University of Houston: Navigating compliance in on-campus research and innovation

Houston voices

When taking research and innovation to the business sector, there are some disclosures you should factor in. Graphic by Miguel Tovar/University of Houston

Meet Professor Doolittle, a biologist and chair of Genetics at Zoo U.

After studying genetic mutations in small-ear pigs to better understand coat color variation for breed preservation and development, Doolittle and his post-doc invented a genetic test and launched a startup called PigMentation. The post-doctoral co-inventor runs PigMentation’s day-to-day business operations; she receives no salary from PigMentation but receives equity in the company. Doolittle is the chief technology officer. Like many faculty startups, PigMentation licensed the technology from Zoo U to begin commercialization. Due to the fact that the company does not have a laboratory yet to scale the technology, funds were raised by PigMentation to establish a sponsored research agreement with the university to support R&D in Professor Doolittle’s lab on campus. The company ultimately hopes to receive a National Institutes of Health STTR award and subcontract to Zoo U to supplement further development.

In addition, Doolittle received additional research funding from a Hungarian agricultural company to study color variation in a large population of Mangalitsa pigs, the “Kobe Beef of Pork, ” in Hungary. As part of this project, he partnered with an institution in Hungary as part of a collaborative research program that allows U.S. students to work in the lab overseas and Hungarian students to come to the U.S. Before kicking off the project, Doolittle will purchase 1,500 units at $179 per unit from PigMentation to do the first phase of the study.

How many potential disclosures should Professor Doolittle make to Zoo U? How much potential risk does Doolittle present?

  1. External Consulting, Employment and Professional Activities
  2. Pending Relationships
  3. Related Party Interests
  4. Research Conflict of Interest
  5. Conflict of Commitment
  6. Dual Employment
  7. Foreign Influence
  8. Licensing

If you selected every disclosure listed in Professor Doolittle’s case, you are correct. But do you think Doolittle understands each little detail of his scenario and who manages that risk across the university? Is it the research compliance office, contracts and grants, human resources, legal or his department?

And even if he succeeds in disclosing it all, can each individual office manage their part without introducing a certain level of risk to the professor, the university and the funding agency?

Risky business

While Professor Doolittle’s case is complex, it’s not farfetched. Better managing risk for cases like Doolittle’s is top of mind for university compliance operations right now. As the regulatory environment becomes increasingly complex, there is more at stake today than what senior investigators are used to, and that creates risk.

“There are more regulations than in the past, there is more scrutiny. We’re not the same University we were 20 years ago,” said Lauri Ruiz, senior assistant in the University of Houston’s Office of General Counsel. “If researchers have an NIH grant, for example, they have to comply with federal regulations as well as state and institutional regulations.”

In addition to changing and expanding regulations, there is also enhanced enforcement of the rules, said Ruiz, making it critical for universities and their researchers to comply. The problem: It’s hard to know every single detail that needs to be disclosed.

“There are a lot of people with good intentions, but they may not know about the rules,” she said.

And then there’s the matter of doing it.

“Faculty want to do the right thing, but they don’t get around to disclosing it all,” said Kirstin Holzschuh, executive director of Research Integrity and Oversight at UH. “If we know about it, we can manage it before it becomes a problem.”

To complicate the matter, many universities like UH have offices across the institution that manage specific disclosures, making it more difficult for researchers to know what to disclose where.

“Universities tend to be very siloed and faculty get confused about what they have to do to be compliant, ” said Susan Koch, chief compliance officer at UH. “There is a significant need for universities to make a seamless, cohesive process that is easy for faculty to follow.”

According to Koch, Ruiz and Holzschuh, many top research institutions may have this process fixed for faculty, as they have been in the business of major research operations for many years now. For rising universities such as the University of Houston, compliance operations are scrambling to keep up with their university’s rapidly growing research and innovation enterprises — in addition to expanding regulations.

“It would be ideal to have a centralized operation that intakes all disclosures and works with specific university offices to manage certain aspects of a researcher’s case,” said Holzschuh. “But like many institutions, UH does not have the resources to support that kind of operation yet, so we have to find a different solution.”

Holistic risk management

Much like we go to our primary care provider who reviews our overall health before referring us to specialists to solve specific problems, university compliance should work the same way. Centralized compliance management may be the future, but it’s not quite possible for many universities at the moment.

“We have to find a way to move forward in a thoughtful way based on our available resources,” said Koch. “These are compliance challenges that are being discussed across higher education — everyone is trying to make strides in this area.”

To address this challenge at UH, the University has launched a compliance initiative to streamline all university disclosures and ensure that all touchpoints and processes are more understandable for faculty to follow.

Led by Koch, Institutional Compliance teamed with the offices of General Counsel and Research Integrity and Oversight to form a cross-disciplinary committee to consolidate the disclosure intake and management processes, as well as provide institutional training.

“We’re setting up a communication structure so that silos are no longer silos, ” she said.

Specifically, the UH team is working on a multiphased-approach that will involve the development of a user-friendly web portal that will prompt faculty to fill out certain disclosures based on their individual case. The tool will work by taking faculty down a decision tree, triggering a set of actions they need to take. Based on how they answer certain questions, faculty will be directed toward the disclosures they need to file.

“We want to design it in such a way that it is easy for faculty to navigate complex issues,” added Ruiz.

In addition to creating the disclosure portal, the team plans to update disclosure forms, streamline processes and workflows, reevaluate who has oversight, and design education and training to ensure compliance.

“The old paper-based processes don’t work anymore,” said Koch. “People can’t locate what form they need, so our processes need to be advanced.”

And while modernizing and simplifying the process for faculty is a great first step, the team is already thinking about how to better manage the process on the backend in a more centralized manner.

“We’re hoping to eventually have a central repository of disclosed information so that compliance teams across the university have access to the same information,” said Holzschuh. “It’s difficult to manage a case piecemeal, because all of the small details are very interconnected.”

The team will also make a major investment to “up their game” to better educate and communicate with faculty — and all those who support university research, including research staff and leadership.

“We are excited about the portal that will help faculty fill out the forms,” said Holzschuh. “But education is key.”

The big idea

In the coming year, the Professor Doolittles at the University of Houston — and hopefully other institutions across the nation — will better understand what disclosures need to be filed through simple, clear processes, thanks to the hard work and ingenuity of our university compliance teams. This could not be of greater importance, according to Ruiz.

“This just isn’t the university coming up with random things to create roadblocks,” she said. “Non-compliance with federal and state regulations could result in jail time and millions of dollars in penalties sanctioned against the University.”

To be quite frank, it’s in all of our best interest to comply with regulations — and make the processes easy to follow, especially if we want to continue to demonstrate our academic research integrity, keep monies in the university piggy bank and keep our people out of “the pen. “

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This article originally appeared on the University of Houston's The Big Idea. Lindsay Lewis, the author of this piece, formerly served as the executive director of communications for the UH Division of Research.

Building a consortium is a model that increases productivity both as a way to provide financial support and as a way to have a large group working on a single goal and to build a consistent cash flow to support a graduate research program. Graphic by Miguel Tovar/University of Houston

Houston expert: How to build a research consortium

houston voices

Most principal investigators spend many hours laboring over proposals to fund their research programs – and for good reason. While competing for funding is the big business for researchers, some have opted to fund their programs in other ways, like building a research consortium.

The word "consortium" means a group of individuals, companies or governments that work together to achieve a specific purpose. Research consortia are generally partnerships between institutions and industry, where several companies in a specific industry sector will pay an annual fee to be a part of the university-led consortium. In return, the university will research solutions to critical problems identified by the company and provide critical research data.

Considering a consortium

Professor Paul Mann, a geologist at the University of Houston, has successfully run a consortium of energy companies since 2005, funding up to 20 graduate and undergraduate research students every year. He routinely brings in hundreds of thousands of dollars per year in funding and has students working on solutions for geologic problems in the Caribbean, Gulf of Mexico, and the circum-Atlantic margins.

"Academic research consortia are a great way to fund research programs long term," said Mann. "Each company puts a certain amount of money in to fund a specific project and it creates a smoother cash flow to support students."

According to Mann, who runs the Conjugate Basins, Tectonics and Hydrocarbons Consortium, building a consortium requires a much different skill set than managing a taxpayer-supported, public grant through federal agencies such as the National Science Foundation. Since consortia are partnerships, in-person visits, relationship-building and trust with the sponsoring companies are key to building a successful one.

And instead of submitting routine technical reports, professors who have consortia visit companies, make presentations and meet one-on-one with their partners.

"We rely on companies for their continued funding, so we visit them in person as a way of building trust and transferring information. In meetings, we share what we are finding out, they share their knowledge and we both come away at a higher level of understanding," said Mann. He also transfers information to the company through summer internships or students who become full-time employees following their graduation from UH.

Mann also partners with researchers in the petroleum engineering program at University of Stavanger in Norway that is led by Professor Alejandro Escalona. Escalona completed his Ph.D. and postdoctoral study with the CBTH project at The University of Texas at Austin in 2006 and is now head of the Petroleum Geosciences section at Stavanger.

Find sponsors for your consortium

Building a consortium provides many opportunities for industry partners to get involved. A consortium also provides a flexible, project-based structure and allows partners to come to the table when they have a specific project that needs to be explored.

Other than joining as an official partner to support a project, companies can partner with academia to provide data sets for students to research.

"Data from industry are generally superior to anything that academia can collect because the industry has the resources and infrastructure to develop and support the highest level of subsurface imaging of the deep sedimentary basins that we use for our studies," said Mann.

"Students can work directly with critical industry data sets to accomplish the goals of the project. In return, the data provided increases its value through our interpretations and analysis which benefits the company that provided it."

Get other partners

Another way industry can contribute is through technical support from industry service companies that provide software for the consortium to use in their studies.

"Software helps accomplish complex analyses and provides students a chance to use cutting edge methods in their research projects," said Mann.

This investment transfers back to industry, he adds. As students graduate, they enter industry with strong experience working with the software. They then can promote the use of the software and train others in the company in its applications.

"Software evolves at a fast pace so keeping up requires significant effort," said Mann.

Build credibility with industry

To keep your consortia going, it must bring value to industry. This means providing successful applications to practical problems, such as exploring the subsurface in the search for hydrocarbons, according to Mann.

"We end up on applications – how can we use the science for practical benefits?" said Mann. "The students are exposed to the A-Z science value chain.'"

Performance benchmarked by publications builds credibility with companies, adds Mann, who requires doctoral students to publish three peer-reviewed articles on their dissertation research and master's students to publish one article on their thesis. He also involves students in site visits or Zoom meetings with companies to present the findings of the project. This gives students a chance to investigate summer internship and employment opportunities.

Since the CBTH project moved to UH a decade ago, CBTH-supported students have published 96 peer-reviewed, first-authored articles.

"Theses and dissertations tend to collect dust on shelves in libraries or languish in obscure digital archives, while published papers that are widely accessible online or at sites like Research Gate are at the forefront of the global dialogue of science," said Mann. "I tell the students that their published articles will be their legacy to the pool of human knowledge, so make sure you advance your work to as close to perfection as possible".

Build credibility for your consortium

According to Mann, students in the CBTH also regularly place in the annual poster competitions. Since 2013, they have won 138 awards.

"By the time our students graduate, they are masters of the 'graphical arts' that are based on a variety of software used to maximize the impact of their data and interpretations," said Mann. He said they also attain a high level of confidence, either presenting oral presentations in front of larger groups or poster presentations to smaller groups. The communication skills and confidence they gain serve them well, he said, throughout their careers.

These competitions also help to elevate the status of the UH Earth and Atmospheric Sciences department, which is currently ranked at number 54 in the U.S.A. by U.S. News and World Report.

Along with winning other competitions, Mann said these top performance activities really help establish credibility within the field and that will draw more interest in the consortium.

"Everyone in academia and industry values and respects peer-reviewed articles published in the top geoscience journals. With the electronic age the science dialogue has accelerated, so figuring out where the cutting edge is currently located can be a challenge," said Mann.

The Big Idea?

Building a consortium is a model that increases productivity both as a way to provide financial support and as a way to have a large group working on a single goal and to build a consistent cash flow to support a graduate research program.

Public grant funding tends to be on shorter time scales and that can make the multi-year funding for student projects more challenging, according to Mann. But once established and producing results, a research consortium is a solid model for supporting your students.

Watch this interview with Paul Mann about creating and running a consortium

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This article originally appeared on the University of Houston's The Big Idea. Lindsay Lewis, the author of this piece, is the executive director of communications for the UH Division of Research.

Think you know what's happening at university tech transfer offices? Think again. Graphic by Miguel Tovar/University of Houston

Houston expert: 4 misconceptions of university tech transfer offices

houston voices

Beyond their education and research missions, universities across the nation have turned research discoveries into big business. In addition to protecting intellectual property from faculty discoveries, universities build and support startup pipelines to help researchers commercialize those technologies.

However, there are a few misconceptions when it comes to university tech transfer offices that keep faculty at bay. Here, we'll take a look at four misconceptions and explore the truth behind the thinking.

Misconception 1: Filing patent paperwork is all tech transfer offices do

While tech transfer offices are in the business of patents, many offer a full range of services to support the commercialization process. This can include everything from strategy and startup development to the establishment of enterprise and industry ventures. Many university tech transfer offices operate incubators, co-working space for startups and accelerator programs, and some even build and manage venture funds.

"At the University of Houston, we now offer lots of services to faculty, such as strategy sessions to help them understand the commercial potential of their technologies," said Chris Taylor, executive director of the UH Office of Technology Transfer and Innovation. "We also help faculty license their technologies to ensure fair use as they transition them into the market."

Misconception 2: I need to have a fully-developed idea to submit a disclosure

According to Taylor, many faculty begin interacting with tech transfer offices once they have a technology fully developed. But tech transfer offices can do much more for faculty if involved early in the process.

"Yes, we do help protect what's been developed. But, if we have a conversation at the beginning, we could help faculty shape or pivot their technologies. This will give them the greatest market potential," he said.

One of the many benefits of tech transfer offices is their ability to readily research the market.

"We can determine whether or not technologies can be disclosed, patented and licensed. It's important to know this before going through a lengthy and expensive filing process."

Misconception 3: The patent process will slow down my publication plans

Publishing researching findings may be one of the most important activities for the university researcher. However, publishing research on unprotected discoveries can result in the loss of patent rights. Therefore, filing a disclosure is very important, according to Taylor.

"Publishing is one of the best ways to market university technologies," he said. "However, industry values patented technologies, so it's better to make a small time investment to protect your IP.

Misconception 4: Getting a patent is the primary goal for tech transfer offices

As Taylor explains, the primary goal of tech transfer offices is to help faculty "transfer" their discoveries to society. And while patenting technologies is one way to do that, tech transfer offices also provide education and mentoring programs. They also support other protections such as copyrights for software.

"IP protection is important," he said. "It gives faculty control over how their technology is used, for good or for bad. So, this is an important part of the work that we do for faculty. But, we support faculty in so many other ways through the entire pipeline."

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This article originally appeared on the University of Houston's The Big Idea. Lindsay Lewis, the author of this piece, is the executive director of communivations for the UH Division of Research.

UH has launched its Tech Map, which visualizes startup and innovation activity across the city. Photo via Getty Images

University of Houston launches interactive map of the city's innovation ecosystem

introducing tech map

The greater Houston area spans 9,444 square miles — an area larger than the entire state of New Jersey — and the question was never if Houston's sprawl was going to affect interaction between startups, resources, and opportunities, but how to overcome these physical challenges with digital solutions. The latest of which has launched out of the University of Houston's Technology Bridge.

The Tech Map — an interactive, embeddable visualization that takes data about startups and other innovation players and compiles it into a map of entrepreneurial activity in the Houston area — has officially launched with hundreds of startups represented already.

"This kind of tool — it really tells you where innovation is happening, it's not just in the startup development organizations," says Lindsay Lewis, executive director of communications for the UH Division of Research. "It's amazing to see that it's happening all over the city."

The tool, which is free to embed and available to anyone, is already live on Houston Exponential's homepage and the city of Houston's Innovation Portal. It's comprised of data submitted by startup development organizations, self-submitted information, and research by the Tech Bridge's team.

To be represented on the map, click here.


Lewis stresses the importance of creating the tool in a collaborative way, which is why bringing on partners and their databases was so key. The tool isn't designed in Cougar Red or predominantly feature UH-based startups or anything. The Tech Map isn't meant to rock the boat of what any other organization is doing, rather just visually represent the goings on.

"For us, it was a balance between trying to show the story of Houston and where innovation is happening and aggregating, but what we didn't want to do was be a replacement. We wanted this to be a resource for an individual starting point," says Chris Taylor, executive director for the Tech Bridge. "The biggest challenge for most people is you really don't know where to start."

This year has been one for digital tools focused on better portraying Houston's innovation ecosystem. This summer, Houston Exponential launched the HTX TechList to virtually connect startups, mentors, investors, and other movers and shakers in Houston. The two entities are collaborative — HTX TechList's data is even involved in the Tech Map.

"There was a need for connection," Taylor says. "Since 2013 when I got here, that's always been a challenge and a hurdle. How do we connect all these different stakeholders in a way that's meaningful."

While the map is launched and ready to be used, it's only the beginning for it as it grows its data and adds new features.

"We're not done with this map — this is just the 1.0 version," Lewis says. "We're meeting to talk about next-step functionalities and where we are going to take it."

Houston-based Sensytec founder gives his advice for accelerating your startup. Miguel Tovar/University of Houston

University of Houston-founded company shares its lessons learned from accelerator programs

Houston Voices

A startup accelerator provides promising companies with an opportunity to boost their chances of marketing their technologies. These programs help small companies pivot their technologies strategically, interface with industry sectors and engage with mentor network to better pitch their ideas to the market.

Unfortunately, most startups will never have the chance to participate in an accelerator. But the information gained from such an experience can be valuable knowledge for all entrepreneurs who wish to accelerate their business.

Sensytec – a UH startup that developed smart cement to monitor the health of structures – was recently accepted into the Techstars Energy Accelerator. Techstars Energy is a highly competitive accelerator in Norway that partners with Equinor, Kongsberg, and Mckinsey to find sustainable technologies for the energy industry. Sensytec's smart cement technology is being considered for use in new oil and gas wells and concrete structures.

Sensytec president Ody De La Paz learned quite a bit about what companies are looking for when it comes to new technology and what entrepreneurs can do to boost their startups.

Understand where your tech fits into the market

Though joining Techstars to better position their smart cement technology to energy companies, De La Paz has learned the many ways in which his company's tech could be positioned to other markets.

"Recognizing the way the market is moving is critical to successfully pitching your tech to customers," he says. "But you have to be honest with yourself – your target market may not be the one you need to pitch your tech to make money."

According to De La Paz, this is where many inventors may miss their opportunity to profit.

"It's understandable that many researchers and inventors are passionate about the one problem they are trying to solve," he says. "But the real trick is trying to discover the solution currently needed by industry sectors – and that is continually changing."

His recommendation? Be open to any opportunity.

"It's not so much about you or your technology," he says. "It's about how your technology fits within an industry's business strategy. It's always about what the company needs, so there may be different applications to consider."

Focus on company values

Every decision made by industry will be focused on the bottom line. It's business, after all. But in addition to providing a high-value, low-cost solution for companies, aligning your tech with company core values may win over a few more hearts.

"Because we know that Equinor has a 'safety first' approach and values sustainability, we put together a solid business case to reflect those values," says De La Paz.

Current technologies used to monitor cement are not as accurate as they should be, says De La Paz. This leads to very costly solutions. So Sensytec built a business case that outlines how their technology accurately reports when cement loses structural health, allowing companies to proactively fix problems before they become disasters.

"We know exploration and drilling will continue," he says. "But if we can show how our technology is not only cost effective, but a safer choice for oil and gas companies like Equinor, we will align with their values and that's very important to them."

Seek feedback — and lots of it

One of the things De La Paz has experienced while in the Techstars Energy accelerator is the value of feedback.

In fact, he says you can't get enough of it, that every piece of feedback, every perspective gained is another clue that helps you figure out if your technology is needed and, if so, how to pitch it.

Here's what he suggests:

1. Interview as many customers as possible

According to De La Paz, every person working in that industry has perspective. He and his team have interviewed hundreds of experts, from the architect to the concrete manufacturer to subcontractors. "It's important to understand your customer and how they think about our technology," he says.

2. Find mentors

In addition to interviewing customers, select a few as mentors. Business leaders, strategists, and even everyday users, can help you toss around ideas.

3. Be honest with yourself

When you receive the feedback, be honest with yourself, says De La Paz. You may be better suited for another market or you may need to pivot your technology, but this will not happen if the feedback is not used wisely.

De La Paz also stress the value of patience and persistence during this process.

"It's a very long process and there's a lot you have to consider," he says. "But if you stay on top of everything and follow through, it will help your startup get moving more quickly."


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This article originally appeared on the University of Houston's The Big Idea.

Lindsay Lewis is the director of strategic research communications at UH.

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Houston femtech co. debuts first holistic wellness suite following rebrand

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Houston-based femtech company Work&, previously Work&Mother, debuted new lactation suites and its first employee wellness space at MetroNational’s Memorial City Plazas this month.

The 1,457-square-foot Work& space features three lactation rooms and five wellness suites, the latter of which are intended to offer employees a private space and time for telehealth appointments, meditation, prayer, and other needs. The hybrid space, designed by Houston-based Inventure, represents Work&'s shift to offer an array of holistic health and wellness solutions to landlords for tenants.

Work& rebranded from Work&Mother earlier this year. The company was previously focused on outfitting commercial buildings with lactation accommodations for working parents, equipped with a hospital-grade pump, milk storage bags, sanitizing wipes, and other supplies. While Work& will still offer these services through its Work&Mother branch, the addition of its Work&Wellbeing arm allows the company to also "address the broader wellness needs of all employees," according to an announcement made on LinkedIn.

"We are thrilled to bring Work&Mother and Work&Wellbeing to The Plazas," Jules Lairson, co-founder and COO of Work&, said in a news release. “This partnership brings every stakeholder together – employees, employers and landlords all benefit from this kind of forward-thinking tenant experience. We are excited to launch our Work&Wellbeing concept with MetroNational to ensure that all employees have their wellness needs met with private, clean, quiet spaces for use during the workday.”

The new space is available to all tenants across Memorial City Plazas, comprised of three office towers totaling 1 million square feet of Class A office space. In addition to the lactation and wellness suites, the space also features custom banquettes, private lounge seating and phone booths.

“As a family-owned and operated company, MetroNational is deeply committed to fostering a workplace that supports both productivity and the well-being of all our tenants,” Anne Marie Ratliff, vice president of asset management for MetroNational, added in the release. “Partnering with Work& reinforces this commitment, enhancing our workplace experience and setting a new standard for tenant amenities.”

Work& has five Houston locations and several others in major metros, including New York, Austin, D.C., Boston, Chicago, San Francisco, and Miami. According to its website, the company will also introduce a Work&Wellbeing suite in New York.

Abbey Donnell spoke with InnovationMap on the Houston Innovators Podcast about why she founded the company and its plans for growth in 2021. Click here to learn more.

9 Houston universities make U.S. News' list of best grad schools 2025

Top of the class

Nine Houston universities have climbed through the ranks in U.S. News & World Report’s recently released report of the best graduate schools nationwide for 2025. Several graduate programs also appeared among the top 10 in a Texas-wide comparison.

U.S. News published its annual national "Best Graduate Schools" rankings on April 8. They look at several programs including business, education, engineering, fine arts, health, and many others.

For the 2025 report, the publication added new Ph.D. social sciences and humanities program rankings in English, history, political science and sociology for the first time since 2021. U.S. News also ranked graduate economics and psychology programs in the social sciences and the humanities for the first time since 2022.

Among the newcomers are Houston Christian University and Texas Southern University.

Here's how the nine local schools ranked, statewide and nationally, and how they compared with last year's national ranking:

University of Houston

  • No. 4 best graduate engineering school in Texas; No. 72 nationally
  • No. 5 best graduate education school in Texas; No. 81 nationally (down from No. 63 last year)
  • No. 5 best law school in Texas; No. 63 nationally (up from No. 68)

The University of Houston Law Center has the No. 9 best health law program in the nation, and ranked No. 15 for its legal writing program. The university's part-time MBA program ranked No. 38 nationally

University of Houston, Clear Lake

  • No. 12 best graduate education school in Texas; No. 166 nationally

The Clear Lake branch of the University of Houston tied for No. 166 for its part-time MBA program.

Houston Christian University

  • No. 21 best graduate education school in Texas; tied for No. 234-258 nationally

University of Texas Health Science Center

  • No. 1 best Doctor of Nursing Practice program in Texas; No. 33 nationally (up from No. 45)
  • No. 2 best graduate nursing program in Texas; No. 41 nationally (down from No. 31)

Prairie View A&M University, Northwest Houston Center

  • No. 5 best graduate nursing program in Texas; No. 104 nationally (up from No. 117)
  • No. 7 best Doctor of Nursing Practice program in Texas; tied for No. 143-158 nationally

Rice University

  • No. 2 best graduate business school in Texas; No. 29 nationally (unchanged)
  • No. 3 best graduate engineering school in Texas; No. 26 nationally

Rice's entrepreneurship program is the 9th best in the country, and its part-time MBA program ranked 13th nationally. The George R. Brown School of Engineering earned nods for its No. 10-ranking biomedical engineering and environmental engineering programs.

University of Texas Medical Branch, Galveston

  • No. 5 best Doctor of Nursing Practice program in Texas; No. 76 nationally

South Texas College of Law Houston

  • No. 7 best law school in Texas; No. 138 nationally

Out of the 11 law programs ranked by U.S. News, the South Texas College of Law performed the best for its trial advocacy (No. 12), dispute resolution law (No. 23), and legal writing (No. 51) programs.

Texas Southern University

  • No. 10 best law school in Texas; tied for No. 178-195 nationally

More specifically, TSU has the 64th best trial advocacy law program in the nation, U.S. News said.

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This article originally appeared on our sister site, CultureMap.com.

VC firm partners with Rice Nexus to open first global office

strategic partnership

Luxembourg-based venture capital and advisory firm MoreThan Capital (MTC) has established its first global office at the new Rice Nexus in Houston’s Ion District as part of a strategic partnership aimed at fostering entrepreneurship and growing Houston as an innovation hub.

MTC has committed to offering its “time, mentorship, industry expertise and global connections” to Rice Nexus. The state-of-the-art Rice Nexus, which opened earlier this year, aims to support and provide resources for ventures that are looking to scale and have "artificial intelligence (AI) as a central pillar of its innovation strategy," according to a statement from Rice.

“The Rice Nexus is a launchpad for world-changing ideas, and this partnership with MoreThan Capital is a key step in realizing that vision,” Sanjoy Paul, executive director of the Rice Nexus, said in a news release. “By combining Rice’s research and entrepreneurial talent with MTC’s global network and mentorship, we are creating an unparalleled engine for innovation that starts in Houston and reaches the world.”

MoreThan Capital has over 100 limited partners, including senior executives and professional investors, based in more than 35 countries.

“Establishing our first global office at the Rice Nexus within the Ion District is a significant milestone for MoreThan Capital,” Guillermo Ruiz, general partner of MoreThan Capital, said in a news release. “We are dedicated to partnering with top-tier academic institutions like Rice University and aligning with organizations that share our core values of trust, engagement and impact.”

The announcement comes just a few weeks after Rice Nexus announced its partnership with Google Public Sector to launch the new Rice AI Venture Accelerator, or RAVA.

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