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Thursday, December 31, 2020

Union Square Ventures and Learn Capital file paperwork indicating new funds

As 2020 comes to a long-awaited end, a series of filings indicate that venture capitalists are ending the year with fresh money. According to SEC paperwork, Learn Capital and USV have filed paperwork that shows the firms have raised new, multimillion-dollar funds.

If you’ve been paying attention to news this past year, it’s clear that much of venture capital isn’t just surviving 2020 – it’s flourishing through it. Zoom investing, it seems, is working just fine for cash-rich firms looking to double down on bets in categories from edtech to climate.

First up, New York-based USV submitted a pair of filings on late Thursday. The first filing shows that the firm has closed $151 million for USV Climate 2021, which one can assume is focused on climate-tech investments. As my colleague Jonathan Shieber has pointed out, climate tech.

The other, more nebulous filing, is the firm’s $22.4 million investment vehicle titled USV Bundled. It’s unclear what this is focused on, but a recent blog post suggests that the firm will continue to double down on its education investments.

Speaking of edtech, Learn Capital, an education-focused venture capital fund, filed paperwork indicating that it has closed $132 million in capital. It plans to raise a total of $250 million for this fund, which will be the firm’s fourth investment vehicle to date. The edtech category has obviously been booming with interest, which also fueled Owl Ventures to close $585 million in new capital in September.

Finally, I’ll give an honorable mention to Lattice CEO Jack Altman’s New Years Eve filing, which shows that the executive plans to raise $20 million for a new fund. It’s unclear if this filing indicates Apollo’s next step, a venture fund started by the Altman brothers. The trio, beyond Jack, includes Max and Sam, the former president of Y Combinator who currently serves as the CEO of OpenAI.

I reached out for comment to all three entities, but (unsurprisingly) haven’t heard back. It’s New Year’s Eve after all. So for now, back to the Champagne. See you all in the New Year.


https://ift.tt/eA8V8J Union Square Ventures and Learn Capital file paperwork indicating new funds https://ift.tt/38RRz3m

Extra Crunch’s Top 10 stories of 2020

I edited hundreds of stories in 2020, so choosing my favorites would be an exercise in futility.

Instead, I’ve tried to gather a sample of Extra Crunch stories that taught me something new. (Which means this top 10 list betrays my ignorance, a humbling admission for a know-it-all like myself.)

While narrowing down the field of candidates, I realized that we’re covering each of the topics on this list in greater depth next year. We already have stories in the works about no-code software, the emergence of edtech, proptech and B2B marketplaces, to name just a few.

Some readers are skeptical about paywalls, but without being boastful, Extra Crunch is a premium product, just like Netflix or Disney+. I know: We’re not as entertaining as a historical drama about the reign of Queen Elizabeth II or a space western about a bounty hunter.

But, speaking as someone who’s worked at several startups, Extra Crunch stories contain actionable information you can use to build a company and/or look smart in meetings — and that’s worth something. Thanks for reading, and I hope you have a very happy new year.


Full Extra Crunch articles are only available to members
Use discount code ECFriday to save 20% off a one- or two-year subscription


1. The VCs who founders love the most

Image Credits: Bryce Durbin/TechCrunch

Managing Editor Danny Crichton spearheaded the development of The TechCrunch List earlier this year to help seed-stage founders connect with VCs who write first checks.

The TechCrunch List has no paywall and contains details and recommendations about more than 400 investors across 22 verticals. Once it launched, Danny crunched the data to pick out 11 investors for which “founders were particularly effusive in their praise.”

2. API startups are so hot right now

Conceptual photo of a cup with clouds. It seems to say, take a break and dream

Image Credits: Juana Mari Moya(opens in a new window)/Getty Images (Image has been modified)

Alex Wilhelm uses his weekday column The Exchange to keep a close eye on “private companies, public markets and the gray space in between,” but one effort stood out: An overview of six API-based startups that were “raising capital in rapid-fire fashion” when many companies were trying to find their COVID-19 footing.

For me, this was particularly interesting because it helped me better understand that an optimal pricing structure can be key to a SaaS company’s initial success.

3. ‘No code’ will define the next generation of software
4. Tracking the growth of low-code/no-code startups

A green sphere stands on top of a pedestal surrounded by a crowd of multicoloured spheres

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

Two stories about the advent of no-code/low-code software that we ran in July take the third and fourth position on this list.

I have been a no-code user for some time: Using Zapier to send automated invitations via Slack for group lunches was a real time-saver in the pre-pandemic days.

“Enterprise expenditure on custom software is on track to double from $250 billion in 2015 to $500 billion in 2020,” so we’ll definitely be diving deeper into this topic in the coming months.

5. ‘Edtech is no longer optional’: Investors’ deep dive into the future of the market

Point of view, looking up ladder sticking through hole in ceiling revealing blue sky

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

Natasha Mascarenhas picked up TechCrunch’s edtech beat when she joined us just before the pandemic. Twelve months later, she’s an expert on the topic.

In July, she surveyed six edtech investors to “get into the macro-impact of rapid change on edtech as a whole.”

  • Ian Chiu, Owl Ventures
  • Shauntel Garvey and Jennifer Carolan, Reach Capital
  • Jan Lynn-Matern, Emerge Education
  • David Eichler, TCV
  • Jomayra Hererra, Cowboy Ventures

6. B2B marketplaces will be the next billion-dollar e-commerce startups

High angle view of Male warehouse worker pulling a pallet truck at distribution warehouse.

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

In 2018, B2B marketplaces saw an estimated $680 billion in sales, but that figure is expected to reach $3.6 trillion by 2024.

As companies shifted their purchasing online, these platforms are adding a range of complementary services like payment management, targeted advertising and logistics while also hardening their infrastructure.

7. Facebook’s former PR chief explains why no one is paying attention to your startup

Caryn Marooney, right, vice president of technology communications at Facebook, poses for a picture on the red carpet for the 6th annual 2018 Breakthrough Prizes at Moffett Federal Airfield, Hangar One in Mountain View, Calif., on Sunday, Dec. 3, 2017. (N

Caryn Marooney, right, vice president of technology communications at Facebook, poses for a picture on the red carpet for the 6th annual 2018 Breakthrough Prizes at Moffett Federal Airfield, Hangar One in Mountain View, Calif., on Sunday, Dec. 3, 2017. Image Credits: Nhat V. Meyer/Bay Area News Group

Reporter Lucas Matney spoke to Caryn Marooney in August at TechCrunch Early Stage about how startup founders who hope to expand their reach need to do a better job of connecting with journalists.

“People just fundamentally aren’t walking around caring about this new startup,” she said. “Actually, nobody does.”

Speaking as someone who’s been on both sides of this equation, I most appreciated her advice about focusing on “simplicity and staying consistent” when it comes to messaging.

“Don’t let the complexity of your intellect cloud what needs to be simple,” she said.

8. You need a minimum viable company, not a minimum viable product

Team of engineers working on a new mechanical model. Multi-ethnic group of young people building an new technology in office.

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

In a guest post for Extra Crunch, seed-stage VC Ann Miura-Ko shared some of what she’s learned about “the magic of product-market fit,” which she termed “the defining quality of an early-stage startup.”

According to Miura-Ko, a co-founding partner at Floodgate, startups can only reach this stage when their business model, value propositions and ecosystem are in balance.

Using lessons learned from her portfolio companies like Lyft, Refinery29 and Twitch, this article should be required reading for every founder. As one commenter posted, “I read this thinking, ‘I need to add some slides to my deck!’

9. 6 investment trends that could emerge from the COVID-19 pandemic

10 January 2020, Berlin: Doctor Olaf Göing, chief physician of the clinic for internal medicine at the Sana Klinikum Lichtenberg, tests mixed-reality 3D glasses for use in cardiology. They can thus access their patients’ medical data and visualize the finest structures for diagnostics and operation planning by hand and speech. The Sana Clinic is, according to its own statements, the first hospital in the world to use this novel technology in cardiology. Image Credits: Jens Kalaene/picture alliance via Getty Images

During “the early innings of this period of uncertainty,” an article we published offered several predictions about investor behavior in the U.S.

Although we posted this in April, each of these forecasts seem spot-on:

  1. Future of work: promoting intimacy and trust.
  2. Healthcare IT: telemedicine and remote patient monitoring.
  3. Robotics and supply chain.
  4. Cybersecurity.
  5. Education = knowledge transfer + social + signaling.
  6. Fintech.

10. Construction tech startups are poised to shake up a $1.3-trillion-dollar industry

Rebar is laid before poring a cement slab for an apartment in San Francisco CA.

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

I’ve always found the concept of total addressable market (TAM) hard to embrace fully — the arrival of a single disruptive company could change an industry’s TAM in a week.

However, several factors are combining to transform the construction industry: high fragmentation, poor communication, a skilled labor shortage and a lack of data transparency.

Startups that help builders manage aspects like pre-construction, workflow and site visualization are making huge strides, but because “construction firms spend less than 2% of annual sales volume on IT,” the size of this TAM is not at all speculative.

11. Don’t let VCs be the gatekeepers of your success

One blue ball on one right side of red line, many blue balls on left side

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

As a bonus, I’m including a TechCrunch op-ed written by insurtech founder Kevin Henderson that describes the myriad challenges he has faced as a Black entrepreneur in Silicon Valley.

Some of the discussions about the lack of diversity in tech can feel abstract, but his post describes its concrete consequences. For starters: he’s never had an opportunity to pitch at a VC firm where there was another Black person in the room.

“Black founders have a better chance playing pro sports than they do landing venture investments,” says Henderson.



https://ift.tt/2L7GnY4 Extra Crunch’s Top 10 stories of 2020 https://ift.tt/2JzFYxh

Goodbye Flash, goodbye FarmVille

While much of what made 2020 such an absolute nightmare will still be with us on January 1 (sorry!), we will really, truly be leaving Adobe Flash and FarmVille behind as we enter the new year.

The end of Flash has been a long time coming. The plugin, which was first released in 1996 and once supported a broad swath online content, has become increasingly irrelevant in a smartphone-centric world: iPhones never supported Flash, and it’s been just over 10 years since Apple’s then-CEO Steve Jobs published an open letter outlining the technology’s shortcomings.

Adobe has been planning for the end, announcing in 2017 that it would phase out Flash by the end of this year. Most web browsers have already stopped supporting Flash, and today is the official end date, with Adobe ending support itself — although there’s still one last “death of Flash” milestone on January 12, when the company will begin to block Flash content from playing.

In related news, Zynga announced recently that the end of Flash would also mean the end of FarmVille, since the game relies on the Flash plugin.

Like Flash, FarmVille feels like a remnant of a bygone internet era (a fact that makes me feel incredibly old, since I wrote plenty of words about both of them at the beginning of my career). Launched in 2009, FarmVille’s popularity paved the way for the ascendance of Zynga and of Facebook gaming, but both Zynga and gaming have largely moved on.

The company’s co-founder and former CEO Mark Pincus commemorated the occasion with a series of tweets outlining the game’s early development (spurred by the acquisition of startup MyMiniLife).

“FarmVille demonstrated that a game could be a living, always-on service that could deliver daily surprise and delight, similar to a favorite TV series,” Pincus wrote. “Games could also connect groups of people and bring them closer together.”

And just in case there are any FarmVille fans reading this story, don’t worry: you can still play FarmVille 2: Tropic Escape, FarmVille 2: Country Escape right now, and FarmVille 3 is still coming to mobile. Today is just the final day for the original game.



from Social – TechCrunch https://ift.tt/eA8V8J Goodbye Flash, goodbye FarmVille Anthony Ha https://ift.tt/2KRLDPF
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The Equity crew predicts what’s to come in 2021

What could go wrong?

Hello and welcome back to Equity, TechCrunch’s venture-capital-focused podcast (now on Twitter!), where we unpack the numbers behind the headlines. As you can see, this is our yearly predictions episode. Our behind-the-scenes guru Chris Gates joins us on the mic, we take shots at our prior prognostications, and nosh on what we feel is positively persaged.

As always, this episode is in good fun. If you don’t agree with we think is up ahead, that’s fine. You’re probably right. But we’re nothing if not up for a challenge, so we kept the tradition alive this year.

This is the last Equity episode of 2020. While we can’t tell you yet what our plans are for 2021, we can say — nay, project — that there are a lot of fun and big things coming for Equity. We’re planning our busiest year ever, by far.

And with that, we’re out of here. Thanks for several million downloads this year, our biggest annum to date.

Equity drops every Monday at 7:00 a.m. PST and Thursday afternoon as fast as we can get it out, so subscribe to us on Apple PodcastsOvercastSpotify and all the casts.



https://ift.tt/eA8V8J The Equity crew predicts what’s to come in 2021 https://ift.tt/2L3uTEZ

Wednesday, December 30, 2020

Amazon acquires podcast network Wondery

Amazon just announced that it’s acquiring Wondery, the network behind podcasts including “Dirty John” and “Dr. Death.”

Wondery will become part of Amazon Music, which added support for podcasts (including its own original shows) in September. At the same time, the announcement claims that “nothing will change for listeners” and that the network’s podcasts will continue to be available from “a variety of providers.”

Media companies and streaming audio platforms are all making big bets on podcasting, with Spotify making a series of acquisitions including podcast network Gimlet, SiriusXM acquiring Stitcher and The New York Times acquiring Serial Productions. Amazon is coming relatively late to this market, but it will now have the support of a popular podcast maker as it works to catch up.

“With Amazon Music, Wondery will be able to provide even more high-quality, innovative content and continue their mission of bringing a world of entertainment and knowledge to their audiences, wherever they listen,” Amazon wrote.

Financial terms were not disclosed. The Wall Street Journal previously reported that acquisition talks were in the works, and that those talks valued Wondery at around $300 million.

The startup was founded in 2016 by former Fox executive Hernan Lopez (who’s currently fighting federal corruption charges tied to his time at Fox). Numbers from Podtrac rank it as the fourth largest podcast publisher in November, with an audience in the U.S. of more than 9 million unique listeners.

Wondery has raised a total of $15 million in funding from Advancit Capital, BDMI, Greycroft, Lerer Hippeau and others, according to Crunchbase.

 



https://ift.tt/eA8V8J Amazon acquires podcast network Wondery https://ift.tt/38Mypfc

Dear Sophie: Tips for getting a National Interest green card by myself?

Here’s another edition of “Dear Sophie,” the advice column that answers immigration-related questions about working at technology companies.

“Your questions are vital to the spread of knowledge that allows people all over the world to rise above borders and pursue their dreams,” says Sophie Alcorn, a Silicon Valley immigration attorney. “Whether you’re in people ops, a founder or seeking a job in Silicon Valley, I would love to answer your questions in my next column.”

Extra Crunch members receive access to weekly “Dear Sophie” columns; use promo code ALCORN to purchase a one- or two-year subscription for 50% off.


Dear Sophie:

I’m working in the Bay Area on an H-1B visa and my employer won’t sponsor my green card.

I really want permanent residence, but I never won a Nobel prize; I’m single; and I don’t have a million dollars yet. However, I think I might qualify for an EB-2 NIW green card.

What can you share?

— National in Napa

Dear National:

Wonderful that you’re taking matters into your own hands! This is a complicated process, so the most important advice I can give you is to retain an experienced business immigration attorney to represent you and prepare and file your green card case.

For additional do’s and don’ts in U.S. immigration, please check out the recent podcast that my law firm partner, Anita Koumriqian, and I posted on the commandments of immigration (and especially what to not do when it comes to visas and green cards).

This particular episode focuses on family-based green cards, but these recommendations are timeless and apply to individuals who are self-petitioning for employment-based green cards, such as the EB-2 NIW (National Interest Waiver) for exceptional ability and the EB-1A for extraordinary ability. Our top recommendation in that podcast episode is to avoid DIY immigration, so definitely retain legal counsel!

Filing for an EB-2 NIW or any green card requires more than just filling out the appropriate forms. The process needs to be understood, as the law and legal requirements, and the analysis of whether and how you can best qualify is complicated.

With any immigration matter, one needs to have the resources to fully understand the process, the steps for applying, and the timing and deadlines. We want to always make sure that you always maintain legal status (never falling out of status) so that you can remain in the U.S. (and don’t have to leave).



https://ift.tt/eA8V8J Dear Sophie: Tips for getting a National Interest green card by myself? https://ift.tt/3mUnXHy

Student-founded Develop for Good surpasses 25,000 volunteer hours connecting students with nonprofits

This has been the year of the social organization. As the COVID-19 pandemic swept across the world and the United States, governments and a patchwork of nonprofits and volunteer organizations sprang into action, offering everything from food and medical supplies to children’s books and clothing to individuals and families struggling in the virus’s wake.

Perhaps the biggest divide though to getting people help has been digital — non-profits need to connect with their beneficiaries over the internet just as much as any retailer today. Unfortunately, tech talent is expensive and hard to find, particularly for often cash-strapped nonprofits.

That was part of the impetus for two Stanford seniors, Mary Zhu and Amay Aggarwal, to co-found Develop for Good, a matching service designed to connect motivated and ambitious undergrads in computer science, design and economics to nonprofits with specific projects that require expertise. They launched the network in March as the pandemic started spreading rapidly, and since then, the organization has itself started growing exponentially as well.

Develop for Good “was in response to [the pandemic], but at the same time, a lot of our peers were having their internships canceled, [and] a lot of companies were having hiring freezes,” Zhu explained. “People were also seeking opportunities to be able to develop their professional skills and develop their project experience.” This coincidence of needs among both students and nonprofits helped accelerate the matching that Develop for Good offers.

So far, the 501(c)(3) non-profit has coordinated more than 25,000 volunteer hours across groups like the Ronald McDonald House, UNICEF, the Native American Rights Fund (NARF), Easterseals, The Nature Conservancy, Save the Children, AARP and more. The program, which in its first batch focused on Zhu and Aggarwal’s network at Stanford, has since expanded to more than a dozen schools across the United States. The two first reached out to nonprofits through Stanford’s alumni network, although as the program’s reputation has grown, they have started getting inbound interest as well.

Volunteers take on a project for 5-10 hours per week for 10 weeks, typically in teams. Each team meets their nonprofit client at least weekly to ensure the project matches expectations. Typical projects include application development, data visualization, and web design. Most projects conclude at the end of the batch, although the founders note that some in-depth projects like product development can cross over into future batches. As the program has expanded, Zhu and Aggarwal have added a more formal mentorship component to the program to help guide students through their work.

Applications for the next batch starting in January are currently open for students (they’re due January 2nd, so get them in quick!). The founders told me that they are expecting 800 applications, and are likely going to be able to match about 200 volunteers to 32 projects. Applications are mostly about matching interests with potential programs for the best fit, rather than a purely competitive exercise. So far, the program has worked on 50 projects to date.

For this next batch, Amazon Web Services will sponsor a stipend for first-generation and low-income students to help defray the financial impact of volunteer work for some students. “Over the past cycle, a few people had to drop out because they said, ‘they’re unable to work for free because they’re having a lot of financial stress for their families’,” Aggrawal said. The new stipend is meant to help these students continue to volunteer while alleviating some of that financial burden.

Aggrawal said that two-thirds of the program’s volunteer developers and designers are female, and one-third are first-generation or low-income.



https://ift.tt/eA8V8J Student-founded Develop for Good surpasses 25,000 volunteer hours connecting students with nonprofits https://ift.tt/34VAswo

On the diversity front, 2020 may prove a tipping point

Since Minneapolis police officers killed George Floyd in May and kicked off months of nationwide protests, the corporate world — including venture capitalists — have attempted to respond to the Black Lives Matter movement.

Indeed, many quickly took to social media to voice their support, broadcast their new diversity-focused networking groups and pledge to do better, particularly when it comes to finding and funding more Black founders and other underrepresented entrepreneurs.

As of 2018, 81% of venture firms still lacked a single Black investor.

It was tempting to dismiss it as so much hot air, given that VCs have talked about diversity for eons without doing much about it.

As of February 2020, according to a report by All Raise, an organization that promotes female founders, 65% of VC firms still had no female partners. As of 2018, 81% of venture firms still lacked a single Black investor, per an analysis by Equal Ventures partner Richard Kerby.

Those numbers are comparatively rosy when considering the percentage of women and Black investors in senior decision-making roles. According to recent PitchBook data, at the start of this year, just 12.4% of decision-makers at U.S. venture firms were women (up slightly from the 9.65% at the start of 2019). As for for the number of Black investors in senior positions, it has long hovered around just 2%.

But here’s the good news: While it remains an ongoing challenge to get these numbers in sync with other industries, there were two developments specifically in 2020 that may beget more action in 2021.

We’d first point to the decision this fall by Yale’s endowment to require its asset managers to do better when it comes to diversity. Specifically, the school’s $32 billion endowment — led since 1985 by investor David Swensen — told its 70 U.S. money managers that from here on out, they will be measured annually on their progress in increasing the diversity of their investment staff, from hiring to training to mentoring to their retention of women and minorities.



https://ift.tt/eA8V8J On the diversity front, 2020 may prove a tipping point https://ift.tt/38KwaJb

Tuesday, December 29, 2020

Google pilots a search feature that aggregates short-form videos from TikTok and Instagram

{rss:content:encoded} Google pilots a search feature that aggregates short-form videos from TikTok and Instagram https://ift.tt/38JBa0T https://ift.tt/34TKMVL December 29, 2020 at 10:08PM

Google is testing a new feature that will surface Instagram and TikTok videos in their own dedicated carousel in the Google app for mobile devices — a move that could help the company retain users in search of social video entertainment from fully leaving Google’s platform. The feature itself expands on a test launched earlier this year, where Google had first introduced a carousel of “Short Videos” within Google Discover  — the personalized feed found in the Google mobile app and to the left of the home screen on some Android devices.

To be clear, this “Short Videos” carousel is different from Google’s Stories, which rolled out in October 2020 to the Google Search app for iOS and Android. Those “Stories” — previously known as “AMP Stories” — consist of short-form video content created by Google’s online publishing partners like Forbes, USA Today, Vice, Now This, Bustle, Thrillist and others.

Meanwhile, the “Short Videos” carousel had been focused on aggregating social video from other platforms, including Google’s own short-form video project Tangi, Indian TikTok competitor Trell, as well as Google’s own video platform, YouTube — which has also been experimenting with short-form content as of late.

The expansion to include Instagram and TikTok content in this carousel was first reported by Search Engine Roundtable (via Brian Freiesleben’s tweet). They were able to access the feature by searching for “packers” in the Google app then scrolling down the page.

We were able to replicate this, as well. (See below image.)

Image Credits: screenshot of Google search results

We found the Short Videos carousel appears when you scroll past the Google Knowledge Base box for the Green Bay Packers, followed by the the scores, Top Stories, Twitter results, Top Results, Images, Videos and other content, like a listing of the players, standings and more.

Both Instagram and TikTok videos were available in the Short Videos row. When clicked, you’re taken to the web version of the social platform — not the native mobile app, even if it’s installed on your device. The end result is that Google users are more likely to remain on Google, as all it takes is a tap on the back arrow to return to the search results after watching the video.

Google has been indexing video content for years and partnered with Twitter on 2015 to index search results. It’s not clear to what extent it has any formal relationship with Facebook/Instagram or TikTok, however. (If those companies comment, we’ll update.)

Google declined to formally comment or further detail its plans, but a company spokesperson confirmed to TechCrunch the feature was currently being piloted on mobile devices. They clarified that means it’s a limited, early-stage feature. In other words, you won’t find the video carousel on every search query just yet. But over time, as Google scales the product, it could become an interesting tool for indexing and surfacing top video content from social media — unless, of course, the platforms choose to block Google from doing so.

The feature is currently available in a limited way on the Google app for mobile devices and on the mobile web, the company said.

CommonGround raises $19M to rethink online communication

CommonGround, a startup developing technology for what its founders describe as “4D collaboration,” is announcing that it has raised $19 million in funding.

This isn’t the first time Amir Bassan-Eskenazi and Ran Oz have launched a startup together — they also founded video networking company BigBand Networks, which won two technology-related Emmy Awards, went public in 2007 and was acquired by Arris Group in 2011. And before that, they worked together at digital compression company Optibase, which Oz co-founded and where Bassan-Eskenazi served as COO.

While CommonGround is still in stealth mode and doesn’t plan to fully unveil its first product until next year, Bassan-Eskenazi and Oz outlined their vision for me. While they acknowledged that video conferencing has improved significantly, they said it still can’t match face-to-face communication.

“Some things you just cannot achieve through a flat video conferencing-type solution,” Bassan-Eskenazi said. “Those got better over the years, but they never managed to achieve that thing where you walk into a bar … and there’s a group of people talking and you know immediately who is a little taken aback, who is excited, who is kind of ‘eh.'”

CommonGround founders Amir Bassan-Eskenazi and Ran Oz

CommonGround founders Amir Bassan-Eskenazi and Ran Oz

That, essentially, is what Bassan-Eskenazi, Oz and their team are trying to build — online collaboration software that more fully captures the nuances of in-person communication, and actually improves on face-to-face conversations in some ways (hence the 4D moniker). Asked whether this involves combining video conferencing with other collaboration tools, Oz replied, “Think of it as beyond video,” using technology like computer vision and graphics.

Bassan-Eskenazi added that they’ve been working on CommonGround for more than year, so this isn’t just a response to our current stay-at-home environment. And the opportunity should still be massive as offices reopen next year.

“When we started this, it was a problem we thought some of the workforce would understand,” he said. “Now my mother understands it, because it’s how she reads to the grandkids.”

As for the funding, the round was led by Matrix Partners, with participation from Grove Ventures and StageOne Ventures.

“Amir and Ran have a bold vision to reinvent communications,” said Matrix General Partner Patrick Malatack in a statement. “Their technical expertise, combined with a history of successful exits, made for an easy investment decision.”



https://ift.tt/3hsbYjf CommonGround raises $19M to rethink online communication https://ift.tt/3mVoXv6

Startup cynicism and Substack, or Clubhouse, or Miami, or …

If you build it, they will come, but they sure as hell are going to complain about everything until they do.

There were millions of bets made in the tech industry last year. Some of those bets involved actual venture capital dollars. Others involved individual decisions on where to live: do you bet on the future of San Francisco or do you want to partake in the growth of some other startup hub? Are you going to launch this new feature in your product or improve one of your existing ones? Do you switch jobs or stay and double down?

Yet, for all those bets, just three seem to have achieved a collective and hysterical frenzy in the industry as we close out this year: a bet on the future of media, a bet on the future of (audio) media, and a bet on the future of one of America’s greatest cities.

Substack, Clubhouse, and Miami as a major tech hub are compelling bets. They are early bets, in the sense that most of the work to actually realize each of their dreams remains to be done. All three are bets of optimism: Substack believes it can rebuild journalism. Clubhouse believes it can reinvent radio with the right interactivity and build a unique social platform. And Miami is a bet that you can take a top global city without a massive startup ecosystem and agglomerate the talent necessary to compete with San Francisco, New York and Boston.

Yet, that optimism is not broadly endorsed by the tech commentariat, who see threats, failures, and barriers from every angle.

I wish I could say it’s just the ennui of an industry in flux given the pandemic and constant cavalcade of chaos and bad news that’s hit us this year. That cynicism, though, has gotten deeper and more entrenched over the past few years even before coronavirus was a trending topic, even as more startups than ever are getting funding (and at better valuations!), even as more startups than ever are exiting, and those exits are collectively larger than ever as we saw earlier this month.

Insecurity is the fabric that runs through most of these bleak analyses. That’s particularly prominent with Substack, which sits at the nexus of insecurity in tech and insecurity in media. The criticism from tech folks seems to basically boil down to “it’s just an email service!” Its simplicity is threatening, since it seems to intimate that anyone could have built a Substack, really anytime in the last decade.

Indeed, they could. Substack is simple in its original product conception, which is a DNA it happens to share with a lot of other successful consumer startups. It is (or perhaps better to say now, was) just email. It’s Stripe + a CMS editor + an email delivery service. A janky version could be written in a day by most competent engineers. And yet. No one else built Substack, and that’s where the insecurity starts in the startup world.

From the media perspective, it’s of course been brutal the last few years in newsrooms and across publishing, so understandably, the level of cynicism in the press is already high (and journalists aren’t exactly optimistic types to begin with). Yet, most of the criticism here basically boils down to “why hasn’t Substack completely stopped the bloodletting of my industry in the short few years it’s been around?”

Maybe they will, but give the folks some god damn time to build. The fact that a young startup is even considered to have the potential to completely rebuild an industry is precisely what makes Substack (and other adjacent startups in its space) such a compelling bet. Substack, today, cannot re-employ tens of thousands of laid-off journalists, or fix the inequality in news coverage or industry demographics, or end the plight of “fake news.” But what about a decade from now if they keep growing on this trajectory and stay focused on building?

The cynicism of immediate perfection is one of the strange dynamics of startups in 2020. There is this expectation that a startup, with one or a few founders and a couple of employees, is somehow going to build a perfect product on day one that mitigates any potential problem even before it becomes one. Maybe these startups are just getting popularized too early, and the people who understand early product are getting subsumed by the wider masses who don’t understand the evolution of products?

This pattern is obvious in the case of Clubhouse, the drama aspects we have mostly managed to avoid at TechCrunch. It’s a new social platform, with new social dynamics. No one understands what it’s going to become in the next few years. Not Paul Davison (who might, even so, have a dream of where he wants to take it), not Clubhouse’s investors, and certainly not its users. This past week, Clubhouse hosted a live Lion King musical event with thousands of participants. Who had that on their bingo board?

Are there problems with Substack and Clubhouse? For sure. But as early companies, they have the obligation to explore the terrain of what they are building, find the key features that compel users to these platforms, and ultimately find their growth formula. There will be problems — trust and safety chief among them, particularly given the nature of user-contributed content. No startup has ever been founded, however, that didn’t uncover problems along its journey. The key question we must ask is whether these companies have the leadership to fix them as they continue building. My sense — and hypothetical bet — is yes.

Talking about leadership, that leads us to Francis Suarez, the mayor of Miami, whose single tweet offering to help has sparked the most absurd kerfuffle of San Francisco lovers and vitriolic pessimists the world over right now.

Keith Rabois and a few other VCs and founders are trailblazing a trail from San Francisco to Miami, linking up with the local industry to try to build something new and better than what existed before. It’s a bet on a place — an optimistic one — that the power of startups and tech can migrate outside of its central hubs.

What’s strange is that the cynicism around Miami here seems even less warranted than it did a decade ago. While San Francisco and distantly New York and Boston remain the clear hubs of tech startups in the U.S., cities like Salt Lake, Seattle, Portland, Chicago, Austin, Denver, Philadelphia and more have started to score some serious points. Is it really so hard to believe that Miami, a metro region of 5.5 million and one of the largest regional economies in the United States, might actually succeed as well? Maybe it literally just required a few major VCs to show up to catalyze the revolution.

Nothing got built by cynicism. “You can’t do it!” has never created a company, except perhaps to trigger a founder to start something in revolt at the fusillade of negativity.

It takes time though to build. It takes time to take an early product and grow it. It takes time to build a startup ecosystem and expand it into something self-sustaining. Perhaps most importantly, it takes extraordinary effort and hard work, and not just from singular individuals but a whole team and community of people to succeed. The future is malleable — and bets do pay off. So we all need to stop asking what’s the problem and pointing out flaws, and perhaps ask, what future are we building toward? What’s the bet I’m willing to back?



https://ift.tt/eA8V8J Startup cynicism and Substack, or Clubhouse, or Miami, or … https://ift.tt/3aNkMit

Skyroot successfully test fires India’s first privately-made solid rocket stage

Rocket launch startup Skyroot is closing out 2020 with a key milestone in the development program for their Vikram-I launch vehicle: A successful test firing of a solid rocket propulsion stage that serves as a demonstrator of the same tech to be used in the production Vikram. This is the first time that a private Indian company has designed, built and tested a solid rocket propulsion stage in its entirety, and follows a successful engine burn test of an upper stage prototype earlier this year.

Skyroot also created its solid rocket stage using a carbon composite structure whose manufacturing process is entirely automated, the company says. That allows it to realize weight savings of up to five times vs. use of steel, a material typically used to house solid rocket propellant stages. The goal is to use the same process in the production of the final version of Vikram-I, which will help the small launch vehicle realize big benefits in terms of cost, in addition to the reliability benefits that come with the relatively uncomplicated fundamental design of solid rockets, which have no moving parts and therefore less opportunity for failure.

The final third-stage Vikram-1 engine will be 4x the size of this demonstrator, and Skyroot is also in the process of manufacturing four other test solid rocket motors which have a carrying range of thrust, and which will be tested throughout the course of next years as work finishes on their construction.

Skyroot aims to perform its first Vikram-I launch by next December, supported in part by the Indian Space Research Organization. The company has raised $4.3 million to date, and says it’s currently in the process of raising another $15 million round which it’ll aim to close next year. It’s set to become the first private Indian company to build and operate private launch vehicles, with the regulatory framework now in place to allow that to happen since India opened up private launcher operations earlier this year.



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Estonian proptech Rendin raises €1.2M seed for its long-term rental platform

Rendin, an Estonian proptech startup that wants to improve the home rental experience, including offering a no-deposit feature, has raised €1.2 million in seed funding. Backing the round is Tera Ventures, Iron Wolf Capital, Truesight Ventures, Atomico’s Angel Programme, and Startup Wise Guys.

Launched in Estonia in March this year and currently expanding to Poland, Rendin operates a long-term rental platform that promises to smooth out the process between landlords and tenants. Its headline feature is an insurance-backed solution that means no deposit is required from tenants.

The broader premise is that by digitising the rental process and adding an insurance layer, further trust can be generated between parties, therefore increasing occupancy rates.

For landlords, Rendin has created a “letting agreement service” with certain guarantees and has insured those risks via a partnership with ERGO Insurance SE (Munich Re Group). So, for example, if a tenant causes damage or ends up in debt, the property owner is covered. The letting agreement is handled via the startup’s app and platform that plugs into rental marketplaces and real estate CRMs on the backend to provide a fully digital experience.

“We launched publicly in Estonia on March 10th, 2020, two days before the country went into pandemic lockdown,” Rendin co-founder Alain Aun tells me. “It really looked like the world was going to fall apart and a lot of the risks in home renting skyrocketed. We had to reinvent some parts of our product insurance very quickly to adjust to the changes around us.

“Suddenly we had desperate tenants losing their income, expats leaving the country in a hurry, and more. Our learning curve was tremendous. We figured, if we can survive this, we can survive anything. The last eleven months have been constant proof to us that the concept of Rendin can endure”.

Longer term, Rendin is building what Aun describes as “a new standard in home renting”. The first step is to manage the rental process risks to help establish trust between landlords and tenants. This has seen the proptech startup build an “end-to-end value chain,” from contracting, evidence-based handover, preventive insurance flows, loss control, and claim handling.

Aun says Rendin’s insurance product offers landlords more safety than regular deposits, while some risks for tenants are also covered. “The insurance is a tool that helps Rendin to solve real-life, often complicated situations in renting, both for landlords and tenants,” he explains. “Tenants in the Rendin platform don’t have to pay the security deposit, but this is just a feature, not the core product. Trust is the name of the game”.

To generate revenue and cover the insurance costs, Rendin charges a fee of 2.5 percent of the monthly rent. It can be paid by the tenant or by the landlord. “More and more landlords choose to pay the Rendin fee themselves as it helps find new tenants faster,” adds Aun.

On the competition, Rendin isn’t competing with real estate listing sites or letting agencies, and instead can be thought of more as a plugin that can be easily integrated into listing sites and agents’ business processes.

“There are a few no-deposit startups around but their business models, although similar at first glance, are entirely different from ours,” claims the Rendin co-founder. “Most of them are set up to be essentially lending businesses that collect interest from tenants with real estate agencies serving up demand for them, but they don’t really do anything to help mitigate risks for the parties [involved]”.



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Monday, December 28, 2020

How Niantic evolved Pokémon GO for the year no one could go anywhere

Pokémon GO was created to encourage players to explore the world while coordinating impromptu large group gatherings — activities we’ve all been encouraged to avoid since the pandemic began.

And yet, analysts estimate that 2020 was Pokémon GO’s highest-earning year yet.

By twisting some knobs and tweaking variables, Pokémon GO became much easier to play without leaving the house.

Niantic’s approach to 2020 was full of carefully considered changes, and I’ve highlighted many of their key decisions below.

Consider this something of an addendum to the Niantic EC-1 I wrote last year, where I outlined things like the company’s beginnings as a side project within Google, how Pokémon Go began as an April Fools’ joke and the company’s aim to build the platform that powers the AR headsets of the future.

Hit the brakes

On a press call outlining an update Niantic shipped in November, the company put it on no uncertain terms: the roadmap they’d followed over the last ten-or-so months was not the one they started the year with. Their original roadmap included a handful of new features that have yet to see the light of day. They declined to say what those features were of course (presumably because they still hope to launch them once the world is less broken) — but they just didn’t make sense to release right now.

Instead, as any potential end date for the pandemic slipped further into the horizon, the team refocused in Q1 2020 on figuring out ways to adapt what already worked and adjust existing gameplay to let players do more while going out less.

Turning the dials

As its name indicates, GO was never meant to be played while sitting at home. John Hanke’s initial vision for Niantic was focused around finding ways to get people outside and playing together; from its very first prototype, Niantic had players running around a city to take over its virtual equivalent block by block. They’d spent nearly a decade building up a database of real-world locations that would act as in-game points meant to encourage exploration and wandering. Years of development effort went into turning Pokémon GO into more and more of a social game, requiring teamwork and sometimes even flash mob-like meetups for its biggest challenges.

Now it all needed to work from the player’s couch.

The earliest changes were those that were easiest for Niantic to make on-the-fly, but they had dramatic impacts on the way the game actually works.

Some of the changes:

  • Doubling the players “radius” for interacting with in-game gyms, landmarks that players can temporarily take over for their in-game team, earning occupants a bit of in-game currency based on how long they maintain control. This change let more gym battles happen from the couch.
  • Increasing spawn points, generally upping the number of Pokémon you could find at home dramatically.
  • Increasing “incense” effectiveness, which allowed players to use a premium item to encourage even more Pokémon to pop up at home. Niantic phased this change out in October, then quietly reintroduced it in late November. Incense would also last twice as long, making it cheaper for players to use.
  • Allowing steps taken indoors (read: on treadmills) to count toward in-game distance challenges.
  • Players would no longer need to walk long distances to earn entry into the online player-versus-player battle system.
  • Your “buddy” Pokémon (a specially designated Pokémon that you can level up Tamagotchi-style for bonus perks) would now bring you more gifts of items you’d need to play. Pre-pandemic, getting these items meant wandering to the nearby “Pokéstop” landmarks.

By twisting some knobs and tweaking variables, Pokémon GO became much easier to play without leaving the house — but, importantly, these changes avoided anything that might break the game while being just as easy to reverse once it became safe to do so.

GO Fest goes virtual

Like this, just … online. Image Credits: Greg Kumparak

Thrown by Niantic every year since 2017, GO Fest is meant to be an ultra-concentrated version of the Pokémon GO experience. Thousands of players cram into one park, coming together to tackle challenges and capture previously unreleased Pokémon.



from Social – TechCrunch https://ift.tt/2M6aUpA How Niantic evolved Pokémon GO for the year no one could go anywhere Greg Kumparak https://ift.tt/2WOR1FR
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Unpacking Qualtrics’ brand-new S-1 filing

The Exchange is taking a break from vacation to dig into the new Qualtrics S-1 filing. Then the column and newsletter are back on hold until January 4th.

This afternoon, Qualtrics, a software company that helps companies poll their employee base, customers, and others, filed to go public. It’s the second time that the Utah-based unicorn has done so, failing the first time to complete its offering after SAP swooped in and bought it for around $8 billion in cash.


The Exchange explores startups, markets and money. Read it every morning on Extra Crunch, or get The Exchange newsletter every Saturday.


SAP announced in late July of this year that Qualtrics would be spun out via an IPO, bringing the smaller company’s saga full-circle.

The new S-1 filing — you can view the 2018 original here — is a different animal from the first. First, Qualtrics is larger than it was, and older. And its financials are more complex as it extricates itself from its soon-to-be-erstwhile corporate parent.

Qualtrics intends to list on the Nasdaq under the ticker symbol “XM.”

Looking back at my chat with Ryan Smith, then Qualtrics CEO and today its chairman, and Bill McDermott, then SAP’s CEO and today the CEO of ServiceNow, it’s hard to believe that the acquisition deal was only two years ago.

Much has changed since late 2018. Let’s see what happened to Qualtrics in the meantime. We’ll dig into the financials, the company’s implied valuation range — spoiler: it has gone up — and whatever else we can shake loose.

The new Qualtrics S-1

A few things up top. First, SAP will be the company’s controlling shareholder after the Qualtrics’ IPO. That’s early in the S-1 filing. And, Smith and Silver Lake are investing in the company as part of its new debut.



https://ift.tt/37CXSXp Unpacking Qualtrics’ brand-new S-1 filing https://ift.tt/34SxZ5T

How Niantic evolved Pokémon GO for the year no one could go anywhere

Pokémon GO was created to encourage players to explore the world while coordinating impromptu large group gatherings — activities we’ve all been encouraged to avoid since the pandemic began.

And yet, analysts estimate that 2020 was Pokémon GO’s highest-earning year yet.

By twisting some knobs and tweaking variables, Pokémon GO became much easier to play without leaving the house.

Niantic’s approach to 2020 was full of carefully considered changes, and I’ve highlighted many of their key decisions below.

Consider this something of an addendum to the Niantic EC-1 I wrote last year, where I outlined things like the company’s beginnings as a side project within Google, how Pokémon Go began as an April Fools’ joke and the company’s aim to build the platform that powers the AR headsets of the future.

Hit the brakes

On a press call outlining an update Niantic shipped in November, the company put it on no uncertain terms: the roadmap they’d followed over the last ten-or-so months was not the one they started the year with. Their original roadmap included a handful of new features that have yet to see the light of day. They declined to say what those features were of course (presumably because they still hope to launch them once the world is less broken) — but they just didn’t make sense to release right now.

Instead, as any potential end date for the pandemic slipped further into the horizon, the team refocused in Q1 2020 on figuring out ways to adapt what already worked and adjust existing gameplay to let players do more while going out less.

Turning the dials

As its name indicates, GO was never meant to be played while sitting at home. John Hanke’s initial vision for Niantic was focused around finding ways to get people outside and playing together; from its very first prototype, Niantic had players running around a city to take over its virtual equivalent block by block. They’d spent nearly a decade building up a database of real-world locations that would act as in-game points meant to encourage exploration and wandering. Years of development effort went into turning Pokémon GO into more and more of a social game, requiring teamwork and sometimes even flash mob-like meetups for its biggest challenges.

Now it all needed to work from the player’s couch.

The earliest changes were those that were easiest for Niantic to make on-the-fly, but they had dramatic impacts on the way the game actually works.

Some of the changes:

  • Doubling the players “radius” for interacting with in-game gyms, landmarks that players can temporarily take over for their in-game team, earning occupants a bit of in-game currency based on how long they maintain control. This change let more gym battles happen from the couch.
  • Increasing spawn points, generally upping the number of Pokémon you could find at home dramatically.
  • Increasing “incense” effectiveness, which allowed players to use a premium item to encourage even more Pokémon to pop up at home. Niantic phased this change out in October, then quietly reintroduced it in late November. Incense would also last twice as long, making it cheaper for players to use.
  • Allowing steps taken indoors (read: on treadmills) to count toward in-game distance challenges.
  • Players would no longer need to walk long distances to earn entry into the online player-versus-player battle system.
  • Your “buddy” Pokémon (a specially designated Pokémon that you can level up Tamagotchi-style for bonus perks) would now bring you more gifts of items you’d need to play. Pre-pandemic, getting these items meant wandering to the nearby “Pokéstop” landmarks.

By twisting some knobs and tweaking variables, Pokémon GO became much easier to play without leaving the house — but, importantly, these changes avoided anything that might break the game while being just as easy to reverse once it became safe to do so.

GO Fest goes virtual

Like this, just … online. Image Credits: Greg Kumparak

Thrown by Niantic every year since 2017, GO Fest is meant to be an ultra-concentrated version of the Pokémon GO experience. Thousands of players cram into one park, coming together to tackle challenges and capture previously unreleased Pokémon.



from Social – TechCrunch https://ift.tt/2M6aUpA How Niantic evolved Pokémon GO for the year no one could go anywhere Greg Kumparak https://ift.tt/2WOR1FR
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