New-to-Houston construction tech company files for Chapter 11 bankruptcy

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After relocating its headquarters to Houston, Katerra has filed for bankruptcy. Photo via Getty Images

Construction startup Katerra, which only recently moved its North American headquarters from Silicon Valley to Houston, filed for Chapter 11 bankruptcy June 6 — five days after news reports indicated the company was shutting down most of its U.S. operations.

Katerra's filings in U.S. Bankruptcy Court in Houston show the company and various affiliates have between $1 billion and $10 billion in liabilities and only $500 million to $1 billion in assets. In a June 6 news release, Katerra says it lined up $35 million in financing from a unit of Japan's SoftBank Group, the startup's largest investor.

Katerra recently notified its key stakeholders that many of its U.S. projects will be "demobilizing," according to the news release.

In an email sent June 1 to employees, Katerra said it would be winding down the majority of its U.S. operations and would lay off most of its U.S. employees. News website The Information first reported about the email. Globally, Katerra employs about 7,500 people.

Aside from letting go thousands of employees, Katerra is likely to walk away from dozens of construction projects it had agreed to build, The Information reported. As part of the bankruptcy case, Katerra plans to sell its renovation and Lord Aeck Sargent architecture businesses to unidentified buyers.

Katerra has been hemorrhaging money for months. In December, SoftBank pumped $200 million into Katerra, in addition to its previous investment of roughly $2 billion. Five months after Katerra received that cash infusion, Paal Kibsgaard stepped down as CEO, a role he'd held since July 2020. Kibsgaard is former chairman and CEO of Houston-based Schlumberger.

"The rapid deterioration of the company's financial position is the result of the macroeconomic effects of the COVID-19 pandemic on the construction industry, inability to procure bonding for construction projects following the unexpected insolvency proceedings of Katerra's former lender, and unsuccessful attempts to secure additional capital and business," according to the news release announcing the bankruptcy proceedings.

Greensill Capital, the lender referenced in the news release, filed for insolvency protection in March. Like Katerra, Greensill is backed by SoftBank.

Katerra was founded in 2015 with the intent to capitalize on technology — such as automation and robotics — in order to streamline construction. Its projects have included hotels and apartment buildings. Last year, it posted nearly $2 billion in revenue.

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Houston health startup launches tool to revolutionize kidney care, reduce costs

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Chronic Kidney Disease is expensive and common. In fact, 37 million Americans live with the condition. The winner of this year’s Houston Innovation Award for best female-founded business, Koda Health, recognized the need for help among CKD sufferers and has answered the call.

Last week, Koda Health announced the addition of Kidney Action Planning to its suite of services for patients with serious illnesses.

"Kidney Action Planning is designed to fill a significant void in CKD management," Tatiana Fofanova, CEO of Koda Health, says in a statement. "Some studies indicate greater than 70 percent of patients start dialysis in the ER suboptimally, potentially navigating a life-or-death scenario. This is both frightening and largely avoidable with an intervention like Kidney Action Planning, which helps patients better understand CKD.”

Nearly one in four Medicare dollars is spent on kidney care. That’s roughly $130 billion each year. How does KAP help?

The solution uses technology to support CKD patients from the moment of diagnosis. By using KAP, patients are educated about their condition, which empowers them to make their own decisions about treatment as the disease progresses.

Using targeted patient outreach, KAP aids healthcare workers in identifying patients who require assistance with care planning. It then matches them with the best fit for solutions. The company’s interactive, gamified digital tools teach and guide users through making care plans using their own personal values. But KAP doesn’t exist entirely on a device. For higher risk cases, patients can connect with KodaCares Patient Advocates, who provide the 1:1 assistance that only a human can.

A major goal of KAP is to minimize unplanned and inappropriate treatments, dramatically minimizing the cost to patients.

“With an unplanned dialysis start estimated to cost about $95,000 per patient compared to $25,000 per planned start – our new tool enables healthcare organizations to allocate the resources necessary to deliver proactive decision-making and disease education. We believe Kidney Action Planning has the potential to transform chronic kidney care for patients and the organizations that serve them," says Fofanova.

Koda Health launched its original software platform, Advance Care Planning, in 2021. It’s now used by 700,000 patients around the country to help make their medical wishes a reality, with the help of industry leaders such as Cigna, Privia and Houston Methodist. For patients with CKD and end-stage kidney disease, the new technology could make a substantial difference in the quality and cost of their care.

Rice University leader balances tradition with innovation to drive growth, global impact

houston innovator podcast Episode 263

How does a historic university maintain its legacy while still making room for growth and increased opportunities? That's what Rice University President Reginald DesRoches considers with every decision he makes.

"It's this idea of preserving what's special about the university, while also knowing we need to adapt to a new time, a new Rice, a new time in higher ed, and a new time in society," DesRoches says on the Houston Innovators Podcast. "There's a healthy tension between preserving what Rice is known for — the culture of care, the close-knit community — while knowing that we need to grow, have a global impact, and position Rice on a global scale. It's something that's constantly in my mind to make sure we do both."

The school is undergoing an exciting growth period under the leadership of DesRoches, who was announced as Rice's eighth president in 2021. DesRoches says the university, which previously had a student body of 4,000 students a few years ago, has grown to 4,800 and will soon be at 5,200 — about a 30 percent growth in a short amount of time.

But the growth isn't just happening at the student level. Last year, Rice onboarded 97 faculty, which was about twice as many new hires the school would usually have in a year.

With these additions, the Rice campus is undergoing several construction projects to keep up with the growth. All of this is part of the school's strategic plan and road map, which DesRoches unveiled in October.

"The tagline is 'personalized scale for global impact,'" DesRoches shares. "We talk about our vision to be excellent in both teaching and research in the plan.

"Rice will be the world premiere teaching and research university delivering unparalleled personalized education and propelling breakthrough discoveries to transform lives and better humanity," he continues. "That's what we view as our mission and vision for the university."

DesRoches shares on the podcast how this bigger vision of leading global impact has translated to new research institutions — like the Rice Biotech Launch Pad and RBL LLC — and even global campuses in Paris and now India.

He also talks through the evolution of the Ion, which falls under the university's Office of Innovation umbrella.

New CEO brings strategic vision to Houston co. advancing neurodegenerative disease treatments

Q&A

Coya Therapeutics has named a new CEO. As of Nov. 1, Arun Swaminathan replaced Co-founder Howard Berman in the role. Berman has assumed the title of executive chairman, in which he will still remain active with the company.

Swaminathan started with Coya two years ago as chief business officer. This transition was planned, says the PhD-holding scientist and businessman.

“(Berman's) intent was that it was the right time to put in place a CEO that, as we move into the operational phases of the company, that can take the reins from him,” he tells InnovationMap.

Coya Therapeutics is a publicly traded biotechnology company that is working on two novel treatments for Alzheimer's disease. Coya's therapeutics, which are currently in trials, use regulatory T cells (T regs) to target both systemic- and neuroinflammation in patients.

InnovationMap: Berman has been a very visible CEO. Will you follow suit?

Arun Swaminathan: I think it's part of the CEO’s job to be visible and to communicate the value of our company to all the stakeholders out there. So yes, I do plan to be visible as well. Obviously, Howard as the founder had elements that he talked about, the foundational stories. I obviously will be doing less of that.

IM: What was your journey from the lab to the boardroom?

AS: I have a PhD from the University of Pittsburgh. I like to say that I grew up at Bristol Myers Squibb, so I started in a clinical pharmacology group at BMS, running clinical trials, but in the cardiovascular and metabolic space.

What happened was, as I was the study director on a diabetes trial there, and the data starts coming in for these early diabetic trials, and I got highly involved with the commercial folks at BMS in starting to plan out “What does the target profile look like? How is this going to play out in the real world?” You know, the marketing teams and commercial teams start engaging when clinical data is available, because they're starting to plan for the eventual launch of the product.

That gave me a lot of exposure to the commercial side of things, and I also got a lot of experience presenting to opinion leaders and others through that role. And I said, “What I really love is that intersection between science and business.” And so I think that was my moment.

Then I moved to business development and licensing, where I helped scan the universe for assets and talk to CEOs of companies like Coya as a junior person, trying to understand if there's something that we can bring into BMS to strengthen the pipeline of BMS. So that gave me exposure to deals, how deals are structured, how you negotiate a lot of that kind of stuff.

Then I said, “Look, if I want to be a complete person in biotech, I do need to go into more true commercial roles.” So I went into commercial strategy. I was involved in the commercial strategy for what is now known as Eliquis. Was back then known as apixaban. That’s still the generic name.

Then I led marketing for Orencia, a rheumatoid arthritis drug. So I went and got both strategic and tactical marketing experience at BMS, and then I used all of that experience, rounded up. I eventually ended up co-founding a company, and that's led me to the last nine years with smaller biotech companies. So that's my evolution and path. But I think my true moment of realization was about three years into my clinical role at BMS, when I said, what I really enjoy is translating good science into commercial value, and I think that's what excites me.

IM: Why is Houston an important part of Coya's success?

AS: It is important that Coya stays in Houston, because we have a very close association with Houston Methodist, we get a lot of our work, our early research work still done through Houston Methodist, through Dr. [Stanley] Appel's lab and through other experts. We absolutely have a special research agreement with Houston Methodist, so we have a very strong reason to be in Houston. So, we do not anticipate moving out of Houston.

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This conversation has been edited for brevity and clarity.

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