Houston research breakthrough could pave way for next-gen superconductors

Quantum Breakthrough

Researchers from Rice University say their recent findings could revolutionize power grids, making energy transmission more efficient. Getty Images

A study from researchers at Rice University, published in Nature Communications, could lead to future advances in superconductors with the potential to transform energy use.

The study revealed that electrons in strange metals, which exhibit unusual resistance to electricity and behave strangely at low temperatures, become more entangled at a specific tipping point, shedding new light on these materials.

A team led by Rice’s Qimiao Si, the Harry C. and Olga K. Wiess Professor of Physics and Astronomy, used quantum Fisher information (QFI), a concept from quantum metrology, to measure how electron interactions evolve under extreme conditions. The research team also included Rice’s Yuan Fang, Yiming Wang, Mounica Mahankali and Lei Chen along with Haoyu Hu of the Donostia International Physics Center and Silke Paschen of the Vienna University of Technology. Their work showed that the quantum phenomenon of electron entanglement peaks at a quantum critical point, which is the transition between two states of matter.

“Our findings reveal that strange metals exhibit a unique entanglement pattern, which offers a new lens to understand their exotic behavior,” Si said in a news release. “By leveraging quantum information theory, we are uncovering deep quantum correlations that were previously inaccessible.”

The researchers examined a theoretical framework known as the Kondo lattice, which explains how magnetic moments interact with surrounding electrons. At a critical transition point, these interactions intensify to the extent that the quasiparticles—key to understanding electrical behavior—disappear. Using QFI, the team traced this loss of quasiparticles to the growing entanglement of electron spins, which peaks precisely at the quantum critical point.

In terms of future use, the materials share a close connection with high-temperature superconductors, which have the potential to transmit electricity without energy loss, according to the researchers. By unblocking their properties, researchers believe this could revolutionize power grids and make energy transmission more efficient.

The team also found that quantum information tools can be applied to other “exotic materials” and quantum technologies.

“By integrating quantum information science with condensed matter physics, we are pivoting in a new direction in materials research,” Si said in the release.

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

Researchers created a mathematical model that helps transplant centers make decisions about when to move forward with a matching donor and when to wait. This work can potentially help decision making in other industries. Photo via Getty Images

Houston researchers build life-saving decision making mathematical model with big potential

houston voices

To wait, or not to wait? That is the question — or at least it might be, if you need a kidney transplant.

Nearly 89,000 Americans with chronic kidney disease are on a waitlist for a new organ, and an estimated 13 people die each day while awaiting a transplant. But there are real costs to matching patients with the first donor that becomes available, just as there are equally real costs to having them wait in hopes of finding a better one.

Recently, Rice Business professor Süleyman Kerimov and colleagues at Stanford University and Northwestern University developed a mathematical model that helps clarify when it's best to match patients to donors as quickly as possible and when it's best to wait.

Their findings, which appear in two papers published in Management Science and Operations Research, respectively, could help optimize all manner of matching markets in which participants seek to connect with potential partners based on mutual compatibility — a sprawling category that encompasses everything from e-commerce platforms to labor markets that match employees with employers.

Kerimov and his colleagues focused on programs that match live kidney donors with people who need transplants. Live donors typically volunteer to give one of their kidneys to a loved one. But biological differences between a donor and their intended recipient can render the pair incompatible.

Kidney exchange programs solve this problem by swapping donors amongst different patient-donor pairs, choreographing a kind of kidney-transplant square dance aimed at finding a compatible partner for every willing donor.

In countries such as Canada and the Netherlands, kidney-matching programs perform a batch of matches every few months (called periodic policies). American programs, meanwhile, tend to perform daily matches (called greedy policies). Both models seek to produce the greatest number of high-quality transplants possible, but they each have advantages and disadvantages.

Less frequent matches in a periodic policy allow more patient-donor pairs to accumulate in the kidney exchange network, creating potential for better matches over time. But this approach risks making some patients sicker as they wait for a better match that might never appear.

Arranging feasible matches as soon as they become available in a greedy policy avoids that predicament. But it means passing up the opportunity to make a potentially better match that could represent the possibility of a longer, healthier life.

Balancing these trade-offs is tricky. There is no way of predicting precisely when a patient-donor pair with a particular set of characteristics will show up at the kidney-exchange network. And in the world of organ transplants, there are no do-overs.

Kerimov and his colleagues have constructed a mathematical model that represents a simplified version of a kidney exchange network.

Within the model, the researchers could dictate which patient-donor pairs could be matched with one another. They can also assign different values to individual matches based on the number of life years they provide. And they can establish the probability that various kinds of patient-donor pairs with particular characteristics might arrive at the network and queue up for a transplant at any given time.

Having set those parameters, the researchers applied different matching policies and compared the results. As it turns out, the answer to whether one should wait or not is: It depends.

To determine which policies generated the best outcomes — i.e., performing matches either daily or periodically — the researchers calculated the difference between the total value in life years that could possibly be generated within the network and the amount generated by a specific policy at a particular point in time. The goal was to keep that number, evocatively dubbed "all-time regret," as small as possible over both the short and long term.

In their first paper, Kerimov and his team explored a complex network in which donor kidneys could be swapped amongst three or more patient-donor pairs. When such multiway matches were possible, the cost of applying a daily-match policy turned out to be onerous. Using all available matches as quickly as possible eliminated the chance of later performing potentially higher-value matches.

Instead, the researchers found they could minimize regret by applying a periodic policy that required waiting for a certain number of patient-donor pairs to arrive before attempting to match them. The model even allowed the team to calculate precisely how long to wait between matchmaking sessions to get the best possible results.

In their second paper, however, the team looked at a simpler network in which kidneys could only be swapped between two donor-patient pairs. Here, their findings contradicted the first: Applying a daily-match policy minimized regret; a periodic matching process yielded no benefit whatsoever.

To their surprise, the researchers discovered they could design a foolproof algorithm for making two-way matches in simple networks. The algorithm employed a ranked list of possible match types; and the researchers found that no matter how many patient-donor pairs of various kinds randomly arrived at the network, the best choice was always simply to perform the highest-ranked match on the list.

In future research, Kerimov hopes to refine the model by feeding it data on real patient-donor pairs that have participated in actual kidney exchange programs. This would allow him to create a more realistic network, more accurately calculate the likelihood that particular kinds of patient-donor pairs will show up, and assign values to matches based not only on life years but also on rarity and difficulty. (Certain blood types and antibody profiles, for example, are rarer or more difficult to match than others.)

But Kerimov already suspects that in a real-world situation, the wisest course of action will be to alternate between periodic and greedy policies as circumstances dictate. In a simple region within a kidney exchange network that only allows for two-way matches, pursuing a greedy policy that involves taking the first match that appears on a fixed menu of options would be the best choice. In a more complex region that allows three-way matches, however, pursuing a periodic matching policy that involves waiting to make rarer and more difficult matches would ultimately offer more patients more years of healthy life.

The benefits of choosing flexibly between greedy and periodic policies should hold for any kind of matching market that can be represented by a network with simpler and more complex regions, such as a logistics system that matches online orders to delivery trucks or a carpooling system that matches passengers with drivers across different parts of a city.

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This article originally ran on Rice Business Wisdom and was based on research from Süleyman Kerimov, an assistant professor of management – operations management in the Jones Graduate School of Business at Rice University.

This Halloween, consider your office costume contest or luncheon social a productive part of the day. Socialization in the office has been linked to greater creativity, according to a Rice University researcher. Getty Images

Rice University research finds that office socializing can be a pathway to innovation and creativity

Houston voices

Innovation is a team sport. We know that creative workplaces represent a series of social networks, each brimming with useful ideas and expertise. And there is clearly a link between innovation within a firm and the colleagues and friends with whom employees hobnob off duty.

But how exactly does that alchemy happen? What's the relationship between creativity and the hive of direct and indirect contacts in an employee's cell phone?

A recent study by Jing Zhou of the business school, Giles Hirst of Australian National University, Daan Van Knippenberg of Erasmus University, Eric Quintane of the University of Los Andes and Cherrie Zhu of Monash University sheds new light on this. Mapping the social networks that underlie a creative workplace, the researchers showed that employee creativity rises when social networks are more diverse.

The researchers started with the premise that direct links in a network are offshoots of larger networks. The more diverse these indirect networks are, the researchers found, the more likely that innovative concepts will appear in a company's intellectual landscape.

The most efficient resources for gathering novel perspectives are networks made up of two-step "non-redundant ties"—that is, people you may not interact with directly, but with whom your direct ties do interact. These contacts are effectively the raw material employees use to come up with new ideas and ways of working. But why are these indirect networks so important? They diversify the thinking of the group, Zhou and her colleagues argue. Because these networks include individuals who are not necessarily linked, they lower the chances of groupthink or stale ideas.

To test their hypothesis, the researchers looked at the social networks of a large, state-owned pharmacy corporation in the People's Republic of China. Examining 11 divisions, each with roughly 25 sales representatives, the team studied creativity among the sales representatives. Evenly divided between men and women, the representatives were, on average, 35 years of age with approximately 10 years' of experience. Some had developed networks so large that they reached beyond the corporation's geographic territory.

The representatives' creativity manifested itself in a range of forms: new ways to promote products, strategies to cross-sell products, ideas for connecting with hard-to-access sales targets and plans for boosting client sales. The ideas included making products more visible in retail outlets and personalizing product launches to push customers to specific distributors. Because this kind of inventiveness is critical to gaining an edge, it's one of the most important tools in pharmaceutical marketing.

The researchers devised a matrix that matched sales metrics and managers' creativity rankings to the types of social networks the representatives had. The map showed clearly that a two-step, indirect network with few redundancies correlated to individual creativity. When networks were further removed than this, employee creativity was unchanged.

The implication: Firms should attend closely to the kind of social networks their workers cultivate. Not only that, it's possible to teach employees how to design networks for maximum efficiency. Persuading employees to make that effort might be another matter. Luckily, possible incentives abound, from bonuses to the satisfactions of a varied network to the simple pleasure of a more ample expense account. Executives just need to get creative in making their case.

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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.

In a recent study, a Rice Business professor found that board members actually need incentives — both short- and long-term — to act in stakeholders' best interests. Getty Images

Rice University research finds executive board members are driven by incentives

Houston voices

If you're a stockholder, you may envision your investment helmed by a benevolent, all-knowing board of directors, sitting around a long finely-grained wooden table, drinking coffee, their heads buried in PowerPoint charts as they labor to plot the best course for the company. Too often, however, you can't take for granted that a company's board will steer it wisely.

Companies choose directors because they offer rich and varied experience in the business world. Many who serve on boards, moreover, are CEOs of other corporations, or have headed big companies in the past. As of October 2018, for example, six of the 11 directors on Walmart's board and eight of 13 on AT&T's board hold CEO or CFO positions in other firms. So it's easy to assume that board members will act in the best interests of stockholders.

But in a recent study, Rice Business professor Shiva Sivaramakrishnan found that board members actually need incentives — both short- and long-term — to act in stakeholders' best interests.

Corporations usually compensate board members with stock options, grants, equity stakes, meeting fees, and cash retainers. How important is such compensation, and what sort of incentives do board members need to perform in the very best interests of a company? Sivaramakrishnan joined co-author George Drymiotes to trace how compensation impacts various aspects of board performance.

Recent literature in corporate governance has already stressed the need to give boards of directors explicit incentives in order to safeguard shareholder welfare. Some observers have even proposed requiring outside board members to hold substantial equity interests. The National Association of Corporate Directors, for example, recommended that boards pay their directors solely with cash or stock, with equity representing a substantial portion of the total, up to 100 percent.

To the extent that directors hold stock in a company, their actions are likely influenced by a variety of long-and short-term incentives. And while the literature has focused mainly on the useful long-term impact of equity awards, the consequences of short-term incentives haven't been as clear. Moreover, according to surveys, most directors view advising as their primary role. But this role also has received little attention.

To scrutinize these issues, the scholars used a simple model, which assumes the board of directors perform three roles: contracting, monitoring and consulting. The board contracts with management to provide productive input that improves a firm's performance. By monitoring management, the board improves the quality of the information conveyed to managers. By serving in a consulting role, the board makes managers more productive, which, in turn, means higher expected firm output.

This model allowed the scholars to better understand the relationship between the board of directors and the company's managers, as well as with shareholders. The former was particularly important to take into account, because conflict between a board and managers is typically unobservable and can be costly.

The results were surprising. Without short-term incentives, the researchers found, boards did not effectively fulfill their multiple roles. Long-term inducements could make a difference, they found, but only in some aspects of board performance.

While board members were better advisors when given long-term motivations, short-term incentives were better motivators for performing well in their other corporate governance roles, according to the research, which tied specific aspects of board compensation to particular board functions.

Restricted equity awards provided the necessary long-term incentives to improve the efficacy of the board's advisory role, the scholars found, but only the short-term incentives, awarding an unrestricted share or a bonus based on short-term performance, motivated conscientious monitoring.

The scholars also examined managerial misconduct. Board monitoring, they concluded, lowered the cost of preventing such wrongdoing — but only if the board had strong short-term incentives in place.

Even at the highest rungs of the corporate ladder, in other words, short-term self-interest is the greatest motivator. Maybe it's not surprising. In the corporate world, acting for one's own benefit is a given — so stockholders need to look more closely at those at the very top. Like everyone else, board directors need occasional brass rings within easy reach to do their best.

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This story originally ran on Rice Business Wisdom.

Shiva Sivaramakrishnan is the Henry Gardiner Symonds Professor in Accounting at the Jesse H. Jones Graduate School of Business at Rice University.

Keeping on track with trends is crucial to growing and developing a relationship with your customers, these Rice University researchers found. Getty Images

Rice researcher delves into the importance of trendspotting in consumer behavior

Houston voices

Every business wants to read consumers' minds: what they love, what they hate. Even more, businesses crave to know about mass trends before they're visible to the naked eye.

In the past, analysts searching for trends needed to pore over a vast range of sources for marketplace indicators. The internet and social media have changed that: marketers now have access to an avalanche of real-time indicators, laden with details about the wishes hidden within customers' hearts and minds. With services such as Trendistic (which tracks individual Twitter terms), Google Insights for Search and BlogPulse, modern marketers are even privy to the real-time conversations surrounding consumers' desires.

Now, imagine being able to analyze all this data across large panels of time – then distilling it so well that you could identify marketing trends quickly, accurately and quantitatively.

Rice Business professor Wagner A. Kamakura and Rex Y. Du of the University of Houston set out to create a model that makes this possible. Because both quantitative and qualitative trendspotting are exploratory endeavors, Kamakura notes, both types of research can yield results that are broad but also inaccurate. To remedy this, Kamakura and Du devised a new model for quickly and accurately refining market data into trend patterns.

Kamakura and Du's model entails taking five simple steps to analyze gathered data using a quantitative method. By following this process of refining the data tens or hundreds of times, then isolating the information into specific seasonal and non-seasonal trends or dynamic trends, researchers can generate steady trend patterns across time panels.

Here's the process:

  • First, gather individual indicators by assembling data from different sources, with the understanding that the information is interconnected. It's crucial to select the data methodically, rather than making random choices, in order to avoid subjectively preselecting irrelevant indicators and blocking out relevant ones. Done sloppily, this first step can generate misleading information.
  • Distill the data into a few common factors. The raw data might include inaccuracies, which must be filtered out to lower the risk of overreacting or noting erroneous indicators.
  • Interpret and identify common trends by understanding the causes of spikes or dips in consumer behavior. It's key to separate non-cyclical and cyclical changes, because exterior events such as holidays or weather can alter behavior.
  • Compare your analysis with previously identified trends and other variables to establish their validity and generate insights. Looking at past performance through the filter of new insights can offer managers important guidance.
  • Project the trend lines you've identified using historical tracking data and their modeling framework. These trend lines can then be extrapolated into near-future projections, allowing managers to better position themselves and be proactive trying to reverse unfavorable trends and leverage positive ones.

It's important to bear in mind that the indicators used for quantitative trendspotting are prone to random and systematic errors, Kamakura writes. The model he devised, however, can filter these errors because it keeps them from appearing across different series of time panels. The result: better ability to identify genuine movements and general trends, free from the influence of seasonal events and from random error.

It goes without saying that the information and persuasiveness offered by the internet are inevitably attended by noise. For marketers, this means that without filtering, some trends show spikes for temporary items – mere viral jolts that can skew market research.

Kamakura and Du's model helps sidestep this problem by blending available historical data analysis, large time panels and movements while avoiding errors common to more traditional methods. For managers longing to glimpse the next big thing, this analytical model can reveal emerging consumer movements with clarity – just as they're becoming the future.

(For the mathematically inclined, and those comfortable with Excel macros and Add-Ins, who want to try trendspotting on their own tracking data, Kamakura's Analytical Tools for Excel (KATE) can be downloaded for free at http://wak2.web.rice.edu/bio/Kamakura_Analytic_Tools.html.)

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This article originally appeared on Rice Business Wisdom.

Wagner A. Kamakura is Jesse H. Jones Professor of Marketing at Jones Graduate School of Business at Rice University.

As more and more offices have remote workers, managers need to know how to measure virtual employee success. Getty Images

Rice University research calls for more ways to measure virtual employee success

Houston Voices

Managers are always hunting for ways to measure performance. They need to know what's succeeding and what's not so they can make adjustments and improve a work team's output. This has led to countless research that looks at ways to measure and boost employee performance. Indeed, one recent study showed there were more than 130 models and frameworks for measuring team performance in the workplace.

But how we do business has been changing in the last two decades. Communication technology and information sharing increasingly has decentralized the workforce. More and more people are working remotely. Consider telecommuters, online messenger services such as Slack and customer service call centers routing their calls across the world. What forces determine how these virtual teams function?

In a recent study, Rice Business professor Utpal Dholakia and colleagues René Algesheimer of the University of Zurich and Călin Gurău of GSCM-Montpellier Business School looked closely at what motivates remote teams and how to measure what they do. They began with a standard input-mediator-output-input model (IMOI) to measure team characteristics such as size, tenure, communication, strategic consensus and intentions. Then they dove further, including expected team performance, actual team performance and past team performance into the equations. Finally, they analyzed the influence of motivational (desire to perform) and rational (shared goals) dimensions.

To conduct the research, Dholakia, Algesheimer and Gurău analyzed professional computer gaming teams, reasoning that such teams work together in highly competitive environments. The gamers' lack of organizational context, meanwhile, eliminated any bias that could be linked to traditional institutional structures such as culture and goals. There was a downside, however: the gaming teams didn't fully replicate the situation of virtual teams in business organizations.

Still, by choosing the European Electronic Sports League (ESL) the researchers were able to pick from more than half a million teams that play in excess of 4 million matches a year. In the end, 606 teams participated in the study by answering a questionnaire in the course of a year. The teams all had stable structures and specific objectives, strategies and training, just like virtual work teams. Data was also collected from the ESL database and included in the model.

The findings: most studies do not consider expected and actual team performance in their calculations. This is important because research shows a strong link between expectation and performance. Including both sets of results can help managers choose the right steps to enhance team strategy and effectiveness. (The study did not analyze issues such as trust, training, conflict resolution or leadership, areas Dholakia recommends for further research).

The framework devised by Dholakia and his colleagues gives researchers a more precise way to analyze remote or international teamwork. It also could help guide managers in examining a team's cultural diversity, and how that might affect output. In a time when the workplace is growing ever less tangible, Dholakia's model is a sturdy tool to measure what's happening out there.

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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.

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Houston hailed as one of America's 10 best cities for startups

Startup Report

Houston's favorable economic climate is enticing new opportunities for entrepreneurship and growth, and now the city is being hailed as the 7th-best U.S. city for starting a business.

The recognition comes in CommercialCafe's recent "Best Cities for Startups" report, published December 10. The study analyzed large U.S. cities across two population categories – cities with more than 1 million residents and cities with populations between 500,000 and 1 million residents. The report analyzed relevant metrics such as office or coworking costs, Kickstarter funding success, startup density, and survival rates, among others.

Across the biggest U.S. cities with over a million residents, Phoenix, Arizona landed on top as the No. 1 best place to start a new business.

The report's findings revealed 10.6 percent of all businesses in Houston are startups that have been active for less than a year. These new businesses have a survival rate of 64.5 percent, meaning just under two-thirds of all startups in the city will still be running up to five years after they were first established.

Over the last five years, the number of new businesses established in Houston has grown nearly 15 percent. CommercialCafe said new businesses in cities with high startup growth rates tend to "attract top talent" which can eventually lead to securing "vital funding for expansion."

Independent professionals – also known as freelancers – are another crucial resource for new businesses that may need "specialized services" for a fixed amount of time, the report said. Houston's freelance workforce has grown about 9 percent from 2019-2023, and the analysis found there were 97,295 freelancers working in Houston in 2023, compared to 89,528 in 2019.

"Generally, cities in the South and Southwest have experienced strong growth during the surveyed period, in contrast to California cities like Los Angeles and San Diego, where the share of freelancers and gig workers has either stagnated or slightly declined," the report said.

Houston boasts the second-cheapest office space rent nationally, the report found. The average asking price for a 1,000-square-foot workspace (for five employees) in the city added up to $27,124 annually. For startups that want greater flexibility for their workers, the annual cost for a coworking space for the same number of employees in Houston came out to $13,200, which is the fourth-most affordable rate in the U.S.

Other Texas cities with attractive economic environments for startups

Texas, as a whole, is one of the strongest states for starting a new business. Other than Houston, San Antonio (No. 2), Dallas (No. 3), and Fort Worth (No. 4) were also recognized among the top 10 best places to start a business in the category of U.S. cities with more than a million residents.

Austin topped a separate ranking of best cities to start a business with 500,000 to 1 million residents.

"Specifically, the Texas capital was the frontrunner for indicators that looked at the overall share of startups within the local economy, as well as growth rates in five years (2019 to 2023)," the report said. "On top of that, Austin also topped the rankings for its percentage of college-educated residents and its consulting firms, which provide vital support for burgeoning enterprises."

The top 10 best cities to start a new business are:

  • No. 1 – Phoenix, Arizona
  • No. 2 – San Antonio, Texas
  • No. 3 – Dallas, Texas
  • No. 4 – Fort Worth, Texas
  • No. 5 – Jacksonville, Florida
  • No. 6 – San Diego, California
  • No. 7 – Houston, Texas
  • No. 8 – Philadelphia, Pennsylvania
  • No. 9 – Chicago, Illinois
  • No. 10 – Los Angeles, California
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This article originally appeared on CultureMap.com.

Top Houston space news of 2025 soars with NASA deals, lunar missions

Year in Review

Editor's note: As 2025 comes to a close, we're looking back at the stories that defined Houston innovation this year. The space tech sector soared with companies landing huge NASA contracts and furthering their lunar missions. Here are the 10 biggest Houston space tech stories of the year:

Houston native picked for 2025 class of NASA astronaut candidates

Houston native Anna Menon, posing below the first A in “NASA,” is one of 10 new NASA astronaut candidates. Photo courtesy NASA.

NASA has selected 10 new astronaut candidates, including one whose hometown is Houston, for its 2025 training class. The candidates will undergo nearly two years of training before they can assume flight assignments.

Intuitive Machines lands $9.8M to complete orbital transfer vehicle

Intuitive Machines expects to begin manufacturing and flight integration on its orbital transfer vehicle as soon as 2026. Photo courtesy Intuitive Machines.

Houston-based Intuitive Machines, which rang the NASDAQ opening bell July 31, secured a $9.8 million Phase Two government contract for its orbital transfer vehicle. The contract will push the project through its Critical Design Review phase, which is the final engineering milestone before manufacturing can begin.

Houston tech company tapped by NASA for near space initiative

Intuitive Machines is among four companies awarded contracts for NASA’s Near Space Network. Photo via intuitivemachines.com

In January, Intuitive Machines nailed down a NASA deal to expand the agency’s communications network for spacecraft. Additionally, NASA completed the first round of “human in the loop” testing for Intuitive Machines’ Moon RACER lunar terrain vehicle at the agency’s Johnson Space Center. RACER (Reusable Autonomous Crewed Exploration Rover) is one of three commercially developed unpressurized lunar terrain vehicles being considered for NASA’s Artemis lunar initiative.

Texas Space Commission doles out $5.8 million to Houston companies

Axiom Space and FluxWorks are the latest Houston-area companies to receive funding from the Texas Space Commission. Photo via Getty Images.

Two Houston-area companies landed more than $5.8 million in funding from the Texas Space Commission. The commission granted up to $5.5 million to Houston-based Axiom Space and up to $347,196 to Conroe-based FluxWorks in June 2025. The two-year-old commission previously awarded $95.3 million to 14 projects. A little over $34 million remains in the commission-managed Space Exploration and Aeronautics Research Fund.

Houston company awarded $2.5B NASA contract to support astronaut health and space missions

NASA has awarded KBR a five-year, $2.5 billion Human Health and Performance Contract. Photo courtesy NASA.

Houston-based technology and energy solution company KBR was awarded a $2.5 billion NASA contract to support astronaut health and reduce risks during spaceflight missions. Under the terms of the Human Health and Performance Contract 2, KBR will provide support services for several programs, including the Human Research Program, International Space Station Program, Commercial Crew Program, Artemis campaign and others. This will include ensuring crew health, safety, and performance; occupational health services and risk mitigation research for future flights.

Houston engineering firm lands $400M NASA contract

Bastion Technologies has been tapped to provide safety and mission services for NASA's Marshall Space Flight Center in Alabama. Photo via nasa.gov.

NASA granted Houston-based Bastion Technologies Inc. the Safety and Mission Assurance II (SMAS II) award with a maximum potential value of $400 million. The award stipulates that the engineering and technical services company provide safety and mission services for the agency’s Marshall Space Flight Center in Huntsville, Alabama.

Houston startups win NASA funding for space tech projects

Houston startups were recently named among the nearly 300 recipients that received a portion of $44.85 million from NASA to develop space technology. Photo via NASA/Ben Smegelsky

Three Houston startups were granted awards from NASA in July 2025 to develop new technologies for the space agency. The companies were among nearly 300 recipients that received a total agency investment of $44.85 million through the Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) Phase I grant programs.

Texas Republicans are pushing to move NASA headquarters to Houston

Here's why Texas Republicans think NASA's headquarters should move to Texas in 2028. File photo.

Two federal lawmakers from Texas spearheaded a campaign to relocate NASA’s headquarters from Washington, D.C., to the Johnson Space Center in Houston’s Clear Lake area. Houston faces competition on this front, though, as lawmakers from two other states are also vying for this NASA prize. With NASA’s headquarters lease in D.C. set to end in 2028, U.S. Sen. Ted Cruz, a Texas Republican, and U.S. Rep. Brian Babin, a Republican whose congressional district includes the Johnson Space Center, wrote a letter to President Trump touting the Houston area as a prime location for NASA’s headquarters.

Intuitive Machines to acquire NASA-certified deep space navigation company

Intuitive Machines will acquire Kinetx, which marks its entry into the precision navigation and flight dynamics segment of deep space operations. Photo via Getty Images.

In August 2025, Intuitive Machines agreed to buy Tempe, Arizona-based aerospace company KinetX for an undisclosed amount. The deal is expected to close by the end of this year. KinetX specializes in deep space navigation, systems engineering, ground software and constellation mission design. It’s the only company certified by NASA for deep space navigation. KinetX’s navigation software has supported both of Intuitive Machines’ lunar missions.

Axiom Space launches semiconductor and astronaut training initiatives

Axiom Space chief astronaut Michael López-Alegría (left) trains with Axiom’s new “Project Astronaut,” Emiliano Ventura. Photo courtesy of Axiom Space.

In fall 2025, Axiom Space, a Houston-based commercial spaceflight and space infrastructure company, launched initiatives in two very different spheres — semiconductors and astronaut training.

Paraplegic engineer becomes first wheelchair user to blast into space

Space News

A paraplegic engineer from Germany blasted off on a dream-come-true rocket ride with five other passengers Saturday, December 20, leaving her wheelchair behind to float in space while beholding Earth from on high.

Severely injured in a mountain bike accident seven years ago, Michaela Benthaus became the first wheelchair user in space, launching from West Texas with Jeff Bezos’ company Blue Origin. She was accompanied by a retired SpaceX executive also born in Germany, Hans Koenigsmann, who helped organize and, along with Blue Origin, sponsored her trip. Their ticket prices were not divulged.

An ecstatic Benthaus said she laughed all the way up — the capsule soared more than 65 miles (105 kilometers) — and tried to turn upside down once in space.

“It was the coolest experience,” she said shortly after landing.

The 10-minute space-skimming flight required only minor adjustments to accommodate Benthaus, according to the company. That’s because the autonomous New Shepard capsule was designed with accessibility in mind, “making it more accessible to a wider range of people than traditional spaceflight,” said Blue Origin’s Jake Mills, an engineer who trained the crew and assisted them on launch day.

Among Blue Origin’s previous space tourists: those with limited mobility and impaired sight or hearing, and a pair of 90-year-olds.

For Benthaus, Blue Origin added a patient transfer board so she could scoot between the capsule’s hatch and her seat. The recovery team also unrolled a carpet on the desert floor following touchdown, providing immediate access to her wheelchair, which she left behind at liftoff. She practiced in advance, with Koenigsmann taking part with the design and testing. An elevator was already in place at the launch pad to ascend the seven stories to the capsule perched atop the rocket.

Benthaus, 33, part of the European Space Agency’s graduate trainee program in the Netherlands, experienced snippets of weightlessness during a parabolic airplane flight out of Houston in 2022. Less than two years later, she took part in a two-week simulated space mission in Poland.

“I never really thought that going on a spaceflight would be a real option for me because even as like a super healthy person, it’s like so competitive, right?” she told The Associated Press ahead of the flight.

Her accident dashed whatever hope she had. “There is like no history of people with disabilities flying to space," she said.

When Koenigsmann approached her last year about the possibility of flying on Blue Origin and experiencing more than three minutes of weightlessness on a space hop, Benthaus thought there might be a misunderstanding. But there wasn't, and she immediately signed on.

It’s a private mission for Benthaus with no involvement by ESA, which this year cleared reserve astronaut John McFall, an amputee, for a future flight to the International Space Station. The former British Paralympian lost his right leg in a motorcycle accident when he was a teenager.

An injured spinal cord means Benthaus can’t walk at all, unlike McFall who uses a prosthetic leg and could evacuate a space capsule in an emergency at touchdown by himself. Koenigsmann was designated before flight as her emergency helper; he and Mills lifted her out of the capsule and down the short flight of steps at flight’s end.

“You should never give up on your dreams, right?” Benthaus urged following touchdown.

Benthaus was adamant about doing as much as she could by herself. Her goal is to make not only space accessible to the disabled, but to improve accessibility on Earth too.

While getting lots of positive feedback within “my space bubble,” she said outsiders aren't always as inclusive.

“I really hope it’s opening up for people like me, like I hope I’m only the start," she said.

Besides Koenigsmann, Benthaus shared the ride with business executives and investors, and a computer scientist. They raised Blue Origin’s list of space travelers to 86.

Bezos, the billionaire founder of Amazon, created Blue Origin in 2000 and launched on its first passenger spaceflight in 2021. The company has since delivered spacecraft to orbit from Cape Canaveral, Florida, using the bigger and more powerful New Glenn rocket, and is working to send landers to the moon.

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