The energy industry needs to re-evaluate its priorities for the workplace. Photo courtesy of Thomas Miller/Breitling Energy

The oil and gas industry today is being shaped by truly unprecedented conditions. In the face of a global economic crisis, players in this space are grappling with how best to spend and save resources in a way that's smart, deliberate and centered on expanding a company's value.

But even when the price of oil was four times what it is today, only 13 percent of the oil and gas industry's leaders said they were moving fast enough from a tech investment perspective, according to data my company, Quorum Software, pulled back in October. This was the writing on the wall that the industry was unprepared for a crisis of this magnitude, let alone two.

At the same time, there are a number of critical labor challenges that could curb Houston's oil and gas sector's ability to rebound. In order to future proof the energy industry and attract and retain young and innovative talent, Houston's oil and gas leaders need to prioritize investments in technology and start creating specific business advantages through tech.

Create a place young talent will want to land

In the Houston area, millennials age 25 to 34 make up the largest percentage of the adult population, according to the most recent data from the U.S. Census Bureau. Despite this, oil and gas has historically suffered a gap in talent for this employee subset.

As the Houston energy economy seeks to attract talent from Gen Z and millennial pools, they must invest in transformative technology and become a modern energy workplace.

In our recently released industry report, oil and gas decision makers made it clear that they understand having better technology generates more efficient workplaces. What's more, four out of five of these industry leaders think employees will leave without access to sound technology.

Technology will play as an essential part of crisis recovery, and Houston's business leaders in this sector must align their tech investments over the next two quarters in order to both drive business success and also retain and attract a rich talent pool.

Prepare for the long road ahead

Oil and gas leaders in this region are familiar with managing volatility. Prices rise and fall much more quickly than in other industries, with fluctuating regulations, border skirmishes, trade deals, weather and local and global politics all impacting an ever-changing market. We have entered a period when short-term stability and long-term success are both in jeopardy unless you innovate now – especially as the prognosis for long-term structural change in the industry indicates that things might get a lot tougher before they turn around.

In my 30-plus years in the software industry, I've heard thoughtful people talk a lot about disruption. The idea that companies use software and/or technology to disrupt both their internal operations or disrupt markets to make sure that markets don't disrupt them. In just a few months, the commodity pricing shifts have disrupted economic forces on our businesses. As much as we've talked about technology for transformation and modernization, we need to adopt strategies that allows for more agility and sustainability during big market swings.

Judging by the responses in our recent report, oil and gas decision-makers are realistic about the business challenges ahead of them and their inability to solve the problems using the technologies they have in place. Like their IT decision-maker counterparts, 95 percent of oil and gas industry leaders agree that in today's marketplace, a company that doesn't embrace technological advances will not succeed in terms of streamlining operations (land management, accounting, etc.). In fact, in oil and gas, 97 percent of respondents believe the industry will decline if it doesn't adapt to the changes around it.

The takeaway? To survive today — and thrive tomorrow — you don't need to disrupt your business, but you do need to modernize it to be agile and sustain revenue production. You need to bring new technologies into the fold to improve your efficiencies. You need to challenge the status quo, not only to help you endure today's conditions, but also get where you want to go.

This point is only unscored by recent reports that highlight how the Texas Workforce Commission is relying on tech from the 1980s as unemployment claims overwhelm the system. Across industries, and especially those experiencing the volatility that the oil and gas industry is, technology holds the key to attracting and retaining talent, streamlining operations, and staying afloat in these uncharted waters.

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Gene Austin is the CEO of Houston-based Quorum Software.

This week's innovators to know includes John Berger, Mary Beth Snodgrass, and Gene Austin. Courtesy photos

3 Houston innovators to know this week

Who's who

Houston is still — but most accounts — emerging as a tech and innovation hub, which could seem to mean that the startups that make up the innovation ecosystem reside in early stages of business scale.

However, this week's sampling of Houston innovators to know demonstrate the scope in scale of Houston's companies — from a CEO to a newly public company and recently hired CEO of a rapidly scaling software company to a health tech leader fresh out of the gates.

John Berger, CEO of Sunnova

Photo courtesy of Sunnova

Taking a company public brings on a slew of changes. One that might be overlooked is the change for the leader of that company. John Berger —CEO of Sunnova, a Houston-based solar energy company that went public last summer — joins the Houston Innovators Podcast to discuss the changes and where his company is headed.

Transitioning from a private company CEO to a public company CEO has been eye opening, Berger says on the podcast, joking that he now has to watch what he says. But change is ultimately something Berger says he embraces.

"I really look at myself and how I can change myself," Berger says. "I'm a different CEO today than I was 12 months ago, and hopefully I'll be a different CEO in 12 months, because the company demands it." Read more and stream the episode here.

Mary Beth Snodgrass, co-founder of Healthiby

Mary Beth Snodgrass is convinced she can help people make life-enhancing changes that affect health and financial situations because, well, science.

The co-founder of Healthiby created the platform to use financial incentives to drive positive health and wellness decisions. The Houston company is in pilot mode but has plans to expand.

"What we're really focused on this year is, in addition to our incentives, digital content and coach guidance, is making sure that participants are engaging among themselves," Snodgrass tells InnovationMap. "Science shows there are benefits to surrounding yourself with other people who share similar health goals." Read more.

Gene Austin, CEO of Quorum Software

Photo courtesy of Quorum

A new CEO is tasked with exponential growth at a Houston-based software company. Gene Austin joined Houston-based Quorum Software last year at a time of rapid M&A activity.

The energy industry software solutions provider, which is a portfolio company of California-based private equity firm Thoma Bravo LLC since 2018, has big plans to continue the exponential growth with more acquisitions that diversify their portfolio of services and a Houston office expansion later this year. According to Austin, he expects this growth spurred by M&A activity to double Quorum's revenue of $200 million in the next 3 to 5 years.

"We are always thinking about how to best serve our customers," Austin says. "We've made millions of dollars of investments in our support organization and cloud team services that are foundational to reinvigorate innovation and help our customers see how the future can unfold for them." Read more.

Quorum Software is growing fast by adding to its suite of technology by making strategic acquisitions. Getty Images

Houston energy software company prepares to continue acquisition growth in 2020

M&A moves

A Houston software company specializing in cloud-based accounting and finance technology for oil and gas companies is growing at a rapid pace thanks to recent acquisitions.

Houston-based Quorum Software has grown its company over 100 employees last year, and Gene Austin, who was recently named CEO, says it's just the beginning.

The software solutions provider, which is a portfolio company of California-based private equity firm Thoma Bravo LLC since 2018, has big plans to continue the exponential growth with more acquisitions that diversify their portfolio of services and a Houston office expansion later this year.

According to Austin, he expects this growth spurred by M&A activity to double Quorum's revenue of $200 million in the next 3 to 5 years.

"We are always thinking about how to best serve our customers," Austin says. "We've made millions of dollars of investments in our support organization and cloud team services that are foundational to reinvigorate innovation and help our customers see how the future can unfold for them."

Courtesy of Quorum

Quorum is in the midst of a transformation into a software provider, focusing on cloud operations and digital software with significant acquisitions. Most recently, they launched OGsys on Demand, a cloud-based accounting software, after acquiring OGsys in August of 2019. The integration of OGsys expands the cloud-based capabilities for accounting products tailored for upstream medium-sized energy companies.

The launch was right on the heels of two other acquisitions that included Irving, Texas-based Archeio Technologies in June, a document classification smart search technology provider, and Pasadena, Texas-based Coastal Flow Measurement Inc. in March, a family of energy measurement services, one of which was Flow-Cal, a measurement data management software for oil and natural gas.

"Using innovation for us means not only acquiring new technologies but also investing in the right areas for our business and our current products," says Austin.

Quorum, who provides software solutions for a broad spectrum of energy companies' needs, from operations to accounting, plant management, and financial forecasting, began as a consulting firm more than 20 years ago. The company got its start with a customer-oriented structure for large oil and gas companies, known as enterprise organizations in the industry.

Eventually, the business transitioned to working with mid-size firms along with their larger set of clients. It was then when Quorum began to hear from clients their need for better accounting software that met the specific challenges of mid-size companies.

"Our products are designed to help our clients know much more about what's happening inside the business, making sure efficiency is possible," Austin tells InnovationMap. "We're doing that by using web applications that allow our clients to use mobile devices, that's a fairly new innovation in the energy world, we're trying to lead the way."

The focus on quick and efficient software technologies is reaping benefits for Quorum. Eighty percent of the largest oil and gas producers in the United States use Quorum, and its technology powers 80,000 miles of pipeline and that accounts for 80 percent of all-natural gas processed in the U.S.

"We believe because of the products we represent and the way we position our services, including our cloud-based accounting and financial application," Austin says. "We are well-positioned to help our clients do a great job of driving efficiency."

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Cancer-fighting company based in Houston emerges from stealth and snags $74M in its latest round

fresh funds

A Houston-based clinical-stage biopharmaceutical company has raised millions in its latest round.

Tvardi Therapeutics Inc. closed its $74 million series B funding round led by new investors New York-based Slate Path Capital, Florida-based Palkon Capital, Denver-based ArrowMark Partners, and New York-based 683 Capital, with continued support and participation by existing investors, including Houston-based Sporos Bioventures.

"We are thrilled to move out of stealth mode and partner with this lineup of long-term institutional investors," says Imran Alibhai, CEO at Tvardi. "With this financing we are positioned to advance the clinical development of our small molecule inhibitors of STAT3 into mid-stage trials as well as grow our team."

Through Slate Path Capital's investment, Jamie McNab, partner at the firm, will join Tvardi's board of directors.

"Tvardi is the leader in the field of STAT3 biology and has compelling proof of concept clinical data," McNab says in the release. "I look forward to partnering with the management team to advance Tvardi's mission to develop a new class of breakthrough medicines for cancer, chronic inflammation, and fibrosis."

Tvardi's latest fundraise will go toward supporting the company's products in their mid-stage trials for cancer and fibrosis. According to the release, Tvardi's lead product, TTI-101, is being studied in a Phase 1 trial of patients with advanced solid tumors who have failed all lines of therapy. So far, the drug has been well-received and shown multiple durable radiographic objective responses in the cancer patients treated.

Dr. Keith Flaherty, who is a member of Tvardi's scientific advisory board and professor of medicine at Harvard Medical School, offered his support of the company.

"STAT3 is a compelling and validated target. Beyond its clinical activity, Tvardi's lead molecule, TTI-101, has demonstrated direct downregulation of STAT3 in patients," he says in the release. "As a physician, I am eager to see the potential of Tvardi's molecules in diseases of high unmet medical need where STAT3 is a key driver."

Networking with high-status colleagues isn't successful across industries, per Rice University research

houston voices

In a timeless scene from the mockumentary "This Is Spinal Tap," an 80s metal band swaggers in for a performance only to find they're billed second to a puppet show. Though the film is farce, real musicians often come to question the value of playing second fiddle to anyone – even an A-lister.

Now research by Rice Business professor Alessandro Piazza and colleagues Damon J. Phillips and Fabrizio Castellucci confirms those musicians are right to wonder. In fact, they discovered, the only thing worse than performing after a puppet may be opening up for an idol. Bands that consistently open up for groups with higher status, the researchers found, earn less money – and are more likely to break up than those that don't.

"Three cheers," The Economist wrote about the researchers, for confirming "what many people in the music industry have long suspected – that being the opening band for a big star is not a first class ticket to success."

While the findings may be intuitive for seasoned musicians, they fly in the face of existing business research. Most research about affiliations concludes that hobnobbing with high-status colleagues gives lowly newcomers a boost. Because affiliations give access to resources and information, the reasoning goes, it's linked with individual- and firm-level successes such as landing jobs and starting new ventures.

Both individuals and organizations, one influential study notes, benefit from the "sum of the resources, actual or virtual, that accrue to an individual or group by virtue of possessing a durable network of more or less institutionalized relationships."

That's largely because in many fields up and comers must fight to be taken seriously – or noticed at all. This problem is often called "the liability of newness:" In order to succeed, industry newcomers first need to be considered legitimate by the audience they're trying to woo.

Showing off shiny friends is a classic solution. In many fields, after all, linking oneself with a high-status partner is simply good branding: a shorthand signal to audiences or consumers that if a top dog has given their approval, the newcomer must surely have some of the same excellent qualities.

Unfortunately, this doesn't always hold true – especially in the creative world, Piazza's team found. In the frantic world of haute cuisine, for example, a faithful apprentice to a celebrity chef may actually suffer for all those burns and cuts in the star's hectic kitchen. Unless they can create meals that are not just spectacular, but show off a distinct style, consumers may sneer at the newcomer as a knockoff of the true master.

So what determines if reflected glory makes newcomers shine or merely eclipses them? It has to do with how much attention there is to go around, Piazza said. While partnering with a star helps in some fields, it can be a liability when success depends on interaction between audience and performer. That's because our attention – that is, ability to mentally focus on a specific subject – is finite. Consumers can only take in so much at a time.

Marketers are acutely aware of this scarcity. Much of their time, after all, is spent battling for consumer attention in an environment swamped by competitors. The more rivals for advertising attention, research shows, the less a consumer will recall of any one ad. In the world of finance, publicly traded companies also live and die on attention, in the form of analyst coverage of their stocks and angel investors' largesse.

Musicians who perform live, Piazza said, are battling for attention in a field that's gotten progressively more fierce, due to lower album sales and shorter career spans. Performing in the orbit of a major distraction such as Taylor Swift or Beyoncé, however, only reduces the attention the opening act gets, the researchers found. Though performances are just a few hours, the attention drain can do lasting harm both to revenue and career longevity.

To reach these conclusions, the researchers analyzed data about the live performances and careers of 1,385 new bands between 2000 and 2005. Supplementing this with biographical and genre information about each band along with musician interviews, the team then analyzed the concert revenue and artistic survival of each band.

They discovered that in live music, high status affiliation onstage clearly diluted audience attention to newcomers – translating into less revenue and lower chance of survival.

In part, the revenue loss also stems from the fact that even in big stadium performances, performing with superstars rarely enriches the underdogs. According to a 2014 Billboard magazine report, headliners in the U.S. typically absorb 30 to 40 percent of gross event revenues; intermediate acts garner 20 to 30 percent and opening acts for established artists bring as little as $15,000.

The findings were surprising, and perhaps dispiriting, enough for the researchers to carefully spell out their scope. Affiliation's positive effects, they said, are most often found in environments of collaboration and learning – for example academia. In these settings, a superstar not only can bestow a halo effect, but can share actual resources or information. In the music world, however, the fleeting nature of a shared performance makes it hard for a superstar band to share much with a lower-ranked band except, perhaps, some euphoric memories.

Interestingly, in many businesses it's easy for observers to quickly assume affiliations between disparate groups. In the investment banking industry, for instance, research shows that audiences infer status hierarchies among banks merely by reading "tombstone advertisements," the announcements of security offerings in major business publications. Readers assume underwriting banks to be affiliated with each other when they're listed as being part of the same syndicate – even if the banks actually have little to do with each other beyond pooling capital in the same deal.

In the music business, star affiliations mainly help an opening act a) if the audience understands there's an affiliation and b) if they believe the link is intentional. But that's not always the case because promoters and others in Big Music often line up opening bands. When possible, though, A-listers can do their opening acts a solid by making it clear that they've chosen them to perform there.

Otherwise, Piazza and his colleagues concluded, the light shed by musical supernovas typically gets lost in the darkened stadium. For the long term, business-minded bands may do best by working with peers in more modest venues – places where the attention they do get, like in Spinal Tap's classic metric, goes all the way up to 11.

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This article originally ran on Rice Business Wisdom and is based on research from Alessandro Piazza, an assistant professor of strategic management at Jones Graduate School of Business at Rice University.