9 Houston startups that are pivoting to provide COVID-19-related services

Startups to the rescue

Startups all over Houston and across industries are answering the call for tech solutions to COVID-19-caused issues from real estate and mental health to new software and services. Duy Do/Getty Images

From software to new services, several Houston startups are using this time of crisis to roll out new options for people living in the time of the COVID-19 crisis.

Last week, InnovationMap rounded up seven health tech startups providing health care solutions. This week, here are nine more startups that have reacted to the coronavirus with new tech solutions.

GotSpot

Reda Hicks, founder of GotSpot, has launched Rescue Spot to help out Houstonians dealing with the COVID crisis. Courtesy of GotSpot

Reda Hicks founded her company Gotspot — a digital tool that helps connect people with commercial space with people who need it — on the heels of Hurricane Harvey after seeing how hard it was for Houstonians to activate physical spaces in an emergency.

Now, in the face of another — albeit drastically different — situation, Hicks has created Rescue Spot to be that activation portal for specific COVID-19-related crisis needs.

"We are working with local community leaders to try to activate specific kind of space for emergency response," Hicks says in a Facebook interview with Bunker Labs, "so, restaurants turned into community kitchens, cold storage for perishables, storefronts that can be used as drive-by distribution centers, and places for people to house their pets while their owners are feeling overwhelmed and can't take care of their four-legged family members as well."

People with space or in need of a Rescue Spot can list their space or needs online.

SocialMama

Houston-based SocialMama uses its platform to connect mothers based on location, interests, and the things their children have in common. Courtesy of SocialMama

Houston-based SocialMama was founded in May of last year to connect mothers using machine learning that factors in vicinity, children's ages, shared motherly struggles, and more to create a support group digitally and socially. Now, the startup has sped up the release of a new feature so that users have more mental health resources during the pandemic.

Founder and CEO Amanda Ducach created SocialMama's expert program — an update to the app, which has been downloaded by over 15,000 users since launch — to connect moms to professionals specializing in everything from family medicine and mental health to career and personal safety. A portion of these experts join from Gravida, a post partum and return to work resource, according to a news release.

"Knowing someone is on the other side of the screen with a very similar story is truly comforting. The app considers all females, including those planning to become moms, those who are trying to conceive, those who have lost a child, etc. SocialMama is here for our community in a whole new way with the launch of our expert program," says Ducach in the release.

With mothers being tasked with educating and entertaining their children at home during the crisis on top of their regular jobs and duties, many are turning to SocialMama's online forum and app for support, ideas, and solidarity.

Accel Lifestyle

Accel's masks are made out of their specialty anti-bacteria fabric. Photo courtesy of Accel

While you might not usually think an activewear brand has anything to contribute to the fight against the coronavirus, you have to remember that Accel Lifestyle isn't a typical activewear brand. Founder Megan Eddings created the Prema® anti-bacterial fabric for an anti-stink feature in her clothing. That feature has another use: Preventing the spread of the disease.

Accel quickly pivoted her t-shirt-making supply chain to designing and sewing the masks. The reusable, washable masks are available online for individuals to purchase, but one Houston hospital system has made a huge purchase. Houston Methodist ordered 9,000 masks to be made for their hospital staff.

"The fact that a hospital system that is on the forefront of COVID-19 is choosing Accel Lifestyle to create PPE is profound and humbling," Eddings says in a press release. "I truly believe we're all in this together and we all have a role to play during this pandemic. If Accel Lifestyle can help flatten the curve in any way, then we're going to do it."

Predictive Solutions

A Houston startup has created a web tool for tracking the coronavirus. Pexels

Houston-based Predictive Solutions created a web application in March to give the residents of Harris County all the local information on COVID-19 in the palm of their hands — and now the tool has been expanded to the entire state.

The online map identifies nearby testing locations as well as indicates cases that have been self reported in the area. While not trying to be comprehensive, the website is trying to track trends with the disease.

"We developed the app to help streamline communication between the City of Houston, the healthcare community, aid organizations and Harris County residents, while mitigating the logistical nightmare of making sure presumed cases get tested," says Stewart Severino, co-founder and CEO of Predictive Solutions, in a news release. Read more.

Truss

Truss has modified its software to advance communications while hospitals are cracking down on visitors amid the coronavirus outbreak. Getty Images

Houston-based Truss usually focuses on digital community engagement, but Patrick Schneidau, CEO of the company, says he felt called to do something to help families separated due to strict emergency visitation rules at hospitals.

"You read all the stories of loved ones not being able to be together during this time," Schneidau, who is a member of InnovationMap's board, previously told InnovationMap. "That was the area we wanted to focus on."

Schneidau describes the software as a secure portal for small groups to interact via smart devices. Physicians can interface with family members via video chat or recorded messages, as well as answer any questions. Schneidau is looking for health care organizations to work with the technology so that patients and their doctors can have secure access to loved ones. Read more.

ChaiOne

Houston-based ChaiOne has launched a new tool that can help companies track supply chain delays resulting from COVID-19. Photo courtesy of ChaiOne

Houston-based ChaiOne recently announced the soft launch of its new software called Velostics — the "slack" for logistics that solves wait times and cash flow challenges in the supply chain and logistics industry. The digital logistics platform is set to aid the struggling supply chain as surging demands stretch suppliers, offering their platform free for 60 days.

"At ChaiOne we have a history of helping Houstonians whenever disaster strikes," says CEO and founder, Gaurav Khandelwal. "We created a disaster connect app during Hurricane Harvey for free that connected people with the resources they need. Velostics by pure happenstance happened to be ready for situations like [the coronavirus] when there's a lot of parties that need to collaborate."

Velostics results in an improved cash cycle for clients, cutting a 90-day settlement down to one day, along with an overhead reduction that reduces costs and improves output along with error reduction. The digital platform is specially engineered to reduce waste while keeping the supply chain running efficiently. Read more.

Umanity

Launched in Houston, Umanity's new tool aims to better connect nonprofits with supplies and volunteers amid the COVID-19 crisis. Photos via umanity.io

Umanity, which is a part of the Ion Smart and Resilient Cities Accelerator's first cohort, has created a philanthropic supply chain tool that's now available as an app or through desktop. The software can match and map local individual or nonprofit needs to organizations or volunteers, plus provide real-time analytics. During the coronavirus outbreak, they have mobilized its resources connecting supplies with nonprofits and volunteers with safe ways to help organizations that need it most during this crisis.

The company, which is working with several city of Houston officials to direct citizens the resources they need during the crisis, is creating a network of communities to efficiently provide them the resources they need. The centralized platform shows a complete picture of who needs help and who can help all on the same platform while measuring the real-time economic impact of donations and every volunteer hour.

"I started this company because I wanted to transition everyday acts of service into actual data-driven solutions," says Ryan-Alexander Thomas, CEO and founder of Umanity. "My goal is that during the next crisis, for example, hurricane season, if somebody needs something they have access to get it when they need it, not two years later or after the crisis." Read more.

Otso

Houston small businesses are struggling to pay their rent with doors closed and operations ceased — but where should the relief come from? Getty Images

When Josh Feinberg had the idea for his newest startup, Otso, he was hoping to remove the pointless burden of cash deposits required for new commercial and retail leases. But as the coronavirus pandemic began enacting stay-at-home mandates that forced small businesses to close their physical spaces, he had another idea.

Otso, with its financial partner Euler Hermes, provides landlords with an alternative to cash security deposits. While he first envisioned this tool for new leases, Feinberg created a system so that local businesses that are struggling to pay their rent can opt into this type of contract through an addendum to the lease. They can get back their cash deposits and use that capital now when times are tough.

"If we can get some liquidity back into the hands of the business, they have some a better chance of survival," Feinberg previously told InnovationMap.

Tenants or landlords can begin the process online. Feinberg recently joined the Houston Innovators Podcast to discuss the unprecedented state of commercial real estate and offer his advice for business owners. Click here to listen.

Spruce

Houston-founded Spruce has added some new services to help sanitize multifamily facilities during the COVID-19 pandemic. Getty Images

Houston-founded, Austin-based Spruce, which has an office locally, has launched a new suite of services for disinfecting common areas — like leasing offices, hallways, mail rooms, etc. — using EPA-compliant chemicals.

"Now, more than ever, it is critical for apartment communities to make sure their common areas are regularly decontaminated and disinfected to help slow the spread of the coronavirus and to prevent as many infections as possible," says Ben Johnson, founder and CEO of Spruce, in a statement.

The services include a weekly disinfectant of high-touch spots — like door handles and elevator buttons — as well as a weekly comprehensive cleaning that involves mopping, surface cleaning, and vacuuming. The startup also offers a bimonthly fogging service that can completely cover both indoor and outdoor areas with disinfectant. This solution can protect surfaces for months, according to the news release.

"This is an unprecedented public health crisis, and we worked closely with our clients to determine the biggest need and hope these services will give apartment communities one more weapon to use in the fight against COVID-19 and will help give both operators and their residents peace of mind," Johnson continues in the release. Read more.

This week's Houston innovators to know are Jan Odegard of The Ion, Josh Feinberg of Otso, and Patrick Schneidau of Truss. Courtesy photos

3 Houston innovators to know this week

who's who

The month is, thankfully, flying by, and InnovationMap has another set of Houston innovators to know this week that are all reacting to COVID-19 and its unique set of challenging consequences across industries — from commercial real estate to software.

Jan E. Odegard, senior director of Academic and Industry Partnerships at The Ion

Jan E. Odegard is the senior director of Academic and Industry Partnerships at The Ion. Photo courtesy of The Ion

When it comes to envisioning normal life after COVID-19, Jan Odegard realizes things will probably change for good. In a guest column for InnovationMap, he writes that, as a society, "we may never work and learn the same again." The Ion is trying to prepare the city for this affected future.

"As senior director of Academic Programming, my job will be to implement those ideas and move new programs forward," he writes. "To do this, the team is developing and pivoting programs we had on the drawing board and are engaging in conversations with academic stakeholders, workforce development programs and executives with innovation-driven hiring needs."

Click here to continue reading.

Josh Feinberg, co-founder of Otso

Josh Feinberg is the co-founder of Otso and Tenavox. Photo courtesy of Otso

Josh Feinberg hates security deposits. It's a sum of money sitting in an account, not earning interest and not doing either the landlord or the tenant any good.

That's why Feinberg and his co-founder, Marissa Limsiaco, created Otso. The duo previously founded Tenavox, an online portal for commercial real estate listings for brokers to generate leads, and have now launched this fintech platform that provides landlords with an alternative to cash security deposits.

Feinberg tells the Houston Innovators Podcast that, while he originally envisioned Otso to be a new deal product for landlords to offer an alternative to cash deposits, he saw the tool as an opportunity for small businesses struggling to pay rent that have a shortage of liquidity. He tossed out the original marketing plans and pivoted to present Otso as that liquidity solution for small business tenants.

Click here to read more and stream the podcast.

Patrick Schneidau, CEO of Truss

Patrick Schneidau is the CEO of Truss. Photo courtesy of Truss

Patrick Schneidau, CEO of Houston-based Truss, was trying to figure out his startup's role amid the COVID-19 crisis, and says he felt called to do something to help families separated due to strict emergency visitation rules at hospitals.

"You read all the stories of loved ones not being able to be together during this time," Schneidau says. "That was the area we wanted to focus on."

Click here to read more.

Josh Feinberg's fintech startup might be a solution to your lack of capital amidst the COVID-19 crisis. Photo courtesy of Tenavox

New Houston startup pivots to provide relief for small businesses struggling to pay rent

HOUSTON INNOVATORS PODCAST EPISODE 27

Josh Feinberg hates security deposits. It's a sum of money sitting in an account, not earning interest and not doing either the landlord or the tenant any good.

Feinberg teamed up with Euler Hermes, a 135-year-old credit insurance company, to create Otso, and the credit company backs the lease performance of each tenant that is approved by Otso. The transaction calls for a fee added to the rent, but no large cash deposit would be required.

Both landlords and tenants can apply for Otso, and the process can be done with a new lease or an addendum for existing leases — something that Feinberg sees as an opportunity considering the financial burden COVID-19 has put on startups and small businesses.

"The cool thing about having a startup is that, unlike a big business, you can be really nimble," Feinberg says in the episode.

The COVID-19-caused crisis has rocked the commercial real estate industry. On a recent call with around 30 brokers, Feinberg says none of them had made a deal in the past month.

"This is the first time I've ever seen the entire market basically grind to a halt," he says.

On the episode, Feinberg shares some advice for startups worried about their relationship with their landlords. He stresses how important communication and tapping into resources available online like Otso, which has a slew of info online.

"Real estate is a team sport," Feinberg says. "You need these advisers now more than ever — talk to your landlord and your broker."

There's no doubt for Feinberg that the country is going to recover, and the biggest question marks are regarding timeline. Ultimately, innovative companies will pull through and might even be better for the challenges overcame.

"Great companies are built during crises — that's been true for a very long time," "There are smart people working on big problems no matter what the economy or outside markets are doing. And when they are able to survive periods like this, they come out significantly stronger than their competitors and weaker or outdated concepts."

Feinberg joins the Houston Innovators Podcast to discuss Otso, advice for startups keeping lean, and where the government's next round of relief should go to. Listen to the full episode below — or wherever you get your podcasts — and subscribe for weekly episodes.

Houston small businesses are struggling to pay their rent with doors closed and operations ceased — but where should the relief come from? Getty Images

Houston small businesses and landlords grapple with rent relief options during COVID-19 crisis

late fee

It's not too huge of an assumption to make that many Houston startups and small businesses failed to pay their rents in full yesterday. Since the city's stay-at-home mandate on March 24 — and even preceding that — most businesses have seen a slowdown of revenue as a result of COVID-19-caused business disruptions.

Business owners are frantically looking in their leases and searching online to see what rights they have and what sort of protection they have in such an unprecedented time.

"People are confused. They don't know what to do, and finding information is hard," says Meredith Wheeler, co-founder and chief creative officer of Sesh Coworking, which opened earlier this year.

Wheeler and Sesh's co-founder, Maggie Segrich, have created a petition to get on the radar of local elected officials to challenge them to pass legislation to protect small businesses in this time.

"At the end of the day, it would be so wonderful and idealistic to say that we could rely on the niceties and the moral compasses of our landlords, but it's probably not true for everyone and so that's why we need legislation to dictate what is right," Wheeler says.

But landlords are also in unchartered territory, says Josh Feinberg, who has worked in Houston as a commercial real estate broker and co-founded CRE tech platform, Tenavox.

"There's this idea that there's this acrimony between tenant and landlord, and I think, as a former broker, we're set up that way to get our side the best deal. But in reality, that's just not true," Feinberg says. "The majority of commercial real estate is owned by regular people — not usually some faceless, gigantic corporation."

And they have a piper to pay too, Feinberg adds. Ninety percent of CRE is owned by debt, he says. If the government steps in anywhere, it should be on the lender level, as well as creating some sort of tax relief.

"If there's any relief here, it's going to have to come from lenders, and I think you'd hear that from owners and brokers," Feinberg says.

In somewhat convenient timing, Tenavox has recently co-founded a new company that provides a bit of a solution for small businesses. Otso provides landlords with an alternative to cash security deposits. Traditionally, deposits are held onto by landlords — they aren't legally allowed to spend it unless the tenant defaults.

"In general, I think cash deposits are wasteful," Feinberg says. "It's critical capital that the business can hire with, invest, and use."

Tenavox teamed up with Euler Hermes, a 135-year-old credit insurance company, to create Otso, and the credit company backs the lease performance of each tenant that is approved by Otso. The transaction calls for a fee added to the rent, but no large cash deposit would be required.

The tool can be used on new leases, and, in light of the current situation, Otso can also be used to create an addendum in existing leases so that the tenant can get back their deposit and use it in this time of crisis. Either landlord or tenant can apply online and hear back that same day — Feinberg says he's focused on a speedy response to help get this deposit money back to the tenant.

"If we can get some liquidity back into the hands of the business, they have some a better chance of survival," Feinberg says.

Other than looking into Otso, Feinberg has some other recommendations for small business owners. He says they should be applying for relief from the Small Business Administration, which has more money to dole out than they have ever had. And, as it pertains to working with their landlords, communication is key. Show financials and specific information — like what March 2019 looks like compared to 2020 — so that landlords can take that to their lenders.

"An unprecedented crisis is going to require unprecedented solutions," Feinberg says.

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Houston coffee startup pivots to hand sanitizing product amid pandemic

Houstonians' workday routines look much different today than they did seven months ago. With a large percentage of people working from home, office rituals have come to a halt and few habits have been immune to change — including our coffee consumption.

In early March, Constantine Zotos and Mitchell Webber already knew this didn't mean good things for their local nitro coffee company, Recharge Brewing Co. Though the brand had grown steadily over the better course of two years, the duo had focused their business on installing and supplying their nitro coffee taps to two of the most taboo markets at the time: office spaces and restaurants.The duo aptly predicted that the demand for their product would soon dry up and quickly shifted their operations to focus on a product that was considered a necessity: hand sanitizer.

To get started, the young entrepreneurs and their small team of six began cold calling down a list of Purell distributors they found online. They soon found that many businesses could hardly keep the product in stock.

"They asked us if they could fly a jet down to pick up the hand sanitizer themselves," Zottos says of one distributor. "I told them not to get ahead of themselves, but it just speaks to the sense of urgency everyone had."

The team studied up on the basic ingredients of hand sanitizer to make the liquid, alcohol-based form that infiltrated the market in the first few weeks of the pandemic. At the time there was such a rush for the product, and such a low supply of the material needed to make it, that the team resorted to selling the product without traditional pump tops or plastic caps. Instead they used the slow release plastic pourers that are often used on liquor bottles.

Still, they were focused on doing it right. In addition to the long hours spend to get the product out the door, Zotos and Webber took special care to ensure that their sanitizer met all FDA and EPA requirements by working with consultants and lawyers, as well as reading up on all the pertinent documents and literature between sleeping shifts and time on the shop floor.

"We took the stance that we would rather rush toward compliance rather than run from it," Zotos says.

It didn't seem to slow down the demand. One week in they formed Modern Chemical, and by the middle of the month the company was fulfilling substantial orders with a team of 40 employees. By the summer, Modern Chemical released a gel-based, FDA-registered sanitizer that got them in with giant B2B clients, such as the Massachusetts Bay Transit Authority, Jefferson Parish School District, and recently the City of Austin.

The pair agrees that their background with Recharge gave them a leg up in the beginning.

"Knowing the pumps and hoses and all the stuff you really need to run a bottle facility and a hand sanitizer facility, we already had," Webber says. "On top of that when all this started, there were some long days and long nights, but being in the nitro coffee business, we were used to long hours. It prepared us for this huge push for the drastic demand that needed to be filled."

Location and timing also played a huge role in their success, Zotos adds. "When the pandemic struck we were able to bring on a lot of people who are extraordinarily talented throughout the company. If we weren't hiring in the pandemic environment like this I think we would be hard pressed to find people as talented as we did as quickly as we did," he says. "And Houston really played a big part in that."

Today, the company of about 60 employees is producing about 15,000 gallons of hand sanitizer per day and is in the process of launching disinfectant wipes and spray. They recently moved all of the Modern Chemical operations into a new and improved facility off Air Tec and Interstate 45 that will allow for more efficient packaging and loading of products and — in another pivot — are even offering custom labeling, scenting and color dyes, plus specialty dispensing stands for their product.

"Neither of us have a chemical background and we are not ignorant to that. But we know how the equipment works from an operational side of things and if we can make the packaging look the best. If we can package the most for the best price then people are going to want to buy it," Zotos says. "Instead of taking the let's do everything route, we found our niche in the chemical supply chain, which is packaging."

And as Modern Chemical continues to settle into its new space and eventually a post-pandemic market, Zotos and Webber plan to revisit and revamp Recharge Brewing with the lessons they've learned. The duo plans to use their original facilities to help other small business owners launch and produce beverage brands of their own by early 2021.

UT system funds Houston researchers in new collaboration to cure cancer

collaborate for a cure

In a renewed effort to move the needle on finding a cure for cancer, the University of Texas system has launched a new collaboration in oncological data and computational science across three programs.

Houston-based University of Texas MD Anderson Cancer Center has teamed up with two UT Austin schools — the Oden Institute for Computational Engineering and Sciences and the Texas Advanced Computing Center. The collaboration was announced this summer to tap into mathematical modeling and advanced computing along with oncology expertise to inspire new methods of cancer treatment.

"Integrating and learning from the massive amount of largely unstructured data in cancer care and research is a formidable challenge," says David Jaffray, Ph.D., chief technology and digital officer at MD Anderson, in a news release. "We need to bring together teams that can place quantitative data in context and inform state-of-the-art computational models of the disease and accelerate progress in our mission to end cancer."

Now, the first five projects to be funded under this new initiative have been announced.

Angela Jarrett of the Oden Institute and Maia Rauch of MD Anderson will develop a patient-specific mathematical model for forecasting treatment response and designing optimal therapy strategies for patients with triple-negative breast cancer.
Caroline Chung of MD Anderson and David Hormuth of the Oden Institute are using computational models of the underlying biology to fundamentally change how radiotherapy and chemotherapy are personalized to improve survival rates for brain cancer patients.
Ken-Pin Hwang of MD Anderson and Jon Tamir of UT Austin's Department of Electrical and Computer Engineering and the Oden Institute will use mathematical modeling and massively parallel distributed computing to make prostate MR imaging faster and more accurate to reduce the incidence of unnecessary or inaccurate biopsies.
Xiaodong Zhang of MD Anderson and Hang Liu of TACC will advance both the planning and delivery of proton therapy via a platform that combines mathematical algorithms and high-performance computing to further personalize these already highly tailored treatments.
Tinsley Oden and Prashant Jha of the Oden Institute and David Fuentes of MD Anderson will integrate a new mechanistic model of tumor growth with an advanced form of MRI to reveal underlying metabolic alterations in tumors and lead to new treatments for patients.

"These five research teams, made up of a cross section of expertise from all three stakeholders, represent the beginning of something truly special," says Jaffray in a release. "Our experts are advancing cancer research and care, and we are committed to working with our colleagues at the Oden Institute and TACC to bring together their computational expertise with our data and insights."

Later this month, the five teams will log on to a virtual retreat along with academic and government thought leaders to further collaborate and intertwine their research and expertise.

"Texas is globally recognized for its excellence in computing and in cancer research. This collaboration forges a new path to international leadership through the combination of its strengths in both," says Karen Willcox, director of the Oden Institute. "We are thrilled that leaders in government, industry and academia see the potential of this unique Texan partnership. We're looking forward to a virtual retreat on October 29 to continue to build upon this realization."

To office or not to office? Heading toward post-pandemic, that is the question for Houston workplace strategy

guest column

Since the advent of the modern office over a century ago, its design has continually evolved, adapting to new needs driven by changes in the ways people work.

COVID-19 introduced massive disruption to this steady evolution, displacing millions of office workers to fulfill their job roles from their homes. The question everyone is asking now is what happens after the pandemic — if we can all work from home, is the office irrelevant?

A mass remote work experiment

While many companies had tried some degree of remote work before the pandemic, the mass relocation to home during COVID was new territory for most. And the experiment has offered up something of an epiphany: work-from-home worked. People were able to carry out their job responsibilities, saving thousands of companies from having to shut down and sparing millions of people from job loss.

Now, based on the perceived success of WFH, many organizations are planning to greatly expand remote work, even after the pandemic has passed. Twitter was at the front of the pack in announcing they would allow some employees to work from home forever, and the list has continued to grow well beyond the tech sector.

Success depends on criteria

The lens through which we view this work-from-home period is important. Looked at as an emergency response, WFH can be deemed successful: it helped to flatten the transmission curve of the virus and protected employee lives.

But as we enter one of the most complex and challenging business climates in a century, survival will be about being competitive. And that fundamentally changes the criteria to judge working from home during COVID-19 and whether it should be expanded as a post-pandemic strategy. It raises the bar from "did work-from-home work?" to "did it work better?"; will increasing remote work help to deliver competitive advantage better than having people together in the workplace? That requires a deeper exploration.

Digital breadcrumbs

Work-from-home during COVID is, at heart, a technology story — from the platforms that virtually connected employees to networks and each other, to the embrace of video conferencing and the overnight ubiquity of the Zoom call. While they all existed before COVID, the pandemic acted as a catalyst for their widespread adoption.

Technology use leaves trails of data, like digital breadcrumbs, and many of the collaborative platforms and software providers are generously sharing their data comparing use patterns before and during COVID. So while not too long ago our evaluative methods for this unprecedented period of remote work would have relied largely on subjective or anecdotal measures, today we're able to follow the breadcrumbs and arrive at a more objective understanding of how work changed in this shift from office to home.

What becomes abundantly clear is that it wasn't simply a location swap; we didn't just go about our jobs in the same way at home as we did in the office. There were fundamental and very impactful shifts in the way we worked, with significant implications for business performance.

For instance:

The number of meetings increased. While there is a wide range of percentage increases being reported, even just taking a more conservative estimate, from the National Bureau of Economic Research, the number of meetings went up by 13 percent as compared to pre-COVID patterns.

Meetings turned inward. Since people weren't together physically, they needed to check-in a lot more often. Internal meetings—those with people within the same company — increased to over 60 percent of overall weekly meetings during work-from-home, while meetings with people external to the organization decreased to just below 40 percent, according to analysis by a leading meeting software platform.

Meeting purpose changed. Meetings can largely be grouped into three categories: evaluative — considering options, making decisions; generative — brainstorming, creating new ideas; or organizational — coordinating tasks, reporting. Organizational meetings increased by nearly a third during the peak COVID lockdown.Put another way, during WFH, people had more meetings to talk about doing work and fewer meetings to actually do work.

Meetings got larger. The number of meeting attendees during WFH increased by 14 percent. When people are physically together in the office, more meetings are impromptu, typically involving two to four people. But when you plan meetings in advance, which people have to do when remote, there's a tendency to invite more people. Increasing participants changes meeting dynamics — the more people, the more formal, the more likely it's one-way communication.

Emails to coworkers increased. With the loss of a centralized office and face-to-face interactions, people increased both the number of internal emails they sent by 5.2 percent, as well as the number of people they included in emails by 2.9 percent.

Employees felt less informed. A smartsheet survey showed that despite the increase in virtual meetings and email communication, 60 percent of the workforce reported having a decreased sense of what's going on within their companies, revealing the isolating effect of remote work.

Productive time decreased. With the increase in number of meetings, large swaths of productive time were harder to come by. Calendar analysis revealed that fragmented time—short periods of unscheduled time between meetings—increased by 11 percent during COVID-19.While not ideal for anyone, fragmented time is especially problematic for non-managerial staff, whose job roles tend to entail more individual focus work; it only takes a few poorly spread out meetings to render a day largely unproductive. The result? The work day increased by as much as 3 hours at the height of WFH per Bloomberg report.

Video was a boon…and then quickly a bane. Video conference platforms saw exponential increase in use during COVID, and seemed at first to offer a close substitute for face-to-face meetings. But the way video is synthesized introduces distortions and lags, and even an undetectable misalignment of video and audio confuses the brain, making it work harder, as outlined in the New York Times.People found themselves exhausted after a day of video calls and the scientifically-verified phenomenon "Zoom Fatigue" was born.

Social capital decreased. Socializing has never been something people regularly schedule into their workday; it's very much an ad hoc work mode: a conversation on the elevator or chatting before and after meetings. Those types of unplanned interactions weren't possible working-from-home, and despite admirable attempts to interact virtually, 63 percent of workers reported spending less time socializing with colleagues, and already by April, 75 percent of people reported feeling less connected to coworkers.

Companies became more siloed. According to research by Ben Waber at Humanyze, during WFH we increased communication with our closest work colleagues — team members or close friends at work — by 33 percent. Communication with coworkers outside our inner circle, so-called "weak ties", dropped by nearly the same amount. The problem with that is interactions with weak ties are one of the most effective ways new ideas spread through an organization. When we talk to people we have don't know well or don't see often, it's just much more likely something new is shared.

Innovation is at risk

Taken individually, the changes to work patterns that occurred with WFH might not seem dire — work got done, if not ideally so. But layered on top of each other, the picture is more grim; we had more meetings and our days got more fragmented; we met less with people outside our company; internally, we met less to generate new ideas and more to just coordinate and organize tasks; we became more siloed, we socialized less and felt less connected to each other, and less aware of what was happening within our companies.

What that combination puts most at risk is innovation, arguably the thing companies are going to need most to face the challenges ahead. Nicholas Bloom, a professor of economics at Stanford and internationally recognized scholar on innovation, posits that while we were able to remain productive working-from-home, there may be a steep opportunity cost paid down the line: "I fear this collapse in office face time will lead to a slump in innovation. The new ideas we are losing today could show up as fewer new products in 2021 and beyond, lowering long-run growth."

The workplace advantage

The ways work changed when we tried to do it from home reaffirms why the workplace is even more relevant now, at a time when organizations are going to need to be firing on all cylinders. And it shows that we haven't just been working at the office to bide our time until technology allowed us to ditch it and work from home; we work at the office because doing so delivers higher performance.

Far from irrelevant, today's workplace has evolved to support and foster precisely the behaviors and interactions that are missing in remote work: bringing people together to work side-by-side, to be immersed in the culture of the organization, to socialize, to build trust, and to learn from each other.

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Erik Lucken is strategy director at San Francisco-based IA Interior Architects, which has projects and clients based in Houston.

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