In an interview with Invest:, Brandon Meyers, Houston vice president of Joeris General Contractors, discussed the region’s importance to the company’s growth. He emphasized talent development, lean construction, and community engagement as key strategies, underscoring Joeris’ commitment to long-term impact and trusted powerful partnerships. “We’re fully committed to growing here and showcasing what Joeris can do to serve Houston and the surrounding communities,” Meyers said.

What makes Houston an ideal location for Joeris’ expansion and growth goals?

Houston is an ideal environment for Joeris because it’s large, diverse, and expanding in many directions. That growth creates opportunities to bring our values-based approach and the strong partnerships we build with clients, the community, and our trade partners, into a larger arena. The city’s size and momentum allow us to make a bigger impact across the Greater Houston area and its surrounding communities.

What are your top priorities during these first few years of growth in Houston?

Our primary focus is expanding the proven Joeris model to better serve clients across the Houston region. That starts with people. We’re heavily investing in talent, both attracting new professionals and developing our current employees. With over 7 million people in the Houston area and expansion happening in all directions, from Brazoria County in the south to the northeast, the construction industry needs to continue to focus on developing a strong, skilled workforce to meet demand.

What highlights or milestones has Joeris achieved in Houston over the past year?

Joeris has successfully delivered multiple education facilities over the last few years. We also completed a retail expansion in Village Green at Bridgeland Central with Howard Hughes and started construction on Timber Mill, a $307 million high school campus for the Conroe ISD. That’s one of the largest projects in our company’s history. We have a strong pipeline of large private development projects that align with the region’s growth in population and infrastructure.

What trends are you seeing in the education, retail, and office sectors?

One major shift is the increased demand for better service throughout the construction experience for our clients. Even clients who previously leaned on traditional hard-bid delivery methods now recognize the value in alternatives like construction manager-at-risk. These methods allow us to partner earlier in the design process and ensure the project is built to a high standard, stays within budget, and meets the client’s goals. At Joeris, we’re focused on long-term relationships, which means consistently delivering value, not just a one-time build.

How are you balancing aesthetics with functionality and innovation, especially in education projects?

We’re intentional about staying current with new materials and technologies. That said, availability can become a challenge, particularly for items sourced internationally or from high-demand regions. We work closely with our design partners and clients early in the process to ensure selected materials are both high quality and readily available. That way, we can maintain the design integrity without compromising the schedule or budget.

How do your core values, like safety and integrity, shape your operations in Houston?

Safety is non-negotiable. It reflects our family-first mindset. Every worker on a Joeris site deserves to go home safe every day. That’s our promise and our standard. As for integrity, it means delivering on our word every time. Our clients, partners, and design teams need to know they can trust us. That trust builds the foundation for long-term relationships and mutual success.

How are you navigating the local labor market, and what are your strategies for talent attraction and retention?

We’re active on several fronts. We recruit at the entry level, mentor new professionals, and hire experienced team members from across the industry. Most of the hands-on workforce comes through our trade partners, and here in Houston, we’ve seen that labor pool shrink as experienced workers retire faster than they’re replaced by new people entering the construction industry.

We’re proud to be part of the Construction Career Collaborative (C3), which addresses this challenge head-on. Our Timber Mill High School project is the first C3-certified K–12 school in Texas. That means all construction and trade partners commit to safety training, workforce development, and fair employment practices. The project will also include student and faculty engagement opportunities, helping inspire the next generation of construction professionals.

What technologies or innovative construction methods are you adopting to enhance project delivery?

Joeris is a progressive company in terms of technology. We use 3D modeling and Building Information Modeling (BIM) across all our projects to improve coordination. Drones document progress on our job sites, and we’ve launched several innovation initiatives internally.

One major focus is Lean construction. We’ve been using Lean practices for years, but we’re doubling down in Houston and other Texas markets. As craft labor becomes more limited, efficiency is key. Lean helps us reduce waste, whether it’s time, materials, or energy, and deliver faster, safer, and more cost-effective results.

How is Joeris engaging with the local community to support broader economic or social goals?

Community engagement is part of our DNA. We provide volunteer support to organizations we work with and others across the region. In recent years, we’ve participated in school supply drives and food distribution events. This year, we are excited to launch our first annual fundraising event in Houston this summer. It’s modeled after a similar initiative in San Antonio and will support local nonprofits while strengthening bonds with our clients and trade partners.

Our goal is to be woven into the fabric of this community, not just as builders, but as active contributors.

What is your outlook for Houston’s construction industry, and how are you positioning Joeris for the future?

We’re optimistic. While energy continues to be a major driver in the Houston economy, healthcare is strong and continuing to grow, especially as hospitals expand into the suburbs to meet patient demand outside the Texas Medical Center.

Despite national economic uncertainties, Houston remains resilient. Even during downturns, Texas, and Houston in particular, tends to outperform. That’s why out-of-state contractors come here looking for opportunities. For us, Houston is not just strong, it’s strategic. We’re fully committed to growing here and showcasing what Joeris can do.

We’re excited about our future in Houston. There’s still a significant number of clients here who haven’t experienced working with Joeris. We’re eager to change that — to show up in a different way than other firms and to build lasting partnerships that reflect our values and capabilities.

In an interview with Invest:, Trey Wilkinson, president and CEO of Trinity Legacy Partners, highlighted achieving record assets under management of $458 million in 2024 and targeting $500 million in the near future. He credited the firm’s growth to client-focused investment strategies and the adoption of AI for faster financial analysis. “Houston is a city of opportunity. It’s where innovation meets action,” he added.

What were the key milestones for Trinity Legacy Partners over the past year?

We ended 2024 with record assets under management, reaching approximately $458 million — our highest to date. This growth came from both new client acquisition and the expansion of assets within our existing client base. We also added a new full-time employee, bringing our team to eight. It was a strong year for the firm, and I’m incredibly proud of our team’s contributions.

What makes Houston an ideal location for your firm?

Houston is the best city in the world for entrepreneurship. I’ve said it before, but you don’t hear the word “can’t” here. We built the first domed stadium, put a man on the moon, and turned a bayou into the nation’s third-largest port. Houston has an entrepreneurial spirit — it’s about opportunity, taking smart risks, and building something great. The city doesn’t care where you came from; it cares about what you plan to do. It’s a wonderful place to live, work, and grow a business.

It’s a remarkable, open, and collaborative city. Its growth has been fueled by a culture of innovation and a welcoming spirit for people from all walks of life. We’re proud to call Houston home and to contribute to its thriving business community. I believe Houston’s best days are ahead, and I’m excited for what the future holds, both for our city and for our firm.

How would you describe the financial and wealth management landscape in the region?

Houston has always been known as an energy hub, but it’s also home to a strong and underappreciated financial sector. I used to work for AIM Investments, which became the 10th largest mutual fund company globally before merging with Invesco. There’s a legacy of successful, independent investment firms here, and the University of Houston’s Bauer College of Business is producing outstanding finance talent. You don’t need to go to New York or Dallas for world-class financial expertise; it’s right here in Houston, and that’s something we should promote more.

What additional sectors are driving Houston’s growth?

Energy and healthcare are the biggest, but NASA and the space industry remain vital. Houston is Space City — the first words spoken on the moon were “Houston,” after all. There’s also continuous commercial development. I’ve been here since 1988, and I’ve seen neighborhoods transform through cycles of growth — Montrose, East Downtown, and Sugar Land, to name a few. Technology and AI are also emerging sectors, with significant growth in data centers west and north of the city due to available land. Houston is a city of opportunity. It’s where innovation meets action.

Have there been any adjustments to your daily liquidity investment strategy?

Liquidity remains central to our approach. We focus on investments that can be accessed or sold daily, providing clients with flexibility. This sets us apart from private equity, real estate, or private credit plays, where money can be tied up for years. Our clients know that if they need their money tomorrow, they can get it. At the same time, we structure portfolios to generate strong dividend income. It’s a space we know well, and it continues to be a winning strategy for our clients.

How will the new presidential administration impact your business and clients?

A more business-friendly environment, particularly for domestic energy exploration and mergers and acquisitions, could be a significant boost for Houston. We have the natural resources to become energy independent, and I think we’ll see policies supporting that goal. With the new administration, we may also see a stronger focus on making deals, both globally and domestically. There’s a sense of optimism here in Houston that the business climate will be more favorable, and I think that’s justified.

How is the firm using technology to enhance its operations and investment strategies?

We’ve invested heavily in technology to streamline operations and improve analysis. We use AI to analyze financial statements quickly, identify trends, and support our investment thesis, which focuses on companies whose earnings are exceeding Wall Street expectations. We also hired a dedicated data analyst to help us crunch numbers more effectively. Technology is helping us get information faster and more efficiently, which allows us to make better investment decisions.

How is Trinity Legacy Partners engaging with the local community?

Community involvement is a core part of our firm’s values. I remain active with the University of Houston’s Bauer College of Business, serving on advisory boards for both the business school and the Cougar Investment Fund, which gives students real-world experience managing actual investment portfolios. Within the firm, we identify five charities to support annually and invite our clients to vote on how the donations are distributed. In 2024, we supported Folds of Honor, Special Olympics, Inspiration Ranch, Goodwill, and The Women’s Home. We also support the Houston Livestock Show and Rodeo, which is terrific. Houston has a rich tradition of giving back, and we’re proud to be part of it.

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

A major milestone for us will be surpassing $500 million in assets under management — that’s half a billion dollars, and it will be a significant achievement for our firm. We grew by about $100 million last year, and we aim to keep that momentum going. Our priority is always helping clients reach their financial goals through prudent investment management. Additionally, we’re focused on building our team and creating opportunities for our employees to grow professionally. Most importantly, we never lose sight of the fact that we manage our clients’ money — not ours — which guides every decision we make and, ultimately, drives our growth through client referrals.

In an interview with Invest:, Robert Vaughn, regional director of technology with talent solutions and business consulting firm, Robert Half, highlighted Houston’s strength as a diverse, opportunity-rich job market. Demand is high in tech, healthcare, and energy, with cultural fit and resume personalization key to hiring success. “Every employer is looking for something different, and a generic resume won’t stand out. When candidates can align their experience to a specific company’s needs, it makes a big difference,” Vaughn said.

What makes Houston an ideal location for businesses and professionals?

Houston offers a tremendous variety of opportunities from a job market perspective. The city’s size and diversity allow it to support a wide range of industries. There’s also a unique quality of life here, whether it’s the food, access to outdoor activities, or the ability to be at the beach within a short drive. There’s always something to do year-round.

We also don’t experience the kind of severe winters other cities do, which adds to the appeal. From raising a family to building a career, Houston remains a great place to live and work.

How would you describe hiring trends in 2025, particularly in the Houston market?

It’s been an interesting year. There are always external factors influencing the labor market, but it remains competitive. Unemployment is still around 4%, which essentially means full employment. That tells us people are holding onto jobs, and companies still need to make key hires to grow and scale their operations.

Most of the clients we work with — small to midsize companies — are actively backfilling roles or expanding teams. Skilled professionals, especially in services, have options. While the market is complex, there’s still strong demand.

What trends are shaping the local job market, and how are companies adapting?

In professional service staffing, companies are still adapting to stay competitive. For many, that means offering hybrid work schedules or fully remote roles to attract top candidates. Even five years after COVID-19, flexibility is still a key differentiator.

There’s still a talent shortage in certain fields, which means employers need to work harder to stand out and appeal to candidates who often have multiple job offers to consider.

Which roles are proving most difficult to fill right now?

My specialty is in information technology, and roles in AI, machine learning, and cybersecurity are particularly tough to staff. These positions require highly skilled professionals who are in short supply.

What advice would you give to candidates looking to break into these competitive roles?

Tailor your resume to each job. Every employer is looking for something different, and a generic resume won’t stand out. When candidates can align their experience to a specific company’s needs, it makes a big difference.

Working with a firm like Robert Half can also be a major advantage. We often have direct relationships with employers, and our screening process allows us to vouch for a candidate, effectively putting them on the shortlist. That’s much harder to do when applying cold through an online portal.

Is Robert Half partnering with educational institutions to help build the talent pipeline?

We do our best to partner with all organizations. However, the majority of our placements require professionals with existing experience. That said, I’ve spoken at colleges and participated in career fairs. We see the value in engaging with the next generation, and we aim to offer them practical advice so they can better prepare for the job market.

What are the most pressing challenges businesses are facing in today’s hiring environment?

One major challenge is that with AI tools now available to candidates, almost everyone can create a flawless resume. That makes it tougher for hiring managers to identify the right person just from a resume.

This has extended the screening process. And when hiring takes too long, it can strain existing teams. For example, if someone leaves a role and the company takes weeks or months to fill it, that workload doesn’t disappear — it’s redistributed to others, leading to burnout. The longer a role stays open, the more stress it puts on the rest of the organization.

We conducted a survey recently, and 30% of hiring managers admitted they had made a bad hire in the past two years. The two most common mistakes were failing to accurately assess technical skills and not evaluating cultural fit. These are areas where companies need to be more diligent.

Is Robert Half using AI or other technology to improve efficiency?

Absolutely. AI helps us automate routine administrative tasks, freeing up time to focus on high-value work like relationship-building and consulting. It’s a powerful tool, and it’s here to stay. Like I often say, if someone never moved on from using a fax machine when email arrived, they’d be left behind. It’s the same with AI — you evolve with it, or you fall behind.

How do you help clients evaluate cultural fit during the hiring process?

That’s a big part of what we do. Because we’re local, we visit our clients’ offices, understand their environment, and get a feel for the team dynamics. When we talk with candidates, we’re not just looking at their skills — we’re also asking about their past experiences, speaking with references, and assessing whether they’d be a good match for the company culture.

Beyond technology, which industries in Houston are seeing the most hiring activity?

We’ve seen strong growth in several sectors: healthcare, energy, education, and manufacturing. These industries are especially active right now, and they continue to drive demand for skilled professionals.

We work with all industries. Our role is to help organizations complete their IT and professional service journeys by providing the right talent. Every business has unique needs, and our job is to deliver the people who can help meet those goals.

How is the hiring process evolving, and what should companies expect going forward?

Hiring timelines are increasing. In a survey of more than 2,200 U.S. hiring managers, nearly all (93%) said the hiring process takes longer now than it did just two years ago. Clients want to make sure they’re making the right investment, and that means more extensive screening and multiple rounds of interviews. While understandable, these longer processes aren’t ideal when the goal is to hire quickly and stay competitive.

What are your top priorities and outlook for the Houston office over the next few years?

Our priority is to continue being a trusted partner to clients and candidates alike. We want to help companies complete critical projects and grow their teams while also supporting job seekers with resume coaching, interview prep, and career advice.

If we can provide real value to both sides — employers and candidates — then we’re doing our job well. When both the client and the candidate win, we win as well.

I’ve lived in Houston my entire life, and it’s been incredible to see the city grow and evolve. People continue to move here for a reason: There’s opportunity, a strong economy, and a great quality of life.

Houston is a place where people can build real careers, and I’m proud to be part of supporting that growth. I’m excited about what the future holds.

Investment and wealth management advisory firm Pennington Partners entered Houston to serve its growing base of ultra-wealthy entrepreneurs in a market lacking deep advisory services. “At the core, investment priorities are similar: people want peace of mind, simplicity, and value. But Houston is distinct in how much private investing happens within informal networks,” Co-Founder and CEO Brian Gaister told Invest:. The firm brings structure, strategy, and tech-driven support, focusing on talent, client value, and long-term impact.

What makes Houston an attractive location for Pennington Partners?
Pennington Partners is a multifamily office focused on elevating the lives of highly successful entrepreneurial founders and their families. Houston ranks fifth nationally in both millionaires and centi-millionaires, making it a key market for ultra-high-net-worth individuals.
What stood out to us was the concentration of private business owners. While Houston has a strong professional services ecosystem, its financial advisory landscape lacked depth. Which we saw as a clear opportunity.

Beyond that, Houston benefits from a business-friendly government, a diverse and educated workforce, and thriving industries like oil and gas, real estate, and business services. Combined with a welcoming, entrepreneurial culture, it’s an ideal place for us to grow.

How do investment behaviors in Texas compare to those in coastal hubs like New York or California?
At a fundamental level, investment priorities are the same: people want peace of mind, simplicity, and value. But Houston stands out in the volume of private investing that happens informally — through trusted networks, often without formal diligence or structure.
That’s where we add value. We don’t just bring opportunities to families. We help them evaluate existing investments, structure them appropriately, and implement governance. That’s been a meaningful gap in the Houston market that we’re addressing.

What factors have contributed to the firm’s rapid growth in Houston since entering the market?
It comes down to people, process, and product, all centered around the client. I learned early on that success isn’t about us; it’s about what matters to the client. When we listen closely and build around their needs, everything else follows.
That mindset shapes how we build our team. We invest in talent and align individual goals with firm objectives. When those things connect, one plus one can equal five.

How does your referral-based model influence client acquisition and relationship management?
Referrals are the result of delivering real value. When clients or advisers refer us, it’s because they’ve experienced a high level of trust and impact.
Our goal is to shorten the time it takes for the right people to access our expertise. That’s where training, technology, and thoughtful communication reduce friction and amplify value.

As you build your Houston team, what qualities are you looking for, and how do you retain talent?
We look for critical thinkers, resilient problem-solvers, and collaborative, growth-oriented professionals who are open to feedback. Every candidate goes through rigorous quantitative and qualitative assessments to ensure cultural fit.

Retention is about clarity and care. We map career paths, support development, and foster alignment between personal and professional goals. I view my job as working for our team, because when they thrive, the business thrives.

How are broader economic trends, such as the energy transition and regulatory changes, affecting your clients?

Oil and gas are inherently cyclical, and that impacts our clients’ businesses, income, and exits. But innovation has made U.S. production more efficient, and regulatory tailwinds are providing support.
While we are not in the oil business ourselves, many of the families we serve are. Our role is to help them navigate uncertainty across investing, tax and estate planning, and liquidity, with sound, strategic advice.

What are you seeing in terms of legacy planning and philanthropy?
It starts with understanding each family’s goals. For some, it’s multi-generational wealth transfer, which involves tax planning but also preparing the next generation… and this is often the harder part.
Philanthropy is personal. While there’s social pressure to give back, we believe in aligning giving with personal values. And building a business that creates jobs and opportunity is a form of philanthropy in itself.
We help families through naming rights, foundation creation, generational education, and values alignment, always focused on lasting impact.

How is technology helping you enhance services and efficiency?
Technology is core to how we operate. We also founded SaaS Ventures, which has backed over 120 B2B software companies, so I deeply appreciate the leverage tech can create.
We use platforms like Salesforce, performance reporting tools, KPI dashboards, and workflow automation to improve internal execution and client experience. We also use AI to simplify complexity and move faster. For us, tech is how we deliver speed, intimacy, and scale — all essential for a modern advisory firm.

What is your outlook for Houston’s investment landscape over the next two to three years?

We see three key trends. 1)Technology will continue driving margins and rewarding equity holders. 2) Early-stage innovation, particularly in AI, is enabling entrepreneurs to build capital-efficient, impactful businesses, and 3) Real estate is becoming more attractive due to limited new supply, which may drive rents and long-term value.
Together, these trends point to a strong environment for long-term, strategic investing.

What are your top priorities at Pennington Partners for the next two years?
Our priorities are consistent: recruit exceptional talent, deliver maximum value to clients, and selectively add the right relationships.
Everything starts with people. When you invest in your team and your clients, growth takes care of itself.
We also stay focused on client feedback and Net Promoter Scores, because that’s the truest measure of our value.

In an interview with Invest:, Will Womble, CEO of Umbrage, stressed that enterprises must embrace “machine intelligence” to stay competitive, noting, “The winners will be those embracing new technology — not just for clients, but also to disrupt themselves.” He highlighted Umbrage’s role as a nimble, “super-boutique” partner, helping enterprises accelerate AI adoption and digital transformation.

What significant changes in the broader economy and industry have impacted Umbrage and your business strategy this past year?

I don’t think you can talk about technology and the natural shifts happening without mentioning intelligence. I don’t really like calling it “artificial” because there’s nothing fake about it. To me, it’s machine intelligence. AI can mean everything and nothing all at once.

The biggest change I’ve seen is enterprises trying to figure out how to embed intelligence into digital products and how to leverage their data to build smarter experiences. That’s always been important, but now it’s at the forefront.

As a company, we build custom software for clients. We’re often mistaken for a consultancy, but that’s not what we are. Still, I’ve seen a big shift in professional services, including consultancies, having to disrupt their offerings with AI tools. Those who don’t will get left behind.

A recent Wall Street Journal article highlighted how the AI boom is leaving consultants behind. I think the winners will be those embracing new technology, not just for clients, but also to disrupt themselves.

What unique value are you bringing to Bain, and how are you maintaining Umbrage’s craft-led, client-centric DNA?

We were acquired by Bain in February 2023, so we’re coming up on three years post-acquisition. We fit under Bain’s digital arm, and our role has broadened beyond innovation and design.

Bain partnered with us for a few reasons. Regionally, it made sense with our base in Texas and our presence in Central and South America. Capability-wise, they valued our expertise in digital products, helping clients not just with strategy, but scaling alongside them as a partner.

We’ve also been intentional about building client teams, training them, and ultimately working ourselves out of a job so clients don’t rely on vendors forever.

Culture and pricing were also factors. Bain wanted to preserve what made Umbrage unique, and that’s still intact today. We’re wholly owned, but we operate as a branded service line with our own culture and pricing strategy. That was by design.

Why is Houston an ideal home for Umbrage compared to other innovation hubs?

I was born and raised in Houston, went to college in Dallas, and have a lake house in Austin, so I know all three cities well. Historically, Austin has had the startup reputation, and Dallas has grown a lot, too. But when I founded Umbrage in 2019, I believed Houston had the talent to build a strong digital services offering.

Our first hires and partners were all Houston-based, and that was intentional. Of course, just a few months later, the pandemic hit, and like every startup, we had to figure out how to survive. Ironically, the pandemic made remote work normal, which helped us scale.

But Houston remains unique. Outside of New York, no metro has more Fortune 500 headquarters. Energy is still big, but so are healthcare, advanced manufacturing, retail, restaurants, and increasingly tech. Companies like Apple, Google, and Foxconn are establishing more of a presence here.

It’s exciting to see Houston come into its own, not just with big companies but also with entrepreneurs, and now, private equity is starting to show up. That’s something Houston historically lagged behind on, but the city is earning attention in its own steady way.

Yes, Houston may be a few years behind New York or LA in terms of trends, but it’s more than making up for it. Entrepreneurs are choosing to build here instead of leaving, and private equity is showing greater interest. That bodes well for the city, the state, and for businesses like ours. Sometimes the best innovations don’t come from the coasts, but from right here in Texas, over barbecue or Tex-Mex.

What digital trends are driving client demand, and how are you positioning yourselves in those areas?

Every enterprise is trying to figure out how to make its workforce more efficient and effective. That often starts with data. Companies generate tons of it, but the question is how to convert it into usable information, then wrap the right experiences around it to empower employees.

This has been a priority long before AI took over the headlines. The real challenge is moving beyond spreadsheets, centralizing data, and turning it into information that can help people work faster or take on more without burning out.

That’s where we come in, building digital products that augment the workforce in meaningful ways.

How are you integrating AI opportunities for your clients?

In one word: pragmatically. Enterprises are bombarded with new AI offerings every day. The question is what’s real, what’s useful, and what makes sense. Do you buy or build? We help clients avoid one-off solutions and instead look across the broader organization to identify horizontal opportunities.

AI has the potential to break down silos, which is positive, but it can also create chaos if you don’t have the right parameters around your data and processes. That’s where we focus, making sure intelligence is applied in a way that augments work, not complicates it.

While AI is the current lens, we know new technologies like quantum computing are around the corner. Our approach is about solving for the user with the best technology available, not chasing every trend.

How do you attract and retain the right talent in Houston?

Talent is something I’m most proud of at Umbrage. The first 10 or 20 people we hired are still here, even post-acquisition, which says a lot.

Houston is rich in programs that produce strong talent. Rice does a great job, and the University of Houston excels in product management. Boot camps and coding programs here also produce high-quality people who may not be flashy, but they’re strong contributors.

Our philosophy centers on autonomy. We push a culture of curiosity and encourage our people not just to follow the status quo but to disrupt themselves and bring new ideas. With 10 to 12 projects running at any given time, that autonomy fosters innovation.

How are broader economic factors like inflation affecting your strategy and clients?

We’re seeing more companies move to Houston because of the quality of life and cost of living. That’s a big draw.

Being headquartered here allows us to stay close to clients and work on-site when needed, which is valuable for our studio model of building products. Also, with more enterprises relocating or expanding here, it is even easier for us to be a true partner without always getting on a plane.

How is Umbrage engaging with the local community and business ecosystem?

The ecosystem has matured over the past decade. You have the Greater Houston Partnership, of course, but also incubators and hubs like The Ion and a growing number of grassroots meetups.

When we started, there was a group called Digital Wildcatters that wanted to be the “Barstool Sports of the oil field.” It tapped into a real need for the energy workforce to come together, and it’s become a strong community.

What’s exciting is how many of these groups are led by young entrepreneurs and craftspeople who want to share knowledge and push industries forward. There’s a collaborative spirit that benefits everyone.

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

We see a massive shift happening in consulting. Enterprises will need more niche, super-boutique partners to help them do more with less.

That’s where Umbrage fits in. Our size, just over 200 people, is big enough to make an impact but small enough to stay nimble and adopt new ways of working.

By combining our product expertise with Bain’s scale and market validation, we can help enterprises accelerate their AI journeys and their broader digital transformations.

In an interview with Invest:, associate vice president of Pennington Wealth Management Jalin Casares cited market volatility from trade policy shifts as shaping client strategies. In Houston, the firm focuses on personalized planning, especially for laid-off professionals and newcomers. “It’s about flexibility and foresight,” with goals centered on trust, technology use, and proactive guidance, Casares emphasized.

What market developments over the past year have most impacted your clients’ investment strategies?

We’ve seen some big changes, especially on the legislative and political front. The transition to a new administration in the first quarter of the year brought a shift in direction, particularly regarding economic policy and trade. 

With changes being made to trade policy, there has been a lot of movement — and volatility — around tariffs. Some tariffs have rolled off, others have been paused or reintroduced, and the uncertainty around all of it has had ripple effects globally.

Because trade and tariffs impact not just the United States but economies worldwide, they’ve influenced investment markets, company performance, inflation expectations, interest rates, economic growth, and supply chains. Until we see more stability, we expect volatility to persist. That’s been the driving force behind a lot of our current investment strategy discussions with clients.

What recent milestones reflect Pennington’s momentum and market positioning, especially in Houston?

We’ve been uniquely positioned to assist employees from major companies in Houston who’ve experienced layoffs. Many of these individuals are leaving their roles far earlier than expected, and we’ve helped them understand the short- and long-term financial implications of that shift, whether it’s retirement planning or education funding.

Helping people through these transitions is something we’re proud of. We walk with them through that uncertainty, help them get reestablished, and plan for what’s next. That continued guidance has been a core focus and an area where we’ve delivered real value this past year.

Why is Houston a strategic location for your firm?

Houston is the fourth-largest city in the country, and it’s incredibly diverse, both in population and industries. From energy to tech to finance, there are so many sectors thriving here. It makes Houston an ideal place to do business.

It’s also a business-friendly city within a business-friendly state. We’ve seen a lot of companies either relocating or expanding here, and that influx creates new opportunities for firms like ours to support incoming professionals and their families.

How would you describe the state of the financial advisory sector in Houston?

The financial planning and money management space is evolving, and Houston has a strong community of skilled professionals. But one thing that sets Pennington apart is how we go beyond asset management.

It’s not just about moving money around in response to market conditions. We’re helping clients manage liabilities, prepare for changing taxes, and position their finances with flexibility and foresight. As interest rates rise and the tax landscape shifts, this level of personalized service becomes more critical.

We’ve also doubled down on relationship-building. Understanding our clients and developing trust allows us to navigate change together. That’s something no AI or algorithm can replace.

How are you adapting to serve multigenerational families and legacy planning needs?

That’s hugely important. My partner and I have been in this business for decades, and we’ve seen the full life cycle with many clients. As they begin passing assets to children or grandchildren — or charities — we must understand their full family dynamic.

It starts with building a strong relationship with the client, then gradually developing that same trust with the next generation. Some of those kids we met when they were small are now adults with families of their own. That continuity helps ensure the family’s financial goals remain on track across generations.

How are you capitalizing on the influx of new residents and entrepreneurs in Houston?

We’ve built strong referral relationships with other professionals — CPAs, estate planning attorneys, and local companies. When new professionals move into Houston and start new roles, we often connect through those networks.

We also help newcomers adjust to life in Texas — cost of living, financial planning, taxes — so they feel supported from the start. It’s all about establishing a reliable network that supports clients holistically.

What role is technology and AI playing in your service delivery?

Technology is becoming more integrated into everything we do. Technology helps us access and share information faster, giving our clients timely insights. Whether it’s data reporting or communication tools, the goal is to make life easier for our team and our clients.

We’re also educating clients on how to use technology to their advantage. That means staying agile and prepared for what’s ahead, because the next few decades will bring rapid changes. But no matter how advanced the tools become, human connection will always matter.

How are you approaching talent acquisition and retention in such a competitive industry?

Attracting and retaining talent is one of the biggest challenges across our industry. Fortunately, the work we do is meaningful: helping families make progress on their most important goals. That mission-driven element resonates with people.

Our team members want to grow their knowledge and income, but they also want to make a difference. That combination is powerful. We’ve found that when team members feel connected to the impact they’re making, it helps create a fulfilling work environment that encourages loyalty and growth.

What role does community engagement play in your firm’s identity?

We’re big believers in giving back. Every quarter, our team volunteers together with organizations across Houston. It’s a chance to strengthen our internal culture while supporting causes we care about.

We’ve also started inviting clients to join us at these volunteer events. It deepens our relationships and builds community in a meaningful way while doing good.

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

We’re open for business and looking to grow. We’ve added staff and want to keep our doors open to people who need guidance. There are plenty of online tools for financial planning, but nothing replaces the value of a trusted advisor. We want people to know that if they need help, we’re here to give them that support and make sure every detail is considered.

It’s also important to recognize how easy it can be to feel overwhelmed with everything going on in the world, whether it’s from news headlines, social media, or everyday conversations. But we work hard to help clients see clearly: a fulfilling life is still within reach.

It won’t be handed to anyone, but with planning and effort, it’s attainable. The key is to be proactive. Don’t wait for someone else to chart your course. Know where you want to go and take action. That’s where we come in —  to help guide that journey and turn goals into reality.

Genesys Works thrives in Houston due to its unique blend of student need and strong industry commitment. In an interview with Invest:, Senior Manager of Corporate Partnerships Wendy Brooks highlighted record employer engagement and exceptional student outcomes — 98% college enrollment versus 45% citywide. “These results demonstrate the impact of giving students the right support,” she said.

What makes Houston a great location for Genesys Works to operate and grow, compared to other markets?

Genesys Works was founded in Houston 23 years ago, and Houston remains the flagship site. We’re a workforce development organization dedicated to the mission of serving students from under-resourced communities, and for our program to work, we also need strong industry partnerships. Houston delivers both. It’s diverse not only demographically, but also economically, with many students who have the potential to succeed professionally if given the opportunity. At the same time, Houston has leaders and companies genuinely committed to helping their community through CSR initiatives.

The missing piece is a bridge, and that’s where Genesys Works comes in. We connect students with business leaders eager to invest in local economic development and talent pipelines. That balance of student need and industry commitment makes Houston a place where programs like ours can thrive.

Over the years, we’ve explored expansion and now operate in markets like D.C., New York, Twin Cities, Bay Area, Chicago, etc., and most recently, Jacksonville, Florida. When selecting new cities, we look at whether there are students who would benefit from our program, whether there’s a diverse industry base willing to engage, and whether schools and local foundations support workforce initiatives. Houston meets all those criteria.

What have been some of the key milestones and highlights for Genesys Works in Houston over the past year?

We continue to see growth in employer engagement. Last year, we onboarded more new business partners than ever, including companies in oil and gas, professional services, and healthcare. This year, healthcare engagement continues to rise.

Companies are increasingly recognizing the need to invest in talent earlier. Many traditional internship programs focus on college students, but an increasing number of industries now recognize the value of engaging students at the high school level. We’ve heard repeatedly that young people aren’t as drawn to specific career paths — finance and healthcare, for example — and companies are turning to us to help change that narrative.

Our outcomes speak volumes. In Houston, only about 45% of students enroll in college within two years of high school. Among Genesys Works students, that number is 98%. While just 27% of Houston students earn a post-secondary degree within six years, 52% of our students do. Importantly, we don’t select based on academic performance, only on whether students are on track to graduate. These results demonstrate the impact of giving students the right support.

Additionally, about 80% of our alumni earn more than $50,000 annually, compared to an average of $31,000 for recent Houston University graduates. That wage difference highlights the economic mobility our program creates.

Which industries are showing the most interest in partnering with Genesys Works, and what skills are companies looking for today?

In Houston, our largest industry partners are energy and healthcare. We also work with educational institutions like Houston Community College (HCC), Financial institutions, and professional services firms.

Across all sectors, the most valued skills are professional/soft skills, rather than technical skills. Before placing students in internships, we train them in communication, teamwork, and workplace professionalism, along with basic technical skills. Employers frequently tell us they’re impressed with how prepared our students are from day one.

Many partners have told us they wish their entry-level staff had this same training. Technical skills can be taught, but without a foundation in communication and collaboration, new hires struggle. Across every industry, communication is the number one skill employers want, followed closely by problem-solving. This consistency shows that while technical needs vary, strong soft skills are universally essential.

How do events like Cocktails and Conversations support your mission and engage current and potential partners?

After two decades of data and insight gathering, we needed a platform to share what we’ve learned. Cocktails and Conversations is one of our ways of doing that. These events allow us to present data, invite experts to speak on workforce issues, and facilitate meaningful conversations. Attendees may already be partners, have limited familiarity with us, or be entirely new, but everyone walks away learning something. These events support brand building, thought leadership, and community engagement, all while highlighting the intersection of education and business that defines our work.

What industries or partners are you targeting for growth in Houston?

We aim to create a diverse range of opportunities that align with both our students’ evolving interests and the dynamic needs of Houston’s economy. As student interests have broadened over the years, so too has the city’s industry landscape.

In response, we’re actively seeking partnerships across various sectors — including technology, aerospace and engineering, healthcare, and more. Our goal is to align student aspirations with local industry demands, creating mutually beneficial outcomes for both students and our partners.

What trends are you seeing regarding return-to-office and hybrid work, and how is Genesys Works preparing students?

Before the pandemic, in-office work was the default. Then in 2020, everything went remote. By 2022, hybrid models started to emerge, and they’ve remained the standard. We’ve adapted accordingly. Our students are trained to succeed in both remote and in-person environments. They learn how to present themselves professionally on camera, communicate effectively in virtual settings, and navigate the dynamics of in-office work. We explicitly teach the expectations of each format.

Hybrid work is likely here to stay. Many have found remote work to be more productive and time-efficient, but people still value the collaboration that comes from in-person interaction. Our training ensures students are prepared for both.

What are your top priorities for expanding Genesys Works in Houston?

Growing our network of industry partnerships is mission-critical to our work. We have a pipeline of driven, career-ready students prepared to make meaningful contributions — but the scale of impact we can achieve hinges on the number of companies that step up to partner with us. By expanding these collaborations, we not only open doors for young talent but also help shape Houston’s future workforce.

We strive to be recognized as a trusted talent pipeline for Houston’s future workforce. When companies think about recruitment and long-term workforce planning, we want Genesys Works to be top of mind — not only as a source of exceptional early talent, but as a strategic partner in driving local economic growth and community impact. The impact our partners make goes beyond the individual student. For example, one of our high school interns recently shared how proud she feels telling her classmates she’s going to work. That sense of pride — and the visibility of real-world success — creates a powerful ripple effect, inspiring peers and reshaping what students see as possible for their own futures.

We want partners to understand that their involvement creates a ripple effect. They’re not just helping one student; they’re helping shape a stronger, more resilient community.

How can new partners get involved with Genesys Works?

We encourage supporters to get involved by becoming a partner and hiring an intern, volunteering, or making a donation. We are continually seeking to expand our partnership pool and explore potential partners by visiting our website, connecting with us on LinkedIn, or reaching out directly via email. We seek partners who are committed to investing in local youth and who recognize the long-term value of cultivating homegrown talent. The impact of their engagement goes far beyond a single internship — it helps shape a stronger, more inclusive future workforce for our city.

In an interview with Invest:, Tommy Byrd of Whitley Penn emphasized the firm’s responsive, relationship-driven client approach and partner-owned stability amid industry consolidation. “Whitley Penn is still partner-owned, which allows us to grow organically and maintain continuity,” he said.

Why is Houston a strong market for Whitley Penn?

First, it’s in Texas, which is a great environment for business. Historically, the cost of living has been good, though that’s starting to change. Overall, it’s a place where people want to live and work. Houston is also more international than other Texas markets. As a port city, there’s natural global interaction, and you can feel that in the culture. Energy has always been central — when oil prices were high, Houston thrived. But over the past 20 years, the city has diversified into healthcare, technology, and renewables, which makes it more resilient.

How does Whitley Penn stand out in client service?

Client service is part of our DNA. We often hear from prospective clients that they couldn’t get their previous CPA to return a call or follow up. We emphasize responsiveness — if a client calls or emails in the morning, we respond by the end of the day or within 24 hours at the latest. It’s about being available. Beyond that, we work on building real relationships. We don’t want to be the firm clients hear from only during tax season. We want to know their business, their family, and develop genuine friendships. That trust helps us navigate challenges when they arise.

What industry trends are shaping Whitley Penn’s strategy?

Consolidation is huge. Many firm owners nearing retirement are selling to larger firms or private equity. That creates uncertainty for both staff and clients. Whitley Penn is still partner-owned, which allows us to grow organically and maintain continuity. That’s appealing to professionals and clients looking for stability and long-term relationships.

How is Whitley Penn helping clients with cybersecurity?

We have a full cybersecurity team that helps clients assess their networks for vulnerabilities. We identify risks and guide them on remediation. Internally, we run phishing tests, ongoing staff training, and closely monitor our systems. Public accounting firms handle a lot of sensitive data, so we take information security seriously.

What recent milestones has the Houston Whitley Penn office achieved?

Last November, we acquired Travis Property Management, a mineral and asset management group. They help clients manage oil and gas royalties, like a wealth manager for those assets. That complements our oil and gas accounting team and allows us to offer more consultative, value-added services, in addition to compliance work.

How is Whitley Penn using technology to boost efficiency?

All our software, from tax to audit to internal systems, allows us to be more efficient and reduces manual data entry. For example, instead of staff typing in information, it auto-uploads. That frees up time for more valuable client interaction. The goal is to spend less time inputting data and more time helping clients use that information to grow their business.

What is your outlook for Whitley Penn in Houston?

This year might be a bit odd with economic uncertainty, tax law changes, and tariffs. But overall, we’re positioned well. We’ve filled all our internship spots — about 90 firmwide — which shows that the tide might be turning on the accountant shortage. On the other end, firm consolidation continues, so there are opportunities to attract both clients and talent looking for a different kind of firm.

In an interview with Invest:, Ken Bullock, partner-in-charge of Frost Brown Todd, highlighted the firm’s dual-track growth amid energy sector volatility — expanding in traditional oil and gas while advancing renewables, AI, and carbon solutions. “Diversification and staying nimble are essential,” he said.

What changes over the past year have had the greatest impact on your firm and your strategy?

The last six months have been fascinating, full of ups and downs in a short span. In the energy sector, we’ve seen renewed interest and development in traditional oil and gas, especially in Texas. Upstream and midstream activity is strong, and we’re hearing similar reports from other states.

At the same time, the change in federal administration introduced some uncertainty around green energy incentives. While a few large renewable projects have faced funding pauses, many land-based wind and solar initiatives continue to advance, and Texas remains at the forefront of that growth. 

From a firm perspective, it’s also been a period of expansion and opportunity. Frost Brown Todd LLP and Gibbons P.C. have agreed to combine, effective January 1, 2026. The new firm, to be named FBT Gibbons LLP, will create a mid-market legal powerhouse with approximately 800 attorneys across 25 offices nationwide. This year, we also opened a new office in Denver, grew our presence in California, and welcomed several talented attorneys to our Houston energy team. The year ahead looks promising, and all indicators suggest our momentum will continue.

What makes Houston and Texas attractive locations for business growth and expansion?

Houston is an incredibly dynamic and diverse city, both in terms of population and industry. Besides being globally recognized as the energy capital, the region boasts a rich mix of industries — energy (both traditional and renewable), aerospace, biotechnology, real estate, manufacturing, healthcare, and beyond. High-tech innovation is becoming integral to energy development, whether in hydrogen storage, process chemistry, or carbon management. Proximity to institutions like NASA and Space Force HQ strengthens this innovation ecosystem. Add to that a vibrant, multicultural workforce and competitive cost structure, and Houston emerges as a compelling choice for firms like ours and clients alike.

How are you advising clients during this time of volatility and energy transition?

Volatility is the main challenge, especially around tariffs. We counsel clients to maintain active risk management strategies across their supply chains, especially given geopolitical shifts that affect both imports and exports.

On the energy front, our guidance is dual track. We reinforce confidence in traditional oil and gas projects, especially those tied to U.S. and Texas development. Simultaneously, we support clients in navigating the nuances of renewable projects like wind, solar, and innovative angles such as CCS, hydrogen, and carbon capture. The overarching message is that diversification and staying nimble are essential in this transitional period. We frequently hold policy briefings to keep clients up to date on federal incentive changes and regional infrastructure developments.

How are you approaching talent acquisition and retention in such a competitive legal market?

The legal space here is aggressively competitive. To stand out, we emphasize differentiation — showing candidates a strong mix of meaningful work, client access, advanced practice areas (like data platforming and emerging energy), and clear career trajectories.

For later-stage attorneys, it’s about presenting a compelling portfolio of sophisticated work and leadership opportunities. For law students, we develop close law-school partnerships across Texas and beyond, attending career fairs, offering clinics, and providing prominent visibility at campus events. These efforts ensure a steady talent pipeline. Retention comes down to engagement: mentorship, professional growth, and working on cutting-edge projects in the energy and tech-transitional arenas.

How is your AI data platform evolving, and what has client response been like?

The response has been overwhelmingly positive. We’ve seen strong demand in data, privacy, and security services. FBT has won awards for its AI innovation in client work, and we get excited about collaborating with our clients to explore how we can streamline time-consuming tasks for mutual benefit and leverage new technology to help clients meet their business goals. We partner with clients to better understand and test the ideal use cases for Gen AI and other technologies to ensure we’re aligned with their expectations and policies.

This lets us shift from educated guessing to empirical forecasting when advising on fee structures, case strategy, or risk assessment. Clients appreciate that shift to data-based precision. Distinguished recognitions this year for our data-driven service model highlight our commitment to innovation within a confidentiality-conscious environment.

What are your top priorities and outlook for Houston over the next two to three years?

Our strategy in Houston is tightly focused on three primary industry verticals: energy, industrial and manufacturing, and financial services. These areas not only align with Houston’s core economic strengths but also reflect the broader priorities of our firm nationally.

We’ve underscored our commitment to the market by securing a long-term lease in new downtown office space, designed to accommodate our projected growth. Looking ahead, we’re investing in the expansion of our energy practice to include emerging areas like hydrogen development and carbon markets. We’re also deepening our involvement with industrial clients, especially those in advanced manufacturing and logistics. On the financial services front, we continue to support clients with needs ranging from fintech and regulatory compliance to M&A and capital markets work.

We’re optimistic about the continued growth of our Houston office. The foundation is strong, and our plan is to keep building — through strategic recruitment, deeper industry alignment, and a consistent focus on delivering sophisticated, responsive legal counsel. Success will be measured by our ability to scale with client needs and maintain a high standard of service as the regional economy evolves.

Douglas Bacon, partner at Kirkland & Ellis LLP, sat down with Invest: to discuss the firm’s rapid growth across Texas, particularly in Houston, and its strategic focus on energy, infrastructure, and emerging technologies. “Houston has a deep legal market, a sophisticated client base, and attracts smart law students from prestigious schools. It is a perfect market to grow, and we have found that to be the case,” Bacon said.

How would you characterize the firm’s continued growth and strategic focus in the region today? 

Kirkland & Ellis opened its Houston office in April 2014 and has seen rapid growth, not only in Houston but all across Texas. We have 500 lawyers across Texas, with offices in Dallas and Austin as well. The principal focuses of our business are sophisticated corporate transactions and major litigation. Since the beginning, we have been focused on the energy market, given that Houston is the energy hub of the United States. That focus has also spread into adjacent markets, such as infrastructure. This now includes digital infrastructure, data centers, AI, and power generation development. We have a diverse practice; however, our core focus remains energy and infrastructure. 

What makes Houston an ideal location for your practice, and how does it support the firm’s long-term goals? 

Houston has a deep legal market, a sophisticated client base, and attracts smart law students from prestigious schools. It is a perfect market to grow, and we have found that to be the case. It is an excellent market for legal talent. 

Houston has been the energy capital for a long time, and much of the capital raising, mergers and acquisitions, litigation, and debt finance activity associated with energy has been headquartered here. It creates an excellent and advantageous legal market from a personal and professional balance standpoint. Houston also has a more desirable lifestyle than many other markets, which is attractive to law students and young attorneys. It is a great place for these individuals to grow their practices and their families. 

How are you adapting your approach to continue to attract top legal professionals as competition intensifies across the Texas legal market? 

As we have grown and the legal market has continued to grow and develop in Houston, it has become one of the biggest and most attractive markets for legal talent across the country. I grew up in Houston, and as I was looking at law firms 25 years ago, most of the people working in Houston law firms were from Texas or the Southeast. Now the talent is increasingly coming from around the country and the world. The success of the marketplace in Houston has attracted great people and has enabled this market to stay robust and grow over time. Houston is a competitive legal market, but that competition has created a great environment for lawyers to move here to begin their careers or transition to the market. 

How are major transactions influencing competition in the power and clean energy industries? 

Much of the infrastructure activity we see these days is around the space referred to as digital infrastructure, which includes data centers and other infrastructure that fuels AI development. That is closely linked with power. As an example, Constellation Energy is buying Calpine, an independent power company. The combined company will hold and develop more assets that can drive U.S. power generation for data centers, including supporting the AI revolution we are currently in the midst of. These opportunities around data and digital are fueling a lot of activity. 

Many of the biggest energy companies in the world, which happen to be headquartered in Houston, are publicly pursuing this thesis of powering the AI infrastructure story. We don’t create the investment thesis for our clients; we just follow and help them succeed to the greatest extent they can in executing on those ideas. 

How is Kirkland & Ellis incorporating AI and the evolution of technology to enhance its legal services and drive operational efficiency? 

AI is something that we look hard at on a practice-by-practice basis. I foresee it creating many opportunities for improvement in the legal industry. It will change certain ways that we practice, but it will also enable us to deliver products to our clients in a faster, more efficient way, as well as help us gain market share by leveraging these technologies. We are going to be well-positioned through the AI revolution to take advantage of the technologies and continue to provide excellent service to our clients. 

How are elevated interest rates and inflation impacting deal activity, and how are you guiding your clients in response to these economic conditions? 

Mergers and acquisitions are directly impacted by macroeconomic factors in the economy. Having higher interest rates makes it more difficult for companies to buy other assets at attractive prices for sellers who purchased the assets in a lower interest rate environment. Inflationary environments can cause concern because they introduce greater uncertainty to markets. M&A markets tend not to react as well when the environment is unpredictable. However, even though there has been a lot of volatility in the marketplace with many geopolitical factors affecting it, we have remained quite busy and gained market share over the past three years. In general, M&A transactions have been down in recent years. However, the energy and infrastructure M&A market has proven to be countercyclical because the tailwinds for those developments are so powerful. Many of those are driven by some macroeconomic factors. 

What are your firm’s top strategic priorities for the next two to three years, and how would you describe its overall outlook? 

My general outlook is positive. At Kirkland, specifically, I would like us to continue to be the market-leading firm for the transaction and litigation work that is the most important to our client base. I am looking for us to expand our client base. More broadly, for the Houston market, I want it to continue being a hub for energy, infrastructure, transactional activity, litigation, and top-tier legal advice. I am a huge believer that this is one of the top legal markets in the world and will continue to be successful.