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Friday, December 18, 2020

Extra Crunch roundup: ‘Nightmare’ security breach, Poshmark’s IPO, crypto boom, more

The rest of the world may be slowing down as we prepare for Christmas and the new year, but we are not taking our foot off the gas.

Alex Wilhelm keeps a close watch on the public markets in his column The Exchange, but this week, he branched out to look at some of the metrics underpinning soaring cryptocurrency prices and turned his gaze on StockX, the consumer reseller marketplace that just raised $275 million in a Series E that values the company at approximately $2.8 billion.

“Selling a tenth of your company for north of a quarter-billion may be somewhat common among late-stage software startups with tremendous growth,” he says, but “don’t laugh — the round actually makes pretty OK sense.”

Our staff continues to file their end-of-year stories: We ran a post this morning by Manish Singh that studies India’s massive total addressable market for retail. The nation has more than 60 million mom-and-pop neighborhood stores, and companies like Walmart and Amazon are eager to offer help with payments, logistics and inventory management — as are hundreds of native and foreign startups.

In an interview with author and MIT professor Sinan Aral, Managing Editor Danny Crichton discussed some of the debates currently swirling around the desire in some quarters to regulate social media platforms. In “The Hype Machine,” Aral explores topics like neuroscience, economics and misinformation before offering potential solutions for resolving what he calls “a full-blown social media crisis.”

The stories that follow are an overview of Extra Crunch from the last five days. Complete articles are only available to members, but you can use discount code ECFriday to save 20% off a one or two-year subscription. Details here.

Thank you very much for reading Extra Crunch this week; I hope you have a safe, relaxing weekend!

Walter Thompson
Senior Editor, TechCrunch
@yourprotagonist


Unpacking Poshmark’s IPO filing

How did fashion marketplace Poshmark go from posting regular losses in 2019 to generating net income in 2020?

After the company filed a public S-1 last night, Alex Wilhelm pondered the question this morning in The Exchange.

Like many e-commerce platforms, Poshmark saw a surge in activity during the COVID-19 pandemic, but it also slashed its marketing spend, which helped boost profits. As the cash-rich company prepares its road show, “Poshmark is valuable,” Alex concluded.

“How valuable the market will decide. But who will it enrich with its final pricing decision?”

Just how bad is that hack that hit US government agencies?

WASHINGTON, D.C. – APRIL 22, 2018: A statue of Albert Gallatin, a former U.S. Secretary of the Treasury, stands in front of The Treasury Building in Washington, D.C. The National Historic Landmark building is the headquarters of the United States Department of the Treasury. (Photo by Robert Alexander/Getty Images)

The breach of FireEye and SolarWinds by hackers working on behalf of Russian intelligence is “the nightmare scenario that has worried cybersecurity experts for years,” reports Zack Whittaker.

The intrusion began several months ago, but news of the breach wasn’t made public until this week.

“Given that potential victims include defense contractors, telecoms, banks, and tech companies, the implications for critical infrastructure and national security, although untold at this point, could be significant,” said Erin Kenneally, director of cyber risk analytics at Guidewire, an industry platform for insurance carriers.

In his analysis for Extra Crunch, Zack breaks down the rippling effects of supply-chain attacks that can compromise platforms like SolarWinds, which is used by more than 420 of the Fortune 500.

From startups to Starbucks: The embedded API opportunity

contactless payment with QR code

Image Credits: dowell (opens in a new window) / Getty Images

Embedded finance connects services like payment processing with everyday activities like grabbing a coffee before unlocking an e-scooter.

“The ability to be at the right place at the right time, supporting consumers and merchants alike, where they want it, how they want it and when they want it — cannot be understated,” says Simon Wu, an investment director with Cathay Innovation.

In a post that identifies embedded finance’s top providers and enablers, he offers advice for startups and established brands that are hoping to “earn and build customer loyalty while generating new revenue streams.”

Is rising usage driving crypto’s recent price boom?

Bitcoin is at an all-time high.

CoinMarketCap reports that crypto market values have reached almost $659 billion; that figure was just $140 billion in March 2020.

“These gains have created a huge amount of wealth for crypto holders,” Alex Wilhelm wrote yesterday.

To get a better handle on why crypto values are sky-bound, he parsed some basic industry metrics, including the number of unique bitcoin addresses, fees paid and transactions per day.

“Do the price gains make sense in the short term? Who knows,” he wrote, “but they are not based on nothing.”

2020 was a disaster, but the pandemic put security in the spotlight

Stage Light on Black. Image Credits: Fotograzia / Getty Images

For his year-end Extra Crunch story, security reporter Zack Whittaker looked back at the myriad security challenges and vulnerabilities COVID-19 brought to the fore.

The hacks of Fire Eyes and SolarWinds were just one link in the chain: How well is your company prepared to deal with file-encrypting malware, hackers backed by nation-states or employees accessing secure systems from home?

“With 2020 wrapping up, much of the security headaches exposed by the pandemic will linger into the new year,” says Zack.

Inside Zoox’s six-year ride from prototype to product

Zoox Fully Autonomous, All-electric Robotaxi

Zoox Fully Autonomous, All-electric Robotaxi. Image Credits: Zoox

After six years of research and development, autonomous vehicle company Zoox this week unveiled an electric robotaxi that can carry four people at a maximum speed of 75 miles per hour.

Automotive writer Kirsten Korosec interviewed Zoox co-founder and CTO Jesse Levinson to learn more about the vehicle’s development and how the company overcame a series of technical and legal challenges.

“I would say that if you have a big idea and you’re confident that it makes sense, you should at least explore the idea, rather than giving up because the current regulations aren’t designed for it,” said Levinson.

Kirsten only had 15 minutes to interview Levinson, but this comprehensive interview covers topics like regulatory compliance, Zoox’s relationship with parent company Amazon and the highest (and lowest) moments he experienced along the way.

Pluralsight $3.5B deal signals a matured edtech market

Fairy dust flying in gold light rays. Computer generated abstract raster illustration

Fairy dust flying in gold light rays. Computer-generated abstract raster illustration. Image Credits: gonin / Wikimedia Commons

In one of the largest enterprise acquisitions of 2020, Visa Equity Partners this week purchased Utah-based edtech startup Pluralsight for $3.5 billion.

According to the entrepreneurs and investors reporter Natasha Mascarenhas spoke to, this deal “shows the strength of edtech’s capital options as the pandemic continues.”

“What’s happening in edtech is that capital markets are liquidating,” a major change from “the old days where the options to exit were very narrow,” says Deborah Quazzo, a managing partner at GSV Advisors and seed investor in Pluralsight.

Dear Sophie: How did immigration change for startup founders in 2020?

Image Credits: Sophie Alcorn

Dear Sophie:

I’m on an F1 OPT and am about to incorporate a startup with my two American co-founders.

What were the biggest immigration changes in 2020 affecting us?

—Ambitious in Albany

How to pick an investor in good or bad times

High angle view of young man walking towards white doorways on blue background

High angle view of young man walking towards white doorways on blue background Image Credits: Klaus Vedfelt / Getty Images

Founders and the VCs who back them may not be friends, but they’re usually friendly.

Investors are on a first-name basis with entrepreneurs from their portfolio companies and frequently have candid conversations with them about life, work and the world in general. In the before times, they might even have shared a meal or attended a baseball game together.

But make no mistake, it is a top-down relationship — the investor will always have the upper hand. When an entrepreneur accepts a check, they are hiring their next boss.

In an Extra Crunch guest post, Quiq CEO and founder Mike Myer poses two questions for founders who are considering a new relationship with a VC:

  • How can the investor help the business?
  • What’s the risk that the investor will hurt the business?

From India’s richest man to Amazon and 100s of startups: The great rush to win neighborhood stores

https://techcrunch.com/2020/12/18/from-indias-richest-man-to-amazon-and-100s-of-startups-the-great-rush-to-win-neighborhood-stores/

NEW DELHI, INDIA – 2011/12/18: Rice is sold at a night market in Paharganj, the urban suburb opposite New Delhi Railway Station. (Photo by Frank Bienewald/LightRocket via Getty Images)

In India, about 90% of consumers buy their everyday goods from neighborhood-based kirana stores instead of supermarkets.

As a result, U.S. retail giants like Walmart and Amazon have adopted an “if you can’t beat them, join them” approach, offering the nation’s 60 million mom-and-pop shops software for inventory control, payments and e-commerce.

India’s retail market will be worth an estimated $1.3 trillion by 2025, but e-commerce represents just 3% of that activity today, reports Manish Singh.

For his final Extra Crunch story of 2020, he looked at the startups and major players who are hoping to carve out their niche in one of the world’s largest retail ecosystems.

ClickUp CEO talks hiring, raising and scaling in the white-hot productivity space

Line of differently sized pink ceramic piggy banks in ascending size order on white surface, green background

Image Credits: PM Images / Getty Images

Earlier this year, business productivity software startup ClickUp raised a $35 million Series A.

Now, just six months later, the company has closed a second round of $100 million that values the San Diego-based startup at $1 billion.

Lucas Matney interviewed CEO Zeb Evans this week to learn more about how the company was buoyed by pandemic-based behavior shifts that doubled its customer base and multiplied revenue by a factor of nine.

“I think that the biggest thing that we’ve always focused on is shipping a new version of ClickUp every week. That is our differentiation,” he said. “We’ve kind of created these iterative cycles called natural product-market fit and it’s been hard to keep up with that.”

2020’s top 10 enterprise M&A deals totaled a staggering $165B

Multi Colored Bling Bling Dollar Sign Shape Bokeh Backdrop on Dark Background, Finance Concept.

Multi Colored Bling Bling Dollar Sign Shape Bokeh Backdrop on Dark Background, Finance Concept. Image Credits: MirageC / Getty Images.

In 2018, the total value of the year’s 10 top enterprise mergers and acquisitions reached $87 billion; last year, that figure fell to just $40 billion.

But in 2020, 10 M&A deals accounted for $165.2 billion.

“Last year’s biggest deal — Salesforce buying Tableau for $15.7 billion — would have only been good for fifth place on this year’s list,” notes enterprise reporter Ron Miller. “And last year’s fourth largest deal, where VMware bought Pivotal for $2.7 billion, wouldn’t have even made this year’s list at all.”



https://ift.tt/2GZMFat Extra Crunch roundup: ‘Nightmare’ security breach, Poshmark’s IPO, crypto boom, more https://ift.tt/2KBlIeT

Bumble reportedly filed confidentially for an IPO

Today Bumble, a popular dating-focused startup, was reported by Bloomberg to have filed IPO documents, albeit privately.

The news that Bumble is pursuing an IPO is not a surprise. TechCrunch covered the story in September, noting the huge revenues that its rival Tinder has managed to accrete, possibly indicative of a sufficiently large market to support two public dating players.

That Bumble has privately filed puts it, along with the crypto-focused Coinbase, as far along the IPO path before we can see their numbers. When they make their S-1 filings public the two companies will provide the market a look into their financial results.

Bumble and Coinbase are preceded in making such disclosures by Roblox, Affirm and Poshmark. The five companies will join others in seeking IPOs over the next few months.

According to a recent interview with GGV’s Hans Tung — an investor in Affirm and Airbnb and other unicorns — TechCrunch understands that quarters one, three and four in 2021 could prove to be active IPO periods. Bumble joining the fray in the final weeks of 2020 underscores how active the start of the year could be for highly priced private companies seeking liquidity while public markets trade near all-time highs.

TechCrunch reached out to Bumble for comment on the IPO report. The company declined to comment.

Bloomberg reports that Bumble could target a valuation of between $6 and $8 billion. This squares with prior reporting. How much revenue the market will require of Bumble to reach those prices, and at what pace of growth, is not clear.

But with the company reaching 100 million users earlier this year, perhaps all the math will pencil out.



https://ift.tt/eA8V8J Bumble reportedly filed confidentially for an IPO https://ift.tt/34q0k2Z

Unicorn travel startup Hopper is facing a pandemic-fueled customer service nightmare

Mobile travel app Hopper has been hit hard by the COVID-19 pandemic as consumers canceled their trips and airlines dropped their flights. But the complications around getting airline credits and refunds have since turned into a customer service crisis for the airfare prediction and ticket booking startup, which had been valued at $750 million back in 2018 before reaching unicorn status thanks to an undisclosed round it closed amid COVID lockdowns this year. Currently, hundreds of Hopper customers are trashing the app in their app store reviews, calling Hopper a scam, threatening legal action and warning others to stay away.

The key complaint among many of these users was not only how their flight was canceled by an airline and that they couldn’t get a refund, but that there was no way to get in touch with someone at Hopper for any help. There wasn’t even a phone number to call, the user reviews said.

These complaints on the app stores have been harsh and a PR disaster for Hopper’s brand.

To give you an idea of what’s being said, here’s a small sampling:

  • No phone number to reach and takes a week or more to get back to an email.”
  • “No way to contact customer service no [one] has responded to my inquiries at all. The help tab just sends you in a constant loop.”
  • “Warning. This company will take your money. They give zero refunds and there is no one to talk to.”
  • “Customer service continues to be an absolute joke. We…put support requests in a week ago, zero response.”
  • “Hopper is great if you want your flight cancelled and money never refunded. There is LITERALLY no customer support.”
  • “I understand there is a lot of traffic on the app due to COVID, but having to post a review in order to receive any sort of attention and being unable to reach out through the app for my issue was very frustrating.”
  • “There is no way to contact anyone. The Contact Us page is just a Q&A page.”
  • “I was never refunded and when I reached out to their ‘need help’ I received the generic email which stated someone will get back with me. I waited a week and sent another message and I still have not heard anything. Hopper took my money on a flight that was cancelled by the airline and never notified me.”
  • “Not [sic] existing customer support. If you need help your [sic] only option is ‘read a post.’ Buyer beware. It’s a total scam.”
  • “I’ve reached out multiple times regarding a flight a credit from April of 2020 and they have yet to provide me with any details or help me with using the credit.”
  • “This company is a fraud! Do not use Hopper! I will be getting a lawyer!”
  • “Can’t say enough bad things about this service…Have to wait 15 days for response. Unbelievable.”
  • “I booked a flight back in June that I still haven’t been refunded for because the airline will only refund the agent directly. Non-existent customer service.”
  • “I spent over 3K and 3 months later, still no refund.”
  • “I have been waiting seven months for a refund.”

To date, users have left more than 550 one-star reviews on iOS and 302 on Android, per Sensor Tower data. Hundreds of these are visible when you sort by “Most Recent” reviews on iOS, which is damaging to what had been, before the pandemic, a trusted and respected travel brand.

@.sp2020##hopper is getting trashed — no customer support? Can’t get refund? ##covid ##travel♬ Trouble’s Coming – Royal Blood

Hopper, to its credit, openly admitted to TechCrunch it’s been massively struggling with what it referred to as “unprecedented volumes of customer support inquiries since the start of the pandemic began,” or 2.5X its normal rate.

The company says it’s currently receiving over 100,000 inbound support requests per month, as consumers and airlines alike changed and canceled their flights. Since April, it’s seen over 980,000 inbound customer service requests.

A number of the inquiries are from customers asking for refunds due to COVID-related cancellations. Typically, airlines offer a modified flight when they make a schedule change, and many consumers will take this modification. Some customers, however, will want a refund so they can rebook a different flight or because they’ve chosen to cancel their travel plans entirely. The pandemic has exacerbated this problem, driving cancelation rates around five times higher than usual, Hopper says.

Another point of confusion is who should handle these refunds. Hopper says customers can either reach out to the airline directly for a refund for help rebooking or they can ask Hopper to handle it. It also noted a small number of airlines don’t allow refunds, only travel credit. The airlines dictate these policies, which means Hopper can’t just offer to refund everyone — it would have lost too much money to survive, if it did so.

“We would have had to put out about half a billion dollars,” explains Hopper CEO Frederic Lalonde, describing the situation to TechCrunch. We had reached out to understand the situation, given the sizable customer backlash against the previously popular app.

“The way the airline system works is if I refund you as a customer who booked from us, I’m not going to get that money back. We would have put ourselves out of business,” Lalonde says.

In addition, Hopper doesn’t generally receive the refunds itself. They go directly from the airline to the customer. And many customers had to wait on refunds this year due to COVID issues. But there are some exceptions. For a few low-cost carriers, like Frontier, Spirit and others, Hopper does have to process the refund from the airline and then return these to the customers. So in these cases, Hopper’s non-responses to customer support inquiries left customers without options. (We’re documenting how the airlines are responding to our inquires about Hopper refunds here. It’s confusing, to say the least.)

But the root of Hopper’s customer service nightmare wasn’t the chaos caused by the pandemic and the airlines’ cancellations themselves. It was how Hopper approached handling the situation.

“We failed our customers,” Lalonde admits. “We had a bunch of people that trusted us.”

He said Hopper has now addressed many of the customer complaints and issues. But many more still remain. “There’s no universe where that’s what we set out to do,” he adds.

During the course of the year as the customer service crisis escalated, Lalonde says his personal email and mobile phone was published on the web. He’s since opened up several thousands — or maybe even tens of thousands — of emails and voicemails of customers in need of assistance.

In hindsight, one misstep Hopper made is that it didn’t hire more customer service agents to deal with what the pandemic would bring. In fact, Hopper did the opposite — the company furloughed agents in an effort to cut costs and stay in business. At the time, Lalonde explains, there was just too much uncertainty to hire. Stores were out of toilet paper. The Western world had closed for travel. Vaccines had typically taken years to create. This was looking like a long-term, worst-case scenario.

“We had to build an operational plan of zero dollars of revenue for four years. That’s what I gave my board,” Lalonde says.

When lockdowns lifted and travel started to come back, so did some of Hopper’s agents. But the customer service issues, by then, had skyrocketed as airlines canceled and changed schedules at high rates, and began to issue Future Travel Credits (FTC). Instead of adding more agents to help solve customer service problems, Hopper decided to apply automation, with a goal of allowing customers to solve more themselves. During the course of 2020, Hopper automated exchanging flights in the app, redeeming FTC issued by airlines, managing schedule changes, adding self-serve cancellations, and it rolled out follow-up emails to customers after they requested a cancellation.

Lalonde had believed automation would ultimately be more critical to long-term survival than hiring more agents.

“Would it have made a big difference [to add more agents]? Honestly, I don’t really think so. I think it would maybe have gotten 10% more done,” says Lalonde. “Could you find thousands of customers that would have gotten [help] sooner? Yes. But would it really have moved the need on the millionth inbound request we got? No.”

Another area where Hopper fell short was on customer communication.

This is most apparent from the App Store complaints.

Customers may be expressing frustration over refunds, but they’re even angrier that they can’t get in touch with anyone. And Hopper didn’t necessarily do itself any favors here by sending out emails which said it was aiming to get back to customers within 24 hours — an entirely unrealistic promise. (See below)

 

Image Credits: Hopper email (provided by customer) / Hopper email (provided by customer)

Hopper also chose to shut down its phone line when it realized that 80% of customers were waiting on hold for 45 minutes, even though, arguably, some customers would have preferred that to nothing at all. Instead, it rolled out an online structured triage system that helped prioritize incoming complaints. It even had a button to push if users were stuck at the airport so they could get more urgent assistance.

The problem was customers couldn’t find Hopper’s help features.

“Was our communication strategy broken? Yes,” admits Lalonde.

He says he decided to put the team on actually dealing with the FTC and the refunds, and not talking to people. “That made us look a hell of a lot worse, optically, but we got through a lot of work…because at the end of the day, after the fifth repetitive email, people got just as angry [as when they were ignored].”

Hopper has since apologized to customers and sent out an additional $1.5M in travel credits to its customers, in addition to the refunds it has now processed, to help make up for its issues. It’s still working through the backlog of customer service issues. And it expects another good six months of chaos as the vaccines shipping now aren’t immediately going to solve the airlines’ travel problem.

Over the next two months, Hopper also says it will be increasing its support team by 75% now that future looks more certain. It also plans to roll out in-app updates including a resolution center, escalation path, status check to prevent duplicate requests, and add in-app structured requests, in addition to more communication updates involving email campaigns, better in-app messaging, and website access to check on booking status.

It’s a wonder how a company in this nightmare situation could even survive, much less raise funds, when its brand is being dragged through the mud and hundreds — or even thousands of customers — have been unsatisfied.

As it turns out, Montreal-headquarted Hopper will survive, at least in the near-term, thanks to a Canadian government bailout.

In early May, Hopper raised $70 million from both institutional and private investors. The Canadian government chose to save promising tech business impacted by the pandemic with direct financial support. The largest portion of the $70 million round (more than half, but not, say, 99%) included funds from the Business Development Bank of Canada (BDC) and Investissement Quebec. In addition, all of Hopper’s existing investors returned, joined by new investors Inovia and WestCap.

The Canadian government — which Lalonde describes as “more like socialists than you would think” — helped by de-risking the other investors by leading venture rounds into tech businesses that had been doing well pre-pandemic.

“They did this at a very large scale and it’s stabilized the tech sector in Canada,” he says. The new funds now value Hopper “right at unicorn level” in U.S. dollars, Lalonde adds, meaning the business is valued around $1 billion.

One reason why Hopper may have struggled with how to proceed during the pandemic was the sizable uncertainty around the U.S. market, which Lalonde says was “very scary.”

“We never knew what was going to happen. If there had been a better plan there, we probably would have been able to provision a bit more. But we had no idea. The lockdowns were at the state level,” he explains. “If you’re trying to figure out how aggressive you want to be on investing, spending, emergency injections, or how things are going to recover, the more predictability there is at the government level, the easier it is to make a decision. The U.S. wasn’t the most predictable environment,” Lalonde says.

While Hopper’s business is saved for now, the app’s brand reputation has taken a huge hit.

The question now is whether that, too, is recoverable?

“I don’t know,” says Lalonde. “I’ll tell you this, the only way that the only right way to approach that is just keep doing the right thing, one customer at a time.”



https://ift.tt/3mArElo Unicorn travel startup Hopper is facing a pandemic-fueled customer service nightmare https://ift.tt/2KiWDoX

WorkWhile raises $3.5M to bring more flexibility and benefits to hourly work

While there’s been plenty of recent debate around the gig economy, Jarah Euston argued that it’s time to a rethink a bigger part of the workforce — hourly workers.

Euston, who was previously an executive at mobile advertising startup Flurry and a co-founder at data operations startup Nexla, told me that although 80 million Americans are paid on an hourly basis, the current system doesn’t work particular well for either employers or workers.

On the employer side, there are usually high rates of turnover and absenteeism, while workers have to deal with unpredictable schedules and often struggle to get assigned all the hours they want. So Euston has launched WorkWhile to create a better system, and she’s also raised $3.5 million in seed funding.

WorkWhile, she explained, is a marketplace that matches hourly workers with open shifts — employers identify the shifts that they want filled, while workers say which hours they want to work. That means employers can grow or shrink their workforce as needed, while the workers only work when they want.

“By pooling the labor force … we can provide the flexibility that both sides want,” Euston said.

WorkWhile screenshot

Image Credits: WorkWhile

WorkWhile screens workers with one-on-one interviews, background checks and tests based on cognitive science, with the goal of identifying applicants who are qualified and reliable.

Employers pay WorkWhile a service fee, while the platform is free for users. And because the startup aims to build a long-term relationship with its workforce, Euston said it will also invest by providing additional benefits, starting with sick leave credits earned when you work and next-day payments to your debit cards.

“It’s hard to find a job that works with you and doesn’t give you a take it or leave it schedule,” said Michael Zavala, one of the workers on the platform, in a statement. “WorkWhile was exactly what I was looking for with the ability to create your own schedule for full time.”

The startup is launching in the San Francisco Bay Area, Los Angeles, Orange County and Dallas-Forth Worth.

Given the broader economic and employment trends during the pandemic, there should plenty of people looking for more work, while Euston said she’s seen a “feast or famine” situation on the employer side — yes, some companies have had to freeze or cut staff, but others have grown rapidly, including WorkWhile customers including restaurant supplier Cheetah, meal delivery service Thistle and horticultural e-commerce company Ansel & Ivy.

The funding, meanwhile, was led by Khosla Ventures,. with participation from Stitch Fix founder and CEO Katrina Lake, Jennifer Fonstad, F7, Siqi Chen, Philipp Brenner, Zouhair Belkoura and Nicholas Plinkington.

“The majority of hourly workers are honest and reliable but some have difficult personal circumstances they need help with,” Vinod Khosla said in a statement. “Companies treat these employees as high turnover and expendable but, if given respect and appropriate support, they can become longer-term, model employees. WorkWhile wants to help solve this problem.”

 



https://ift.tt/3nwZPM5 WorkWhile raises $3.5M to bring more flexibility and benefits to hourly work https://ift.tt/2Wvxr1b

Lt. Gen. John Thompson explains how startups can interact with the Space Force

Space Force’s Lt. Gen. John Thompson spoke at TC Sessions: Space earlier this week. Throughout the wide-ranging interview, General Thompson explained the various ways and means for how private companies like startups should interact with Space Force.

Gen. Thompson knows what he’s talking about. As the commander of the Space and Missiles Systems Center, he oversees research, design, development and acquisition of satellites and their associated command and control systems for the U.S. Space Force. His role puts him in direct contact with some of the most ambitious and innovative startups.

He pointed to three things when asked what’s a good first step for interfacing with the Space Force:

1) Join the Space Enterprise Consortium (SpEC). He describes it as “a purpose-built consortium that values partnerships between government, traditional industry partners, and non-traditional partners like academia, small businesses and startups” that’s grown to more than 440 members in three years.

At the end of the interview, Gen. Thompson notes that he’s working on expanding the deployment of SpEC’s funds to reach more “game-changing technologies that those non-traditional small businesses and startups are bringing to SpEC.

2) Watch for Space Pitch Days. The next event is in the spring of 2021. These pitch days give startups an inside track to government contracts. Apparently, after the first event held with the Air Force, which Gen. Thompson hosted, contracts were offered within three minutes of the pitches.

3) Look into SpaceWERX; a program launched this December to help Space Force work with private sector companies to field new technology for military applications. Like its Air Force counterpart, this “werx” center is a key component for Space Force’s acquisition strategy.

“Dr. Roper just announced it last week at the Space and Missile System Center,” Gen. Thompson said, “[This] is an integral part of the acquisition enterprise of the United States. Space Force is a full partner in the SpaceWERX endeavor. And using the WERX model, we hope to inject more small businesses and startups into our innovation ecosystem.”



https://ift.tt/eA8V8J Lt. Gen. John Thompson explains how startups can interact with the Space Force https://ift.tt/38eeHZz

Brazilian lending company Creditas raises $255 million as Latin America’s fintech explosion continues

Creditas, the Brazilian lending business, has raised $255 million in new financing as financial services startups across Latin America continue to attract massive amounts of cash.

The company’s credit portfolio has crossed 1 billion reals ($196.66 million) and the new round will value the company at $1.75 billion thanks to $570 million raised in outside financing over five rounds.

Creditas is the latest company to benefit from a boom in financial services startup investing across the region. As the year dawned, venture investments into fintech startups in Latin America had grown from $50 million in 2014 to top $2.1 billion in 2020 across 139 deals, according to a report from CB Insights.

Investors in the round include new investors like LGT Lightstone, Tarsadia Capital, Wellington Management, e.ventures and an affiliate of Advent International, Sunley House Capital. Previous investors including SoftBank Vision Fund 1, SoftBank Latin America DFund, VEF, Kaszek and Amadeus Capital Partners also returned to put more money into the company.

“Creditas is still in the early innings of penetrating the huge untapped secured lending market in Brazil and Mexico” says Paulo Passoni, managing partner of SoftBank Latam fund, in a statement.

The company’s growth is a testament both to the need for new lending products across Latin America and the perspicacity of investors like Kaszek Ventures, whose portfolio has included several massive wins from bets on startups tackling financial services in Latin America.

“The journey since our investment in the Series A has been absolutely extraordinary. The team has executed on its vision, and Creditas has evolved into an asset-light ecosystem that resolves key financial needs of its customers throughout their lifetimes,” says Nicolas Szekasy, managing partner of Kaszek Ventures, in a statement.

Another big winner is Redpoint’s e.ventures fund, which has focused on investments in Latin America for the last several years.

“By empowering Brazilians to take control of their lending needs at reasonable rates, Creditas creates a beloved consumer product that will drive significant value for customers and investors. Having been involved since the seed stage through Redpoint e.ventures, we’re thrilled to support the company with our Global Growth Fund as well, as they change the Brazilian fintech landscape,” said Mathias Schilling, co-founder and managing partner of e.ventures.

Creditas has plans to use the cash to expand its home and auto lending as well as a payday lending service based on customers’ salaries and a retail option to sell through buy now, pay later loans based on a customer’s salary.

The company is also looking to expand to other markets, with an eye toward establishing a foothold in the Mexican market.

Founded in 2012, when the founders worked out of a five-square-meter office on Berrini Avenue in São Paulo, the company now boasts a robust business with hundreds of employees and a business resting on a secured lending marketplace and independent home and auto lending operations.

The company also released quarterly results for the first time, showing losses narrowing from 74.9 million Brazilian reals to 40.5 million reals in the year ago quarter.



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Indian food delivery giant Zomato secures $660 million

Zomato has raised $660 million in a financing round that it kicked off last year as the Indian food delivery startup prepares to go public next year.

The Indian startup said Tiger Global, Kora, Luxor, Fidelity (FMR), D1 Capital, Baillie Gifford, Mirae and Steadview participated in the round — a Series J — which gives Zomato a post-money valuation of $3.9 billion. Zomato had previously disclosed a fundraise of about $212 million as part of a Series J round from Ant Financial, Tiger Global, Baillie Gifford and Temasek.

Deepinder Goyal, the co-founder and chief executive of Zomato, said the 12-year-old startup is also in the process of closing a $140 million secondary transaction. “As part of this transaction, we have already provided liquidity worth $30m to our ex-employees,” he tweeted.

The startup originally anticipated to close a round of about $600 million by January this year, but several obstacles, including the current pandemic, delayed the fundraise effort. Additionally, Ant Financial, which had originally committed to invest $150 million in this round, only delivered a third of it, Zomato’s investor Info Edge disclosed earlier this year.

The Gurgaon-headquartered startup, which acquired the Indian food delivery business of Uber early this year, competes with Prosus Ventures-backed Swiggy in India. A third player, Amazon, has also emerged in the market, though it currently offers its food delivery service in only parts of Bangalore.

At stake is India’s food delivery market, which analysts at Bernstein expect to balloon to be worth $12 billion by 2022, they wrote in a report to clients — accessed by TechCrunch. With about 50% of the market share, Zomato is the current leader among the three, Bernstein analysts wrote.

Zomato eliminated hundreds of jobs this year to improve its finances and navigate the coronavirus pandemic, which significantly hurt the food delivery business in India in the early months. Goyal said the food delivery market is “rapidly coming out of COVID-19 shadows. December 2020 is expected to be the highest ever GMV month in our history. We are now clocking ~25% higher GMV than our previous peaks in February 2020.” He added, “I am supremely excited about what lies ahead and the impact that we will create for our customers, delivery partners, and restaurant partners.”

In September, Goyal told employees that Zomato was working for its IPO for “sometime in the first half of next year” and was raising money to build a war-chest for “future M&A, and fighting off any mischief or price wars from our competition in various areas of our business.”

Making money with food delivery has been especially challenging in India. Unlike Western markets such as the U.S., where the value of each delivery item is about $33, in India, a similar item carries the price tag of $4, according to estimates by Bangalore-based research firm RedSeer.

“The problem is that there are very few people in India who can afford to place an order from a food delivery firm each day,” said Anand Lunia, a venture capitalist at India Quotient, in an interview with TechCrunch earlier this year.



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How should SaaS companies deliver and price professional services?

The global software as a service (SaaS) industry is sustaining its steep growth trajectory, but developing and pricing professional services is oftentimes a difficult proposition for SaaS companies.

Gartner recently forecast that SaaS revenue worldwide could surpass $140 billion by 2022, which would represent a 40% increase over 2019’s roughly $100 billion. These are heady figures for an industry that gained its footing only 20 years ago.

As someone who has led many investments in SaaS companies, there is clear consensus within boardrooms, assuming compelling sales efficiency metrics: The more ARR the better. It is also clear that looking across the SaaS industry, there is strong consistency in overall software gross margins, generally landing in the 60% to 80% range.

There is clear consensus within boardrooms, assuming compelling sales efficiency metrics: The more ARR the better.

What is much less obvious is how to charge customers for professional services, whether for implementations, consulting work or training.

While historically, in the perpetual software days, such offerings were billed on a time and materials basis or for a fixed fee with a targeted gross margin of say 10%-30%, fast-forward to the recurring revenue model today and these services can be equally profitable but also result in big losses given wide differences in how companies charge for these services.

Looking at SaaS companies, one can see 50-point margin swings, or more, on services revenue, from -30% to 20%. Why do we see such differences in margins for professional services, and what are the implications of these differing approaches for a SaaS company’s strategy?

Are professional services a profit center or a loss leader?

We can start by asking why a company would accept a single-digit or even negative margins on its professional services. For some, it’s a strategy to accelerate its ARR by covering part of that expense by foregoing, say, an implementation fee for a higher annual subscription amount. The view here is to remove some friction out of the sales process by reducing any services fees. This will accelerate new logo velocity, resulting in higher ARR, and thus stronger growth, which should translate into higher stock price appreciation.

To execute this strategy, a SaaS company may increase its subscription price, although not by much. While this allows the provider to offer such services without detailing its cost in a separate line item, is this really the right answer? As with so many questions, the answer depends on many variables, such as: Does it expedite the sales cycle? Would charging for such services make clients more responsive and result in quicker implementations? How much costs do you need to cover such services? What is the impact of doing so on the cash position, profitability and financing needs of the business?

Two professional services pricing strategies

Let’s compare the three-year impact of two professional services pricing strategies, and the resulting impact on the financing needs:

  • Company A: Provides professional services with an annual value of $10 million with a -20% gross margin, resulting in a $2 million annual loss. Total losses over the three-year period are $6 million.


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Foresight raises $15M for its construction workers’ compensation platform

When an accident on a building site resulted in the death of their friend, the founders of Safesight were inspired to launch the platform to digitize safety programs for construction. The data from that gave birth to a new insurtech startup this year, Foresight, which covers workers’ compensation. The startup has now released, for the first time, news that it raised a $15 million funding round back in May this year, with participation from Blackhorn Ventures and Transverse Insurance Group. To date, it has raised $20.5 million from industrial technology venture capital firms, led by Brick and Mortar Ventures and Builders VC.

Foresight launched in August of this year but has already covered $30 million in risks. The company says it is now on pace to reach $50 million in underwritten premium in 2021. By leveraging the data from sister company Safesite, the platform says it has been able to reduce workers’ comp incidents by up to 57% in a study conducted by actuarial consulting firm Perr & Knight.

Foresight’s algorithm leverages Safesight data to predict incidents, highlight risks and inform underwriting. By wrapping Safesite risk management technology and services into every policy, Foresight provides a path to lower incident rates and lower premiums for customers.

Of the $57 billion national workers’ compensation market, Foresight focuses on policies ranging from $150,000 to $1 million+ in annual premiums. The company says this segment has been largely overlooked by well-funded insurtech startups such as Next Insurance and Pie, which provide small business policies under $50,000 in annual premiums.

Foresight and Safesite were developed by longtime friends and co-founders David Fontain, Peter Grant and Leigh Appel.

Fontain said: “Foresight strengthens the correlation between safety and savings while providing the fast and easy user experience insurtechs are known for. We leverage purpose-built technology to drive behavioral shifts and provide an irresistible alternative to traditional workers compensation coverage.”

Darren Bechtel, the founder and managing director at Brick & Mortar Ventures, commented: “We first invested in 2016 and have known the founders since 2015 when it was just the two of them, squatting at a couple of empty desks inside another portfolio company’s office. Their initial vision was both elegant and powerful, and the demonstrated impact of their solution on safety performance, even in early interactions with the product, was impossible to ignore.”

Foresight now covers Nevada, Oklahoma, Arizona, Arkansas, Louisiana and New Mexico. The company expects to launch workers’ compensation in the eastern U.S. and a general liability line in early 2021.



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Tap Network raises $4M for its customizable rewards program

Tap Network is providing a new approach to loyalty rewards programs that it describes as “rewards as a service.”

You may recognize the Tap Network name, as well as its co-founder and CEO Lin Dai, from Hooch, a startup that offered a drink-a-day subscription service before shifting focus to a broader rewards program. Dai told me he “learned a lot from the Hooch experience” but ultimately “decided that Tap is a much bigger opportunity, we’re really looking at rewards in general.”

So Tap Network is a new startup, one that recently raised $4 million in funding from investors including Revelis Capital, Nima Capital, the Forbes family office, Warner Music Group, Access Industries, Bill Tai, Bob Hurst, Edward Devlin and others.

Dai said that normal rewards programs are only accessible to the top 10% or 20% of a company’s customers. So in his view, businesses have an opportunity to “super serve the average customers who 40 years ago might not have been considered important customers, but who today could be building a loyalty behavior pattern.”

Tap Network

Image Credits: Tap Network

He added that making rewards programs accessible to more customers has an added benefit for many businesses, because “whether it’s a major bank or major travel company, they are starting to accrue billions of dollars
that are locked up in these wallets.” Those points might never be redeemed, but they’re still considered liabilities from an accounting perspective.

Tap Network aims to solve this problem by allowing customers to spend those points through a broader network of rewards, which can usually be redeemed at a lower point level. It’s offered as a white-label addition to an existing rewards program, with each program choosing the rewards that might be the best fit for their customers.

For example, Uber recently worked with Tap Network to expand its Uber Rewards program, offering new Tap Network-powered rewards like free Apple Music or HBO Max, as well as the option to donate to causes like World Central Kitchen. And the minimum number of points needed to claim a reward fell from 500 points to 100 points.

Other companies using Tap Network include Warner Music Group (which, as previously mentioned, is also an investor) and privacy-focused browser company Brave.

Dai said that in the future, Tap could even allow consumers to combine rewards points from different programs: “If I want to redeem something, I might be able to take a little bit of my Uber points, a little bit of my Warner points, a little bit of points from another program” and combine them.



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Unfold launches lightweight, link-centric profiles called Bio Sites

Unfold, the social media startup acquired by Squarespace last year, is launching a new tool for users to share all the links that are important with them.

This is the first step Unfold has taken beyond its story-format authoring tools. Co-founder Andy McCune told me that the team has a bigger vision now — just as Squarespace has become “the all-in-one platform for your web presence,” Unfold aims to become “the all-in-one platform for your social presence.”

“We’re both playing in very saturated spaces with a lot of competitors,” McCune said. “We both stand out because we appeal to the person that cares about design. That’s always been the North Star.”

In the case of the new Bio Sites, he said one of the goals is to help Unfold users — whether they’re individuals or large brands — become less reliant on a single social media platform. After all, he noted that when you build a following on Instagram, you’re building on “borrowed territory,” and “you don’t really own your audience.”

Unfold Bio Sites

Image Credits: Unfold

By creating a simple profile that highlights the links of your choice, then by linking your Instagram and other social profiles to your Bio Site, you can then point audiences to other channels where you have more control — or at least diversify the platforms that you’re relying on.

McCune and his co-founder Alfonso Cobo aren’t the first ones to think of this idea. For example, Linktree raised funding earlier this year, and there are other startups creating similar products. But Cobo said Bio Sites benefit from Unfold’s design-centric approach, allowing users to create simple profiles that aren’t just functional, but also looks great and reflect their personality.

Cobo also noted that Bio Sites are created from the Unfold native app — it’s launching on Android today, with plans for iOS in January. The feature will be available available to all Unfold users, including free users, but subscribers to the premium Unfold+ and Unfold for Brands tiers get additional features like custom URLs.

“We’re really going to be expanding in the next few weeks with presence and expressibility tools to help users stand out in different ways,” Cobo said. “We’re also very interested in commerce and will be exploring that route in the future, too.”



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Unfold launches lightweight, link-centric profiles called Bio Sites

{rss:content:encoded} Unfold launches lightweight, link-centric profiles called Bio Sites https://ift.tt/3gXTwPr https://ift.tt/2KieVGT December 18, 2020 at 04:22PM

Unfold, the social media startup acquired by Squarespace last year, is launching a new tool for users to share all the links that are important with them.

This is the first step Unfold has taken beyond its story-format authoring tools. Co-founder Andy McCune told me that the team has a bigger vision now — just as Squarespace has become “the all-in-one platform for your web presence,” Unfold aims to become “the all-in-one platform for your social presence.”

“We’re both playing in very saturated spaces with a lot of competitors,” McCune said. “We both stand out because we appeal to the person that cares about design. That’s always been the North Star.”

In the case of the new Bio Sites, he said one of the goals is to help Unfold users — whether they’re individuals or large brands — become less reliant on a single social media platform. After all, he noted that when you build a following on Instagram, you’re building on “borrowed territory,” and “you don’t really own your audience.”

Unfold Bio Sites

Image Credits: Unfold

By creating a simple profile that highlights the links of your choice, then by linking your Instagram and other social profiles to your Bio Site, you can then point audiences to other channels where you have more control — or at least diversify the platforms that you’re relying on.

McCune and his co-founder Alfonso Cobo aren’t the first ones to think of this idea. For example, Linktree raised funding earlier this year, and there are other startups creating similar products. But Cobo said Bio Sites benefit from Unfold’s design-centric approach, allowing users to create simple profiles that aren’t just functional, but also looks great and reflect their personality.

Cobo also noted that Bio Sites are created from the Unfold native app — it’s launching on Android today, with plans for iOS in January. The feature will be available available to all Unfold users, including free users, but subscribers to the premium Unfold+ and Unfold for Brands tiers get additional features like custom URLs.

“We’re really going to be expanding in the next few weeks with presence and expressibility tools to help users stand out in different ways,” Cobo said. “We’re also very interested in commerce and will be exploring that route in the future, too.”

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