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Tuesday, December 8, 2020

Xayn is privacy-safe, personalized mobile web search powered by on-device AIs

As TC readers know, the tricky trade-off of the modern web is privacy for convenience. Online tracking is how this ‘great intimacy robbery’ is pulled off. Mass surveillance of what Internet users are looking at underpins Google’s dominant search engine and Facebook’s social empire, to name two of the highest profile ad-funded business models.

TechCrunch’s own corporate overlord, Verizon, also gathers data from a variety of end points — mobile devices, media properties like this one — to power its own ad targeting business.

Countless others rely on obtaining user data to extract some perceived value. Few if any of these businesses are wholly transparent about how much and what sort of private intelligence they’re amassing — or, indeed, exactly what they’re doing with it. But what if the web didn’t have to be like that?

Berlin-based Xayn wants to change this dynamic — starting with personalized but privacy-safe web search on smartphones.

Today it’s launching a search engine app (on Android and iOS) that offers the convenience of personalized results but without the ‘usual’ shoulder surfing. This is possible because the app runs on-device AI models that learn locally. The promise is no data is ever uploaded (though trained AI models themselves can be).

The team behind the app, which is comprised of 30% PhDs, has been working on the core privacy vs convenience problem for some six years (though the company was only founded in 2017); initially as an academic research project — going on to offer an open source framework for masked federated learning, called XayNet. The Xayn app is based on that framework.

They’ve raised some €9.5 million in early stage funding to date — with investment coming from European VC firm Earlybird; Dominik Schiener (Iota co-founder); and the Swedish authentication and payment services company, Thales AB.

Now they’re moving to commercialize their XayNet technology by applying it within a user-facing search app — aiming for what CEO and co-founder, Dr Leif-Nissen Lundbæk bills as a “Zoom”-style business model, in reference to the ubiquitous videoconferencing tool which has both free and paid users.

This means Xayn’s search is not ad-supported. That’s right; you get zero ads in search results.

Instead, the idea is for the consumer app to act as a showcase for a b2b product powered by the same core AI tech. The pitch to business/public sector customers is speedier corporate/internal search without compromising commercial data privacy.

Lundbæk argues businesses are sorely in need of better search tools to (safely) apply to their own data, saying studies have shown that search in general costs around 18% of working time globally. He also cites a study by one city authority that found staff spent 37% of their time at work searching for documents or other digital content.

“It’s a business model that Google has tried but failed to succeed,” he argues, adding: “We are solving not only a problem that normal people have but also that companies have… For them privacy is not a nice to have; it needs to be there otherwise there is no chance of using anything.”

On the consumer side there will also be some premium add-ons headed for the app — so the plan is for it to be a freemium download.

Swipe to nudge the algorithm

One key thing to note is Xayn’s newly launched web search app gives users a say in whether the content they’re seeing is useful to them (or not).

It does this via a Tinder-style swipe right (or left) mechanic that lets users nudge its personalization algorithm in the right direction — starting with a home screen populated with news content (localized by country) but also extending to the search result pages.

The news-focused homescreen is another notable feature. And it sounds like different types of homescreen feeds may be on the premium cards in future.

Another key feature of the app is the ability to toggle personalized search results on or off entirely — just tap the brain icon at the top right to switch the AI off (or back on). Results without the AI running can’t be swiped, except for bookmarking/sharing.

Elsewhere, the app includes a history page which lists searches from the past seven days (by default). The other options offered are: Today, 30 days, or all history (and a bin button to purge searches).

There’s also a ‘Collections’ feature that lets you create and access folders for bookmarks.

As you scroll through search results you can add an item to a Collection by swiping right and selecting the bookmark icon — which then opens a prompt to choose which one to add it to.

The swipe-y interface feels familiar and intuitive, if slightly laggy to load content in the TestFlight beta version TechCrunch checked out ahead of launch.

Swiping left on a piece of content opens a bright pink color-block stamped with a warning ‘x’. Keep going and you’ll send the item vanishing into the ether, presumably seeing fewer like it in future.

Whereas a swipe right affirms a piece of content is useful. This means it stays in the feed, outlined in Xayn green. (Swiping right also reveals the bookmark option and a share button.)

While there are pro-privacy/non-tracking search engines on the market already — such as US-based DuckDuckGo or France’s Qwant — Xayn argues the user experience of such rivals tends to fall short of what you get with a tracking search engine like Google, i.e. in terms of the relevance of search results and thus time spent searching.

Simply put: You probably have to spend more time ‘DDGing’ or ‘Qwanting’ to get the specific answers you need vs Googling — hence the ‘convenience cost’ associated with safeguarding your privacy when web searching.

Xayn’s contention is there’s a third, smarter way of getting to keep your ‘virtual clothes’ on when searching online. This involves implementing AI models that learn on-device and can be combined in a privacy-safe way so that results can be personalized without putting people’s data at risk.

“Privacy is the very fundament… It means that quite like other privacy solutions we track nothing. Nothing is sent to our servers; we don’t store anything of course; we don’t track anything at all. And of course we make sure that any connection that is there is basically secured and doesn’t allow for any tracking at all,” says Lundbæk, explaining the team’s AI-fuelled, decentralized/edge-computing approach.

On-device reranking

Xayn is drawing on a number of search index sources, including (but not solely) Microsoft’s Bing, per Lundbæk, who described this bit of what it’s doing as “relatively similar” to DuckDuckGo (which has its own web crawling bots).

The big difference is that it’s also applying its own reranking algorithms in order generate privacy-safe personalized search results (whereas DDG uses a contextual ads-based business model — looking at simple signals like location and keyword search to target ads without needing to profile users).

The downside to this sort of approach, according to Lundbæk, is users can get flooded with ads — as a consequence of the simpler targeting meaning the business serves more ads to try to increase chances of a click. And loads of ads in search results obviously doesn’t make for a great search experience.

“We get a lot of results on device level and we do some ad hoc indexing — so we build on the device level and on index — and with this ad hoc index we apply our search algorithms in order to filter them, and only present you what is more relevant and filter out everything else,” says Lundbæk, sketching how Xayn works. “Or basically downgrade it a bit… but we also try to keep it fresh and explore and also bump up things where they might not be super relevant for you but it gives you some guarantees that you won’t end up in some kind of bubble.”

Some of what Xayn’s doing is in the arena of federated learning (FL) — a technology Google has been dabbling in in recent years, including pushing a ‘privacy-safe’ proposal for replacing third party tracking cookies. But Xayn argues the tech giant’s interests, as a data business, simply aren’t aligned with cutting off its own access to the user data pipe (even if it were to switch to applying FL to search).

Whereas its interests — as a small, pro-privacy German startup — are markedly different. Ergo, the privacy-preserving technology it’s spent years building has a credible interest in safeguarding people’s data, is the claim.

“At Google there’s actually [fewer] people working on federate learning than in our team,” notes Lundbæk, adding: “We’ve been criticizing TFF [Google-designed TensorFlow Federated] at lot. It is federated learning but it’s not actually doing any encryption at all — and Google has a lot of backdoors in there.

“You have to understand what does Google actually want to do with that? Google wants to replace [tracking] cookies — but especially they want to replace this kind of bumpy thing of asking for user consent. But of course they still want your data. They don’t want to give you any more privacy here; they want to actually — at the end — get your data even easier. And with purely federated learning you actually don’t have a privacy solution.

“You have to do a lot in order to make it privacy preserving. And pure TFF is certainly not that privacy-preserving. So therefore they will use this kind of tech for all the things that are basically in the way of user experience — which is, for example, cookies but I would be extremely surprised if they used it for search directly. And even if they would do that there is a lot of backdoors in their system so it’s pretty easy to actually acquire the data using TFF. So I would say it’s just a nice workaround for them.”

“Data is basically the fundamental business model of Google,” he adds. “So I’m sure that whatever they do is of course a nice step in the right direction… but I think Google is playing a clever role here of kind of moving a bit but not too much.”

So how, then, does Xayn’s reranking algorithm work?

The app runs four AI models per device, combining encrypted AI models of respective devices asynchronously — with homomorphic encryption — into a collective model. A second step entails this collective model being fed back to individual devices to personalize served content, it says. 

The four AI models running on the device are one for natural language processing; one for grouping interests; one for analyzing domain preferences; and one for computing context.

“The knowledge is kept but the data is basically always staying on your device level,” is how Lundbæk puts it.

“We can simply train a lot of different AI models on your phone and decide whether we, for example, combine some of this knowledge or whether it also stays on your device.”

“We have developed a quite complex solution of four different AI models that work in composition with each other,” he goes on, noting that they work to build up “centers of interest and centers of dislikes” per user — again, based on those swipes — which he says “have to be extremely efficient — they have to be moving, basically, also over time and with your interests”.

The more the user interacts with Xayn, the more precise its personalization engine gets as a result of on-device learning — plus the added layer of users being able to get actively involved by swiping to give like/dislike feedback.

The level of personalization is very individually focused — Lundbæk calls it “hyper personalization” — more so than a tracking search engine like Google, which he notes also compares cross-user patterns to determine which results to serve — something he says Xayn absolutely does not do.

Small data, not big data

“We have to focus entirely on one user so we have a ‘small data’ problem, rather than a big data problem,” says Lundbæk. “So we have to learn extremely fast — only from eight to 20 interactions we have to already understand a lot from you. And the crucial thing is of course if you do such a rapid learning then you have to take even more care about filter bubbles — or what is called filter bubbles. We have to prevent the engine going into some kind of biased direction.”

To avoid this echo chamber/filter bubble type effect, the Xayn team has designed the engine to function in two distinct phases which it switches between: Called ‘exploration’ and (more unfortunately) ‘exploitation’ (i.e. just in the sense that it already knows something about the user so can be pretty certain what it serves will be relevant).

“We have to keep fresh and we have to keep exploring things,” he notes — saying that’s why it developed one of the four AIs (a dynamic contextual multi-armed bandit reinforcement learning algorithm for computing context).

Aside from this app infrastructure being designed natively to protect user privacy, Xayn argues there are a bunch of other advantages — such as being able to derive potentially very clear interests signs from individuals; and avoiding the chilling effect that can result from tracking services creeping users out (to the point people they avoid making certain searches in order to prevent them from influencing future results).

“You as the user can decide whether you want the algorithm to learn — whether you want it to show more of this or less of this — by just simply swiping. So it’s extremely easy, so you can train your system very easily,” he argues.

There is potentially a slight downside to this approach, too, though — assuming the algorithm (when on) does some learning by default (i.e in the absence of any life/dislike signals from the user).

This is because it puts the burden on the user to interact (by swiping their feedback) in order to get the best search results out of Xayn. So that’s an active requirement on users, rather than the typical passive background data mining and profiling web users are used to from tech giants like Google (which is, however, horrible for their privacy).

It means there’s an ‘ongoing’ interaction cost to using the app — or at least getting the most relevant results out of it. You might not, for instance, be advised to let a bunch of organic results just scroll past if they’re really not useful but rather actively signal disinterest on each.

For the app to be the most useful it may ultimately pay to carefully weight each item and provide the AI with a utility verdict. (And in a competitive battle for online convenience every little bit of digital friction isn’t going to help.)

Asked about this specifically, Lundbæk told us: “Without swiping the AI only learns from very weak likes but not from dislikes. So the learning takes place (if you turn the AI on) but it’s very slight and does not have a big effect. These conditions are quite dynamic, so from the experience of liking something after having visited a website, patterns are learned. Also, only 1 of the 4 AI models (the domain learning one) learns from pure clicks; the others don’t.”

Xayn does seem alive to the risk of the swiping mechanic resulting in the app feeling arduous. Lundbæk says the team is looking to add “some kind of gamification aspect” in the future — to flip the mechanism from pure friction to “something fun to do”. Though it remains to be seen what they come up with on that front.

There is also inevitably a bit of lag involved in using Xayn vs Google — by merit of the former having to run on-device AI training (whereas Google merely hoovers your data into its cloud where it’s able to process it at super-speeds using dedicated compute hardware, including bespoke chipsets).

“We have been working for over a year on this and the core focus point was bringing it on the street, showing that it works — and of course it is slower than Google,” Lundbæk concedes.

“Google doesn’t need to do any of these [on-device] processes and Google has developed even its own hardware; they developed TPUs exactly for processing this kind of model,” he goes on. “If you compare this kind of hardware it’s pretty impressive that we were even able to bring [Xayn’s on-device AI processing] even on the phone. However of course it’s slower than Google.”

Lundbæk says the team is working on increasing the speed of Xayn. And anticipates further gains as it focuses more on that type of optimization — trailing a version that’s 40x faster than the current iteration.

“It won’t at the end be 40x faster because we will use this also to analyze even more content — to give you can even broader view — but it will be faster over time,” he adds.

On the accuracy of search results vs Google, he argues the latter’s ‘network effect’ competitive advantage — whereby its search reranking benefits from Google having more users — is not unassailable because of what edge AI can achieve working smartly atop ‘small data’.

Though, again, for now Google remains the search standard to beat.

“Right now we compare ourselves, mostly against Bing and DuckDuckGo and so on. Obviously there we get much better results [than compared to Google] but of course Google is the market leader and is using quite some heavy personalization,” he says, when we ask about benchmarking results vs other search engines.

“But the interesting thing is so far Google is not only using personalization but they also use kind of a network effect. PageRank is very much a network effect where the most users they have the better the results get, because they track how often people click on something and bump this also up.

“The interesting effect there is that right now, through AI technology — like for example what we use — the network effect becomes less and less important. So actually I would say that there isn’t really any network effect anymore if you really want to compete with pure AI technology. So therefore we can get almost as relevant results as Google right now and we surely can also, over time, get even better results or competing results. But we are different.”

In our (brief) tests of the beta app Xayn’s search results didn’t obviously disappoint for simple searches (and would presumably improve with use). Though, again, the slight load lag adds a modicum of friction which was instantly obvious compared to the usual search competition.

Not a deal breaker — just a reminder that performance expectations in search are no cake walk (even if you can promise a cookie-free experience).

An opportunity for competition?

“So far Google has so far had the advantage of a network effect — but this network effect gets less and less dominant and you see already more and more alternatives to Google popping up,” Lundbæk argues, suggesting privacy concerns are creating an opportunity for increased competition in the search space.

“It’s not anymore like Facebook or so where there’s one network where everyone has to be. And I think this is actually a nice situation because competition is always good for technical innovations and for also satisfying different customer needs.”

Of course the biggest challenge for any would-be competitor to Google search — which carves itself a marketshare in Europe in excess of 90% — is how to poach (some of) its users.

Lundbæk says the startup has no plans to splash millions on marketing at this point. Indeed, he says they want to grow usage sustainably, with the aim of evolving the product “step by step” with a “tight community” of early adopters — relying on cross-promotion from others in the pro-privacy tech space, as well as reaching out to relevant influencers.

He also reckons there’s enough mainstream media interest in the privacy topic to generate some uplift.

“I think we have such a relevant topic — especially now,” he says. “Because we want to show also not only for ourselves that you can do this for search but we think we show a real nice example that you can do this for any kind of case.

“You don’t always need the so-called ‘best’ big players from the US which are of course getting all of your data, building up profiles. And then you have these small, cute privacy-preserving solutions which don’t use any of this but then offer a bad user experience. So we want to show that this shouldn’t be the status quo anymore — and you should start to build alternatives that are really build on European values.”

And it’s certainly true EU lawmakers are big on tech sovereignty talk these days, even though European consumers mostly continue to embrace big (US) tech.

Perhaps more pertinently, regional data protection requirements are making it increasing challenging to rely on US-based services for processing data. Compliance with the GDPR data protection framework is another factor businesses need to consider. All of which is driving attention onto ‘privacy-preserving’ technologies.

 

Xayn’s team is hoping to be able spread its privacy-preserving gospel to general users by growing the b2b side of the business, according to Lundbæk — so it’s hoping some home use will follow once employees get used to convenient private search via their workplaces, in a small-scale reverse of the business consumerization trend that was powered by modern smartphones (and people bringing their own device to work).

“We these kind of strategies I think we can step by step build up in our communities and spread the word — so we think we don’t even need to really spend millions of euros in marketing campaigns to get more and more users,” he adds.

While Xayn’s initial go-to-market push has been focused on getting the mobile apps out, a desktop version is also planned for Q1 next year.

The challenge there is getting the app to work as a browser extension as the team obviously doesn’t want to build its own browser to house Xayn. tl;dr: Competing with Google search is mountain enough to climb, without trying to go after Chrome (and Firefox, and so on).

“We developed our entire AI in Rust which is a safe language. We are very much driven by security here and safety. The nice thing is it can work everywhere — from embedded systems towards mobile systems, and we can compile into web assembly so it runs also as a browser extension in any kind of browser,” he adds. “Except for Internet Explorer of course.”



https://ift.tt/eA8V8J Xayn is privacy-safe, personalized mobile web search powered by on-device AIs https://ift.tt/3lWt8Gj

Mark Zuckerberg threatened to end Facebook’s UK investment in private 2018 meeting with digital chief, warning over “anti-tech” tone

Round of applause for the Bureau of Investigative Journalism — which fought for two years to obtain details of a closed door meeting between Facebook’s Mark Zuckerberg and the UK secretary of state in charge of digital issues at the time, Matt Hancock (now health secretary).

Freedom of information requests for minutes of the 2018 closed-door meeting between Zuckerberg and Hancock, which took place amist Cambridge Analytica-related tensions, were repeatedly refused by the Department for Digital, Media, Culture and Sport (DCMS).

An order by the UK’s Information Commissioner’s Office finally forced the government to hand them over — with the ICO concluding that transparency and openness are clearly in the public interest where Facebook’s business and CEO is concerned.

Last year the UK government set out an intent to regulate online platforms, publishing its Online Harms White Paper — which proposes to place a legal duty of care on social media platforms to protect users against a range of harms, from bullying to illegal content. Although there’s no sign of a draft law.

The government has only said it will lay one before parliament ‘as soon as possible’. (And this summer refused to commit to doing so next year.)

Additional context specific to Facebook is Zuckerberg repeatedly refused to appear before the UK parliament’s DCMS committee in 2018 to answer questions about online disinformation and the role of Facebook’s ad-targeting tools in the UK’s Brexit referendum — sending a variety of minions in his stead despite multiple requests for face-time.

It’s now clear that Zuckerberg took time to meet privately with Hancock, on the sidelines of the Paris VivaTech conference in late May 2018.

There, according to the minutes obtained by the Bureau, the Facebook CEO accused the UK of having an “anti-tech government” — and joked about making it one of two countries he would not visit. (The other is redacted from the documents but may have been a reference to China.)

Zuckerberg also threatened to pull Facebook’s investment from the UK — saying that while it was the “obvious” place for them to invest in Europe they were now “considering looking elsewhere”.

The tech giant employs thousands of staff at its London base, which is a major engineering hub for the company.

At the start of this year Facebook announced it would add another 1,000 jobs — bringing its total headcount up to 4,000+ in the city. A new HQ it’s preparing in London’s King’s Cross, to consolidate its existing London offices, is intended to house 6,000 staff in total when running at full capacity.

Per the minutes, Hancock responded to Zuckerberg by offering “a new beginning” for the government’s relationship with social media platforms — and offered to change its approach from “threatening regulation to encouraging collaborative working to ensure legislation is proportionate and innovation-friendly”.

He is also said to have sought “increased dialogue” with Zuckerberg — in order to “bring forward the message that he has support from Facebook at the highest level”.

While Zuckerberg is reported to have expressed support for UK policy and its intent to regulate the Internet — but said he was “worried about tone”.

We’ve reached out to DCMS for comment on the meeting and remarks made by its former digital secretary and to ask why it fought disclosure of the information for two years. We’ll update this report with any response.

Around the time Zuckerberg met Hancock Facebook employed around 2,300 staff in the UK. The tech giant signed the lease on the King’s Cross office space in July 2018 — a few months after Zuckerberg’s meeting with Hancock — generating headlines which couched it as a ‘major vote of confidence in the UK capital‘.

Reached for comment on the revelations that Zuckerberg branded the UK “anti-tech” and threatened to pull the plug on its local investments, Facebook sent us this statement — attributed to ‘a spokesperson’:

Facebook has long said we need new regulations to set high standards across the internet. In fact last year Mark Zuckerberg called on governments to establish new rules around harmful content, privacy, data portability, and election integrity. The UK is our largest engineering hub outside of the US and just this year we created 1,000 new roles in the country.

Also responding to the Bureau’s story in a series of tweets today, Damian Collins, the former chair of the DMCS committee said the minutes show Facebook did not like the inquiry; and that Zuckerberg was “determined not to appear as a witness”.

Collins was highly critical of Zuckerberg’s refusal to testify to the UK parliament, issuing a summons for him to do so on May 1, 2018 should he ever deign to step onto UK soil, and publicly lambasting the company for displaying an evasive “pattern of behavior”.

“The context of Mark Zuckerberg’s 2018 meeting with Matt Hancock was that it was two months after the Cambridge Analytica scandal had broken and MZ was refusing our requests for him to appear before [DCMS committee] to discuss it,” Collins tweeted.

“The notes from this meeting clearly show that Mark Zuckerberg was running scared of the DCMS committee investigation on disinformation and fake news and was actively seeking to avoid being questioned by us about what he knew and when about the Cambridge Analytica scandal.”

“It shows how afraid Mark Zuckerberg is of scrutiny that Facebook saw questions about the safety of users data on their platform, and how they worked with Cambridge Analytica as an ‘anti-tech’ agenda,” he added.

Outstanding questions related to the Cambridge Analytica include how much and when Zuckerberg personally knew about the scandal. It has previously emerged that Facebook staff raised internal alerts about Cambridge Analytica’s activity as early as September 2015 — yet the company was not booted off its ad platform until 2018.

A Facebook-instigated post-scandal app audit has also never fully reported findings.

Nor do we know why the tech giant hired the co-founder of the company that sold user data to Cambridge Analytica — around the same time it heard about the ‘sketchy’ company.

Zuckerberg’s question dodging over his personal level of responsibility vis-a-vis the scandal has been highly successful, even as his business empire has faced increased scrutiny and lawmakers around the world have new appetite to regulate the Internet.

The UK’s ICO issue no final report on its own investigation into the data misuse scandal. But in a letter to the DCMS committee in October it confirmed Facebook user data had been transferred to Cambridge Analytica and incorporated into a pre-existing database containing “voter file, demographic and consumer data for US individuals” — with the aim of predicting partisanship to target US voters with political messaging.

The ICO’s investigation did not find any evidence that the Facebook data which was sold to Cambridge Analytica had been used to target voters in the UK’s Brexit Referendum vote.

In its final report for the disinformation inquiry, the DCMS called for Facebook’s business to be investigated — citing competition and data protection concerns.

Last month the UK government announced a plan to set up a “pro-competition” regulator for big tech.

 



from Social – TechCrunch https://ift.tt/eA8V8J Mark Zuckerberg threatened to end Facebook’s UK investment in private 2018 meeting with digital chief, warning over “anti-tech” tone Natasha Lomas https://ift.tt/2VRtX8L
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Used car marketplace Carsome gets $30 million Series D for its Southeast Asia growth plans

Carsome, which bills itself as Southeast Asia’s largest e-commerce platform for used cars, announced it has closed a $30 million Series D. The funding was led by Asia Partners, with participation from returning investors Burda Principal Investments and Ondine Capital.

The startup claims that this is one of the largest “all-equity financings to-date in Southeast Asia’s online automotive industry.” Part of the Series D may be used for mergers and acquisitions to consolidate the company’s supply chain.

Founded five years ago in Malaysia, Carsome’s platform serves both C2C and B2C segments, and ensures quality by conducting inspections before vehicles are listed on its platform. It now has 1,000 employees and claims to transact 70,000 cars on an annualized basis, totaling $600 million.

In a press statement, co-founder and group chief executive officer Eric Cheng said that the company, which now also operates in Indonesia, Thailand and Singapore, doubled its monthly revenue over the past six months, compared to pre-pandemic levels. The company claims that this is partly because more people and businesses are buying their own cars for safety reasons.

While sales of new vehicles have plummeted around the world, used car sales, especially through e-commerce platforms, are recovering more quickly, according to Counterpoint Research. This largely because people want to avoid public transportation and ride-hailing, but also want cheaper options.

Other used car platforms in Southeast Asia include Carro, OLX Autos (formerly called BeliMobilGue) and Carmudi.



https://ift.tt/eA8V8J Used car marketplace Carsome gets $30 million Series D for its Southeast Asia growth plans https://ift.tt/36VKXRz

Dragos raises $110M Series C as demand to secure industrial systems soars

Cybersecurity firm Dragos has raised $110 million in its Series C, almost triple the amount that it raised two years ago in its last round.

Dragos was founded in 2016 to detect and respond to threats facing industrial control systems (ICS), the devices critical to the continued operations of power plants, water and energy supplies, and other critical infrastructure. The company’s threat detection platform — its moneymaker — helps companies with industrial control systems defend against hackers trying to get into important operational systems. Its platform kicks out hackers that could shut down manufacturing lines or control energy supply systems, while its research arm keeps tabs on the hackers that can break into these highly complex and segmented industrial networks in the first place.

The startup’s latest round was led by National Grid Partners and Koch Disruptive Technologies, with both firms adding a member each to Dragos’ board. The round also saw participation from Saudi Aramco Energy Ventures and Hewlett Packard Enterprise, as well as return investors Allegis Cyber, Canaan Partners, DataTribe, Energy Impact Partners and Schweitzer Engineering Labs.

This latest round of funding will help the company with its go-to-market efforts, as well as growing its customer support team with 30 staff and building up its sales and marketing team. Lee said the company’s priority had been to work on its threat platform, and less selling it.

About one-third of the company’s employees work in software engineering to build its threat platform.

Dragos founder and chief executive Robert Lee said the pandemic, which forced vast swathes of the world to work remotely from home under lockdown restrictions, served as a wake-up call for companies with critical infrastructure.

“When you’re talking about critical infrastructure sites and people’s utilities, you need to put your best foot forward on the tech first,” he said.

Many companies were already trying to adapt with the digital age, but Lee said many companies realized they had underinvested in ICS security.

Dragos team picture

A team photo of Dragos employees. Image Credits: Dragos

Based just outside Washington D.C., Dragos now has over 220 employees and will be adding more, close to doubling its headcount since last year, and adding new offices in Melbourne, Dubai and in the United Kingdom.

Lee said the U.K.’s transition out of the European Union would all but ensure that the new U.K. office could not serve as an EU hub for the company, but that it was necessary to “to go where the problems are.”

Another one of those places is Saudi Arabia, one of the world’s largest oil and gas producers, where Dragos has an office and now draws an investment. Saudi oil and gas manufacturing plants have been the target of several cyberattacks, including the Trisis malware in 2017 that shut down one of the kingdom’s biggest petrochemical plants. But the country has faced extensive criticism for its human rights record by international rights groups. Lee said the company works to protect infrastructure that serves civilians and has actively rejected military contracts that would fall afoul of those values. “I don’t want to put asterisks on that mission,” he said.

Lee told TechCrunch that the company has grown at a rapid pace since it was founded four years ago.

“Our goal was never to get acquired,” he said. Echoing remarks he made last year, Lee said that the company’s plan was to continue growing and investing in the problems that Dragos sees — with an eventual goal to take the company public. “But we’re not rushed,” he said.

“The hallmark of Dragos being successful won’t be a successful IPO,” said Lee. “The hallmark will be having validated and built the market large enough that there can be other companies that come behind us serving the other more niche aspects of the ICS market and building out the community, and making sure our infrastructure is safer.”



https://ift.tt/37NI8kX Dragos raises $110M Series C as demand to secure industrial systems soars https://ift.tt/39RzqVx

Making sense of Klarna

Sebastian Siemiatkowski, the co-founder and CEO of Klarna — the Swedish fintech “buy now, pay later” sensation that is currently Europe’s most valuable private tech company — is dismissive of the suggestion that non U.S. companies should relocate to Silicon Valley if they really want to grow.

“We did hear that and I think it’s very poor advice,” he says. An overheated market for tech talent and the fickle nature of employees that are constantly job-hopping, he argues, make it harder to build a company for the long term.

Then he goes further.

“When I went to San Francisco for the first time about 10 years ago, [it] was a magical place. It was the early days of Facebook, there was an amazing vibe. When I go to San Francisco today, it’s changed to become, in my opinion, fairly cold.”

Siemiatkowski, a Swedish national and the son of two immigrants from Poland, is also sceptical of the “American dream.” In contrast to America, he points out how Sweden is among the most successful societies in the world from a social mobility perspective — referencing its free education and free health care, which sets up as many people as possible for success. But there is one caveat: he doesn’t think first-generation immigrants in Sweden do nearly as well as their children.

“We didn’t have a lot of money,” he tells me. “My father was driving a cab, he was unemployed for many years, even though he had basically a doctorate in agronomy. That’s kind of the unfortunate part of this, but that has obviously created a massive amount of hunger with me.”

As second generation success stories go, the rise of Klarna is up there with the best, even if it has already been 15 years in the making.

Backed by the likes of Sequoia, Silverlake, and Atomico, a new $650 million funding round in September gave the company a whopping $10.65 billion valuation — almost double the price achieved a year earlier, cementing its status as a poster child for Europe’s ability to build tech companies valued far above $1 billion. Siemiatkowski still owns an 8.1 percent stake.

Klarna is also, perhaps, even more mythical than a unicorn: a fintech that has been profitable nearly from the get-go. That only changed in 2019, when it decided to incur losses in favor of investing millions trying to conquer the U.S. market, choosing New York and L.A. over San Francisco for its American offices.

The company has been built on the concept of giving consumers a way to buy things online without having to pay for them upfront, and without resorting to a credit card. It does this both by offering online retailer integrations where Klarna appears as an option at check out, and through its own “shopping mall” app, where users can browse all the stores that let you pay with Klarna. On the back of this, the company hopes to foster a bigger financial relationship with its users as a fully-fledged bank.

If a bank is partly about corralling enough users on to your platform to pay money in and out, Klarna is well on its way. Today, the company boasts a registered customer base of 90 million, 11 million of which are in the U.S. In the last year alone, 21 million users were added globally. Klarna’s direct to consumer app, which sits alongside its 200,000 strong merchant point of sale integrations, has 14 million active users globally. Combined, Klarna is processing over 1 million transactions per day through its platform.

Image Credits: Klarna

This growth has continued apace as Klarna rides one macro trend and bucks another: Prompted by the pandemic, e-commerce has gone gangbusters, while, conversely, consumer credit as a whole has been in decline as people are paying down longer-term debt in record numbers. Even before COVID-19, Klarna and other buy now, pay later providers had been successfully picking up the slack created by a credit card market that, in some countries, has been steadily contracting.

Yet with a business model that generates the majority of its revenue by offering consumers short-term credit — and against a backdrop where the idea of easy credit and infinite consumption is increasingly criticised — the fintech giant is not without detractors.

When I mention Klarna to people who work in the European tech industry, the reaction tends to fall into one of three camps: those who reference the company’s “weird” above the line advertising and social media campaigns; those who use the service regularly and talk in terms of guilty pleasures; and those who are outright scornful of the impact on society they perceive Klarna to be making. And it’s true: You can’t help but be suspicious of something that gives consumers the feeling that they can spend money they might not have. And those “Smoooth” ads (below) certainly don’t offer much reassurance.

Delve a little deeper, however, and it becomes clear that the company’s business model can be misunderstood and that the arguments playing out in the media for and against buy now, pay later is only one part of the Klarna story.

In a wide-ranging interview, Siemiatkowski confronts criticisms head on, including that Klarna makes it too easy to get into debt, and that buy now, pay later needs to be regulated. We also discuss Klarna’s business model and the balancing act required to win over consumers and keep merchants onside.

We also learn how, under his watch and as the company began to scale, Klarna missed the next big opportunity in fintech, instead being usurped by Adyen and Stripe. Siemiatkowski also shares what’s next for the company as it ventures further into the world of retail banking after gaining a bank license in 2017.

And, told publicly for the first time, Siemiatkowski reveals how he once sought out PayPal co-founder Max Levchin as an advisor, only to learn a little later that he had started Affirm, one of Klarna’s most direct U.S. competitors and sometimes described by Europeans as a Klarna clone.

But first, let’s go back to the beginning.

Klarna’s first ever transaction took place at 11:06:40 am on April 10, 2005 at a Swedish bookshop called Pocketklubben, according to the abbreviated history published on the company’s website. However, what is made less explicit is that there was likely very little technology involved. The real innovation was a business one, with Klarna’s young and non-technical founders, Sebastian Siemiatkowski, Niklas Adalberth and Victor Jacobsso, taking an old idea and reconfiguring it for the burgeoning e-commerce industry.

By enabling customers that shopped online to be mailed an invoice with 30 days to pay, online shopping could be made easier and safer for consumers, which in turn helped increase sales for retailers.

“The invoicing company”

“When they started, they didn’t position themselves so much as a startup or as a tech company,” recalls Skype founder Niklas Zennström, whose venture capital firm Atomico would eventually become a Klarna investor in 2012. “People referred to them as the invoicing company.”

Today, Klarna is most certainly a tech company, employing 1,300 software engineers out of a staff of over 3,500. The company is now entirely cloud based and with various fully automated processes, from credit risk processing to algorithms in the Klarna shopping app to personalize content for individual consumers to AI/machine learning for 24 hour customer service.

Crucially, however, even this early and rudimentary version of what would become ‘buy now, pay later’ ticked two important boxes. Consumers, especially those who were distrusting of e-commerce, could be sure they’d receive goods before being charged, and if for any reason a product needed to be returned, customers wouldn’t have to wait weeks to be reimbursed as they hadn’t outlaid cash in the first place. Arguably both problems were already solved by credit cards, but in countries like Sweden, credit card take up was low, while the humble debit card doesn’t carry the same consumer protections as a credit card.

“The reason that we were able to launch it and be successful was because we were in a market where debit cards were much more prevalent than credit cards,” says Siemiatkowski. “And most people who have credit cards don’t reflect on the fact that if you have a debit card and you shop online, you face a number of struggles that a credit card holder does not.”

Those “struggles” include tying up your own money for the time it takes to return an item and process a refund. In contrast, when you spend on a credit card, the merchant is effectively holding your credit card company’s money.

“If I am buying some items and feel a bit unsafe about the merchant I’m using, if there’s a credit card, I don’t feel like I’m risking my money. If it’s my salary money you’re actually holding as a merchant for three weeks while you’re processing the return, that’s a problem,” Siemiatkowski argues.

Instead, Klarna would step in and offer to pay the merchant up front while providing customers 30 days to settle their invoice. Later this would be extended to include installments as an option. In return for taking on all of the risk and promising to increase conversions, merchants would give the Swedish upstart a percentage cut of the transactions.

“They wanted to make it really simple by just putting in your name, your Social Security number, and then you can instantaneously get an option to get an invoice sent to you later on. So what it did was remove a lot of friction from buying,” says Zennström.

Meanwhile, the more retailers sold, the more revenue Klarna would generate, all without consumers having to be charged interest on what might otherwise be described as a short-term loan. Pitch perfect, you might think. However, in early 2005 and before the company was incorporated, the concept was stress-tested at a “Shark Tank”-style event held at the Stockholm School of Economics and attended by the King of Sweden. The judging panel, made up of prominent Swedish financiers, were not convinced and Klarna’s invoicing idea came last in the competition. Despite the loss, Siemiatkowski held on to feedback from an unknown member of the audience, who surmised that banks would never launch something similar. Siemiatkowski left undeterred.

Angel investment from a former Erlang Systems sales manager, Jane Walerud, followed and she put Klarna’s founders in contact with a team of developers who helped build the first version of the platform. However, it soon surfaced that there was a misunderstanding in relation to the equity promised and how it should be linked to a longer commitment to the project.

Reflects Siemiatkowski: “One of the drawbacks that we had at the company was that none of the three co-founders had any engineering background; we couldn’t code. We were connected to five engineers that by themselves were amazing engineers, but we had a slight misunderstanding. Their idea was that they were going to come in, build a prototype, ship it, and then leave for 37% of the equity. Our understanding was that they were going to come in, ship it, and if it started scaling they would stay with us and work for a longer period of time. This is the classic mistake that you do as a startup.”

Eventually, the original five engineers quit, leaving Siemiatkowski to manage something he didn’t understand. “We obviously hired a CTO, but I also needed to be able to evaluate his decision making and all of these things in order to be able to assess whether we had the right setup to achieve what we want to achieve,” he says.

Between 2006 and 2008, Klarna continued to grow as more people started shopping online. The company expanded beyond Sweden to neighboring Nordic countries Norway, Finland and Denmark, with a headcount that had reached 120 employees. Even though there were signs of growth, Siemiatkowski says it still took a long time to realise that if Klarna was ever going to be really successful, it needed to fully transform into a tech company.

“We were really good at sales, we were okay at marketing, [and] we were service oriented: we really delivered to our customers. But it wasn’t really that technology driven,” he concedes.

To attract the kind of tech talent required, Siemiatkowski decided he needed to woo a renowned tech investor. Further backing had come in 2007 from Swedish investment firm Investment AB Öresund, but by 2010 the Klarna CEO had two new targets in his sights: Niklas Zennström, the Swedish entrepreneur who had already achieved legend status back home after building and selling Skype, and Sequoia Capital, the Silicon Valley venture capital firm that had invested in Apple, Google and PayPal.

“Part of our thinking about how we make Klarna attractive for people with engineering backgrounds was to get an investor that really had the brand and could kind of put their mark on us and say, ‘this is a tech company,’” says Siemiatkowski.

There is every likelihood that Zennström’s Atomico would have joined Klarna’s cap table in 2010 if it weren’t for a single line of text published on the VC firm’s website, which read something like, “don’t contact us, we’ll contact you.” Europe’s startup ecosystem was still immature and what now seems like aloofness was probably nothing more than a crude way to deter cold pitches from non-venture type businesses. But whatever the intent, it would be another two years before the firm eventually had the opportunity to invest in Klarna at what was almost certainly a much higher valuation.

“That was our loss for being too arrogant,” says Zennström. “Clearly we didn’t pursue them, we didn’t discover them because we didn’t have them on our radar. When we got to know them [two years later], what we liked a lot as a firm was the pain point that they were addressing.

“E-commerce was a relatively low single digit penetration of all retail, but of course growing, and we have always believed that e-commerce is going to continue to grow and become bigger than physical retailers. We thought that if you can remove that friction of the payment, and offer people different payment methods, that’s a really big proposition.”

“I always tease Niklas about it,” admits Siemiatkowski. “They wanted to, you know, keep it exclusive and I get it. So we were like, ‘okay, we can’t get hold of them, so let’s talk to Sequoia instead.’”

However, cold calling Sequoia wasn’t going to cut it either, not only because the firm didn’t generally invest in Europe, but also by Siemiatkowski’s own admission, Klarna didn’t look much like a tech company at the time. Luckily, a mutual contact got wind that Sequoia was on the lookout for interesting companies in the region and Klarna’s name was promptly thrown into the mix.

“Chris [Olsen], who was working at Sequoia at the time, called me, [but] I had this idea that I needed to be hard to catch. So I decided to not call back for three days, which was a very nervous time where I was just sitting on my hands not doing anything,” he said. “It was like, I don’t want to look like I’m too interested in this. Eventually, after three days, I call back and we did an exclusive deal with them, which I don’t recommend companies do.”

In hindsight, the Klarna CEO advises that it’s always smarter to foster competition in a round. As the only show in town, Sequoia invested at a $100 million valuation. “They bought 25 percent of the company and that was kind of it,” he says.


Siemiatkowski believes a company is made up of three things.

The first he calls internal momentum: “How fast are we moving as an organisation? How good are the decisions we are taking? How much are we avoiding [company] politics? How much of a true meritocracy are we?”

The second is profit and loss.

And the third is valuation. In a small company these three things are closely correlated in time, he says, “so if you have great internal momentum, you will instantly see it in your P&L, and then you will instantly see that hopefully in your company valuation as well.”

But in a large company, because of its size, the challenge is that they start to become disconnected. “They’re obviously in the long term always 100% correlated, but in the short term, they can vary a lot,” cautions Siemiatkowski.

Unsurprisingly, fueled by Sequoia’s cash, Klarna continued to grow in 2010, ending the year with $54 million in annual revenue, an increase of 80%. In December 2011, General Atlantic and DST would invest $155 million in a round that gave Klarna the coveted status of a unicorn.

Siemiatkowski says, compared to the company’s subsequent $5.5 billion and $10.65 billion valuations, this is the one that put him under the most self-scrutiny.

“In just one and a half years, we went from $100 million to a $1 billion. And then I felt the pressure,” he tells me. “I felt like we made it such a competitive round because we wanted to compensate for what we saw partially as a mistake with Sequoia that we kind of went too far the other way.”

Klarna finally took Atomico’s money in 2012, and within two years had grown to over 1,000 employees. Along with multiple offices around the globe, the company moved to bigger headquarters in Stockholm and expanded to the U.K. with an office in central London. Yet, somewhere along the way, Siemiatkowski says Klarna had lost internal momentum.

“As the company scaled and we started adding more markets and growing fast, for me as CEO and co-founder, I found that very difficult,” he admits. “As long as we were up to 100 people, I found it easier, I understood how to talk to people, how to get things done, how to develop new products or features and so forth. It was all much less complex, and then we started approaching a couple of hundred people and I felt more and more lost in all of that.

“It was difficult, and at the same point of time, we still had a lot of success because we had built this product that worked really well and there was a lot of momentum coming solely from the product itself.”

Siemiatkowski says that most startups don’t recognize that “once you get the snowball rolling, you can actually do quite a lot of stupid things, and the snowball will continue rolling.”

The Klarna CEO doesn’t say it, but one of those “stupid things” came in 2012 when the startup faced a backlash in its home country. Instead of sending payment instructions in the post, the company had switched to email without considering that messages might go to spam or simply remain unread. This saw customers unintentionally defaulting and then being chased for payment, leading to accusations in the media that Klarna was tricking people so it could generate more revenue through late fees.



https://ift.tt/3mZKh3s Making sense of Klarna https://ift.tt/3n0Klji

Outfund, the revenue-based finance provider for online businesses, raises £37M

Outfund, the revenue-based finance startup that wants to help online businesses fund growth without giving away equity, has raised £37 million in a “late seed” investment. A mixture of debt and equity, the round is led by Fuel Ventures, alongside TMT Investment.

Outfund says it will use the funds to offer larger financing to more businesses, and to invest in new finance products and grow the team. It is also committing to lending £100 million to e-commerce and subscription-based businesses in the next 12 months.

Co-founder and CEO Daniel Lipinski, who previously founded and sold logistics platform ParcelBright, says existing financing solutions for online businesses are far from optimum. “[There’s] organic growth which is slow and cumbersome; bank loans which force directors to give personal guarantees and put their home on the line; or venture capital, where you have to give up control of the business and dilute your shareholding. Sadly, none of these are aligned with company goals of revenue generation and equity retention,” he argues.

To remedy this, Outfund has set out to create a fairer — and better aligned — way for online businesses to grow fast. Based solely on revenues and performance, and targeting businesses that take online payments, Outfund offers between £10,000 and £2 million of funding. Companies must have a minimum of £10,000 monthly turnover and to have been trading for at least six months. Outfund then charges a share of revenue, starting from 5 percent and factoring in projected payback time, although the fee is fixed even if it takes longer to pay back the loan.

To assess risk before deploying funding, the fintech’s algorithm pulls information from multiple data sources to determine how a company is performing. “Outfund uses live data as the backbone of our lending decisions, making us non-biased and fast,” adds the Outfund CEO. “This allows us to provide funding of up to £2 million within 24 hours. And, as we use unfiltered data sources, this helps reduce risk on our side meaning we can provide the cheapest possible fees over the longest possible repayment period”.

On direct competitors, Lipinski cites Canada’s Clearbanc, which recently launched in the U.K. “They are based in Canada, [so] it’s a real challenge for them to provide the speed and responsiveness that a U.K.-based company like Outfund can provide,” he claims. Another relatively new local player is Uncapped.

“Outfund is very different in the market in that we provide one fixed fee from 5% regardless of how you spend the funds. For example, other providers in the space charge an increased fee if you use the funding for stock as opposed to marketing. We are focused on technology to make the best lending decisions and means we can advance the cheapest fixed rates on the market regardless of how you spend it”.



https://ift.tt/eA8V8J Outfund, the revenue-based finance provider for online businesses, raises £37M https://ift.tt/37NS5yC

Monday, December 7, 2020

Lemonade launches its renters insurance in France

Lemonade is launching its renters insurance in France. This is the company’s third European launch after the Netherlands and Germany. Originally from the U.S., Lemonade is now a public company with a current market capitalization close to $4 billion.

Lemonade will compete directly with a local competitor called Luko. Both companies share a lot of similarities. But Luko has already attracted 100,000 customers and just raised $60 million.

https://ift.tt/3oroSAk

Lemonade has optimized its insurance product in different ways. First, it’s supposed to be easier to sign up with Lemonade compared with a legacy insurance company. Second, the company wants to bring back trust by taking a flat fee for its operations.

Premiums are then pooled together and used to pay back claims. If there’s money left at the end of the year, customers can choose to donate to nonprofits. Lemonade is also a certified B-Corp.

But it’s worth noting that other insurance companies try to position themselves as socially responsible, such as MAIF. Insurtech companies aren’t reinventing the wheel on this front.

Third, Lemonade tries to pay you back as quickly as possible after you file a claim.

Chances are you don’t think that much about renters insurance. But it’s a lucrative industry. For instance, home insurance is a legal requirement in France. Due to tenant turnover, there are many opportunities to jump in and convince customers to switch to Lemonade when people move to a new place.

Let’s see how the fight between Lemonade and Luko plays out in France.



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E-commerce fulfillment platform Shippit raises $22.2 million led by Tiger Global

Shippit, a Sydney, Australia-based e-commerce logistics platform, will expand in Southeast Asia after closing a $30 million AUD (about $22.2 million USD) Series B led by Tiger Global, with participation from Jason Lenga. Founded in 2014, Shippit’s technology automates tasks related to order fulfillment, including finding the best carrier for an order, tracking packages and handling returns.

The company’s Series B, which brings its total raised since 2017 to $41 million AUD, will be used to expand in Southeast Asia and double its total team by hiring 100 new people, including 50 software developers.

Shippit says it currently handles five million deliveries a month in Australia from thousands of retailers, including Sephora, Target, Big W and Temple & Webster. The company launched in Singapore in May, followed by Malaysia in August.

“Southeast Asia is predicted to be the world’s largest e-commerce market in the next five years, and the addressable market for us in Southeast Asia alone is already five times the size of Australia and twice the size of the U.S.,” co-founder and co-chief executive officer William On told TechCrunch.

Shippit is considering expansion into the Philippines and Indonesia, too, and expects its Southeast Asian business to grow 100% year-over-year for the next three years at minimum.

Shippit’s Australian operations have also seen a threefold incraese in delivery volumes over the past twelve months, On added.

The increase in online sales combined with instability in the supply and logistics chain during COVID-19 has highlighted the importance of software like Shippit. E-commerce in the Asia-Pacific was already growing quickly before the pandemic hit, with Forrester forecasting online retail sales in the region to grow from $1.5 trillion in 2019 to $2.5 trillion in 2024, at a compound annual growth rate of 11.3%.

Other startups in the same space include ShipStation, EasyShip and Shippo. Shippit’s competitive strategy is to make online fulfillment as simple as possible for merchants, On said, with features like allowing the integration of online shopping carts with its allocation engine, which automatically picks the best carrier option for an order.



https://ift.tt/eA8V8J E-commerce fulfillment platform Shippit raises $22.2 million led by Tiger Global https://ift.tt/3gmLv66

Getsafe, the European digital-first insurance startup, scores $30M Series B

Getsafe, the digital-first insurance startup that initially launched with an app for home contents insurance, has closed $30 million in Series B funding.

Swiss Re, the reinsurer giant, led the round. Existing investors, including Earlybird and CommerzVentures, also participated. Getsafe has raised a total of $53 million to date since being founded in May 2015.

The company says it plans to extend its Series B funding with a second tranche to be closed ahead of the company launching products powered by its own insurance licence, scheduled for the first half of 2021.

Pitching itself as a digital insurer aimed at millennials, Getsafe’s first product offers flexible home contents insurance, along with other “modules,” such as personal possessions cover (which insures possessions out of home) and accidental damage cover. Available in the U.K. and Germany and delivered via an easy to use app, the idea is that you build and only pay for the exact cover you need.

Co-founder and CEO Christian Wiens tells me Getsafe currently has 150,000 active customers and that 90 percent of Getsafe users buy insurance for the first time. “We sell more policies to first-time insurance buyers in Germany than incumbents like Allianz, Axa, Zurich, etc,” he says.

Asked why Getsafe is moving to its own insurance license, Wiens says it will enable the insurtech to innovate with new products faster. “It’s better to have an insurance license, acting as a broker creates no innovation,” he says, adding that insurance is a “marathon” and a long term play.

“We hoped to navigate regulation faster and be able to use more existing software, but needed to build most tech from the ground up,” says Wiens.

Meanwhile, the new partnership between Getsafe and Swiss Re is already bearing fruit. Last month, the pair launched digital car insurance optimised for smartphones. “With just a few clicks, users can purchase insurance with the Getsafe app, file a claim, and manage their policy in real time”.

“You can cancel or discontinue the coverage any time e.g. if you don’t use the car in winter months or during summer holidays, just switch it off,” explains the Getsafe CEO.

You can also add up to five co-drivers to your coverage for free in the app. “In 2021, we plan to test driving behaviour based pricing,” adds Wiens. “We [will] track your driving with the app and you save money if you drive safely”.



https://ift.tt/eA8V8J Getsafe, the European digital-first insurance startup, scores $30M Series B https://ift.tt/39XkXHH

Fitness startup Aarmy reinvents itself for a remote fitness world

Like a lot of startups, Aarmy faced some big challenges when the pandemic forced widespread shutdowns in March.

Up until then, Aarmy was offering in-person fitness classes from its locations in New York and Los Angeles. Trey Laird, who founded the startup with trainers Akin Akman (chief fitness officer) and Angela Manuel-Davis (chief motivation officer), told me that within 48 hours, the strategy shifted online, starting with fitness classes via Instagram Live — something it continues to offer, while also launching a digital subscription program over the summer.

The startup is backed by celebrity investors including Jay-Z, Chris Paul and Karlie Kloss, as well as firms like Mousse Partners, Valia Ventures, Pendulum and Wilshire Lane Partners. Laird said that the team always planned to launch an online business, with a few physical locations serving as “content engines.” The pandemic just accelerated those plans.

“What changed is, we thought we had time to perfect everything,” Akman said. “[Once the pandemic hit,] we didn’t have time to have all these in-depth conversations, we didn’t have time to wait. We wanted to get out there.”

An Aarmy subscription costs $35 a month, or $350 a year, offering access to a full digital library, including live sessions with Aarmy trainers, with 20 new practice sessions uploaded every week. The company says it already has “thousands” of paying subscribers, with a conversion rate of more than 70% from its free trial, and an 88% retention rate overall.

Manuel-Davis acknowledged that Aarmy’s coaches have had to rethink their approach, particularly since they can’t shoot themselves “in a room with 60 people” as originally planned. Now they have to provide all of the energy themselves, and they need to be “super intentional” about planning their sessions, rather than simply responding to the activity of the athletes in the room.

Beyond the classes, Aarmy has also launched an apparel business, selling a variety of fitness gear on its own website and via Net-a-Porter. In fact, the company says this side of the business has already brought in $450,000 in sales.

Akin described the overall Aarmy strategy as one that’s as much about mental conditioning as it is about physical fitness — which he argued has been well-suited to the pandemic era, when so many people are struggling with feelings of depression, isolation and the sense that they’re “victims of circumstance.”

Laird added, “For a brand where the inspiration and the mental strength and finding that inspiration is as important as the actual movement or actual workout, it’s been the perfect time. It’s presented a great opportunity to connect with people around the world and show what differentiates us.”



https://ift.tt/eA8V8J Fitness startup Aarmy reinvents itself for a remote fitness world https://ift.tt/2VSwSxY

Uber sells self-driving unit Uber ATG in deal that will push Aurora’s valuation to $10B

Aurora Innovation, the autonomous vehicle startup backed by Sequoia Capital and Amazon, has reached an agreement with Uber to buy the ride-hailing firm’s self-driving unit in a complex deal that will value the combined company at $10 billion.

Aurora is not paying cash for Uber ATG, a company that was valued at $7.25 billion following a $1 billion investment last year from Toyota, DENSO and SoftBank’s Vision Fund. Instead, Uber is handing over its equity in ATG and investing $400 million into Aurora, which will give it a 26% stake in the combined company, according to a filing with the U.S. Securities and Exchange Commission. (As a refresher, Uber held an 86.2% stake (on a fully diluted basis) in Uber ATG, according to filings with the SEC. Uber ATG’s investors held a combined stake of 13.8% in the company.) Shareholders in Uber ATG will now become minority shareholders of Aurora. Notably, once the deal closes, Uber together with existing ATG investors and the ATG employees who continue their employment with Aurora are expected to collectively hold about 40% interest in Aurora on a fully diluted basis.

Uber CEO Dara Khosrowshahi will take a board seat in the newly expanded Aurora.

Aurora, which was founded in 2017, is focused on building the full self-driving stack, the underlying technology that will allow vehicles to navigate highways and city streets without a human driver behind the wheel. Aurora has attracted attention and investment from high-profile venture firms, management firms and corporations such as Greylock Partners, Sequoia Capital,  Amazon and T. Rowe Price, in part because of its founders Sterling Anderson, Drew Bagnell and Chris Urmson, all of whom are veterans of the autonomous vehicle industry.

Urmson led the former Google self-driving project before it spun out to become the Alphabet business Waymo. Anderson is best known for leading the development and launch of the Tesla Model X and the automaker’s Autopilot program. Bagnell, an associate professor at Carnegie Mellon, helped launch Uber’s efforts in autonomy, ultimately heading the autonomy and perception team at the Advanced Technologies Center in Pittsburgh.

Aurora plans to bring autonomous trucks to market first. However, Urmson has maintained that the company is still pursuing other applications of its self-driving stack such as robotaxis. The deal with Uber ATG provides Aurora with talent and operational facilities. But it delivers on two other important areas: relationships with Uber ATG investors, specifically Toyota, as well as a partnership with Uber that will give it access to its vast ride-hailing platform.

“The way we want to build this company has been with this mindset of let’s build it to scale — let’s create an environment where people can do their best work,” Urmson said in an interview Monday. “And then let’s go look for great teams and bring them in. It’s one way to get a combination of talent and technology, and in this case, also relationships.”

The announcement, which confirms TechCrunch’s reporting in November, marks the beginning of what promises to be a huge undertaking to merge Uber ATG, a 1,200-person business unit with operations in Pittsburgh, San Francisco and Toronto with its smaller competitor.

It’s not clear if all Uber ATG employees will be folded into Aurora, which has 600-person workforce and operations in San Francisco Bay Area, Pittsburgh, Texas and Bozeman, Montana. At least one executive — Uber ATG CEO Eric Meyhofer — will not be joining the company.

Urmson emphasized that work to integrate the companies and their technology will begin without haste.

“One of the most fun things we’ll be doing over the next 60 days is bringing the two teams together,” Urmson said. “And then kind of dispassionately looking at what is the technology that accelerates our first product to market and then amplifying that — whether it’s from the existing Aurora team or to the new Aurora team — and pushing that forward, whether it’s ideas or code or bits of hardware together to accelerate our time to market.”

The company plans to assess the workforce and technology as quickly as possible, Urmson said.

Uber’s AV history

For Uber, the deal marks one of the last expensive pursuits that it had yet to either spin or sell off as the company narrowed in on its core businesses of ride-hailing and delivery. In the past year, Uber has dumped shared micromobility unit Jump, sold a stake in its growing but still unprofitable logistics arm, Uber Freight and acquired Postmates. Uber is also reportedly in talks to sell off its autonomous air taxi business Uber Elevate.

Uber ATG was one of those businesses that promised financial benefits in the long term, but delivered lots of pain, controversy and upfront costs since almost the moment it was created.

In early 2015, Uber kicked off its pursuit of autonomous vehicles when it announced a strategic partnership with Carnegie Mellon University’s National Robotics Center. The agreement to work on developing driverless car technology resulted in Uber poaching dozens of NREC researchers and scientists. A year later, Uber acquired a self-driving truck startup called Otto, a startup founded by one of Google’s star engineers, Anthony Levandowski, along with three other Google veterans: Lior Ron, Claire Delaunay and Don Burnette.

Two months after the acquisition, Google made two arbitration demands against Levandowski and Ron. Uber wasn’t a party to either arbitration. While the arbitrations played out, Waymo separately filed a lawsuit against Uber in February 2017 for trade secret theft and patent infringement. Waymo alleged in the suit, which went to trial but ended in a settlement in 2018, that Levandowski stole trade secrets, which were then used by Uber.

With the trial over, Uber pressed on, but almost immediately was involved in another deadlier controversy when one of its autonomous test vehicles — which had a human safety driver behind the wheel — struck and killed a pedestrian in March 2018. The entire industry took pause and Uber halted all testing.

Uber spun out Uber ATG in spring 2019 after closing $1 billion in funding from Toyota, auto parts maker Denso and SoftBank’s Vision Fund. Even with the spin off, Uber still faced a costly enterprise. Uber reported in November that ATG and “other technologies” (which includes Uber Elevate) had a net loss of $303 million in the nine months that ended September 30, 2020. In its S-1 document, Uber said it incurred $457 million of research and development expenses for its ATG and “other Technology Programs” initiatives.

What Aurora values

Despite the trail of problems that have plagued Uber ATG, Urmson insists that the company has the talent and some interesting technology that makes it a worthy asset.

“Some of the work they’ve been doing in designing their next-generation hardware for the vehicles is exciting and interesting,” he said. “On the software side, they have really cool stuff in prediction, and how they’ve combined prediction and the perception system together.”

Others close to the deal said Uber ATG has valuable and talented mid-level and low-level engineers, making the acquisition particularly appealing to Aurora.

This is not Aurora’s first acquisition, although it is certainly its largest and most complex. In 2019, Aurora acquired Blackmore, a Bozeman, Montana-based lidar company, and simulation startup 7D Labs. Aurora has touted its  “no jerks” policy and its company culture, which is now about to absorb hundreds of new people.

Post-merger integrations can take months, even years, which can in turn slow down technological or operational progress. Urmson thinks differently.

“If anything, this accelerates our objectives,” he said.



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Quell raises $3M to turn home fitness into a game

Do people want their at-home fitness to come in video-game form? The incredible popularity of games like Ring Fit Adventure suggests yes.

London-based startup Quell thinks it’s just the beginning for this genre, and they’ve raised a $3 million seed round to help prove it.

At the core of Quell’s gameplay is the “Gauntlet” — a harness, of sorts, that the player slips on to control Quell’s games. As players punch and dodge their way through the world, Gauntlet’s built-in sensors measure things like punch speed and accuracy, while customizable resistance bands keep things challenging.

We initially wrote about Quell back in August, and named it as one of our top startups from the Y Combinator S20 Demo Day.

Investors in this round include Twitch co-founders Kevin Lin and Emmett Shear, AngelList founder Naval Ravikant, WikiHow founder Josh Hannah, TenCent, Khosla Ventures, Heartcore, Social Impact Capital and JamJar Investments. Quell co-founder Doug Stidolph tells me they were initially raising at a valuation of $10 million; by the time they’d closed the final investors in this round, the valuation had increased to $15 million. The company also recently closed a Kickstarter campaign, where it raised £501,341 (around $670,000 USD) from nearly 3,000 backers. With the ongoing pandemic making it scarier and riskier to hit the gym (if your state/county even allows it), interest and demand for home fitness options will just keep going up.

Image Credits: Quell

Quell’s hardware and games are initially being built to work with PC, Mac and mobile devices. That means no console support at first — a bummer, as a big ol’ TV seems like the ideal display for games like this, and consoles are probably the most user-friendly way of getting it there. It’s something the company says it has on its roadmap to hopefully tackle in the future, but the added cost/complexity of the console hardware approval process was a bit too much to take on at launch.

Meanwhile, Quell is building out its own in-house game studio, hiring folks like Peter Cornelius (formerly lead producer at the developer-centric gaming tech company Improbable) as Game Production director. One of the main goals, Quell co-founder Cameron Brookhouse tells me, is to build games that get the player exercising while still being deeply immersive; they want the gameplay to encourage movement intuitively, rather than tossing up prompts that say something like, “OK! Time for jumping jacks!”

The Quell team tells me they expect their first hardware to ship by the end of 2021. They’re currently working on transitioning their prototypes into production, figuring out how to do things like make it easier to adjust resistance or swap the Gauntlet from user to user, and to increase the number of different exercises its sensors can detect and gamify.



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