The Salad Station and Chowbotics have teamed up to bring a salad-making vending machine to multiple locations across Houston. Courtesy of The Salad Station

A healthy foods concept has selected Houston as its next spot to bring its salad-making robot — aptly named Sally. The Salad Station, a Louisiana-based restaurant group, has partnered with California-based Chowbotics to bring salad-making vending machines to Houstonians.

Chowbotics invented Sally, which serves customizable, made-to-order salads, snacks, breakfast bowls, and grain bowls. Scott Henderson, founder and president of The Salad Station, tells InnovationMap that the discussion with Chowbotics about being the company's operational manager started in 2018.

"In seven states, from Texas to Florida, The Salad Station does operations for Sally the robot," says Henderson. "We both have a passion for bringing fresh products to people as many hours of the day as possible."

Henderson tells InnovationMap that he saw potential for the robot to increase opportunities for the chain's franchisees, increasing the amount of locations one person could own.

"We started looking at locations for Sally the robot and just in the Texas Medical Center alone, we feel like it could be 60 to 80 placements," says Henderson.

Due to the massive potential, The Salad Station entered into a partnership with Houston-based RoboFresh as the group's commissary to bring in more than 100 robots by 2022. Henderson tells InnovationMap that there will be 10 salad-making robots in the Texas Medical Center by 2020.

According to Henderson, the robot holds 22 unique ingredients, including two different lettuces, six topping options, and a dressing. The customer is able to customize their ingredients to create the salad of their choice. Payment is completed by credit card or Apple Pay, with most salads costing $7 to $8.

Henderson tells InnovationMap that the number one question they are asked at salad robot facilities is how the machine's ingredients stay fresh.

"We service the machines, at a minimum, twice a day, everyday," says Henderson. "Every morning and afternoon, we have people that go to the robots to bring fresh ingredients and to sanitize the outside of the machine."

Each ingredient is loaded in an airtight container, Henderson says.

"So, from the prepping in our Salad Station restaurants to delivering and installing it, there is no touch of product," says Henderson.

Henderson tells InnovationMap that each canister has an expiration date. For example, the expiration date on spinach is two days, so if the ingredient is not sold within that time frame, it no longer shows an option for the customer.

"Anytime the robot goes over 41 degrees for more than five minutes it disables itself, so customers cannot use the machine until we come back on site and change out the ingredients," says Henderson, adding that the robot maintains a consistent temperature of 34 degrees, keeping produce fresh and crisp.

The salad vending machines are just the beginning of growth in the Space City. The Salad Station is expanding into the Houston area with their first local brick and mortar location in Webster. In addition to the new opening, the franchise is expected to open additional locations across the greater Houston area in the next few years.

"That's where we're at for Texas, we're searching for local people, mainly in the Houston surrounding areas, that want to own their own business," says Henderson.

He adds that he believes the company's family-friendly values and hours will draw in more individuals to help open franchise locations of the fresh food chain.

The Salad Station was founded by Scott Henderson and his mother and business partner Cindy Henderson in 2012, the first store opening in Hammond, LA. Henderson tells InnovationMap that he started franchising the concept in 2014 and locating partners in nearby states to bring The Salad Station to new markets. The restaurant group currently has locations in Louisiana, Mississippi, Alabama, and Florida.

Johnmike Heroman, the head of franchise development at The Salad Station, tells InnovationMap that the chain is currently looking for potential franchise owners in the Houston area and feedback on placement options for Sally's next location.
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Groundbreaking prosthesis device designed at UH earns international ‘luminary’ award

give him a hand

A recent University of Houston graduate is receiving international recognition for his 3D-printable finger prosthesis.

David Edquilang, the creator of a low-cost prosthesis known as Lunet, was awarded the 2023 Red Dot: Luminary award last month at the Red Dot Award: Design Concept ceremony in Singapore. The luminary award is the highest recognition given at the international event, according to a release from UH.

Edquilang, who graduated from UH in 2022, developed Lunet while he was a student at the Gerald D. Hines College of Architecture and Design and under the mentorship of UH associate professor and co-director of the Industrial Design program Jeff Feng.

The prosthesis is made up of polylactic acid and thermoplastic polyurethane, two common types of 3D-printed plastics, and designed to be simple but essentially indestructible.

Lunet's "fingers" are made of four parts held together by plastic pins, compared to other prosthetics that feature many different parts and require metal fasteners, adhesives or tools.

“The problem with higher mechanical complexity is that these designs are less durable,” Edquilang says in the statement. “The more parts you have, the more points of failure. You need to make prosthetic fingers robust and as strong as possible, so it doesn’t break under normal use, yet you want the design to be simple. This was one of the greatest challenges in making Lunet.”

Lunet is also unique in that it includes a linkage mechanism that allows the fingers' distal knuckle (closest to the fingertip) to be more flexible, and even partially hyperextend backward to be more durable and realistic.

What's perhaps the rarest component of Lunet is that Edquilang has made it open access on the internet.

“Not every good idea needs to be turned into a business. Sometimes, the best ideas just need to be put out there,” Edquilang adds. “Medical insurance will often not cover the cost of a finger prosthesis, since it is not considered vital enough compared to an arm or leg. Making Lunet available online for free will allow it to help the greatest number of people."

The concept was born after Edquilang worked on an upper limb prosthesis with fellow UH student Niell Gorman. After that project wrapped, Edquilang, in partnership with Harris Health System, began designing a prosthetic hand for a woman who had lost three fingers due to frostbite. Edquilang and Feng continued to refine the product, and after conceptualizing the breakthrough idea for the flexible linkage for the distal knuckle, Lunet became what it is today.

The product has also won a 2023 Red Dot: Best of the Best award, two 2023 DNA Paris Design Awards, Gold for the 2023 Spark Design Award, and is currently a U.S. National Runner Up for the 2023 James Dyson Award.

“It feels great knowing you have the capability to positively impact people’s lives and give them help they otherwise wouldn’t be able to get,” Edquilang says.

This summer UH researchers also published their work on a wearable human-machine interface device that can track and record important health information but is less noticeable and lighter than a Band-Aid. The device could be attached to a robotic hand or prosthetic, as well as other robotic devices that can collect and report information to the wearer.

Also this summer, a team from Rice published their work on a new system of haptic accessories that rely heavily on fluidic control over electrical inputs to signal or simulate touch to a wearer. The technology, which was backed by the National Science Foundation, has uses for those with visual and auditory impairments and offers a slimmed-down design compared to other bulky complex haptic wearables.

Greening the bottom line: Houston expert on the business strategy for sustainability

Guest Column

Amid remarkable fund allocation towards tackling environmental, social, and corporate governance issues, investors deeply concerned about climate change exert substantial leverage on firms and regulators to make reforms.

Furthermore, the Securities and Exchange Commission has proposed new rules requiring all publicly listed corporations to disclose climate change risks in their regular filings with clear reporting obligations, such as information on direct greenhouse gas emissions (Scope 1), indirect emissions from purchased electricity or other forms of energy (Scope 2), as well as GHG emissions from upstream and downstream activities in the value chain (Scope 3).

Although sustainability has invariably moved to the top of the corporate agenda across various sectors, businesses still face challenges in effectively implementing these transformative changes. Many companies are still dealing with questions like:

  • What problems and possibilities should they prioritize?
  • Where should they devote time, effort, and money to have the most long term effect via business processes?
  • What principles, policies, and internal standards should be implemented to initiate the process and get good ESG ratings?
  • When do corporate sustainability challenges necessitate collaborations with other businesses to meet commitments and achieve goals?
  • What organizational behavior and change management measures should be incorporated to induce sustainability into the corporate culture?

One-fifth of businesses still need a sustainability plan in place, and fewer than 30 percent feel the effect of that strategy is evident to all employees.

Introducing climate-related practices across businesses and corporations takes time and effort. Since sustainability transformation initiatives span multiple business functions and units, whether they are helping or hurting the bottom line is often a fuzzy picture. It is not easy to quantify near-term profitable impacts directly emanating from sustainable strategies, disincentivizing many businesses from setting ambitious carbon reduction targets.

Businesses often struggle with what they intend to assess and what "good enough" performance looks like for the firm. Furthermore, sustainability performance reporting is infested with the inherent stakes of the legitimacy of data collection, defining the metrics and materiality, accountability to the stakeholders, the dynamism of the business environment, the complexity of reporting standards, and the risk of obsolescence of the tool.

For context, there are approximately 600 sustainability reporting standards, industry efforts, frameworks, and recommendations worldwide. Additionally, the one-directional data collection method used by the carbon market trading systems for scoring analyses often leads to intentional or unintentional greenwashing.

So then, what is the path forward?

An effective strategy would involve adopting a synergistic approach, just like the yin and the yang elements that embody balance and harmony on two distinct yet interconnected levels. The yin aspect, prevailing at the government level, would require a robust standardization of reporting frameworks via policymaking and regulations that can effectively implement suitable transformation engines for businesses. It will entail developing adaptable market mechanisms to successfully guide businesses and consumers to identify, plan, navigate, strategize, and execute greenhouse gas reduction initiatives. It will require answers to foundational questions like:

  • What tools and resources can help businesses improve their financial performance by reducing energy waste and energy costs?
  • How do manufacturers engage their suppliers in low-cost technical reviews to improve process lines, use materials more efficiently, and reduce waste?
  • How can waste management and recycling help a business by saving money, energy, and natural resources?

There is a dire need to standardize and consolidate the industry benchmarks and reporting frameworks against which businesses can assess their performance for climate action and potentially improve their bottom line by investing in appropriate carbon mitigation activities. This will create a fundamental shift in the mindset of corporates and raise the level of conversation from "Should we implement sustainable business frameworks?" to "How we could best implement sustainable frameworks for better ROI and an impactful bottom line?"

On the other hand, the yang element operates at the business or corporation level. Successful execution of sustainability strategies entails interweaving the sustainability thread into the business core across strategies and processes, operations and personnel, and products and services.

What is the business case for sustainability efforts? From operational cost savings to expansion in new markets, from enhanced brand equity to investor interest and share expansion, companies that incorporate robust and scalable sustainable practices have opportunities to unlock new sources of value capture and new markets that can deliver immediate financial rewards. Such measures will demonstrate the overall sustainability transformation's power and potentially provide money or cost savings to fund other components.

One way to do it is by introducing circular business models to reshape the whole product usage cycle: re-engineering product designs with more sustainable materials, redesigning the manufacturing lifecycle, recycling products, packaging, and waste, and reducing emissions in transportation, water, and energy consumption activities. By leveraging technology and AI in the extended system of interactions within and outside the business, companies can monitor, predict, and reduce the carbon emissions in their supply chains and yield immediate financial results.

Designing, implementing, and managing the foundational governance of sustainable business practices, strategies, structure, and tactics will require robust governance of sustainability efforts in all key business areas, including marketing, sales, product development, and finance. Additionally, organizational values, leadership initiative from the CEO and board level to the employees, and stakeholder interest are necessary to drive value for business policy. Involving employees in decision-making will help induce better commitment and accountability to implementing economic, social, environmental, and technologically sustainable interventions and initiatives.

Finally, businesses need to understand that they could truly develop long-term business success and shareholder value when they stop viewing sustainability from a compliance or ESG reporting lens. Long-term business success cannot be achieved solely by maximizing short-term profits but through market-oriented yet responsible behavior that automatically drives enhanced business bottom lines. This demands a collaborative partnership between policymakers, the private sector, nonprofit organizations, academia, and civic society to usher in economic growth, competitiveness, and consumer interest. This partnership is essential for environmental protection and social responsibility to ensure a sustainable future.

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Ruchi Gupta is a certified mentor and vice chair at SCORE Houston. This article originally ran on EnergyCapital.

Houston business leaders make donation to rising innovation hub, establish economic inclusivity initiative

supporting students

Two University of Houston alumni have made a donation supporting a project that will create a central campus hub for innovation activity.

Ali and Emad Lakhany, along with their family, have reportedly donated to their alma mater to support the University’s planned Innovation Hub. The amount of the donation was not disclosed but also contributed to economic inclusivity research at the C. T. Bauer College of Business, according to a UH news release, by establishing the Musa and Khaleda Dakri Center for Economic Inclusion.

With the gift, UH will name the second floor of the building the Salma and Hashim Yousuf Lakhany Entrepreneurship Floor, in honor of the brothers' parents who emigrated from Pakistan in the 1960s.

"My brother Emad, sister Lina, and I are thrilled to make this generous gift to the Bauer College of Business and the University of Houston’s innovation and entrepreneurship initiatives,” says CSM Group CEO Ali Lakhany, a 2007 UH graduate, in the release.

The CSM Group is a Houston company that works in restaurant franchising, telecommunications, hospitality, and real estate development.

“Our parents, immigrants to this country, have always instilled in us a profound belief in the power of entrepreneurship and the importance of giving back. With this contribution towards the Innovation Hub, we are honored to have a floor named after our parents within this remarkable building,” he continues. “We are excited about the boundless opportunities this space will offer to students, entrepreneurs and innovators. Together, we look forward to a future of endless possibilities and positive impact."

Originally reported about by InnovationMap, the UH Innovation Hub is a 75,000 square-foot building to rise on the site of the current Technology Annex building and open in 2026. In it will reside the Cyvia and Melvyn Wolff Center for Entrepreneurship, the Musa and Khaleda Dakri Center for Economic Inclusion, the Energy Transition Institute, a large makerspace, and more.

Ali Lakhany and Emad Lakhany are UH alumni. Photo via uh.edu