Venture Houston brought together key innovators and investors focused on Houston — here's what they said. Photo via Getty Images

Last week, over 2,500 people registered to Venture Houston to talk about startups and venture capital in Houston for two full days.

The two-day conference, which was put on by HXVF, the Houston Angel Network, the Rice Alliance, and Houston Exponential, took place February 4th and 5th and brought together startups, investors, corporations, and anyone who cares to advance the Houston tech ecosystem.

Click here to see what companies won big in the event's startup pitch competition.

Throughout the various panels and keynote addresses, Houston innovation leaders sounded off on what the future of Houston looks like in terms of venture activity. Missed the discussion or just want a refresher on on the highlights? Here are some significant overheard moments from the virtual conference.

“The way I look at it, Houston has an opportunity to really emerge as one of the leading startup cities in the country.”

SteveCase, chairman and CEO of Revolution Ventures and co-founder of AOL.

He makes a reference to the iconic line "Houston, we have a problem" — which now is defined by a time of opportunity. Case adds that his VC fund, Revolution, which has invested in Houston-based GoodFair, is looking for new investments in Houston.

“We were behind. We were slow to start, but in typical Houston fashion, now we are escalating with real momentum."

Amy Chronis, Houston managing partner of Deloitte and 2021 Greater Houston Partnership board chair.

Chronis notes on the fact that VC activity in Houston is up 250 percent since 2016, and in that time the city has focused on diversifying its business. Now, the city touts its active corporate community, global diversity, and more.

"In Houston, companies and talent are looking at ways to change the world," she adds.

“I see there being a significant amount of seed capital taking off.”

StephanieCampbell, managing director of the Houston Angel Network and The Artemis Fund.

Campbell calls out new funds to Houston, like Golden Section Ventures and her own fund, Artemis. She adds that with over $700 million invested in Houston deals last year, the city is in a good place, and she is anticipating more angel activity.

"While this is really exciting progress, there's still a lot of work to be done in terms of seed and early-stage funding," she continues.

“I see there being billion-dollar venture funds here in Houston on the life science front over the next decade.”

John "JR" Reale, managing director of Integr8d Capital.

Reale, who's also the executive in residence at TMC Innovation, says he's seen the growth and potential of the life science industry in Houston.

"You can see the intentionality of the infrastructure that's being built that's going to attract diverse founders and all talent," he says.

“What I really see is the trajectory for Houston has been changing over the last couple years.”

BradBurke, managing director for the Rice Alliance for Technology and Entrepreneurship.

Burke points to three things that have really moved the needle on Houston's progress as an innovative city. The first was the Texas Medical Center establishing its Innovation Institute a few years back, and the next is how Houston's top energy companies are making big moves to support the energy transition. Finally, he says, The Ion, which is set to open this year, is the third reflection point for progress.

“The Houston startup scene is a very special place. It’s a community I actively choose to be a part of, and it activates me every day.”

Rakesh Agrawal, CEO and founder of SnapStream.

“We’ve got a really incredible story to tell.”

SusanDavenport, senior vice president of economic development for the GHP.

Davenport adds that this is exactly what the GHP is doing — making Houston's story known. And she says they have talked to global business leaders and they describe the city as a modern, cosmopolitan, truly global city.

From M&A action to the development of Houston's innovation corridor, these are five Houston innovators to keep an eye on in 2020. Courtesy photos

5 Houston innovators to know in 2020

Who's who

For so many Houston innovators, 2020 will be a year of growth, execution, proof of concept, piloting, pivoting, fundraising, and more.

It's hard to narrow down the list of movers and shakers in Houston innovation, but a few have stood out for making waves in the new year. From M&A action to the development of Houston's innovation corridor, these are five Houston innovators to keep an eye on in 2020.

Rakesh Agrawal, founder and CEO of SnapStream

Photo courtesy of SnapStream

This past year has been good to SnapStream, but it's only the beginning of the company's next growth phase. The software company's technology allows its clients to easily record, search, and share video and broadcast content and has attracted clients from the likes of Saturday Night Live and Last Week Tonight.

In 2019, the company was named the transition partner for Volicon Observer, a company Verizon brought under its umbrella and then changed its mind about, Rakesh Agrawal, CEO of SnapStream, explains on an episode of the Houston Innovators Podcast. Volicon's specialty is in monitoring and compliance, and with that move, SnapStream brought on around 150 new clients. To maintain those clients and grow its services, SnapStream has rolled out a whole new department. The launch of SnapStream Monitoring and Compliance is the next step for SnapStream's takeover of Volicon, according to a news release.

The M&A activity sparked a move to hire and expand the SnapStream team as the division grows throughout 2020.

Allison Thacker, president of the Rice Management Company

Natalie Harms/InnovationMap

Houston has its eyes on The Ion, a 270,000-square-foot building innovation center being developed in the former Sears building in Midtown. Behind the project is the Rice Management Company, which is led by Allison Thacker, president of the organization.

The Ion broke ground in May, and also named its operations leader, Gabriella Rowe, CEO of Station Houston earlier this year. While the project isn't expected to deliver until 2021, next year will likely entail determining a few key things about The Ion and the surrounding innovation corridor Rice Management and the city will be developing.

The Houston Coalition for Equitable Development without Displacement, a newly formed organization, has recently expressed its concerns with the development of the property in the historic Third Ward. The community organization wants Rice Management and all parties involved with the innovation corridor to agree to a Community Benefits Agreement, which would protect local residents and provide positive initiatives for growth. The CBA is expected to be arranged in 2020 as the project moves forward.

Andrew Bruce, founder and CEO of Data Gumbo

Photo courtesy of Data Gumbo

Another Houston company that plans to grow throughout 2020 is Data Gumbo. The blockchain-as-a-service company has raised some significant funds — a $6 million series A round closed in May — and will be putting that money to work by expanding the company's footprint and services.

Earlier this year, the company announced its entrance into the construction industry — Andrew Bruce, CEO of Data Gumbo, says in a recent episode of the Houston Innovators Podcast that the funds will also take Data Gumbo to new global markets, including the Middle East.

"The whole thing for us is building this blockchain network of interconnected companies," Bruce says. "The more companies that are a part of that network, the more value that network has."

Payal Patel, director of corporate partnerships at Plug and Play Tech Center in Houston

Courtesy of Payal Patel

San Francisco-based Plug and Play Tech Center quickly established its new energy-focused Houston location — from announcing its entrance into the market in June to hiring its director of corporate partnerships, Payal Patel, in September. The first cohort of portfolio companies were named in October, and several new Houston partner corporations have been announced as well.

Next year, the local team is expected to grow and is currently hiring for a few positions, as well as announce its office space in town. Patel, specifically, will spearhead the initiatives to grow the organizations already impressive list of corporate partners.

"[Plug and Play ha] great Fortune 500 corporate partners, they work and know the best tech startups all over the world, and they have a strong investment capability," Patel previously told InnovationMap. "I'm excited that those resources and capabilities are coming to Houston."

Travis Parigi, CEO of LiquidFrameworks

Courtesy of LiquidFrameworks

Travis Parigi has always been the one to write the code for his company's software technology, but now, he's in acquisition mode thanks to new support from private equity. Last January, LiquidFrameworks entered into a partnership with private equity firm, Luminate Capital. The new financial partner has opened doors for Parigi, CEO of LiquidFrameworks, and the company as a whole — including putting merger and acquisition activity on the table.

The company has grown its team and even moved to a bigger space in Greenway Plaza. LiquidFrameworks, which has created a suite of software solutions for upstream and downstream oil and gas companies called FieldFX, is also working on key updates and new features for its software.

This week's innovators to know in Houston all have new and exciting things to announce. Courtesy photos

3 Houston innovators to know this week

who's who

Who are Houston's innovators to know? Well this week, here's who made headlines, from a well-known Houston software entrepreneur and investor rolling out a new line of business for his company to a new podcast network with Houston roots.

Gabriella Rowe, executive director of operations at The Ion

ION Accelerator ribbon cutting event, with Mayor Sylvester Turner and business partners.

Photo by Carter Smith/Station Houston

The entrepreneurial hub dubbed the Ion that's expected to premiere in Houston's innovation district in 2021 has a new operating organization and the Rice Management Company has tapped Station Houston CEO Gabriella Rowe to run it.

"To ensure that The Ion is a catalyst for the continued growth of the innovation ecosystem, we've been collaborating with Gaby and her team as well as civic leaders, Mayor Sylvester Turner, Harris County commissioners and Midtown Houston," says Allison Thacker, president and chief investment officer of the RMC, in a news release. "We know that under Gaby's leadership The Ion will become an innovation hub for not only all Houstonians, but for anybody looking to thrive and collaborate in an entrepreneur-first, tech-forward environment." Read more.

Rakesh Agrawal, founder and CEO of SnapStream

Photo courtesy of SnapStream

Houston-based SnapStream has expanded its services, and CEO and Co-founder Rakesh Agrawal appears on the third episode of the Houston Innovators Podcast to discuss his company's growth and the role he plays in the Houston innovation ecosystem.

"A lot of people go to this question of, 'What's wrong with the Houston ecosystem?' If there's anything that's a fundamental characteristic of Houston that we need to change that would really help the startup and innovation ecosystem is that often in Houston, the left hand doesn't know what the right hand is doing," Agrawal says on the podcast. Read more.

Stephanie Wittels Wachs, co-founder of Lemonada Media

Photo via Twitter

It's safe to say that Stephanie Wittels Wachs didn't have start and run a podcast network in her life's master plan. Nonetheless, the Houstonian can check that box after she launched Lemonada Media with her business partner, Jessica Cordova Kramer. The network is about creating provoking, uncensored content about life and humanity.

"This is everything I've done in my whole life," she tells InnovationMap. "It sort of combines my writing and my education background and my artistic background and some voiceover background and my activism. It's everything." Read more.

Houston-based SnapStream's CEO, Rakesh Agrawal, is the third guest on the Houston Innovators Podcast. Courtesy of SnapStream

Software entrepreneur, investor announces new service and shares why he's bullish on Houston innovation

Houston innovators podcast episode 3

With a couple decades in the Houston innovation ecosystem under his belt, Rakesh Agrawal considers himself an optimist about his city.

Agrawal founded his company SnapStream — a software company that allows its clients to easily record, search, and share video and broadcast content — in 2000 and has gone on to not only grow and expand the company, but also create a portfolio of software startups as an investor.

In the third episode of the Houston Innovators Podcast, Agrawal shares how he's seen the city's innovation ecosystem evolve to what it is today — admittedly, he has a very positive outlook on the city. However, if he had to identify something Houston needs to work on, its communication.

"A lot of people go to this question of, 'What's wrong with the Houston ecosystem?' If there's anything that's a fundamental characteristic of Houston that we need to change that would really help the startup and innovation ecosystem is that often in Houston, the left hand doesn't know what the right hand is doing," Agrawal says on the podcast.

Agrawal says that one of the indicators of the city's success in cultivating startups is his own portfolio. About a quarter of the companies he's invested in are based in Houston.

Recently, Agrawal pulled back some of his investing activity to focus on SnapStream. The company was named the transition partner for Volicon Observer, a company Verizon brought under its umbrella and then changed its mind about, Agrawal explains in the episode.

Volicon's specialty is in monitoring and compliance, and with that move, SnapStream brought on around 150 new clients. To maintain those clients and grow its services, SnapStream has rolled out a whole new department. The launch of SnapStream Monitoring and Compliance is the next step for SnapStream's takeover of Volicon, according to a news release.

"The SnapStream Monitoring and Compliance launch builds on our depth of experience and extends SnapStream into an exciting new market," says Agrawal in the release. "The amazing SnapStream team is what differentiates us — from our engineers, who build user experiences that save our users time, to our support team, who deliver on a high standard for responding to customers and resolving issues, to our customer success team, who deliver the best onboarding experience."

Agrawal discusses the transition, his investment activity, and more in the episode. Listen to the podcast below and subscribe wherever you get your podcasts.


From making major deals to advancing future innovators, here are three Houston leaders to know this week. Courtesy photos

3 Houston innovators to know this week

Who's who

This week's movers and shakers in Houston innovation are dealmakers and leaders — from securing huge partnerships to influencing the next generation of inventors. These are the three innovators to know in Houston this week.

Rakesh Agrawal, CEO of SnapStream

Courtesy of SnapStream

A Houston tech innovator just made a deal with Verizon. Verizon Digital Media Services announced that SnapStream is the "official transition partner" for a product under Volicon Observer, a company that was acquired by Verizon in 2016. SnapStream's CEO Rakesh Agrawal says in a release that the two entities have similar products, features, and even customers, but have always had a respectful relationship.

"SnapStream is known, among other things, for the great support we provide, and we look forward to providing the same high-quality support to Volicon customers," Agrawal says in the release. "We hope to eventually earn the business of current Volicon customers by converting them into SnapStream customers." Read the full story here.

Enrico Ladendorf, founder and managing partner of Pason Power

Courtesy of Pason Power

Another Houston dealmaker is Enrico Ladendorf, founder and managing partner of Pason Power. In layman's terms, Pason Power offers an array of technologies — including AI, IoT, real-time automation — that support energy storage systems throughout a project's lifecycle. Energy storage systems is a wide umbrella that includes everything from the massive systems used to store renewable energy and biofuels, to household batteries, which store electricity.

"We have intelligent energy management system, which is an intelligent brain that sits inside an energy storage system," says Ladendorf. "We have this intelligent, fully-autonomous system that knows the physical operation of (energy storage and drill rigs), and it makes it brain-dead simple." Read the full story here.

Pam Rosen, general manager of the Shell Eco-marathon

Courtesy of Shell

Houstonian Pam Rosen lead Shell's Eco-marathon, which took place from April 3 to 6. Two student teams represented Houston in the competition — one from Rice University and James E. Taylor High School.

"We really needed to get more young people interested in technology careers," says Pam Rosen, general manager of the Shell Eco-marathon. "It [doesn't] even need to be with Shell. It's more about the method, science, and helping [students[ gravitate toward those opportunities."Read the full story here.

Houston-based SnapStream, led by CEO Rakesh Agrawal, has been selected by Verizon to provide support. Courtesy of SnapStream

Verizon taps Houston tech company for product support

Done deal

A Houston software company that enables TV and broadcast monitoring just snagged a deal with Verizon. The partnership will call for 10 new Houston employees.

Verizon Digital Media Services announced that SnapStream is the "official transition partner" for a product under Volicon Observer, a company that was acquired by Verizon in 2016. SnapStream's CEO Rakesh Agrawal says in a release that the two entities have similar products, features, and even customers, but have always had a respectful relationship.

"SnapStream is known, among other things, for the great support we provide, and we look forward to providing the same high-quality support to Volicon customers," Agrawal says in the release. "We hope to eventually earn the business of current Volicon customers by converting them into SnapStream customers."

SnapStream's technology has been used by hundreds of organizations around the world, the release says, including CBS, MLB Networks, the Daily Show, Last Week Tonight, Samantha Bee, and the U.S. Senate. While SnapStream is a software solution, Volicon is appliance based, and Verizon announced the termination of the company's solutions in January — citing the need "to focus continued development on future solutions that better align with industry trends and market needs."

Now, Volicon customers will be redirected to SnapStream support into 2020 and can transition into SnapStream's model should they like.

"Verizon Digital Media Services is committed to providing high-quality products and services for our customers," says Peter Gallagher, COO of Verizon Digital Media Services, in the release. "The partnership with SnapStream will provide Volicon Observer customers with a dedicated support team at the highest level of commitment to ensure continued success in their business operations."

SnapStream's technology is a TV broadcast monitoring software used by CBS, MLB, The Daily Show, and more.Courtesy of SnapStream

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Houston medical robotics startup announces $42M series C

cha-ching

A Houston medical device company that's tapping into robotics technology for the operating room has just announced a major chunk of fresh funding.

EndoQuest Robotics Inc. announced that it has closed a $42 million series C to advance its robot technology that's targeting endoluminal and gastrointestinal minimally invasive procedures. Returning investors, CE Ventures Limited and McNair Interests, and new investor, Puma Venture Capital, led the round of funding.

"Our investors share our vision of leveraging robotics to redefine the possibilities in minimally invasive procedures," Kurt Azarbarzin, CEO of EndoQuest Robotics, says in a press release. "This financing enables us to continue innovating and refining our technology, ultimately improving patient care and transforming the future of endoluminal interventions."

The funding will go toward continued research and development, regulatory initiatives, commercialization, and other key initiatives. Dr. Vipul Patel, the co-founder and senior venture partner of Puma Venture Capital, is a robotic urologic surgeon and sees potential in EndoQuest's technology.

"I've had the privilege of seeing just about every robotic surgical system either in development or on the market today and can honestly say that EndoQuest's system is a true game changer for both physicians and patients," Patel says in the release.

Founded in 2017, EndoQuest's robotics technology has not yet been cleared by the FDA and is not for commercial sale in the United States.

"The EndoQuest team is trailblazing novel solutions in minimally invasive surgery," Neeraj Agrawal, executive director of Crescent Enterprises, the parent organization to CE Ventures Limited. "We welcome our new partners, and remain fully supportive of the Company and the prospects to transform healthcare with our innovative endoluminal surgical platform."

EndoQuest Robotics is targeting endoluminal and gastrointestinal minimally invasive procedures. Image via endoquestrobotics.com

Houston expert: How to build startup runway in a choppy venture funding market

guest column

The venture funding market in 2023 has been very tough.

The number of rounds closing is significantly down from the 2022, and a record number of companies are raising. Overall VC fundraising is down, but great deals are getting funded well and at good valuations, while many are struggling. Fewer new investors are writing lead checks and being more cautious when they do, later stage investors are shifting earlier stage to manage risk, bad cap tables, operating plans, and reluctant insiders are killing otherwise good deals, and everyone is working on ensuring their portfolio is in good shape.

This is just another venture cycle. The sky is not falling, the playbook for this cycle was written long ago. But if you are a founder, you may need to take action. If you are less than 15 months of runway, it’s time to go to your investors with a plan. You need to either be well on your way to closing a round, starting your fundraise if the company is ready, know your investor group’s plan to bridge or do an inside round if necessary and what you need to achieve to unlock that, or bring them a realistic plan yourself to get to 18 to 30 months of runway. But whatever you need to do, you need to do it now.

The runway plan

The core of a good runway plan is building a cash wedge by taking a little from everywhere, and drop margin and cash. A little revenues, a little in pricing, a little headcount reduction, a little insider capital, a little new capital, and a little balance sheet help. How much a little is, depends on your own dynamic. The secret to a good cash wedge runway plan is starting early, and doing it now. Every day of delay increases the depth of the changes needed for the same runway – until you reach a point where the brutal burn math just doesn’t work, and the changes become costly or even untenable.

Focus on your customers. Nothing cures runway or fundraising ills like revenue. You’ve built these relationships for a reason. They are taking your calls because they care. If you and your team aren’t spending most of your time with customers right now, you are doing it wrong. Good customers get it. Focus their attention on how your product makes them money, and how much. Support their internal efforts to grow the account. Open book it, raise prices if it makes sense, and ask for more volume or contract extensions at good prices if you can’t. With new customers, focus on getting more phase ones that fit in the budget your champions have available quickly. Bet you and your customer can find more budget later when you’ve demonstrated value to them. Bid every grant and non-dilutive source that makes sense, which builds leverage for yourself and your investors.

Burnmatters. In a tight market, no one likes to buy burn, and demonstrating efficiency of revenue and backlog relative to capitalization and burn level matters. If you’re going to cut (and you probably should), cut much deeper than you think, and do it now. You ran this company when it was four people and no money, you can do it again if you really had to. Start making quick decisions about what you can defer and cut in the near term, there is always an easy 5 to 10 percent of costs you can cut and push to next year, and often a few points that can be pulled from supply chain deals. Overplan for growth, but don’t release to spend until your capital markets plan is clear.

Rebalance your spend. Shift your cost structure and organization chart forward towards the customer. Aggressively expand customer facing lead generation, guerilla marketing, applications engineering and direct sales efforts, at the expense of internally facing ones like R&D, manufacturing, and overhead. Repurpose people, change comp structures, job descriptions, or adjust costs and headcount. Get your team on board with the focus and where your runway is. A 12-person startup has about 2,000 labor hours a month to throw at its problems, 3,000 hours on overdrive, when your runway shortens, it’s time to hurl those at customers. Keep in mind, none of this is permanent, good startup organizations are elastic and in six months you can shift back or add again. You’re only really making 180-day changes here. That’s what the nimble startup means. It’s about runway and quick product and operational shifts.

Hit the balance sheet for cash. Depending on company stage and type, sell any underutilized assets and inventory, defer some capex, put someone on collecting AR and adjust your contract terms and pricing to pull forward cash flow, term out and negotiate payment terms on AP, leases and debt. One huge caveat. Do not take venture debt. Until you are profitable, venture debt does not actually create the runway in the real world that you see on paper, and has killed more good startups on the cusp of greatness. Venture debt is Lucy, runway is the football, and you are Charlie Brown.

Adjust your capital markets strategy. The classic rule is raise all you can when you can, because capital is available most when you need it least. But that’s not the whole story. And founders need to realize it is really dangerous to take a deal to market that is not ready, and doesn’t have the right level of insider support, is priced or structured wrong. While the market sets the price and terms, once you’ve a cap table full of investors, both new and existing investor appetite, and valuation, becomes a partial function of existing and new investor appetite and support. Take out a deal that’s not ready, or with too much burn, too little insider support, too high a last valuation, too large a convert or safe overhang or prior capitalization, too little team ownership, or too much valuation or cash need relative to its team, technology, TAM and traction (and cap table), and a founder and board can turn a good opportunity into a death spiral headed straight off a cliff, fast.

The "Magical 25" percent ratio. This is an art not a science, but the Magical 25 percent ratio on a prototypical startup will give you an idea of how powerful a Runaway Plan can be to get a deal done and reset a founder’s opportunity.

Imagine a middle of the road seed funded SaaS startup, burning $350,000 gross, with $100,000 in MRR, which has raised $3 million in cash from three investors and spent half of it. On its current trajectory it has six months of cash left, and is bankrupt by March. Market turned down, and the initial investor calls don’t result in a lead VC leaning in. The logic of burn rate math is brutal. In 90 days the company is on fumes, and it has no term sheet in hand, with the odds of getting one generally falling. And in today’s market the $1 million in ARR has become the new minimum not sufficient condition for fundraising, and the company will need to get farther on it’s A to be attractive to a B round investor. If the founder does nothing and waits 90 days they’ll be begging their investors for a bridge, and begging new investors for a flat round, and will likely end up with downround or an ugly insider bridge. At $250,000-a-month burn and no term sheet, within 150 days the founder will then need an inside round of between $4.5 and $6 million to get to the prototypical 24 month runway, or a $1.5 to $2 million bridge to buy enough more months to fundraise and build value. That’s 1.5x to 2x the capital raised, or over half the existing capital in a bridge, and puts intense pressure on strength of your cap table, growth rate, broad insider support, and quality of revenues in a tight venture funding market.

If the founder instead cuts costs 25 percent immediately, and then throws all hands on deck to find 25 percent more revenue — at this level of burn the startup probably has a team of at least 12 to 15 people, meaning the founder can throw at least 2,000-3,000 man hours in an all hands customer push in just the next 30 days if they had to. At the same time, the founder goes to his largest investors, walks through the cash and cost plan, and asks them to give him a term sheet for a seed extension with existing investors all kicking in 25 percent of their contribution to date, with the extension equal to 25 percent of the total capital at close. It can be papered fast and cheap. That adds $750,000, leaving the founder to find one new investor to join the insiders at the last price for 25 percent of the extension – a much easier ask of a new investor in a tough market, and probably one the founder has a couple of interested parties that have been watching, or certainly one of the founder’s investors can make a quick call to a friend to close. Brutal burn rate math has now become magical burn rate math and the company has 18 months of runway, has halved its net burn, and can additionally get away with half the A round equal to 1x the capital it has raised to date at the end of it if need be.

The "magical" part is the founder has now changed the odds for everyone – his team only has to find 25 percent revenues and costs. His insiders are only asked for 25 cents on the dollar support at a price they should love, leaving the typical fund with plenty of follow-on reserves after that, a new investor does not have to carry the lion share of the burn, set price, do as much dd, or worry about investor fatigue, and the insiders don’t have to go it alone and have external validation, and the founder has minimized their dilution, and their fundraising time. If the founder then is able to keep costs flat for just 6 months in a sprint and pick up another 25 percent in revenues, the runway at the current cashout date is still 16 months, and the company is set up well for its next round, with on $4 million in capitalization on nearly $2 million in ARR, a new investor with dry powder in the deal, and plenty of reserves left on the cap table to support the A, with a lot more traction – leaving the size of A round the company has to have at less than half the level of before, the effective revenue multiple insiders and new investors are facing halved, the burn the new investor had to buy halved and lots of time and options for the founder to drive value, dilution, and scale.

Founders, it’s your company. Your decision. Just be aware, how and how fast you play the tough decisions when the market shifts, changes the calculus for your investors, and their level of confidence and ammunition to back your future decisions. When you feel the market starting to tighten up, consider giving yourself, and your investors, some breathing space, then use that breathing space to drive value.

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Neal Dikeman is a venture capitalist and seven-time startup co-founder investing out of Energy Transition Ventures.

Houston entrepreneur launches platform for on-demand ordering with biz support for restaurateurs

it's chewtyme

While Ashley Loveless Cunningham has advised clients how to fix bad credit and build a healthy financial life for years, a look at her family’s own spending on food delivery came as a wake-up call.

Like a lot of busy households, they loved to order food through delivery apps, so much so that Cunningham realized it was time for a change. With the delivery charge and other fees that apps like DoorDash and GrubHub tack on, a food order can easily double in price. A $15 bowl from Chipotle that her son liked to order cost almost $40 by the time it got to the house — and that doesn’t even include a tip for the delivery driver.

“I thought, wait a minute. This is ridiculous,” she says.

She says she brainstormed, and began to look into ways to offer an alternative, not only for consumers, but for minority-owned restaurants that were struggling to keep their doors open.

So, Cunningham, whose business ventures include her financial literacy business New Credit Inc. and a perfume line, created her own app, ChewTyme.

The app launched in Houston and Atlanta last Friday, and has drawn over 3,000 consumer downloads, which Cunningham says is a “pretty good” start.

Cunningham, 40, a native of Mobile, Alabama, says she moved to Houston with her family ten months ago, drawn by the opportunity to grow their various businesses. And, the city’s vibrant food scene offered another avenue.

“Everybody moves here to open a restaurant,” she says of Houston.

Extra support on the side

Through restaurant owner clients of her credit counseling business, she learned that many were struggling to remain open. A lot of the business owners aren’t aware of the many options available to them, in business lines of credit, assuming their own personal financial credit is in good shape.

That’s where the business education side of the app comes in, where restaurateurs will gain access to “Business University,” financial guidance for their journey in the industry.

“I tell people, it’s not only about cash funding. There are other resources out there, things we need to thrive in the business space,” she says, adding that this includes mentorship and publicity services.

Many restaurant owners told her they partner with at least two or three food delivery apps already. But she thinks ChewTyme will stand out.

“A lot of people I’ve talked to, they just don’t know where to start,” she says. Her partnership with the restaurants would solve that issue, helping restaurateurs create a “full, state-of-the-art profile” that guides them every step of the way.

While she's yet to onboard her inaugural Houston restaurants, the app has begun to draw interest, Ashley says, especially from entrepreneurs who need a cheaper way to scale their business growth.

Cunningham says ChewTyme offers a competitive alternative to many third-party apps, which she says charge anywhere from a 20-22 percent commission on a restaurant’s delivery orders. The app will charge a 17 percent commission, with no monthly fee, and a flat $4.95 delivery rate to consumers, whom she plans to attract with discounts and promotions.

She hopes to initially sign up 25 restaurants in Houston and the same number in Atlanta, during the beta run of the app. As they work out the kinks, she feels confident in expansion.

Her biggest challenge moving forward is hiring quality drivers, she says.

“That really scares me. People who want to work, who have integrity. I’ve heard horror stories because people literally pick up their food and don’t deliver it,” she says.

ChewTyme is working with contracting partners who are conducting screening and background checks for potential drivers, and onboarding restaurant owners with follow-up. Interested restaurateurs or drivers can request more information on ChewTyme's website.

Tapping into a high-growth market

Third-party food delivery exploded in popularity during the pandemic, and a 2021 McKinsey report found that food delivery more than tripled since 2017. Post-pandemic, the on-demand services industry growth hasn't waned.

The Texas Restaurant Association fought for a law passed in 2021 to prevent third-party apps from adding restaurants to a delivery platform without a financial agreement or partnership, according to Christine Robbins, executive director of the association. But now that relationship seems to have settled into a profitable venture on both sides.

Taj Walker, of H-Town Restaurant Group, which owns Hugo’s, Xochi, and six other local restaurants, says the apps don’t typically charge a fee unless the restaurant takes part in an app’s ad promotion of their restaurant.

An app’s commission can range from 10 to 25 percent, he says, which their restaurants compensate for by charging 10 percent more on app orders than in-house food. The apps have become an important revenue stream for some H-Town’s more casual eateries, especially Urbe and Prego, which are popular among younger clientele, Walker says.

While Cunningham’s main goal is to uplift minority entrepreneurs and communities, the app will be available to any restaurateur who wants it.