post-COVID treatment

New clinic in Houston opens to help patients recovering from COVID-19

UTHealth has created a clinic that will provide a myriad of expert physicians for patients still dealing with COVID-19 symptoms. Photo via Getty Images

Houston's first clinic for treatment of patients still coping with symptoms of COVID-19 has opened at UT Physicians, the clinical practice of McGovern Medical School at University of Texas Health Science Center at Houston.

The clinic, part of the new UTHealth COVID-19 Center of Excellence, is staffed by specialists in cardiology, general medicine, neurology, infectious disease, pulmonology, psychiatry, and otorhinolaryngology (ear, nose, and throat). Telehealth and in-person visits are available.

"The UTHealth COVID-19 Center of Excellence brings together our university's experts in adult and pediatric specialty care, public health, biomedical research, and big data analytics — all working to provide the best outcomes for our patients, the best public health and prevention practices for our community, and the best therapies for the virus' short- and long-term impacts," Dr. Giuseppe Colasurdo, president of UTHealth, says in an October 15 release.

Among other things, the COVID-19 Center of Excellence will work on developing reliable testing for the coronavirus, authenticating effective therapies, applying analytics and artificial intelligence to care and research, and collecting virus samples for a "biobank" to study how genetics affects the virus' severity.

Since the emergence of the coronavirus pandemic, scientists and physicians at McGovern Medical School have led clinical trials and treatment protocols, including one of the world's first double-lung transplants for a coronavirus patient. UTHealth is participating in some of the largest national clinical trials to help COVID-19 patients heal, such as studies to prevent progression of the disease and studies seeking proven treatments for critically ill patients.

In one of the country's first randomized clinical trials of its kind, an $8 million grant from the National Institutes of Health is financing a UTHealth study of whether infusions of convalescent plasma can prevent the progression of COVID-19. Another research team is evaluating whether an oral HIF (hypoxia-inducible factor) inhibitor can protect the lungs of COVID-19 patients. The inhibitor is designed to trigger the body's protective response to low oxygen levels.

At the same time, researchers at UTHealth's Cizik School of Nursing are studying the socioeconomic and mental health effects of the virus on Hispanics, while members of the MD Anderson UTHealth Graduate School of Biomedical Sciences are exploring how the time of day a medication is taken might help a COVID-19 patient. In addition, experts at UTHealth's School of Biomedical Informatics are using big data to fight COVID-19.

"Within our six schools, we have the broad expertise that has positioned us as one of the few universities to help our community, Texas and the country through the pandemic and beyond," says Michael Blackburn, executive vice president and chief academic officer of UTHealth. "That starts with amazing clinical care, COVID-19 trials, real-time translational research, and expert knowledge from our public health leaders."

The School of Public Health is leading establishment of a study to be conducted with partners throughout Southeast Texas to assess the virus' long-term consequences, determine factors that contribute to severe outcomes, and enable UTHealth experts to develop and use treatments more effectively. In addition, a community information exchange will be built to connect vulnerable populations with healthcare and social service providers.

"In these unprecedented times, the six schools at UTHealth are rapidly evolving the science and medical care for patients with COVID-19 and our community," says Dr. Bela Patel, vice dean of healthcare quality at McGovern Medical School. "Prevention, new therapeutics, and post-COVID-19 care for our patients with prolonged COVID-19 disease is the mission for the UTHealth Center of Excellence for COVID-19."

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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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