Mays Business School’s McFerrin Center for Entrepreneurship is proud to publicly announce the companies that were honored at the 17th Annual Aggie 100®. The celebration, held on Friday, October 22, recognized the fastest-growing Aggie-owned or Aggie-led businesses from across Texas and around the world.
Companies earning their way into the Top 10 in 2021, with growth rate, are:
10. Coleman & Patterson of College Station, Texas – 85.332%
9. Trinity Hughes Construction of Wichita Falls, Texas – 95.496%
8. Selery Fulfillment of Carrollton, Texas – 100.591%
7. Bradley Construction Management of Dallas, Texas – 101.979%
6. WPForms of West Palm Beach, Florida – 107.037%
5. Farmer Law PC of Austin, Texas – 108.415%
4. Bowie Capital of Richardson, Texas – 132.767%
3. Clavis Capital Partners of Dallas, Texas – 142.241%
2. IDC Valores of Guatemala, Guatemala – 221.711%
1. The Albers Group LLC of McKinney, Texas – 321.829%
MB2 Dental, LLC of Carrollton, Texas was also recognized as the 2021 Summit Award Winner, having achieved an average revenue of $303,313,667. In addition, MB2 Dental ranked #24 in this year’s Aggie 100® and is joining a select number of companies to achieve both of these recognitions in the same year.
Launched in 2005, Aggie 100® has become one of the McFerrin Center’s most recognized programs and an aspirational goal for Aggie entrepreneurs around the world. To be considered for the Aggie 100®, companies (corporations, partnerships, and sole proprietorships) must operate in a manner consistent with the Aggie Code of Honor and in keeping with the values and image of Texas A&M University. They must also meet specific criteria, such as being in business for at least five years and having at least one Aggie as an owner and/or in a select leadership role.
“As we mark our 17th Annual Celebration of the Aggie 100® program, we applaud the ingenuity, determination, and success of Aggie Entrepreneurs across the globe by raising up our newest class of Aggie 100® honorees,” says Blake Petty ’98, Executive Director of the McFerrin Center for Entrepreneurship. “Despite the tremendous challenges that all businesses have faced in the recent past (and present), the astounding levels of growth and prosperity exhibited by each member company in the Class of 2021 demands our respect, our recognition, and our privilege of welcoming them as the newest additions to our Aggie 100® family.”
A full listing of the 2021 Aggie 100® honorees with detailed ranking information was publicly released Friday evening and can be found at Aggie100.com.
About The McFerrin Center for Entrepreneurship
Aggie 100® was created by the McFerrin Center for Entrepreneurship which serves as the hub for entrepreneurship at Texas A&M University. The Center’s goal is to enhance entrepreneurial education by providing training, networking, and assistance to enterprising students, faculty, and former students.
The McFerrin Center enables the startup and growth of countless businesses and provides competitive opportunities, professional development, and financial support to aspiring entrepreneurs in the Aggie community through the support of a robust volunteer mentor network, corporate supporters, faculty, and staff.
The McFerrin Center defines entrepreneurship as an attitude that acts upon opportunity. In this spirit, the Center strives to deliver programs and events that are inspiring, engaging, motivating, and life changing. This philosophy has resulted in the McFerrin Center offering over 30 unique programs each year that positively impact the lives of thousands of students, veterans, and other professionals seeking to blaze their own trail as an entrepreneur.
Media contact: Shanna Spencer, Assistant Director, McFerrin Center for Entrepreneurship, email@example.com
Mays MBA Student Leads Aggie Team That Earns 3rd Place in International Case Competition Focused on Addressing International Food Production Problems
A Texas A&M University interdisciplinary team led by Mays Business School Full-Time MBA student Ryan Staples ’22 earned third place in the 2021 Norwegian Business School Global Case Competition. The Aggie team–which included Danette Philpot, Garrett Brogan, and Meikah Dado, who are graduate students from the College of Agriculture and Life Sciences’ Department of Agriculture Leadership, Education and Communications—earned this international recognition by proposing an innovative use of technology to improve food production in Uganda by empowering women.
The Mays-sponsored group competed against 85 teams from 60 top-tier universities to generate game-changing solutions to food production issues involving obesity, malnutrition, and climate change. These topics will be discussed at the United Nations Food Systems Summit in Fall 2021.
Once the case problem was released, Texas A&M’s team decided to focus on Uganda, which Brogan had visited through his studies. That focus was important because more than one of every three Ugandans suffer from chronic malnutrition.
This issue is compounded because the nation has a significant gender inequality issue in its food production system. Eighty percent of the food consumed by the nation’s residents is produced by women. However, for every one pound of food produced by a woman in Uganda, a man can produce three. “Our whole idea is how can we bridge this knowledge and gender gap between men and women so that the country of Uganda can produce more food,” Staples said. “With 80% of the food producers only one-third as productive as their counterparts, there is a huge area of opportunity. “
The team proposed providing the women farmers with electronic tablets filled with agricultural knowledge so they can become empowered. Using technology allows the nation’s women farmers–who often do not attend extension programs because they are doing the farm work and caring for the children and elderly—to have ready access to extension resources, such as videos. “This is supplying them with knowledge so they can help themselves,” Dado said. “It is a bottom-up approach.”
The team projects that if this initiative is implemented over a 10-year period, 3 million women would be empowered. This would lead to a 30% increase in overall agriculture productivity and a $450 million boost to Uganda’s GDP.
The Aggie team, which was the top-performing team among North American and South American colleges and universities, benefitted from the support by Mays Business School faculty members Dr. Daniel Usera and Dr. Mary Lea McAnally and College of Agriculture and Life Sciences’ Dr. Jack Elliott, a professor and senior scientist at the university’s renowned Norman Borlaug Institute for International Agriculture. These faculty members were able to provide feedback before the team moved into the semifinal round of the case competition.
Staples believes that the team’s interdisciplinary representation was critical to the Aggies’ third place finish. “Our success was truly a testament to the power of synergistic team effort,” he said. “The true kudos go to my three new friends in the College of Agriculture and Life Sciences who shared this case competition journey with me.”
His counterparts agreed and appreciated Staples’ openness to learning about agriculture and his facilitation and leadership skills. “Ryan had knowledge in so many different ways that we didn’t have, but we had that knowledge of the agriculture aspect,” Dado said. “We were able to come together, and I do not think we would have been as successful if we hadn’t been interdisciplinary.”
Go to Market Plans
The Aggies are now seeking ways to bring their idea to the marketplace. They have presented to the Borlaug Institute’s director and senior faculty, who have offered positive feedback and are considering including the project in future grant proposals. In addition, Staples is using Mays’ contacts to pitch to Fortune 500 companies about corporate funding. The team also may receive an invitation to present at the United Nations Food Systems Summit.
These types of high-impact learning experiences that challenge Mays students to solve real-world problems are aligned with Mays’ vision to advance the world’s prosperity. “Case competitions offer students the opportunity to practice being transformational leaders through combining theory, research, and practical application while working in a team,” said Mays Associate Dean for Graduate Programs Arvind Mahajan. “We feel so strongly about the power of these learning experiences that Mays collaborates annually with Humana Inc. to host the Humana-Mays Healthcare Analytics Case Competition, which challenges 1,300 U.S. masters-level students to analyze the company’s data to identify innovative healthcare solutions.”
Ultimately, Staples credits Mays Full-Time MBA program for helping to polish his leadership skills to be able to successfully focus the team’s efforts. “The program helped me first to identify my leadership strengths, and then taught me how to leverage them. Apart from that, I have had the opportunity to lead team projects among my peers since last July,” Staples said. “The combination of understanding the unique skills I possess and the practical opportunity to practice those skills has been invaluable to my development as a leader.”
Mays Business School’s master’s in management degree gives students in-classroom and high-impact experience
On December 2, students and faculty of the Master of Science in Business (MS-B) program gathered virtually to celebrate and share their semester-long projects from the Integrated Business Experience (IBE) class.
Handy Mask, one business run by MS Business students
Associate Dean for Graduate Programs Arvind Mahajan said, “It’s an important day for our students as well as for our program. MS Business admits diverse undergraduate majors and invests in many ways to develop them as transformational leaders with entrepreneurial mindsets. This course is a perfect example of that change.”
The MS-B program is a graduate degree designed for non-business majors who want to grow their business knowledge to supplement their bachelor’s degree.
Century Tree Soap Company’s soaps
MS Business Program Director, Richard Castleberry, said of the students, “Other than students with great academics and backgrounds, a primary component we look for is students who show the Aggie Core Values of excellence, integrity, leadership, loyalty, respect, and selfless service. We insist these traits display in our students, and I can say that the 62 students that are here today exhibit those Aggie core values.”
I received my undergrad in AgriBusiness from Texas A&M and then went on to work at MEI Technologies (then is was Muniz Engineering). My father founded MEIT in 1992, I began working there in 2001. Over the next ten years, I worked in various corporate departments and had taken on leadership roles within the company. We began succession planning for MEIT and I was interested in additional formal education (MBA) to help prepare me for my next roles within the company as an executive and an owner. I attended an Aggie 100 lunch with my father who was receiving an award, and Ricky Griffin happened to be a guest at our table. He was talking about the Executive MBA (EMBA) program and the new location at City Centre. I applied to the program and found it to be competitive with other programs and very convenient in terms of location and my work schedule.
After graduating in 2014, I had an opportunity to take an idea developed at MEIT and launch a new business providing testing in the harsh environment of space as a service. In 2015 I founded Alpha Space Test and Research Alliance, and in 2018 we launched a testing platform that is permanently attached to the International Space Station. We privately own the facility, known as MISSE, and offer government agencies, academia, private companies, and now individuals access to the low earth orbit space environment. We are part of a small group of companies offering commercial services in space and at the forefront of developing a new space economy.
My EMBA prepared me for the launch (literally) of this new company not only through the academics, but also set a cadence of hard work and efficiency for me. I made great relationships and connections, and have gone on to participate and serve in other organizations as a direct result of the network I built during my time in the EMBA program.
Mays: How did the idea about sending the EMBA Class XX Coin come to gain traction?
SM: I was meeting with Julie [Orzabal, Director, Texas A&M Executive MBA Program] and had expressed an interest in staying engaged with the EMBA program. We were chatting about the Class XX graduating and their program coming to an end. I shared with her that I sent my husband’s Aggie ring into space, and I commented to her how cool it would be to send their class coin, which typically travels around the world with students, on the ultimate trip into space. I committed to sponsor that trip for the Class XX coin, and Julie let me announce it to the class via Zoom on their last program day.
Mays: Can you detail exactly what will happen, as planned, for the EMBA Class XX Coin?
SM: The EMBA Class XX coin was delivered to our headquarters in Houston. It will be put into our vacuum chamber and the pressure will reduced to 10-6 torr (0.000000001 atmosphere) and the temperature will be raised to 60oC (140oF). This removes contaminants and particulates from the coin and prepares it for space flight. It is then moved into our 10K clean room, where our engineers integrate the coin into a MISSE carrier along with other experiments bound for the space station. Our carrier is packed and delivered to NASA Johnson Space Center, then shipped along with all the other cargo manifested on our flight to the International Space Station. NASA will ship the cargo to the launch site, either Florida for a SpaceX launch, or Virginia for a Northrup Grumman launch, and it will be packed for launch.
It will launch in spring 2021, where the coin will experience acceleration forces of about 3X to 4X gravity. Once docked to the ISS, the astronaut crew will unpack our carrier from the cargo. An astronaut attaches our carrier, containing the Class XX coin, to the MISSE transfer tray and send them through the airlock into space attached to the ISS robotic arm. The robotic arm and other robotic tools plug our carrier into the MISSE facility, which we will then control from our operations center here in Houston. The Class XX coin will be exposed to the harsh environment of space, including extreme temperature changes that can range from -40oC to 60oC (-40oF to 140oF), while it orbits the Earth approximately 16 times per day. At this point, the coin is traveling almost 5 miles per second and is about 240 miles above the Earth. We expect it to stay for about 6 months totaling over 75,000,000 miles on its trip in space.
At the end of this mission, the carrier is returned into the habitable portion of the space station by the robotic arm and the transfer tray. The astronauts load it, along with other cargo, for a ride back to Earth on the SpaceX Dragon capsule. Once retrieved by NASA, the carrier is returned to our office in Houston, where our engineers de-integrate and unpack the carriers. At that time, the coin will be returned to Class XX and happy hour to follow!
Mays: What’s next after the EMBA Class XX Coin?
SM: In 2019, we were the first company to sign a reimbursable Space Act Agreement with NASA to allow us to purchase resources from NASA (launch, astronaut time, etc) to send commercial items to the International Space Station. This allows us to open space access to private individuals, not just researchers, for personal use. In 2021, we will be selling space for Aggie Rings and other personal mementos to fly in one of our carriers just like the Class XX coin. For about the price of an airline ticket for international travel, an Aggie ring can complete a mission to the space station and return to its owner.
Mays: Why is this special and important to you – and why you think it’ll be special for others?
SM: Sending an item into the space environment and having it returned is such a unique experience that has been limited to very select scientists. We have the opportunity to enable that experience for private companies, organizations, and individuals on a limited basis for the first time in the history of space exploration. I think it’s amazing that one could send their Aggie Ring, which connects Aggies instantly and represents Aggie values, on a unique mission into space. The eagle on the ring symbolizes agility, power, and the ability to reach great heights, and what better way to celebrate that than by sending it beyond the sky?
Explore Stephanie Murphy and Texas A&M’s MBA Programs
“Creative destruction” is a phrase used by Joseph Schumpeter, an early 20th century economist and probably the “OG” scholar in the field of entrepreneurship. Schumpeter was talking about the role of entrepreneurs in our society as agents of change. Entrepreneurs recognize opportunities that others often miss and create new markets for products and services that sometimes have the potential to disrupt or even destroy established industries. In a sense, change and market disruption is nothing new to entrepreneurs. For that reason, we can anticipate that their skills and unique way of looking at the world will play a critical role in our social and economic recovery from the effects of the COVID-19 pandemic.
Many of us shy away from risk. We try to live our lives and achieve our desired goals while mitigating risk as much as possible. That’s one reason why we struggle with such unexpected and extreme developments as those set-in motion by the global pandemic. In fact, we may feel that our “risk-meter” is off the charts, with few options for bringing it back down. There are reasons to suggest that entrepreneurs, on the other hand, perceive risk very differently. Research shows that they tend to make an objective assessment of the level of risk in the market environment and then work to control or guide outcomes in the best way possible, given that degree of risk. Under the current conditions, entrepreneurs may react by simply resetting their risk estimates at a higher level. With this updated information, they can start planning new strategies and taking actions to improve their likely outcomes, while many of the rest of us remain focused on, or even paralyzed by, the risk itself.
There are other characteristics and perspectives we associate with entrepreneurs that may help them face the challenges of the COVID-19 pandemic. First of all, entrepreneurs are persistent. They find ways to thrive in harsh business environments. We have observed this in emerging markets, areas of the world often lacking financial capital, legal, regulatory, and other resources and institutions we tend to take for granted in developed economies. Entrepreneurial activity still emerges in such settings, growing organically through informal economic systems outside of the traditional institutions. Entrepreneurs are also resilient. They find new paths forward in the aftermath of devastating events. Research following the 2008 global financial crisis shows that many young, entrepreneurial ventures were well-positioned to weather the storm. Startups are generally smaller and may be more agile than established firms, making it easier for them to quickly react and adapt even to extreme and unexpected changes.
Entrepreneurs know how to build businesses through conventional planning, but they have other tools in their toolkit that can help them react and adapt. The business planning process we frequently teach in MBA programs involves causal thinking, the careful assessment of how current conditions and possible strategies can lead to future results. This calls for upfront resource planning, the development of market and production strategies, and the analysis of which outcomes are most likely to occur after executing the business plan. Many entrepreneurs certainly have this skill – think of the carefully constructed plans they often present to investors when seeking capital investment. This process is popularized in TV and streaming shows such as Shark Tank or Elevator Pitch. The problem we have right now is that COVID-19 has thrown everyone a curve. We don’t necessarily have the context to effectively analyze and predict future outcomes. For that reason, most causal-thinking business plans probably aren’t going to work until we get further along in this extraordinary period of uncertainty.
Fortunately, many entrepreneurs can leverage other tools to successfully identify and pursue opportunities, even under difficult conditions such as those presented by the COVID-19 crisis. First, rather than wasting time in the current market environment writing up a wish-list of resources, they would like to have (and are unlikely to get), entrepreneurs are very good at bricolage; making use of what is at hand to construct something useful. The closest many of us get to using bricolage is probably when we have to scrounge something for dinner – we grab some cans from the pantry, leftovers from the refrigerator, maybe pulling the odd tomato from the plant growing on the back patio. Luckily, entrepreneurs tend to be much better at this technique.
My favorite examples of bricolage during the COVID-19 pandemic showcase creative efforts to provide products that help prevent and treat the infection. Cummins Inc. has a stockpile of materials used in producing air and fuel filters for diesel engines. With the shutdown of their engine production line, this inventory would be sitting in giant rolls, collecting dust in a warehouse. Through some creative connecting of the dots, the technical managers at Cummins realized that this material could meet the standards for producing the vital N95 masks that may soon help us begin to safely return to work. We have seen a similar process of bricolage in Ford Motor Company with their use of stock auto parts in the production of medical ventilators. Numerous breweries, distilleries, and even perfume companies are using their materials and equipment to produce hand sanitizer. We can only imagine the countless other acts of entrepreneurial bricolage that are happening all throughout the economy.
Entrepreneurs have another trick up their sleeves. Many of them show skill in effectual thinking. Similar to bricolage, effectuation starts with a look at the readily available skills, tools, and resources. However, the interesting difference in this type of thinking is that it doesn’t start with any particular outcome or destination in mind. Refer to our search of the kitchen pantry at dinnertime – this might involve looking through our available supplies, and instead of preparing a meal, we find spaghetti noodles and marshmallows and decide to start a quick project to build a model of the Eiffel Tower. We had no prior intention of pursuing this project – the available materials, the situation, and our own interests may have organically led us down this path.
Our social network society makes this type of effectual thinking more effective. As entrepreneurs brainstorm various uses for their available skills and resources, they need to test and refine these ideas. This requires a sounding board to communicate their thoughts to potential customers, partners, investors, or others who can help refine and advance the project. Researchers have shown that social media platforms such as Twitter can enhance this process by allowing entrepreneurs to work through their effectual thinking more quickly, getting input from followers, and directing them toward new and unexpected opportunities. Crowdfunding platforms such as Kickstarter or Indiegogo provide another example of this rapid feedback process. Investors and campaign participants can preview early-stage ideas, post comments and questions, and ultimately let their money do the talking by offering financial support to worthwhile projects. These social network platforms have dramatically improved the pace and potency of effectual thinking for entrepreneurs.
As we speak, entrepreneurs are undoubtedly scanning the new environment shaped by SARS-CoV-2. They are imagining unexpected opportunities to match available resources to market needs, serving end goals that none of us (including them!) could have anticipated a few months ago. It’s hard to say what they will come up with next, but some areas of activity seem likely. As social beings, we’re all growing tired of these periods of isolation. Entrepreneurs may find new ways to balance our craving for social interaction with our need to control the risk of infection. Internet streaming and digital interaction have been the most obvious domains for these activities, but others could certainly emerge.
Through entrepreneurial thinking, we can crowdsource the restart. Businesses throughout the country face the challenge of reopening while protecting the safety of their customers. We have already seen creative solutions as restaurants and stores find new ways to provide curbside and delivery service, sometimes even offering unconventional grocery products or packaged deals. As they return to in-store dining and service, entrepreneurs will find a wide variety of ways to enable social distancing and limit the risk of contagion. The best ideas are likely to catch on, further speeding the pace of the economic recovery.
We live in unprecedented times; working to balance aggressive actions taken to limit the health impact of COVID-19 with pressures to reopen our businesses and restart the economy. This is creating risk, uncertainty, and challenges to our prior business models and ways of viewing the world. Fortunately, we have an extraordinary group of individuals in our society who often view the world through a different lens. They understand risk, thrive in conditions of uncertainty, and are uniquely equipped to handle these challenges. Fortunately, we have entrepreneurs.
 Sarasvathy, D.K., Simon, H.A. and Lave, L., 1998. Perceiving and managing business risks: Differences between entrepreneurs and bankers. Journal of Economic Behavior & Organization, 33(2), pp.207-225.
 Webb, J.W., Bruton, G.D., Tihanyi, L. and Ireland, R.D., 2013. Research on entrepreneurship in the informal economy: Framing a research agenda. Journal of Business Venturing, 28(5), pp.598-614.
 Davidsson, P. and Gordon, S.R., 2016. Much ado about nothing? The surprising persistence of nascent entrepreneurs through macroeconomic crisis. Entrepreneurship Theory and Practice, 40(4), pp.915-941.
 Baker, T. and Nelson, R.E., 2005. Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50(3), pp.329-366.
 Sarasvathy, S.D., 2001. Causation and effectuation: Toward a theoretical shift from economic inevitability to entrepreneurial contingency. Academy of management Review, 26(2), pp.243-263.
 Fischer, E. and Reuber, A.R., 2011. Social interaction via new social media:(How) can interactions on Twitter affect effectual thinking and behavior? Journal of Business Venturing, 26(1), pp.1-18.
Young (right) and Armstrong (left) pitching at Aggie PITCH 2019
In 2017 Stephanie Young competed at her High School science fair with SKYPaws,a “spaghetti monster of wires” that would allow veterinarians to wirelessly monitor their patients post-operatively. Now,SKYPaws is led by Stephanie Young and her co-founder Brianna Armstrong.“When we started this we weren’t sure if it was something people really wanted. With each competition that we won it was another step of validation” stated Armstrong, “What is exciting, has built our confidence, and is still humbling is that the people we pitch to in the veterinary space really see this as a thing that needs to happen” she concluded. “And even people who aren’t in the vet space” added Young. “We need to make this change and shape our standard of care in this direction,” said Armstrong.
Animal patients will chew through wires attached to them, which requires veterinarians and their staff to visually monitor patients in order to assess their recovery and health. If there is a problem with a patient, such as a sudden drop in blood pressure due to internal bleeding, they often aren’t aware of the issue until it’s too late. SKYPaws accurately monitors veterinary patient vitals such as heart rate and blood pressurewithout the need for wires. Their devices saves lives and provides the means for unprecedented levels of patient care within veterinary medicine.
Armstrong pitching SKYPaws during the 2019 Raymond Ideas Challenge, at which they won 1st place and $3,000
THE RIGHT CO-FOUNDER
It should be noted that in addition to launching a tech startup, Young and Armstrong both have part-time jobs and are full-time students at Texas A&M University. Young is a junior Animal Sciences major and Armstrong is a fourth-year veterinary medicine student.When asked how they manage such hectic lives, Armstrong resolutely stated: “We have each other.”
Young and Armstrong met in the Fall of 2018 after being introduced by a faculty member within the College of Veterinary Medicine.The two have developed a level of trust that allows them to lean on one another when life is particularly daunting. “If I were gone, I could fully trust her with the company. She can handle this and much more. Our co-founder relationship is very much like a marriage. If you don’t have the communication and trust and overall shared values that you’re both set on then it’s not going to happen.” commented Armstrong.“We met to become founders, but we’ve grown to become friends before founders,” said Young.
Being entrepreneurs has also taught Armstrong and Young how to prioritize the myriad of responsibilities in their lives. “It all boils down to time management,” said Armstrong. “My schedule is planned to the minute every day” Young stated, “Now when I study I have to be productive because it’s the only time I have to study. And, honestly, it’s made my test grades a little higher.”Both founders also commented that they schedule down-time to avoid burnout and to still enjoy life as students. Young commented, “I have my entire life to be an adult. I’ve learned a lot about don’t wish your life away too quickly”
Young (right) and Armstrong (left) giving a presentation on SKYPaws during Season Premiere at Startup Aggieland
MORE THAN ENTREPRENEURSHIP
Armstrong and Young’s experience as founders have challenged them to grow as entrepreneurs, but also as professionals and individuals.SKYPaws has madeArmstrong more prepared for her career as aveterinarian and has even elevated her experience at school. “I wouldn’t have gotten the same thing out of veterinary school here without having taken these opportunities. It’s shaped how I view the profession,” she commented. Because of the positive impact that entrepreneurship has had on her life, Armstrongfirmly believes more veterinary students should be involvedin the world of innovation and entrepreneurship. “[When you’re a student] you’re learning medicine, learning how to be a doctor, and learning how to think critically. But you aren’t getting any exposure to what is happening in this industry that you’re going to be a part of.” From legislature to novel pharmaceuticals Armstrong explains how during vet school you’re isolated from the working field and solely focused on school. “If I hadn’t gone to the Veterinary Innovation Summit and the Veterinary Entrepreneurship Academy I would not have this new-found appreciation for the industry. I now understand how a veterinary hospital is run and the business behind it,” said Armstrong. Because vet school is so rigorous many students don’t have the time to attend conferences and trade shows where one would typically learn more about industry trends. And so, Armstrongcreated the executive position of Innovation Ambassadorwithin the Veterinary Businesses Management Association at Texas A&M. The Innovation Ambassador explores and learns about new trends and technology in veterinary medicine and share them with other students.“There is an issue within the profession with inflexibility. My hope is that with some of these new efforts students will see that there’s more to the DVM than they ever could have imagined. The only way we’re going to change the profession’s thought process as a whole is to impact the upcoming veterinarians. Texas A&M is one of the few schools that is implementing programs that allow for this growth mindset.” saidArmstrong.
Being an entrepreneur has taught Young to never doubt her skills or allow others to tell her she can’t achieve something. “Entrepreneurship is a lot of learning on the fly and then doing it. If you fail, fine! Do it again.” said Young. In order to succeed at competitions such as The Idea, Raymond Ideas Challenge, and Aggie PITCH Young had to streamlineSKYPaw’s circuitry and programming to create a minimal viable product. As an animal science major, she had a limited background in programming and had no access to soldering equipment. So, Young did what any clever student would do. She changed her minor to computer science for a semester. She used her access to the Fischer Engineering Design Center and her programmingclasses to help fill the gaps in her skill set. Her new knowledge even helped her develop facial recognition software during an internship with Mars. “I’m the type of person who if you tell me I can’t do something, or won’t do something, I 100% will.” said Young,“I had people tell me you can’t fix this code because you’re not an engineering major. But I did and I can fix it.”
Young (right) and Armstrong (left) giving a presentation on SKYPaws during Season Premiere at Startup Aggieland
BEING A YOUNG FEMALE FOUNDER
Recent data shows that in Q1 of 2019 15% of United States venture capital investments went to companies with at least one female founder with only 2% invested in startups with all-female founders. In addition to being female founders, Young and Armstrong are young students. Because of this, they’ve faced a lot of push-back in the investment and entrepreneurial world.“There’s nothing that anybody ever does where someone doesn’t doubt them. It’s just something where you say I’m still going to do my best to make this happen. I don’t feel it from the veterinary side as much as the investment and business side” said Armstrong. “If I were [older] and a male and doing this it would be a completely different story” commented Young. Even when the two are faced with challenges they persevere and do their best to learn from their experiences. Young attended the first-everMars Leap Ventures Academy in 2019, exclusively for women founders. After pitching SKYPaws to a panel of mock investors she was picked apart with personal questions about her age and experience. “I came out of there and I was angry. I started talking with several of the other ladies and they told me that a lot of these investors aren’t saying this just to tick you off. They want you to step back and reframe what they said, and they want you to prove them wrong so that you can move on to the next step.” stated Young. Rather than view her age as a handicap, she uses the flexibility of a student schedule to capitalize on as many opportunities available to SKYPaws as possible. She pours her youthful energy into her company and the payoff is evident. In less than two years the duo has won over $30,000 in competition prize money, participated in the Leap Ventures Academy, are members of the current LaunchPad Lift cohort, and just signed with a manufacturing firm in Houston, TX to begin production of the beta series of SKYPaws devices. The team has also attended multiple entrepreneurship academies and have been keynote speakers at veterinary conferences.
Their experiences as young female foundershave caused Armstrong and Young to be even more dedicated toSKYPaws success. They hope that if theirefforts will help the next generation of young, female founders find their confidence to follow their passion. “We’re creating a device that’s going to impact the industry in a positive way.” said Armstrong,“If we do this, all the way and are successful people will know us. They’ll know these two women created this disruption in the veterinary space. And we’re doing it at such a young age. These two ordinary people did it so I can do it.”
Armstrong (left) and Young (right) at the 2019 Raymond Ideas Challenge where they won 1st place and $3,000
Throughout our interview, Young and Armstrong repeatedly said “if SKYPaws is successful” rather than “when SKYPaws is successful”. When asked why their answers only further illustrated the maturity and sense of responsibility that Young and Armstrong bring to their venture. “There’s always a thought in the back of my head that 3 out of 4 startups fail. And it’s again, from a place of feeling humble. I’m so grateful for everything that we’ve learned thus far and how much opportunity has come from this and how far we’ve actually gone. It’s just been incredible experience after incredible experience. Now that we’re getting into the investor phase, I’m even more conscious of the fact that we could take money from people. And still not make it. That is really difficult for me. We could do everything right, take this as far as we can get it, but at the same time that’s someone else’s money that’s in our hands. We could do everything right and still not make it. It’s a reality check for myself.” said Armstrong. Young too is humbled by the immense opportunities they have been given.She refuses to allow their current success to inflate her ego.“Every startup wants to be the one that makes it. There’s is that chance we could be one of the 3 out of 4. But we’re going to take [SKYPaws] as far as we can. We’re going to do our best to bring our gifts and attention to this company and try our hardest. A lot of my “if” comes from not being too cocky.” stated Young,“There’s a difference between speaking something into existence and manifesting it. Just like there’s a difference between being positive and being cocky and thinking you deserve it. All of this stuff, I still feel undeserving and humbled to be a part of it.” With such inspiring and dedicatedfounders at the helm of SKYPaws, it’s hard not to believe that they will beat the odds.
About The McFerrin Center for Entrepreneurship
The Texas A&M McFerrin Center for Entrepreneurship provides encouragement, education, networking and assistance to entrepreneurially-minded students, faculty and staff. Founded in 1999, The McFerrin Center is part of Mays Business School’s Department of Management. The McFerrin Center provides experiential learning opportunities through workshops, competitions, guest speakers, and other events and programs such as Aggie 100. Texas A&M faculty and students benefit from the center’s educational programs, extensive business community network, and entrepreneurial support services.
Over the past few weeks, our world was upended by the Coronavirus (COVID-19) and communities of every size began to grapple with a “new normal”. Businesses, governments, and families are scrambling to find creative ways to interact with their customers, constituents, and peers. Along with the health crisis, we’ve seen our retirement accounts plummet, friends lose jobs, and experienced an unprecedented level of uncertainty. While many of us are asking questions about how we can help others in our communities, there have been beacons of hope in the form of a global philanthropic response. The spectrum has ranged from billionaires stepping up with massive financial commitments to people singing from their balconies. Across this entire spectrum, the heart of generosity and philanthropy is shining through.
Philanthropy, at its core, is about the love of mankind. It’s looking out for the person next to you in times of trouble. It’s caring for the vulnerable when others disregard their wellbeing. It’s moving towards those that are on the margins. It’s loving people. As we grapple with the reality of a global pandemic, I am confident we’ll continue to see boundless and sacrificial generosity. If you are sitting there thinking that philanthropy is bound to the ultra-wealthy, you are wrong. Philanthropy right now is as simple as walking next door to check on your neighbor (standing 6 feet apart of course!). So, here are some tips for you to be philanthropic and generous with your time, treasure, and talent amidst the uncertainty of -19.
Be honest about your own needs. Asking for help is one of the hardest things to do because it requires a significant level of vulnerability. There is no shame in needing help or requiring assistance though. Before looking outward, take a moment to assess your, or your family’s, situation. Do not hesitate to reach out to friends, family, or your local nonprofit sector for assistance.
Be honest about your capacity for financial generosity. Maybe you are someone that has been consistently generous with what you have. Maybe you are just now getting started in your journey towards generosity. Either way, now is the time to act. Consider making a financial gift to your local community foundation or relief fund. If you can’t find anything similar to that, then giving to your local food bank or health clinic will go a long way in helping alleviate some of the immediate burden our communities are facing.
Be purposeful with the “small things”. Share stories of others that are uplifting people in their communities. Write encouraging notes to nursing home residents. Call friends that work in healthcare and are risking their lives every day. Check on your neighbors. There are numerous “small acts” that make a difference.
Be hopeful. There is no doubt that this is going to hurt for a period of time, but we will get through this. I am hopeful that through trial and tragedy, our relationships, families, and communities will emerge stronger.
Generosity and compassion are critical to a thriving and healthy society. Our response will resonate through generations as people look back and see that in the middle of uncertainty, we were active in how we loved the people in our communities.
EDITOR’S NOTE: Irvin Ventura ’21 traveled to Chile in January of 2020 as a part of the McFerrin Center for Entrepreneurship’s study abroad program. This program supports Mays Business School’s Strategic Mission and Grand Challenges. Below is his reflection on his time in Chile and the impact it had on him as a student, entrepreneur, and Aggie.
Learn more about study abroad experiences offered through the McFerrin Center for Entrepreneurship.
Traveling abroad indisputably challenges your notion of reality and exposes you to a new understanding of consciousness and human existence. I have had the privilege of traveling to multiple Latin countries during my time at Texas A&M, but I can honestly say that visiting Chile has had the greatest intellectual impact on my appreciation for nature and understanding of entrepreneurship.
The geographical sights of Chile are truly breath-taking. The country has an array of natural landforms to be captivated by, from the snow-covered Villarrica volcano to the crystal-clear waterfalls in the Huilo-Huilo Biological Reserve. Witnessing the different landforms in Chile left me astonished by the beauty that nature is capable of producing. As Americans, it is very easy to forget about how mesmerizing the creations of nature can truly be, as we are often focused on our work, school, and other implications of Western civilization. Chileans pursue many of the same things that Americans do as far as entrepreneurial aspirations, but they don’t forget about the beauty and power of nature; they embrace it. Environmental conservation is something that has become a widespread concern in America since about the 1960s, but in Chile, it is a lifestyle that has been passed on for generations. The Mapuche tribe, which is an indigenous group in Chile, is largely responsible for the passing of these principles. When conversing with locals, many of them explicitly expressed to me how important environmental preservation is for their culture. From a more observant perspective, I was able to see that they truly practice what they preach. The streets of Santiago are relatively free of litter, and the fields of Villarica will not hold a speck of litter either. This was one of the most inspiring parts of the trip.
The intriguing aspects of Chilean culture stretch far beyond their environmental concerns. Due to Chile’s unique history, its culture is influenced by many different backgrounds. For example, many schools in Villarica actually teach German as a result of early German colonization. Many small businesses have German-influenced names and architectures as a result of this, too.
Meeting the entrepreneurs was definitely a highlight of the trip. I had the opportunity to work with an array of businesses, from wood-craft shops to jewelry shops. Each of these businesses had their own unique obstacles they were looking to overcome, but nevertheless they were all extremely grateful to be meeting with students from Texas A&M. They were very open to the suggestions we gave them, asked insightful questions and even fed us. I was a translator for my group, which was definitely a bit of a challenge at times, but it was well worth it when I was able to see how much the entrepreneurs appreciated everything we did for them.
From an entrepreneurship standpoint, I gained a new perspective on a few things. Entrepreneurs in Chile served as problem-solvers for the community, just as American entrepreneurs do here. One of the main differences is that they generally want to make enough to get by and provide for their families; scaling their business is not much of a concern for them. Here in America, entrepreneurship is often associated with scaling-up and becoming the next Amazon or Google. However, most Chileans define success as being able to provide for their families year-round on a consistent basis. This is an idea that I found surprising initially, but after conversing with the entrepreneurs I began to understand why. Scaling means more costs, time, resources and much more energy that the entrepreneurs would rather use to spend time with their families.
Another new perspective I gained was the importance of competitive advantages. In American entrepreneurship, one of the early stages of starting a business is developing a competitive advantage. Business owners strive to create a competitive advantage for themselves to rise above their peers. In Chile, markets are very homogenous. Everyone in markets essentially sells the same thing for the same price, thus the idea of competitive advantage is not something people think about. We found that the lack of competitive advantage was holding many ambitious entrepreneurs from reaching the next level of their business. Many of them were exhilarated when we introduced them to these ideas.
The McFerrin Global Entrepreneurship trip to Chile has been one of the biggest highlights of my college career. I am certain that I will look back on this experience many years into my professional career and still appreciate every moment of it. I fell in love with the Chilean culture and have enthusiastically shared aspects of it with my peers back in College Station. I am grateful to have had the opportunity to meet so many amazing people while over there and am ready to explore other countries who seek help from Aggies!
Analytics gurus and industry leaders highlighted real-world uses of analytics to strengthen cybersecurity operations and counter threats during the Texas A&M Analytics Forum hosted by Mays Business School at the CityCentre Houston campus. Attendees represented a wide cast of industries including non-profits; oil, gas, and energy; telecommunications; and retail to name a few.
“Organizations that have accumulated valuable data have fallen victims of cyberattacks that have caused millions of dollars in damages. Analytics can help predict these vulnerabilities and protect companies from these threats.” said Myra Gonzalez, director of the Texas A&M Master of Science in Analytics program (MS Analytics). “The purpose of this event was to provide a venue for people in the Houston business community as well as faculty, staff, and students to get together, discuss analytics, and share best practices.”
John Stultz, Principal Solutions Architect in Fraud and Security Intelligence at SAS Institute was the first keynote speaker. He shared that data preparation is 80% of the effort in fraud detection, much like in other types of analytics work. He also shared how organizations can consider derived measures for cyber risk, as well as use cases in which machine learning can assist to fight vendor, supplier, and procurement fraud.
The amount of content to share was so vast that Mays had a second keynote from Paul Brager, Author, Speaker, and Researcher in Cyber. He explained how organizations can leverage cyber analytics to protect critical infrastructures. Brager’s talk also highlighted that cyber analytics is not new, adversaries have become increasingly more dangerous, and the need for analytics is essential to fight cyber terrorism, cyber espionage, and cyber sabotage.
Several presentations were conducted by MS Analytics former students. Pablo Ormachea ’16 currently serves as VP of Data Science for a lending company in the D.C. area, and urged data scientists to “refit” and constantly re-deploy models to stay ahead of the game.
Yoel Kluk ’16 hosted a presentation that gave valuable insights from data on types of behaviors that drive criminal activities, and the challenges that organizations face in the quality of the data, and how to measure it.
Tom Broussard ‘17 and Jeff Westenhaver ’17 presented on best practices to mine data for quality and anomalies.
Participants also gained insight into how businesses can benefit from training in statistical methods used in analytical decision-making, common obstacles to big data and analytics, and how companies might build an analytics culture. Participants were able to see a demonstration of how open source programs can be incorporated with SAS tools.
“We’re happy to foster discussion about the challenges that companies face and share ideas to stay ahead of the game,” said Gonzalez. “We can’t wait for next year’s event!”
The free event was hosted by Texas A&M University’s MS Analytics Program, which offers an analytics master’s degree available in Houston and across North America via live video stream to teach working professionals the skills needed to thrive in an increasingly data-driven world. The event was hosted in partnership with SAS®.
November 14, 2019 (College Station, Texas) – Texas A&M University has once again been recognized as a top university for both graduate and undergraduate students interested in entrepreneurship by the Princeton Review. For the third consecutive year, Texas A&M University ranks within the top 25 U.S. schools, coming in at #22 for Undergraduate students and #23 for Graduate students.
Texas A&M boasts a dynamic entrepreneurial ecosystem that includes the McFerrin Center for Entrepreneurship, which operates Startup Aggieland and Blackstone Launchpad powered by Techstars. Blake Petty, Director of the McFerrin Center for Entrepreneurship stated, “We proudly acknowledge this recognition on behalf of the vibrant entrepreneurial community continuing to grow throughout Texas A&M. Our campus culture is rooted in developing students who want to change the world, and our recognition as a top 25 entrepreneurship program for 3 consecutive years proves we excel in this area.”
The McFerrin Center for Entrepreneurship is housed within Mays Business School but its resources and programs are available to all future, current, and former students of Texas A&M University. Dr. Eli Jones, Dean of Mays Business School commented, “We are excited to once again be recognized for the importance we place on entrepreneurial education at Texas A&M University. Entrepreneurship is a strategic pillar of the Mays Business School’s mission, and recognition of our excellence in both Graduate and Undergraduate programs speaks well to our emphasis.”
Specialized entrepreneurial programs are also offered through the Texas A&M Colleges of Engineering, Agriculture, Veterinary Medicine, Liberal Arts, Architecture, the School of Innovation and many other academic units across campus. Students at Texas A&M have a myriad of pathways to pursue entrepreneurship and innovation during their college careers.
More than 300 schools reported data about their entrepreneurship offerings to Princeton Review. Rankings are based on entrepreneurial curriculum, student, faculty and staff entrepreneurial ventures, extracurricular offerings, and scholarships and aid provided to students pursuing entrepreneurship.