2 Houston startups win big at SXSW 2025 pitch competition

winner, winner

Two Houston startups won the SXSW Pitch showcase in their respective categories. Photo via Getty Images

Houston had a strong showing at this week's SXSW Pitch showcase in Austin, with two local startups claiming top prizes in their respective categories.

Little Place Labs, a Houston space data startup, won the Security, GovTech & Space competition. Clean-tech company Helix Earth, which spun out of Rice University and was incubated at Greentown Labs, won in the Smart Cities, Transportation & Sustainability contest.

As one of SWSX's marquee events, held March 8-10, the pitch competition featured 45 finalists, selected from 589 applicants, in nine categories.

"We faced impressive competition from a well-chosen set of finalists, and we're honored to be chosen as the winners. One of the judges even commented, ‘Who knew you could make air conditioning sexy,’” Brad Husick, Helix's co-founder and chief business officer, said in a release.

Helix Earth was launched in 2022 and is known for its space capsule air filtration system that was co-developed for NASA. The commercial air conditioner add-on technology, now in a pilot phase, has been used to retrofit HVAC systems for commercial buildings and can save up to 50 percent of the net energy, cutting down on emissions and operating costs, according to the company. Its co-founder and CEO Rawand Rasheed was named to the Forbes 30 Under 30 Energy and Green Tech list for 2025.

“This win validates our mission to drive sustainable innovation in commercial air conditioning and beyond. We are excited about the future of Helix Earth and the impact we will have in reducing energy consumption and emissions," Rasheed said in a statement.

Little Place Labs echoed that sentiment with a post on LinkedIn celebrating the win.

"This all started with a simple mission: To deliver real-time space insights to help first responders, mission planners, and decision-makers act before problems arise,” the post read. "Today, that mission feels even stronger."

The company uses advanced AI and machine learning to deliver near-real-time space analytics for both ground and space-based applications. Its software aims to help first responders, mission planners and decision-makers detect anomalies and make informed decisions quickly. It was co-founded in 2020 at Oxford by Houstonian and CEO Bosco Lai and Gaurav Bajaj and participated in the 2023 AWS Space Accelerator.

Tempesst Droneworx, a veteran-owned software company that provides real-time contextual intelligence for early warning detection, took home the Best Speed Pitch prize.

Jesse Martinez, founder of invincible, and Anu Puvvada of KPMG were two judges representing Houston.

According to SXSW, 647 companies have participated in SXSW Pitch over the years, with over 93 percent receiving funding and acquisitions totaling nearly $23.2 billion. See the full list of 2025 winners here.

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PHIOGEN, based at Texas Medical Center Innovation, is headed to Austin next month. Photo courtesy of TMC

Houston biotech startup selected to pitch at SXSW

austin bound

Houston biotech startup PHIOGEN is among 45 finalists that will present at this year’s SXSW Pitch showcase in Austin.

PHIOGEN is one of five food, nutrition, and health startups that will participate in the pitch competition, set for March 9 and 10. A panel of judges will listen to the pitches and then pick the winners. Since 2009, SXSW Pitch finalists have raised more than $23.2 billion in funding.

PHIOGEN has developed the world’s first biogenetics technology platform to harness the power of bacteriophages in the fight against serious drug-resistant infections. Bacteriophages — viruses that are found in bacterial cells — “are ubiquitous in the environment and are recognized as the most abundant biological agent on earth,” according to an article published in 2022 by StatPearls.

Founded in 2023, PHIOGEN is a spinoff of the Baylor College of Medicine’s TAILOR Labs. The startup, based at the Texas Medical Center’s Innovation Hub, has attracted more than $5 million in funding.

“Nothing about our treatments is fabricated; it boils down to creating natural environments that mimic real-life infections, driving biological changes to create ‘super phages’ against the superbugs,” Amanda Burkardt, CEO of PHIOGEN, said in 2023. “As a result, we receive high-performing phage fighters that are trained and ready to deliver safe and effective treatments for clinical applications.”

Professional services firm KPMG is the main sponsor of SXSW Pitch.

Six of this year’s SXSW Pitch judges are from Houston:

Heath Butler of Mercury Fund
Jesse Martinez of LSA Global
Trevor Purvis of the Houston Astros
Anu Puvvada of KPMG
Irene Tang of StartOut
Nate Thompson of HTX Sports Tech

“2024 is an exciting year for startups, and we are looking forward to showcasing these inspiring companies that are making waves in their respective industries and the world as a whole, as well as help connect them with the resources needed to continue advancing,” says Chris Valentine, producer of SXSW Pitch.

Anu Puvvada, KPMG Studio leader, shares how her team is advancing software solutions while navigating hype cycles and solving billion-dollar-problems. Photo courtesy of KPMG

How this Houston-based studio is tackling billion-dollar problems with internal innovation

Q&A

In 2021, KPMG, a New York-based global audit, accounting, and advisory service provider, formed a new entity to play in the innovation space. The Houston-based team finds innovative software that benefit KPMG's clients across industries.

"We're really focused on transformative businesses that we can offer our clients in the next three to five years to solve fairly large problems," Anu Puvvada, KPMG Studio leader, tells InnovationMap.

Now, almost two years later, KPMG Studio has spun out its first company, AI-based security startup Cranium, which has raised $7 million in a seed round led by SYN Ventures with support from KPMG.

Established to advance internal innovation, KPMG Studio's technologies don't always get spun out into startups like Cranium, but with support of the team, the early-stage ideas receive guidance from the company's resources with the potential to be rolled into KPMG's suite of services for its clients.

In an interview with InnovationMap, Puvvada shares more about the program, the Cranium spin out, and why she's passionate about leading this initiative from Houston.

InnovationMap: Tell me about KPMG Studio's structure and your overall goal with the program.

Anu Puvvada: I like to think about it more around framing. We frame the studio around three pillars: incubate, accelerate and amplify. We take in a lot of ideas that come from the business and from our clients and we incubate and see which of them are really high growth solving like a very large problem across verticals and horizontals. When I say a big problem — it's got to be a $1 billion-plus problem. With Cranium, we saw some very early indicators, like a rise in AI adoption amongst our clients. We saw that AI was in this spot where it was going to hit an exponential growth marker. We also saw a rise in cyber attacks. All of that plus conversations with clients made us realize that there's there's something big brewing here.

We're looking at a ton of ideas, and then parsing out maybe 10 that we create into the next Cranium. And then in accelerate, we're finding early adopters and we're growing the idea, building it, raising venture capital for the idea if we decide to spin it out.

IM: Seems like a mutually beneficial relationship between KPMG and these innovators, right?

AP: I would say it's good for KPMG because it allows us to innovate differently and innovate with agility. My group actually operates as a startup within a large organization. And then we create this ecosystem around startups inside KPMG, so when it exits, it's got the basis to run on its own. That's important for us because it gives us agility, it lets us really capitalize on our brand. It's not just what it brings us, but also what it brings our clients.

There's a big competitive advantage to innovating inside KPMG. These innovators get to work inside our walls protected by the infrastructure of KPMG. They, they get a technology team to help them build the idea. And they get to use their brand of KPMG, use our marketing engine, our comms engine, like everything that's behind us. A startup outside, it doesn't get any of that. So, it almost like accelerates them into market when the spin out happens. We use the differentiators and the competitive advantage of KPMG in order to amplify the story of that startup and their value proposition in the market.

IM: So there are two paths for these technologies, right?

AP: We either have what we call spin ins, which means it's created and spins into the business or we have spin outs, which is what Cranium is. We classify spin outs into its own startup or a sale of an asset. And then for the spin in, we would license to our clients under the mothership of KPMG.

IM: Is the studio operating completely in Houston?

AP: We source our ideas from all over nationally. I'm in Houston and a lot of my support team is actually in Houston as well. And I work with a lot of the Houston ecosystem around innovation. I really see Houston as a big future market. We are at the center of climate and ESG, the space economy, and medicine. Those are three big like curves that are going to be hitting in the next five years. So, it is integral for studio to be integrated into that ecosystem to position KPMG for the future.

IM: What's your vision for the studio?

AP: I definitely see us taking in more ideas into studio to build internally for our pioneers, which is what we call our innovators — Jonathan Dambrot, who is the founder of Cranium, he's the pioneer. We'll definitely be doing more Craniums that spin out of the firm. And we have a number that are spinning into the firm already.

I also see us evolving to bring in external startups into the studio so we can also give them the entire ecosystem a way to be lifted up and to shepherd each other into the future.

It's really important that anything that we invest in and we work on is staying measured through these hype cycles that are happening. We need to make sure that these ideas are grounded in the problem that's being solved in an adaptable way and that there's a strong market need for it. That's something that the studio really spends a lot of time doing in the beginning, which kind of helps mitigate some of these hype cycles for us and our clients.

When you think about innovation as a whole, it's mired with risk and uncertainty. You never know if something's going to work or not. And part of what we have to do with any idea that we're building in the studio or anything that our clients are doing around innovation, we have to do as much as we can to mitigate that risk and uncertainty. And that's kind of what KPMG's wheelhouse is.

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This conversation has been edited for brevity and clarity.

While most corporations should be optimizing their company cultures, energy companies specifically need to move the needle on driving forward innovative culture for its employees. Getty Images

Sustaining a culture of innovation is key to driving the energy industry, says this Houston expert

Guest column

The prevailing economic environment has made innovation essential to gaining a competitive edge in the oil and gas industry.

Global economic shifts and the unstable oil market have been considerable factors inhibiting the advancement of innovation in the oil and gas sector. Oil prices have not significantly increased in the past four to five years, while investors and Wall Street hold corporate executives accountable for capital discipline.

In light of these trends, corporate culture and innovation are key factors that hold the potential to drive novelty in the next upcycle. To bring value to shareholders, the oil and gas industry needs to nurture an environment that fosters a radically innovative culture to create new product lines and markets, unique ecosystems, product content, and processes.

Culture from the top down

Organizational culture is one of the essential dynamics that drive innovation. Employee behavior helps influence and promote the acceptance of innovation as a fundamental corporate value. Organizations are therefore admonished to concentrate on fostering an innovative culture that allows the growth of new ideas.

This culture needs to be created by deliberate action on the part of leaders of industry or by indirect measures such as composition and institutional policy directions. A model of innovative culture which translates into cultural transformation emerges as a result of this deliberate action and institutional policy directions.

Various studies over the years have examined innovative culture models focused on cultural characteristics or factors. A comprehensive, innovative culture model that incorporates cultural traits and their determinants is reviewed in this contemplative piece.

Execution culture vs. innovative culture

In her book, "The Culture Map: Breaking Through the Invisible Boundaries of Global Business," Erin Meyer explains that "ambidextrous culture" is the concurrent search of flexibility and alignment at a business unit/sector which is linked to several organizational outcomes including improved performance and innovation.

This ambidextrous culture can be divided into two broad categories: Execution culture and innovative culture. Execution culture is a working environment that is more process- and task-driven to get things done. The oil and gas industry has typically favored the execution culture, where there is a central decision-maker at the head of the table. Research and recommendations on pertinent matters are typically presented to decision-makers who sit through a PowerPoint presentation. Subsequently, a decision is made based on the facts presented via PowerPoint presentation.

One critical demerit of this setup is that it usually leans towards low-risk conservative judgment. The executive lifestyle has worked in the past in the oil and gas industry due to the high fixed cost, and the "failure is unacceptable" approach in the industry.

With new technologies such as 3D printing, predictive analytics, machine learning, and deep learning, one can test some ideas or thoughts through rapid prototyping in a lab setting to test their hypothesis. Therefore, this type of culture as a sole approach to decision-making in the industry may need to be reconsidered.

Meanwhile, innovative culture is a work environment where leaders encourage and nurture unorthodox thinking in approaching problem solutions and applications. If the energy industry leaned more toward this style of culture, it would help foster innovation and accelerate the innovation landscape in the industry.

Innovative culture is a more design-oriented approach that generates a large pool of options and also incorporates a visual thinking framework. It enhances a creative mode for the audience, and everybody in the company ends up being a decision-maker. This type of culture fosters open innovation, eliminates the fear of expression, and pushes for more collaboration and creativity in the ecosystem.

According to a recent survey done by Accenture Strategy, 76 percent of leaders say they regularly empower employees to be innovative, while only 42 percent of employees agree. This shows an apparent disparity in more than the perceptions of employers versus employees and the belief that innovative culture is not promoted by middle management. This barrier can be broken down by instituting and enforcing an innovative culture.

Staying agile in a transforming world

The world has changed, and it will continue to transform. Various factors are disrupting traditional methods of business management across the globe, and organizational behavior is being impacted significantly. For an organization to be competitive globally, it requires innovation and creativity.

The rate at which businesses are facing competition requires agility. Employees are pressured to give their best and to come up with new ideas at a level even beyond some of history's greatest minds. For many, uncertainty and insecurity abounds. The fear of being made redundant and a resulting lack of trust prevents creativity among employees.

Trust, productive gameplay, and fun — critical components of an innovative culture — can spark creativity and increase global competitiveness. Due to the recent downturn, most teams are burdened with the same amount of work, which was meant for double or tripled their workforce and are still expected to perform at their peak capability. They need the right conducive environment to function.

Implementing action

While the energy industry should avoid trying to copy innovative practices from technology companies, oil and gas companies should review possible case studies that can be incorporated in fostering an acceptable culture for millennials to be attracted to the industry.

Presentation is important

Take a look at your marketing materials, for instance. Skip the stereotypical image of the macho oil guy on a rig operating the brake handle and showcase how the industry is adapting open innovation across sectors such as using predictive analytics and rapid prototyping to help design a safe working environment. Showcasing the conducive culture we experience in oil and gas, which challenges us to think outside the box and solve the world's energy problems will be an excellent way to create opportunities internally in companies and also attract and retain talent from different backgrounds and industries to help solve the world's energy problems.

Consider flexible work initiatives

To help establish and foster an innovative culture in oil and gas, the industry needs to embrace virtual and remote working environments, retraining and refresher courses to keep employees' skills relevant to solving problems, leaders setting a positive example on work-life balance and cutting down or avoiding long-distance travel via virtual meetings. Others essential pointers to consider are, giving employees the freedom to be themselves at work, leadership or management having a positive attitude towards failure, allowing remote work on days on which employees have personal commitments, networking events with company leaders scheduled during office hours, having an open channel for the report of sexual discrimination/harassment incident(s) to the company, among others.

I'd like to close with a quote from another influential book, "The Innovator's Dilemma," by Harvard Professor Clay Christensen. He writes, "When an organization's capabilities reside primarily in its people, changing to address new problems is relatively simple. However, when the capabilities have come to live in processes and values and especially when they have become embedded in culture, change has become extraordinarily complicated."

Establishing a uniquely innovative culture within the energy industry will be a great foundation going forward, for spurring progress in the oil and gas sector.

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Nii A. Nunoo is senior associate and management consultant within Strategy and Energy Core Operations at KPMG.

Among this week's top news was an article about how some of TMCx's Digital Health cohort that have made strategic partnerships in Houston. Cody Duty/TMC

5 most popular innovation stories in Houston this week

What's trending

Editor's note: All types of news trended this week — health, tech, real estate, energy and more. Readers gravitated toward news about the TMCx Demo Day, downtown coworking projects en route to Houston, overheard quotes from oil and gas leaders, and more.

These are the 3 downtown Houston coworking concepts expecting to deliver by end of 2020

Downtown Houston has over 100,000-square-feet of new coworking space expected to open by the end of 2020. Shobeir Ansari/Getty Images

Recently, Houston got a "needs improvement" on its coworking space report card — but the tide is changing as more and more coworking spaces plan to open in town — especially in the downtown sector.

Houston's current coworking space volume ranked it No. 15, according to a report from Colliers International, which fell behind Dallas and Austin. However, Houston has many future projects due to deliver in the next 18 months or so — including over 100,000 square feet of space in downtown alone. Continue reading the story.

Houston entrepreneur launches an app that matches patients to their ideal therapist

Ryan Schwartz realized online dating was easier than finding a therapist. He created a tool to change that. Courtesy of Mental Health Match

Nearly five years ago, Ryan Schwartz sat in a coffee shop in crisis mode. His mother had just died suddenly and he was struggling to find an appropriate therapist. Across the table, his friend sat making a profile on a dating app. Quickly, her endeavor was complete and she was ready to swipe right, but Schwartz was still on the hunt for mental help.

"In two minutes she could have a profile matching her with a partner potentially for the rest of her life and I was sitting there for hours and hours trying to find a therapist," he recalls. "I thought it should be easier to find a therapist than a life partner. That's what sent me on my journey."

That journey reached a watershed last month when Schwartz launched Mental Health Match, a website designed to pair patients with their ideal therapist. The idea gained traction as Schwartz described it to people he met and found that many said they had experienced similar difficulties in finding the right practitioner for their needs. Continue reading the story.

Overheard: Oil and gas experts weigh in on the future of low-carbon energy and Houston's role in the movement

From Rex Tillerson's thoughts on leadership and politics to Houston's role in the low-carbon energy movement, check out these powerful quotes from the 2020 KPMG Global Energy Conference. Getty Images

As the energy capital of the world, Houston can't get complacent. The oil and gas industry is changing — carbon is out and finding clean energy alternatives is in.

At the 2020 KPMG Global Energy Conference on June 5 and 6, hundreds of energy professionals listened to the O&G elite — even including former Secretary of State and former ExxonMobil CEO Rex Tillerson — give their two cents about the revolution. Day two of the conference featured the Houston Low Carbon Energy Climate Summit by the Center for Houston's Future. Continue reading the story.

TMCx companies plant Houston roots with pilots, partnerships, and more

At TMCx's Demo Day, the cohort's companies boasted of local deals and accomplishments. Courtesy of TMC

At the conclusion of TMCx's recent Digital Health cohort — the most international group to date — there was only one Houston company among the 19. However, most of that group have developed a presence in Houston throughout the program.

Besides just being based here in Houston for four months, TMCx associate director, Lance Black, says the city has a lot to offer these startups.

"Why Houston? Why are these companies coming from everywhere to be here? Three big reasons," he says to the crowd at Demo Day. "The size and scale of the Texas Medical Center, the diversity of Houston, and the willingness and hunger of Houstonians wanting to be involved in innovation." Continue reading the story.

3 Houston innovators to know this week

These three movers and shakers in innovation are ones to know going into this week. Courtesy photos

This week's Houston innovators to know covers all the bases, from a freshly started startup to one that closed a multimillion-dollar raise. Here's who in Houston innovation that you need to know. Continue reading the story.

Overheard: Oil and gas experts weigh in on the future of low-carbon energy and Houston's role in the movement

Eavesdropping in Houston

As the energy capital of the world, Houston can't get complacent. The oil and gas industry is changing — carbon is out and finding clean energy alternatives is in.

In case you missed it, here are a few powerful quotes from both days of the program — from Houston's role in the low-carbon energy movement to Tillerson's leadership expertise.

"Texas is one of those places where you can just get stuff done.”

— Cindy Yeilding, senior vice president at BP, says Texans are willing to collaborate on this. In the "Visions of our Energy Future" panel during the Low Carbon Energy Summit on Thursday, June 6, she predicted Houston will be a net zero carbon city by 2040 or 2035.

“One of the things we need to focus on is being able to attract and retain talent.”

— Mary Anne Brelinsky, CEO of EDF Trading, stressing the importance of talent in the effort to keep Houston the energy capital of the world. Brelinsky advocated for corporations and its execs getting involved with local universities. "We're competing against Silicon Valley," she says in the panel.

"You’ve got the source, and you’ve got the sinks. … Houston is going to be one of our focal points.”

— Charlene Olivia Russell, vice president of Low Carbon Strategies at Oxy, on how Houston is set up for success when it comes to staying as a power player in the global low carbon energy platform, but, during the panel, she emphasizes collaboration needs to continue happening.

“When Shell agreed to sponsor this summit, it was pitched as a climate change summit. It was changed to a low-carbon summit because some people in this room are uncomfortable with the phrase 'climate change.'"

— Jason Klein, vice president of U.S. Energy Transition Strategy at Shell, says at the "Energy Transformations" panel during the Low Carbon Energy Summit on Thursday, June 6.

"If we want to be the leader and the energy capital of the world, we need to attract talent, capital investment, and innovation, and if the people are going to do those things think that we don’t even like to talk about those things, then they aren’t going to come here — they’re going to go to San Francisco.”

— Klein continues. The audience responded with a round of applause.

“I think it is important as Americans to remember that our greatest strength and the most important element to our national security has been that we are a nation that has many allies and friends. Our adversaries — Russia, China, North Korea, Iran — have no allies or friends.”

— Former Secretary of State Rex Tillerson who served as CEO of ExxonMobil from 2006 to 2016. Tillerson discussed a wide range of topics on Wednesday, June 5, at the 2020 KPMG Global Energy Conference in his fireside chat with Regina Mayor, global sector head and U.S. national sector leader of energy and natural resources at KPMG US. Click here to watch the full interview.

“We’re all a work in progress. You’re never done. I’m not done — I’m still a work in progress. If you have that view and you have that set of values that are never going to change … [then] I can keep developing as a human being.”

— Tillerson says of leadership lessons learned. He's an avid proponent of the Boy Scouts of America organization, and cited many valuable lessons he's learned about himself and about leading people from his involvement in the nonprofit.

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Q&A: TIME100 AI honoree Angle Bush on building Houston’s artificial intelligence future

AI builder

Angle Bush, founder and CEO of Black Women in Artificial Intelligence, has a running question for her organization's members: Are you in the lab?

For Bush, inquiry isn’t philosophical. Learning about artificial intelligence is one thing. But building with it? Developing products, solving problems and creating a stake in the emerging AI economy? That’s another thing entirely—and exactly the point.

Bush’s own path into AI began in 2019 with an unlikely project: a robot named Usher, designed to bring her hot cocoa. She went down what she calls “YouTube University” to figure out how to build it and kept encountering another subject: artificial intelligence. Her curiosity eventually led her to a Houston AI event, where she noticed something missing.

She didn’t see a full reflection of herself, prompting a bigger question: If AI was becoming a transformative force, who would have a role in shaping it? Her answer became the premise for what came next: There couldn’t be an AI revolution without Black women.

Bush never finished Usher. Instead, she built Black Women in Artificial Intelligence, which has grown into a global organization with members across five continents.

Six years after launching BWIAI, the Houston founder was named to the 2026 TIME100 AI, TIME’s annual list recognizing 100 of the world’s most influential people in artificial intelligence.

The recognition is significant, but Bush is focused on what comes next: moving people beyond AI literacy and adoption and into creation—turning ideas into deployed products, building economic opportunity and ensuring more people have a hand in shaping the technology.

That mission brings Bush back to Houston, where she sees an opportunity to build on the city’s entrepreneurial culture while advancing conversations around responsible and ethical AI.

InnovationMap spoke with Bush about her TIME100 AI recognition, her push to get more people building with AI, Houston’s role in the technology’s future and her simple message: Get in the lab.

InnovationMap: What accomplishment at BWIAI are you most proud of?

Angle Bush: This past March, 11 of our members designed and deployed products and services utilizing artificial intelligence. For me, that's what we want to do. We're looking for builders. I continually ask our members: Are you in the lab? What are you building?

We have members here in Houston who built a conference app designed to help people better understand and navigate the conference experience. We also have Shonda and Shalisha Witherspoon, The Digital Twins, who created a patent assistant to help individuals interested in creating a patent for their product or service.

For me, watching those women move dreams from notebooks to deployment is more important than anything else. Notebooks are designed to hold your dreams, but not keep your dreams.

For NVIDIA's GPU Technology Conference, if you wanted to participate as part of the Black Women in AI delegation, you had to build something. You couldn't just give me a concept and say, “Hey, Angle, I'm building ABC.” No. I needed you to design it, build it and deploy it. That will continually be one of the things I'm most proud of.

IM: Why is building so important to you?

AB: I've been saying that from the beginning because I tell people all the time: I can talk all day. We can have this conversation all day. But at the end of the day, are we building? What is the result?

Conversation is great. It can provide insight. But we have to put our hands on products. We have to put our hands on the APIs. We have to put our hands on that knowledge and ask, What do we do with it?

After you learn it, what are you doing with it? Are you going to create an app that helps your family? Are you creating an app that allows you to be part of the AI economy in a way that you can control? We're all going to be part of the AI economy at some point based on our careers and everything else. But what part of it can you control?

IM: What's next for Black Women in Artificial Intelligence?

AB: I want to continue our mission to educate, engage, embrace and empower Black women in AI. I want our organization to serve as an opportunity for women to build. How do we build? How do we understand how to build? How do we move beyond how we've been conditioned and start asking questions—not only of ourselves, but also the right questions of corporations?

Long term, I want us to continue building, and then I want us to pass that knowledge and insight down to the next generation. But I also want us to reach back to generations that may not have had this opportunity when they were younger. Maybe they were discouraged from going into STEM when they were younger. I want them to know that you can still build. It doesn't matter what your age is. It doesn't matter what college or university you attended. If you have an idea, we want to democratize AI so that you can build.

IM: BWIAI's story began in Houston. What role do you think Houston can play in the AI boom?

AB: First, I absolutely love Houston. I'm originally from Chicago and was raised in Saginaw, Michigan. But as they say, I got to Houston as quickly as I could. I think Houston has a great opportunity to position itself as a center of excellence for innovation. We have an entrepreneurial spirit and drive that I believe is unmatched.

And as much as we have entrepreneurs, we also have advocates who want to see the ethical use of AI. I think we'll see a rise in entrepreneurship. Houston is already building that ecosystem with the Ion and other entities coming into the fold.

As far as the mark Black Women in Artificial Intelligence will make in Houston, I think we'll bring a different perspective to the city's AI ecosystem. We'll make an impact on the entrepreneurial side, but also on the advocacy side when it comes to the responsible and ethical use of AI, which isn't always talked about.

IM: One of the biggest concerns surrounding AI is its potential to displace workers faster than people can acquire new skills. How should we be thinking about that?

AB: In full transparency, that's a tough question to answer because AI is moving so quickly. There are so many different models and so many different things happening that it can appear as though they're coming out of thin air.

For me, it's a matter of how we work with individuals so they can think more about the system than the model, because the models can retire. The impact this is going to have on communities globally is going to be an interesting dynamic. With the work we're doing at Black Women in Artificial Intelligence, this is our mitigation system: How can we bring individuals along so they can learn artificial intelligence and understand that there is a pivot—and it's not coming. It's happening right now, live.

How can we create an ecosystem where individuals get the training, support and understanding they need? For me, that's how we mitigate it: by creating a space where individuals can learn how to pivot.

IM: If readers take one thing away from this conversation, what do you want it to be?

AB: How important it is to be in the lab. It is important to start building today—not tomorrow, not next week, not next month. We have to be in the lab today. That's it.

This interview has been edited for brevity and clarity.

UTMB launches new department for space medicine, names inaugural leader

department launch

In space, no one can hear you scream—but they can hear you discuss your medical history and recent symptoms.

The University of Texas Medical Branch (UTMB) announced last month that it would form a new Department of Aerospace and Exploration Medicine within its School of Public and Population Health under the leadership of Dr. Ronak V. Shah, who will serve as inaugural chair.

“Human exploration is changing rapidly, and the health challenges associated with distance, isolation, and limited resources are changing along with it,” Shah said in a news release. “Creating the Department of Aerospace and Exploration Medicine gives us an opportunity to build on decades of expertise at UTMB as we prepare for the future.”

The new department elevates UTMB’s existing Aerospace Medicine Division and provides "broader academic structure for expanding research, education, and collaboration across disciplines," according to the release. Shah was previously named director of the division in 2022 after serving as medical director of Johnson Space Center.

Space exploration in particular has a wide variety of highly specific medical side effects that are in need of the formalized study that the department will specialize in. For example, zero- and low-gravity environments cause everything from detached fingernails to flattened eyeballs. Even in modern, high-tech spacecraft, the human body feels the impacts of space.

It’s an area of medicine UTMB is uniquely suited for. Starting in the 1950s with NASA’s director of medical research Dr. Charles A. Berry, UTMB partnered with the blossoming era of exploration by monitoring astronauts. In 1993, UTMB and the NASA Johnson Space Center created the joint Aerospace Medicine Residency Program, which used bed facilities at the Galveston branch to simulate weightlessness. Wherever there has been a question about how flight and space affect health, odds are UTMB has been involved.

The Department of Aerospace and Exploration Medicine will launch several new initiatives soon. One planned for 2027 is an Undersea and Hyperbaric Medicine Fellowship that will allow scientists to study the physiology of high-pressure flight.

“In the era of a growing global space economy, we are revisiting questions such as who is flying, what is their destination, what vehicle will get them there?” Shah added in the release. “The answers to these questions will drive what research is needed and how we train the next generation.”

Energy AI company opens first U.S. office at Houston's the Ion

new to hou

Building on its partnership with Houston-based oilfield services provider Halliburton, energy-sector AI company Shape Digital recently opened an office at The Ion. It’s the company’s first U.S. location.

Shape Digital’s workforce in Houston includes employees specializing in tech support, business development and client services. The company’s local hiring projections and headcount weren’t available. The new office will be located within Industrious at the Ion, according to Rice Alliance.

A key driver of the new Houston office: The company forecasts North America will account for more than 20 percent of its business in 2027.

“North America is a critical market for industrial innovation, and Houston sits at the center of companies driving that progress,” Caio Sene, vice president of client services at Shape Digital, said in a release. “Growing our presence here allows us to work alongside operators as they look for practical ways to turn existing operational data into clear recommendations for what to do next.”

Shape Digital, which also has offices in Singapore and Brazil, develops decision-making platforms for the oil and gas sector.

The Ion District office gives Shape Digital a presence close to Halliburton’s headquarters. In May, the two companies forged a partnership to combine Halliburton’s Digital Field Solverdecision-making system with Shape Digital’s AI portfolio.

Shape Digital layers AI software atop existing operations data rather than replacing legacy systems or adding new software.

The company’s suite of AI agents draws on more than 200 operations-monitoring algorithms, continually learning from company and industry data. The suite comprises four products: Shape Aura, Shape Lighthouse, Shape Lumen and Shape Reef.

Shape Digital says that by working with a customer’s existing operations data, it can deliver ROI in less than two months without any additional investment in equipment or infrastructure.

The company is a 2021 spinoff of Japan-based Modec. Modec builds, owns, and operates floating offshore oil and gas production facilities. Its Modec America subsidiary is based in Houston.

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