Houston HR expert: Mitigating the manager squeeze

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Of all employees, managers have faced some of the most significant changes, and their engagement levels paint a sobering picture. Photo via Getty Images

Middle managers are in a precarious position in today’s workplace as they are caught in the crossfire of conflicting demands from leadership and their teams, also known as the “manager squeeze.”

Of all employees, managers have faced some of the most significant changes, and their engagement levels paint a sobering picture. With only 31 percent of managers engaged, 55 percent looking for new jobs and barely one in five stating their organization cares about their wellbeing (Gallup), employers need to look more closely at their management teams and take action.

A strategic approach and effective communication can help mitigate the manager squeeze and provide a more pleasant work environment.

Provide clear expectations

Even though managers need to meet the expectations of their own supervisors, they should also set clear expectations. By proactively establishing clear and realistic expectations with leadership and their own team members, managers can ensure everyone is aligned from the start so there are not conflicting demands. Expectations can include setting achievable goals, agreeing to schedules and timelines, and communicating any potential changes that may occur.

Set priorities

Managers tend to juggle their most productive hours with people management responsibilities. Knowing the importance of people management, managers should prioritize their own tasks and delegate as appropriate. The act of delegation can lighten the manager’s workload and also empower team members to take on and learn new skills that contribute to the project’s success.

Encourage open communication

Open, transparent communication is a benchmark for many organizations. Encouraging managers to keep communication channels open, going both up and down, is imperative. Managers who can express concerns or challenges, and their team members who can do the same, allow teams to more quickly identify potential challenges and allay misunderstandings.

Offer learning and development opportunities

Not everyone is an innate manager and those who do it well put effort into it. Learning and development (L&D) opportunities are crucial for this group as they need to stay up to date with industry trends, but also it offers time for them to fine tune their leadership techniques and communication skills. Investing in L&D provides valuable returns in the form of a revived manager base, a more engaged workforce and increased productivity overall.

Create a network

Support is an important tool to avoid the manager squeeze. Superiors or mentors can provide guidance when there are issues or conflicting demands, while peer groups can help provide valuable insights into managerial styles and offer constructive feedback. In all situations, creating a network of leaders to lean on and trust can become a crucial element for manager success.

The manager squeeze is bound to happen when there are conflicting priorities. However, when a workplace establishes a culture based on open communication, managers can address the challenges early. Keeping the channels of communication open from top to bottom allows all parties to set expectations, collaborate and provide solutions. When managers are given the leeway to communicate freely and are given the instruction and tools to do so effectively, it lessens burnout, the manager squeeze and establishes a more positive work environment for all.

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Jill Chapman is a director of early talent programs with Insperity, a leading provider of human resources and business performance solutions.

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Looking back at months working from home, what did employees miss most from the workplace? Graphic via UH.edu

What do workers miss most about the office? University of Houston explains

houston voices

The commute, the water cooler talks, the in-person meetings. Have we missed these things? Or can the research enterprise, for the most part, stay virtual?

“Many people who have been working from home are experiencing a void they can’t quite name,” said Jerry Useem in The Atlantic. Maybe getting back to our old routine will do us good.

Tracy Brower in Forbes wrote, “Many of the reports of increased productivity were early in the pandemic. Some have dubbed this ‘panic productivity,’ attributing the early perception of increased productivity to the adrenaline boost people got from the sudden shifts in the nature and location of their work. Job loss was rife, and people may have been working like crazy in the hopes of staying visible, relevant and ensuring their boss thought they were still adding value even from home. But in the words of W. B. Yeats: “Things fall apart.”

Studies are showing now that we’ve hit our breaking point a year and a half into the work-from-home onset. What do we miss the most?

The commute

It can’t be the commute. Or can it? The work-from-home boom will lift productivity in the U.S. economy by five percent, mostly because of savings in commuting time, said Enda Curren in Bloomberg.

But Useem wrote specifically about commuting, and what he found was incredible: in 1994, an Italian physicist named Cesare Marchetti noted that throughout history, humans have shown a willingness to spend roughly 60 minutes a day in transit. This explains why ancient cities such as Rome never exceeded about three miles in diameter. The steam train, streetcar, subway and automobile expanded that distance. But transit times stayed the same. The one-way average for an American commute stands at about 27 minutes.” What are these 27 minutes, on average, good for?

There are people who love to drive — it gives them a sense of control regarding their day. On your morning commute, especially if you take mass transit, you can clear your head, decompress, make errand-esque phone calls or listen to audiobooks and podcasts. That’s not all we miss, though.

The office

Michael Scott on the television show, “The Office,” said he makes “20 little trips to the cooler” and recounts the “20 little scans I do of everybody to make sure everything’s running smoothly, and the 20 little conversations I have with Stanley.”

We may take considerably fewer coffee or water breaks than they are used to at the fictional Dunder Mifflin, but that doesn’t mean it isn’t healthy to stand up, stretch and make small talk with a co-worker for a short spell.

According to SparkHire.com, fostering a sense of office camaraderie helps teams to perform better, improves their ability to work as a team and boosts employee retention rates. And university environments are meant to be experienced in person. The public art on campus, the leaves in the fall, all of the sensory cues that remind us we are in a collegiate atmosphere matter.

The doppleganger

Next, lets introduce the concept of the double self: the work self and the home self. One needs to transition to the other.

Jon Jachimowicz of Harvard Business School was quoted in the Atlantic as saying: “If you respond like a manager at home, you might be sleeping on the couch that night. And if you respond like a parent at work, its weird.”

So, it behooves us to make a real, tangible transition from home life to work life. If your institution has not opened back up yet, you can do this by dressing like you would at work. It will make doing chores around the house less tempting if you’re dressed for your actual job. There are other things you can say to yourself or rituals you can perform to get ready for working from home.

These are readily supplied as you actually get back to the office or the lab. Showering, coffee stops, small talk in the elevator all signal that our day is really beginning.

The thank you note

Some researchers were deemed essential workers and never worked from home, and even started shifts that were different from their older routines. Much research work needed to occur in actual lab spaces. If this applies to you, then consider this a thank you card from your colleagues who want you to know that while some of us were zooming and plugging away on computers at our kitchen tables, we acknowledge the struggle it was for you to cover every shift, every day.

For instance, David Brammer, D. V. M. , DACLAM, of University of Houston Animal Care Operations said of his staff: “Excellence is difficult to define but unmistakable when observed. Within Animal Care Operations, I have found excellence. He went on to say that his staff encountered a variety of challenges, all while maintaining the highest standard for animal care. “By adjusting to the new normal rather than abandoning standards, focusing on the completion of tasks, working hard and staying positive, the staff of ACO successfully set an example for others to follow.”

One last thought

It definitely comes down to what your institution’s leadership has decided about back-to-work schedules, whether they be full time on-campus, at-home or hybrid. There’s something to be said for being able to adapt when in a pinch. It doesn’t necessarily mean, though, that things can’t transition back to the way they once were. Versatility, remember, is an indispensable trait.

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This article originally appeared on the University of Houston's The Big Idea. Sarah Hill, the author of this piece, is the communications manager for the UH Division of Research.

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

Female-founded startup opens facility for new working moms in downtown Houston

pump it up

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

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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


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Houston engineers develop breakthrough device to advance spinal cord treatment

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A team of Rice University engineers has developed an implantable probe over a hundred times smaller than the width of a hair that aims to help develop better treatments for spinal cord disease and injury.

Detailed in a recent study published in Cell Reports, the probe or sensor, known as spinalNET, is used to explore how neurons in the spinal cord process sensation and control movement, according to a statement from Rice. The research was supported by the National Institutes of Health, Rice, the California-based Salk Institute for Biological Studies, and the philanthropic Mary K. Chapman Foundation based in Oklahoma.

The soft and flexible sensor was used to record neuronal activity in freely moving mice with high resolution for multiple days. Historically, tracking this level of activity has been difficult for researchers because the spinal cord and its neurons move so much during normal activity, according to the team.

“We developed a tiny sensor, spinalNET, that records the electrical activity of spinal neurons as the subject performs normal activity without any restraint,” Yu Wu, a research scientist at Rice and lead author of the study said in a statement. “Being able to extract such knowledge is a first but important step to develop cures for millions of people suffering from spinal cord diseases.”

The team says that before now the spinal cord has been considered a "black box." But the device has already helped the team uncover new findings about the body's rhythmic motor patterns, which drive walking, breathing and chewing.

Lan Luan (from left), Yu Wu, and Chong Xie are working on the breakthrough device. Photo by Jeff Fitlow/Rice University

"Some (spinal neurons) are strongly correlated with leg movement, but surprisingly, a lot of neurons have no obvious correlation with movement,” Wu said in the statement. “This indicates that the spinal circuit controlling rhythmic movement is more complicated than we thought.”

The team said they hope to explore these findings further and aim to use the technology for additional medical purposes.

“In addition to scientific insight, we believe that as the technology evolves, it has great potential as a medical device for people with spinal cord neurological disorders and injury,” Lan Luan, an associate professor of electrical and computer engineering at Rice and a corresponding author on the study, added in the statement.

Rice researchers have developed several implantable, minimally invasive devices to address health and mental health issues.

In the spring, the university announced that the United States Department of Defense had awarded a four-year, $7.8 million grant to the Texas Heart Institute and a Rice team led by co-investigator Yaxin Wang to continue to break ground on a novel left ventricular assist device (LVAD) that could be an alternative to current devices that prevent heart transplantation.

That same month, the university shared news that Professor Jacob Robinson had published findings on minimally invasive bioelectronics for treating psychiatric conditions. The 9-millimeter device can deliver precise and programmable stimulation to the brain to help treat depression, obsessive-compulsive disorder and post-traumatic stress disorder.

Houston clean hydrogen startup to pilot tech with O&G co.

stay gold

Gold H2, a Houston-based producer of clean hydrogen, is teaming up with a major U.S.-based oil and gas company as the first step in launching a 12-month series of pilot projects.

The tentative agreement with the unnamed oil and gas company kicks off the availability of the startup’s Black 2 Gold microbial technology. The technology underpins the startup’s biotech process for converting crude oil into proprietary Gold Hydrogen.

The cleantech startup plans to sign up several oil and gas companies for the pilot program. Gold H2 says it’s been in discussions with companies in North America, Latin America, India, Eastern Europe and the Middle East.

The pilot program is aimed at demonstrating how Gold H2’s technology can transform old oil wells into hydrogen-generating assets. Gold H2, a spinout of Houston-based biotech company Cemvita, says the technology is capable of producing hydrogen that’s cheaper and cleaner than ever before.

“This business model will reshape the traditional oil and gas industry landscape by further accelerating the clean energy transition and creating new economic opportunities in areas that were previously dismissed as unviable,” Gold H2 says in a news release.

The start of the Black 2 Gold demonstrations follows the recent hiring of oil and gas industry veteran Prabhdeep Singh Sekhon as CEO.

“With the proliferation of AI, growth of data centers, and a national boom in industrial manufacturing underway, affordable … carbon-free energy is more paramount than ever,” says Rayyan Islam, co-founder and general partner at venture capital firm 8090 Industries, an investor in Gold H2. “We’re investing in Gold H2, as we know they’ll play a pivotal role in unleashing a new dawn for energy abundance in partnership with the oil industry.”

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This article originally ran on EnergyCapital.

3 Houston innovators to know this week

who's who

Editor's note: Every week, I introduce you to a handful of Houston innovators to know recently making headlines with news of innovative technology, investment activity, and more. This week's batch includes an e-commerce startup founder, an industrial biologist, and a cellular scientist.

Omair Tariq, co-founder and CEO of Cart.com

Omair Tariq of Cart.com joins the Houston Innovators Podcast to share his confidence in Houston as the right place to scale his unicorn. Photo via Cart.com

Houston-based Cart.com, which operates a multichannel commerce platform, has secured $105 million in debt refinancing from investment manager BlackRock.

The debt refinancing follows a recent $25 million series C extension round, bringing Cart.com’s series C total to $85 million. The scaleup’s valuation now stands at $1.2 billion, making it one of the few $1 billion-plus “unicorns” in the Houston area.

Cart.com was co-founded by CEO Omair Tariq in October 2020. Read more.

Nádia Skorupa Parachin, vice president of industrial biotechnology at Cemvita

Nádia Skorupa Parachin joined Cemvita as vice president of industrial biotechnology. Photo courtesy of Cemvita

Houston-based biotech company Cemvita recently tapped two executives to help commercialize its sustainable fuel made from carbon waste.

Nádia Skorupa Parachin came aboard as vice president of industrial biotechnology, and Phil Garcia was promoted to vice president of commercialization.

Parachin most recently oversaw several projects at Boston-based biotech company Ginkjo Bioworks. She previously co-founded Brazilian biotech startup Integra Bioprocessos. Read more.

Han Xiao, associate professor of chemistry at Rice University

The funds were awarded to Han Xiao, a chemist at Rice University.

A Rice University chemist has landed a $2 million grant from the National Institute of Health for his work that aims to reprogram the genetic code and explore the role certain cells play in causing diseases like cancer and neurological disorders.

The funds were awarded to Han Xiao, the Norman Hackerman-Welch Young Investigator, associate professor of chemistry, from the NIH's Maximizing Investigators’ Research Award (MIRA) program, which supports medically focused laboratories. Xiao will use the five-year grant to advance his work on noncanonical amino acids.

“This innovative approach could revolutionize how we understand and control cellular functions,” Xiao said in the statement. Read more.

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