology (MIT) found that from 2019 to 2020, the startup rate rose 32 percent in four largely Black areas of Houston: Kashmere Gardens, Missouri City, South Acres, and Sunnyside. By comparison, the statewide startup rate during that period was only 10 percent.

There's no denying that Black-owned businesses already have a significant impact on the economy of the Houston metro area.

A report released in 2019 by the Greater Houston Black Chamber estimated the group's more than 1,500 members collectively generate anywhere from $1 billion to $2 billion in annual revenue. A little over one-fifth of the population in the Houston area is Black. That population is projected to grow 34 percent between 2010 and 2030.

In 2015, personal finance website NerdWallet ranked Houston the 15th best metro in the country and the best metro in Texas for Black-owned businesses.

The Rice economist who contributed to the study is Yupeng Liu, a doctoral student at the university's Jones Graduate School of Business. While he and his fellow researchers note that their study doesn't confirm a cause-and-effect relationship, "it is useful to note that the federal relief payments, and their uniform distribution (independent of eligibility criteria), may have played a role in enabling new firm formation in Black neighborhoods which might otherwise have been constrained by discrimination."

Furthermore, some experts speculate that last year's rise of the racial justice movement may have helped lift up Black entrepreneurs, and that many Black Americans set up new businesses out of necessity in 2020 after being laid off or seeing their work income or hours reduced.

The study, published by the National Bureau of Economic Research, compared startup data for 2020 in Texas and seven other states — Florida, Georgia, Kentucky, New York, Tennessee, Vermont, and Washington — with startup data for 2019. In all, the number of business formations spiked by 21 percent, with the growth of Black-owned startups being especially pronounced. However, an estimated 40 percent of Black-owned businesses closed during the pandemic, compared with 20 percent across all racial and ethnic groups.

The findings of the research bureau's study mirror a subsequent report from the Ewing Kauffman Foundation, a nonprofit that promotes entrepreneurship. The report found more Black-owned businesses were launched last year compared with the total population than at any time in the past 25 years, according to the Los Angeles Times. On average, 380 out of every 100,000 Black adults became new entrepreneurs during the 2020 pandemic, up from 240 in each of the previous two years, the report shows.

In reporting on the National Bureau of Economic Research study, CBS News and The New York Times spotlighted two new Black-owned startups in Houston.

Last July, Destiny McCoy and Oyinda Adebo of Houston launched a mental health company called Wellness for Culture. The company already has been so successful that McCoy says it now supports her financially, according to CBS News.

"All I knew is that I wanted to help Black women," McCoy told CBS News, "and all I knew was I didn't want to do therapy in the typical way."

Another Black entrepreneur from Houston, Pilar Donnelly, enjoyed similar success in 2020. Last summer, Donnelly began making playhouses for her two 6-year-old boys, the Times reported.

"She had been laid off from her job in sports marketing and wanted to give them something for their birthday. With no background in woodworking, she started off with a design she liked online and watched YouTube to learn woodworking techniques," according to the Times. "After making a number of playhouses for her friends and family, she realized it could be a business. That business, which she registered in June, is called Wish You Wood Custom Creations."

Woodworking is now Donnelly's full-time job.

"Everyone I encountered either had a really good year or a really bad year — and for me I had a good year," she told the Times. "Now I'm working outside in the grass and the dirt. I have a workshop in the garage; I have scrap wood everywhere. My life is really different."

In business, affiliating with high-status colleagues often gives newcomers a professional boost. But less so in the creative industries. Photo by Jaime Lopes on Unsplash

Networking with high-status colleagues isn't successful across industries, per Rice University research

houston voices

In a timeless scene from the mockumentary "This Is Spinal Tap," an 80s metal band swaggers in for a performance only to find they're billed second to a puppet show. Though the film is farce, real musicians often come to question the value of playing second fiddle to anyone – even an A-lister.

Now research by Rice Business professor Alessandro Piazza and colleagues Damon J. Phillips and Fabrizio Castellucci confirms those musicians are right to wonder. In fact, they discovered, the only thing worse than performing after a puppet may be opening up for an idol. Bands that consistently open up for groups with higher status, the researchers found, earn less money – and are more likely to break up than those that don't.

"Three cheers," The Economist wrote about the researchers, for confirming "what many people in the music industry have long suspected – that being the opening band for a big star is not a first class ticket to success."

While the findings may be intuitive for seasoned musicians, they fly in the face of existing business research. Most research about affiliations concludes that hobnobbing with high-status colleagues gives lowly newcomers a boost. Because affiliations give access to resources and information, the reasoning goes, it's linked with individual- and firm-level successes such as landing jobs and starting new ventures.

Both individuals and organizations, one influential study notes, benefit from the "sum of the resources, actual or virtual, that accrue to an individual or group by virtue of possessing a durable network of more or less institutionalized relationships."

That's largely because in many fields up and comers must fight to be taken seriously – or noticed at all. This problem is often called "the liability of newness:" In order to succeed, industry newcomers first need to be considered legitimate by the audience they're trying to woo.

Showing off shiny friends is a classic solution. In many fields, after all, linking oneself with a high-status partner is simply good branding: a shorthand signal to audiences or consumers that if a top dog has given their approval, the newcomer must surely have some of the same excellent qualities.

Unfortunately, this doesn't always hold true – especially in the creative world, Piazza's team found. In the frantic world of haute cuisine, for example, a faithful apprentice to a celebrity chef may actually suffer for all those burns and cuts in the star's hectic kitchen. Unless they can create meals that are not just spectacular, but show off a distinct style, consumers may sneer at the newcomer as a knockoff of the true master.

So what determines if reflected glory makes newcomers shine or merely eclipses them? It has to do with how much attention there is to go around, Piazza said. While partnering with a star helps in some fields, it can be a liability when success depends on interaction between audience and performer. That's because our attention – that is, ability to mentally focus on a specific subject – is finite. Consumers can only take in so much at a time.

Marketers are acutely aware of this scarcity. Much of their time, after all, is spent battling for consumer attention in an environment swamped by competitors. The more rivals for advertising attention, research shows, the less a consumer will recall of any one ad. In the world of finance, publicly traded companies also live and die on attention, in the form of analyst coverage of their stocks and angel investors' largesse.

Musicians who perform live, Piazza said, are battling for attention in a field that's gotten progressively more fierce, due to lower album sales and shorter career spans. Performing in the orbit of a major distraction such as Taylor Swift or Beyoncé, however, only reduces the attention the opening act gets, the researchers found. Though performances are just a few hours, the attention drain can do lasting harm both to revenue and career longevity.

To reach these conclusions, the researchers analyzed data about the live performances and careers of 1,385 new bands between 2000 and 2005. Supplementing this with biographical and genre information about each band along with musician interviews, the team then analyzed the concert revenue and artistic survival of each band.

They discovered that in live music, high status affiliation onstage clearly diluted audience attention to newcomers – translating into less revenue and lower chance of survival.

In part, the revenue loss also stems from the fact that even in big stadium performances, performing with superstars rarely enriches the underdogs. According to a 2014 Billboard magazine report, headliners in the U.S. typically absorb 30 to 40 percent of gross event revenues; intermediate acts garner 20 to 30 percent and opening acts for established artists bring as little as $15,000.

The findings were surprising, and perhaps dispiriting, enough for the researchers to carefully spell out their scope. Affiliation's positive effects, they said, are most often found in environments of collaboration and learning – for example academia. In these settings, a superstar not only can bestow a halo effect, but can share actual resources or information. In the music world, however, the fleeting nature of a shared performance makes it hard for a superstar band to share much with a lower-ranked band except, perhaps, some euphoric memories.

Interestingly, in many businesses it's easy for observers to quickly assume affiliations between disparate groups. In the investment banking industry, for instance, research shows that audiences infer status hierarchies among banks merely by reading "tombstone advertisements," the announcements of security offerings in major business publications. Readers assume underwriting banks to be affiliated with each other when they're listed as being part of the same syndicate – even if the banks actually have little to do with each other beyond pooling capital in the same deal.

In the music business, star affiliations mainly help an opening act a) if the audience understands there's an affiliation and b) if they believe the link is intentional. But that's not always the case because promoters and others in Big Music often line up opening bands. When possible, though, A-listers can do their opening acts a solid by making it clear that they've chosen them to perform there.

Otherwise, Piazza and his colleagues concluded, the light shed by musical supernovas typically gets lost in the darkened stadium. For the long term, business-minded bands may do best by working with peers in more modest venues – places where the attention they do get, like in Spinal Tap's classic metric, goes all the way up to 11.

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This article originally ran on Rice Business Wisdom and is based on research from Alessandro Piazza, an assistant professor of strategic management at Jones Graduate School of Business at Rice University.

Rice University's annual global student startup competition named the startups that will compete for over $1 million in investment prizes. Photo courtesy of Rice

Rice Business Plan Competition names 2021 startups to compete for over $1M in prizes

challenge accepted

After receiving applications from over 440 startups from around the world, the Rice Business Plan Competition has named 54 startups to compete in the 2021 event.

Touted as the world's largest and richest student startup competition, RBPC, which is put on by the Rice Alliance for Technology and Entrepreneurship, takes place April 6 to 9 this year. Just like 2020, RBPC will be virtually held.

"In the midst of a chaotic year, I'm excited to bring good news to deserving startups," says Peter Rodriguez, dean of the Jones Graduate School of Business, in a video announcement. "For the second year now, we'll bring this competition to you virtually, and while we'll miss welcoming you to Houston, we see this as an opportunity to lower the participation barrier for startups."

Per usual, the competition will be made up of elevator pitches, a semi-finals round, wildcard round and live final pitches. The contestants will also receive virtual networking and mentoring.

"The virtual competition will still bring with it the mentorship, guidance, and, of course, the sought after more than $1 million in prizes, including $350,000 investment grand prize from Goose Capital," Rodriguez says in the video.

Over the past 20 years, the competition has seen over 700 startups go on to raise $2.675 billion in funding. The 2021 class — listed below — joins those ranks.

The 2021 RBPC startups include:

  • Candelytics, Harvard University
  • Paldara Inc., Oklahoma State University
  • Bruxaway Inc., University of Texas
  • Smoove Creations, Northern Kentucky University
  • Flowaste Inc., University of Notre Dame
  • Polair, Johns Hopkins University
  • Kit Switch, Standard University
  • Kegstand, Colorado University at Boulder
  • Bullyproof, University of Arkansas
  • AI Pow, Texas A&M University
  • Solbots Technologies, BITS Pilani
  • Lelantos Inc., Columbia University
  • Early Intervention Systems, George Washington University
  • Phenologic, Michigan State University
  • AI-Ris, Texa A&M University
  • Lira Inc., University of North Carolina at Chapel Hill
  • Shelly XU Design (SXD), Harvard University
  • Transform LLC, University of Virginia
  • Almond Finance, Massachusetts Institute of Technology
  • Aspire360, Columbia University
  • Mindtrace, Carnegie Mellon University
  • Renew Innovations, Chulalongkorn University
  • MentumQR, University of Western Ontario
  • Hubly Surgical, Johns Hopkins University
  • FibreCoat GmbH, RWTH Aachen University
  • LFAnt Medical, McGill University
  • GABA, Morehouse School of Medicine
  • EasyFlo, University of New Mexico
  • SwiftSku, Auburn University
  • Floe, Yale University
  • blip energy, Northwestern University
  • Cerobex Drug Delivery Technologies, Tufts University
  • M Aerospace RTC, CETYS University
  • NASADYA, University of Illinois Urbana Champaign
  • Flux Hybrids, NC State University
  • ANIMA IRIS, University of Pennsylvania
  • Big & Mini, University of Texas at Austin
  • OYA, UCLA
  • ArchGuard, Duke University
  • Padma Agrobotics, Arizona State University
  • VRapeutic, University of Ottawa
  • SEAAV Athletics, Quinnipiac University
  • Adatto Market, UCLA
  • Karkinex, Rice University
  • AgZen, Massachusetts Institute of Technology
  • Blue Comet Medical Solutions, Northwestern University
  • Land Maverick, Fairfield University
  • Anthro Energy, Stanford University
  • ShuffleMe, Indiana University Bloomington
  • ElevateU, Arizona State University
  • QBuddy, Cornell University
  • SimpL, University of Pittsburgh
  • Ichosia Biotechnology, George Washington University
  • Neurava, Purdue University
After an IPO, zip codes close to a company's headquarters see certain home prices and consumer spending rise, while more new businesses and jobs are created. Photo via Pexels

This is how an IPO affects a community, according to Houston researcher

Houston voices

A massive company announces plans to bring its headquarters to town, and the locals can't stop grumbling. The added traffic. The noise. The shifts in neighborhood routine as a giant new facility gets up and running.

Then the company files for an IPO.

Over the next two years, the traffic and dust may well be forgotten as residents watch their local economy transform. Anecdotal evidence suggests that the mere change in a company's listing status, along with the liquidity it brings its shareholders, can significantly influence local economies.

That was certainly the case with Facebook in 2012, when CEO Mark Zuckerberg helped create a thousand new millionaires and a dozen new billionaires. In the six months following Facebook's IPO, the newly rich drove up real estate prices in the San Francisco Bay area by more than 15 percent as their previously illiquid stock wealth became liquid. Two and a half decades earlier, Dell's 1988 IPO created "Dellionaires" who got rich off their shareholdings and promptly moved into McMansions in the Austin area, forever changing the city.

But were these spillover effects isolated incidents — or the norm? In a recent study, Rice Business professor Alexander W. Butler set out quantify the impact of spillover effects on local economies.

Collaborating with Larry Fauver of the University of Tennessee and Ioannis Spyridopoulos of American University, Butler found that Facebook's and Dell's impacts were not one-offs: IPOs typically spark significant positive spillovers in local economies. What's more, the team determined that it is the listing decision, rather than actual capital raising, that boosts local labor markets, business environments, consumer spending and real estate.

But why? An IPO doesn't create a new company. It does, however, generate significant liquidity for the firm, for employees and for other shareholders who go forth into the community to spend their new cash. Investors' wealth also rises if a firm's stock price climbs after listing, as does a firm's wealth as it raises new capital.

To be certain that it's not just a firm's raising of capital that causes these spillovers, Butler and his team also looked at the effects of seasoned equity offering (SEO) activity, which doesn't involve a change in a company's listing status. What they found is that the effect of SEOs on local economies is insignificant. So capital raising alone is not enough.

To reach their conclusions, Butler and his colleagues selected 1,365 zip codes that had at least one IPO between 1998 and 2015. (The years 1999, 2000 and 2003 were excluded due to a lack of income data at the zip code level.) They also identified zip codes that were two miles, five miles and ten miles from a newly public company's headquarters.

Then they compared their selected zip codes to control zip codes in the same county using a matching process to compare "apples to apples." The team compared figures such as changes in home prices, the number of new mortgages, zip code business patterns, credit card spending, and income and wages for the two years following an IPO.

Analyzing these data, they found that when an IPO occurs, each $10 million in proceeds leads to an extra 0.7 new businesses in the surrounding area and 41 new local jobs. And while the price of expensive homes in the newly public company's zip code didn't increase, the prices of expensive homes in other zip codes within two miles of headquarters did rise — by $3,900 for the average expensive home valued at $590,000.

Prices were also higher in zip codes two to five miles away from headquarters, but less so. Growth of home prices, they discovered, gets a boost after the lockup period ends and shareholders can sell their stock, supporting the hypothesis that changes in investor liquidity cause that spillover. Further evidence of this came when they found that home prices climb even more when a firm's stock price jumps after the IPO.

But IPOs are not all good news for communities. Findings also showed IPO activity increases the odds that middle- to lower-income residents may have to move to lower-income zip codes. In the years following Facebook's IPO, workers in the Bay area such as police officers, teachers and firefighters were priced out of the housing market and relegated to long commutes to work.

Facebook has taken notice. The Chan Zuckerberg Initiative, a charitable foundation Zuckerberg cofounded with his wife, Priscilla Chan, has donated $3.6 million toward the city's housing crisis.

As future companies go public, leaders could be well served to recognize Butler's team's findings. Yes, when their firm gains better access to financial markets, they're really are helping lift up the local economy — just not everyone who's living in it.

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This article originally ran on Rice Business Wisdom and is based on research from Alexander W. Butler, a professor of finance at Jones Graduate School of Business at Rice University.

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Houston health tech startup secures $27M in financing

money moves

A virtual health care and analytics provider startup has closed its latest round of funding for a total of $27 million in financing.

Medical Informatics Corp. closed a $17 million series B co-led by Maryland-based Catalio Capital Management and California-based Intel Capital. The financing also includes an additional $10 million in debt led by Catalio through Catalio’s structured equity strategy, according to a news release.

“We are excited to have had this round co-led by Catalio and Intel Capital," says Emma Fauss, CEO and co-founder of MIC, in the release. "Catalio brings significant financial and technical resources, while Intel Capital possesses strong operational and industry experience, and we look forward to continuing to leverage both firms’ expertise as we continue to scale.”

MIC created an FDA-cleared virtual care platform, called Sickbay, that gives health care providers and hospitals away to remotely monitor patients in any setting with vendor-neutral real-time medical device integration, workflow automation and standardization.

“We have seen an increased demand for our solution as our clients face significant staffing challenges and are looking for ways to amplify and empower their workforce," Fauss says in the release. "Some of the largest health care systems in the country are standardizing their infrastructure on our Sickbay platform while consolidating IT spend."

Other participants in the round included new investors TGH Innoventures, Tampa General Hospital’s innovation center and venture fund, and Austin-based Notley — as well as existing investors San Francisco-based DCVC, the Texas Medical Center, and nCourage, a Houston-based investment group.

As a part of the round, two individuals from Catalio will join the board at MIC. Jonathan Blankfein, principal at Catalio will join the board of directors, Diamantis Xylas, head of research at Catalio, will join as board observer.

“Health care systems’ need for high-caliber, cost-saving, data-driven technology is only going to increase, and MIC’s proprietary platform is perfectly positioned to address some of the most critical clinical challenges that health care organizations face,” says Blankfein in the release. “We look forward to continuing to support MIC’s strong team as it continues to deliver better outcomes for health care organizations and patients alike.”

Amid the pandemic and the rising need for remote care technology, MIC scaled rapidly in the past two years. The company will use the funding to continue fueling its growth, including hiring specialized talent — deep product specialists and client engagement teams — to support long-term strategic partnerships.

“One of the main barriers to advanced analytics in health care is the siloing of data and today there is a significant need for a platform to enable flexible, centralized and remote monitoring at scale and on demand,” says Mark Rostick, vice president and senior managing director at Intel Capital, in the release. “Medical Informatics is setting a new standard of health care by removing these data silos for health care providers of all sizes and transforming the way patients are monitored from hospital to home with real-time AI.”

Innovation pioneers on why Pumps & Pipes is so uniquely Houston

A Day of Discussion

Pumps & Pipes 2022, Houston’s premier innovation event, is rapidly approaching on December 5 from 8 am-3 pm at the Ion.

Leading up to this exciting event, InnovationMap spoke with several of the speakers representing various industries to ask them, "What makes Pumps & Pipes uniquely Houston?"

Here are their responses:

Dr. Alan Lumsden, chair of cardiovascular surgery at Houston Methodist and Pumps & Pipes founder:

“…What can we learn from one another? What is inside the other person’s toolkit? A lot of solutions are already out there but sometimes we don’t have the ability to see into their toolkit. This has become the driving force behind Pumps & Pipes throughout the last 15 years…”

Dr. Lucie Low, chief scientist for microgravity research at Axiom Space:

“‘Houston, we have a problem’ — everyone knows Houston as a major player in the aerospace industry as highlighted by this famous quote from Apollo 13. What people may not know and what is exciting to me about Houston are the opportunities for collaboration with other industries that can help drive our mission to build communities of healthy humans in space. With the largest medical center in the world right next to Johnson Space Center, Houston is a prime city for innovation at the intersection of medicine and space.”

David Horsup, managing director of technology at OGCI Climate Investments:

“The remarkable diversity of thought, culture, and expertise that exists in Houston creates an incredible cauldron for innovation. The city has been the leading light in pushing frontiers in energy, aerospace, and medicine for many years, and Pumps & Pipes is a powerful ‘node’ for some of the brightest minds across these industries to connect, collaborate, and innovate. I am extremely excited to see how Houston is pivoting to embrace the challenge that climate change is presenting, and the city will play a defining role going forward.”

Purchase tickets for Pumps & Pipes here and follow Pumps & Pipes on social media at LinkedIn, Twitter, and YouTube.

Houston startup founders report on clean energy tech efficacy

seeing results

A team from Rice University has uncovered an inexpensive, scalable way to produce clean-burning hydrogen fuel.

In research published this month in the journal Science, researchers from Rice’s Laboratory for Nanophotonics, in partnership with Syzygy Plasmonics Inc. and Princeton University’s Andlinger Center for Energy and the Environment, detail how they converted ammonia into carbon-free fuel using a light-activated catalyst.

The new catalyst separates the liquid ammonia into hydrogen gas and nitrogen gas. Traditional catalysts require heat for chemical transformations, but the new catalyst can spur reactions with just the use of sunlight or LED light.

Additionally, the team showed that copper-iron antenna-reactors could be used in these light-driven chemical reactions, known as plasmonic photocatalysis. In heat-based reactions, or thermocatalysis, platinum, and related precious (and expensive) metals like palladium, rhodium, and ruthenium are required.

“Transition metals like iron are typically poor thermocatalysts,” Naomi Halas, a co-author of the report from Rice, said in a statement. “This work shows they can be efficient plasmonic photocatalysts. It also demonstrates that photocatalysis can be efficiently performed with inexpensive LED photon sources.”

Halas, Rice's Stanley C. Moore Professor of Electrical and Computer Engineering, was joined on the project by Peter Nordlander, Rice’s Wiess Chair and Professor of Physics and Astronomy, and Rice alumni and adjunct professor of chemistry Hossein Robatjazi. Emily Carter, the Gerhard R. Andlinger Professor in Energy and Environment, represented Princeton University.

“These results are a great motivator," Carter added. "They suggest it is likely that other combinations of abundant metals could be used as cost-effective catalysts for a wide range of chemical reactions.”

Houston-based Syzygy, which Halas and Nordlander founded in 2018, has licensed the technology used in the research and has begun scaled-up tests of the catalyst in the company’s commercially available, LED-powered reactors. According to Rice, the test at Syzygy showed the catalysts retained their efficiency under LED illumination and at a scale 500 times larger than in tests in the lab setup at Rice.

“This discovery paves the way for sustainable, low-cost hydrogen that could be produced locally rather than in massive centralized plants,” Nordlander said in a statement.

Earlier this month, Syzygy closed its $76 million series C round to continue its technology development ahead of future deployment/

Houston is home to many other organizations and researchers leading the charge in growing the hydrogen economy.

Earlier this year, Mayor Sylvester Turner announced he's determined to position the city as hub for hydrogen innovation as one of the EPA's Regional Clean Hydrogen Hubs. Organizations in Texas, Southwest Louisiana and the surrounding Gulf Coast region, known and HyVelocity Hub, also announced this month that it would be applying for the regional funding.

And according to a recent report from The Center for Houston's Future, the Bayou City is poised to "lead a transformational clean hydrogen hub with global impact."