Applications are now open for Liftoff Houston. Photo courtesy of the City of Houston

The applications for the 2021 Liftoff Houston Startup Business Plan Competition opened this week and local businesses have less than a month to get their submissions in for a chance to be one of three companies to take home seed funds.

"I am excited to see what business ideas and concepts this year's contestants will bring to the table," says Mayor Sylvester Turner in a news release from the city. "We are grateful for Capital One Bank's commitment to helping Houstonians make their small business dreams come true. I encourage all aspiring entrepreneurs not to miss out on this wonderful opportunity that will help move our economy and city forward."

Liftoff Houston, sponsored by Capital One Bank and administered by the Houston Public Library and the Office of Business Opportunity, aims to empower Houston entrepreneurs through workshops and coaching sessions that take place from August through October. The program will name winners in three categories – service, product, and innovation – and award each $10,000 in seed money from Capital One Bank. Applications close Monday, Aug. 2.

"Startup businesses play a critical role in our City's economic future," says Houston Public Library Director Dr. Rhea Lawson in the release. "The Houston Public Library is pleased to support their development by providing access to free and vital business and investment reference resources, market research, state of the art technology equipment with high-speed Wi-Fi, and other valuable services such as fax and copy services and space for meetings and trainings."

The program, which has been supporting startups in town for almost a decade, has had over 12,623 participants and doled out more than $240,000 in prize money from Capital One Bank.

Liftoff Houston is looking for applicants who live and operate their business within the Houston city limits. Other requirements include:

  • must be a for-profit business
  • must be in operation for less than one year
  • must have verifiable revenue that does not exceed $10,000

If not selected for the program, applicants have the option to participate in the Liftoff Houston Educational Pathway, which offers access to all the business education opportunities provided by the program, but without the pitching component.

"Liftoff Houston will provide you with a wealth of knowledge and information about how to successfully start your business, and the Office of Business Opportunity is also available to assist," says Office of Business Opportunity Director Marsha Murray in the release. "I encourage contestants to connect with us for a host of free resources at our 'one stop business center' where you can receive guidance on business permitting, licenses, one-on-one business counseling, legal assistance and much more. These services can certainly supplement the learnings offered by Liftoff Houston, and assist contestants on their entrepreneurship journeys."

Past participants include:

For more information and to apply, interested parties can visit the website.

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Greentown Labs appoints Houston founder among 4 new board members

All a-board

Greentown Labs, a Massachusetts-based climatetech startup incubator with its secondary location in Houston, has appointed four new board members.

Of the new appointees, two community board members have been named in order to act as liaisons between startups and Greentown Labs. Greentown Houston's appointed representation is Nisha Desai, founder and CEO of Intention, and community member. The other new board members are Gilda A. Barabino, president of Olin College of Engineering and professor of biomedical and chemical engineering; Nidhi Thakar, senior director of resource and regulatory strategy and external engagement for Portland General Electric; and Leah Ellis, co-founder and CEO of Sublime Systems, who is the Sommerville location's community board member).

"It is important for a startup incubator to have leadership and insight from stakeholders including the public and private sector, academic and university communities," says Greentown Labs CEO Dr. Emily Reichert in a news release. "These leaders bring a wealth of knowledge relevant to not only climatetech but to our continued growth as an organization. Their voices will be important to have at the table as Greentown charts its course for the next decade of climate action."

Desai's current startup, Intention, is climate impact platform for retail investors, and she has previously worked at six energy-related startups including Ridge Energy Storage, Tessera Solar, and ActualSun, where she was co-founder and CEO. She's also worked in a leadership role at NRG Energy and spent several years as a management consultant with the energy practice of Booz Allen Hamilton — now Strategy&, a PWC company.

"I'm honored to join the board of Greentown Labs as a representative of the startup community," she says in the release. "This is a pivotal time for climate and energy transition. I look forward to working with the rest of the board to expand the collective impact of the Greentown Labs ecosystem."

The four new appointees join seven existing board members:

  • Alicia Barton, CEO of FirstLight Power (Board Chair)
  • Katherine Hamilton, Chair of 38 North Solutions
  • Dawn James, Director of US Sustainability Strategy and Environmental Science at Microsoft
  • Matthew Nordan, Co-Founder and Managing Director of Prime Impact Fund and General Partner at Azolla Ventures
  • Kathleen Theoharides, Secretary of Energy and Environmental Affairs, Commonwealth of Massachusetts
  • Mitch Tyson, Principal at Tyson Associates and Co-Founder of the Northeast Clean Energy Council
  • Dr. Emily Reichert, CEO of Greentown Labs

Houston fund makes first local investment in $8M deal

money moves

A Houston-based investment fund has announced its its latest deal that includes an investment into a local direct-to-consumer supplement company.

GP Capital Partners has invested in Qualitas Health, known as iwi, which produces plant-based omega-3 and protein products that's sold directly to consumers as well as retailers across the United States. Iwi's nutrition supplement is sustainably sourced from the company's cultivation pond systems, which are the size of football fields and located in New Mexico and Texas.

“We are excited about our investment in iwi. They have a proprietary and scalable process to create in-demand products in a sustainable manner," says Gina Luna, principal of the fund, in the news release. "We look forward to working with iwi’s management team as they pursue this transformative opportunity.”

The $8 million deal — $5.5 million in senior secured term debt and a $2.5 million direct equity investment — will help iwi accelerate sales of its existing products and ramp up development, marketing, and growth of new protein-based product, according to the release. Iwi will also enter new international markets.

“The iwi team looks forward to working with GP Capital Partners following their investment in our growing company. We have big plans for accelerating our growth, and are pleased to partner with this team that brings both expertise and relationships to support us in this new stage of the company," says Miguel Calatayud, CEO of iwi, in the release.

Outside of GP, the Houston company's other investors include Grupo Indukern, Gullspång Re:food VC, PeakBridge VC, , Arancia Group, Trucent, SASA, and Minrav. GP launched its $275 million fund last year. It's structured as a Small Business Investment Company and will deploy funding into 20 to 25 companies within the Gulf Coast region.

The supplement company is based in Houston. Photo via Instagram

How company behavior guides activists’ choices, according to this Houston researcher

houston voices

It’s been more than 100 years since Pavlov’s dog showed the world that behavior is often guided by forces we don’t comprehend.

The same is true of the interaction between companies and protestors, according to Rice Business professor Alessandro Piazza and Fabrizio Perretti of Bocconi University in Milan. In a recent study, the scholars show that when protestors fight to change a company’s policy, their future choices of where and how much to protest are shaped by the company’s response.

Moreover, the outcome may not be what either group has planned for. Companies that meet protestor demand often inadvertently spur the protestors to demonstrate further; conversely, companies that refuse to give in tend to propel protestors to redirect their energies toward related but different issues.

The researchers based their conclusions on a deep dive into the anti-nuclear movement of the 1970s and 1980s, and a close analysis of protests and company responses in specific locations.

During the time period studied, the researchers found, public sentiment toward nuclear energy changed from mild support to open hostility in the form of an organized protest movement. To quantify this movement’s impact on nuclear power plant construction, the researchers studied the aftermath of protestors’ local victories.

In Massachusetts, for example, the first nuclear power protest in 1974 persuaded Northeast Utilities to postpone, and then permanently cancel, its plant. This reaction, Piazza and Perretti found, catalyzed local protestors. In the years that followed, the region became one of the United States’ strongest bastions of anti-nuclear activism.

In order to quantify how company actions affected protests, the researchers first measured the number of U.S. protest events by geographic location from 1970 to 1995. They then compared this number to the number of nuclear facilities either completed or cancelled over a one-year time period within 100 miles of a given demonstration. They included controls to account for local economic and political differences upon local activism, and for any geographic bias of the newspaper sources used to identify protest events.

The patterns they found were intriguing. Proposing a new plant for construction boosted anti-nuclear protests by 18 percent in a 100-mile radius. Cancelling construction of a plant drove a 27 percent increase in anti-nuclear protests. And when a new nuclear plant was completed and connected to the grid, the researchers witnessed a 2.3 percent increase in the number of protests not directly aimed at nuclear power plants.

The reason for the increase in other protests when a company prevailed and built a power plant? The researchers hypothesize that each time a plant was completed, demoralized activists attached themselves to other movements.

These results raised a related question. Did company decisions on one type of controversy, such as a nuclear power plant, lead to greater support for related protest movements or for unrelated ones? The former, it turns out.

To measure this, the researchers again looked at protests within given regions and categorized them into anti-nuclear weapon protests, environmental protests, public policy protests, anti-war protests and protests against the proximity of a given plant to a specific property, that is, “not in my backyard” protests.

Nuclear power opponents, they found, were most likely to turn to adjacent issues such as protests against nuclear weapons. Protest activities, in other words, have a domino effect.

While most research tracks the effects of activism on companies, Piazza and Perretti’s study shows that the way companies act is also a critical event driver. Company choices can actually drive the evolution of activism, triggering activist mobilization in other causes.

The research represents a challenge to traditional explanations of activism, which usually assume that mobilization and protests are most effective early on then dwindle over time, regardless of the behavior of the organization.

Piazza and Perretti’s findings suggest a valuable lesson for companies, especially those operating in more than one location: Their decisions in one place may actually escalate activism elsewhere. Pacific Gas & Electric successfully acted on this insight in the 1980s. Working with the Sierra Club, the company swapped the cancellation of one site at Bodega Bay, California — the target of frequent protests — for support of a plant at a second site elsewhere in the state at Diablo Canyon.

The findings also offer important insight for activists choosing a company on which to focus. These activists should keep in mind that the companies most likely to capitulate are also the ones most likely to feed a movement going forward — providing, in effect, the possibility of a double win.

Meanwhile, even if they fail in one effort, activists can take heart that their energy isn’t necessarily wasted. Only a little further afield, a similar movement may gain momentum from demoralized protestors looking for a new cause.

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