growing green

Houston entrepreneur crowdfunding for sustainable farming solution

Bart Womack founded Eden Grow Systems in 2017. Photo courtesy

Whether it’s on Mars or at the kitchen table, entrepreneur Bart Womack wants to change what and how you eat.

But the CEO and founder of next-generation farming startup Eden Grow Systems is seeking crowdfunders to help feed the venture.

The company evokes images of a garden paradise on earth. But the idea behind the Houston-based NASA spinoff came from a more pragmatic view of the world. Womack’s company sells indoor food towers, self-contained, modular plant growth systems built on years of research by NASA scientists looking for the best way to feed astronauts in space.

The company has launched a $1.24 million regulated crowdfunding campaign to raise the money it needs to scale and expand manufacturing outside the current location in Washington state.

Additionally, the U.S. Air Force recently chose Eden as a food source for the U.S. Space Force base on remote Ascension Island, in the Atlantic Ocean, Womack tells InnovationMap. Another project with Space Center Houston is also in the works.

“We want to be the government and DOD contractor for these kind of next-generation farming systems,” he says.

The Houston-based company includes former NASA scientists, like recent hire Dr. L. Marshall Porterfield, of Purdue University, as an innovation advisor.

Womack, a former digital marketer, Houston public channel show host, night club owner and entertainment entrepreneur, left those ventures in 2012, after the birth of his first child. While taking a year to study trends research, in 2014, what he read intrigued and alarmed him.

“I’ll never forget, I came across a report from Chase Manhattan Bank….of the top 10 disruptive investment sectors, over the next decade,” he says. “At the very top of the list was food.”

His conclusions on the fragility of the world’s food supply system, due to overpopulation, and scarcer land, led him to launch Eden in 2017, funded by venture capital firm SpaceFund, Womack, his family, friends and angel investors.

Womack believes “black swan” events will only increase, disrupting the food supply system and further jeopardizing food supplies.

“We’re going to enter a period of hyper novelty in history,” Womack says.. "The system we’ve built for the last 100 years, the super optimized system, is going to begin to break apart."

To avert a centralized food production outcome, operated by corporate giants like Amazon or Walmart, Womack’s vision offers a decentralized alternative, leaving it in local hands.

With $2 million put into the company so far and a half million-dollars in sales last year, Womack argues that Eden has achieved much and can make food independence within reach for everyday families.

The company commercialized NASA technology to fill what it viewed as “a huge gap within the controlled…agricultural space.”

The tower is the building block of a modular, automated and vertical indoor plant growth system, with calibrated misting, fans, and LED lighting, controlled by an app.

The company website touts the towers as an easy way to grow plants like lettuce, carrots, tomatoes, and potatoes, with little water, no soil, and lots of air, without the expense and work of cultivating an earth-based garden.

For those who want to eat more than greens, the towers provide a way to breed fish and shrimp in an aquaponic version, recycling fish waste as plant fertilizer.

However, big plans come with big costs. The towers range in price from $5,000 to $7,000, although payment plans for those who qualify make it affordable.

Eden has sold around 100 of their towers so far, to a variety of customers. But rising costs and shipping delays have led to a a three-month backlog.

The manufacturing and shipping associated with larger installations means that even if the company made a million-dollar sale, delivery of the product would take a year.

“One of the hardest things…as a start-up, the last couple of years, is trying to narrow down exactly where the biggest payback is,” Womack says. “There is the lower hanging fruit, of small sales to individual buyers, but there’s the larger fruit of institutional buyers. But they can take months and years to convert into an actual buyer.”

Customers include several universities, including Texas A&M University and Prairie View A&M University, and talks are underway with other large academic institutions.

For now, attracting investors so the company can reach its funding goal poses the biggest challenge.

“Texas investors are very, very hard-nosed, and they’re not like West Coast investors. They want to understand exactly how they’re going to get their money back, and exactly how quickly,” he says.

Womack says the crowdfunding round would allow the company to expand manufacturing operations into Houston, deliver product faster, and invest in advertising.

“When we complete this round, and become completely self sufficient, we’re planning on moving to a $25 million valuation,” Womack says. “We can show, given money, we can scale the company.”

The city of Nassau Bay, next to NASA’s Johnson Space Center, has purchased towers and plans to purchase more, not for the production of food, but to grow ornamental flowers.

Womack says that city officials there found that it’s cheaper to grow the decorative plants themselves, rather than buying them.

The towers are adaptable, and can grow not only food but cannabis and other plants, and if buyers want to use them other purposes, that adds to the product’s appeal, Womack says.

Eden has also sold some towers to Harris County Precinct 2 and the city of Houston, as part of a project he says will turn food deserts throughout the area into “food prosperity zones.”

“Our goal is to be the farming equivalent of Boeing,” Womack says.

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This article originally ran on InnovationMap.

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A View From HETI

Exxon Mobil and Chevron made big profits in spring 2026. Photo via Chevron

American oil and gas giants raked in massive spring profits while fighting between Iran and the U.S. impeded petroleum shipments and consumers around the world paid more for fuel and confronted shortages.

The conflict, now in its sixth month, halted most shipping through the Strait of Hormuz, a narrow waterway that previously served as a delivery route for a fifth of the world's oil and natural gas. With global supplies constrained, prices for Brent crude, the international standard, soared from about $70 to above $100 a barrel for much of March, April and May, and at one point reached $126.

The money that oil companies accrued between the beginning of April and the end of June could receive extra scrutiny this year. Gasoline, diesel and jet fuel prices climbed sharply during that period, increasing costs for drivers and airline passengers. Supplies ran low in some countries, leading to sporadic fuel rationing in Australia and government office closures in Nepal and Sri Lanka.

Spring, Texas-based Exxon Mobil reported that its second quarter profits doubled to $14.53 billion, boosted by record diesel production. The oil giant brought in $116.02 billion in revenue, up 42%.

Chevron, based in Houston, nearly quadrupled its profits to $12.07 billion and revenue jumped 56% to $70.06 billion.

Six of Europe’s largest oil companies posted combined first-quarter profits of $22 billion, more than 40% higher than last year.

“There are constituencies around the world who are having a very good crisis, and the oil producers are one of them,” said Patrick Galey, fossil fuels lead at Global Witness, a nonprofit organization that investigates environmental issues. “When you compare that to the hundreds of millions of people who are struggling with rolling blackouts, with electricity curbs, rationing, waiting in line for food queues, or the disruption to fertilizers and the potential impact that that has on food prices, we don’t think that it’s a justifiable price for the rest of the world to be paying.”

Lawmakers propose taxing major oil producers for war windfalls

Energy companies such as Exxon and Chevron do not set the price of American oil, which ricocheted from $68 to $115 a barrel during the quarter. It’s driven by supply and demand, and what traders, refiners and other buyers are willing to pay.

Nevertheless, Democrats in Congress introduced bills in March to tax major oil producers for profits they show from 2026 onward and have the tax proceeds redistributed to consumers.

“It’s fair to put a windfall profits tax on inordinate windfall profits rather than cut off children’s food programs,” Sen. Sheldon Whitehouse, a Rhode Island Democrat who introduced the Senate version of the legislation.

Whitehouse's measure and a companion bill introduced by U.S. Rep. Ro Khanna of California would amend the U.S. tax code to impose a per-barrel tax on companies that produced or imported at least 300,000 barrels of oil per day in 2025.

“We cracked $4 again per gallon last weekend in gas stations that I drove by, and that’s a big expense, particularly for families that get their income from driving around from job to job in the work van or the work truck,” Whitehouse said.

The average price for a gallon of regular gasoline in the U.S., which was below $3 before the U.S. and Israel launched attacks on Iran, reached $4.11 Friday, July 31, about $1 more than last year at this time.

The UK and other European countries implemented temporary windfall profits taxes on fossil fuel companies in 2022. The UK extended that to 2030, according to Tax Foundation Europe.

“Penalizing the businesses who stood by those countries and provided that product going forward is very short-sighted,” Exxon CEO Darren Woods said in a call with investors Friday. “We canceled investments that we had planned for Europe based on the last time they passed a windfall profits tax.”

Refineries rake in cash while consumers pay more for fuel

Outfits such as Exxon and Chevron, which also own refineries, are in the best position to profit from the current market conditions, said Tom Seng, assistant professor of energy finance at Texas Christian University.

Refineries turn oil into gasoline, diesel, jet fuel and home heating oil. Higher prices for those products meant Chevron’s quarterly refinery profit was six times as big in 2026, despite processing less crude and selling less products.

“The return on refining, on a percentage basis, has skyrocketed,” Seng said. “Oil right now is priced what it is priced because of the Iran war. But in the meantime, the refineries are making money hand over fist.”

The global refining market is under-supplied, and with countries such as Russia and China no longer exporting, companies like Exxon and Chevron have to pick it up, said Rob Thummel, senior portfolio manager at Tortoise Capital. “The world is going to be short jet fuel, diesel and gasoline, so we’ll probably continue to see higher profits there.”

Globally, not all refineries have been able to get the supply of crude oil they need to meet demand since the conflict began, said Timothy Fitzgerald, a University of Tennessee professor of business economics who studies the petroleum industry.

As a result, refineries that have ample oil to work with, including those in the U.S., are turning high profits, particularly when they make jet fuel and diesel, which is priced about 41% higher in the U.S. than before the Strait of Hormuz was blocked.

"If you’re a company that owns a bunch of refinery capacity, things look pretty good," Fitzgerald said.

American refineries are running at near-full capacity and poised to benefit because some refineries in the Middle East and Russia were damaged. And Asia can't get the amount of Middle East oil needed for refining.

“Ultimately, users of the energy services pay,” Fitzgerald said. “Consumers, people like you and me buying retail motor gasoline or diesel fuel or airplane tickets. But it also means that almost everything else we buy has an embedded energy content to it ... and this is where you start to worry about it driving increases in costs.”

Not all oil and gas companies benefit in the same way

In the present geopolitical environment, some companies are winners while others are losers, Fitzgerald said.

“If you’re a company like a U.S. (oil) producer, even a U.S.-based international company like an Exxon or Chevron who’s got lots of production outside the Gulf, things are good. You’re selling your product at a higher price,” he said.

But companies in the Middle East that are not able to benefit from higher prices because they are struggling to get their liquefied natural gas out of the Persian Gulf or have a lot of damaged oil fields or processing facilities have a very different take on recent events, Fitzgerald added.

“Your ability to sell anything and the volume that you may be getting out is so curtailed that your revenues are way down and you’re incurring higher transportation costs and security costs,” he said.

Exxon and Chevron weren’t as profitable in the first quarter due to the way oil is traded; the first real opportunity they had to take advantage of higher prices oil was in April. Companies that had a lot of oil stored in floating tankers and available for spot-market trading, including some European ones, were able to benefit from March’s higher oil prices, Seng said.

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