Design is as much a science as it is an art. Photo courtesy of CIVE

The method of value engineering, where less expensive materials and methods are used without sacrificing functionality, certainly has its benefits.

While you must weigh the pros and cons of using it in each unique situation, the experts at CIVE are ready to lay out the overall argument for value engineering. The Houston-based, engineering-driven design build firm serves residential, commercial, and industrial markets, and relies on a commitment to excellence in all projects.

Its mantra — "Any engineer can create a design, but true expertise lies in creating designs that would incur the least cost possible, without compromising integrity of the structure" — reinforces that design is as much a science as it is an art.

Why should value engineering be used?
Value engineering allows commercial developers the capability to obtain more value for their design, contracting, and build-outs. This process not only helps provide advantages for the initial construction, but also add value on a longer term basis.

The initial costs of building a structure only accounts for 11 percent of the overall building costs of its life cycle. While that number may seem small, if this capital allocation is done incorrectly it can significantly impact the lifespan and ongoing maintenance costs that building owners can experience.

Value engineering provides great advantages to building owners and ultimately their tenants with a better quality structure. But let's be clear: The objective of value engineering is not to cut costs or to lower standards, but to provide innovative approaches and help identify ways to improve dependability, functionality, and performance.

When should it be used?
The process of value engineering can be applied in areas where a construction team typically experiences delays or excessive costs to help identify and alleviate the problem. The end result is a more efficient process that can reduce waste, rework, and design modifications that can significantly increase a project budget and/or cause schedule delays.

A few of the benefits
The benefits of value engineering are numerous, but in summary they can assist construction projects by:

  • Reducing expenses
  • Minimizing waste
  • Refining the project scope
  • Increasing stakeholder consensus
  • Maintaining budget allocations

Overall, this adds more value to the building owner with more savings over the lifetime of a structure with enhanced functionality. A company well versed in the practice of value engineering can use it to finish a project on time and on budget for their clients.

Implementing value engineering
Here's some good news: value engineering can be done at any part of the commercial construction process. While it would ideally be incorporated into the initial stages, it can be easily adapted to improve a project stage at any point. The design phase allows the architect or engineer to work with the client to come up with required features, functionality, and proposed solutions.

During the planning stage the general contractor and commercial developer come to an agreement on the expected project cost. The third stage of development is the construction phase, when the building takes place and any proposed changes can be included that don't affect the primary function and design of the structure.

Why it works
Unlike most, CIVE identifies value engineering as not merely a tool to cut corners, but a way to truly and effectively deliver engineering excellence by designing to the last inch — without over-designing or jeopardizing integrity of the structure — that can put redundant budget pressures on projects.

CIVE's ability to truly value engineer each of its projects comes with experience and technical expertise, which has saved its clients hundreds of thousands of dollars in investment capital over time.

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Houston AI femtech startup raises $2M round to expand platform to B2B opportunities

fresh funding

A Houston-based startup that's improving health and wellness for women with its artificial intelligence-backed platform has raised a bridge round of funding.

Ema closed its latest bridge round, bringing its total funding to nearly $2 million. The company received investment from Kubera's Venture Capital and Victorum Capital, which joined existing investors Hearst Labs, Wormhole Capital, Acumen America, and Techstars.

Ema strives to deliver "personalized, empathetic, and evidence-based support" to its users through its generative AI technology. The platform has more than 100,000 users, and has expanded into the B2B sector with $100,000 in contracts within just 30 days after pivoting to this model, according to the company.

"Ema was born from a deep-seated belief in the transformative power of AI to make women's health care more accessible and effective," Amanda Ducach, CEO of Ema, says in a news release. "Our recent funding and rapid B2B growth validate our approach and enable us to further our mission."

The company, originally founded as SocialMama looking to connect mothers digitally to each other and, later, physicians and experts, rebranded a year ago. The platform aims to be comprehensive and holistic to positively affect women's health and wellness journeys across life stages and categories.

"Our vision extends beyond immediate health concerns; we see Ema as a companion that can support women throughout their lives, offering guidance, support, and understanding whenever they need it," Ducach explains. "This latest round of funding will help us expand into new areas, including employee benefits, where we believe we can make a substantial difference."

Amanda Ducach founded the company in 2019. Photo via Twitter

Why founders need to be prioritizing problem-solution fit, according to this Houston innovator

guest column

Over the past 10 years I have been so incredibly fortunate to work for and with dozens of startup ecosystems, startup development organizations, competitions and accelerators.

Through these interactions I have mentored, advised and coached over 500 startups and as I've reflected back on these interactions and relationships I have observed some crucial insights that I am humbled to be able to share here with you — starting with the importance of problem-solution fit.

My top observation is that the success of founders often hinges on their focus on a specific problem, from the perspective of the problem holder (which is not always their customer) and particularly a problem set they care deeply about. This focus is far more impactful than merely having a great idea. Founders with a laser focus on a problem, showed remarkable advantages. These founders were:

  • Quicker in Validating Assumptions: Their problem-centric approach allowed them to more rapidly test and validate their hypotheses about market needs and solutions.
  • Focused on Data-Driven Decision Making: They were more receptive to letting data guide their strategic decisions, leading to more grounded and effective strategies.
  • Agile in Pivoting: When confronted with challenges or new information, these founders could pivot more efficiently, as their commitment was to solving the problem, not just to their solution.

This problem-focused mindset proved to be a significant differentiator in their journey from ideation to success.

For these reasons, the philosophy that problem-solution fit leads development, has become a cornerstone in my approach to fostering innovation. It underscores the need for startups and organizations alike to delve deeper into understanding the real challenges they face, the first order problems, which in turn opens doors to more impactful and sustainable solutions.

Most recently, In my time at MassChallenge, my approach to problem identification diverged significantly from industry norms. The crux of my strategy was to shift the founders' focus from their innate bias towards their innovation or the allure of monetary gain to a deeper connection with the underlying problem — transforming the innovator's bias into the innovator's gift.

In my interactions, I often met two predominant types of founders:

  • Technical Founders: These individuals were deeply enamored with the technology or product they created. Often coming from the research world or a technical / engineering background within one industry. Their passion was more about the innovation itself rather than its impact or the problem it aimed to solve.
  • Profit-Oriented Founders: These founders were driven primarily by the potential for financial success. Often coming out of Business school, consulting firms or investment / banking background. Their focus was often on the market opportunity, timing, size and scale rather than the problem needing a solution.

I am not a believer that anyone fits into a box but these were broad commonalities I observed over time. While neither mindset is inherently flawed, it became evident that a third type of founder, those who developed a passion for solving a specific problem — often tied to a personal or emotional connection — tended to achieve greater success.

The challenge lay in transforming the mindset of founders who initially did not have this problem-centric focus. To do this, I employed a series of exercises and mental experiments that anyone can do aimed at uncovering the true purpose behind their ventures. Two pivotal tools in this process was Simon Sinek's Golden Circle, which helped delve into the why behind their companies and Ash Maurya’s Problem Discovery process that he details in Lean Mastery.

These exercises were transformative. Founders typically developed a stronger attachment to these newly framed problem statements than to their initial motivations. It aligned their endeavors with a purpose that was emotionally significant to them, thereby enhancing their commitment and effectiveness in addressing the problem.

This approach to problem identification was not just about finding a market fit; it was about aligning the founders' core values and motivations with the problems they aimed to solve, thereby unleashing the true potential of their innovations.

One of the most significant challenges was persuading founders to shift their mindset from their initial focus to a problem-oriented approach. This transition was often difficult, as change is inherently challenging, especially when founders have invested months or years in developing something they feel deeply connected to. The key was to reframe and redirect their passion towards understanding and solving the core problem for the problem holders that were most affected. This shift in focus wasn't always successful, but when it did take effect, it markedly increased the founders' likelihood of success.

Part of the difficulty in effecting this founder mindset shift stemmed from the overwhelming amount of content directed at startup founders, emphasizing the immediate need for customer feedback and early creation of MVP’s. While these aspects are crucial (at the right time), there is a noticeable gap in guiding founders towards the critical step of identifying problem-solution fit earlier in the process. As a result, many founders fell into the trap of building upon untested assumptions, believing that once they've created a product or identified a revenue model, the journey was set on the right path.

This challenge wasn't confined to startup founders alone, it is prolific across the innovation economy. Corporates, governments, and universities also displayed resistance in identifying their core, underlying problems. They often focused on surface-level issues or immediate technological needs without recognizing the structural problems causing these more visible issues.

As a founder, an innovator, or anyone passionate about bringing new solutions to the masses, this shift in perspective is crucial. It allows founders and organizations to understand their challenges more deeply, leading to more effective and sustainable solutions. It isn’t just about solving the problems they could articulate, but about uncovering the first principles issues that needed addressing.

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Jon Nordby is managing partner at Anthropy Partners, a Houston-based investment firm, and professor of entrepreneurship at the University of Houston.

Rice names inaugural recipients of new grant program that's doling out $360,000

Four Houston research projects are splitting hundreds of thousands of dollars in grant funding from Rice University.

After announcing the One Small Step Grant program in September to support Rice-developed, lab-stage innovations, the university has named its inaugural recipients. After receiving nearly 30 applicants, four research projects were selected to share $360,000 in grant funding.

“Being able to fund near-commercial projects represents a leap forward in our mission of supporting the cutting-edge work of our faculty and students and helping bring those to market,” Adrian Trömel, assistant vice president for strategy and investments, says in a news release. “Feedback from industry and investors show that they’re excited on how the One Small Step grants help derisk these technologies, getting them ready to launch. Watch this space for the next generation of leading deeptech companies.”

The selected projects include:

  • PerisBio, developed by Samira Aglhara Fotovat and Samantha Fleury from Rice Professor Omid Veiseh's Lab, focuses on novel, hydrogel-encapsulated engineered "cell factories" for the minimally invasive treatment of endometriosis. The project received a $100,000 award.
  • Solidec, founded by Ryan Duchanois and Yang Xia from Rice Professor Haotian Wang's Lab, is a room temperature, solid-state direct air capture technology. The project received a $100,000 award.
  • HornetX, led by Rice Professor Aditya Mohite's Lab, aims to produce highly stable green hydrogen using a perovskite-based photoelectrochemical cell with leading efficiency. The project received a $80,000 award.
  • Coflux, developed by Jeremy Daum and Alec Ajnsztajn from the labs of Rice Professors Rafael Verduzco and Pulickel Ajayan, focuses on covalent organic framework-based photocatalysts for instream remediation of PFAS (per- and polyfluoroalkyl substances) from water. The project received a $80,000 award.

The Office of Innovation created an investment advisory committee — made up of entrepreneurs, investors and corporate executives across industries — to select these recipients. The grant program was funded by the Office of Innovation, with support from Breakthrough Energy Fellows for climate and energy projects

“The inaugural winners of the One Small Step Grant represent the innovative spirit and dedication to excellence that defines our students and faculty," Rice Chief Innovation Officer Paul Cherukuri says. "We are proud to support these groundbreaking projects on their journey from lab to market."