4 startups pitch at virtual demo day for Houston accelerator program

resillience

The second cohort of The Ion Smart and Resilient Cities Accelerator hosted a day full of thought leadership and startup pitches. Photo by Shobeir Ansari, Getty Images

In light of COVID-19, it is more relevant than ever to discuss and support startups with sustainability and resiliency in mind. At The Ion Smart and Resilient Cities Cohort 2 Demo Day, a virtual audience was reminded of that.

"So, 2020 has certainly been a year of unprecedented uncertainty and change for Houston, for Texas, for our country, and for our world," says Christine Galib, director of the accelerator. "The past few months in particular have been especially difficult as the global pandemic and civil unrest continue to spotlight systemic and structural scars on the face of humanity."

The virtual event was streamed on July 1 and hosted several thought leaders and presenters before concluding with pitches from four of the cohort companies.

"Through it all, and in a virtual world, Cohort 2 startups, the mentors, and our Ion team have been the change we wish to see in the world," Galib continues. "For these startups, failure is simply not an option — and neither is going at it alone."

Earlier this year, Galib announced the second cohort would be focused on solutions for Houston's air quality, water purification, and other cleantech needs. The program, backed by Intel, Microsoft, and TX/RX, launched on Earth Day and commenced shortly after. Cohort 3 is expected later this year.

Here are the four companies that pitched and the problems they are trying to solve.

Re:3D

re:3D was founded just down the street from NASA's Johnson Space Center to address the need for a mid-market 3D printing solution. The Houston-based startup also wanted to create their 3D printer that operates on recycled plastics in order to prevent excess waste.

"Where some see trash, we see opportunity," Charlotte Craff, community liaison at Re:3D says in her presentation.

Re:3D's clients can get their hands on their own Gigabot for less than $10,000, and the printer uses pellets and flakes from recycled plastics —not filament — to print new designs. Clients are also supported by the company with design software and training.

"We can help the city of Houston help meet its climate action and resilient city goals by transforming the way people think about recycling," Craff says about Re:3D's future partnerships with the city.

Water Lens

While two-thirds of the world is covered in water, only 0.7 percent is drinkable. And of that fresh water, 92 percent of it is used in agricultural and industrial settings. This is how Keith Cole, CEO and founder of Water Lens, set the scene for his presentation.

Water Lens, which is based in Houston with a lab located in Austin, wants to solve the problem of cities and countries running out of fresh, drinkable water by equipping huge water-using companies with a water testing tool.

"We've developed a system to let anyone test any water literally anywhere in the world," Cole says, citing clients like ExxonMobil, Shell, and Halliburton.

S2G Energy

S2G Energy, based in Mexico, is focused on optimizing energy management in order to digitize, empower, and unlock potential for cost-saving efforts and technology.

In his pitch, Geronimo Martinez, founder of S2G Energy, points out that restaurants, commercial buildings, and other adjacent industries can save money by implementing energy management solutions that come out of S2G Energy's expertise. In Mexico, Martinez says, clients include the top two restaurant chains that — especially during COVID-19 — need optimization and cost saving now more than ever.

Eigen Control

A refinery's distillation columns are expensive — their fuel use accounts for 50 of operating costs, says Dean Guma, co-founder and CEO of Houston-based Eigen Control.

Guma explains in his pitch how Eigen Control's technology can plug into existing sensors, model networks based on data, and employ the startup's artificial intelligent technology to reduce carbon emissions and save money on operating costs.

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Houston tech companies have raised over $466M so far this year, new report finds

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This year might be a wash for a lot of things, but according to a new fundraising report from Houston Exponential, the Bayou City has seen an increase in funding this year compared to 2019.

The HTX Funding Review found that Houston startups raised $466.33 million across 46 deals between January and July — compared to $437 in the same time frame last year. While the increase seems marginal, it's important to consider the effect of the pandemic and the few months of troubles for the oil and gas industry.

The 7 percent increase in funding is impressive compared to the national average of 2.5 percent, according to the report, which was organized by Serafina Lalany, HX chief of staff. Eighteen later stage deals made up for 76 percent of the total money raised, indicating key growth for the ecosystem.

"This expansion in Houston's relatively new and booming tech innovation ecosystem shows a strength and resilience that is really exciting," says Harvin Moore, president of HX, in the report. "We are seeing a maturation of our very young ecosystem, as rapidly growing tech companies increasingly access later stage venture capital, which often comes from outside the local area."

The report calls out 11 deals — ranging from angel to late stage — that have occured in Houston to date in 2020:

  • Preventice Solutions, a medical device company, raised a $137 million series B led by Palo Alto-based Vivo Capital along with support from existing investors, including Merck Global Health Innovation Fund, Boston Scientific, and the Samsung Catalyst Fund.
  • Fintech and software-as-a-service company HighRadius raised a $125 million series B led by ICONIQ Capital, with participation from existing investors Susquehanna Growth Equity and Citi Ventures.
  • Liongard, a SaaS company, raised a $17 million series B led by TDF Ventures, Integr8d Capital, and private investors.
  • Base Hologram, a provider of hologram concert experience, raised $15.4 million in an outsized angel round this past May.
  • ThoughtTrace, another SaaS company, raised $10 million in a series B led by McRock Capital and existing investors, as well as Chevron Technology Ventures.
  • Renewable energy company Quidnet also raised a $10 million series B. Bill Gates-backed Breakthrough Energy Ventures and Canada-based Evok Innovations, which both previously invested in the company, contributed to the round.
  • SmartAC.com emerged from stealth mode with a $10 million series A fundraising announcement.
  • Retina AI, an AI company focused on diagnostics for diseases such as diabetic retinopathy from pictures of the retina, raised $4.1 million in an angel round which closed mid-July.
  • E-commerce platform Goodfair raised $3.67 million from but the round was led by Imaginary, with support from MaC Venture Capital, Global Founders Capital, Willow Ventures, Watertower, Amplify.LA, Capital Factory, and Texas Ventures.
  • SecurityGate, a cybersecurity platform, raised funds from Houston Ventures in June, but wouldn't disclose how much.
  • Oil and gas software company, M1neral, raised $1.6 million pre-seed co-led by Amnis Ventures and Pheasant Energy, among a few other select investors and strategic partners.

While the pandemic has made funding and vetting new portfolio companies, Blair Garrou, managing director of Houston-based Mercury Fund, says venture capital firms are committed to backing the strongest startups already in their portfolio.

"We've seen many VCs focus on a 'flight to quality,'" Garrou says. "Specifically, VCs are focused more on making sure their best performing portfolio companies have cash, especially at the later stages, as well as investing in the later rounds of new deals that are clear over-performers during COVID."

Looking forward, the HX report predicts that fundraising growth will continue throughout the rest of the year.

"There are several very large local deals in final term sheet stage, and we expect full year 2020 to be the highest ever for venture capital in Houston; our ecosystem is really thriving," says Moore in the report.

Houston investor: Is this the golden age for B2B software?

Guest column

B2B software as a service, or SaaS, founders entered 2020 riding a wave of the longest economic expansion in United States history. Valuations increased to new highs, funding rounds continued getting larger at each stage, and forecasts went up and to the right fast. But then, March hit.

Quickly and seemingly out of nowhere, headlines became dominated by apocalyptic predictions of death, record levels of unemployment, shocking economic forecasts of GDP contraction, historic mass layoffs and furloughs, and unprecedented multi-trillion dollar economic stimulus packages. For founders every instinct began screaming to cut costs and hunker down.

But should B2B SaaS founders cut their organizations right now? Through analyzing a few key events and looking to the evidence in the market today, founders can develop a strategy for growing during this crisis. Not only is growth cheaper for most B2B SaaS against the backdrop of economic meltdown, but with the majority following a hunker-down instinct, a growing B2B SaaS firm will compare very favorably against a landscape of stale and stagnant competitors.

Reviewing the 1918 Spanish Flu Pandemic and the 2008 downturn

While the health implications vary widely between the current pandemic and the 1918 flu epidemic, the economic reactions share many similarities. The US response to 1918 was just as fractured as the states' reactions to COVID have been this year. As cities and states in 1918 shut down commerce to stem the spread of the flu, economic contraction quickly gave way to rebound, the so called "V-shaped recovery," despite the Spanish Flu having much higher death rates among working individuals than COVID-19.

There are major differences between 1918 and 2020, however. First, there is untapped potential in technology to replace workers. As businesses look for ways to cut costs, expect them to aggressively turn to automation, ultimately depressing real wages. Second, the 1918 response did not include shutdown measures as draconian as those we are experiencing in 2020. This could lead to permanent output loss across a wide range of industries, increasing real prices just as real wages decline. And third, the trillions of dollars in federal economic relief are unlike anything attempted in 1918.

The 2008 downturn that nearly brought the financial sector to a halt rippled through the economy as businesses in a wide range of industries made steep cuts to operations and capital expenditures. Despite this dangerous environment, SaaS firms increased profitability and continued to grow revenues each quarter. Growth slowed but remained positive while most other companies experienced absolute declines in revenue.

Customer acquisition for SaaS businesses usually gets more efficient during downturns, driving the potential for faster growth. The performance of all publicly traded B2B SaaS firms during 2008 illustrated in Figure 1 above proves the resilience of this category during a recession. While revenue continued to grow, profitability rose from a 10 percent loss on average to a 5 percent gain on average by 2010. This is likely due to firms freezing salaries and hiring and perhaps cutting down the sales and marketing budgets.

Downturn case study: Salesforce

Salesforce entered the downturn as a category leader in B2B SaaS with nearly $500M in revenue in 2007 and $3.5 million in operating losses. Throughout 2008, the company grew revenues by 51 percent to $748 million and operating profit surged to $20.3 million. And in 2009, the company repeated this stellar performance by growing revenues 44 percent to $1,077M and operating profit to $63 million. These results occurred against the backdrop of a global financial downturn and with a product focused on helping people sell more effectively (not something one would expect would sell well during a free-fall recession).

The revenue growth throughout those years followed the growth in sales and marketing spend. In 2008, the company grew sales and marketing by 49 percent, driving 51 percent revenue growth at about $1.50 of sales expense per $1 of recognized revenue added. In 2009, the company grew sales and marketing 42 percent resulting in 44 percent revenue growth at $1.63 of sales expense per $1 of recognized revenue. By 2010, the sales growth advantage was gone and Salesforce not only dropped its expense growth rate but also reverted to spending $2.64 per $1 of new revenue added.


Looking at these results Salesforce executed on the growth opportunities in 2008 and 2009 by ramping up sales expenses. The relative cost to acquire customers in 2008 and 2009 compared to 2010 proved significantly cheaper (approximately 40 percent less expensive). When faced with an advantage like that, every founder should charge ahead.

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Andrew Smith is vice president of Houston-based Golden Section Venture Capital.

Dive deep into Deloitte's artificial intelligence findings

Real Intelligence

As AI adoption grows, how are companies working to manage risk and stay ahead of the pack? Deloitte's third annual survey suggests how leaders' thinking is changing as applications become pervasive throughout the organization.

For the third straight year, Deloitte surveyed executives about their companies' sentiments and practices regarding AI technologies.

Of particular interest is understanding what it will take to stay ahead of the pack as AI adoption grows, and how adopters are managing risk around the technologies as AI governance, trust, and ethics become more of a boardroom issue.

Continue reading this article on Deloitte's website to explore the global key insights such as why the early adopter phase is ending and what it might take to stand out when AI becomes ubiquitous.

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This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.

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