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5 most popular innovation stories in Houston this week

Meet three Houston innovators to know, see why Houston is a top hub for veterans, and more are this week's trending stories. Photo via Getty Images

Editor's note:Another week has come and gone, and it's time to round up the top headlines from the past few days. Trending Houston tech and startup news on InnovationMap included innovators to know, a guest column on how veterans are leading the energy transition, funding news, and more.

3 Houston innovators to know this week

This week's roundup of Houston innovators includes Spencer Randall of CryptoEQ, Andy Grolnick of Graylog, and Imran Alibhai of Tvardi. Courtesy photos

In this week's roundup of Houston innovators to know, I'm introducing you to three local innovators across industries — from software to cryptocurrency — recently making headlines in Houston innovation. Click here to read more.

Houston-based veterans will lead the energy transition, says this expert

Houston has the the second largest veteran community in America — and the energy industry is vets' top employer. Photo via Getty Images

Many people living in Houston don't realize that the veteran community is taking an increasing leadership role in the energy transition. The Greater Houston area is the second largest veteran community in America with over 5,500 new veterans and their families coming to Houston annually. We are the fastest growing city in America for veterans as well.

In Houston you'll find a community of veterans who create a workforce and culture of excellence -- no handouts needed here. Our city is home to innovation in many industrial sectors, and also in the veteran services market. Combined Arms is the premier technology partner for accelerating the connection of veterans to resources like employment.

Headquartered in Houston, the agency operates in a dozen states nationally with a co-working space of over 30 veteran serving nonprofits on site and 120 services online. The top employment organization for veteran employment in the country, NextOp, is also headquartered in Houston. NextOp is focused on developing a pipeline of talent directly from military installations to industrial craft trades. They have the best numbers for placement of veterans and speed to employment, perfect for accelerating the energy transition as companies are looking for talent to fill new industry roles. Click here to read more.

Cancer-fighting company based in Houston emerges from stealth and snags $74M in its latest round

Tvardi Therapeutics Inc. has fresh funds to support its drug's advancement in clinical trials. Photo via Getty Images

A Houston-based clinical-stage biopharmaceutical company has raised millions in its latest round.

Tvardi Therapeutics Inc. closed its $74 million series B funding round led by new investors New York-based Slate Path Capital, Florida-based Palkon Capital, Denver-based ArrowMark Partners, and New York-based 683 Capital, with continued support and participation by existing investors, including Houston-based Sporos Bioventures.

"We are thrilled to move out of stealth mode and partner with this lineup of long-term institutional investors," says Imran Alibhai, CEO at Tvardi. "With this financing we are positioned to advance the clinical development of our small molecule inhibitors of STAT3 into mid-stage trials as well as grow our team." Click here to read more.

Houston-based research grant program doles out $23M to Texas scientists

The Welch Foundation has announced millions in Texas research funding. Photo via Getty Images

One of the nation's largest private funders for health care research has announced $23 million in fresh funds — and about a third of that is going into the hands of Houstonians.

The Welch Foundation, based in Houston, announced its 2021 research grant funding last week. Over the next three years, the funds will be be distributed in $7,520,000 payouts annually across the state of Texas. Since its founding in 1954, the foundation has doled out almost $1.1 billion to the advancement of chemistry.

"Ongoing basic chemical research is critical and provides the building blocks to help solve current and future problems," says Adam Kuspa, president of The Welch Foundation, in a news release. "Funding from The Welch Foundation is a valuable resource to Texas institutions. It helps set our state's researchers apart from others and we look forward to seeing what invaluable scientific contributions come from this year's grant recipients." Click here to read more.

Houston-area suburb claims top spot for business-savvy cities list from Verizon

The city of Sugar Land has been named a business-savvy city. Photo by Matthew T. Carroll/Getty Images

Sugar Land has landed some sweet recognition for its business-friendly atmosphere.

A new ranking from Go.Verizon.com puts Sugar Land first among what it calls "the most business-savvy cities in America." The study looked only at cities with at least 100,000 residents.

"Landing the coveted top position on our list, business owners in this suburb outside of Houston know a thing or two about doing it bigger," Go.Verizon.com says. "With a mean household income of $157,923 and an unemployment rate of only 3 percent, Sugar Land lives up to its statue of the strong-willed Stephen Austin, the 'Father of Texas.'" Click here to read more.

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Building Houston

 
 

Gaurab Chakrabarti, the CEO and co-founder of Solugen, shared his entrepreneurial journey on the SXSW stage this year. Photo courtesy of the Greater Houston Partnership

At a fireside chat at SXSW, a Houston founder pulled back the curtain on his entrepreneurial journey that's taken him from an idea of how to make the chemicals industry more sustainable to a company valued at over $2 billion.

Gaurab Chakrabarti, the CEO and co-founder of Solugen, joined the Greater Houston Partnership's Houston House at SXSW on Monday, March 13, for a discussion entitled, "Building a Tech Unicorn." In the conversation with Payal Patel, principal of Softeq Ventures, he share the trials and tribulations from the early days of founding Solugen. The company, which has raised over $600 million since its founding in 2016, has an innovative and carbon negative process of creating plant-derived substitutes for petroleum-based products.

The event, which quickly reached capacity with eager SXSW attendees, allowed Chakrabarti to instill advice on several topics — from early customer acquisition and navigating VC investing to finding the right city to grow in and setting up a strong company culture.

Here are seven pieces of startup advice from Chakrabarti's talk.

1. Don’t be near a black hole.

Chakrabarti began his discussion addressing the good luck he's had standing up Solugen. He's the first to admit that luck is an important element to his success, but he says, as a founder, you can set yourself up for luck in a handful of ways.

“You do make your own luck, but you have to be putting in the work to do it," Chakrabarti says, adding that it's not an easy thing to accomplish. “There are things you can be doing to increase your luck surface area."

One of the principals he notes on is not surrounding yourself with black holes. These are people who don't believe in your idea, or your ability to succeed, Chakrabarti explains, referencing a former dean who said he was wasting his talent on his idea for Solugen.

2. The co-founder dynamic is the most important thing.

Early on, Chakrabarti emphasizes how important having a strong co-founder relationship is, crediting Solugen's co-founder and CTO Sean Hunt for being his "intellectual ping-pong partner."

“If you have a co-founder, that is the thing that’s going to make or break your company,” he says. “It’s not your idea, and it’s not your execution — it’s your relationship with your co-founder.”

Hunt and Chakrabarti have been friends for 12 years, Chakrabarti says, and, that foundation and the fact that they've been passionate about their product since day one, has been integral for Solugen's success.

"We had a conviction that we were building something that could be impactful to the rest of the world," he says.

3. Confirm a market of customers early on.

Chakrabarti says that in the early days of starting his company, he didn't have a concept of startup accelerators or other ways to access funding — he just knew he had to get customers to create revenue as soon as possible.

He learned about the growing float spa industry, and how a huge cost for these businesses was peroxide that was used to sanitize the water in the floating pods. Chakrabarti and Hunt had created a small amount of what they were calling bioperoxide that they could sell at a cheaper cost to these spas and still pocket a profit.

“We ended up owning 80 percent of the float spa market,” Chakrabarti says. “That taught us that, ‘wow, there’s something here.”

While it was unglamourous work to call down Texas float spas, his efforts secured Solugen's first 100 or so customers and identified a path to profitability early on.

“Find your niche market that allows you to justify that your technology or product that has a customer basis,” Chakrabarti says on the lesson he learned through this process.

4. Find city-company fit.

While Chakrabarti has lived in Houston most of his life, the reason Solugen is headquartered in Houston is not due to loyalty of his hometown.

In fact, Chakrabarti shared a story of how a potential seed investor asked Chakrabarti and Hunt to move their company to the Bay Area, and the co-founders refused the offer and the investment.

“There’s no way our business could succeed in the Bay Area," Chakrabarti says. He and Hunt firmly believed this at the time — and still do.

“For our business, if you look at the density of chemical engineers, the density of our potential customers, and the density of people who know how to do enzyme engineering, Houston happened to be that perfect trifecta for us," he explains.

He argues that every company — software, hardware, etc. — has an opportunity to find their ideal city-company fit, something that's important to its success.

5. Prove your ability to execute.

When asked about pivots, Chakrabarti told a little-known story of how Solugen started a commercial cleaning brand. The product line was called Ode to Clean, and it was marketed as eco-friendly peroxide wipes. At the time, Solugen was just three employees, and the scrappy team was fulfilling orders and figuring out consumer marketing for the first time.

He says his network was laughing at the idea of Chakrabarti creating this direct-to-consumer cleaning product, and it was funny to him too, but the sales told another story.

At launch, they sold out $1 million of inventory in one week. But that wasn't it.

“Within three months, we got three acquisition offers," Chakrabarti says.

The move led to a brand acquisition of the product line, with the acquirer being the nation's largest cleaning wipe provider. It meant three years of predictable revenue that de-risked the business for new investors — which were now knocking on Solugen's door with their own investment term sheets.

“It told the market more about us as a company,” he says. “It taught the market that Solugen is a company that is going to survive no matter what. … And we’re a team that can execute.”

What started as a silly idea led to Solugen being one step closer to accomplishing its long-term goals.

“That pivot was one of the most important pivots in the company’s history that accelerated our company’s trajectory by four or five years," Chakrabarti says.

6. Adopt and maintain a miso-management style.

There's one lesson Chakrabarti says he learned the hard way, and that was how to manage his company's growing team. He shares that he "let go of the reins a bit" at the company's $400-$500 million point. He says that, while there's this idea that successful business leaders can hire the best talent that allows them to step back from the day-to-day responsibilities, that was not the right move for him.

“Only founders really understand the pain points of the business," Chakrabarti says. "Because it’s emotionally tied to you, you actually feel it."

Rather than a micro or macro-management style, Chakrabarti's describes his leadership as meso-management — something in between.

The only difference, Chakrabarti says, is how he manages his board. For that group, he micromanages to ensure that they are doing what's best for his vision for Solugen.

7. Your culture should be polarizing.

Chakrabarti wrapped up his story on talking about hiring and setting up a company culture for Solugen. The company's atmosphere is not for everyone, he explains.

“If you’re not polarizing some people, it’s not a culture,” Chakrabarti says, encouraging founders to create a culture that's not one size fits all.

He says he was attracted to early employees who got mad at the same things he did — that passion is what makes his team different from others.

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