Newly named corporate energy, chemicals leader on navigating dynamic energy transition sector

Q&A

Teresa Thomas, newly named vice chair and national sector leader for energy and chemicals at Deloitte, shares her vision in an interview. Photo via LinkedIn

Deloitte is undergoing a leadership shift — and this evolution for the nearly 200-year-old company directly affects its Houston office and the energy transition line of business.

Earlier this month, Teresa Thomas was named vice chair and national sector leader for energy and chemicals at Deloitte. Based in Houston, she will also serve as an advisory partner and leader in Deloitte & Touche LLP's Risk & Financial Advisory energy and chemicals practice. She succeeds Amy Chronis, partner at Deloitte LLP, who will continue to serve within the energy and chemicals practice until her retirement in June 2024.

In an interview with EnergyCapital, Thomas shares a bit about what she plans on focusing as she takes on her new role.

EnergyCapital: As you transition into your new role, how would you describe your focus and priorities?

Teresa Thomas: I am excited about what lies ahead for the energy and chemicals sector. The sector is moving into the new year with strong production and a focus on returning value and achieving efficiency. The sector is innovating with new technologies, such as artificial intelligence, including generative AI. that can capture value from data to transform and reinvent business processes and optimize the workforce.

The mission for my leadership role is to grow our practice by serving our clients with world-class solutions; venture into new innovative areas that exceed the changing needs in our sector; and attract, retain, and develop the best talent across Deloitte’s four businesses. I am bullish about the sector's role in leading on the forefront through the energy transition, pioneering innovative technologies and solutions that will help solve some of society’s most pressing issues, and contributing unique and differentiated ideas to help transform the energy and chemicals sector to meet global demands in a sustainable and profitable way.

EC: How is Deloitte navigating the trends and progression of the energy transition? What are clients’ expectations, and how does the company plan to stay a step ahead?

TT: At Deloitte, we proactively navigate the dynamic landscape of the energy transition with a strategic, collaborative, and innovative edge. Our extensive global presence and diverse partnerships, spanning industries, regions, and academic institutions, keep us abreast of emerging trends, regulatory shifts, and technological advancements. Client expectations are evolving towards sustainable practices, and we respond by providing innovative solutions that align with their goals.

Our commitment to staying a step ahead involves continuous investment in talent development and innovative technologies. Central to our strategy is taking ownership of pivotal marketplace issues and adeptly guiding clients through the intricacies of their business challenges. Through harnessing our extensive expertise that cuts across our four business, we aim to create growth opportunities and offer innovative solutions.

EC: Energy companies have been known to more slowly adopt and adapt to new technologies. Is that changing?

TT: We believe the energy and chemicals industries is at the forefront of adopting cutting-edge technologies to bolster operational efficiency, increase productivity, reduce costs, and advance safety and sustainability measures. From bringing new materials to consumers, pioneering offshore operations, transforming shale resources into one of the most competitive resources, to developing new and sustainable molecules, the industry has highlighted its adaptability. The industry continues to be a leader of groundbreaking technologies including the development of biofuels, biomaterials, carbon capture, hydrogen production, and more.

Additionally, energy companies are increasingly leveraging digital technologies, including GenAI to enhance operational efficiency, optimize resource management, and drive innovation across various segments of the industry. From interpreting seismic data and predicting reservoir behavior, to employing carbon analytics and tracking GHG emissions, the industry is transforming its operations and contributing to a more sustainable and efficient energy landscape. While there is much more to be done, we remain confident that the energy industry will continue to help lead the way in innovation.

The oil and gas industry has been increasingly investing in clean energy over recent years, wherein the clean energy investments by the oil and gas industry as a share of their upstream capex quadrupled between 2020 and 2022. Yet, this clean energy investment remains less than 2 percent of the overall clean energy investments made in 2022.

After having outperformed the broader S&P 500 by over 45 percent since 2021, the oil and gas industry faces a threefold mandate:

uphold financial stability,
sustain high dividends, and
augment investments in low-carbon ventures.

However, the central challenge lies in scaling the energy transition while maintaining profitability and shareholder value.

EC: The chemicals sector, in particular, seems ripe for disruption with new and developing alternative materials on the scene. What do you expect to see from this industry in 2024?

TT: There is a chemicals and material transition taking place as companies are pushed to develop more sustainable, lower-carbon materials. And given that 96 percent of all manufactured goods are touched by chemistry, this transition could also be transformational. Over the next year, we expect chemical companies to continue positioning themselves for this high-tech, low-carbon future in three notable ways.

First, we expect companies to increase automation and digitalization to improve productivity and accelerate innovation.
Second, we see companies continuing to invest in circular solutions, whether it's designing materials for a sustainable end-of-life or using renewable feedstocks.
Third, we expect some companies to lean into the new chemicals and materials needed to support the energy transition.

EC: As a Houstonian, what do you see the city’s role amidst the future of energy?

TT: Houston is a top global city, driving transformational change and a convener to an ecosystem of players that are leading the charge in the energy transition through biofuels, biomaterials, and advanced methods for carbon capture and hydrogen production.

Although not a native, I did find the energy and chemicals sector early in my career which brought me to this dynamic city. Houston’s advanced network of partners are working together toward creating innovative solutions that are accelerating the advancement of a lower carbon future.

———

This conversation has been edited for brevity and clarity.

In a Q&A with EnergyCapital, Guillermo Sierra of Nabors Industries explains how the 70-year-old company is navigating the energy transition. Photo via LinkedIn

Why Nabors wants to be an early leader within the energy transition

Q&A

With over 70 years of experience, Nabors Industries has established itself as one of the largest land contract drilling companies in the world, as well as a provider of offshore platform rigs in the United States and international markets. But how is the company thinking of its next decades amid the energy transition?

Considering the role Nabors is playing in the future of energy is Houston-based Guillermo Sierra's job as vice president of energy transition. In a Q&A with EnergyCapital, he explains how the company envisions its future as an energy leader and what all that entails, including sourcing new technologies — sometimes from promising startups like Sage Geosystems.

EnergyCapital: Tell me about Nabors' commitment to the energy transition. What are your responsibilities leading this initiative?

Guillermo Sierra: Understanding that no single source today consistently delivers affordable, reliable and responsible energy, Nabors sees its future innovating solutions for hydrocarbons and clean energy while removing the tradeoffs between them. “Energy Without Compromise” is the vision guiding these efforts. Ultimately, we view three critical paths for the industry and ourselves to realize this:

Embrace energy innovation over energy exclusion. Too often the energy transition conversation is about excluding particular sources when we should be focused on solving challenges or overcoming limitations with technology. Oil and gas provide affordable and reliable energy but we must address emissions. Renewables are a greener solution but powering society, heavy industries, and hard-to-abate sectors requires sources that are clean, scalable, and baseload-seeking. For our part, we are lowering the carbon intensity of oil and gas operations with AI-based engine management software, fuel enhancers, highline power solutions, energy storage and forthcoming hydrogen injection systems while also investing in geothermal, concentrated solar power, alternative energy storage, emissions monitoring, hydrogen, and advanced materials, to make renewables a viable solution to decarbonize the industrial and energy industries.
Capitalize on strengths and adjacencies. Companies should seek opportunities to apply skillsets and competencies to advance other industries in the pursuit of a sustainable future. It is easy to see how our drilling expertise is valuable to the geothermal industry. Those companies need to drill wells and use technology that’s been developed by the oil and gas industry for decades to produce heat instead of hydrocarbons. Beyond the drill bit though, companies in the broader clean energy community see tremendous strategic value in partnering with Nabors. Our robotics, remote operations, software, automation, AI, manufacturing and engineering capabilities, global customer base of some of the world’s largest companies, worldwide vendor relationships and supply chain can be used to help startups grow and scale much more quickly.
Collaborate to accelerate progress. The proverb is if you want to go fast, go alone. If you want to go deep or go far, go together. Working together and leveraging collective strengths will help us solve some of the most meaningful challenges. There’s room for us all and we need to work together to achieve emissions goals.

EC: When considering a clean tech company, what are the top qualities driving your investment decisions? How did Sage Geosystems fit what you were looking for?

GS: Traditionally, renewables have stumbled some in the power business because they are intermittent and therefore not dispatchable or reliable baseload. There are also safety, supply chain, and environmental challenges to overcome with lithium-ion batteries and the lack of circularity of panels, blades, and other equipment. Additionally, to decarbonize industrial processes, you need clean and efficient sources of heat – which have largely been nonexistent. And the broader industrials complex needs green fuels, hydrogen and sustainable aviation fuel to eliminate their carbon footprint.

Therefore we believe the world needs clean, renewable, scalable, and baseload/dispatchable generation, and alternatives to today’s chemical-based energy storage. When we evaluate our investments, this is what we’re ultimately seeking.

Sage checks every one of these boxes. The company envisions producing renewable baseload power from geothermal and has novel solutions to energy storage. And unlike many geothermal companies, their approach is deployable today with off the shelf technologies.

EC: What role do you see enhanced geothermal playing in the energy transition?

GS: In my opinion, geothermal has been the gaping hole so to speak in net zero plans from companies and governments. Less than 1 percent of the earth is cooler than 1,000 degrees Celsius. Heat gradients needed are miles away while the sun is 93 million miles away. The oil and gas industry has spent decades perfecting how we drill safely and efficiently. We have near limitless energy beneath our feet and have the tools to tap it. Now we need the focus and capital of the broader energy complex.

EC: How big are your long-term aspirations for Nabors in regards to the energy transition?

GS: I believe the energy transition will represent one of the biggest reallocations of capital in human history. By some estimates, some $300 trillion is expected to spent. We want to be a leader. We want in early. We believe we have the skills, competencies, workforce, relationships, and scale to make a meaningful impact and we are taking action.

———

This conversation has been edited for brevity and clarity.

In a Q&A with EnergyCapital, Cindy Taff of Sage Geosystems explains why she's so optimistic about geothermal and her company's technology. Photo courtesy of Sage

Houston founder on why geothermal is a 'cornerstone' tech for energy transition

Q&A

Geothermal energy is an integral part of decarbonizing the energy industry, and Sage Geosystems CEO Cindy Taff believes her company's tech has what it takes to lead the way.

Founded in Houston in 2020, Sage Geosystems is focused on two business lines — energy storage and geothermal. In addition to developing these technologies, Taff says Sage has "cracked the code" on both reducing costs and maximizing electricity output. Sage has customers ranging from Nabors, the world’s largest land-based drilling company, and Virya LLC, an investor in climate ventures with high impact of eliminating global greenhouse gas emissions or sequestering CO2

In a Q&A with EnergyCapital, she explains why she's so optimistic about geothermal and her company's technology.

EnergyCapital: Why do you believe geothermal has a major role to play in the energy transition?

Cindy Taff: Geothermal energy is not just a contender in the energy transition; it is a cornerstone. The question isn’t if we can drive down the costs to be competitive with wind, solar, and natural gas—it’s when. As renewable credits for solar and wind begin to expire, these industries will face the reality of their “real costs.”

As a 24/7 renewable energy source, it provides a constant and reliable power supply, unlike the intermittent nature of solar and wind. Moreover, the rising costs of lithium-ion batteries, driven by the increasing scarcity of lithium and cobalt, further underscore geothermal’s economic viability.

My extensive experience in both geothermal and the O&G sector is a testament to the synergistic relationship between these industries. The skills honed in O&G are not only transferable—they are essential to advancing geothermal technologies. In summary, the O&G industry can make a huge impact to geothermal by systematically driving down costs while scaling up, which is exactly what we did for unconventional shales.

EC: When it comes to finding partners or investors, what are you looking for? What should potential partners/investors know about Sage?

CT: Our technology is ready to scale today, not five to 10 years into the future. We will deliver our first energy storage power plant in 2024 and our first enhanced geothermal power plant in 2025. We are looking for synergies with investors, such as companies with power market or O&G expertise.

In addition, we seek to partner with others who have local content and relationships in places around the world to enable us to quickly and broadly scale our technologies. Sage's technologies are extremely flexible, in that we can deliver energy storage or enhanced geothermal to the utility grid or behind-the-meter to targeted commercial customers, including a dedicated microgrid (i.e., for the U.S. Air Force). Our technologies can provide electricity to remote locations such as mining operations or to large population centers such as Houston, and everything in between.

EC: What's the biggest challenge Sage is facing as an energy transition startup and how do you plan to tackle it?

CT: A common misunderstanding about Sage is that we only do energy storage or that we only do geothermal. However, we do both and the technologies build on one another. Essentially, our energy storage technologies will allow us to "walk" before we "run" with geothermal. On a related point, at this point in the energy transition, time to commercialization and affordability of new clean technology are the leading factors in terms of climate impact. As the first geothermal company to deliver a cost-effective commercial enhanced geothermal system, we are poised to truly make a meaningful difference.

EC: As a woman in a male-dominated industry tackling a global problem, what's been your biggest lesson learned? What's your advice to fellow energy tech female founders?

CT: In my journey as a woman in the energy tech industry, I’ve been fortunate to focus on the work and the global challenges we’re addressing, rather than on any gender-based obstacles. My biggest lesson learned is that innovation and leadership know no gender. Success is driven by perseverance, vision, and collaboration.

———

This conversation has been edited for brevity and clarity.

Jeremy Pitts of Activate joins the Houston Energy Transition Initiative for a Q&A. Photo via LinkedIn

Q&A: Houston organization empowers science entrepreneurs paving the way to a low-carbon future

THE VIEW FROM HETI

Founded in 2015, Activate Global Inc. is a 501(c)3 nonprofit organization that partners with US-based funders and research institutions to support scientists at the outset of their entrepreneurial journey by providing personalized expertise, tools, and resources that may otherwise be inaccessible. The organization recently launched its fifth community in Houston, and just closed the application window for the 2024 Activate Fellowship Cohort.

We recently connected with energy industry veteran and Activate Houston Managing Director Jeremy Pitts to learn more about how Activate is empowering scientists and engineers as they pave the way to a low-carbon future.

HETI: Activate was founded in 2015 and has established fellowship programs in Silicon Valley, Boston, New York, and a remote Anywhere Community. Why was Houston the next logical choice for an Activate Community?

Jeremy Pitts: There is no doubt that Houston is going to be a major player in the energy transition, so it’s a logical place for Activate to be as we do our part to help bring ground-breaking technology out of the lab and deploy it to solve the world’s biggest challenges.

Houston is already the best place to scale a company working on the types of hard tech solutions that Activate focuses on. Houston has the talent, capital, and resources to build and deploy things at the scale needed to have a global impact. There is a good chance that many of our current Activate companies and alumni will end up in Houston as they pursue their scale-up plans. Activate alum Tim Latimer and Fervo Energy are great examples of this.

Houston is also an interesting fit for Activate as we believe we can fill a gap in the current ecosystem by providing support for entrepreneurs at the earliest stages of their journey. By providing funding and support, we can keep those entrepreneurs in Houston as opposed to moving to the coasts. We are hopeful that not only can we directly support a small number of the most promising entrepreneurs, but we can indirectly support many more by creating an ecosystem where early-stage capital starts to find its way to Houston to support these revolutionary and impactful technologies.

HETI: Activate Communities work closely with climate tech programs at leading colleges and universities, including UC Berkeley, U Mass Boston, and Columbia University. What can you tell us about Activate Houston’s plans for collaboration with area colleges and universities?

JP: Activate’s goal is to be as inclusive as possible. One of our main goals is to find fellows who we can have as big of an impact on as possible, potentially being the difference between whether they are successful or not. To that end, we plan to partner and engage with all of the research institutions across Houston and the surrounding areas. In just our first few months of being on the ground in Houston and recruiting for our first cohort, we have already engaged with Rice, UH, Prairie View A&M, TSU, Texas A&M, UT, and the Texas Medical Center. We have also begun outreach and preliminary conversations with institutions outside of the Houston area, like UT Dallas, SMU, Baylor, UTEP, etc. Our goal is to find the most promising entrepreneurs and the most impactful technologies that we can help and support, regardless of where they come from.

We will also be looking to engage with some of these institutions to make resources available to our fellows to support the research they are doing once in the Activate program. These conversations are in the early stages, but the facilities at UH Technology Bridge and TMC’s Innovation Factory are great examples of how the Houston ecosystem can support our fellows.

HETI: How do fellowships like Activate differ from traditional accelerator programs and why are they such an important component of the energy transition?

JP: Accelerators in general are a great resource for entrepreneurs to quickly learn the fundamentals around building a company and gain access to a network of investors, mentors, and partners that they would have trouble accessing on their own.

While Activate has a lot of overlap with accelerators in terms of what we provide, we classify ourselves as a fellowship and not an accelerator. The reasons for this primarily lie in the fact that we are a non-profit. This allows us to do a few things different from traditional accelerators. First, our program does not charge any fees or equity. Because our success is not tied to the financial outcomes of the companies, we are able to take much bigger risks in terms of the technology we support and we are also able to take a fellow first approach, as sometimes the best outcome for the fellow as a person is not the best financial outcome for the company. Second, we are much more patient, offering a full two years of support for our fellows and continuing to support our alumni community after they have left the program.

Activate’s unique fellowship program can play an essential role because many of the technologies and breakthroughs necessary to solve the world’s biggest challenges are really hard. It can take a long time to develop these technologies and often they are too risky and unproven at the early stages to be able to attract the capital they need to turn the technology into a commercial solution. Activate can support these hard technologies and provide a two-year safety net for our fellows as they work through those early challenges and progress their solution to a point that the private markets will support the business coming out of our program. We have been quite successful with this approach thus far, as the 145 companies we have created have raised nearly $1.4B in follow-on funding, representing a 23X multiplier on the funds Activate has directly deployed to support the fellows.

HETI: You’re the co-founder of Greentown Labs, now the nation’s biggest climate tech incubator. How does that experience help in your new role as MD at Activate Houston?

JP: The biggest takeaway for me from my time building Greentown is the power of community. Early-stage deep tech founders face monumental challenges. Having a community of like-minded individuals nearby who are facing their own similar challenges and serve as both a support network and a sounding board to help work through those challenges can be the difference between success and failure. I hope to leverage those learnings to really focus on Activate Houston being an incredibly strong community where the founders can lean on each other, and me, for the support they need.

In addition, Greentown also serves as a gathering place for bringing the larger climate community together, which is so vital in pushing forward the energy transition. In the early days of Greentown, those events happened on an almost ad hoc basis, as there wasn’t previously a place for people interested in climate to gather. Greentown has changed a lot over the years – the facilities are quite a bit nicer than where we started – but it has done an amazing job continuing to fill that role as the center of the climate ecosystem and bringing together a community of like-minded individuals. Anyone who attended the recent Greentown Climatetech Summit and experienced the standing-room-only crowds of passionate people can attest to that. Certainly, Greentown already fills that role for Houston and does it well, but my experience with the power of community will lead me to lean into Houston’s climate community and encourage our fellows to do the same, to be active members in strengthening the entire climate and innovation ecosystem in Houston. All boats rise together in the rising sea that is Houston’s climate and innovation ecosystem.

HETI: What are you most looking forward to with the upcoming launch of Houston’s 2024 Cohort?

JP: I’m looking forward to getting started – welcoming our first cohort into Houston and showing the rest of the country that Houston can hold its own when it comes to hard tech and world-changing innovation.

———

This article originally ran on the Greater Houston Partnership's Houston Energy Transition Initiative blog. HETI exists to support Houston's future as an energy leader. For more information about the Houston Energy Transition Initiative, EnergyCapitalHTX's presenting sponsor, visit htxenergytransition.org.

Rawand Rasheed, the CEO and founder of Helix Earth Technologies, joins the Energy Tech Startups podcast. Photo via LinkedIn

From NASA to HVAC: How this Houston tech startup is revolutionizing energy-efficient air conditioning

Q&A

Excessive energy consumption in air conditioning systems is a pressing issue with far-reaching implications for carbon emissions and climate change.

Rawand Rasheed, the CEO and founder of Helix Earth Technologies, is at the forefront of addressing this challenge. With a distinguished background as an aerospace engineer with NASA, Rawand’s expertise is now channeled towards the built environment and heavy industries.

In a recent episode of Energy Tech Startups, we dive into how Rawand’s journey from space technology innovations is now revolutionizing energy consumption in air conditioning systems.

In an era where the urgency to combat climate change is palpable, innovators like Rawand Rasheed are making monumental strides in bridging the gap between space-age technology and sustainable solutions for our planet. Drawing from her unique experiences at NASA and her unwavering commitment to the environment, Rawand's work with Helix Earth Technologies exemplifies the transformative potential of cross-disciplinary expertise. As we witness the evolution of her groundbreaking technology in the HVAC sector, it serves as a potent reminder that with determination, innovation, and a clear vision, we can indeed reshape our world for the better. The future of energy-efficient air conditioning, and by extension, a more sustainable world, is on the horizon, and pioneers like Rawand are leading the way.

Energy Tech Startups: How did your experience at NASA inspire your work in decarbonization and HVAC?

Rawand Rasheed: At NASA, we often faced unique challenges that required innovative solutions, especially in space. One such challenge was fighting fires in space using a micrometer-sized droplet spray of water. This led us to develop an efficient filter that could capture these small droplets without any moving parts. This technology, initially designed for space, turned out to have significant implications for climate tech, particularly in capturing and filtering air streams.

ETS: How does your technology help in reducing energy consumption in air conditioning systems?

RR: Our technology can significantly reduce air conditioning energy loads, cutting them by over 50%. It works by absorbing more from air streams, making the cooling process more efficient. Currently, we're focusing on commercial HVAC systems and are close to scaling our system to a commercial unit. Within the next year, we aim to demonstrate the effectiveness of our system at this scale through pilot projects.

ETS: How did your early life shape your entrepreneurial aspirations?

RR: Growing up, I witnessed firsthand the power of determination and hard work. Starting from scratch, both culturally and financially, and achieving success made me believe that anything is possible. This belief, combined with my passion for the environment and engineering, always fueled my desire to start a company. My graduate studies further solidified this aspiration, merging my interests and leading me to establish my own venture in the realm of environmental engineering.

------

This conversation has been edited for brevity and clarity. Click here to listen to the full episode. Hosted by Jason Ethier and Nada Ahmed, the Digital Wildcatters’ podcast, Energy Tech Startups, delves into Houston's pivotal role in the energy transition, spotlighting entrepreneurs and industry leaders shaping a low-carbon future. Digital Wildcatters is a Houston-based media platform and podcast network, which is home to the Energy Tech Startups podcast.

"Our focus on sustainability is the right thing to do for our employees, for our customers, and for our communities." Photo courtesy of EthosEnergy

Houston energy leader on why the industry needs to implement circular economy, other sustainable initiatives

Q&A

When Ana Amicarella took the helm of EthosEnergy in 2019, she had no idea of the challenges that awaited her company, the industry, and the world.

But Amicarella, a former synchronized swimmer from Venezuela who competed in the 1984 Summer Olympics who has three decades of leadership experience at energy companies, has what it took to steer the ship in the choppy waters that was the pandemic, the ongoing energy transition, and more.

In a discussion with EnergyCapital, she shares how she navigated that difficult time and how important she feels it is that energy companies are committed to reducing their carbon footprints — especially through tapping into the circular economy.

EnergyCapital: How have you led EthosEnergy through the past few difficult years? What were the company’s biggest challenges and how did you address them?

Ana Amicarella: Growing EthosEnergy into a global powerhouse with hundreds of millions in turnover within nine years was a formidable task. Since our inception in 2014, we've expanded to 94 locations with 4,000 employees, becoming a leading provider of rotating equipment services in the power, oil, and gas sectors. However, when I assumed the role of CEO in December 2019, the company had evolved into a complex, unwieldy structure with missed opportunities and unsustainable overheads, exacerbated by the COVID-19 pandemic.

Despite the pandemic, we were already on the path to transformation. COVID-19 accelerated our OneEthos strategy, focused on simplifying our business, fostering a new culture, and strengthening client relationships. Extensive listening exercises were held with staff and customers in March 2020 that led to a restructuring plan that was swiftly approved by the board. On July 1, 2020, we launched the new structure, emphasizing that this transformation went beyond organizational changes. Our simplified OneEthos plan focuses on core strengths, eliminating unprofitable activities, embracing cultural principles, and maintaining an unwavering commitment to quality and consistency for our customers. We've also shifted our perspective on capital expenditures, aligning them with energy transition goals to become the preferred partner for critical rotating equipment, offering assistance with end-of-life equipment and carbon footprint reduction as our key value proposition.

EC: How is EthosEnergy future-proofing its business amid the energy transition?

AA: We believe we have a moral responsibility to take a leading role in shaping a better future for us and for generations to come – essentially, we are trying to "Turn on Tomorrow." Our focus on sustainability is the right thing to do for our employees, for our customers, and for our communities. I like to say that behind our company’s name is a team of people. Behind our customers’ names are teams of people. Together we all share common communities, a common environment, and a common reliance on transparent, ethical practices.

A few years ago, we introduced a framework to help us build growth, financial sustainability and deliver long-term value. Our aim is to create value and improve our economic, social, and environmental impact by focusing in the following six areas: Policies and Procedures, Diversity Equity and Inclusion, Environmental Footprint, Engineering Solutions, Alliances and Partnerships, and Third-Party Suppliers. As an example, for Environmental Footprint we are implementing programs to install LED lighting in our facilities, implement more robust environmental recycling and waste reduction plans, and identify other energy efficiency programs around the company. From a third-party supplier’s perspective, we are focused on increasing our spend with minority, women, and veteran-owned businesses. In the last two years, we’ve increased spend in those categories by 35 percent in the US alone. And, we are working towards issuing our first sustainability report in the near future.

EC: How does EthosEnergy help customers shrink their carbon footprint and why is that important to you as a business?

AA: Concerns about climate change have started to exert pressure on conventional business models that follow a linear approach of "take, make, dispose" – a system where we acquire new items, use them, and then discard them when they are no longer needed.

A circular economy approach, on the other hand, disconnects economic activities from excessive material and energy consumption by establishing closed-loop systems where waste and carbon-footprint is minimized, and resources are repeatedly used. Even industries traditionally adhering to linear models, like oil and gas and utilities, can incorporate elements of circularity into their operations. EthosEnergy explores the possibilities that circularity offers to companies in the power generation, oil and gas, and industrial sectors, aiming to revitalize and extend the lifespan of existing assets.

To transition from a linear economy to a circular one, we must focus on three key aspects: optimizing product usage, giving priority to renewable inputs, and effectively recovering by-products and waste.

EC: What sort of technology are you tapping into to help achieve these goals?

AA: The adoption of reusing equipment in the energy industry has room for improvement. There's significant potential for reusing rather than disposing of equipment when it nears decommissioning. Our mission is to offer solutions that are economically, socially, and environmentally beneficial, aimed at prolonging the lifespan of existing equipment. EthosEnergy has already developed a range of solutions for life extension and emissions compliance to help existing assets meet critical targets. This has a noteworthy impact on reducing CO2 emissions in two key ways: first, by avoiding the production of new equipment and thus preventing emissions during manufacturing, and second, by deferring or even eliminating the recycling of older assets.

Additionally, there's an opportunity to enhance the environmental performance of existing assets by increasing their efficiency through regeneration and enabling them to operate with lower-carbon alternative fuels like hydrogen. We've actively collaborated with a university in Italy, Politecnico di Torino, on this front, recognizing that partnerships between universities and industries will play a pivotal role in shaping our future.

We firmly believe that greater collaboration and alignment between business, social, and environmental factors are essential for achieving success in these endeavors.

EC: What’s your leadership style and how do you navigate the challenges that come with being a female CEO in a male-dominated industry?

AA: I would best describe my leadership style as inclusive and engaging. I firmly believe in the power of teamwork and fostering a culture where diverse voices are not only heard but valued. My leadership approach is rooted in transparency, open communication, and a commitment to empowering individuals within the organization to contribute their unique perspectives and talents.

In a male-dominated industry, being relentless is a necessity. I approach challenges with unwavering determination and persistence. I use adversity as motivation to push forward and break down barriers. My relentless pursuit of excellence sets an example for my team and reinforces the idea that gender should never limit one's aspirations.

— — —

This conversation has been edited for brevity and clarity.

Ad Placement 300x100

Ad Placement 300x600

CultureMap Emails are Awesome

Property Showcase

Houston's hydrogen revolution gets up to $1.2B federal boost to power Gulf Coast’s clean energy future

HyVelocity funding

The emerging low-carbon hydrogen ecosystem in Houston and along the Texas Gulf Coast is getting as much as a $1.2 billion lift from the federal government.

The U.S. Department of Energy funding, announced November 20, is earmarked for the new HyVelocity Hub. The hub — backed by energy companies, schools, nonprofits, and other organizations — will serve the country’s biggest hydrogen-producing area. The region earns that status thanks to more than 1,000 miles of dedicated hydrogen pipelines and almost 50 hydrogen production plants.

“The HyVelocity Hub demonstrates the power of collaboration in catalyzing economic growth and creating value for communities as we build a regional hydrogen economy that delivers benefits to Gulf Coast communities,” says Paula Gant, president and CEO of Des Plaines, Illinois-based GTI Energy, which is administering the hub.

HyVelocity, which aims to become the largest hydrogen hub in the country, has already received about $22 million of the $1.2 billion in federal funding to kickstart the project.

Organizers of the hydrogen project include:

Arlington, Virginia-based AES Corp.
Air Liquide, whose U.S. headquarters is in Houston
Chevron, which is moving its headquarters to Houston
Spring-based ExxonMobil
Lake Mary, Florida-based Mitsubishi Power Americas
Denmark-based Ørsted
Center for Houston’s Future
Houston Advanced Research Center
University of Texas at Austin

The hub’s primary contractor is HyVelocity LLC. The company says the hub could reduce carbon dioxide emissions by up to seven million metric tons per year and create as many as 45,000 over the life of the project.

HyVelocity is looking at several locations in the Houston area and along the Gulf Coast for large-scale production of hydrogen. The process will rely on water from electrolysis along with natural gas from carbon capture and storage. To improve distribution and lower storage costs, the hub envisions creating a hydrogen pipeline system.

Clean hydrogen generated by the hub will help power fuel-cell electric trucks, factories, ammonia plants, refineries, petrochemical facilities, and marine fuel operations.

Geothermal co. wins at Houston innovation event, UH secures DOE funding, and more trending energy news

CenterPoint’s Greater Houston Resiliency Initiative makes advancements on progress

step by step

CenterPoint Energy has released the first of its public progress updates on the actions being taken throughout the Greater Houston 12-county area, which is part of Phase Two of its Greater Houston Resiliency Initiative.

The GHRI Phase Two will lead to more than 125 million fewer outage minutes annually, according to CenterPoint.

According to CenterPoint, they have installed around 4,600 storm-resilient poles, installed more than 100 miles of power lines underground, cleared more than 800 miles of hazardous vegetation to improve reliability, and installed more self-healing automation all during the first two months of the program in preparation for the 2025 hurricane season.

"This summer, we accomplished a significant level of increased system hardening in the first phase of the Greater Houston Resilience Initiative,” Darin Carroll, senior vice president of CenterPoint Energy's Electric Business, says in a news release.

”Since then, as we have been fully engaged in delivering the additional set of actions in our second phase of GHRI, we continue to make significant progress as we work toward our ultimate goal of becoming the most resilient coastal grid in the country,” he continues.

The GHRI is a series of actions to “ strengthen resilience, enable a self-healing grid and reduce the duration and impact of power outages” according to a news release. The following progress through early November include:

The second phase of GHRI will run through May 31, 2025. During this time, CenterPoint teams will be installing 4,500 automated reliability devices to minimize sustained interruptions during major storms, reduce restoration times, and establish a network of 100 new weather monitoring stations. CenterPoint plans to complete each of these actions before the start of the next hurricane season.

“Now, and in the months to come, we will remain laser-focused on completing these critical resiliency actions and building the more reliable and more resilient energy system our customers expect and deserve," Carroll adds.

CenterPoint also announced that it has completed all 42 of the critical actions the company committed to taking in the aftermath of Hurricane Beryl. Some of the actions were trimming or removing higher-risk vegetation from more than 2,000 power line miles, installing more than 1,100 more storm-resilient poles, installing over 300 automated devices to reduce sustained outages, launching a new, cloud-based outage tracker, improving CenterPoint's Power Alert Service, hosting listening sessions across the service area and using feedback.

In October, CenterPoint Energy announced an agreement with Artificial Intelligence-powered infrastructure modeling platform Neara for engineering-grade simulations and analytics, and to deploy Neara’s AI capabilities across CenterPoint’s Greater Houston service area.

View All Listings

ENERGYCAPITALHTX EMAILS ARE AWESOME

Q&A

EnergyCapital: As you transition into your new role, how would you describe your focus and priorities?

EC: How is Deloitte navigating the trends and progression of the energy transition? What are clients’ expectations, and how does the company plan to stay a step ahead?

EC: Energy companies have been known to more slowly adopt and adapt to new technologies. Is that changing?

EC: The chemicals sector, in particular, seems ripe for disruption with new and developing alternative materials on the scene. What do you expect to see from this industry in 2024?

EC: As a Houstonian, what do you see the city’s role amidst the future of energy?

Q&A

EnergyCapital: Tell me about Nabors' commitment to the energy transition. What are your responsibilities leading this initiative?

EC: When considering a clean tech company, what are the top qualities driving your investment decisions? How did Sage Geosystems fit what you were looking for?

EC: What role do you see enhanced geothermal playing in the energy transition?

EC: How big are your long-term aspirations for Nabors in regards to the energy transition?

Q&A

EnergyCapital: Why do you believe geothermal has a major role to play in the energy transition?

EC: When it comes to finding partners or investors, what are you looking for? What should potential partners/investors know about Sage?

EC: What's the biggest challenge Sage is facing as an energy transition startup and how do you plan to tackle it?

EC: As a woman in a male-dominated industry tackling a global problem, what's been your biggest lesson learned? What's your advice to fellow energy tech female founders?

THE VIEW FROM HETI

HETI: Activate was founded in 2015 and has established fellowship programs in Silicon Valley, Boston, New York, and a remote Anywhere Community. Why was Houston the next logical choice for an Activate Community?

HETI: Activate Communities work closely with climate tech programs at leading colleges and universities, including UC Berkeley, U Mass Boston, and Columbia University. What can you tell us about Activate Houston’s plans for collaboration with area colleges and universities?

HETI: How do fellowships like Activate differ from traditional accelerator programs and why are they such an important component of the energy transition?

HETI: You’re the co-founder of Greentown Labs, now the nation’s biggest climate tech incubator. How does that experience help in your new role as MD at Activate Houston?

HETI: What are you most looking forward to with the upcoming launch of Houston’s 2024 Cohort?

Q&A

Energy Tech Startups: How did your experience at NASA inspire your work in decarbonization and HVAC?

ETS: How does your technology help in reducing energy consumption in air conditioning systems?

ETS: How did your early life shape your entrepreneurial aspirations?

Q&A

EnergyCapital: How have you led EthosEnergy through the past few difficult years? What were the company’s biggest challenges and how did you address them?

EC: How is EthosEnergy future-proofing its business amid the energy transition?

EC: How does EthosEnergy help customers shrink their carbon footprint and why is that important to you as a business?

EC: What sort of technology are you tapping into to help achieve these goals?

EC: What’s your leadership style and how do you navigate the challenges that come with being a female CEO in a male-dominated industry?

CultureMap Emails are Awesome

HyVelocity funding

top stories

step by step