10 years in: Houston entrepreneur reflects on lessons learned

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. The truth is that entrepreneurship is hard. It requires grit, humility, persistence, and the courage to rise above challenges. But it’s also one of the most rewarding ventures you can take on. Photo via Getty Images

Just as the job market is soaring, so is the state of entrepreneurship in America. And increasingly, people are launching their businesses in Houston.

As InnovationMap reported, our city is a top startup ecosystem, now ranked among the top 50 in the world. One of the fastest-growing sectors is climate tech. According to a recent analysis, the global climate tech market is expected to reach a massive $162 billion by 2033.

All those big numbers boil down to individual, hardworking people with high hopes, big dreams, and a willingness to take risks. Maybe that includes you.

This month, my company reached a milestone. We’ve been around for a decade, which means we’ve beaten the odds. An estimated two-thirds of businesses fail within 10 years. This has been nothing short of a chaotic, exhilarating, and sometimes unforgiving journey. I've been blessed and cursed, from hurricanes to a pandemic, losing my vision to filming documentaries, serving in the US Department of Energy during two administrations to an epic ringing of the closing bell on Wall Street. The successes have been sweet, but the lessons learned are the real treasure.

Here are my five biggest takeaways from a decade in the trenches of entrepreneurship.

Master your market

A deep understanding of the market is crucial to achieve success. By delving into the intricacies of how it operates, identifying gaps you can fill, and engaging with individuals and companies eager to see those gaps addressed, you lay the foundation for a viable and impactful venture. Building credibility and establishing a network over the long term opens doors. I experienced this firsthand in the oil and gas, where my market knowledge and 15 years of experience allowed me to create a business that champions the energy workforce of the future.

However, markets are constantly evolving, and even more so today than ever. It’s hard to bring things to market, so master the market, and listen to the voice of the customer to stay ahead.

Takeaway:

Embrace the power of market mastery and credibility to pave the path to success.

Grit is everything

When I think of resilience, one image stands out—the "man in the arena." (Or I should say the woman!). It's a metaphor often cited, and for good reason. What are you even doing if you're not stepping into the ring, getting your hands dirty, and taking the punches? Grit is what keeps you moving when the odds are against you. Change is inevitable; challenges will come. But grit? That’s what pushes you to stand back up and keep going. If you’re an entrepreneur, there’s no room for half-hearted effort. You're either in the ring or watching from the sidelines.

Takeaway:

The ability to endure setbacks and adapt separates those who thrive from those who fold.

You need more than you think

A hard truth I’ve learned the painful way. When I first started Pink Petro, a mentor of mine and now very successful entrepreneur turned investor told me to “Don’t take capital until you need it.” His advice helped me keep a large percentage of ownership in my company, however I learned that you will always need more time, money, and resources than anticipated. As a solo founder, it is easy to underestimate the financial and emotional cost of building something from scratch, alone. Whether it’s product development, marketing, an acquisition or hiring top talent, it all takes capital.

Takeaway:

Plan. Then, double that plan. Odds are, you’ll need it.

Ask without fear

Whether seeking investment, resources or support, learning to ask for what you need is a game-changer. This one didn’t come naturally to me—I had to lean in and push past the stubbornness of “never needing anyone’s help”. Here’s the truth: most people are afraid to ask. But asking is often what gets you one step closer to your goals. Whether it’s a pitch to an investor or a favor from a mentor, the worst someone can say is “no.” And in business, a "no" is just a chance to refine your pitch for the next opportunity.

Takeaway:

Advocating for your needs isn’t selfish—it’s essential.

The sharks are in the water

Building something meaningful attracts all kinds of attention. Over the years, I’ve dealt with doubters, copycats, and even former allies. At first, it stung. But then I realized something important -- sharks will always show up if you’re making waves. It’s a sign you’re on the right path. The key is to stay focused on your vision and not get distracted

by the noise.

Takeaway:

If you have skeptics and imitators, take it as validation that what you’re doing matters.

Bonus lesson: Put your mask on

This one is personal. Here’s the thing—if you’re running on empty, you’re no good to your business, team, or yourself. That’s when I learned the importance of self-care. It’s not selfish—it’s survival.

Takeaway:

Take care of yourself first. Your business depends on it.

Looking back, ten years feels like a lifetime. The truth is that entrepreneurship is hard. It requires grit, humility, persistence, and the courage to rise above challenges. But it’s also one of the most rewarding ventures you can take on.

If you’re out there building something, keep going. Step into the ring. Learn from every fall. Trust yourself, and never stop moving forward—you might surprise yourself with how far you can go.

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Katie Mehnert is founder and CEO of ALLY Energy, formerly Pink Petro and serves on the National Petroleum Council.

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How is technology affecting the energy sector? These experts weigh in. Getty Images

Overheard: Houston energy experts share how tech and startups are affecting the industry

eavesdropping in houston

Last week, Houston-based Pink Petro hosted its annual conference — but, quite like other events across the country, it took a very digital approach.

Energy 2.0, formerly called HerWorld, was always going to be streamed from two locations — Denver and Houston — but the conference, which took place from March 9 to 11, likely had more digital attendees than previous years thanks to the rising threat of COVID19, or the coronavirus.

The digital shift was pretty on par with the conversation of the "unconference," as its called. The last panel of March 10 was how tech was rattling the energy industry. Three panelists discussed the effect of technology on the industry, climate change, startups, and more. Here are some of the panelists best points made during this event.

“Technology isn’t new to the energy sector. The energy sector is used to adopting and adapting to new technologies. What we are talking about now is digital technology, and what’s happening there — we are not familiar with that.”

— Geeta Thakorlal, president at Worley Digital. It's not innovation that's unfamiliar to energy companies, but the digital aspect, which includes introducing new tech from outside the industry. "When you talk about adoption and use of digital technology, it means different things to different people," she adds.

"We’re taking a look at technology, but also addressing the people [aspect] — looking at what people are doing with technology and how the social issues are impacted by technology."

— Jennifer Hohman, CIO and vice president, at Seadrill. The conversation started with a broad scope on how the energy industry is approaching technology, and Hohman cites climate change and sex trafficking — two issues the industry has been affecting.

“As society is changing, we start to worry about people’s safety — that’s very natural in our industry, but moving that into what about social issues or even renewables."

— David Reid, CMO of National Oilwell Varco. Reid adds that the energy industry is aware of its role in the world and has a people-centric approach to technology, including being aware of how it affects the people involved in the energy company's supply chain. "I think it all ties together."

“Technology is constantly going to move fast — we have to continue to face that.”

— Hohman says on the energy industry adapting to technology, adding that tech allows for more collaboration — something energy companies should be doing, even if it means collaborating with a competitor.

"What the tech sector has done is actually helped energy industry because they challenged all these norms — diversity of thought, fail and fail fast — you don't use that language in the energy sector."

— Thakorlal says, explaining that influences from the tech sector have been crucial. Ultimately, big tech companies are looking to small startups for innovation, and energy companies will be doing more of that as well. "The tech companies have had to learn it's not they who has got the solutions, and the energy sector has learned that too."

“We’ve got a world that wants a change, and does not know and understand what we’ve done.”

— Reid says on the topic of the energy industry's role in the future of the sector. "What's missing is the potential of our industry to make a difference."

“The biggest barrier to advancing technology is fear — people not really understanding. Fear is a choice.”

— Thakorlal says, adding that fear is a choice companies can make — but shouldn't. Instead, they should maintain their business while simultaneously adopting tech that will be key in the future. "We say in our organization that if you talk about energy transition or digital transformation in our sector, it's not an 'either/or' it's an 'and.' We have to keep doing what we are doing and transition that to what we want the future to be."

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Houston-based Fervo Energy bumps up IPO target to $1.82 billion

IPO update

Houston-based geothermal power company Fervo Energy is now eyeing an IPO that would raise $1.75 billion to $1.82 billion, up from the previous target of $1.33 billion.

In paperwork filed Monday, May 11 with the U.S. Securities and Exchange Commission, Fervo says it plans to sell 70 million shares of Class A common stock at $25 to $26 per share.

In addition, Fervo expects to grant underwriters 30-day options to buy up to 8.33 million additional shares of Class A common stock. This could raise nearly $200 million.

When it announced the IPO on May 4, Fervo aimed to sell 55.56 million shares at $21 to $24 per share, which would have raised $1.17 billion to $1.33 billion. The initial valuation target was $6.5 billion.

A date for the IPO hasn’t been scheduled. Fervo’s stock will be listed on Nasdaq under the ticker symbol FRVO.

Fervo, founded in 2017, has attracted about $1.5 billion in funding from investors such as Bill Gates-founded Breakthrough Energy Ventures, Google, Mitsubishi Heavy Industries, Devon Energy (which is moving its headquarters to Houston), Tesla co-founder JB Straubel, CalSTRS, Liberty Mutual Investments, AllianceBernstein, JPMorgan, Bank of America and Sumitomo Mitsui Trust Bank.

Fervo’s marquee project is Cape Station in Beaver County, Utah, the world’s largest EGS (enhanced geothermal system) project. The first phase will deliver 100 megawatts of baseload clean power, with the second phase adding another 400 megawatts. The site can accommodate 2 gigawatts of geothermal energy. Fervo holds more than 595,000 leased acres for potential expansion.

Cape Station has secured power purchase agreements for the entire 500-megawatt capacity. Customers include Houston-based Shell Energy North America and Southern California Edison.

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

Texas university's new flight academy opens at Houston Spaceport

cleared for takeoff

The vehicles may not have “student driver” stickers on them, but Texas Southern University has moved a dozen planes into its new training facility at the Houston Spaceport, opening the way for student flyers to use the facility.

TSU previously reached a deal with Houston Airports and the City of Houston in 2023 to house its prospective Flight Academy at Ellington Field. At the time, TSU had a small fleet of nine planes for student use, but a $5.5 million investment from the city greatly expanded the space available.

The Flight Academy includes a 20,000-square-foot hangar that serves as a TSU satellite campus. The school now has a fleet of 12 Cirrus SR20 aircraft that were acquired last year through state and alumni funding. An additional 4,500 square feet is used as classroom and office space. An 8,000-gallon fuel tank will support flight training operations.

TSU first launched its Aviation Science Management program in 1986 and added a professional pilot program in 2016. The school is now part of the United Airlines pipeline program and has also forged relationships with Delta and Southwest.

“I want to commend Texas Southern University and Houston Airports for their leadership and partnership in advancing aviation education right here in our city,” Houston City Councilwoman Dr. Carolyn Evans-Shabazz in a press release.

“It connects our students to high-paying, high-demand careers in aviation and aerospace. This is how we grow a city in the right way—by investing in workforce development, aligning education with industry and making sure our residents are prepared to lead in the industries of tomorrow. Houston is already a global leader in aerospace and projects like this strengthen that position even further, especially here at Ellington, where innovation and opportunity continue to take flight.”

The City of Houston signed an agreement to continue funding the academy for five years.

Amazon launches ultrafast, 30-minute delivery service across Houston

Amazon Now

More than 20 years after it redefined fast shipping, Amazon is preparing to raise the bar on consumer expectations again by offering to fulfill customers' most urgent product needs in Houston and other parts of the world in a half-hour or less for an extra fee.

The company, which revolutionized online shopping in 2005 with two-day deliveries for Prime members, is rapidly opening small order-processing hubs in dozens of U.S. and foreign cities to cater to shoppers who can't or don't want to wait for cough medicine to relieve flu symptoms or tomatoes for tonight's dinner salad.

The ultrafast service, called Amazon Now, first launched in India last June. Amazon says 30-minute deliveries now are also available in urban areas of the United States, Brazil, Mexico, Japan, the United Arab Emirates, the United Kingdom.

The mini-warehouses devoted to Amazon Now are about the size of a CVS drugstore. They stock about 3,500 products for expedited delivery, including beer, diapers, pet food, meat, nonprescription medications, playing cards and cellphone charging cables.

“We know that customers love speed and always have,” Beryl Tomay, Amazon’s head of transportation, told The Associated Press on Monday. “What we see customers doing, when we offer faster speeds, are they purchase more from Amazon. And Amazon becomes more top of mind for that or other types of items as well.”

In the U.S., the company first tested Amazon Now in Seattle, the home of its headquarters, and in Philadelphia. Most residents of the Dallas-Fort Worth area and Atlanta now have access as well. The service is also live in Dallas-Fort Worth, Denver, Minneapolis, Phoenix, Oklahoma City, Orlando, and dozens of other cities, Amazon said, with New York City and others expected by year-end.

The service charges for Amazon Now start at $3.99 for Prime members, who pay an annual fee of $139, and $13.99 for non-members. A $1.99 small basket fee applies to orders under $15, Amazon said.

The company's bet on a need for speed also comes as some consumers are rebelling against rushed deliveries as they weigh the potential impact on the environment and the workers tasked with preparing orders at a rapid rate.

Amazon’s approach
A relentless focus on speed helped Amazon build a logistics and e-commerce empire. After it made two days the new delivery time normal, Amazon moved into one-day and same-day deliveries for its Prime members. This spring, the company began making 90,000 products available in one hour or three hours at an extra cost.

The scaled down and sped up microhubs that are designed to handle 30-minute orders represent another step in Amazon's pursuit.

Only a handful of people prepare orders from aisles of shelves in the 5,000- to 10,000-square-foot facilities, unlike the sprawling fulfillment centers storing millions of items where Amazon employs a mix of human workers and robotics to pick and pack orders.

Amazon tailors the product inventory to each location and uses artificial intelligence and other technology to analyze what customers buy, as well as when and how often. The most popular U.S. purchases so far include soap, toothpaste, mouthwash, toilet plungers, bananas, limes and wireless earbuds, Amazon said.

The competition
Amazon’s attempt to up the instant gratification ante provides direct competition to on-demand food delivery platforms like Instacart, Uber Eats, DoorDash and Grubhub, which don't have the scale of the e-commerce titan, according to independent retail analyst Bruce Winder.

“What Amazon brings is their prowess in supply chain,” Winder said.

These smaller companies said they don't see Amazon as a threat, though, citing the hundreds of thousands of items they are able to deliver to users' doorsteps by partnering with various merchants and restaurants.

“DoorDash has a mission to empower grocers and retailers and augment their existing footprint, not to replace them,” DoorDash spokesperson Ali Musa said in an emailed statement. “We win only when they win, which is how we can offer over half a million grocery and retail items in under an hour across the country.”

Amazon also is in a race with Walmart to become the retailer that reliably gets orders to online shoppers in under an hour.

For an additional $10 on top of standard delivery charges, shoppers can place Walmart Express Delivery orders from among more than 100,000 products that are guaranteed to arrive in an hour. Many customers, however, are receiving the items under 30 minutes, Walmart CEO John Furner told analysts in February.

Domino's cautionary tale
Companies have promised deliveries in 30 minutes or less before, but the landscape also is littered with failed attempts to break the speed barrier.

The COVID-19 pandemic produced a flurry of companies that promised 10- to 15-minute grocery deliveries from microwarehouses in dense neighborhoods, according to Sucharita Kodali, an analyst at market research firm Forrester Research.

But soaring operating costs, low customer loyalty and the drying up of investor money ultimately caused most to fail before the pandemic was over, analysts said.

Domino’s in 1984 pushed a guarantee that customers would receive their pizzas for free if they weren't delivered in under a half-hour. The company amended the “30 minutes or it’s free” policy after two years, providing only a $3 discount for late deliveries.

The promotion helped Domino’s win market share, but it ended up tarnishing the company's reputation. It dropped the guarantee in December 1993 after a string of crashes and lawsuits involving drivers racing to meet the deadline.

Brad Jashinsky, a retail analyst at information technology research and consulting firm Gartner, said he thinks Amazon should take the pizza chain's experience as a cautionary tale.

“You get in trouble when you start overpromising something like that,” he said.

Amazon won't be making any time guarantees and instead plans to keep customers who chose the 30-minute delivery option updated on the progress of their orders, Tomay said.

“There's no rushing either in our building workers or the gig workers,” she said.

Taking it slow
Kodali thinks Amazon will need a lot of people placing orders around the same time from the same or adjacent apartment buildings for the 30-minute service to be cost-effective.

Consumers may appreciate rapid receipt of products like toilet paper and batteries, but retailers and logistics experts said they also see some online shoppers, especially members of Generation Z, choosing no-rush shipping for products they don't need in a hurry.

Amazon for several years has invited customers to skip one- or two-day delivery and to receive their orders on the same day in as few parcels as possible. Consolidating orders into fewer packages by electing to have them delivered at the same time cuts down on boxes, shipping envelopes and fuel use, analysts said.

“The millennials who came to age in an era that was on fast delivery came to expect it de facto, whereas ... Gen Z is more accepting of a slower speed than previous generations before them,” said Darby Meegan, a general manager at Flexport, a supply chain and logistics company that fulfills orders for thousands of online merchants.

Still, Amazon executives have cited positive early results for Amazon Now in India, where they said Prime members tripled their requests for 30-minute deliveries once they started using the service.

Amazon Now also is attracting more repeat American customers, Tomay said.

“It’s in early days and time will tell,” she said. “I think that it will be interesting to see how it evolves.”

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