Teamwork can make the dream work, but lack of a solid team can be a startup's downfall. Pexels

The top two reasons for startup failure are no market need and running out of money, respectively. But the third reason for failure is not having the right team in place. Like market need, evaluating the management team is on virtually every venture capitalist's list of what they look for in their target investments and you need to get it right.

It is well known that new technologies have a limited window of opportunity to succeed and there are rarely second chances, whether choosing the right strategy, market, customers, partners, or raising rounds of financing. If a particular window is missed a chance to pivot may be available, but that typically requires a good, experienced and nimble team that is right for the overall opportunity.

Luck and timing are factors largely out of your control in a startup, but good-to-great teams are capable of dealing with fast changing conditions or lessons learned along the way.

There's not one "right team"

It is easy to say you need the right team, but the same team is not the right team for every startup. Any team needs some basic skills, and of course have the ability to deliver a solution to meet its customer's needs.

In addition to a diverse technical team, a startup needs different skill sets, including various business, professional and soft skills. It is obvious that software is different than medical devices, but within "software" there are a wide variety of skills needed from user interface to security and everything in between. Within medical devices, the variety ranges beyond technology from working with the FDA to medical reimbursement.

Similarities between standard business processes like customer billing, collections and capital asset management often do not vary much across some otherwise pretty diverse businesses. On top of that, the needs of the team change over time as startups progress from concept, to prototype development to launch and through growth phases.

Having experience with many different startups, I have had some recurring team members with whom I worked with again in my next venture. I have also experienced significant turnover of individuals and growth within individuals that where ready for a new challenge to keep them motivated. The right team varies from venture to venture.

Know your industry

One lesson is to have a few cornerstone roles in the organization. First learned in my consulting days, a talented team member might serve in a kind of cornerstone role where you know that job is "solved" and you will not have to worry about it. You then complement and build around him, adding more experience in a complementary role if the first individual has raw talent and enthusiasm. You would add young talent with plenty of room for growth around an experienced individual that has the ability to mentor those around them. No one way exists to create a good team, other than the best practice of mixing experience, talent and diversity in creative ways based on who based on availability.

However, patterns should be identified and assessed to complement customers when deep engagement is a key part of your model or with partners, distributors, channels, or other strategic parts of your extended business model. Some customers will accept less experienced staff; others will not. Some markets can be targeted successfully by inexperienced sales or customer service representatives, while others require field experience or at a minimum extensive targeted training.

Finding support

Beyond patterns, consider some other best practices that are appropriate for various markets; for example, the risk incurred by having an inexperienced FDA process lead in an FDA regulated product. Having little real experience with FDIC, SEC or similar relevant federal or state agencies creates a lot of risk in FinTech companies. In any startup, some areas can be easily contracted out while others need to be core internal strengths, even if developed over time.

That last word is key, the "time" component of startups. Early stages of a startup have parallels to my consulting days. It is a project that is managed like any other project, balancing the big three assets: resources, money and time. Any project is a balancing act of acquiring and managing those three assets, at least when you take out administrative details like payroll and the like. The next stage is more operational in nature, whether stabilizing operations or managing for growth, but it is common for a startup to have two or more CEOs between founding and exit as needs change.

Since VIC primarily is focused on university technology startups, the inventor is often a university researcher with decades of experience in the field of the invention. We follow a best practice of bringing in one of our senior team members as CEO, an experienced business savvy entrepreneur who complements the inventor well in those early technology de-risking phases.

We support those key team members with a shared service team to handle finance, accounting, legal, websites and more, outsourcing specific areas of expertise like intellectual property in a given technical area. We then fill out gaps with select hires. Over time, we work ourselves out of a job when the technology has progressed to a point that different skills are needed, such as handing off to a growth-stage CEO.

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James Y. Lancaster is the Texas branch manager for Arkansas-based VIC Technology Venture Development. Lancaster, who lives in College Station, oversees business there, in Dallas, and in Houston.

There's no "I" in team, but getting your coworkers on the same "we" perspective can be tough. Here's why it's important, according to Rice University's research. Pexels

Rice University research shows what your company can learn from gamers about teamwork

Houston Voices

You just got a promotion — along with a brand-new work team whose members barely speak to one another. But first-rate cooperation is essential if you're going to deliver for your client. So you decide to spend a month getting to know each of your workers.

One is competent but bitter, frustrated by years of small mistakes by a colleague, mistakes that add to her own workload. Another, the one making the mistakes, seems so distracted he may as well be working at another company. Others have their own quirks. And to make matters worse, another department is set to merge its employees with your creaky, cranky team in a few months. How are you going to understand all these individuals, much less get them into shape as a unit?

For many managers, training and reading can help provide guidance. Others may hire an outside consultant and resort to team-building activities. But where does that outside expertise — not to mention training and reading — come from? It's based on academic research.

Rice Business professor Utpal Dholakia and colleagues René Algesheimer of the University of Zurich and Richard P. Bagozzi of the University of Michigan are among the scholars updating what we know about the dynamics of group decisions. Starting with classic group behavior theory, the scholars developed a series of sociologically-based models for analyzing small teams.

To better understand the existing shared intentions and attachment between teammates, Dholakia and his colleagues used a novel set of questions to survey 277 teams of computer gamers, each comprised of three people. They ran the survey responses through variations of a classic model called the Key Informant, which depends on the observations of group members about the social relationships inside a group.

Next, the researchers applied a sociological theory called Plural Subject Theory, focused on what's known as "we-attitude." That's exactly what it sounds like: verbally and actively treating an endeavor as a group project.

The core of this theory, the notion that successful teams frequently use collective pronouns when they discuss themselves and cognitively conceive of themselves as "we," has been heavily studied. Groups whose members think in terms of "we" act more cohesively and are measurably more committed to collectively reaching their goal.

To enhance the way these attitudes are measured, Dholakia created multiple variations of a new model. These differ from previous models because they include information not just from a "key informant," but from every member of a group. The researcher asks group members questions about themselves, their impressions of others in the group, their impressions about how others in the group think of each member and impressions about the group as a whole. This longer, more elaborate approach offers fresh insights about a group's shared consciousness — which provides a valuable new research outcome.

The professors found that this revision of classic key informant model generally worked the best of the various group-analysis models they tested — even improving on the original key informant approach. Future researchers, Dholakia notes, should consider the context of the team situation to decide which configuration of members is best to analyze.

So the next time you find yourself nonplussed by a chaotic group dynamic at work, remember you are in time-honored company — and that help is out there. By updating the key informant model, Dholakia and his colleagues have added to the analytical toolbox something that can help whip that team into shape. Whether it's an army of accountants or a network of hospital workers, Dholakia writes, the first step to creating a real team is analyzing which intentions they truly share.

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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 company receives FDA approval for tech that uses sound to blast away cellulite

Zip zap

Soliton, a Houston-based technology company, is using audio pulses to make waves in the med-aesthetic industry.

The company, which is licensed from the University of Texas on behalf of MD Anderson, announced that it had received FDA approval earlier this month for its novel and proprietary technology that can reduce the appearance of cellulite.

MIT engineer and doctor Christopher Capelli first developed the basis of the tool while he led the Office of Technology Based Ventures at M.D. Anderson.

Capelli uncovered that he could remove tattoos more effectively by treating the skin with up to 100 waves per second (about five to 10 times greater than other devices on the market), giving birth to the company's proprietary Rapid Acoustic Pulse (RAP) platform.

In 2012 he formed Soliton with co-founder and entrepreneur Walter Klemp, who also founded Houston-based Moleculin, and later brought on Brad Hauser as CEO. By 2019, the company had received FDA approval for using the technology for tattoo removal.

"The original indication was tattoo removal, which is what Chris envisioned," Hauser says. "The sound wave can increase in speed whenever it hits a stiffer or denser material. And tattoo ink is denser, stiffer than the surrounding dermis. That allows a shearing effect of the sound wave to disrupt that tattoo ink and help clear tattoos."

According to Hauser, the team then turned to a second application for the technology in the short-term improvement in the appearance of cellulite. With the use of the technology, patients can undergo a relatively pain-free, 40- to 60-minute non-invasive session with no recovery time.

Brad Hauser is the CEO of Soliton. Photo courtesy of Soliton

"It works similarly in the fibrous septa, which are the tethered bands that create the dimples and cellulite and the uneven skin. Those are stiffer than the surrounding fat cells in the subcutaneous tissue," Hauser says. "That allows the technology to disrupt those fibrous septa and loosen and release the dimples."

In 2021 the company plans to commercialize their product and get it into the hands of dermatologists, plastic surgeons, and other medical professionals for 25 key accounts—potentially including ones Houston—with a plan for a national rollout in 2022.

And they don't plan to stop there.

The company has already announced a partnership for a proof-of-concept study with the U.S. Navy in which Soliton will aim to use its technology to reduce the visibility of fibrotic scars, and more importantly work to increase mobility or playability of scars.

"Often the scar ends up causing restrictions in motion and discomfort with pressure of even clothing and certainly with sleeping," Hauser says. "We believe based on the reduction in volume and the increase in playability that we saw in our original proof-of-concept study that we will be able to bring benefits to these military patients."

Work on the study is slated to begin in the first half of this year.

In the meantime, the company is making headway with treatment of liver fibrosis, announcing just this week that it's pre-clinical study in animals demonstrated positive results and a reduction in effects by 42 percent seven days after the completion of carbon tetrachloride (CCL4) induction. The RAP technology was also named the best new technology by the Aesthetic Industry Association earlier this month.

"It's really targeting collagen fiber and fibroblasts on a cellular level" Hauser says. "Which we think has numerous potential uses in the future."

UH launches online MBA, plus six new digital degree programs

online ed

The University of Houston's C. T. Bauer College of Business announced this month that it will begin offering fully online Master of Business Administration and Bachelor of Business Administration programs in the upcoming fall semester.

The new offerings are part of the college's 2020-2025 Strategic Plan that focuses on becoming a leader in digital learning and affordable education options.

In addition to the online BBA and MBA degrees, Bauer is launching five other fully online business-minded graduate programs:

  • Online Master of Science in Business Analytics
  • Online Master of Science in Finance
  • Online Master of Science in Management & Leadership
  • Online Master of Science in Management Information Systems
  • Online Master of Science in Supply Chain Management

Over the summer, Paul Pavlou, dean of the Bauer School and Cullen Distinguished Chair Professor, told InnovationMap that enrollment in the Bauer College had increased by about 70 percent, as the school focused on accessibility and affordability amid the pandemic and record job losses.

According to Pavlou, these new degree programs will be an extension of that effort.

"Given the recent developments due to COVID-19, and the broader challenges for higher education, it has become imperative to enhance our ability to leverage technology to offer courses remotely," he says in a statement.

The seven programs will cost between 15 to 20 percent less than traditional degree programs at the university, according to UH. The new programs will charge in-state tuition for all students, regardless of residency, and online students will not pay additional fees.

"These new offerings demonstrate our dedication to providing students financially accessible programs that emphasize innovation, technology, and experiential learning," says Paula Myrick Short, senior vice president for academic affairs and provost at UH. "Student success is our top priority, and as the need for flexible instruction and course delivery increases, we will meet that need."

The Bauer School has long been touted as one of the top schools for entrepreneurship in the country. In late 2020, UH announced that it received a $13 million donation from the Cyvia and Melvyn Wolff Family Foundation to go toward Bauer's well-known programs, as part of the school's $1.2 billion "Here We Go" initiative.

Expert says Houston is the prime spot for creating and testing game-changing resilience solutions

HOUSTON INNOVATORS PODCAST EPISODE 72

The city of Houston, along the rest of the Lone Star State, has been hit from every direction — pandemics, hurricanes, winter storms, and more.

"We're just whipsawed," says Richard Seline, co-founder at the Houston-based Resilience Innovation Hub Collaboratory. "We've gone from back-to-back storms and hurricanes to COVID to snow and ice and its impact on energy. People are just exhausted."

Now, Seline says on this week's episode of the Houston Innovators Podcast, this exhaustion is festering into frustration and anger — and calling for change. The things that need to change, Seline says, includes growing investment and innovation in resilience solutions.

"As a fourth generation Houstonian, it's just so hard to see my hometown get hit persistently with a lot of these weather and other type of disasters," Seline says.

These unprecedented disasters — which are of course occurring beyond Houston and Texas — have also sparked a growing interest in change for insurance companies that have lost a trillion dollars on the United States Gulf Coast over the past seven years, Seline says. Something has got to change regarding preparation and damage mitigation.

Creating conversations about change is exactly what Seline and the Resilience Innovation Hub, which is based out of The Cannon Tower in downtown Houston, is focused on. Following all these catastrophic events, the industry is overwhelmed with data — and now is the time to put it to use on innovation and tech solutions.

"We are drowning in data and hungry for intelligence — actionable intelligence," Seline says, adding that now innovators and entrepreneurs are taking on this data and creating solutions.

The challenge then becomes convincing decision makers to pivot from what they know and are comfortable with to what they don't know and what they aren't comfortable with.

And, Seline says on the show, that needs to happen across the board — from public and private companies to government entities and nonprofits both locally and beyond.

"I think that it's time to flip this on its head and say to the world, 'we got it.,'" Seline says. "Because we know these challenges, we are opening the world to the best ideas to be piloted and demonstrated. All I ask is that we get elective and appointed officials who are open to ideas and solutions. That's how innovation occurs."

Listen to the full interview below — or wherever you stream your podcasts — and subscribe for weekly episodes.