Engineers at Georgia Tech have designed a process that converts carbon dioxide removed from the air into useful raw material that could be used for new plastics, chemicals, or fuels.

Their approach dramatically reduces the cost and energy required for these direct air capture (DAC) systems, helping improve the economics of a process the researchers said will be critical to addressing climate change.

The key is a new kind of catalyst and electrochemical reactor design that can be easily integrated into existing DAC systems to produce useful carbon monoxide (CO) gas. It’s one of the most efficient such design ever described in scientific literature, according to lead researcher Marta Hatzell and her team. They published details April 16 in Energy and Environmental Science, a top journal for energy-related research.

Get the full story on the College of Engineering website.

Effective July 1, Eric Vogel will become the executive director of the Institute for Matter and Systems (IMS), Georgia Tech’s newest Interdisciplinary Research Institute (IRI) that will launch on the same date.

As an evolution of the Institute for Materials (IMat) and the Institute for Electronics and Nanotechnology (IEN), IMS aims to enable convergent research at Georgia Tech related to the science, technology, and societal underpinnings of innovative materials and devices. Additionally, IMS seeks to integrate these innovations into systems that enhance human well-being and performance across information and communication, the built environment, and human-centric technologies that improve human health, wellness, and performance.

“Executive Vice President for Research Chaouki Abdallah and I are very excited about the launch of IMS, which positions Georgia Tech for integration of science and technology from atoms to devices, while explicitly drawing in researchers in the social sciences, design, business, and computing,” said Vice President of Interdisciplinary Research Julia Kubanek.

“IMS will ensure relevance across Georgia Tech through its newly configured Internal Advisor and Ambassador Board with representation across all six Colleges and GTRI,” she said. “Additional advisory committees representing IMS employees and facility users will ensure that we don’t sacrifice any of the research excellence for which IEN and IMat are known. With IMS I expect we will be even better positioned to tackle research problems that will have the greatest positive societal impact.”

Vogel will continue in his current position as the executive director of IMat until the launch of IMS. In addition to leading and growing IMat, Vogel is the Hightower Professor of Materials Science and Engineering at Georgia Tech’s School of Materials Science and Engineering, and he served as the IEN deputy director prior to leading IMat.

“It is an honor to be appointed executive director of the Institute for Matter and Systems, and I look forward to collaborating with the talented faculty and staff associated with it,” said Vogel. “This opportunity allows us to leverage the core competencies of IEN and IMat while extending our capabilities beyond nanotechnology and materials science. Together, we will be a hub for interdisciplinary research ranging from advanced materials to complex systems that solve global challenges.”

Georgia Tech’s IRIs facilitate collaboration between researchers and students from its six Colleges, the Georgia Tech Research Institute, national laboratories, and corporate entities to tackle critical topics of strategic significance for the Institute as well as for local, state, national, and international communities. IMS will also house and maintain the state-of-the-art Materials Characterization Facility and one of the largest academic cleanrooms in the nation, which offers a broad range of fabrication capabilities from basic discovery to prototype realization.

Before joining Georgia Tech in 2011, Vogel was an associate professor of materials science and engineering and electrical engineering at the University of Texas at Dallas. During this time, he also served as the associate director of the Texas Analog Center of Excellence and led UT Dallas’s involvement in the Southwest Academy for Nanoelectronics.

Prior to UT Dallas, he led the CMOS and Novel Devices Group and established the Nanofabrication Facility at the National Institute of Standards and Technology. Vogel holds a Ph.D. in electrical engineering from North Carolina State University and a B.S. in electrical engineering from the Pennsylvania State University. His research focuses on the development and fundamental understanding of electronic and nanomaterials and devices.

Georgia Tech is supporting career growth for its research faculty, who do critical work at the heart of the research enterprise.

The word faculty is often synonymous with tenure-track professors — the individuals who teach courses and run major labs with their surnames in the title. But while groundbreaking discoveries regularly happen at Georgia Tech, the people doing the day-in, day-out research aren’t always visible.

Research faculty are non-tenure track faculty who carry out crucial research in labs, centers, and departments across campus. They are the lifeblood of research enterprises at major universities like Georgia Tech, but their work often occurs behind the scenes.

To support these essential employees, Georgia Tech launched an initiative to recognize and develop research faculty, who comprise 60% of the nearly 4,400 total faculty currently employed at the Institute. It is part of the second phase of Research Next, the strategic plan for Georgia Tech’s research enterprise.  

Maribeth Coleman, interim assistant vice provost for Research Faculty, and Michelle Rinehart, vice provost for Faculty, were appointed as co-chairs of a Research Next implementation team tasked with finding ways to recognize, support, and retain research faculty. Building on years of effort and collaboration with campus partners, the group took on several projects to improve the research faculty experience and environment at Georgia Tech.  

“Research faculty are critical members of the Georgia Tech community, and their contributions to our billion-dollar research enterprise and the state’s economic development cannot be overstated,” Rinehart said. “We wanted to understand what it’s like for research faculty as they come on board at Georgia Tech, what the hiring process is like, and how we as an Institute can more effectively mentor and develop research faculty in terms of advancing in their careers.”

At the outset, the implementation team identified and examined several facets of the research faculty experience. They reviewed policies in the faculty handbook, giving special attention to existing guidance for promotion and career growth for research faculty.

Promotion guidelines are generally clear for tenure-track faculty. Research faculty, on the other hand, are often not actively encouraged to seek promotion, and may not even know that promotion is an option, according to Rinehart and Coleman. One issue is that funding for research faculty often comes from external research dollars. At least nine months of a tenure-track faculty member’s salary, however, comes from the state budget.

“When you’re constantly having to bring in all of your own salary, as research faculty do, it can be a stressful experience,” Coleman said. “It can also mean you’re more isolated, because you’re focused on bringing in those research dollars that will help you keep your position. But we want research faculty to know that we want them to build their careers here.”

To address these issues, the team developed reference materials and workshops for research faculty seeking promotion. The workshops are offered on a regular basis, and resources and recordings are available on the Georgia Tech faculty website. The team also created educational materials for promotion committees, often composed of tenure-track faculty who are unfamiliar with the research faculty experience.  

“We saw a need for better consistency across campus with regards to guidance for research faculty promotion committees,” Rinehart said. “Tenure-track faculty need guidance on not just how to properly hire research faculty, but also in how to mentor and retain them.”

According to Coleman and Rinehart, the implementation team’s most significant achievement was the launch of a research faculty mentoring network. The mentoring network connects junior research faculty mentees with senior research faculty mentors who have grown their careers at Georgia Tech.

“When new tenure-track faculty arrive, they are usually assigned a mentor within their School or department, but that method doesn’t generally work for research faculty,” Coleman said. “There may not be a large research faculty community in their unit, and research faculty roles and responsibilities vary significantly from person to person. For this reason, the mentoring network is meant to foster cross-pollination and build community across units.”

The mentoring network is a collaboration with MentorTech, a program run by Georgia Tech Professional Education. The program is ongoing, and enrollment is always open. 

To foster inclusivity and belonging, the team established an orientation program for research faculty, modeled after the tenure-track faculty orientation. The Provost’s Office hosted the inaugural research faculty orientation in Fall 2023. Because research faculty are hired throughout the year, the team decided the orientation should take place semiannually. The second orientation took place on March 13. 

In addition to the workshops, mentor network, and orientations, the implementation team also launched a program to welcome research faculty in a personal way. When a new research faculty member is hired, another more senior research faculty member is assigned to welcome them in person, provide them with important information for getting oriented to campus, tell them about relevant professional opportunities, and give them Georgia Tech-branded swag.

“All of this work is about recognizing that research faculty are a tremendously valuable part of our community,” Rinehart said. “They also really enhance our reputation internationally.”

According to Coleman, research faculty can sometimes be viewed as disposable, because of their support from grants that may be limited in time and scope. But she believes that line of thinking is a disservice to both the individual and the Institute.

“It’s important that we recognize the value of research faculty, nurture them, and retain them long term,” she said. “We need to make it possible for people to spend their careers here, as I have, and help make sure research faculty positions at Georgia Tech can be both viable and fulfilling long-term careers.”

To read more about Georgia Tech's strategic research initiatives, visit the Research Next website.