University of Houston: Tips for building an innovative team

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You've heard the adage that "teamwork makes the dream work," but how do you make that dream team a reality? Graphic by Miguel Tovar/University of Houston

"Teamwork makes the dreams work". The well-known phrase has been overused as a company motto. Yet, it remains true and always will.

Haven't heard it? Maybe you've heard, "If everyone is moving forward together, then success takes care of itself," a quote by Henry Ford. Or maybe, "differences of habit and language are nothing at all if our aims are identical and our hearts are open," which was said by Albus Dumbledore in "Harry Potter and the Goblet of Fire" by J.K. Rowling.

Regardless of who said them, all these quotes emphasize the importance of teamwork and working towards a common goal. Several business owners in academia have also attested to this fact.

The co-founders of Advanced Codex Solutions offer some advice to help faculty entrepreneurs build an innovation team.

The key to success

Tarun Wadhawan, Ph.D., a University of Houston alum, team lead at Schlumberger and co-founder of Advance Codex Solutions, said that the key to success is to build the right "tribe" around you. He mentioned that, in prior business endeavors, he failed to make a team that could see his vision, which made that vision hard to accomplish.

"My last company included a couple of extremely talented students who were able to develop business plans and win national competitions. However, the company failed because other members had different aspirations and priorities," said George Zouridakis, Ph.D., the Associate Dean for Research and Graduate Studies in the College of Technology at UH and co-founder of Advanced Codex Solutions.

Even if a majority of the team is talented and dedicated to the vision, the company only succeeds if the entire innovation team is on the same page.

A strong innovation team is the first step to a startup's success. In his "9 Traits The Most Successful Innovation Teams Have In Common" blog, JC Grubbs, founder of Tandem, said, "an innovation team's primary objective is to pioneer something new at a company—a product, a process, a pivot, etc. The team assembles and examines existing products and/or systems, and by leveraging their diverse knowledge and skillsets, ideates and executes improvements."

It takes a village

Not only does it take your immediate team for a company to be successful, it also takes resources outside of the company. Resources like: education, training and support from valuable programs. Let's call this the "extended team."

Your extended innovation team also needs to share your values and understand your vision in order to help the company move forward. The wrong resource won't help you and will waste your time.

Courtney Queen, Ph.D., an assistant professor at Texas Tech University in the Graduate School of Biomedical Sciences and co-founder of Advanced Codex Solutions, referred to the National Science Foundation Innovation Corps as one valuable program.

"Other agencies have similar programs, but the exact idea is to provide faculty with the knowledge and skills to truly accomplish that final translational research piece to benefit society.," Queen said. "The I-Corps programs are definitely beneficial and helped to move Advanced Codex Solutions forward with the business aspects of our development. I would say, though, the very valuable stages of Ideation are critical for success as well, and shouldn't be overlooked as a part of the process."

Zouridakis thanks the UH Office of Technology Transfer and Innovation for their help. "They are incredibly knowledgeable and helped us clear up several issues related to technology commercialization and intellectual property", he said.

According to Wadhawan, one of the biggest obstacles to starting a business is getting in front of the right people and getting beneficial feedback.

Become a partner

If starting a company from scratch seems like a daunting task, there are other options. Zouridakis says to know your strengths, weaknesses and your limitations because at the end of the day, being a university professor, you don't have a lot of time outside of the classroom. Also, according to Zouridakis, your access to resources may be limited and you may not even have the knowledge to know how to go about achieving your idea.

"So, if an external investor wants to license your IP, develop it further, and commercialize it with you as a partner, please let go of your 'baby' — yes, you could develop your idea better and make it match your vision exactly, but you need to make sure you can commit the time, the resources, and the effort needed all within a short period of time. Wishful thinking does not count," Zouridakis said.

He also notes that "patience is a virtue; be persistent, be ready for rejection, and embrace failure; but never lose sight of the goal."

What's the big idea?

Teamwork really does make the dream work.

If you're a faculty member in academia and you're thinking about starting your own company, make sure you build a great innovation team that shares your values, understands your vision and wants to see the company succeed. Even with a strong team behind you, it may be beneficial to seek outside resources to help push your business forward. Also, if being a professor is already enough work for you, consider an external investor that can license your IP.

No matter what you do, as long as you have a good team to support you, you'll be okay.

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This article originally appeared on the University of Houston's The Big Idea. Cory Thaxton, the author of this piece, is the communications coordinator for The Division of Research.

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

Here's what Houston startups need to keep in mind when building their teams

Guest column

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 neighbor named richest small town in Texas for 2025

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Affluent Houston neighbor Bellaire is cashing in as the richest small town in Texas for 2025, according to new study from GoBankingRates.

The report, "The Richest Small Town in Every State," used data from the U.S. Census Bureau's American Community Survey to determine the 50 richest small towns in America based on their median household income.

Of course, Houstonians realize that describing Bellaire as a "small town" is a bit of misnomer. Located less than 10 miles from downtown and fully surrounded by the City of Houston, Bellaire is a wealthy enclave that boasts a population of just over 17,000 residents. These affluent citizens earn a median $236,311 in income every year, which GoBankingRates says is the 11th highest household median income out of all 50 cities included in the report.

The average home in this city is worth over $1.12 million, but Bellaire's lavish residential reputation often attracts properties with multimillion-dollar price tags.

Bellaire also earned a shining 81 livability score for its top quality schools, health and safety, commute times, and more. The livability index, provided by Toronto, Canada-based data analytics and real estate platform AreaVibes, said Bellaire has "an abundance of exceptional local amenities."

"Among these are conveniently located grocery stores, charming coffee shops, diverse dining options and plenty of spacious parks," AreaVibes said. "These local amenities contribute significantly to its overall appeal, ensuring that [residents'] daily needs are met and offering ample opportunities for leisure and recreation."

Earlier in 2025, GoBankingRates ranked Bellaire as the No. 23 wealthiest suburb in America, and it's no stranger to being named on similar lists comparing the richest American cities.

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This article originally appeared on CultureMap.com.

How a Houston startup is taking on corrosion, a costly climate threat

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Corrosion is not something most people think about, but for Houston's industrial backbone pipelines, refineries, chemical plants, and water infrastructure, it is a silent and costly threat. Replacing damaged steel and overusing chemicals adds hundreds of millions of tons of carbon emissions every year. Despite the scale of the problem, corrosion detection has barely changed in decades.

In a recent episode of the Energy Tech Startups Podcast, Anwar Sadek, founder and CEO of Corrolytics, explained why the traditional approach is not working and how his team is delivering real-time visibility into one of the most overlooked challenges in the energy transition.

From Lab Insight to Industrial Breakthrough

Anwar began as a researcher studying how metals degrade and how microbes accelerate corrosion. He quickly noticed a major gap. Companies could detect the presence of microorganisms, but they could not tell whether those microbes were actually causing corrosion or how quickly the damage was happening. Most tests required shipping samples to a lab and waiting months for results, long after conditions inside the asset had changed.

That gap inspired Corrolytics' breakthrough. The company developed a portable, real-time electrochemical test that measures microbial corrosion activity directly from fluid samples. No invasive probes. No complex lab work. Just the immediate data operators can act on.

“It is like switching from film to digital photography,” Anwar says. “What used to take months now takes a couple of hours.”

Why Corrosion Matters in Houston's Energy Transition

Houston's energy transition is a blend of innovation and practicality. While the world builds new low-carbon systems, the region still depends on existing industrial infrastructure. Keeping those assets safe, efficient, and emission-conscious is essential.

This is where Corrolytics fits in. Every leak prevented, every pipeline protected, and every unnecessary gallon of biocide avoided reduces emissions and improves operational safety. The company is already seeing interest across oil and gas, petrochemicals, water and wastewater treatment, HVAC, industrial cooling, and biofuels. If fluids move through metal, microbial corrosion can occur, and Corrolytics can detect it.

Because microbes evolve quickly, slow testing methods simply cannot keep up. “By the time a company gets lab results, the environment has changed completely,” Anwar explains. “You cannot manage what you cannot measure.”

A Scientist Steps Into the CEO Role

Anwar did not plan to become a CEO. But through the National Science Foundation's ICorps program, he interviewed more than 300 industry stakeholders. Over 95 percent cited microbial corrosion as a major issue with no effective tool to address it. That validation pushed him to transform his research into a product.

Since then, Corrolytics has moved from prototype to real-world pilots in Brazil and Houston, with early partners already using the technology and some preparing to invest. Along the way, Anwar learned to lead teams, speak the language of industry, and guide the company through challenges. “When things go wrong, and they do, it is the CEO's job to steady the team,” he says.

Why Houston

Relocating to Houston accelerated everything. Customers, partners, advisors, and manufacturing talent are all here. For industrial and energy tech startups, Houston offers an ecosystem built for scale.

What's Next

Corrolytics is preparing for broader pilots, commercial partnerships, and team growth as it continues its fundraising efforts. For anyone focused on asset integrity, emissions reduction, or industrial innovation, this is a company to watch.

Listen to the full conversation with Anwar Sadek on the Energy Tech Startups Podcast to learn more:

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Energy Tech Startups Podcast is hosted by Jason Ethier and Nada Ahmed. It delves into Houston's pivotal role in the energy transition, spotlighting entrepreneurs and industry leaders shaping a low-carbon future.

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

These 50+ Houston scientists rank among world’s most cited

science stars

Fifty-one scientists and professors from Houston-area universities and institutions were named among the most cited in the world for their research in medicine, materials sciences and an array of other fields.

The Clarivate Highly Cited Researchers considers researchers who have authored multiple "Highly Cited Papers" that rank in the top 1percent by citations for their fields in the Web of Science Core Collection. The final list is then determined by other quantitative and qualitative measures by Clarivate's judges to recognize "researchers whose exceptional and community-wide contributions shape the future of science, technology and academia globally."

This year, 6,868 individual researchers from 60 different countries were named to the list. About 38 percent of the researchers are based in the U.S., with China following in second place at about 20 percent.

However, the Chinese Academy of Sciences brought in the most entries, with 258 researchers recognized. Harvard University with 170 researchers and Stanford University with 141 rounded out the top 3.

Looking more locally, the University of Texas at Austin landed among the top 50 institutions for the first time this year, tying for 46th place with the Mayo Clinic and University of Minnesota Twin Cities, each with 27 researchers recognized.

Houston once again had a strong showing on the list, with MD Anderson leading the pack. Below is a list of the Houston-area highly cited researchers and their fields.

UT MD Anderson Cancer Center

Ajani Jaffer (Cross-Field)
James P. Allison (Cross-Field)
Maria E. Cabanillas (Cross-Field)
Boyi Gan (Molecular Biology and Genetics)
Maura L. Gillison (Cross-Field)
David Hong (Cross-Field)
Scott E. Kopetz (Clinical Medicine)
Pranavi Koppula (Cross-Field)
Guang Lei (Cross-Field)
Sattva S. Neelapu (Cross-Field)
Padmanee Sharma (Molecular Biology and Genetics)
Vivek Subbiah (Clinical Medicine)
Jennifer A. Wargo (Molecular Biology and Genetics)
William G. Wierda (Clinical Medicine)
Ignacio I. Wistuba (Clinical Medicine)
Yilei Zhang (Cross-Field)
Li Zhuang (Cross-Field)

Rice University

Pulickel M. Ajayan (Materials Science)
Pedro J. J. Alvarez (Environment and Ecology)
Neva C. Durand (Cross-Field)
Menachem Elimelech (Chemistry and Environment and Ecology)
Zhiwei Fang (Cross-Field)
Naomi J. Halas (Cross-Field)
Jun Lou (Materials Science)
Aditya D. Mohite (Cross-Field)
Peter Nordlander (Cross-Field)
Andreas S. Tolias (Cross-Field)
James M. Tour (Cross-Field)
Robert Vajtai (Cross-Field)
Haotian Wang (Chemistry and Materials Science)
Zhen-Yu Wu (Cross-Field)

Baylor College of Medicine

Nadim J. Ajami (Cross-Field)
Biykem Bozkurt (Clinical Medicine)
Hashem B. El-Serag (Clinical Medicine)
Matthew J. Ellis (Cross-Field)
Richard A. Gibbs (Cross-Field)
Peter H. Jones (Pharmacology and Toxicology)
Sanjay J. Mathew (Cross-Field)
Joseph F. Petrosino (Cross-Field)
Fritz J. Sedlazeck (Biology and Biochemistry)
James Versalovic (Cross-Field)