Work & Mother has opened its latest location in downtown Houston. Photo courtesy of Work & Mother

As companies roll out back-to-work plans for the new year, one subset of workers' needs might be overlooked: new, breastfeeding mothers. However, one Houston startups is looking out for them with a new downtown location.

Work & Mother Services LLC creates and manages a suite of breastfeeding rooms and support equipment — along with a booking smartphone app, and has officially opened its new suite at Three Allen Center. The new facility has 10 private rooms, each equipped with a hospital grade pump, milk storage bags and other supplies; cleaning and sanitizing stations; lockers; refrigeration options; and more.

Work & Mother takes a professional and spa-like approach to a daily, usually dreaded task new moms take on, while also allowing the employer a chance to provide its employees a necessary amenity.

"Pumping at work has always been incredibly hard for mothers. Now, with the pandemic, there are the added complications of germ spread, closed community spaces, and repurposed wellness rooms, which makes pumping at work nearly impossible. Yet, most employers still have a legal obligation to provide a proper space for nursing mothers," says Abbey Donnell, founder and CEO of Work & Mother, in a news release.

Per the Fair Labor Standards Act Section 7(r), companies with 50 or more employees are required to provide "a place, other than a bathroom, that is shielded from view and free from intrusion from coworkers and the public, which may be used by an employee to express breast milk." Companies that aren't in compliance with Section 7(r) — and lack the resources to do so — can either purchase individual or company memberships to Work & Mother.

Brookfield Properties, which is the management company over Allen Center, has now helped its tenants have access to a facility that will help them be compliant.

"Brookfield Properties is deeply committed to creating highly amenitized work environments for our tenants," says Travis Overall, executive vice president and head of the Texas Region for Brookfield Properties. "We have a strong presence of working mothers at the Allen Center campus, which requires thoughtfully curated wellness amenities, such as Work & Mother. We look forward to having this valuable resource readily available for our working mothers once it opens."

Work & Mother has opened other locations downtown, including one at 712 Main St., but the new location at Three Allen Center, designed by PDR Corp., is the latest.

"It's been a great experience to partner with Brookfield Properties on this project, it's clear that they truly care about their tenants. The space at Allen Center is a beautiful, professional amenity that enables working mothers of the buildings and surrounding area to pump safely and with dignity," says Donnell.

Next year, Work & Mother plans to open its first non-Houston location in Austin.

Private rooms

Photo courtesy of Work & Mother

The new facility in Three Allen Center has 10 private rooms, and mothers can book on the Work & Mother app.

In these highly divisive times, it can be a struggle to curb political discussions in the workplace. Miguel Tovar/University of Houston

How Houston companies big and small should approach politics in the workplace

Houston voices

Politics has always managed to find its way into the workplace. Casually popping up in conversation here and there. Usually reserved for the water cooler. It always managed to seep through the cracks like a gentle breeze. But, what was once just a breeze, has now become a tsunami.

Politics in the workplace doesn't just casually pop up anymore. In many respects, it has consumed it. According to Harvard Business Review writer Rebecca Knight, companies themselves are now taking political stances. With the advent of social media, political grandstanding is more prevalent and even encouraged in the workplace in many places, than ever before.

The problem is obvious. Few things are as divisive as politics. With emotions often running at a fever pitch, you're bound to see tension and friction in the workplace. Once it starts to disrupt business and the flow of work, it's time to rethink your company's approach to political discourse on the boss's dime.

Establish a policy for politics in the workplace

You have a right to free speech, even in the workplace. Read that again. Because it's completely WRONG.

You don't have a right to free speech in most workplaces. A private employer can and usually does establish a set of rules for politics in the workplace. If you're an employer and you don't want to completely ban political discussion, you can still establish policies to prevent the display of political support in the office. The golden rule here is to stay neutral. Don't highlight a specific political view or party or candidate over another.

"Talking politics can be tricky, but, like many things it's an unavoidable part of the workplace. Hold strong, the presidential race will be over (soon), and everyone will be back to talking shop (at least until inauguration)," said Lynze Wardle Lenio, in her article for The Muse.

Handling complaints

This depends on your particular company's policy on politics. Does your company prohibit all conversations about politics? Can your employees talk politics on lunch breaks? If someone is in violation of your policy, the first action should be to confront them privately and remind them of the policy.

"If your policy is more lax, you might want to encourage the complainant to respectfully ask the person engaged in political talk to take their conversation somewhere else," said Macy Bayern of TechRepublic.

"Never discipline an employee for having a different political opinion from another employee. The discipline should only come within the framework of the company's policy," she continued. Are they making someone uncomfortable? Are they wasting company time? Creating workplace hostility? These are all grounds for serious reprimanding.

Handling harassment

Now we're venturing into more serious territory. It's one thing to have complaints about people talking about an election out in the open. It's another to have complaints that someone was attacked for their political beliefs. "You're the employer. You have a responsibility to keep your employees safe above all else. That means protecting them from bullying," Bayern expressed.

This is a situation where you should be more firm in your reprimanding. Although it's not illegal per se, since political leanings aren't a protected class, you still want to nip this in the bud before it compromises the integrity of the entire office. The last thing you want is for employee morale to dip because of bullying. If allowed to go unpunished, this could easily spill over into bullying because of race, sex or religion. Then you have a legal problem.

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This article originally appeared on the University of Houston's The Big Idea. Rene Cantu, the author of this piece, is the writer and editor at UH Division of Research.

Far from irrelevant, today's workplace has evolved to support and foster precisely the behaviors and interactions that are missing in remote work. Photo via Getty Images

To office or not to office? Heading toward post-pandemic, that is the question for Houston workplace strategy

guest column

Since the advent of the modern office over a century ago, its design has continually evolved, adapting to new needs driven by changes in the ways people work.

COVID-19 introduced massive disruption to this steady evolution, displacing millions of office workers to fulfill their job roles from their homes. The question everyone is asking now is what happens after the pandemic — if we can all work from home, is the office irrelevant?

A mass remote work experiment

While many companies had tried some degree of remote work before the pandemic, the mass relocation to home during COVID was new territory for most. And the experiment has offered up something of an epiphany: work-from-home worked. People were able to carry out their job responsibilities, saving thousands of companies from having to shut down and sparing millions of people from job loss.

Now, based on the perceived success of WFH, many organizations are planning to greatly expand remote work, even after the pandemic has passed. Twitter was at the front of the pack in announcing they would allow some employees to work from home forever, and the list has continued to grow well beyond the tech sector.

Success depends on criteria

The lens through which we view this work-from-home period is important. Looked at as an emergency response, WFH can be deemed successful: it helped to flatten the transmission curve of the virus and protected employee lives.

But as we enter one of the most complex and challenging business climates in a century, survival will be about being competitive. And that fundamentally changes the criteria to judge working from home during COVID-19 and whether it should be expanded as a post-pandemic strategy. It raises the bar from "did work-from-home work?" to "did it work better?"; will increasing remote work help to deliver competitive advantage better than having people together in the workplace? That requires a deeper exploration.

Digital breadcrumbs

Work-from-home during COVID is, at heart, a technology story — from the platforms that virtually connected employees to networks and each other, to the embrace of video conferencing and the overnight ubiquity of the Zoom call. While they all existed before COVID, the pandemic acted as a catalyst for their widespread adoption.

Technology use leaves trails of data, like digital breadcrumbs, and many of the collaborative platforms and software providers are generously sharing their data comparing use patterns before and during COVID. So while not too long ago our evaluative methods for this unprecedented period of remote work would have relied largely on subjective or anecdotal measures, today we're able to follow the breadcrumbs and arrive at a more objective understanding of how work changed in this shift from office to home.

What becomes abundantly clear is that it wasn't simply a location swap; we didn't just go about our jobs in the same way at home as we did in the office. There were fundamental and very impactful shifts in the way we worked, with significant implications for business performance.

For instance:

The number of meetings increased. While there is a wide range of percentage increases being reported, even just taking a more conservative estimate, from the National Bureau of Economic Research, the number of meetings went up by 13 percent as compared to pre-COVID patterns.

Meetings turned inward. Since people weren't together physically, they needed to check-in a lot more often. Internal meetings—those with people within the same company — increased to over 60 percent of overall weekly meetings during work-from-home, while meetings with people external to the organization decreased to just below 40 percent, according to analysis by a leading meeting software platform.

Meeting purpose changed. Meetings can largely be grouped into three categories: evaluative — considering options, making decisions; generative — brainstorming, creating new ideas; or organizational — coordinating tasks, reporting. Organizational meetings increased by nearly a third during the peak COVID lockdown.Put another way, during WFH, people had more meetings to talk about doing work and fewer meetings to actually do work.

Meetings got larger. The number of meeting attendees during WFH increased by 14 percent. When people are physically together in the office, more meetings are impromptu, typically involving two to four people. But when you plan meetings in advance, which people have to do when remote, there's a tendency to invite more people. Increasing participants changes meeting dynamics — the more people, the more formal, the more likely it's one-way communication.

Emails to coworkers increased. With the loss of a centralized office and face-to-face interactions, people increased both the number of internal emails they sent by 5.2 percent, as well as the number of people they included in emails by 2.9 percent.

Employees felt less informed. A smartsheet survey showed that despite the increase in virtual meetings and email communication, 60 percent of the workforce reported having a decreased sense of what's going on within their companies, revealing the isolating effect of remote work.

Productive time decreased. With the increase in number of meetings, large swaths of productive time were harder to come by. Calendar analysis revealed that fragmented time—short periods of unscheduled time between meetings—increased by 11 percent during COVID-19.While not ideal for anyone, fragmented time is especially problematic for non-managerial staff, whose job roles tend to entail more individual focus work; it only takes a few poorly spread out meetings to render a day largely unproductive. The result? The work day increased by as much as 3 hours at the height of WFH per Bloomberg report.

Video was a boon…and then quickly a bane. Video conference platforms saw exponential increase in use during COVID, and seemed at first to offer a close substitute for face-to-face meetings. But the way video is synthesized introduces distortions and lags, and even an undetectable misalignment of video and audio confuses the brain, making it work harder, as outlined in the New York Times.People found themselves exhausted after a day of video calls and the scientifically-verified phenomenon "Zoom Fatigue" was born.

Social capital decreased. Socializing has never been something people regularly schedule into their workday; it's very much an ad hoc work mode: a conversation on the elevator or chatting before and after meetings. Those types of unplanned interactions weren't possible working-from-home, and despite admirable attempts to interact virtually, 63 percent of workers reported spending less time socializing with colleagues, and already by April, 75 percent of people reported feeling less connected to coworkers.

Companies became more siloed. According to research by Ben Waber at Humanyze, during WFH we increased communication with our closest work colleagues — team members or close friends at work — by 33 percent. Communication with coworkers outside our inner circle, so-called "weak ties", dropped by nearly the same amount. The problem with that is interactions with weak ties are one of the most effective ways new ideas spread through an organization. When we talk to people we have don't know well or don't see often, it's just much more likely something new is shared.

Innovation is at risk

Taken individually, the changes to work patterns that occurred with WFH might not seem dire — work got done, if not ideally so. But layered on top of each other, the picture is more grim; we had more meetings and our days got more fragmented; we met less with people outside our company; internally, we met less to generate new ideas and more to just coordinate and organize tasks; we became more siloed, we socialized less and felt less connected to each other, and less aware of what was happening within our companies.

What that combination puts most at risk is innovation, arguably the thing companies are going to need most to face the challenges ahead. Nicholas Bloom, a professor of economics at Stanford and internationally recognized scholar on innovation, posits that while we were able to remain productive working-from-home, there may be a steep opportunity cost paid down the line: "I fear this collapse in office face time will lead to a slump in innovation. The new ideas we are losing today could show up as fewer new products in 2021 and beyond, lowering long-run growth."

The workplace advantage

The ways work changed when we tried to do it from home reaffirms why the workplace is even more relevant now, at a time when organizations are going to need to be firing on all cylinders. And it shows that we haven't just been working at the office to bide our time until technology allowed us to ditch it and work from home; we work at the office because doing so delivers higher performance.

Far from irrelevant, today's workplace has evolved to support and foster precisely the behaviors and interactions that are missing in remote work: bringing people together to work side-by-side, to be immersed in the culture of the organization, to socialize, to build trust, and to learn from each other.

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Erik Lucken is strategy director at San Francisco-based IA Interior Architects, which has projects and clients based in Houston.

According to new research, building strong bonds between a firm and its employees can be both helpful and harmful for business. Photo via Pexels

Rice research: Getting too comfortable affects innovation in the workplace

houston voices

In the relations between a company and its workers, is there such a thing as too much love?

Sadly for those enamored by affection, according to professors Balaji R. Koka and Robert E. Hoskisson from Rice Business and professor Eni Gambeta of the University of Cincinnati, the answer is yes.

In a study of innovation efforts across 271 U.S. manufacturing firms, the researchers found that how strong or weak the relationship was between a firm and its employees had a direct impact on not just the amount of innovation, but also the type. When relations were strong, innovation did increase — but only as long as that innovation happened within the business with, say, line extensions. More radical changes, ones that might upend the company culture, were less likely.

The notion of innovation prospering alongside good bonds between a firm and its people seems, of course, to make perfect sense. Happy workers aren't a bad thing. Past research shows that trust, workplace security and a system of rewards for imaginative solutions all affect in-house innovation the way food, vitamins and exercise function on human muscle. That is, they make it stronger.

But what about "distant search" innovation — ideas that aren't created in-house, but brought in from outside?

Though local innovation thrives amid rich company-worker bonds, these same relationships might erode efforts at finding innovation from external sources, the researchers hypothesized. In a culture with low turnover, as is likely the case in a happy firm, a homogenous information pool and a partiality for institutional knowledge could lead to the quest for innovation turning too far inward.

Why does this matter? Well, as the history of business has shown, being too comfortable can be a signal of decline. Radical, culture-changing innovation may be disturbing, but it can also lead to greater strength in the long run.

In the 271 firms the researchers studied, they found that, as they expected, strong company-worker bonds correlated to less exploratory innovation. And as external searches for innovation dwindled, local innovation efforts grew. Simply put, in the happy firms innovation that was unfamiliar and disruptive was less likely. Meanwhile, the firms with the weakest company-worker bonds had four times as many instances of distant-search innovation as those with the strongest bonds.

So what do these findings mean for company leaders?

A supplemental analysis, the researchers write, showed that while stronger employee-company bonds enrich a firm's overall productivity in innovation, they appear to harm a company's long-term valuation. Meanwhile, stronger employee-company relationships have a spillover effect onto other stakeholders (such as stronger customer-firm relationships), which leads to an even stronger focus on local innovation and less emphasis on exploring more disruptive innovation elsewhere.

Valuable distant-search innovation, in other words, appears to be at risk when company culture is healthiest. So how should leaders respond?

Not by returning to feudal work practices, the researchers stress. Intentionally treating employees badly, they note, eventually poisons all avenues of innovation. Instead, thoughtful leaders should keep treating workers with decency, knowing that a healthy culture is the bedrock of a firm's longevity.

But at the same time, the research suggests, managers of harmonious work cultures should anticipate soft spots in the search for outside ideas, and compensate for that. Being comfortable is good; being too comfortable is not. Being open to truly new ideas, even if disruptive, is worth encouraging.

It's not unlike trying to keep up muscle tone after leaving grueling manual work for professional life. No one really wants to go back to breaking rocks or grubbing for tubers. Better to make up for any lost strength by adding something new, like yoga or tai chi, to train new muscles and sharpen concentration at the same time.

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This story originally ran on Rice Business Wisdom. It's based on research by Balaji R. Koka is an associate professor of strategic management at Jones Graduate School of Business at Rice University, and Robert E. Hoskisson is George R. Brown Emeritus Professor of Management at Jones Graduate School of Business at Rice University


More and more Houston companies are having employees return to the office, but business leaders should take advantage of new tools and best practices. Getty Images

Expert shares advice and tools for Houston companies returning to their office space

Guest column

As states begin to relax their stay-at-home orders and communities plan for the reopening of local economies, many may be returning to work and engaging in more regular social activity. While the return to some semblance of normalcy may come as a relief, questions about one's own health or the health of family members may remain.

Upon returning to work, people should continue to be smart and cautious while interacting with others. Following CDC guidelines and maintaining social distancing, practicing good hand hygiene and frequently sanitizing common areas or high-contact items, including doorknobs, hand railings and communal phones and printers, can be good preventive measures to help mitigate COVID-19 health risks.

Business associations, health systems, and governments are crafting guidelines to help mitigate risks associated with reopening communities, but additional resources may be available to help individuals navigate their own physical and mental health during this transition period.

Many may continue to have questions related to potential COVID-19 symptoms. To help, UnitedHealthcare provides an online COVID-19 symptom self-checker to help people gauge their symptoms and consider what may be the next steps for care. The symptom self-checker is at no additional cost for people to access, and users of the self-checker tool will be asked to answer a series of questions to generate feedback on care options to consider, which then assigns assessment levels ranging from self-isolation to emergency care, depending on the severity and urgency of the symptoms recorded. A testing site locator feature provides updated information on nearby COVID-19 testing sites if recommended by a physician.

Some people may still need to see a doctor but may worry about the potential risk of exposure (or the risk of exposing others) with in-person visits to a physician's office or urgent care center. As an alternative starting point for care, some people may continue to consider telehealth, which enables people to connect 24/7 with a health care provider via a smart phone, tablet or desktop computer. Telehealth may be especially helpful as an initial option for medical advice related to COVID-19, and to help evaluate other possible health issues, such as allergies, pink eye or the flu.

Employers also have a tool available for their employees. ProtectWell, a new smartphone app just launched by Microsoft and UnitedHealth Group, screens employees for COVID-19. Employees found to be at-risk for COVID-19 are directed to get a test and the app notifies employers of the results. The ProtectWell app is offered to all employers in the United States at no charge.

Access to mental health resources may also continue to be an important tool for people to have as they head back to work. Being at home and perhaps feeling isolated over the last few months may have had an impact on one's mental health, and the loneliness people may be experiencing, as well as possible stress or anxiety brought on by the pandemic, should be considered alongside physical health.

Virtual mental health resources are available for those experiencing increased stress and anxiety. A free emotional support line (866-342-6892) is available 24/7 to the public courtesy of Optum, which is part of UnitedHealth Group. Staffed by mental health professionals, individuals may receive help without taking any unnecessary trips.

Available at no additional cost, mental health and wellness apps, like Sanvello, may also be great resources for coping with the ongoing stress and anxiety. Equipped with self-care tools, peer support groups, coaching and therapy, Sanvello offers a number of avenues to receive the help and support one may need as they return to work.

For people who used mental health services before COVID-19, some care providers offer long-distance counseling and other resources, enabling for continued care from the comfort of home. Check with your providers regarding options on what may work best for you.

Taking care of physical and mental health needs may be imperative in the coming weeks and months as communities strive to reopen and individuals resume more familiar living routines. Using online and telehealth services may play a role in facilitating a smoother and healthier transition.

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Dr. Sarah-Anne Schumann is the chief medical officer for UnitedHealthcare of Oklahoma and North Texas.

Researchers found that there's still very little conceptual explanation for how individual creative attempts become organizational innovation. Getty Images

Researchers find there's not much data on how creativity becomes change in the workplace

Houston Voices

Innovation and creativity are crucial tools that all businesses need in order to prosper. Research into how these tools work covers a broad area and crosses various disciplines. In the past, much of this research has been divided: One side looked at innovation, which focuses on how ideas are implemented, while the other examined creativity, which focuses on coming up with new ideas. Rice Business Professor Jing Zhou and colleagues addressed this divide by reviewing research going back a little more than a decade, looking for key measures that could be used as guidelines for future research.

Zhou and her colleagues began their work by reviewing the practical and theoretical perspectives of innovation and creativity in the workplace. They then created a framework for future research after identifying prominent theories.

Before getting started, however, they needed clear definitions for both innovation and creativity. Creativity, Zhou proposed, centers on idea generation. It's the first step toward innovation. Innovation, she concluded, stresses the implementation of ideas. This happens at different levels: individual, team, organization, or across multiple levels.

At the team level of innovation, research has progressed significantly, the authors found. They suggest that researchers now focus on other aspects of team-level research, such as team environment, leadership and facilitators of workgroups.

At the organizational level, Zhou and her colleagues found that numerous studies looked at the factors that influence innovation. But, they concluded, there's still very little conceptual explanation for how individual creative attempts become organizational innovation.

The team's review reveals the enormous strides that researchers have made in the field of creativity and innovation in recent years, and clarifies how their studies have been used by different organizations.

Despite advances in the field, however, there are still shortcomings. Many studies, for example, are hampered by problematic research approaches. Some lack theoretical groundwork and few take an inclusive approach to multi-level studies.

Zhou and her colleagues argue that addressing these limitations would be a tremendous leap forward in understanding creativity and innovation in the workplace. Without innovation, companies can't prosper and progress. The same holds true for academic research into these lifelines of business success: It will need to expand and dig deeper or cease to be relevant in practice.

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This article originally appeared on Rice Business Wisdom.

Jing Zhou is the Houston Endowment Professor of Management and Director for Asian Management Research and Education at Jones Graduate School of Business at Rice University.

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Overheard: Master P shares his entrepreneurial advice at Houston Tech Rodeo kickoff

eavesdropping in Houston

Percy Miller developed his music career as Master P, but it's far from his only entrepreneurial endeavor. At Houston Exponential's kick-off event for the 2021 Houston Tech Rodeo, Miller took the virtual stage with Zack O'Malley Greenburg, a journalist and author.

In the discussion, Miller shared his experience in his many fields of entrepreneurship, including music, fashion, consumer packaged goods, and more. He focused on trusting your own hard work, surrounding yourself with a good support system, and embracing failure — something he's done throughout his career.

"I don't look at it as a loss. I look at it as a lesson. Every 'L' is a lesson," he says. "Every time I had a business fail, I learned something from it and it opened up a door into a future."

To hit the highlights from the fireside chat with Master P, check out some overheard moments below. To stream the full broadcast, click here.

“A music career only lasts 3 to 5 years at the most. … I started diversifying my portfolio and I looked at the tech side and said, ’This is where you got to be at.’”

Miller says he was out in the Bay Area in the '90s and early '00s, and he saw first hand the tech scene developing in Silicon Valley. He even released an album in 2005 called Ghetto Bill, a reference to Bill Gates.

“I have failed a lot — don’t be afraid to fail. Get out and take that chance on yourself.”

Miller's music career mirrors, in some ways, the dynamic path of a startup. He received a $10,000 investment from his grandparents and used it to launch his career.

"I created an empire with $10,000," he says.

But It wasn't always easy, and Miller remembers the hustle, selling his music from the trunk of his car, and his many failures.

“You have to be committed to what you do — and you have to love it. It never was about money. When you’re passionate about something, you have a purpose. You’ll get there. If you do it for money, you’ll probably never be successful.”

Passion is a key ingredient in the recipe for success, Miller explains. It drives accomplishment and, "if you get it that easy, you'll probably lose it even quicker," he continues.

“I have an entrepreneurial spirit — I have to learn everything about what I’m doing.”

When it came to developing his music career, Miller says he wore every different hat in the process because he knew he would work the hardest.

"For me, if I can be the talent and the person who runs the company, I feel like there's no limit," Miller says. "I knew I could depend on myself."

“Show me your friends, and I can show you your future.”

Miller started his own record label, No Limit Records, and it was here he cultivated an environment of artists who didn't just want to perform, get pampered, and hang out at the club.

"People at No Limit — it was like a university," he says. "Everybody was coming to study to not only learn how to be an artist but also learn entrepreneurship and financial literacy."

“Most people wanted that advanced check, that money upfront. But my thing was I wanted the control in the end. When you come from a poor culture, you look at things differently. At least I did.”

Miller says he learned this at a young age, that if you hold the power, you make the decisions. "I want better for my kids and the only way I am going to do that is by creating longevity where I own the largest percent of the company," he says.

“It’s all about economic empowerment — we’re stronger together.”

Miller says he's focused on product and taking over the grocery stores, as well as driving economic empowerment for other BIPOC-founded companies and putting money back into the community.

"I want to focus on other minority-owned companies and brands get their products on the shelves,' he says.

Experts: Houston can win in the energy transition — here's how

Guest column

President Joe Biden recently announced his 2030 goal for the United States to achieve a 50 percent reduction in greenhouse gas emissions from its 2005 levels. This announcement comes on the heels of the American Jobs Plan, a $2 trillion infrastructure and climate-response program which offers a host of energy- and climate change-related initiatives, including a plan to speed up the conversion of the country to carbon-free electricity generation by 2035.

To reach these goals, companies of all industries are looking to implement clean energy investments and practices and do so quickly. Perhaps more than any major city in America, Houston faces fundamental questions about its economy and its future in the global Energy Transition. Some 4,600 energy companies, including more than a dozen Fortune 500 companies, serve as the foundation of the city's economy.

While many of these are working in the renewables space, the vast majority are rooted in fossil fuels. Many in Houston have long been anticipating this move towards renewables, but the new executive position on emissions has brought renewed pressure on Houston to take action and put investments behind securing its position as the Energy Capital of the World.

Houston's energy transition status

There has been an uptick in Energy Transition activity in Houston over the past several years. Currently, Houston boasts at least 100 solar energy-related companies and 30 wind energy-related companies. Environmental Entrepreneurs ranked Houston seventh among the top 50 U.S. metro areas for clean energy employment in the fourth quarter of 2019, with 1.9 percent of all clean energy jobs in the U.S. In 2019, Houston had 56,155 clean energy jobs, up nearly 4 percent from 2018, according to E2. However, by comparison, there are roughly 250,000 fossil fuel jobs in the area. (S&P Global)


Many traditional oil and gas companies have embraced this change, pivoting to more sustainable and resilient energy solutions. Companies working in tangentially related industries, like finance, infrastructure and services, are beginning to understand their role in the Energy Transition as well.

The challenge

While the Bayou City's proximity to the bay and natural oil supply may have set the scene for Houston's Energy Capital Status, the same geographic advantages do not exist in this new renewable space. As many have already begun to realize – Houston companies must make a concerted and timely effort to expend their focus to include renewables.

Greater Houston Partnership recently launched a new initiative aimed at accelerating Houston's activity around energy transition, while existing committees will continue efforts to bring energy tech and renewable energy companies to Houston. This initiative will bolster Houston's smart city efforts, explore the policy dimensions of carbon capture, use, and storage, and advocate for legislation that helps ensure the Texas Gulf Coast is positioned as a leader in that technology.

The Partnership estimates the city has seen $3.7 billion dollars of cleantech venture funding in recent years. Still, the infrastructure and services sector of the Energy Transition is vastly underinvested in, especially when compared to the tens of billions in the more traditional sector.

The opportunity

Houston, and the energy markets specifically, have always been great at raising capital and deploying it. The energy companies and capital needed to support them will continue to be in Houston as the energy markets transition to renewable sources in addition to fossil fuels.

The job opportunities in Houston and new energy are going to be significant. Texas is well suited to fit these needs as the technical skillset from fossil fuels to renewables is highly transferable. Given the technical expertise needed to manage energy—whether it's oil, gas or renewables—Houston and Texas will always have the universities here that feed the technical skills needed in energy.

Houston has always done a great job at attracting energy companies and related businesses to move their headquarters here or open and office in the area. Additionally, offering proper training opportunities for both oil and gas and renewable energy jobs has a proven track record of spurring growth and attracting talent to our area.

All of this, combined with a concerted effort from investors willing to double down on the sectors of solar, storage, electric vehicles and energy management sectors are critical. With swifter growth for jobs in the renewable space and incentivization of the next generation of energy companies, Houston can forge a clear path towards the "New Energy Capital of the World."

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Eric Danziger and Jordan Frugé are managing directors at Houston-based Riverbend Energy Group.

3 Houston innovators to know this week

who's who

Editor's note: In this week's roundup of Houston innovators to know, I'm introducing you to three local innovators across industries — sports tech, energy, and more — recently making headlines in Houston innovation.

Lawson Gow, founder of The Cannon

Lawson Gow is bullish on Houston becoming a sports tech hub. Photo courtesy of The Cannon

Is Houston the next hub for sports tech innovation? Lawson Gow thinks so.

"Sports tech is a thing we can win at. There's no global hub for sports tech — so Houston can do that," Gow says. "We've always had that in our heads as a direction we want the city to head down, so it just makes it so opportunistic to create a space for that kind of innovation at work for the city."

The founder of Houston coworking company, The Cannon, announced last week plans for a sports tech hub in partnership with Braun Enterprises and Gow Media (InnovationMap's parent company). Click here to read more.

Kate Evinger, director of gBETA Houston

Kate Evinger joins the Houston Innovators Podcast to discuss the latest from gBETA Houston. Photo courtesy of gBETA

Most accelerators are focused on growing startups in a specific way toward a specific goal. For gBETA Houston, that goal is toward a new round of funding or another accelerator, says Kate Evinger, director of gBETA Houston on last week's episode of the Houston Innovators Podcast.

"We look at early-stage companies, so those that are pre-seed or seed-stage that are looking for mentorship or support," Evinger says on this week's episode of the Houston Innovators Podcast, "and we help get to that next step whether that's to raise an upcoming round or if they are looking to get into an equity-based accelerator program."

Evinger shares more details on the ongoing cohort on the episode. Click here to read more and stream the show.

Michael Lee, CEO of Octopus Energy US

A $2.23 million deal means a growing presence Texas for Octopus Energy. Photo via LinkedIn

A United Kingdom-founded energy company has expanded yet again in the Texas market. Octopus Energy announced the acquisition of Houston-based Brilliant Energy last week, and it's a huge opportunity for the company says Octopus Energy's United States CEO Michael Lee.

"This is a major moment for us, as we work to bring our 100% renewable energy supply and outstanding technology to more Texans and their homes," he says. Click here to read more.