Coming to hou in 2022

Texas Medical Center reveals new details and renderings for its TMC3 campus

The design and construction team has been announced for TMC3. Courtesy of Elkus Manfredi Architects

The Texas Medical Center just announced the dream team of architects and designers that are making TMC3 into a reality.

Elkus Manfredi Architects, Transwestern, and Vaughn Construction are the three companies that will serve as the architectural and development team for the 37-acre research campus. TMC3's founding institutions — TMC, Baylor College of Medicine, Texas A&M University Health Science Center, The University of Texas Health Science Center at Houston, and The University of Texas MD Anderson Cancer Center — decided on the three entities.

"Texas Medical Center is eager to move forward with a bold, imaginative and dynamic new design vision for the TMC3 Master Plan," says TMC CEO and president, Bill McKeon, in a press release. "With the combined talents of Elkus Manfredi Architects, Transwestern, and Vaughn Construction on-board, I couldn't be more confident that this dream team will flawlessly execute the totality of the project's vision and fulfill its mission to bring together leading researchers and top-tiered expertise from the private sector to create the number one biotechnology and bioscience innovation center in the entire world."

TMC3 was first announced just over a year ago and is planned to open in 2022. The campus will incorporate research facilities, retail space, residential plans, a hotel and conference center, and green space. Parking will be underground to optimize surface area.

Design in mind

The 37-acre research campus will be interconnected by a DNA helix outdoor promenade.

Courtesy of Elkus Manfredi Architects

From a design perspective, the key element will be a DNA helix-shape that looks like a necklace chain that connects the campus.

"Our idea was to expand on the DNA design concept and create a series of spaces that would elongate the strand all the way north to the historic core of the Texas Medical Center and south to the new development by UTHealth and MD Anderson in order to create more opportunity for connections and collisions," says Elkus Manfredi Architects CEO and founding principal, David Manfredi, in the release. "We're implementing the connective tissue between all these places and establishing opportunities for unplanned interactions. Science, technology, medicine, discovery and innovation are all about making connections, and we are building a space for institutions, industry and startups to interact."

Manfredi's firm is responsible for a few other iconic medical facilities, such as the original Broad Institute of MIT and Harvard and The Stanley Building at the Broad Institute in Cambridge, Massachusetts, and the New York Genome Center.

"We want to create spaces that attract talent," Manfredi says in the release. "You can attract talent with great colleagues, research and facilities, but if you don't have a great social environment for people to live, learn, and play, people move on. We are creating a place where people will want to be because they're constantly stimulated – whether it's breakfast at the local coffee shop, or a volleyball league in the afternoon, or working in a central lab and the person next to them is doing something intersects with their own research."

Growing partner institutions

TMC3 Collaborative will be a centrally located building on the campus that is designed to host gatherings and share space with industry leaders.

Courtesy of Elkus Manfredi Architects

While a big portion of the attraction in the new campus is this multi-purposeful and connective space, the project opens doors for the five partner institutions. For Baylor College of Medicine, TMC3 means an expansion of its facilities and an increased footprint for Baylor St. Luke's Medical Center's McNair Campus. The second tower of the hospital will be right at TMC3's eastern edge.

"The selection of a development team is an important milestone for the TMC3 project," says Paul Klotman, president, CEO and executive dean of Baylor College of Medicine, in the release. "The project itself is a huge step in developing the biotech industry in Houston. At Baylor, we look forward to working closely with TMC leaders, as well as those of the other anchor institutions, in making this project a reality."

Additionally, the Texas A&M Health Science Center research building — led by Carrie L. Byington, M.D — on the north end adjacent to BCM's building and the hotel and conference center. On the south side of the campus, MD Anderson and UTHealth will each develop new research facilities that will connect to the existing University of Texas Research Park that is directly to the south of the campus. UT Research Park will be connected to TMC3 via a new skybridge.

The release also describes a central building dubbed TMC3 Collaborative that will create collaborative research space for industry partners. The first level of the building will be an open atrium for gatherings and have food and beverage concepts.

"When TMC3 opens in 2022, Texas Medical Center will officially plant a tangible flag that signals its arrival as the Third Coast for life sciences for the foreseeable future," McKeon says in the release.

Ahead of entering the Houston market later this year, Silicon Valley's Plug and Play hosted three days of programming surrounding innovation in energy and health care. Natalie Harms/InnovationMap

Plug and Play, a Silicon Valley venture capital firm and accelerator program, plans to launch its operations in Houston later this year. And, in showing its commitment to the Bayou City, the organization hosted three days worth of panels, talks, and pitches at the Texas Medical Center's TMC Innovation Institute earlier this month.

Houston Innovation Week was Plug and Play's formal introduction to Houston startups and the local corporations that have the potential to support them. The programming focused on health and energy and sustainability, and the summit concluded with TMCx's Demo Day.

If you missed the event, we've hit the highlights for you by rounding up nine powerful quotes overheard throughout the week.

“Nowadays, I feel every industry is going to go through an incredible digital transformation. Even the oil and gas industry, which is very capital heavy, there’s going to be a layer of fast-moving technologies which would help the industry be more efficient. This is the crossroads where Plug and Play was born — bridging the gap between the entrepreneurs and the technologies. That changes an industry.”

— Saeed Amidi, CEO and founder of Plug and Play, says. He also shares the story of how Plug and Play got its start from a few lucky early investments to making over 150 investments a year.

“Now we have about 30 offices, and then quite frankly I realized I had forgotten about America.”

— Amidi says, announcing that Plug and Play will open five new offices across the United States in the next six months to a year.

“We’re not walking in terms of building this integrated robust innovation ecosystem, we’re sprinting in that direction.”

— Mayor Sylvester Turner says, adding that, "If there is any city that ought to be leading the way when it comes to startups, technology, and innovation, it ought to be the city of Houston."

“You have to get people to invest more. It doesn’t happen on its own. People have to see that if we invest, we’re going to get a return.”

— Mayor Turner says, calling the crowd to action. "You can't just talk about what others have done and what we have accomplished. You have to take that now, build the platform, and move into where we are going."

“One of the things you look at is it’s not the technology itself that’s going to make you win or lose, it’s what you do with it.”

— Barbara Burger, president of Chevron Technology Ventures, responding to a question about what technologies she has her eyes on. Burger continued on to say that, while she couldn't highlight any technologies in particular — it's like picking a favorite child, she's always evaluating how a new technology would help with the affordability, reliability, and lower environmental impact. "That's the game," she says.

"Management is amazing at suppressing innovation. … We can move toward just trying not to suppress it. If someone has an idea, they are safe to go through the process and raise their hand."

— Bradley Andrews, president of digital at Worley. "I think it's a change in attitude," he says about how management can evolve to advance ideas within energy companies.

“It’s easy to say that we’ll do the thing that gives us the most competitive advantage — and it’s really hard to figure out what that means and how you do that. In general, if we see something that’s out there and implemented that someone else has done, I don’t need to create an internal capability like that. I just need to go access that.”

— Doug Kushnerick, senior technology scouting and venture adviser at ExxonMobil. For Kushnerick, technology solutions that fix specific problems are easy to go after, but things that affect big picture and strategic assets are harder to figure out if they are worth implementing.

“One of our big asks from our partners from an internal perspective is really to have a champion — whether its an innovation manager or someone who really advocates these startups internally. Someone who will find the clinician and the business unit and tap the legal team.”

— Neda Amidi, global head of health and partner at Plug and Play Tech Center, responding to a question about opening up the channels of communications between startups and large companies. She adds that it's a requirement for these people to visit a Plug and Play location four to six times a year.

“What I see from a culture perspective is that it really starts with the leadership in the institution. If the people at the top in the C-suite of the institution are focused on understanding why their organization isn’t performing as well as they expect it to be and are willing to look to the outside, that’s how it starts in my mind.”

— Thomas Luby, director TMC Innovation Institute, responding to a question from the audience about large organizations that tend to be slower adaptors to new technologies.