By accounting for both known and unknowable factors, managers can identify salespeople with traits that work best in different types of sales. Getty Images

When you're a manager, decisions barrage you each day. What product works? Which store layout entices? How will you balance the budget? Many of these decisions ultimately hinge on one factor: the skills of your sales force.

Often, when managers evaluate their salespeople they contend with invisible factors that may not show up in commissions or name-tagged sales rosters — intangibles such as product placement, season or simply a store's surrounding population. This makes it hard to fully evaluate a salesperson, or to spot which workers can teach valuable skills to their peers and improve the whole team.

But what if you could plug a few variables into a statistical model to spot your best sellers? You could then ask the star salespeople to teach coworkers some of their secrets. New research by Rice Business professor Wagner A. Kamakura and colleague Danny P. Claro of Brazil's Insper Education and Research Institute offers a technique for doing this. Blending statistical methods that incorporate both known and unknown factors, Kamakura and Claro developed a practical tool that, for the first time, allows managers to identify staffers with key hidden skills.

To test their model, the researchers analyzed store data from 35 cosmetic and healthcare retail franchises in four South American markets. These particular stores were ideal to test the model because their salespeople were individually responsible for each transaction from the moment a customer entered a store to the time of purchase. The salespeople were also required to have detailed knowledge of products throughout each store.

Breaking down the product lines into 11 specific categories, and accounting for predictors such as commission, product display, time of year and market potential, Kamakura and Claro documented and compared each salesperson's performance across products and over time.

They then organized members of the salesforce by strengths and weaknesses, spotlighting those workers who used best practices in a certain area and those who might benefit from that savvy. The resulting insight allowed managers to name team members as either growth advisors or learners. Thanks to the model's detail, Kamakura and Claro note, managers can spot a salesperson who excels in one category but has room to learn, rather than seeing that worker averaged into a single, middle-of-the-pack ranking.

If a salesperson is, for example, a sales savant but lags in customer service, managers can use that insight to help the worker improve individually, while at the same time strategizing for the store's overall success. Put into practice, the model also allows managers to identify team members who excel at selling one specific product category — and encourage them to share their secrets and methods with coworkers.

It might seem that teaching one employee to sell one more set of earbuds or one more lawn chair makes little difference. But applied consistently over time, such personalized product-specific improvement can change the face of a salesforce — and in the end, a whole business. A good manager uses all the tools available. Kamakura and Claro's model makes it possible for every employee on a sales team to be a potential coach for the rest.

------

This story originally ran on Rice Business Wisdom.

Based on research from Wagner A. Kamakura, the Jesse H. Jones Professor of Marketing at Jones Graduate School of Business at Rice University.

Rice University will launch online classes next week for small business leaders planning their recovery. Courtesy of Rice University

Rice University launches online programming for entrepreneurs dealing with COVID-19 closures

biz ed

Houston small businesses and startups have a long road of recovery ahead of them, and Rice University and some of its partners want to help local entrepreneurs prepare for it.

Rice University's Susanne M. Glasscock School of Continuing Studies has partnered with the Ion — along with the Center for Houston's Future and Rice Alliance for Technology and Entrepreneurship — to launch the Back In Business Initiative. The program will begin with three courses in the week of April 20 to 24. The three courses are:

"Glasscock's mission has always been to provide education to the residents of Houston," says Robert Bruce, dean of the Glasscock School, in a news release. "We specialize in providing responsive, practical information that will help our constituents when and how they need it most. To assist our struggling Houston small business community during this crisis, we created this trilogy of courses to help analyze their current situation, use creative problem-solving and provide meaningful communications to help them weather this situation."

More classes will be added as needed. The classes have a $25 registration fee, and anyone can enroll online.

"Today's health crisis may have changed many aspects of our daily lives, but it has not affected our commitment to providing the right tools and education to help our community succeed," says Jan Odegard, senior director of academic and industry partnerships at the Ion, in the release. "We all have a role to play in meeting the challenge of COVID-19 and we are excited to be partnering with the Glasscock School of Continuing Studies to support Houston small businesses in this time of uncertainty."

The university also touts OpenRICE as a resource for businesses. The online education platform is available to the Houston community for free. Rice also has a 20 percent discount for all professional studies courses and programs enrollment — with the ability to postpone for up to a year without a fee. This deal runs through April 30.

While everyone always looks to Silicon Valley as the model of the ideal startup ecosystem, Houston is forging its own path. Getty Images

Houston isn't Silicon Valley — and that's a good thing, according to these experts

Houston Voices

As WeWork's fall from grace continues to dominate the headlines and we monitor the slew of layoffs and dipping share prices afflicting this year's Silicon Valley darlings, we reflect on Houston's own startup ecosystem. How are Houston startups and investors similar to and different from Silicon Valley early-stage deals? What are the drivers and factors that may be unique to Houston and how do they influence outcomes?

Jamie Jones, executive director of Lilie, sat down with early stage investor and Rice Business alum, Dougal Cameron of Golden Section Technology Venture Capital (GSTVC), to discuss the Houston startup and funding ecosystem. From that discussion, a number of key features emerged:

From Cameron's experience, Houston investors have historically focused on unit economics and profitability, in addition to top line growth, as their key performance measures. As an enterprise software investor, he notes that an indicator of a healthy venture that warrants early stage investment is one where profitability can be achieved as the venture reaches the $1 million revenue mark. Cameron, like other early stage investors in Houston, are interested in ventures that produce sustainable growth not only growth for growth's sake.

While early stage investment capital in Houston does flow, it does not do so at the same check sizes and the same velocity that you may see in Silicon Valley. Analysis of Pitchbook data indicates that Houston firms raised $28.1M in seed and early-stage funding in Q3 2019 versus $2.86B for Silicon Valley based ventures. The belief is that the density of the capital network in Silicon Valley means that if you get one $500,000 check then you will very likely to get others. Cameron noted that he believes the effects of loss aversion are on full display — no firm wants to be the one that passes on the next Google.

However, in Houston, entrepreneurs must be scrappy to pull together funding and ensuring they hit milestones along the way in order to drive scarcer investment into their ventures. From Cameron's perspective, Houston entrepreneurs own their cash balance and strive to keep their overhead low by working out of cheaper spaces, leveraging friends and family to contribute to the venture in its early days, etc.

With fewer investment dollars flowing in Houston, the use of Simple Agreements for Future Equity (SAFEs), which are common in Silicon Valley, are rarely used in Houston. Why? Cameron believes that using unpriced and loosely binding agreements may work in an ecosystem where startups are pushed for rapid top-line growth and may be burning through tens-of-thousands of dollars per month and will need to raise capital quickly, which will drive a pricing event. However, in Houston, investors may prefer arrangements that provide some downside risk.

Examples include convertible notes that include a lien on assets, which would be virtually unheard of in Silicon Valley, or through priced fundraising rounds. Without broad and deep capital networks and the pressure of rapid top-line growth, near term pricing events are not guaranteed, pushing Houston investors to prefer other deal structures.

While everyone agrees that Houston and the robust startup ecosystem that is growing across the city needs more cash to catalyze growth, Cameron firmly believes that new capital coming into the city must be the right type of capital. Capital that will not negatively distort the ecosystem by driving early-stage entrepreneurs to strive for top-line growth that is not sustainable through a profitable business model. This type of capital will not offer exorbitantly-sized seed rounds removing the entrepreneur's need to be scrappy and cost conscious.

We must understand that many Houston entrepreneurs seek to build businesses that have lasting impact and are not only "growing to close," the model Silicon Valley seems to have embraced over the past 7 to 10 years. Cameron is nervous that first big checks that come from outside Houston will push unprofitable businesses forward and will sour the market for local investors that are starting to engage in startup-investing.

While everyone always looks to Silicon Valley as the model of the ideal startup ecosystem, Houston may offer a look into the model of the future — one that is focused on building durable, profitable businesses by right-sizing growth over the venture's life-cycle. For Houston-based entrepreneurs, this means the opportunity to access capital that emphasizes sustainable, smart growth.

------

Jamie Jones, executive director of the Liu Idea Lab for Innovation & Entrepreneurship at Rice University, and Dougal Cameron, managing director of Gold Section Technology Ventures and 2013 Rice Business alum, wrote this article for LILIE.

This article originally appeared on Liu Idea Lab for Innovation & Entrepreneurship's blog.

Slightly-to-moderately overqualified workers are more likely to be valuable and to reimagine their duties in ways that advance their institutions. Getty Images

Rice Business research finds benefit to hiring overqualified employees

Houston voices

You're a rocket scientist. You've worked for NASA. You won a Nobel Prize. Shouldn't your qualifications give you an edge on a software developer job?

According to typical hiring practice, the answer is no. You might not even get an interview for a job sweeping the floor. That's because, for years, research has warned that hiring applicants with too much experience or too many skills will saddle you with employees who don't appreciate their jobs.

Now there's good news for rocket scientists and others who happen to be overqualified for their work. According to a groundbreaking new study coauthored by Rice Business professor Jing Zhou, workers who are slightly to moderately overqualified are actually more likely to be active and creative contributors to their workplace. As a result, they're more likely to be assets. The study adds to a new body of research about the advantages of an overqualified workforce.

Zhou's findings have widespread implications. Worldwide, almost half of the people who work for a living report that they are overqualified for their jobs. That means Zhou's research, conducted with Bilian Lin and Kenneth Law of the Chinese University of Hong Kong, applies to a vast segment of the labor market.

To reach its conclusions, Zhou's team launched two separate studies in China. The first looked at six different schools with a total of 327 teachers and 85 supervisors. The second analyzed an electronic equipment factory with 297 technicians. Both studies revealed a strong link between perceived slight and moderate overqualification and the frequency of "task crafting," that is, expanding the parameters of the work in more innovative and productive ways.

In the school study, teachers who were slightly to moderately overqualified set up new online networks with students and parents. They also rearranged classrooms in ways that made students more engaged and productive. Meanwhile, in the factory, workers took tests to gauge their abilities in complex tasks designing a ship. The ones who were slightly to moderately overqualified built more complex versions that reflected their superior competencies.

The key to both sets of workers' superiority was their impulse to "job craft." Every worker leaves a personal imprint: meeting the bare minimum of criteria, pushing to exceed expectations, innovating or imagining new or more useful ways of getting the job done. Expert "job crafters" turn this impulse into an art. Some redraw their task boundaries or change the number of tasks they take on. Others reconfigure their work materials or redefine their jobs altogether. Still others rearrange their work spaces and reimagine their work procedures in ways that can catapult their productivity upward.

For overqualified workers, Zhou's team found, task crafting is a psychological coping mechanism – a welcome one. Workers want to show their superiors the true level of their skills. Doing so fortifies their self-esteem and intensifies their bonds with the company they work for. Far from being dissatisfied, these overqualified workers are more productive, keen to help their organizations and interested in finding ways to be proud of their work.

So how did the outlook on such workers go from shadowy to brilliant? Past research, it turns out, focused rigidly on the fit between worker experience and a task. It didn't consider the nuanced human motivations that go into working, nor the full range of creativity or flexibility possible in getting a job done.

Thus, older studies cautioned that overqualified workers are likely to feel deprived and resentful. Zhou's research shows the opposite: a statistical correlation between worker overqualification and high job performance.

Organizations do need to do their part for this alchemy to work. Above all, Zhou writes, it's crucial to build a strong bond between worker and institution. This is because workers who identify strongly with their workplace feel more confident that their job-crafting efforts will be well received; those who don't feel this strong bond often feel mistreated and give up the project of crafting their work.

Similarly, companies also need to grant workers flexibility to expand the scope or improve the process of their jobs. The outcome can be the evolution of the entire business in unexpected and often creative ways.

Not all super-qualified workers will be inspired to re-craft their tasks. When the gulf between skills and task is extreme, Zhou writes, workers are bored and job crafting loses its juice as an incentive. For more moderately overqualified employees, however, their expertise should rocket their CVs to the top of the stack. For seasoned workers, the evidence shows, a job is not just a job. It's an adventure in finding ways to be excellent.

------

This story originally ran on Rice Business Wisdom.

Jing Zhou is the Mary Gibbs Jones Professor of Management and Psychology in Organizational Behavior at the Jones Graduate School of Business of Rice University.

From cancer-fighting companies raising millions to Houston area high school students learning how to start a company, here's some short stories on innovation you may have missed. Photo via inveox.com

TMCx company raises millions, Rice Business launches a podcast, and more Houston innovation news

Short stories

Even during the dog days of summer, Houston has innovation news from all industries. In case you missed something, here's a news roundup of some short innovation stories — from raised funds to launched apps, podcasts, and programs.

If you know of innovation-focused news happening, email me at natalie@innovationmap.com with the details and subscribe to our daily newsletter that sends fresh stories straight to your inboxes every morning.

TMCx company raises 17€ million 

Photo via inveox.com

Munich-based Inveox, a, AI-enabled cancer-diagnosis technology startup, just set up shop in the Texas Medical Center as a part of TMCx's ninth cohort. The company now has another thing to brag about: 17 million euros worth of investment.

"My founding partner Dominik Sievert and I are very grateful that our investors put such great trust in us and our vision," says managing partner Maria Sievert in a release. "Together we are working towards the goal of using our innovation capacities to develop technologies that can be put to serve people. We want to help lab technicians who give their best every day at labs and we want to ensure the safety of patients as well as the speed and reliability of the entire diagnostic process. That's why we will use this further investment for our forthcoming series production and expansion into new markets."

The funds will go toward production of the company's technology.

Rice's Jones Graduate School of Business launches The Index podcast

Pexels

Rice University's Jones Graduate School of Business, has launched, The Index, a podcast that explores thought-provoking topics and business-related ideas.

According to a news release, The podcast grew out of a 2019 South by Southwest partnership between Texas Monthly and Rice Business — the two entities teamed up for a podcast taping about digital wildcatting.

Saul Elbein hosts The Index. He is a contributor to the New York Times Magazine, the NPR radio show "This American Life," and other outlets. Find the latest episode here.

Life science startup organization closes $5.25 million round

Getty Images

With the close of its $5.25 million round, Fannin Partners LLC — a Houston-based early-stage life science commercialization company — has brought in over $155 million for its portfolio companies.

The funds in part will go toward developing Fannin Innovation Studio. The studio anticipates adding 15 new portfolio companies over the next five years.

"With our portfolio companies Procyrion and Pulmotect advancing in their clinical development and with BreviTest poised for market launch in 2020, our investor group has recognized the tremendous progress we've made," says Fannin founder and chairman Leo Linbeck III in a release. "We are pleased to welcome the additional investment from existing and new investors in this round."

Houston app relaunches following raising $150,000 from local investor

Courtesy of Social Mama

An app that connects moms based on children's ages and common mom problems has relaunched with major upgrades after a year in beta. That's not the only thing Social Mama is celebrating. The startup secured $150,000 funding from local female powerhouse and blogger, Carrie Colbert.

Founder Amanda Ducach says she wanted to create an app that could smartly link moms going through similar struggles — from teething and potty training to single parenting or postpartum depression.

"The social impact of the product is so important," Ducach says in a previous InnovationMap story. "I can't explain to you the isolation and the problem that exists in motherhood. I was completely unaware of it before I started the company."

Austin tech startup lands major Houston-based client

office space

Getty Images

Houston-based Lionstone Investments has made a deal with Austin-based Bractlet, a smart building software company. The deal translates to Bractlet implementing its technology in Lionstone's 31 office properties across the United States.

"Lionstone is recognized in the industry for its commitment to a data-driven approach to real estate investing," says Lionstone's head of portfolio management and co-head of operations, Tom Paterson, in a news release. "Implementing Bractlet's technology at the portfolio-level allows us to make informed decisions that benefit our investors, conserve energy, and improve tenant comfort and productivity. In this manner, Lionstone is able to provide best-in-class management throughout the entire investment lifecycle."

Houston area high school launches entrepreneurship program

Texas Teacher

Pexels

It's never too early to learn the ins and outs of entrepreneurship. Friendswood High School has announced that it will be launching INCubatoredu, a program to help students learn important lessons in the startup world, this fall.

"The Mustang Business INCubator is that authentic experience we were looking for in our business, marketing, and finance program of study," Susan Kirkpatrick, executive director of career technical education at FHS, says in a release. "Students will research a real-world problem that is of interest to them and work to find a product or service solution."

The program will be housed in a newly renovated creative space on the FHS campus. According to the release, the school will host a launch party for the program in the fall.

A Rice University researcher studied certain online shopping initiatives to see if targeting unethical shoppers paid off for retailers. Pexels

Rice University researcher studies whether engaging with unethical consumers pays off

Houston Voices

Conventional wisdom, grounded in ethical theory, is clear: ethical retailers shouldn't tolerate unethical customers. But what if some unethical behavior is good for business? Is it really so wrong?

Rice Business professor Utpal Dholakia and colleagues Zhao Yang and René Algesheimer of the University of Zurich recently explored whether ethical transgressions that appear harmful to retailers might actually create benefits in the long run. Think, for example, of such unsavory-but-not-illegal scams as returning used items for a refund or bringing back damaged goods.

To analyze how retailers conceive of and deal with such transgressions, Dholakia and his colleagues created a theoretical framework bookended by two opposing moral philosophies. On one end was the deontological perspective, based on Kantian ethics, which focuses on the inherent rightness or wrongness of an action regardless of outcomes. On the other end was the teleological perspective, rooted in the Utilitarianism School of British philosophers Jeremy Bentham and David Hume, which weighs the cumulative positive and negative effects of consequences rather than the behavior itself. In the teleological view, behavior should be considered moral and worthy of encouragement when its beneficial consequences outweigh its harmful ones.

Retailers by nature, tend to line up on the deontological team. To a manager at Trader Joe's, unethical and unlawful customers are pretty much interchangeable. Because of the belief that all unethical behavior is bad for the bottom line, when unethical customer behavior is detected, retailers want to stamp it out.

Dholakia's team, though, argues for a different view. The retailer, they propose, should distinguish between behavior that is unlawful and behavior that is lawful, albeit unethical. When a customer's action is unethical but lawful, the retailer ought to consider what makes it unethical and then choose the consequences accordingly: punish the customer, do nothing — or encourage them.

To grasp the implications of unethical customer behavior, Dholakia and his colleagues analyzed datasets covering 70 weeks and more than 48,000 accounts from a popular Swiss online retailer. This company provides its customers an engaging shopping experience by using social gaming and price promotions. Customers actively collect and trade virtual cards associated with each offer. In return, they enjoy discounts corresponding to the number of cards collected.

The site sells a variety of goods — the Samsung Galaxy, the Apple iPad, various branded clothes and handbags, prepaid salon and spa services, restaurant meals and trips. When an offer is first listed, a set of ten virtual cards is generated. If a customer can collect all ten cards, they receive the listed item free. So it stands to reason that the company explicitly forbids customers having more than one account.

But, the researchers found, the minority of rapscallion consumers who ignored that rule actually did the company a favor. When customers violated company policy and registered multiple accounts, the business enjoyed higher revenues and customer engagement. In fact, while less than 12 percent of the customers had multiple accounts, they generated more than 27 percent of the retailer's revenue. The fibbing customers used the site more actively than their counterparts, resulting in more revenue.

Dholakia and his team's findings open the door for retailers to take another look at customer policies. The dichotomy between right and wrong, as the double-dipping Swiss customers revealed, may not be quite as obvious as it seems. Might businesses also profit, for example, from customers who violate return policies? What if a shopper insists on trying to return a pressure cooker clearly past its return date — then stays on and spends significant money on food and books? If that second shopping trip brings in more money than the original Instapot did, is the customer really wrong?

Crafting a compromise that bridges the gap between the teleological and deontological philosophical views could allow retailers to change their policies, the researchers say. A customer might be permitted to openly create more than one user profile on a site without stooping to the deception of listing fake telephone numbers or email addresses. Netflix already deploys this attitude, inviting customers to share their accounts with others and create up to five different user profiles.

In addition to unleashing philosophical questions fit for a college all-nighter, the scholars' findings offer retailers a bracingly practical new strategy. Reconsidering consumers' ethical transgressions in a more nuanced and balanced way hurts no one — and can bump profits. This is especially true when the transgression is little more than violating policies created by the retailer that may have no real basis in ethics.

A bit of tolerance for customers who color outside the lines can benefit all, Dholakia's team argues. Consider the client who lies and claims he is returning a jacket because it doesn't fit (rather than admitting the shade of mauve makes him look ill). The pricey shoes he buys on the way out profit the store nonetheless. Tolerating bad behavior may be considered codependent in relationships. But in business, acceptance of errant customers, as long as they're on the right side of the law, can help the dollars to flow.

------

This article originally appeared on Rice Business Wisdom.

Utpal Dholakia is the George R. Brown professor of marketing at Jones Graduate School of Business at Rice University.

Ad Placement 300x100
Ad Placement 300x600

CultureMap Emails are Awesome

Houston nonprofits can receive free tech help from big bank's batch of experts

Tech Support

Though it's been around since 2012, JPMorgan Chase's Force for Good program feels especially vital right now. The project connects Chase employee volunteers with hundreds of nonprofits around the world to build sustainable tech solutions that help advance their missions.

Even better, Houston and Dallas nonprofits have a leg up in the selection process. Organizations located in or near one of Chase's tech centers get priority, and that includes H-Town and Big D.

The government-registered nonprofits, foundations, and social enterprises (we're talking everything from food banks to theater companies) selected to participate will have access to a team of up to 10 highly skilled technologists, who will spend approximately four hours per week advising over an eight month period.

Each nonprofit is asked to propose the specific project that would benefit from technology guidance, and it needs to be something the organization can maintain when the project period is over.

"We have more than 50,000 technologists at JPMorgan Chase around the world and they're passionate about giving back," says Ed Boden, global lead of Technology for Social Good programs. "Force for Good gives our employees the opportunity to utilize their unique skills while also learning new ones, to build technology solutions for the organizations that need it most."

If you're the director, CEO, or other person in charge at a nonprofit and you still have questions about Force for Good, Chase has put together a free webinar to help explain further.

These webinars cover the overall program experience and application process, and it's highly recommended that nonprofits watch before applying. The live webinar dates (with Texas times) are June 2 from 1:30-2:30 pm and June 8 from 10:30-11:30 am.

A pre-recorded webinar will also be available for nonprofits to review after the live webinar dates.

Since 2012, Force for Good has worked with over 320 organizations in 22 cities, contributing over 190,500 hours of knowledge and skills.

"It is a great program that can provide strong impact for nonprofit organizations that need technology help," says Chris Rapp, a Dallas-based Chase executive. "As a father and husband of two Dallas artists, I am a huge believer in helping the arts grow and hopefully we can help do this through Force For Good."

The application process opened on May 28, with a deadline to submit by July 10.

2 corporations write checks to go toward Houston hospital's COVID-19 efforts

money moves

Two Houston companies have doled out cash to a Houston hospital's efforts in driving innovation during the pandemic as well as moving forward in a post-COVID-19 world.

Houston Methodist received $500,000 from Houston-based Aramco Americas and $130,000 from Houston-based Reliant. Aramco's gift will go toward funding ongoing research on convalescent plasma therapy as a treatment for COVID-19 and Reliant's donation will create the Reliant Innovation Fund.

"The challenges that we have and will continue to face with the COVID-19 pandemic amplifies the need for fresh ideas to combat this disease and treat those who have been affected," says Dr. Faisal Masud, medical director of the Center for Critical Care at Houston Methodist Hospital, in a news release from Reliant. "Innovating is at the core of what we do at Houston Methodist, and this generous gift from Reliant will make a difference for patients both now and for years to come."

According to the release, $100,000 will go toward supporting students in the Texas A&M University's Engineering Medicine program, which combines engineering and medical courses to allow for students to receive a master's in engineering and a medical degree in four years. Currently, A&M is renovating a building in the Texas Medical Center that will be the future home of the program.

"The EnMed program is educating a new type of physician — one with an engineering background and a forward-thinking, innovative medical mindset. Reliant's partnership and donation will allow our students to innovate for the dynamic needs on today's clinical front lines," says Dr. Timothy Boone, director of the Houston Methodist Education Institute and Associate Texas A&M Dean, in the release.

The other $30,000 of Reliant's gift will go towards expanding the hospital's patient-centric mobile app, CareSense, which Houston Methodist has used to connect with COVID-19 patients after they have left the hospital.

Aramco's donation will be used to support Houston Methodist's plasma research on COVID-19 treatment. The hospital was the first academic medical center in the United States to get FDA approval for this type of treatment on COVID-19 patients.

"Convalescent plasma therapy has been effective in other infectious diseases and our physician-scientists are working to develop it into a first-line treatment for COVID-19," says Dr. Dirk Sostman, president at the Houston Methodist Academic Institute, in a news release from Aramco.

The treatment collects blood from recovered COVID-19 patients and infuses the plasma into currently ill COVID-19 patients in hopes that the recovered patient's plasma can provide the antibodies for the ill patient to fight off the disease.

"Houston Methodist Hospital is a world-leader in healthcare as well as research and development," says Mohammad S. Alshammari, president and CEO of Aramco Americas in the release. "Our donation is an opportunity to support the innovative work occurring there in support of the Houston community and to contribute to long-term medical solutions for this global health crisis."