In an interview with Invest:, Kelly Page, president of Barrios Technology, said that Houston’s leadership in human spaceflight and its growing commercial space ecosystem are driving the next era of innovation in aerospace. “Houston remains the hub for human spaceflight, which is at the core of our work,” she said.

Could you share some of the most impactful recent developments and how they are positioning you for future growth?

Over the past year, we’ve focused on expanding our company beyond the traditional NASA market and into the commercial space sector. We’ve worked hard to define the services that truly set us apart by analyzing the unique needs of the commercial market. While that market hasn’t grown as quickly as we had hoped, we anticipate significant expansion starting this year and beyond. We’ve refined our specialties, particularly in systems engineering and digital architecture, and are now channeling those capabilities into supporting the commercial space industry.

What makes Houston the best place for Barrios to be headquartered?

Houston remains the hub for human spaceflight, which is at the core of our work. While other regions may be involved in human spaceflight to some extent, none have the history, culture, or infrastructure that Houston offers. This city has always been, and continues to be, the heart of human space exploration. We’re seeing this reaffirmed in the growth of commercial human spaceflight. That’s why Houston remains the best location for the work we do. I recently attended an economic update, and the numbers for Houston were impressive. Compared to the rest of the country, we’re seeing growth across multiple sectors. It reinforces why Houston remains such a strong place to do business. Aerospace is becoming a significant part of that picture. While it won’t surpass oil and gas in terms of economic scale anytime soon, it’s rapidly emerging and gaining traction.

What is the Stellar Access initiative about?

With Stellar Access, we’ve taken a different approach. Instead of spinning it off into a separate company, we’ve integrated the concept directly into our existing operations. This allows us to stay focused on our goals. Right now, we’re exploring several exciting opportunities, especially with support from the Texas Space Commission. We’re also looking at how to build a new space economy — one that includes commercial customers outside the traditional government landscape while still leveraging existing public partnerships. It’s a slightly different path, and we’re planning to formally launch it later this year.

Can you elaborate on the Texas Space Commission’s role in shaping the aerospace industry here?

The Texas Space Commission is doing something truly innovative — bringing state funding into the equation to spur the development of new technologies, innovations, and business ideas. It is also helping attract new companies to Texas, strengthening the state’s overall aerospace ecosystem. A number of grants have already been awarded, and more are on the way. Several of our partner companies are recipients of these grants, and we’re excited to continue collaborating and see what these investments produce.

How do you view the role of commercial space infrastructure in attracting new investment and talent?

We’re seeing tremendous potential from the combined efforts of the Houston Spaceport, Exploration Park next to the Johnson Space Center, and the A&M Institute of Biosciences & Technology, also nearby. Together, these form a powerful space corridor. While many of the same companies are still operating here, the region is attracting much more attention, including that of international businesses. There’s a strong desire to be in the middle of the action. Companies want to partner with U.S. firms or build new ventures here, and the Spaceport is quickly becoming the place to do it.

What important projects are you working on, and what is in the pipeline?

One major project we’re working on is with Intuitive Machines. We’re serving as systems engineering, program integration, and eventually operations partner for its Lunar Terrain Vehicle, Moon RACER, which is being developed for a potential NASA contract. It’s thrilling to be part of a team building a lunar rover right here in Houston. 

Beyond that, as we prepare for the eventual retirement of the ISS in 2030, we’re looking at how to diversify our offerings and bring in new commercial customers. Our focus is expanding beyond government partnerships to build sustainable commercial ventures.

Looking at the aerospace labor market, what is your assessment, and how are you managing talent acquisition and retention?

Last year, we faced workforce challenges due to a peak in commercial demand and some delays in NASA’s contract awards. That led to a few unfortunate layoffs, though most people quickly found roles elsewhere. Right now, talent availability isn’t a major issue. The hiring surge we experienced taught us valuable lessons, and we’re now preparing for the next wave, which we expect within the next two years. There’s a strong push for training and education, including new university and community college partnerships in Houston, to ensure we’re ready when demand rises again.

Do you see any private funding entering the market?

While I’m not deeply tapped into the private funding side, we have noticed a bit of a slowdown. Much of it stems from uncertainty around business cases for Low Earth Orbit platforms, which haven’t fully materialized yet. Many venture capitalists were waiting for NASA to release its procurement strategy, as the government was expected to be the anchor tenant. Without that confirmation, the commercial side alone isn’t enough to support the platforms. However, NASA has been developing its plans, and once it releases a formal procurement document, I think we’ll see a surge in private investment again.

How is Barrios engaging with the local community?

Community involvement is one of our core values. We continue to make corporate donations and remain a proud partner of United Way, running a company-wide campaign each year. In addition, we’ve grown an employee-driven grant program. When employees volunteer their time, we match it with financial contributions to those organizations. This helps us support causes that are meaningful to our team members. We’re also deeply involved in STEM education. I serve on the board of the Clear Creek Education Foundation, which focuses on early education. We believe preparing students with a solid foundation from the beginning is essential. I’m also chairing the Bay Area Houston Economic Partnership this year and on the board for the Clear Lake Area Chamber of Commerce. A big part of our focus is supporting youth and educational institutions in our area. 

What is your outlook for Barrios and the broader aerospace industry over the next five years?

Over the next five years, we’re preparing for the retirement of the ISS, shifting focus to other NASA exploration programs and expanding the commercial space economy. The challenge is to maintain our relevance and strength as the industry evolves, and we’re already laying the groundwork for that future. We’ve gone through major transitions before, like after the Shuttle program, and we came out stronger. So, while saying goodbye to the ISS is bittersweet, we’re excited about what’s next. While many of our companies are commercially driven, a significant portion still relies on federal funding. We’re all actively advocating to keep NASA’s federal funding specifically to fund the ISS at levels required to use it to its fullest potential and to see our Moon to Mars programs flourish as designed. Things are evolving daily, and while we adapt to that, we’re also building our resilience to minimize any negative impact on our companies or region.

In an interview with Invest:, Katie Mehnert, CEO of ALLY Energy, discussed how AI is shifting the decision-making process and how it can help companies achieve sustainable growth towards the future. “What we aim to do is to help speed up decision making, giving people good information to help them focus their businesses on what they ought to be selling, who they ought to be selling to, and who they ought to be hiring, so that we can drive sustainable growth,” Mehnert said.

Over the past year, which strategic initiatives has ALLY Energy had the most significant impact on the company’s growth? 

We are in the midst of a pivotal energy transition. Our primary initiative has been to transform how energy organizations navigate this shift. We’ve developed the first-ever performance engine specifically for the energy transition. It analyzes the complex energy ecosystem — from emerging technologies and market trends to workforce dynamics and competitive landscapes. We are focused on helping energy companies identify their unique role in the transition and equip them with the people and strategies to not just survive, but lead the way.

What factors make Houston an ideal headquarters for these new projects, and how does the local ecosystem make your company ideal to help out in the current market?

Houston is a city of firsts. We’ve put men and women on the moon, we’ve developed vaccines to bring to market, we’ve got the space programs and medical centers, global manufacturing is now coming back and becoming more local here, and AI sits at the heart of this. Houston is uniquely positioned because of our incumbent technology and workforce, but that doesn’t mean we’re going to win the race; it means we’ve got a bit of a leg up. 

We must recognize that every city in Texas, every city in the nation, and every city in the world is looking for what’s going to be next in this space around artificial intelligence, and authentic intelligence is where we are headed.

How are you leveraging the convergence of Houston AI and ALLY Energy, and what use cases are emerging in the Houston innovation ecosystem?

When the co-founders came to me and said, “Would you co-found Houston AI?” I said that it seemed to me like a great idea, and we established this non-profit so that anyone and everyone could participate. AI is really at the forefront of this new world order that we’re going to see shifting. This new world is all about a new way to think, new educational systems, and solving big challenges that we have, like climate change or global health. This is going to be important, and one of the elements of AI that is important is helping people to see things from a systems thinking perspective. 

ALLY Energy sits at the heart of this transformation. Houston’s ecosystem is unique because of its deep-rooted energy workforce and infrastructure. That gives us a significant head start. The use cases are immense: from using data to optimize wind and solar farms to building a skilled green-collar workforce and managing the complex, interconnected grid of the future. It’s a cornucopia and an opportunity for people to step into this space and step into the new world. 

How can the workforce be prepared for the shifts toward using more AI within the workplace?

Systems thinking is super important; that is how AI thinks. The AI looks at the broader picture and brings massive amounts of data to make decisions. I think we’re going to need to help people understand how to prompt more effectively and how to use AI. I don’t believe AI will replace jobs. I believe it will replace the friction and inefficiency in our work, freeing us to focus on innovation and creation. For decades, we were taught to remember and analyze information. Now, technology can do that faster and better. The future belongs to creators and evaluators, the people who can solve complex problems and build new solutions.

Bloom’s taxonomy of learning is a hierarchical framework for categorizing education. This shows how most of us were taught: to remember, understand, apply, and analyze information, and on top of that hierarchy is about creation, producing new or original work. I believe that the computer can do most of this, but where machines are not going to be able to do well is around evaluations and creation. There are a lot of problems that we need to solve, so that’s going to require that we create new solutions, not necessarily using solutions that we have today. 

That’s where I think there is going to be a lot of disruption. There are a lot of people and roles that live in the non-creative part, but we were all taught to think and to respond to information in a more industrial economy type of way. Because we’re moving away from that line of thinking, we’re going to need to teach people how to do things differently; schools have to change, and we as adults are going to have to adapt and be able to learn new things. There will be people who will not have jobs, but those people and anyone else can learn a new mindset, and that is what the principle of systems thinking is about. 

Are there any new partnerships or cross-sector initiatives that have emerged from your efforts?

Yes, we are building a powerful ecosystem dedicated to the future of energy. We are forging partnerships with technology companies, universities, and both traditional and renewable energy players. Our goal is to create a central platform that connects capital, projects, and — most importantly — people.

Have you been able to give back to the community in Houston, and how?

Houston Energy & Climate Week got off the ground last year and has been successful. It started as a way to bring attention to the city’s efforts in energy and climate, and it has grown into a major platform for collaboration. It was multiple years in the making, and we did it in the middle of September when it’s hot. There’s also a massive risk because that’s hurricane season, but we got really good attention in the city and the efforts around energy and climate. 

This year, we brought in medicine, space, and all of the different industries together because the community needs to know the future in this space. If we want to create a sustainable, livable place, we’ve got to know what those options are, and that means opening it up and giving people an opportunity to learn and engage. 

What are your top priorities for ALLY Energy over these next three years?

Our priority is to be the essential platform for the energy workforce transition. We are focused on building what’s next by helping companies find the A+ talent they need to build and scale new energy projects, whether in hydrogen, carbon capture, or renewables. We want to provide the resources and connections for people to build meaningful careers in the new energy economy.

We’re happy and excited about being able to solve some big problems in the world. It’s one thing to live them and feel them: it’s another thing to get it done. 

In an interview with Invest:, Demorian Linton, founder and CEO of Inertia Resources emphasized Houston’s strategic role as an energy hub, calling it “the right place at the right time.” He outlined the company’s premium brokerage model and its focus on long-term energy contracts as key differentiators.

What makes Houston an ideal location for Inertia Resources’ operations?

Houston is the energy capital of the world. Many energy suppliers are based here, particularly around the 59 and Kirby corridor. Currently, Houston ranks second in the United States for new energy meter installations, just behind Dallas. That signaled major growth and development, and it’s one of the reasons we’re here. When new meters go in, there’s a need for proper energy management, which is exactly what we provide. For us, Houston is the right place at the right time.

What sets Inertia Resources apart in the energy brokerage space?

We are one of the only premium energy brokers in the United States. Rather than working with 15 to 20 suppliers like most brokers, we focus on fewer, stronger relationships, which is critical for managing complex, large-scale accounts. Our acceptance rate is over 97%, and our pricing tends to be 4% to 6% more competitive than others. We also take a “customer-forward” approach, making sure clients take advantage of every available product to reduce their energy costs as much as possible.

What makes Houston attractive to businesses looking to expand or relocate?

There’s a lot of space. Compared to cities on the East Coast like New York or Boston, Houston is incredibly spread out. You could probably fit all of New Jersey, Connecticut, New York, and Long Island inside Houston’s Beltway. That means more land, more real estate opportunities, and more room for development. When you add in lower housing costs and overall affordability, you can see why businesses and individuals from places like California and New York are choosing Texas.

How is Inertia Resources helping clients meet sustainability goals?

A lot of companies have sustainability goals, but they aren’t sure how to reach them. Environmental, social, and governance (ESG) scores have become crucial, not just for image but for securing investment and even loans. We help companies purchase renewable energy certificates (RECs), both standard and site-specific. Site-specific RECs allow clients to identify exactly where their green energy comes from, which significantly boosts their ESG ratings. This is especially important for large companies pursuing ambitious sustainability targets.

What services are in highest demand, and what is driving that interest?

Clients are increasingly recognizing that energy is a volatile commodity but also predictable over the long term. Energy rates have risen 2% to 4% annually since the 1980s, driven largely by inflation. We advise clients to renew early and lock in long-term contracts if their credit allows. With natural gas prices currently low — thanks in part to the United States becoming the world’s largest exporter following a major pipeline disruption — many businesses are securing 10- to 15-year energy contracts. Smaller businesses often don’t realize how much they can save by planning ahead.

How is Inertia Resources integrating technology to improve client services and internal operations?

We’ve developed an internal CRM and partner with suppliers that use advanced energy management systems. These platforms allow clients to monitor their energy usage in real time, identify inefficiencies, and understand the logic behind our recommendations. Transparency is key, especially for clients using more complex products like block and index pricing. This tech allows us and our clients to forecast costs, detect anomalies, and adjust strategies proactively.

What is your perspective on the labor market in Houston, and how is Inertia building its talent pipeline?

Houston’s energy-focused workforce is a perfect fit for us. We relaunched our Houston office six months ago, and it’s already our top-performing location. Unlike places like New York or Boston, where energy isn’t as central to the economy, Houstonians understand our industry. We haven’t faced challenges hiring here — it’s been quite the opposite. We’re also active in the community, educating consumers on energy savings and building a strong local presence.

Are there any regulatory or policy issues on your radar that could impact your operations or your clients?

The biggest issue is energy regulation. Only 22 states are currently deregulated, meaning in 28 states, consumers have no choice in their energy providers. That lack of competition leads to higher costs. In deregulated states, consumers can shop around, lock in rates, and access green energy options. States like Arizona and Nevada are considering deregulation, and we hope others follow. Deregulation isn’t just good for business; it helps people save money and introduces more transparency and fairness into the system.

Our government needs to seriously consider nationwide deregulation. Letting people choose their providers and locking in long-term rates could save businesses and households billions. But the people benefiting from deregulated markets don’t usually speak up — it’s the rare complaints that get attention. We need to hear more from the majority who are saving money, so states see the value of competition in energy markets. It’s about creating a fairer, more transparent system for everyone.

What does community engagement look like for Inertia?

We recently raised $30,000 at a breast cancer awareness event in Boston for the Miss Pink Organization, which supports women undergoing treatment. We’ve also launched our Inertia Foundation’s Monthly Award, where we cover a family or individual’s energy bills for a year. It’s a way for us to give back and support those who might be going through tough times. We started the initiative pre-COVID but had to pause. Now, it’s back, and we’re proud of that impact.

What are your top priorities for the next two to three years?

Our main goal is to have a physical presence in every deregulated state — 22 offices in total. While many competitors operate remotely, we believe being physically present builds trust and relationships. Energy isn’t an impulsive purchase; it’s a slow, incremental cost. People often don’t notice their bills increasing by a few percent each year until it adds up. Being present helps us explain that, show them their options, and secure better rates. In-person conversations still matter, and that’s how we plan to grow.

Invest: sat down with Mike Francis, CEO and co-founder of NanoTech Materials, to discuss the company’s mission to enhance energy efficiency and fire protection through innovative nanoparticle technology.

Could you give us a quick overview of your mission, approach, and history?

I started out in the corporate world here in Houston, and for the last 10 years, I’ve been running my own companies. This is my fourth company, and I’ve had a couple of successful exits along the way. Our mission is quite simple: we provide fire-mitigating coatings for fire-prone states through our patented insulative ceramic particle. We work extensively with the Department of Transportation in California and in the built environment. When our particle is incorporated into building materials, it helps block heat, reducing energy consumption. For example, by coating a roof, we can significantly lower a building’s HVAC energy use. Essentially, our focus is on thermal management — keeping heat in or out — for energy efficiency and fire protection.

Over the past 12 months, have there been any major highlights for Nanotech Materials in terms of product development, market expansion, or partnerships?

We actually started in a two-car garage and have since gone through multiple funding rounds, primarily backed by Houston and Texas investors, which is rare in the hard-tech space. Unlike software, everything we do takes more time. We were part of Halliburton Labs’ clean energy program as their first startup and were also involved with Rice University’s clean energy initiatives. Just last year, we transitioned from the garage and our time at Halliburton to a 43,000-square-foot facility, where we can now produce enough coating to cover 50 million square feet annually. That shift — from three people in a garage to a full-scale operation — has been a significant milestone.

What makes Houston such a great place for your business?

Houston is fantastic. It offers a strong infrastructure and was home to many of our first customers. The city has a gritty, engineering-focused workforce, especially in hard tech and energy. With top universities like Texas A&M, Rice University, and the University of Houston nearby, there’s a continuous pipeline of talent. Plus, the presence of Fortune 500 companies and incubators like Greentown Labs and Halliburton Labs creates an environment where startups like ours can thrive.

Considering your rapid growth since starting in a garage, how do you see demand for your products evolving?

We have a platform technology that can be integrated into various building materials like paints, resins, and windows. The main function is heat management. We started with roofing because it offered a clear market opportunity. From there, we’ve expanded into walls, windows, and other parts of the building envelope. We’re particularly excited about our work with the California government on fire protection for critical wooden infrastructure (bridges, tunnels, retaining walls), to protect lives and property. The goal is to create both emergency response solutions and permanent fire prevention measures. Our mission — enhancing energy efficiency and fire protection — helps attract top talent because people are motivated to work for a purpose-driven company.

What major advancements are you seeing in technology, and how is NanoTech staying ahead?

The next wave is the combination of hard tech and soft tech. We’ve built an AI and machine learning platform that allows us to prototype virtually using digital twins. This system simulates our materials’ performance in real-world conditions with actual weather data. We can test new materials within minutes instead of waiting months for field tests. The AI can even interact with the infrastructure, providing insights through conversational interfaces — basically, you can talk to your walls to learn how to improve efficiency. This fusion of software and hardware drastically shortens our product development cycle.

What steps are you taking to incorporate sustainable practices into your operations?

Sustainability is central to everything we do. We source materials locally to reduce emissions from transportation. Since nearly 40% of U.S. CO₂ emissions come from heating and cooling buildings, we focus on retrofitting structures with energy-efficient coatings to reduce that demand. By lowering HVAC energy use by 30% to 50%, we can significantly reduce the carbon footprint of existing buildings. We also use our own technology in our facilities to minimize our environmental impact.

What are the biggest challenges you are currently facing?

Our biggest challenge right now is scaling the team. We’re fortunate to have the technology and a massive market opportunity. We have a broad swath of corporate investors, including Fortune 500 companies, venture capitalists, and even a few billionaires. But technology alone isn’t enough; you need great people to execute the vision. As we grow from 20 to over 100 people, maintaining a culture of ownership and innovation is crucial. Houston is a great talent pool for this, given the city’s deep roots in energy and engineering.

What are your top priorities for the next two to three years?

Our priority is not to lose sight of our mission as we grow. Scaling the company while preserving our purpose-driven culture is essential. It’s easy to get distracted by operational complexities as you expand, but we want to remain focused on delivering innovative, impactful solutions. Our goal is to continue hiring talented people who share that sense of purpose and commitment to energy efficiency and fire protection.

How would you describe your company culture?

I’m passionate about building things, and I want everyone on the team to feel like a founder within their domain — whether it’s marketing, R&D, or operations. We foster a startup mentality that encourages risk-taking, learning from mistakes, and taking ownership. In a small company, you often have to wear multiple hats, and that flexibility is part of what makes us agile and innovative.

How do you see demand for heat and insulation technology evolving over the next decade?

Thermal management will be critical in the coming years. Energy efficiency plays a fundamental role in addressing global challenges. If we can reduce energy consumption in buildings by even 30% to 50%, we’ll significantly impact CO₂ emissions. This, in turn, makes energy more accessible to underserved areas worldwide. Our mission is to create solutions that can scale globally, providing efficient, affordable energy solutions to communities everywhere. Houston’s ecosystem, with its energy expertise and innovative spirit, gives us the resources and network to help drive that transformation.

In an interview with Invest:, Ricky Sakai, senior vice president of investment and business development for Mitsubishi Heavy Industries America (MHIA), underscored Houston’s role as a central hub for the energy transition, citing robust industry-academic collaboration. He also pointed to rising demand from AI and data centers for reliable, low-carbon power solutions. “Tech companies and hyperscalers are looking for power that is reliable, affordable, and low-carbon. That’s where we come in,” Sakai said.

What makes Houston ideal for MHIA’s business and energy transition focus?

We relocated our headquarters to Houston almost 10 years ago, and since then, we’ve been growing our business in the energy sector. We’ve also shifted our focus from conventional energy to the energy transition, aiming to lower carbon intensity across the industries we serve. Houston has become a hub for energy transition, thanks to its strong presence of academia, major industry players, and collaborative initiatives.

Recently, we relocated our headquarters within the city and were honored by Mayor John Whitmire, who proclaimed April 14, 2025, as Mitsubishi Heavy Industries America Day. That was a significant recognition for us.

We continue to invest in innovation, particularly technologies being incubated here in Houston. Last year, we invested in Fervo Energy, a leading startup focused on enhanced geothermal power systems. We’re collaborating with them by supplying power generation equipment for their demonstration project.

We’re also working closely with major energy companies like ExxonMobil and Chevron on low-carbon solutions, including carbon capture and hydrogen projects. These collaborations reflect our commitment to building a robust energy ecosystem in Houston.

What are the key trends driving the energy transition from MHIA’s perspective?

Over the past year, we’ve seen a surge in demand for AI and data centers, especially in relation to power generation. Tech companies and hyperscalers are looking for power that is reliable, affordable, and low-carbon. That’s where we come in, offering solutions like gas turbine combined cycle power with carbon capture, and geothermal power systems.

We also provide technologies to improve data center efficiency, such as advanced cooling systems. These offerings position us well to support the growing needs of AI and data centers, which are some of the hottest areas we’re currently addressing.

How are your partnerships with ExxonMobil and Chevron progressing, particularly on carbon capture and hydrogen?

Carbon capture is a technology we’ve been developing for decades. There’s a growing number of industrial emitters looking to reduce their emissions.

We’re collaborating with ExxonMobil, which has established a Low Carbon Solutions business unit and acquired a CO₂ pipeline from Denbury. Our carbon capture technology, combined with their infrastructure, allows us to offer a one-stop solution — from capture and transport to sequestration. Their scientific team is also helping us improve the efficiency of our technology.

With Chevron, we’re building our first utility-scale green hydrogen project in Utah. This project uses surplus renewable power, mainly from California, to produce up to 100 tons of green hydrogen per day. The hydrogen is stored in underground salt caverns and can be used to generate clean power using our hydrogen gas turbines. The project is under construction and is expected to begin operations by the end of this year. Chevron will help operate the facility once it goes live.

What recent collaborations or joint ventures are helping MHIA push the boundaries of industrial innovation?

Energy transition is a complex challenge, given the deeply entrenched hydrocarbon infrastructure. Collaboration is essential.

Beyond our partnerships with ExxonMobil and Chevron, we also work with startups that bring innovative solutions in geothermal, hydrogen, ammonia, and e-fuels. One example is our partnership with Infinium, a company that converts CO₂ and hydrogen into sustainable aviation fuel. This helps expand our carbon capture business by turning captured CO₂ into valuable products, supporting decarbonization across the aviation and transport sectors.

How is MHIA helping address the talent pipeline and skills gap in the energy transition?

Talent development is key. Many startups emerge from university spinouts, so we’ve been active in academic collaborations. In Houston, we work with Greentown Labs, an innovation accelerator, and we sponsor the Texas Entrepreneurship Exchange for Energy (TEX-E), which includes major Texas universities. This program supports startups with mentorship and research collaboration, helping foster the next generation of clean tech.

We also fund joint research programs with universities such as Rice University, bringing in our R&D teams to support early-stage innovations and help scale new technologies. These academic partnerships are critical for long-term success in the energy transition.

What are the most pressing challenges MHIA faces today?

One major challenge is equipment shortages, particularly gas turbines and other power generation components. Our production backlog is fully booked for the next five years.

We also face workforce shortages, which limit our ability to quickly scale manufacturing. Training takes time, and while we operate in the United States and Japan and exchange know-how across sites, we still need more skilled labor to meet demand.

Another challenge is policy uncertainty. Changes in government incentives and regulations, especially related to tax credits, create unpredictability. Continued government support is crucial to closing the cost gap between conventional and low-carbon energy solutions.

How are you integrating AI and emerging technologies into MHIA’s operations?

We’re exploring how AI can enhance our business internally and externally. We’ve already implemented AI and machine learning in maintenance and after-sales services for our machinery.

We’re now expanding AI applications to improve operations and potentially develop new business models. However, powering these AI technologies remains a major challenge, reinforcing the importance of providing reliable and low-carbon electricity for data centers.

What is your outlook for MHIA in Houston, and what are your top priorities over the next few years?

Our top priority is to lead in the energy transition by offering innovative solutions and strengthening collaborations. Houston will continue to be a central hub for us.

We aim to stay agile and responsive to new industry trends and customer needs. Being close to our partners, customers, and academia allows us to move quickly and adapt as the energy landscape evolves.

HKS is driving innovation in education and healthcare, with projects like the Harris Health System Lyndon B. Johnson (LBJ) Hospital Expansion and the Spring ISD Education, Performance and Instructional Center (EPIC). “Our role is to ensure that built environments contribute positively to student success while aligning with budget and scope constraints,” said Jennifer Wagner in an interview with Invest:.

Can you provide an overview of HKS’s work in education and healthcare?

In our Houston office, we focus primarily on healthcare and education, covering K-12 and higher education. Our projects range from large-scale projects, like the Harris Health LBJ Hospital Expansion, to smaller renovations, additions, and infrastructure work. We handle a variety of project scales to meet diverse client needs.

What are some of your most significant projects or achievements this past year?

Our largest project is the Harris Health LBJ Hospital Expansion, a community hospital that involved extensive community outreach. This two-million-square-foot plan will feature two towers and 450 beds, offering a comprehensive array of advanced medical, social, and mental health care services, along with outpatient care. We’re excited to bring this much-needed facility to an underserved area. Another major project is the Spring ISD EPIC, a new performing arts and educational facility set to break ground this summer. This multi-purpose facility will feature a 5,000-seat arena and a 1,000-seat performance center for district-wide functions and learning space.

What makes Houston an ideal location for HKS?

We’ve been working in Houston since the 1960s and officially opened our office here over 10 years ago. We wanted to establish a local presence to better serve the community. We started with just five people and have grown to over 45, building a team that combines deep HKS expertise with strong local knowledge. Our downtown location allows us to serve the entire metroplex. 

What trends are you seeing in education, and how is HKS adapting?

A major focus is on social and emotional wellness, ensuring both students and faculty thrive in the learning environment. The pandemic changed education significantly, and we continue to see its impact. With Texas experiencing rapid growth, school districts must carefully allocate resources to support all students equitably. Our role is to ensure that built environments contribute positively to student success while aligning with budget and scope constraints.

How is HKS incorporating innovation in education projects?

From the start of a project, we explore different design and delivery models such as digital delivery, AI, automation, research, and cross-pollination. We believe that with this mindset, we can help to design for the unexpected. 

What healthcare trends are influencing design?

Oncology remains a major focus in Houston, and we have subject matter experts in our office who stay ahead of technological advancements. Healthcare innovation evolves rapidly, requiring constant adaptation throughout a project’s lifecycle. We’re also reimagining patient care — how hospitals function, how care is delivered, and how facilities are designed to enhance the patient experience. We leverage our in-house research and advisory teams, including registered nurses, to ensure our designs meet evolving healthcare needs.

Additionally, HKS benefits from cross-disciplinary expertise, allowing us to bring design knowledge from our various practices to enhance user experiences on all typologies. This is particularly relevant in patient-centered care, where design can influence well-being.

How does HKS attract top talent in Houston?

Houston’s job market is extremely competitive, with all the major firms hiring from a relatively small talent pool. Our biggest differentiator is the culture of our office. While salaries across firms are similar, what sets us apart is how we work, how we serve our clients, and the pride we have in our Houston office. We like to think of ourselves as a small office within a larger firm, offering both a close-knit team and the resources of a global company.

How is HKS incorporating AI or other innovations into its designs?

The market is changing fast, and we’re actively integrating AI, automation, and digital delivery. We’re working closely with construction partners to streamline digital project delivery, improving efficiency and design quality. Digital tools allow us to explore new possibilities that traditional methods cannot, and our younger team members are especially engaged in these advancements.

How are economic and political changes affecting budgeting and financing?

We continuously monitor scope and budget alignment throughout a project. Helping clients understand where their dollars go and how to maximize the value is critical, especially as economic conditions shift.

What policy or infrastructure changes could support sustainable growth in Houston?

The scale of Houston creates unique challenges and opportunities. The city has long been strong in energy and aerospace, but we see technology and research — especially in healthcare — growing rapidly. As Houston continues to grow, the education market also continues to see rapid expansion.

What are your top priorities for the next two to three years?

We are watching economic trends closely, as different sectors are affected in different ways. In education, we expect continued growth in K-12, while higher education is shifting — community colleges and workforce training programs are expanding as people explore alternatives to four-year degrees. In healthcare, we see growth both in the Texas Medical Center and in suburban areas, as hospitals expand their reach. A great example is MD Anderson Sugar Land, which brings top-tier healthcare into the local community. Houston continues to experience strong growth, and HKS is committed to being a part of it. We consider ourselves a Houston firm and are deeply invested in the community. Our focus remains on delivering high-quality projects that support the city’s ongoing development.

In an interview with Invest:, Arsean Maqami, co-president of DC Partners, reflected on a year of momentum marked by the opening of the Thompson Houston and Residences at The Allen. The firm also broke ground on a 200-plus-key Kimpton Hotel in Fredericksburg, extending its luxury portfolio beyond Houston. Maqami underscored DC Partners’ focus on wellness-driven design and its long-term confidence in Houston and Texas’ growth.

What were some key milestones for DC Partners in the past year?

DC Partners has had great traction over the past year. In early 2024, we opened the Thompson Houston hotel and Residences at The Allen. This was a major achievement for our team, led by co-president Roberto Contreras IV and COO Acho Azuike. Our team is bullish on the Allen Parkway submarket, given its central location and incredible views.

Our team did not rest there. We recently broke ground on our next luxury mixed-use development in Fredericksburg, which features a 200-plus-key Kimpton Hotel and 70,000 square feet of curated retail space. 

Our team is also looking to expand its footprint in Houston and take on our first major endeavor outside of Texas. 

What makes Houston a strategic home base for DC Partners?

Houston is a vibrant and diverse city that has unique differentiating attributes. 

Having recently moved here from New York, the first thing I noticed was how many young people can afford homes and start families here — that’s not the case in many major U.S. cities.

What trends are you seeing in the luxury segment, and how are they influencing your projects?

Luxury is a word that gets thrown around a lot, but we approach it by asking: what’s the customer experience? Who are we building for? We are leaning into health and wellness. We have been seeing a trend of people allocating more discretionary income to health and wellness activities. This new trend will evolve, but thematically we expect it to stay for the foreseeable future. That means the ability to exercise, play sports, tan, cold plunge, sauna, etc. 

How does DC Partners approach creating a sense of community in your developments?

Each project has its own journey and story. The journey to take a 22-acre site in Fredericksburg and transform it into a Kimpton Hotel and destination retail center is a different process than how a tower in Houston is envisioned. 

While each project is unique, we have guiding principles to create our vision. Our team creates an internal book annually called “The DC Partners Way,” which outlines our process, our learnings, our goals, and our aspirations. 

How are broader economic trends impacting your business?

Economic trends are immediate, but our view on the economy is longer-term. We are building three years in the future, and we are bullish on Houston, Texas, and beyond.

What challenges are you seeing in labor and construction, and how are you building your internal team?

DC Partners is a tough place to work. We have high standards, and everyone on our team knows they’re part of a high-performing team. That attracts the right people. In the broader construction world, there’s uncertainty — especially with potential tariffs. No one knows where pricing will land, and that makes planning a bit tougher. But we adapt.

How is DC Partners leveraging technology to increase efficiency?

Our chief development officer is always pushing us to use new tools, and our CEO always pushes us to leverage AI. We are probably not leveraging AI to its full potential yet, and we are working through the best tech stack as we enter the AI age.  

What’s your outlook for DC Partners over the next two to three years?

Our team is excited for what lies ahead in our pipeline in Houston, in Texas, and elsewhere.

In an interview with Invest:, Chris Frysinger, senior vice president at Kimley-Horn in Houston, emphasized strong client alignment and growth in aviation, infrastructure, and multifamily services. “The closer we stay to our clients, the better we can support them,” he noted.

What significant changes have impacted Kimley-Horn’s operations in Houston and the South Texas region over the past year?

Over the last year, we’ve seen some short-term turbulence, particularly around government and regulatory changes or potential changes. We’ve used that period to become more intentional about staying close to our clients and understanding how these changes are affecting them.

We’re on a solid foundation and positioned for growth in the year ahead, thanks to the work we’ve done over the past 12 months. I’m optimistic about where things are headed.

What makes Houston an ideal location for Kimley-Horn compared to other cities in Texas?

Houston is a large city geographically, more so than many other metropolitan areas. When you consider the size of the city and Harris County, there’s tremendous opportunity, especially with continued population growth and housing starts. Statistically, Houston is typically in the top three metropolitan areas in the nation for housing starts.

That growth drives demand for real estate and construction, and in turn, opportunities for professional consulting services. It allows us to diversify the types of services we offer and expand our presence.

What services are seeing the most demand, and where has there been a slowdown?

Generally, we’re seeing an upward trend across all our services. Aviation consulting continues to be strong across Texas, and we expect that to remain a multi-year opportunity, both on the airside and the landside.

Mission Critical and industrial opportunities continue to be strong in Houston and beyond. The need for multidisciplinary services, such as treatment and power delivery to solve development challenges for mission-critical infrastructure, is especially suited to our firm’s strengths.  

TxDOT experienced a pause in projects this year, but it is still one of our strong long-term clients. We see decades of opportunity to support both public and private infrastructure growth in Texas.

How are you leveraging Kimley-Horn’s expertise in multifamily projects in the Houston market?

We have diverse teams with experience in multifamily, retail, and other sectors. Because Houston is such an attractive market, we often work with developers and owners from outside the region. We’re a key resource for them, guiding them from their first point of contact in the city through permitting and construction.

How are you helping clients navigate regulatory changes, high interest rates, and inflation?

Locally, we’ve had significant changes in the permitting process, especially related to drainage in Houston. We’ve focused on educating our clients and helping them understand how these changes can benefit their projects and how they affect permitting timelines.

On a national level, we avoid reacting to the 24-hour news cycle. Instead, we stay connected to our clients and focus on long-term impacts. We help them think through what services they need, where they need them, and how we can support their goals.

What strategies are you using to manage changes or challenges during the project implementation phase? 

Our firm’s structure allows us to share resources across Houston and even nationwide. We can meet client needs more effectively, whether that means responding to overloads or seizing sudden opportunities. We’re not limited to a single local team.

As for trends, the cost and availability of building materials remain a challenge. But that again points to the value of staying closely connected with clients. We’re providing updated budgets more frequently to help them assess project viability and timelines. The closer we stay to our clients, the better we can support them.

How are you approaching talent recruitment and retention in Houston?

We focus on helping employees align their passions with opportunities. We support them with our firm’s structure, so they can grow their careers and even become owners in the firm. As a privately held, employee-owned company, we offer near-term rewards and long-term career fulfillment.

In terms of hiring, we’ve worked to diversify our candidate pool beyond the traditional degrees and backgrounds. We’ve found great people who are thriving here, even if they didn’t follow the typical career path.

If you’re passionate about client service, want to be part of a team with a long-term vision, and want ownership in your work, we’ve built a place where you can thrive. We’ve become a unique destination for professionals in the consulting market.

How is Kimley-Horn using technology and AI to improve operations and outcomes?

Over the past five years, we’ve built a strong technology solutions component into our consulting services. Beyond traditional consulting, we’ve developed tools to help clients assess their businesses and deliver projects more effectively.

We’ve expanded what a consulting team looks like. It’s not just engineers anymore—we now integrate a wider range of people, services, and tools, including AI and internally developed technologies, to create a more modern project delivery model.

What are your top priorities over the next two to three years?

We’re focused on growing in the public and private sectors, including TxDOT, single-family housing, aviation, retail, and multifamily.

We’re also expanding the range of services we provide. Beyond traditional civil and traffic engineering, landscape architecture, and planning, we’re adding external services in IT, marketing, and project management. It’s not just about expanding in the market; it’s about expanding how we serve our clients.

In an interview with Invest:, Ting Qiao, CEO and co-founder of Wan Bridge, emphasized the company’s pioneering use of AI in construction, including in-house algorithms and robotic site monitoring, to enhance efficiency and transparency. “We’re one of the few traditional real estate companies actively leveraging AI in meaningful ways,” he said.

What were some key milestones for Wan Bridge over the past year?

I think the most important development has been our progress with AI. While it might sound like a buzzword, for us it’s real. We’re one of the few traditional real estate companies actively leveraging AI in meaningful ways. Over the past 12 months, we’ve made significant strides in using AI to support our construction scheduling, budgeting, and on-site delay analysis. We’ve developed an in-house algorithm linked to ChatGPT that enhances transparency and efficiency. However, we don’t just rely on software; we also integrate physical AI within our smart-construction process. For instance, we’ve tested robotic dogs to capture on-site imagery, which is then fed into our AI system to produce reports on scheduling, quality, and safety. We realized no one else in our sector has adopted AI in such a holistic way. While it may not be revolutionary, it’s certainly a significant step forward for the real estate industry.

What makes the Cadia at Lago Mar project different from other communities in Greater Houston?

Cadia at Lago Mar is our latest single-family build-to-rent (BTR) community in Houston, offering family-friendly coastal living with easy access to resort-style amenities.

This community stands out in many aspects, including its prime location in a master-planned community featuring the largest crystal lagoon in Houston, and it is exclusively for rent. What sets Cadia at Lago Mar apart from other build-to-rent communities is the quality of the homes. We offer three- and four-bedroom homes, and we’ve even introduced double-height ceilings, something typically reserved for $700,000 – $800,000 homes. We’re offering luxury finishes and thoughtful design to renters, which is rare.

Our vision to provide high-end homes for renters is based on the belief that in today’s uncertain housing market, many potential homebuyers are hesitant to purchase. They still want high-quality homes in great locations with strong schools and amenities, but they also seek flexibility. Renting a Wan Bridge home gives them that option. It’s a way for them to experience the lifestyle of a master-planned community without the long-term commitment of buying. We’re not competing with homebuilders; we’re offering an alternative for people who want to live in these communities but aren’t ready to buy.

What trends in real estate support the BTR model in Houston?

Despite rising construction costs, which are partly due to tariffs that add $10,000 to $30,000 per home, Houston remains a strong real estate market. The region continues to see job and population growth, so the fundamental demand for housing is healthy. However, the uncertainty in long-term interest rates and broader economic concerns, like federal budget tightening and social security, are making homeownership less attractive right now. The market uncertainty is driving more people toward renting, especially high-quality rentals like those offered by Wan Bridge, creating a mutually beneficial opportunity for us to serve potential homeowners who are in a holding pattern.

What areas is Wan Bridge targeting for future communities?

We have a healthy pipeline of 20 to 25 sites across Houston, Dallas–Fort Worth, and Austin. These are either under entitlement, in negotiations, or already under development. We’re still focused on Texas, and we’re confident that even amid uncertainty, our existing pipeline will allow us to deliver strong, appealing communities to both our investors and our residents. Before purchasing land, every Wan Bridge site goes through a thorough vetting process in which we conduct extensive research to ensure the site is in an area with population and job growth and solid household income. This exhaustive vetting process is how we ensure we’re meeting real demand and building communities with long-term value. We’re currently seeing strong demand across the board.

How does Wan Bridge balance home design and amenities in its communities?

Our homes are designed as move-up products, not entry-level. We are proud to be one of the first BTR developers to introduce high-end features to Texas renters, including 10-foot ceilings and luxury finishes similar to five-star hotels.

For amenities, we’ve learned that our communities with more than 80 units benefit from having a swimming pool and quality pavilions in addition to the other conveniences designed to make life hassle-free for our renters. Texas summers are intense, so these features really enhance the resident experience. In larger communities, such as Pradera Oaks, which has over 800 single-family units and another 200 apartments, we’re opening what we believe is the best clubhouse in South Houston, modeled after a Four Seasons resort. 

How is Wan Bridge addressing labor challenges in construction?

Labor can be a challenge, but it doesn’t have to be. Subcontractors want consistency and trust. We have found it is critical to offer them a reliable flow of work, not 50 starts one month and zero the next. We focus on an even flow of starts, which helps us retain subcontractors and build long-term relationships. Additionally, we’ve created a platform that supports our vendors, especially smaller subcontractors, by streamlining communication and payments. It helps them operate efficiently without needing a large back office. Our platform gives them 24/7 access to job schedules, site images, and timelines, helping them plan better and ensure profitability. It’s a game-changer compared to traditional operations.

How is Wan Bridge helping investors navigate risks and returns?

Fewer new BTR communities are coming online this year, which reduces competition. Last year, some competitors were offering up to six months of free rent, which shows how tough the market was. This year is different as there’s modest growth, but a lot less competition overall. If people want to rent in a new community, they often only have one option: ours. Also, if you invested last year, you did so at yesterday’s construction costs. With tariffs pushing prices up, you saved significantly compared to building the same home today. And with the potential for interest rates and cap rates to drop in 2025 or beyond, valuations could improve. We’re also seeing opportunities to buy up lots, especially townhome lots, at good prices because builders can’t sell to homebuyers right now. This unique opportunity creates a rare window to invest and build.

What are Wan Bridge’s priorities over the next two to three years?

My top priority is ensuring my team feels comfortable utilizing AI to boost efficiency. I truly believe that in five to seven years, people who don’t work with AI will struggle to find jobs. AI allows me to be 10 times more productive; it’s like having superpowers. With AI, I can get precise, instant support that helps me make better decisions. We’re embracing this technology fully so we can stay ahead and keep delivering exceptional results in a rapidly changing world.