By September 1, Project V delivered its first order of 30,000 ventilators just 154 days after launching. Photo by AJ Mast for General Motors and Ventec

Houston-based Velentium played a key role in mobilizing thousands of ventilators in the United States at a time when the pandemic and the uncertainty around it was surmounting around the country.

The medical technology company primarily worked in code, software, and cloud-based programs up until March.

"Then we had this opportunity come up in COVID that changed everything for us," says CEO Dan Purvis.

On March 14, an article for Forbes referenced one of Velentium's long-time clients Ventec Life Systems, a manufacturer of ventilators based in Washington. In the article, their client said they could increase production of their much-needed ventilators five-fold if they only had the right resources and partners. Purvis quickly decided that he and his team at Velentium would be one of them.

Velentium first aimed to help the small factory double or triple their production.

"When we first joined the process we were just going to our client, which was a relatively young start up firm, to try to help them go from 120 to 250 [units]," Purvis says.

But then General Motors showed up. And the scale changed dramatically.

The automotive behemoth launched Project V, which would marry it's manufacturing prowess with the technical expertise of the technology and engineering companies to mass produce Ventec's VOCSN ventilator systems. By March 25, operations launched at GM's Kokomo, Indiana, powerhouse plant where they were to produce 10,000 ventilators per month in just about eight week's time.

Velentium was charged with creating 141 automated test stands to verify that every one of Project V's 10,000 units were up to FDA standards. The stands featured 27 unique test systems that monitored 14 critical subcomponents, like air flow in metering valves and oxygen blends, and ultimately approved a ventilator for use through two final tests.

"It's one thing to build [ventilators]," Purvis says. "You need to build them safely, accurately, and in a repeatable way that is going to help people. And that's what our test systems insured."

And though Velentium had created many of these systems before, they had never done so at this scale or speed. Success required around-the-clock work from the then-60-person firm and new risks, that today Purvis says were worth taking.

"I was like, 'If we really want this to work we have to jump on this like nobody's business,'" Purvis recalls. "We bought $2 million worth of parts for test systems essentially at risk. We had not gotten our negotiation with General Motors done yet. But there was no way I could wait an extra week if I had eight weeks to do it. It was kind of terrifying, but it was the right thing to do. It totally aligned with our culture of saving lives."

By September 1, Project V delivered its first order of 30,000 ventilators to the U.S. Department of Health and Human Services, just 154 days after launching.

Today, Velentium maintains a few team members at the Kokomo facility who run sustaining engineering. Throughout the project, Velentium added 60 team members to their staff and doubled down on manufacturing capabilities. They plan to double their production space again as they continue to place more emphasis on their manufacturing arm, which Purvis says opens up new opportunities for the firm that he hopes only continues to grow.

"One of the big goals for me as a strategic leader at the company was to make sure that pre-Project V to post-Project V the transformation that happened to our company through that period would not regress to where we were before," he says. "We had so much impact and so much growth through that time I didn't ever want to change."

He adds: "We asked the question over and over again during the first few weeks of the pandemic in March: Why not us? If I will continue to ask the question…we can accomplish major things."

Annabel Fowler Gatto launched her women's workwear company ahead of the pandemic. Here's how it went. Photo via Pexels

5 things this Houston-born entrepreneur learned from launching a biz during a pandemic

guest column

I realized a huge problem professional women were facing, and I launched a company to address it. But then, a pandemic hit.

Eight out of 10 women say they're frustrated and unsupported by traditional workwear brands and their offerings. For many, quality women's workwear means hefty price tags for clothes than, often, have unflattering silhouettes and difficult-to-maintain pieces. It's not a great experience.

Enter Suitably, a professional womenswear brand that offers seasonless staples—all machine washable and under $100. We launched in February 2020 with sky-high momentum. Then, six weeks later, COVID-19 shut down offices worldwide. Overnight, we saw a dip in traffic and the launch momentum slow. But we kept going — reinventing, reimaging, and engineering new ways to serve our customers during a pandemic who were, suddenly, working and interviewing from home. And, now, we're coming out the other side, a stronger, more dynamic and more customer-centric brand than ever. Here's what I learned from launching a workwear brand in a pandemic.

#1 — Be what your customers want and need 

Suitably isn't solely about fashion — it's about helping women be the best versions of themselves, personally and professionally. When COVID-19 struck, that need amplified among our core audience. From our interactions and proactive outreach we heard them loud and clear — they need help, support and guidance now.

We immediately shifted our focus from promoting the collection to doing everything we could to help our community. I made myself available for virtual coffee sessions and hosted over 100 of them during the pandemic. Next, we partnered with a good friend — a psychologist — and churned out free resources on everything from staying positive in a crisis to professional advice, life hacks and everything related to Zoom, from how to dress for a Zoom meeting in every industry to basic Zoom etiquette. The groundswell was immediate and powerful — women craved this information and this connection.

#2 — Be a voice for change

Weeks into the shutdowns when the global workforce was isolated and sweatpants-clad, we launched our next campaign, #GetUpGetDressed. So many women had shared their stories and told us they could barely get out of bed in the morning let alone get dressed and get motivated.

By encouraging women to #GetUpGetDressed — and to share their work-from-home style with Suitably's community — we knew we were doing more than promoting style. We were powering them to shake off the stress and fear, put on something that made them feel good and connect with other women in the Suitably community. Hundreds of women participated and the positive feedback we received was unparallelled. With that, our social footprint grew even more.

#3 — Be careful whose advice you take

Despite the positivity from our community, we still had the naysayers — people eager to share their unsolicited commentary on what we should be doing. The general consensus? Shut down or pivot Suitably ASAP — that a business like ours would likely never be relevant again. We were told to make "Zoom tops." We were told to explore athleisure and masks. We were told to wait for a vaccine then start over — to abandon everything we'd done, the brand equity we worked so hard to build and achieved or pause until the "world is normal".

The reality? None of those people were part of Suitably — and, like us, none of them knew how to navigate a global pandemic. Even so, it would have been easy to fall in line and let a knee-jerk moment of panic destroy everything we'd built. But, instead, we took a breath, took a beat and promised to drown out the noise and the negativity so we could move the business forward, putting the needs of our community first.

#4 — Be confident in yourself

Without the noise we were better able to reassess where we were and what came next — to go back to our roots and to the customer listening we'd been doing for the last few months and use that to set a new course. We knew there was light out there somewhere, and that if we just kept moving towards it, we'd find success.

Admittedly, that was hard sometimes. Even though I knew we had our finger on the pulse of our customers' wants and needs, every day brought a new learning. Despite the chaos, we pushed ahead, following our customers' lead. By the end of June, we had significant data to show that many women in our community, especially those outside of the tri-state area, were returning to the workplace or shopping in anticipation of returning to the workplace. We started to get customer chat's every day asking when new products would be launched, when our restock for sold out pieces was going to occur and we knew it was time to ramp Suitably 100 percent back up.

#5 — Be there for every step of the journey

While the customer journey is rarely linear, the pandemic brought new levels of uncertainty and disconnect. Based on the success of our support and engagement initiatives, we continued to follow our audience on their path — a path that, for many, led right back to the office. We immediately ramped up our messaging, with an eye on helping women get ready to go back — and to feel confident and ready for action the minute they walked through the office doors.

Because of the foundation we'd laid during those first few months — a foundation anchored in trust, understanding and support — our audience leaned in, ready to take that next step into the Suitably experience. Quickly, we were just about back to where we were before COVID-19, not just providing actionable content and a friendly ear but, also, amazing wardrobe pieces that made her feel empowered whether she was back in the office of working from home.

No one knows how to navigate a pandemic — but we all know how to build relationships. That, ultimately, was our strategy. And that, ultimately, is what helped us steer Suitably through the peak of the crisis so we could come out the other side a better, stronger, more dynamic brand than I ever could have imagined with a loyal audience who knows we're truly committed to them and to their success.

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Born and raised in Houston, Annabel Fowler Gatto is the co-founder and CEO of New York-based Suitably.

Constantine Zotos (left) and Mitchell Webber pivoted their coffee business toward hand sanitizer manufacturing amid the pandemic. Today, the company has around 60 employees and produces 15,000 gallons of hand sanitizer per day. Photo courtesy of Modern Chemical

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.

Far from irrelevant, today's workplace has evolved to support and foster precisely the behaviors and interactions that are missing in remote work. Photo via Getty Images

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.

According to a survey from Houston Exponential, the Bayou City's startup founders see the light at the end of the pandemic's dark tunnel. Photo by Zview/Getty Images

Houston founders optimistic about COVID-19 recovery, survey finds

thinking positive

Given the current economic environment, you might think founders of Houston startups would view the future with a healthy dose of pessimism. But you'd be wrong.

A survey conducted between April 23 and May 7 by Houston Exponential, a nonprofit that promotes the local innovation ecosystem, revealed that Houston startup founders largely see the future through a lens of optimism. For example:

  • More than half of the startups that said they were harmed by the coronavirus pandemic believe they'll begin bouncing back before the end of this year.
  • 70 percent of the startups that said they were hurt by the pandemic believe they'll begin recovering before they run out of cash. "They're saying, 'We're making it through this to the other side, and we're going to be better on the other side," says Bryant Chan, director of product at HX.
  • 80 percent of startups said they planned to add employees within the following 12 months.
  • Two-thirds of startups said they had a funding runway of at least six months.

"Houston is a resilient city, and its agile founders are the most adept at making the best of any situation," HX states in a summary of the survey results.

HX sent the survey to more than 1,000 startup founders in Houston. The survey results include responses from founders of companies with 30 or fewer employees.

Harvin Moore, president of HX, says he wasn't surprised by the generally optimistic outlook of Houston startup founders. In part, that's because local startups as a whole aren't swimming in deep pools of venture capital, according to Moore. Lower valuations lead to lower overhead and shorter cash runways, translating into abundant resilience, he says.

Moore suspects that if a startup founders survey were to be conducted in a VC hotbed like Silicon Valley, "we would probably find less resilience just because there were higher burn rates and, therefore, more dependence on runway."

Chan says startups in Houston hold an advantage over startups in hotspots like Silicon Valley because they're used to practicing "capital efficiency."

"Hopefully, we will maintain that as an advantage," Moore says.

Despite the optimistic elements of the survey results, Houston startups are encountering obstacles. Those include:

  • One-third of startups with at least six employees said they carried out layoffs or furloughs as a result of the pandemic-scarred economy.
  • Thirty percent of startups said they saw contracts fade and revenue shrink because of the pandemic.
  • Nearly one-fifth of startups that said they were raising capital before and during the pandemic saw their valuations decline by 10 percent to 20 percent.

One of the most noteworthy findings in the negative column was that the No. 1 hiring challenge for startups (cited by 21 percent of them) was offering competitive pay.

"Founders are finding talented candidates in Houston, but are unable to meet their salary demands," HX states. "It's common for startups to compensate early employees through company equity in lieu of salary, but with such economic uncertainty, employees may prefer that guaranteed cash and liquidity."

Before the pandemic, the top hiring challenge for Houston startups likely would have been finding the right talent, Chan says.

Despite such challenges, the path ahead for Houston's startup community seems to be pretty smooth, particularly as organizations like HX keep pursuing more access to angel, early stage, and seed funding.

"We have a strong economy, low cost of living — all these things that are solid about Houston and are not going away," Moore says. "We're confident that 2021 will be a great year. 2020 is probably going to be — for most people in Houston, just like around the rest of the country — the year of reimagining and repositioning and recovering. For some companies, it's going to be a huge inflection-point year."

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CultureMap Emails are Awesome

Houston hospital introduces first-of-its-kind voice technology into its operating rooms

Hey, MIA

Hey, MIA. Start surgery.

These are the words Houston doctors are learning to say in the operating rooms, thanks to a first-of-its-kind voice technology developed by the Houston Methodist's Center for Innovation in collaboration with Amazon Web Services. In the same way we use programs like Alexa or Siri to make our everyday tasks easier, the Methodist Intelligent Automation, or MIA, is allowing medical professionals to improve the way they interact both with technology and patients alike.

"There's been a push in the industry for a long time that people sitting behind computers and typing and staring at a computer screen is inadequate," says Houston Methodist Chief Innovation Officer Roberta Schwartz. "There's been a desire to return people back to each other rather than physicians and look at a screen and patients look at a doctor looking at a screen."

Currently in its pilot phase, MIA is working to do just that through two key functions that shift the way medical professionals work in what Schwartz calls the "era of electronic medical records."

The first is through operating room voice commands. Here medical professionals can run through a series or checklists and initiate important actions, such as starting timers or reviewing time of anesthesia, through voice instead of by typing or clicking, which can become cumbersome during lengthy and highly detailed surgeries. Information is displayed on a large 80-inch TV in the operating suite and following surgery all of the data captured is imported into the traditional EMR program. The technology has been prototyped in two Houston Methodist O.R. suites so far and the hub aims to trial it in a simulation surgery by the end of the year.

Additionally, the hub is developing ambient listening technology to be used in a clinical setting with the same goal. Houston Methodist and AWS have partnered with Dallas-based Pariveda to create specialized hardware that (after gaining patient permission) will listen into doctor-patient conversations, transcribe the interaction, and draft a note that is then coded and imported directly into the EMR.

"For EMR the feedback is that it's clunky, it's click-heavy, it's very task oriented," says Josh Sol, who leads digital and clinical innovation for Houston Methodist. "Our goal with the Center for Innovation and this technology hub is to really transform that terminology and bring back this collaboration and the patient-physician relationship by removing the computer but still capturing all the pertinent information."

The ambient listening technology is further off and is currently in user acceptance testing with clinicians.

"They've had some great feedback, whether it's changing how the note is created, changing the look and feel of the application itself," Sol adds. "All feedback is good feedback at this point. So we've taken it in, we prioritize the work, and we continue to improve the application."

And the hub doesn't plan to stop there. Schwartz and Sol agree that the next step for this type of medical technology will be patient facing. They envision that in the near future appointment or surgery prep can be done through Alexa push notifications and medication reminders or follow up assessments could be done via voice applications.

"It's all going to be of tremendous value and it's coming," Schwartz says. "We may be taking the first baby steps, but each one of these voice technologies for our patients is out there on the horizon."

Chevron to launch makerspace at The Cannon, Houston a top city for STEM, and more innovation news

Short stories

Houston's innovation ecosystem has been booming with news, and it's likely some might have fallen through the cracks.

For this roundup of short stories within Houston innovation, a startup snags a win at a pitch competition, Chevron announces a new makerspace, a software company makes an acquisition, and more.

Houston named a best city for STEM

Image via SmartAsset

For the fifth year, personal finance website, SmartAsset, analyzed data for the 35 cities in the county with the largest STEM workforces. The study looked at the racial diversity index as well as the gender diversity index. The data for both metrics comes from the Census Bureau's 2019 1-year American Community Survey.

Houston ranked No. 7 on the list, and according to the report, the total number of STEM workers in Houston, Texas exceeds 79,500. Around 70 percent of the total STEM workers there are men, and more than 30 percent are women. Additionally, Houston has the third-best race/ethnicity index score in the study with more than 19 percent of STEM workers are Hispanic or Latino, almost 20 percent are Asian, and more than 8 percent are Black.

Texas makes up about a third of the top 10 list with Dallas and Fort Worth coming in at No. 9 and No.10, respectively.

Chevron announces digital makerspace in The Cannon

Photo courtesy of The Cannon

The Cannon and its surrounding Founders District in West Houston has announced the addition of Chevron's digital makerspace, which will be dedicated to startup partnerships and community organizations.

"Chevron's support for The Founders District and The Cannon expands our commitment to Houston's growing innovation ecosystem," says Barbara Burger, Chevron vice president, Innovation and president of Chevron Technology Ventures, in a news release. "We look forward to utilizing this new space to collaborate with other Chevron organizations, such as our Wells group, as we work to deliver more reliable, affordable, ever-cleaner energy."

While Chevron has been a key partner for The Cannon since 2018 and even had branded office space within the hub, this new space represents a new lease agreement for a significantly larger footprint.

"We are thrilled to partner with Chevron Technology Ventures in developing this exciting makerspace at The Founders District," says Mark Toon, CEO of Puma Development, the company developing The Founders District and founder of Work America Capital, a venture capital firm dedicated to investing in Houston-based businesses. "CTV is the paradigm for meaningful innovation in Houston. By investing in emerging technologies in energy, they are paving the way for innovation to remain at the heart of Houston's most prominent industry."

Lazarus 3D wins The Ion's pitch competition

Photo via Laz3d.com

After months of pitching events, The Ion's Startup Demo Day for 2020 concluded on November 18 with four final pitches from Lazarus 3D, Skylark Wireless, HelloWoofy, and Swoovy.

After each of the four founders presented at the virtual event, which was powered by Dell Technologies, Lazarus 3D, a startup that produces 3D-printed organs and tissues for surgical practice, took home the win and the cash prize.

"I'm so grateful to Ion Houston — I've met so many people and made so many connections," says Smriti Zaneveld, co-founder and president. "All of the companies that present at these events are doing something so meaningful."

Applications are now open for the next series. Apply online by clicking here.

Houston tech co. acquires New Zealand business

Photo via Onit.com

Houston-based Onit Inc., a legal software provider, announced that the company has acquired McCarthyFinch and its artificial intelligence platform.

"Our vision is to build AI into our workflow platform and every product across the Onit and SimpleLegal product portfolios," says Eric M. Elfman, Onit CEO and co-founder, in a news release. "AI will have an active role in everything from enterprise legal management to legal spend management and contract lifecycle management, resulting in continuous efficiencies and cost savings for corporate legal departments.

"Historically, legal departments have been thought of as black boxes where requests go in and information, decisions or contracts come out with no real transparency," Elfman continues. "AI has the potential to enhance transparency and contribute to stronger enterprise-wide business collaboration in a way that conserves a lawyer's valuable time."

The newly acquired software has the capacity to accelerate contract processing by up to 70 percent and increase productivity by over 50 percent. With the acquisition, Onit is enhancing its new artificial intelligence platform Precedent and the company's first release on the platform will be ReviewAI.

New sustainability-focused app launches at Climathon

Photo courtesy of Footprint

Houston-based Footprint App Inc. launched its latest carbon footprint education and action software during the Houston Climathon that was hosted earlier this month by Impact Hub Houston.

By tracking the user's sustainable habits, the student-focused tool allows users to compete to reduce their environmental impact. Footprint has launched in over 50 classrooms across the nation and is also being used by several corporations.

"With the state of Texas recently receiving an 'F' in climate education from the National Science Foundation, we see Footprint as the perfect tool for K-12 and beyond to help Texas students engage with climate science in a fun, competitive way," says Dakota Stormer, Footprint App, Inc. CEO and co-founder, in a news release.