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3 Houston innovators to know this week

This week's roundup of Houston innovators includes Will Womble of Umbrage, Katie Mehnert of ALLY Energy, and James Reinstein of Saranas. Courtesy photos

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

Will Womble, CEO of Umbrage

Startup founder on how Houston has evolved as a software hub — and why there's no better place to be

Will Womble joins this week's episode of the Houston Innovators Podcast. Photo courtesy

Will Womble describes his company, Umbrage, as fiercely loyal to Houston. The business, which publicly launched earlier this year, supports companies large and small with their software design, development, and more. Womble says he saw a void in Houston for this type of company, and he's attempting to fill it.

"What makes us different is speed to market — we're all onshore. We're all Houston-based, with the exception of five of our 40 employees," Womble says. "Houston was our focus and mission."

Womble has seen Houston evolve as an innovation ecosystem over the years, and now the game has changed. Click here to read more.

Katie Mehnert, founder and CEO of ALLY Energy

Katie Mehnert's company, ALLY Energy, has made an acquisition. Photo via Katie Mehnert

ALLY Energy announced it has acquired Clean Energy Social, a jobs and networking community for the clean energy industry. The deal expands ALLY's platform into the solar, wind, power, oil and gas, power and utilities, biofuels, hydrogen, geothermal, carbon capture, and other sectors that make up the energy transition.

"It's time to tackle the enormous challenge of the energy transition by connecting companies and candidates to resources so we can reduce the time and capital it takes to recruit and reskill," says Katie Mehnert, founder and CEO of ALLY Energy, in a news release. "We can speed up decarbonization by centralizing resources into one digital experience. This acquisition is a much-needed human capital investment to advance net-zero goals." Click here to read more.

James Reinstein, president and CEO of Saranas

Saranas closed its series B round this week. Photo via Saranas.com

Saranas Inc. announced that it closed a $12.8 million series B investment led by Wisconsin-based Baird Capital, the venture capital and global private equity arm of Baird, a global company with a location in Houston. Austin-based S3 Ventures also supported the round. The company will use the funds to continue its clinical trials, per a news release.

"We are pleased to announce this round of funding led by Baird Capital," says Saranas President and CEO James Reinstein in the release. "It underscores the importance of real-time monitoring of bleeding complications and our opportunity to accelerate the commercialization of Early Bird. We look forward to expanding our clinical evidence through prospective clinical trials and launching next generation products, including Bird on a Wire, to address a much broader range of endovascular procedures." Click here to read more.

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Building Houston

 
 

Progress and feedback will help you reach your organization's DEI goals. Photo via Pexels

Houston is often touted as the most diverse city in the country, but with that comes the responsibility of making sure we are creating inclusive and equitable opportunities that reflect the communities we serve.

With the current state of our country dealing with the COVID-19 pandemic, as well as social and political issues, employers across the city have searched for the right thing to say and do to help their employees and customers during this time when personal feelings and beliefs impact the workplace more now than ever. While there isn't a one-size-fits-all approach to implementing DEI across an organization, here are a few steps and considerations companies can take to ensure DEI is a priority moving forward.

Understand your audience

It's important to understand the perspectives of those you serve. Identifying your audience will help develop a DEI strategy that addresses concerns from multiple lenses. At Houston Methodist, we focus on our patients, employees and the communities we serve. Anyone building a DEI program needs to not only be cognizant of their audience, but also understand their needs in today's climate before spending time and resources to develop initiatives that will address those needs. Ultimately, this will help shape a more impactful approach to DEI within your organization.

Define success

When developing a DEI strategy, success may seem overwhelming or lofty. But, viewing success as progress will help your organization accomplish your goals in a way that employees and other stakeholders will benefit from in the long run.

Set strategic and measurable goals that clearly state what your organization wants to achieve through its DEI efforts. These goals need not be big at the onset; make sure they are attainable. Most importantly, it's critical to revisit your goals on a regular basis and identify gaps, and be willing to pivot, if needed, along the way so your organization eventually reaches its goals. At the hospital, we've developed a DEI dashboard for all departments in our hospitals to help us with setting those measurable goals. Once measurable goals are identified, a DEI scorecard will be used to identify progress for departments and our organization year over year. When people are able to easily track and see progress or gaps, it will make it easier to reach desired goals.

An organization can't be successful with any new type of program if everyone within the organization doesn't understand the importance of DEI in their department and within the company as a whole. Progress often starts with one person. Providing training to employees about the impact that DEI can have on their day-to-day work will help them champion that within the organization. For example, we've launched something at our hospital called "Together We Grow," a training program aimed at building a foundation for what DEI is by exploring everyday scenarios employees may encounter. This program first started with leadership and is now available to all employees within the hospital system.

Establish a timeline

Once measurable goals have been established, develop a timeline for accomplishing those goals. By selecting two or three goals that can be focused on over a particular time period (i.e., six months or one year), your organization can implement targeted programs and best practices to drive the success of DEI for a more long-term plan. It's ok if not every program is up and running within the year; creating milestones along the way will give your organization time to grow its DEI efforts and aspire to something meaningful for your employees, customers or community. The need for DEI doesn't go away, so it's important to continue efforts year-round with a growth mindset.

Evaluate how DEI holistically fits into your business

A DEI department, team or individual can't be successful if the work isn't aligned with the mission of the organization. It does not help if an organization has competing priorities, so DEI goals must be embedded in your organization's business goals.

Additionally, it's also important to have leadership set the tone for the rest of the organization to follow. Executive leaders that fully commit to the organization's DEI efforts and promote transparency, feedback and accountability for those programs will yield the most meaningful and lasting results.

Recognize your ‘why’

As a business, it's important to understand why DEI is important for your organization's success. You need to both be able to understand and articulate the business case for why diversity matters in your organization. Studies like this one from Boston Consulting Group continue to show a positive correlation between workforce diversity, innovation and overall company performance. The workforce is constantly changing and becoming more diverse, so making sure your organization is adapting to those different perspectives and taking into consideration why this work is vital to your employees, customers and your community will help turn DEI ideas into action.

For many health care organizations, health equity has shaped community engagement efforts and programs. Addressing health equity for racial, ethnic and social minorities in the Greater Houston area has been a priority for Houston Methodist for nearly 30 years, and this work has also informed and strengthened our DEI efforts in the communities we serve.

In conclusion, remember progress and feedback will help you reach your organization's DEI goals. For these initiatives to be effective, everyone within your organization must understand that each person plays a role in shaping the success of DEI efforts.

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Arianne Dowdell is vice president, chief diversity, equity and inclusion officer at Houston Methodist.

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