3 alumni-founded startups claim cash prizes at Rice University pitch competition

winner, winner

These three startups walked away from a pitch competition with thousands of dollars in equity-free prizes. Photo courtesy of Rice University

Three startups founded by Rice University graduates have won investment prizes at an annual pitch competition.

The annual H. Albert Napier Rice Launch Challenge, or NRLC, welcomed a panel of judges to hear from six alumni-founded startups in the finals last week. The prizes on the line totaled $65,000 in equity-free funding. The event, which is separate from the student version of the competition, is hosted by Rice’s Liu Idea Lab for Innovation and Entrepreneurship.

The big winner of the 2022 competition was Rhythio Medical, a preventative heart arrhythmias treatment startup. The company won first place, which included $30,000 in equity-free funding, as well as the Audience Choice Award that came with $1,500.

Taking second place, Synopic, which facilitates faster and more accurate surgical procedures through improved endoscopic vision technology, won $20,000 in equity-free funding. Lastly, Green Room, a platform that streamlines taxes and payments for touring artists, clinched third place and $15,000.

The event, named for Rice professor emeritus and entrepreneurship program founder H. Albert Napier, was sponsored by Mercury Fund, T-Minus Solutions and Chevron Technology Ventures. This year's finalists were selected by judges made up of Rice alumni. Three judges — Danielle Conkling, director at Silicon Valley Bank, Paul Manwell, senior director at Google, and Joanna Nathan, manager of new ventures at Johnson & Johnson — listened to and evaluated each company's five-minute pitch and followed up with questions.

Rhythio Medical was founded by CEO Kunal Shah, class of 2022, and Savannah Esteve, who also serves as head of product. The technology includes a surgically injected wire that makes an irregular heart work like a healthy one. It works alongside a traditional implantable cardioverter defibrillator, however, the wire but works to prevent arrhythmias, while ICDs treat arrhythmias with a painful shock to the patient’s heart. The company lists the Texas Heart Institute and the University of Texas at Austin as its research partners.

These six finalists of The H. Albert Napier Rice Launch Challenge Championship will pitch on April 20. Photo courtesy of Rice University

Rice University startup pitch competition names 6 finalists

pitch perfect

Six student-founded startups are headed to the finals of a Rice University pitch competition — and this round is where the money is on the line.

The H. Albert Napier Rice Launch Challenge, open to undergraduate or graduate students in the spring as well as alumni in the summer, started in 2017 with 15 student-run companies vying for a win. The 2022 edition saw participation from almost 200 students and a record 84 teams. The Liu Idea Lab for Innovation and Entrepreneurship whittled those entries down and, after the first round of judging on March 24, six teams are headed the the finals.

The startups will make their pitches in-person at Rice University on Wednesday, April 20, starting at 5:30 pm and compete for over $75,000 in equity free funding.

These are the six student-led startups that will pitch at the finals are:

AutoEdge

AutoEdge is an artificial intelligence-powered quality assurance platform that assists small and medium manufacturers to quickly detect defects and provide clear actionable items to fix inefficiencies.

Founders:

  • Alfredo Costilla Reyes, Post-Doc – Computer Science, 2023, The DATA Lab led by Professor Ben Hu
  • Kwei-Herng Lai, M.S. – Computer Science
  • Daochen Zha, M.S. – Computer Science

Berman Foods

Berman Foods is a artisanal plant-based cheese and spread creator that uses nutritious ingredients.

Founder: Delaney Berman, MBA, 2022

​EpiFresh 

Another food-focused startup, ​EpiFresh is emphasizing fresher ingredients and less waste. Their healthy and sustainable protein-based coating doubles the shelf-life of fruit and vegetables, reducing waste by delaying decay as it moves from the farm to your fridge.

Founders:

  • Neethu Pottackal, PhD – Materials & Nanoengineering, 2024, Professor Pulickel Ajayan’s Lab
  • Aasha Zinke, Materials & Nano Engineering, 2024

​GradGenius

GradGenius is designed to provide users — those looking for a higher education opportunity — a one-stop-shop experience to selecting schools based on personal interests.

Founders:

  • David Akpakwu, MBA, 2023
  • Chinedum Peter Ezeakacha, MBA, 2023

Guildata

Guildata provides global health organizations with data that shows the greatest return on investment, by reduction in morbidity and mortality, for public health interventions in a non-disease centric approach.

Founders:

  • Stephanie Pons, MBA, 2022
  • Kurt Reece, MBA, 2022
  • Ryan Jensen, MBA, 2022

Helix Earth Technologies

Helix Earth Technologies is helping save our planet by helping power plant operators reduce their plant water use and subsequently reducing their overall operating costs.

Founder: Rawand Rasheed, PhD – Mechanical Engineering, 2023, Professor Daniel Preston’s Lab

Startup success is linked to tactical habits and relationships we foster. Photo via Getty Images

How Houston companies can best learn and navigate startup etiquette

houston voices

We often rely on frameworks, skillsets, and mindsets – many of which we can acquire in the classroom – to prepare us for a successful career. Even at Lilie, we emphasize the importance of entrepreneurial thinking and design processes. Yet we hear repeatedly that this notion of "luck" propelled notable individuals through startup careers and exits.

But after talking with Merci Victoria Grace, Partner at Lightspeed Ventures, I'm confident success isn't mandated by the fortuitous sprinkling of this magical "luck" dust. Rather, success is linked to tactical habits and relationships we foster. Merci, with a degree in fictional writing (doesn't exactly scream Silicon Valley titan), co-founded a venture-backed company at the age of 22. From there, she held various PM roles (Couchsurfing, Gigwalk) and went on to be the first Head of Product at Slack. Most recently she has been on the other side of the table in venture capital.

It wasn't luck that drove her career, rather her grit and other actionable habits. She has been immersed in Silicon Valley for the entirety of her career, and she had some nuggets of wisdom for those who are flirting with the idea of working at an early stage tech company.

Do some soul searching. Corporate v. startup?

A career growing in larger, more established corporates will certainly look different than a career growing at various startups. In order to set yourself up for success, you must ensure your personality is one that would jive within a startup.

Your learning style:

  • Corporates: You like to be told what to do, and taught how to do it. You like to follow processes and standards that are already established and widely accepted. You like to work within the bounds of the current structure. You are not bothered by politics and bureaucracy that may hinder innovation.
  • Startups: You learn by doing. It is easier for you to figure "it" out as you go as opposed to being told what to do. In fact, you may not like being told what to do at all! You aren't intimidated by ambiguity, but rather you like to chart uncharted territory and set up the processes as you go.

Your appetite for growth:

  • Corporate: You want to know what is expected of you, and agree to offer the explicit skills you bring to the table. There are usually no surprises in your job functionalities. And while there are resources and budgets for professional development, growth can be hampered by clearly defined boundaries preventing you from acquiring responsibilities outside of those bounders.
  • Startups: You may not like predictability or routine. You seek out new projects and challenges because you know these stretch opportunities help you grow. You aren't intimidated by doing things that are seen as "outside of your job description." Rather, you are willing to do what it takes for the greater good of the team, and you appreciate the learning opportunity associated with the task.

Your career aspirations:

  • Corporate:You most certainly want to be successful, but are willing to take the more traditional route in climbing the corporate ladder. At larger companies, they tend to hire for the role they need to fill, and some tend to do less promoting from within. That makes exponential growth in a short period of time more difficult.
  • Startups: You want to gain leadership experience as soon as possible. You are willing to enter on the ground floor of a startup because you know that being an early employee will allow for rapid growth within the company (if the program is growing). And if that early-stage company is successful, your stint is viewed as a badge of honor which will open up future opportunities.

Startups are for me. Now go gain control of your destiny!

Merci shared insight into how early-stage companies function and how to land a gig at one. There are norms and etiquette we should respect, as well as a mindset we must adopt if we are to be successful within these early-stage companies.

How to get your foot in the door:

  • Use your network! Hiring is HARD, and hiring good talent is even harder. Founders (who are most likely the hiring managers) are juggling many moving parts, and I can guarantee the hiring process is their least favorite part. So, they are going to turn to the people they know because there is a base of trust. So, keep your contacts warm and follow up with them as they are launching new ventures.
  • Don't know many entrepreneurs? Keep tabs on TechCrunch, AngelList, and ProductHunt. Check out companies starting to get traction. Cold email them (…usually name@domain.com…) and ask to connect. Contact them via LinkedIn, Twitter, or other social networks. They are more receptive than you may think.
  • Be direct. Founders are busy, so tell them why you are interested in working with them. And let other folks in your network know as well. Have them keep feelers out.
  • In your conversations, try to identify their pain points. What is keeping them up at night? What are the biggest roadblocks they or the company is facing? And then figure out how your skill set will add value there. Feel it out, but it may require prepped work such as strategy you could present.
  • When connecting and making introductions, use these email tactics:
    • Double opt-in: ask permission to introduce Sally to Kim. Don't just assume Kim is okay with connecting to Sally because Kim is your friend, and so is Sally. Kim doesn't owe Sally anything. Usually, people say yes, but you should ask.
    • Forwardableemail: while your job hunt is consuming your time, don't put the burden on others. If you are Sally and you want Joe to introduce you to Kim, send Joe a thorough email that explains who you are and why you want to talk to Kim. Then, Joe can easily forward that on to Kim. Easy peasy.

Qualities to elude:

  • Working at a startup can be messy. Founders don't have time to micromanage you (or even manage you at all!). Demonstrate that you have the ability to pick up social cues and can execute on [the right] projects and priorities without having to be asked.
  • Have a propensity for action. Act as opposed to asking for permission. You have to be socially intelligent for this to work (see point above), but if you have an idea, try it out, get data, and then propose next steps.
  • Don't complain. Ever. ESPECIALLY not in an interview.
  • Be a team player. Everything is your job. Nothing should be beneath you.
  • Take responsibility for mistakes or missed goals. Startups are ever-evolving and pivoting and learning from failures, you should too.

Be encouraged that there is no magic to the equation. Success within startups and early-stage companies stems from hard work, strong networks, and ensuring there is a good "product-market fit" for you within this world.

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This article was written by Caitlin Bolanos, senior associate director of Lilie, and originally appeared on Liu Idea Lab for Innovation & Entrepreneurship's blog.

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The larger the deal, the higher the chances of failure, says this Houston expert. Photo via Getty Images

Houston expert looks into behavioral analytics in private equity, growth equity, and venture capital

houston voices

Study after study puts the failure rate of mergers and acquisitions somewhere between 70 percent and 90 percent (2011, HBR). One KPMG study narrowed the band of M&A failures to 75 percent to 83 percent (2015, KPMG). One constant in the research is that the larger the deal, the higher the chances of failure.

A FAILED MERGER, ACQUISITION, OR DIVESTITURE CAN BE UNDERSTOOD IN 2 WAYS:

  • Qualitative – what the companies had in mind that caused them to merge in the first place doesn't work out that way in the end.
  • Quantitative – shareholders suffer because operating results deteriorate instead of improve.

Deloitte's M&A Trends 2020 reports that 38 percent of PE firms cite revenue and growth improvement strategies as their primary strategy or focus area for driving value in their portfolio companies.

In the same report, EFFECTIVE INTEGRATION is key for the success of the deal. It accounts for 20 percent of a successful transaction, tied for top place with ACCURATELY VALUING A TARGET.

Post-M&A integration is defined as the implementation of changes in functional activities, organizational structures, and cultures of the two organizations to expedite their consolidation into a functional whole. Of course, this all involves people.

Moreover, Aon Hewitt research shows that:

  • There is a 23 percent increase in "actively disengaged employees" after a change event – even if no one's job is affected.
  • It takes about three years to return to pre-merger engagement levels.

With these figures, it is startling that there is not more focus on talent. Executives attribute 72 percent of their company's value to their employees, yet a mere 12 percent of companies align their talent strategy with their business strategy (Predictive Index, The 2020 State of Talent Optimization).

HOW ARE INVESTORS IN THE PRIVATE MARKET CHANGING THE TIDE?

According to Mike Zani, CEO of The Predictive Index, "When you look at the world of PE, growth equity, and to a lesser extent, VC, we are starting to see more talent officers, someone on staff to assist with strategic HR challenges with their portfolio." For example, Vista Equity has a consulting division that is solely focused on the talent and people analytics of its portfolio companies. They go beyond just finding the right executives, they have proprietary analytics tools to add value.

THERE ARE THREE USE CASES FOR ANALYTICS WITHIN THE PRIVATE MARKET:

1. Due Diligence

"One of the most powerful ways behavioral analytics are used for due diligence is understanding the strengths and blind spots of the future leadership team. It's about applying analytical rigor to the people side of the business to create a nuanced understanding of individual and team dynamics so you can be intentional about how to enable and de-risk the execution of future growth plans. We surface people challenges and opportunities early in the process so our clients can put strategies in place for effective change management and talent optimization." Heather Haas, President, ADVISA.

After signing a letter of intent, a consultant can assess the leadership team with behavioral, cognitive, and organizational assessments. In the process of evaluating leadership fit, consultants may identify gaps between the leadership abilities needed and those present in the executive team, and investors must focus attention on closing those gaps. It is much easier to suggest fixing them before the deal is closed, where investors can work with the company to create leadership development or hiring plans. If investors discover that the executive team lacks financial or operational excellence 6 months after close, it is going to be much harder to communicate that in a positive, forward-looking way.

Predictive Index isn't the only tool used for due diligence. Specialty consulting firms that provide due diligence support with people analytics include GH Smart, Green Peak Partners, Korn Ferry, and Deloitte. They use a host of tools ranging from Hogan assessments to proprietary software. "Out of the 150 PE clients with The Predictive Index," Zani says "about 1/3 are using it in due diligence regularly."

2. Post-Deal Value Creation

Effective M&A integration accounts for 20 percent of the success of a deal. As I mentioned in the last post, behavioral analytics can provide insights that allow each person to easily understand how their new team members are wired. This can drastically reduce the time it takes to build cohesion among the group and make for more effective collaboration as project teams are regularly assembled and reassembled. Put simply, instead of using our energy to try to figure each other out, we cut through the noise so we can run faster.

3. Scale

The use of behavioral analytics for hiring is nothing new. With an infusion of cash, one of the first thing a company does in response to growth goals is to hire. People data can help companies scale quickly and with confidence. Max Yoder, CEO and Founder of Lessonly shares about Predictive Index, "Now, every time we hire, we use the assessments as another tool in our toolkit. The results will never decide whether a person gets hired or not, but they do provide guidance as to whom should be in sales, whom should be in client experience, whom should sit in a quiet space, and whom thrives on commotion."

Even with such impressive results, still there are two schools of thought when it comes to how much control private market firms want to have over the operations of their portfolio companies. General Catalyst, the PE firm that invested in Predictive Index, in particular, says they don't want to be the management team. Kirk Arnold, Executive In Residence, General Catalyst says "We're very founder supportive. We invest in entrepreneurs and innovators and work to support them. We share feedback and insights with those teams – and encourage them to The Predictive Index toolset to help them scale effectively. But we don't force any of our teams to invest in any particular tool or strategy. We believe great businesses are built by great teams, and we believe that PI can help companies excel in team building – but we look to the leadership team to make those investment decisions based on their needs and culture.

Prior to becoming a Predictive Index Consultant, I spent five years integrating acquisitions. I only had access to PI for the very last year. It was so powerful in building dream teams that I wished I had known about it sooner. Areas I used PI heavily was in post-deal value creation as well as scaling. In my current practice, I spend about 20 percent of my time performing due diligence for start-ups as well as working with them to round out their team from a data-driven perspective.

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This article was written by Wendy Fong, founder and principal of Chief Gigs, and originally appeared on Liu Idea Lab for Innovation & Entrepreneurship's blog.

Talent optimization goes beyond human resources practices, management consulting, and productivity tooling to describe a model that empirically aligns strategy and people practices. Photo via Getty Images

Houston expert: Finding your tech talent through analytics

Houston Voices

You know the work that needs to get done, and you know the environment that you want to build. How do you find the people who will build it with you? Historically, we relied on relationships, intuition, and track record when we evaluate potential team members. This is the same approach we use to find our mates, and well, the divorce rate speaks for itself.

Perhaps you know your potential partner from a previous job when you both worked for a public company, and they were a high performer. Even when we have worked with someone before and they had a great track record, things can go awry. Humans are messy beings. When factors that affect motivation (such as equity percentages, the potential for exit, working 80-plus hours a week) change, performance can be affected. The people who do really well as a cog in the wheel do not necessarily have the same drive to BUILD the wheel. So how do we pick the team members who will best suit the work and environment?

Did you know that 95 percent of people think they're self-aware, yet only 10 to 15 percent actually are (Tasha Eurich)? If people don't know themselves, how can you possibly know your potential partner's fit?

Behavioral assessments aren't new. If you've ever worked for a large company, you've likely taken one. What is different now is that The Predictive Index is harnessing the power of behavioral analytics to predict success and help us visualize teams in a whole new way. We can now look at people's work style in under 6 minutes and quickly give you data on how people will perform in their role and with your team to drive alignment in your organization.

As a founding board member and active investor in Valhalla Investment Group, we recently implemented the practice of using behavioral analytics in our due diligence. We then look at individual and team results to identify any gaps between strategy and the team's ability to execute the strategy. We specifically look at a team's appetite for risk, approach to change, and response to pressure.

The results for one startup we were evaluating came back with a potential red flag. Five of the six in the executive team were exploring leaders in the "Innovation and Agility" quadrant. These leaders are independent and comfortable with risk. We had one who was a very strong stabilizing leader in the "Process and Precision" quadrant. This person is very precise and cautious with risk. We immediately reached out to the CEO to schedule a Zoom to ask how the team works with what could be seen as an "outlier" and how they deal with the friction. The CEO understood the strengths and cautions of his team and explained that while this person is different, they are very much needed. They provide balance and contribute to areas that are blind spots for the rest of the team. The way the CEO handled the question showed us that he was self-aware enough to manage such differences and gave us the confidence to invest in this startup.

HOW IS THIS RELEVANT FOR YOUR STARTUP?

Founders

Wouldn't it be great to know potential partners' appetite for risk, how they deal with deadlines, their proactivity or reactivity to issues before you meet them? Or how they respond to pressure? Founding partners can be evaluated to ensure their behavioral drives align with the startup strategy.

For example, if the strategy is to fail fast to obtain product-market fit and grow market share quickly, founders would need to be innovative, risk-tolerant, comfortable with ambiguity, and they'd need to thrive under pressure. Conversely, if your startup serves a highly regulated environment, your founding team needs to be well-organized, careful with rules, and cautious with risk.

Team dynamics and inclusivity 

Without insight into team dynamics, results are left to chance. Behavioral analytics can provide insights that allow each person to easily understand how their new team members are wired. This can drastically reduce the time it takes to build cohesion among the group and make for more efficient and effective collaboration as project teams are regularly assembled and reassembled. Put simply, instead of using our energy to try to figure each other out, we cut through that noise so we can run faster.

Lastly, by creating a job profile and looking for candidates who fit the profile, we can cut out the biases that relationship-based recruiting can introduce to an organization.

"The alignment of business strategies and talent strategies is known as talent optimization."

Talent optimization goes beyond human resources practices, management consulting, and productivity tooling to describe a model that empirically aligns strategy and people practices. It weaves talent improvement practices into the everyday workings of a company to nurture and employ a workforce that is specifically calibrated to the company's strategic objectives. The sooner we utilize people data to look at our organization, the sooner we can spot potential blind spots. Leaders can then address the issues and focus on what's most important for their startup.

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This article was written by Wendy Fong, founder and principal of Chief Gigs, and originally appeared on Liu Idea Lab for Innovation & Entrepreneurship's blog.

The annual H. Albert Napier Rice Launch Challenge awarded equity-free cash prizes to three impressive student startups. Photo courtesy of Rice University

Rice University student startups win $65,000 in competition

winners revealed

A Rice University startup competition concluded with a big win for a company started by students trying to use tech to help prevent veteran suicide.

The startup, rutd: resources united. technology driven., a secure platform that can deliver more than 14,000 mental health resources to veterans, won first prize at the virtually held H. Albert Napier Rice Launch Challenge last week. The prize included a $27,500 check.

Seven other Rice-affiliated startups pitched for judges at the event for a shot at equity-free seed funding. The program is a part of Rice's Liu Idea Lab for Innovation and Entrepreneurship, or Lilie.

"With the biggest and most diverse field of competitors in the history of the competition, it shows that at Rice and Lilie, you don't have to choose between being a student and working on your startup. We empower you to do both," says Kyle Judah, executive director of Lilie, in a press release. "These founders took advantage of all our resources and opportunities — which is why they had million-dollar partnerships and tens of thousands of users at competition time."

Second place went to Green Room, a startup that aims to provide tools — like payments and tax compliance — for Houstonians in the live music industry. The Green Room team won $20,000.

In third place was A440, a company focused on "bringing the creator economy to classical music, helping a centuries-old art form find new life in the modern era," according to the release. A440 won the $15,000 third place prize, as well as the $2,500 Norman Dresden Leebron Audience Choice Award.

The competition, which was sponsored by was sponsored by Mercury Fund and T-Minus Solutions and supported by the Napier family and the Liu Family Foundation, also provided mentoring and pitch coaching opportunities from experts and the Rice community.

The judges included Rice alumni Claire Shorall, CEO and co-founder of Topknot; Sunit Patel, CFO of Ibotta; Monica Pal, founding partner of How Women Invest; Chris Staffel, managing director of GOOSE Capital; and Brad Husick, CEO and founder of IdeaSense.

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7 lessons from a Houston-based unicorn startup founder

taking notes

At a fireside chat at SXSW, a Houston founder pulled back the curtain on his entrepreneurial journey that's taken him from an idea of how to make the chemicals industry more sustainable to a company valued at over $2 billion.

Gaurab Chakrabarti, the CEO and co-founder of Solugen, joined the Greater Houston Partnership's Houston House at SXSW on Monday, March 13, for a discussion entitled, "Building a Tech Unicorn." In the conversation with Payal Patel, principal of Softeq Ventures, he share the trials and tribulations from the early days of founding Solugen. The company, which has raised over $600 million since its founding in 2016, has an innovative and carbon negative process of creating plant-derived substitutes for petroleum-based products.

The event, which quickly reached capacity with eager SXSW attendees, allowed Chakrabarti to instill advice on several topics — from early customer acquisition and navigating VC investing to finding the right city to grow in and setting up a strong company culture.

Here are seven pieces of startup advice from Chakrabarti's talk.

1. Don’t be near a black hole.

Chakrabarti began his discussion addressing the good luck he's had standing up Solugen. He's the first to admit that luck is an important element to his success, but he says, as a founder, you can set yourself up for luck in a handful of ways.

“You do make your own luck, but you have to be putting in the work to do it," Chakrabarti says, adding that it's not an easy thing to accomplish. “There are things you can be doing to increase your luck surface area."

One of the principals he notes on is not surrounding yourself with black holes. These are people who don't believe in your idea, or your ability to succeed, Chakrabarti explains, referencing a former dean who said he was wasting his talent on his idea for Solugen.

2. The co-founder dynamic is the most important thing.

Early on, Chakrabarti emphasizes how important having a strong co-founder relationship is, crediting Solugen's co-founder and CTO Sean Hunt for being his "intellectual ping-pong partner."

“If you have a co-founder, that is the thing that’s going to make or break your company,” he says. “It’s not your idea, and it’s not your execution — it’s your relationship with your co-founder.”

Hunt and Chakrabarti have been friends for 12 years, Chakrabarti says, and, that foundation and the fact that they've been passionate about their product since day one, has been integral for Solugen's success.

"We had a conviction that we were building something that could be impactful to the rest of the world," he says.

3. Confirm a market of customers early on.

Chakrabarti says that in the early days of starting his company, he didn't have a concept of startup accelerators or other ways to access funding — he just knew he had to get customers to create revenue as soon as possible.

He learned about the growing float spa industry, and how a huge cost for these businesses was peroxide that was used to sanitize the water in the floating pods. Chakrabarti and Hunt had created a small amount of what they were calling bioperoxide that they could sell at a cheaper cost to these spas and still pocket a profit.

“We ended up owning 80 percent of the float spa market,” Chakrabarti says. “That taught us that, ‘wow, there’s something here.”

While it was unglamourous work to call down Texas float spas, his efforts secured Solugen's first 100 or so customers and identified a path to profitability early on.

“Find your niche market that allows you to justify that your technology or product that has a customer basis,” Chakrabarti says on the lesson he learned through this process.

4. Find city-company fit.

While Chakrabarti has lived in Houston most of his life, the reason Solugen is headquartered in Houston is not due to loyalty of his hometown.

In fact, Chakrabarti shared a story of how a potential seed investor asked Chakrabarti and Hunt to move their company to the Bay Area, and the co-founders refused the offer and the investment.

“There’s no way our business could succeed in the Bay Area," Chakrabarti says. He and Hunt firmly believed this at the time — and still do.

“For our business, if you look at the density of chemical engineers, the density of our potential customers, and the density of people who know how to do enzyme engineering, Houston happened to be that perfect trifecta for us," he explains.

He argues that every company — software, hardware, etc. — has an opportunity to find their ideal city-company fit, something that's important to its success.

5. Prove your ability to execute.

When asked about pivots, Chakrabarti told a little-known story of how Solugen started a commercial cleaning brand. The product line was called Ode to Clean, and it was marketed as eco-friendly peroxide wipes. At the time, Solugen was just three employees, and the scrappy team was fulfilling orders and figuring out consumer marketing for the first time.

He says his network was laughing at the idea of Chakrabarti creating this direct-to-consumer cleaning product, and it was funny to him too, but the sales told another story.

At launch, they sold out $1 million of inventory in one week. But that wasn't it.

“Within three months, we got three acquisition offers," Chakrabarti says.

The move led to a brand acquisition of the product line, with the acquirer being the nation's largest cleaning wipe provider. It meant three years of predictable revenue that de-risked the business for new investors — which were now knocking on Solugen's door with their own investment term sheets.

“It told the market more about us as a company,” he says. “It taught the market that Solugen is a company that is going to survive no matter what. … And we’re a team that can execute.”

What started as a silly idea led to Solugen being one step closer to accomplishing its long-term goals.

“That pivot was one of the most important pivots in the company’s history that accelerated our company’s trajectory by four or five years," Chakrabarti says.

6. Adopt and maintain a miso-management style.

There's one lesson Chakrabarti says he learned the hard way, and that was how to manage his company's growing team. He shares that he "let go of the reins a bit" at the company's $400-$500 million point. He says that, while there's this idea that successful business leaders can hire the best talent that allows them to step back from the day-to-day responsibilities, that was not the right move for him.

“Only founders really understand the pain points of the business," Chakrabarti says. "Because it’s emotionally tied to you, you actually feel it."

Rather than a micro or macro-management style, Chakrabarti's describes his leadership as meso-management — something in between.

The only difference, Chakrabarti says, is how he manages his board. For that group, he micromanages to ensure that they are doing what's best for his vision for Solugen.

7. Your culture should be polarizing.

Chakrabarti wrapped up his story on talking about hiring and setting up a company culture for Solugen. The company's atmosphere is not for everyone, he explains.

“If you’re not polarizing some people, it’s not a culture,” Chakrabarti says, encouraging founders to create a culture that's not one size fits all.

He says he was attracted to early employees who got mad at the same things he did — that passion is what makes his team different from others.

Houston tech company to acquire IT infrastructure startup

M&A moves

Hewlett Packard Enterprise has announced its plans to acquire a San Jose, California-based startup.

HPE, which relocated its headquarters to Houston from the Bay Area a couple years ago, has agreed to acquire OpsRamp, a software-as-a-service company with an IT operations management, or ITOM, platform that can monitor, automate, and manage IT infrastructure, cloud resources, and more.

According to a news release from HPE, the OpsRamp platform will be merged with the HPE GreenLake edge-to-cloud platform, which supports more than 65,000 customers, powers over two million connected devices, and manages more than one exabyte of data with customers worldwide.

The new integrated system "will reduce the operational complexity of multi-vendor and multi-cloud IT environments that are in the public cloud, colocations, and on-premises," per the statement.

“Customers today are managing several different cloud environments, with different IT operational models and tools, which dramatically increases the cost and complexity of digital operations management,” says HPE's CTO Fidelma Russo in the release. “The combination of OpsRamp and HPE will remove these barriers by providing customers with an integrated edge-to-cloud platform that can more effectively manage and transform multi-vendor and multi-cloud IT estates.

"This acquisition advances HPE hybrid cloud leadership and expands the reach of the HPE GreenLake platform into IT Operations Management,” she continues.

HPE's corporate venture arm, Pathfinder, invested in OpsRamp in 2020. The company raised $57.5 million prior to the acquisition. Other investors included Morgan Stanley Expansion Capital and Sapphire Ventures, per TechCrunch.

“The integration of OpsRamp’s hybrid digital operations management solution with the HPE GreenLake platform will provide an unmatched offering for organizations seeking to innovate and thrive in a complex, multi-cloud world. Partners and the channel will also play a pivotal role to advance their as-a-service offerings, as enterprises look for a unified approach to better manage their operations from the edge to the cloud,” says Varma Kunaparaju, CEO of OpsRamp, in the release.

“We look forward to leveraging the scale and reach of HPE’s global go-to-market engine to deliver our unique offering and are excited for this journey ahead as part of HPE.”

3 Houston innovators to know this week

Editor's note: In this week's roundup of Houston innovators to know, I'm introducing you to three local innovators across industries — from space tech to software development — recently making headlines in Houston innovation.


Michael Suffredini, CEO and president of Axiom Space

Axiom's CEO announced a new mission and space suit design. Photo courtesy of Axiom Space

It was a big news week for Axiom Space. The Houston company announced its next commercial space mission with NASA to the International Space Station a day before it unveiled its newly design space suit that will be donned by the astronauts headed to the moon.

“We’re carrying on NASA’s legacy by designing an advanced spacesuit that will allow astronauts to operate safely and effectively on the Moon,” says Micahel Suffredini, CEO of Axiom, in a statement. “Axiom Space’s Artemis III spacesuit will be ready to meet the complex challenges of the lunar south pole and help grow our understanding of the Moon in order to enable a long-term presence there.”

Called the Axiom Extravehicular Mobility Unit, or AxEMU, the prototype was revealed at Space Center Houston’s Moon 2 Mars Festival on March 15. According to Axiom, a full fleet of training spacesuits will be delivered to NASA by late this summer. Read more.

Julie King, president of NB Realty Partners

Houston's access to lab space continues to be a challenge for biotech companies. Photo via Getty Images

In terms of Houston developing as an attractive hub for biotech companies, Julie King says the city still has one major obstacle: Available lab space.

She writes in a guest column for InnovationMap that biotech startups need specialized space that can hold the right equipment. That's not cheap, and it's usually a challenge for newer companies to incur that cost.

"However, with realistic expectations about these challenges, the good news is that once settled into a facility that is a fit, Houston’s emerging biotech companies can thrive and grow," she writes. Read more.

Owen Goode, executive vice president at Zaelot

Houston software development firm Axon is planning its Texas expansion thanks to its recent acquisition. Photo via LinkedIn

Owen Goode is a huge fan of Houston. That's why when his software design firm, Axon, got acquired by Zaelot, led by CEO Jeff Lombard, in January, he made sure the deal would mean growth in the region.

Zaelot is a global, software firm with a presence in 14 countries, mostly focused in the United States, Uruguay, and Iceland. With the acquisition of Axon, the combined company is poised to expand in Texas, beginning in Houston, Goode says.

“Together we have a strong suite of offerings across a wide variety of domains including full-stack development, cloud/data engineering, design, staff augmentation, project management, and software architecture. We also have experience in multiple domains, including health care, aviation, defense, finance, and startups,” says Goode. Read more.

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