Houston-to-Dallas high-speed train hires major international operator

All aboard

The high-speed train is chugging along. Rendering courtesy of Texas Central

The high-speed railroad from Houston to Dallas has acquired a key new player that will run day-to-day operations.

Renfe, an international railway company based in Spain, has been hired by Texas Central, the project developers, as the train's operating partner. The selection of Renfe as an operating partner marks another major step forward for the Houston-to-North Texas high-speed railroad.

Texas Central CEO Carlos Aguilar says in a statement that Renfe was chosen after a review of the best railroad operators in the world.

"Renfe has established a reputation for excellence in railroad operation in Spain and across the world, and we welcome them aboard," Aguilar says. "With their decades of expertise, they were a natural fit to join our other partners. Having the operator, the design build, and technology teams all on board and able to collaborate will ensure all aspects of the railroad are integrated and efficient."

A release calls Renfe "one of the world's most significant railways operators," running 5,000 trains daily on 7,500 miles of track. The company is integral to the transport system in its home base of Spain, handling more than 487 million passengers and 19.6 million tons of freight moved in 2017.

Renfe, in partnership with Adif, which manages Spanish railway infrastructure, will be responsible for running the trains; maintaining system components, such as engines, signals, and other equipment; and overseeing ticketing, passenger loyalty programs, and other services.

It will also provide technical advice on the design and construction of the Texas train and assist in the further development of Texas Central's operation and maintenance plans, preparing the railroad for passenger service.

Renfe is one of the biggest companies in Spain, employing nearly 14,000 people and recording revenues of 3.6 billion euros in 2017. Its high-speed systems were used by more than 36 million passengers in 2017. In March, Renfe announced that it had posted a net profit of 70 million euros in 2017, thanks in part to a jump in the number of its high-speed passengers, chalking up five consecutive years of growth.

Renfe president Isaías Táboas says the deal is a boon for Texas and for the Spanish railway industry.

"Texas Central represents a large high-speed train project in a country with high-growth potential, for which the Spanish experience will be of great help," he says. "Both Renfe Operadora and Adif have accumulated years and miles of high-speed railway development with professional teams, extensive experience, and specialized knowledge. We are committed to the success of Texas Central in improving the mobility of Texans and others in the U.S."

The agreement comes about a week after Texas Central engaged multinational firm Salini Impregilo ­– operating in the U.S. market with The Lane Construction Corporation – to lead the civil construction consortium that will build the passenger line, including viaducts, embankments, and drainage.

Spain's first high-speed line between Madrid and Seville was dedicated in 1986 and Renfe's first high-speed service connected the cities in 1992.

Its second high-speed line, from Madrid to Barcelona, was completed in 2007. Renfe also operates high-speed service from Barcelona to Paris, Lyon, and Toulouse in France. Among other major international projects, Renfe operates the recently opened high-speed train between Mecca and Medina, in Saudi Arabia.

The 200-mph train will link Houston and Dallas in 90 minutes, with a midway stop in the Brazos Valley.

The Texas train will be based on the latest generation of Central Japan Railway's Tokaido Shinkansen train system, the world's safest mass transportation system. It has operated for more than 54 years with a perfect record of zero passenger fatalities or injuries from operations, and an impeccable on-time performance record.

Texas Central and its partners are refining and updating construction planning and sequencing, guided by the Federal Railroad Administration's recently released draft environmental impact statement. The FRA now is working on a final environmental review that will help determine the project's timeline and final route.

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This story originally appeared on CultureMap.

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Houston urban agricultural nonprofit gears up for opening of new farm in Second Ward

GROWING FOR GOOD

Small Places, a Houston-based urban agricultural nonprofit, is looking forward to putting down roots beyond the fresh vegetables they grow in the East End.

After securing a 40-year land agreement with Harris County, the organization, which provides produce to families facing food insecurity in the Second Ward, is expecting to open their new farm in February 2025. Small Places’ founders hope the 1.5 acres of land named Finca Tres Robles, located at 5715 Canal Street, will be the beginning of Houston’s urban farming movement.

Founded in 2014 by brothers Daniel, Mark, and Thomas Garcia-Prats, Small Places was born out of the latter brother’s desire to work on an organic farm in his hometown of Houston. After farming in Maine, Iowa, and Nicaragua, Thomas had hoped to manage an urban farm but was unable to find a place. He then roped his brothers, who had no agricultural background at the time, into creating one.

“I joke that my journey in agriculture started the day we started out there. We didn’t grow up gardening or farming or anything of the sort,” says Daniel, Small Places’ director of operations. “It was a big learning curve, but how we approached it to our benefit was through our diverse set of backgrounds.”

Small Places began their need-based produce distribution programs through a partnership with nearby pre-school, Ninfa Lorenzo Early Childhood Center, providing food insecure families with fresh produce and later cooking lessons in 2017. When COVID-19 hit Houston in 2020, Daniel says Small Places pivoted towards becoming a redistribution center for their farming contacts who needed to offload produce as restaurants shut down, selling their crops through the organization. Their neighborhood produce program was then born, providing free boxes of produce to nearly 200 families in the East End at the pandemic’s peak.

“We found ourselves in the middle of two communities who were in need, one being people in our community who were losing jobs and were in need of food as well as our farming connections who were losing restaurant accounts,” Daniel explains.

Small Places grows a variety of vegetables at their East End based farm, selling them at a weekly farm stand. (Photo courtesy Small Places)Small Places grows a variety of vegetables at their East End based farm, selling them at a weekly farm stand. (Photo courtesy Small Places)

Small Places currently assists 65 families living predominantly within two miles of their original location and they recently restarted their programming with Ninfa Lorenzo Early Childhood Center, and accepts Supplemental Nutrition Assistance Program benefits (SNAP) at their farm stand. Daniel says once Finca Tres Robles opens, Small Places plans to bring back cooking classes and educational seminars on healthy eating for which his brother Mark, a former teacher, created the original curriculum. The farm will also have a grocery store stocked with Finca Tres Robles' produce and eventually food staples from local vendors.

“Being social and preparing a meal can be fun, interesting, and delicious. Being able to pull all of that into a program was really important for us,” Daniel explains.

Farming successfully in the middle of Houston for their subsidized programs and produce market requires Small Places’ team to be strategic in their operations. Using his background in engineering and manufacturing, Daniel says they’ve closely monitored trends in which crops perform the best in Houston’s varied, humid climate over the past decade.

They also follow Thomas’s philosophy of allowing nature to work for them, planting crops at times when specific pests are minimal or integrating natural predators into their environment. And lots of composting. Daniel says they accept compostable materials from community members, before burying the raw organic matter in the earth in between their plant beds, allowing it to mature, then later using it to nourish their crops. Daniel says he and his co-founders hope to see more community-focused, sustainable operations like theirs spring up across Houston.

“Small Places is about hopefully more than one farm and really trying to turn urban agriculture and a farm like ours from a novel thing into something that’s just a part of communities and the fabric of Houston for generations to come,” Daniel says.

Houston female-focused health tech accelerator names top companies at annual event

you go girls

A Houston organization that accelerates and supports female founders leading innovative health tech startups has concluded its 2024 program with the announcement of this year's top companies.

Ignite Health, an accelerator founded in 2017 by longtime Houston health care professional Ayse McCracken, named its 2024 winners at its annual Fire Pitch Competition in Houston last month. The companies pitched health tech solutions across lung health, renal therapy, breastfeeding tech, and more.

"This year’s competition was a culmination of passion, innovation, and hard work from the top startups in our 2024 Accelerator Program," reads a LinkedIn post from Ignite. "These trailblazing founders earned their spot on the stage by demonstrating exceptional leadership and the potential to revolutionize the healthcare industry with their solutions and devices."

First place winner was Sarah Lee, CEO and co-founder of Relavo, a New York-based company that's making home dialysis more effective, safer, and more affordable. Lee accepted awards from Johnson & Johnson and Wilson Sonsini Goodrich & Rosati.

Therese Canares, CEO and founder of CurieDx, took second place and won its awards from SWPDC - Southwest National Pediatric Device Innovation Consortium and Wilson Sonsini. CurieDx, based in Baltimore, Maryland, is creating remote diagnostic tools using smartphone technology.

In third place is Andrea Ippolito, CEO and founder of SimpliFed, a company focused on democratizing access to baby feeding and breastfeeding services through virtual care that's covered by insurance. The startup won awards from Texas Children's Hospital and Wilson Sonsini Goodrich & Rosati.

Three other finalists won other awards, including:

  • Kadambari Beelwar, CEO and co-founder, Henderson, Nevada-based Truss Health, which created an AI-powered sensor fusion platform that's designed to detect early signs of infection, won an award presented by Memorial Hermann Health System and Golden Seeds
  • Mimi Gendreau Kigawa, CEO and co-founder of New York-based Zeph Technologies, an AI-lung care company with technology for clinicians to deliver pulmonary care to patients with chronic respiratory disease, won an award presented by CU Innovations and Houston Methodist
  • Ashley Yesayan, CEO and co-founder, New York-based OneVillage, a software platform meant to support patients and family members through trying health events, won an award presented by CU Innovations

The companies were evaluated by the 2024 judges, which included: Allison Rhines, head of JLABS Houston; Andrew Truscott, global health technology lead at Accenture; Angela Shippy, senior physician executive at Amazon Web Services; Kimberly Muller, executive director of CU Innovations at University of Colorado Anschutz Medical Campus; Myra Davis, chief innovation and information officer at Texas Children's Hospital; and Winjie Tang Miao, senior executive vice president and COO of Texas Health Resources.

Houston expert: Balancing flexibility, accountability, and performance in a hybrid world

guest column

Amazon, Salesforce, and Nike are just a few companies making headlines in 2024 for requiring employees to return to the office.

At the same time, technology is evolving, automation and efficiency gains are taking center stage, and employees continue to seek greater flexibility. This has fueled the debate around the future of where work gets done in 2025 and beyond.

Proponents of a remote or hybrid work model believe it leads to increased employee productivity, higher job satisfaction, and access to a larger talent pool. Detractors have a different viewpoint – suggesting employee isolation is greater, cyber security concerns are more complex to manage, and it’s hard to accurately evaluate employee performance.

So, what’s the answer?

The future of work lies in harnessing the power of the employer/employee relationship. This involves establishing clear guidelines for what working “looks like” inside and outside the company, measuring performance tied to company goals, and holding leaders and employees accountable for how these interactions occur.

A remote work policy helps establish clear guidelines. For example, should business cameras be on for all meetings? What is considered an acceptable business casual dress code? Can pets be on screen? Addressing the issues around a remote workspace, how to interact during a meeting, and what to wear helps to define company expectations and how you would like your business to be represented.

Formal performance management tools and processes have been in place for decades. While an annual event is important, encouraging managers and employees to have regular and structured performance conversations and share transparent feedback (regardless of where they work) helps you celebrate what’s exceptionally good, acknowledge what’s on track, and quickly course correct when needed.

Accountability in the remote work environment goes both ways, and leaders must model the behaviors they expect from employees. When the rule is cameras on, that means everyone, regardless of their title. When you’ve established working hours, be available to take the call or respond to the Teams chat within a reasonable timeframe. And when you need to be away from work, set expectations for when and how to reach you.

So, where is the best place to start when updating or establishing guidelines? First, review your key business objectives and work out what’s required to support the successful achievement of those goals. Design your remote and/or hybrid model around those objectives and place employees at the forefront of that design.

If you think about it, it’s no different than being in the office. You expect your employees and managers to show up, be fully present, and hold themselves accountable. That should be the expectation no matter where you “sit.”

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Michelle Mikesell is the chief people officer at Houston-based G&A Partners.

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