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Thursday, December 10, 2020

Hibob raises $70M for its new take on human resources

Productivity software has been getting a major re-examination this year, and human resources platforms — used for hiring, firing, paying, and managing employees — have been no exception. Today, one of the startups that’s built what it believes is the next generation of how HR should and will work is announcing a big fundraise, underscoring its own growth and the focus on the category.

Hibob, the startup behind the HR platform that goes by the name of “bob” (the company name is pronounced, “Hi, Bob!”), has picked up $70 million in funding at a valuation that reliable sources close to the company tell us is around $500 million.

“Our mission is to modernize HR technology,” said Ronni Zehavi, Hibob’s CEO, who cofounded the company with Israel David. “We are a people management platform for how people work today. Whether that’s remotely or physically collaborative, our customers face challenges with work. We believe that the HR platforms of the future will not be clunky systems, annoying, giant platforms. We believe it should be different. We are a system of engagement rather than record.”

The Series B is being led by SEEK and Israel Growth Partners, with participation also from Bessemer Venture Partners, Battery Ventures, Eight Roads Ventures, Arbor Ventures, Presidio Ventures, Entree Capital, Cerca Partners, and Perpetual Partners, the same group that also backed Hibob in its last round (a Series A extension) in 2019. It has raised $124 million to date.

The company has its roots in Israel but these days describes its headquarters as London and New York, and the funding comes on the back of strong growth in multiple markets. In an interview, Zehavi said that Hibob specialises in the mid-market customers and says that it has over 1,000 of them currently on its books across the U.S., Europe and Asia, including Monzo, Revolut, Happy Socks, Ironsource, Receipt Bank, Fiverr, Gong, and VaynerMedia. In the last year Hibob has had “triple digit” year-on-year growth (it didn’t specify what those digits are).

Human resources has never been at the more glamorous end of how a company works, and it can sometimes even be looked on with some disdain. However HR has found itself in a new spotlight in 2020, the year when every company — whether one based around people sitting at desks or in more interactive and active environments — had to change how it worked.

That might have involved sending everyone home to sign in from offices possibly made out of corners of bedrooms or kitchens, or that might have involved a vastly different set of practices in terms of when and where workers showed up and how they interacted with people once they did. But regardless of the implementations, they all involved a team of people who needed to be linked together and still feeling connected and managed; and sometimes hired, furloughed, or let go.

That focus has started to reveal the strains of how some legacy systems worked, with older systems built to consider little more than creating an employee identity number that could then be tracked for payroll and other purposes.

Hibob — Zehavi said they chose the name after the person who owned the bob.com domain wanted too much to sell it, but they liked bob for the actual product — takes an approach from the ground up that is in line with how many people work today, balancing different software and apps depending on what they are doing, and linking them up by way of integrations: its own includes Slack, Microsoft Teams, and Mercer and other packages that are popular with HR departments. 

While it covers all of the necessary HR bases like payroll and further compensation, onboarding, managing time off, and benefits, it further brings in a variety of other features that help build out bigger profiles of users, such as performance and culture, with the ability for peers, managers and workers themselves to provide feedback to enhance their own engagement with the company, and for the company to have a better idea of how they are fitting into the organization, and what might need more attention in the future.

That then links into a bigger organizational chart and conceptual charts that highlight strong performers, those who are possible flight risks, those who are leaders and so on. While there have been a number of others in the HR world that have built standalone apps that cover some of these features (for example, 15five was early to spot the value of a platform that made it much easier to set goals and provide feedback), what’s notable here is how they are all folded into one system together.

[gallery ids="2085416,2085417,2085418,2085419"]

The end effect, as you can see here, looks less like word salad and more interactive, graphic interfaces that are presumably a lot more enjoyable and at least easier to use for HR people themselves.

The importance for investors has been that the product and the startup has identified the opportunity, but has delivered not just more engagement, but a strong piece of software that still provides the essentials.

“This is certainly not a Workday,” said Adam Fisher, a partner at Bessemer, in an interview. “Our overall thesis has been that HR is only growing in importance. And while engagement is super important, that opportunity is not enough to create the market.”

The end result is a platform that has a significant shot at building in even more over time. For example, another large area that has been seeing traction in the world of enterprise and B2B software is employee training. Specifically, enterprise learning systems are creating another way to help keep people not only speed on important aspects of how the work, but also engaged at a time when connections are under strain.

“Training, a SuccessFactors-style offering, is definitely in our roadmap,” said Zehavi, who noted they are adding new features all the time. The latest has been compensation, sometimes known as merit increase cycles. “That is a very complex issue and requires deeper integrations finance and and the CFO’s office. We streamlined it and made it easy to use. We launched two months ago and it’s on fire. After learning and development the are other modules also down the road.”



https://ift.tt/eA8V8J Hibob raises $70M for its new take on human resources https://ift.tt/3gyaG5L

Infra.Market raises $20 million for its B2B marketplace in India

A startup that is improving the way construction and real estate companies in India procure materials and handle logistics for their projects has received the backing of three new investors.

Mumbai-headquartered Infra.Market said on Thursday it has raised $20 million in a Series B financing round. The round was led by Evolvence India Fund, Sistema Asia Fund and Foundamental, while existing investors Accel, Tiger Global and Nexus also participated. The four-year-old startup has raised about $50 million to date.

Infra.Market helps small businesses such as manufacturers of paints and cements improve the quality of their production and meet various compliances. The startup adds its load cells to the manufacturing facilities of these small businesses to ensure there is no lapse in quality, and also helps them work with other businesses that can provide them with better raw material and provide guidance on pricing. It also works closely with businesses to ensure that their deliveries are made on time.

These improvements, explained co-founder Souvik Sengupta, help small manufacturers land larger clients that have higher expectations from the businesses with which they engage.

“We are bringing a service layer to these small manufacturers, enabling them to grow their business. We don’t own the asset and are creating private label brands,” he said in an interview with TechCrunch. Infra.Market today works with more than 170 small manufacturers and counts the vast majority of major construction and real estate companies such as giants Larsen & Toubro, Tata Projects and Ashoka Buildcon as its clients. Sengupta said the startup sells to more than 400 large clients and 3,000 small retailers.

Sengupta said the startup was on track to hit the ARR (annual recurring revenue) of $100 million before the pandemic, which for at least two months nearly cut its business in half. But the startup has picked up pace again, and is now on track to hit the ARR of $180 million. The startup aims to grow this figure to $300 million by March next year.

Infra.Market is also enabling small manufacturers to reach customers outside of India. Some of its clients are in Bangladesh, Malaysia, Singapore and Dubai. Sengupta said Infra.Market will deploy the fresh funds to expand to more markets as well as deepen its penetration in smaller Indian cities and towns. International markets today account for 10% of the revenue Infra.Market clocks.

“As an enabler to this sector, Infra.Market has emerged as one of the most disruptive companies through pioneering technological innovation in the procurement and distribution of building materials catering to the infrastructure and construction industry by improving logistics, financing, procurement and project management of large scale projects in key markets across India. The company has very quickly demonstrated remarkable growth backed by a solid business model and deep sector domain knowledge of its founders and management team,” said Rohit Batra, partner at Evolvence India, in a statement.

The startup, which today runs about half a dozen private label brands, also plans to expand to more categories such as electrical items, Sengupta said.

Sumit Jain, senior partner at Sistema Asia Fund, said Infra.Market is increasingly serving as an important institution in the context of India’s bounce-back in the post-COVID world.



https://ift.tt/eA8V8J Infra.Market raises $20 million for its B2B marketplace in India https://ift.tt/3gE2tNx

As Next Insurance makes its first acquisition, insurtech looks energetic

Next Insurance, a startup that competes in the small business (SMB) insurance market, announced this morning that it has acquired its first company.

Purchasing Juniper Labs will help the unicorn boost its in-house data science team, and the smaller firm’s predictive analytics technology may be applied across the acquiring company’s portfolio of insurance products.

Next Insurance raised $250 million earlier this year at a valuation of $2 billion, making it one of the richest startups to compete in the broad insurtech niche.

After speaking with Next about its acquisition and digging into its economics and recent growth, The Exchange also examined Getsafe’s recent round (European digital insurance startup), took a look at NOW Insurance’s latest investment (commercial insurance startup) and asked Noyo’s Shannon Goggin to fill us in about the insurtech VC startup market itself, given that her health insurance API company just raised its Series A.


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


The combined picture that appears is one of an active market, likely accelerated by the IPOs of insurtech unicorns Lemonade and Root, Hippo’s latest megaround and Metromile’s impending public debut via a blank-check company.

Adding to the snapshot of bustling activity, TechCrunch recently explored funding trends in the insurtech sector, which is on track for a record year of venture rounds and venture dollars, provided that the fourth quarter comes close to the year’s average through the third quarter.

There are some concerns, including accounting shakeups at some leading insurtech players as they change cede premiums, the result of which is smaller revenues and stronger margins. How investors will weigh their new economic profiles is not yet clear.

Let’s dig into Next Insurance and then collate a few other recent data points to expand our understanding of one of startup land’s most interesting genres.

Next Insurance and friends

Next Insurance announced its Series D in September of this year, adding $250 million to its accounts at a valuation described by Crunchbase News as more than $2 billion. What stood out about the round at the time was not that it was so very large, but that it was the second time in less than a year that the company had announced a $250 million round. Its Series C was detailed in October of 2019 and was also worth a quarter billion dollars.



https://ift.tt/3hBN9RE As Next Insurance makes its first acquisition, insurtech looks energetic https://ift.tt/39YuC0l

Fairmarkit lands $30M Series B to modernize procurement

As the pandemic has raged on, it has shined a spotlight on the importance of procurement, especially in certain sectors. Fairmarkit, a Boston startup, is working to bring a modern digital procurement system to the enterprise. Today, the company announced a $30 million Series B.

GGV Capital and Insight Partners led the round with help from existing investors 1984 VC, NewStack and NewFund. Today’s investment brings the total raised to $42 million, according to the company.

Fairmarkit wants to replace large procurement software systems from companies like Oracle and SAP that have been around for decades, says company co-founder and CEO Kevin Frechette. When he looked around a couple of years ago, he saw a space fully of these legacy vendors and ripe for disruption.

What’s more, he says that these systems have been designed to track only the biggest purchases over $500,000 or $1 million. Anything under that is what’s known as tail spend. “So procurement really focuses on companies’ biggest purchases, say things over a million, but anything under that size just gets forgotten about and neglected. It’s called tail spend, and it’s still 80% of what they buy, 80% of their vendors and 20% of the budget,” he told me.

This spending accounts for billions of dollars, yet Frechette says, it has lacked a good tracking system. He saw an opportunity, and he and his co-founders built a solution. Its first customer was the MBTA, Boston’s mass transit system (a system that could use all the help it can get in terms getting more efficient). Today the company has more than 50 customers across a variety of industries.

The system acts as a marketplace for vendors and a central buying system for customers where they can find goods and services at this price point below $1 million. It imports a customer’s vendor data, and then combines this with other data to build a huge database of buying information. From that, they can determine what a customer needs and using AI, find the best prices for a particular order.

Frechette says this not only provides a way to save money — he says customers have been able to cut purchase costs by 10% with his system — it also provides a way to surface diverse vendors, whether that’s businesses owned by women, people of color, veterans, local business or however you define that.

He says too often what happens is that these deals aren’t put under typical procurement department scrutiny and they just get passed through, but Fairmarkit helps surface these companies and give them a shot at the business. “So because the core of our technology is a vendor recommendation engine […], we can help to invite those diverse vendors and really just give them a fair shot,” he said.

The company started the year with 40 employees and have added 30 since. The plan is to double that number next year, and as they do, they want to reflect the diversity they are able to surface in the service in the company’s employees.

“It’s really just keeping it at the forefront. We want to make sure that we’re not just doing surveys around how we are doing for diversity and inclusion, but we’re putting programs in place to help out with it. It’s something I’m very very passionate about because it’s been such a sticking point as well on how we’re helping diverse vendors,” he said.

Frechette says that he has managed to grow the company and build a culture in spite of the pandemic not allowing employees to come into an office. He doesn’t see a world where the office will be a requirement in the future.

“We’ve hit an inflection point this year where there’s no world where we need everyone to be in an office […], which once again only helps to accelerate our business because we’re not constricted by everyone in this one small [geographical] sector. We can operate across the board [from anywhere],” he said.



https://ift.tt/eA8V8J Fairmarkit lands $30M Series B to modernize procurement https://ift.tt/3gGzfha

Pinterest adds favorites, notes and a new toolbar after increased use of boards during pandemic

Pinterest today is adding a few new features — notes, favorites and a board toolbar — aimed at helping those who use their boards for making lists of gift ideas, or who have a hard time navigating and sorting through boards with a larger number of items. The additions follow a blowout third quarter for the social platform which benefited from the increases in screen time during the Covid-19 pandemic, which kept people indoors to shop, socialize, and plan online.

According to Pinterest, there’s been a 35% increase in the number of monthly boards created during the last six months, and a 30% increase in the number of collaborative boards.

To make it easier for those who are using boards to remind them of things to try or — as the holidays roll out — buy as gifts, a new “Notes to self” feature could be useful. This allows users to add private notes to their Pins on either their public or private boards, including on boards where they’re collaborating with others. This feature is interesting because it could also serve as a rudimentary communication system between multiple parties who are working on projects together, where resources are organized on Pinterest’s platform.

Image Credits: Pinterest

Connecting Pinterest users with a broader audience is something the company has been experimenting with, as of late. As we reported in November, Pinterest has been testing an online events feature that allows influencers and creators to use the platform to host classes, organize class materials, and group chat with attendees. A “notes” feature was part of this test, as well.

Another new addition rolling out today is a board toolbar designed for active boards with over 150 Pins. The toolbar makes it easier to sort through the Pins by offering to connect users to actions that can be taken on board. This includes things like organizing the board, creating to-do’s, or exploring more ideas that are related to the Pins.

Image Credits: Pinterest

Similarly, a board favorites feature is being launched today to help users better organize boards that have many Pins. Though it doesn’t require a large board to work, the feature could help to surface a user’s top Pins from a larger list of items. To mark a Pin as a favorite, you’ll just use the star icon on the board toolbar.

Pinterest says the features were built with user feedback and none of the new additions will be used for ad targeting. A three features are available globally and will roll out across all platforms, starting today.



from Social – TechCrunch https://ift.tt/33XQPIo Pinterest adds favorites, notes and a new toolbar after increased use of boards during pandemic Sarah Perez https://ift.tt/3qIWTOw
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UserLeap raises $16 million to bring better qualitative data to PMs

Product managers can only be successful if they can make effective use of both quantitative and qualitative data. But mapping the former to the latter, and collecting high-quality data, is a huge challenge to organizations looking to rapidly productize and innovate.

UserLeap, a company founded by serial product manager Ryan Glasgow, thinks it has found a better way, and so do its investors. The company today announced the close of a $16 million Series A financing led by Accel (Dan Levine led the round), with participation from angels like Elad Gil, Dylan Field, Ben Porterfield, Akshay Kothari, Jack Altman, and Bobby Lo.

One of the main challenges of rapid product development is that the ratio of quantitative data to qualitative data isn’t equal. It can take weeks or even months to get results from user surveys, and that’s only if users actually respond. According to UserLeap, the average response rate for email surveys is between 3 percent and 5 percent. To add to the headache, PMs and data teams usually have to parse that information and organize it manually.

UserLeap offers product teams the ability to put a short line of code into their product that then delivers contextual micro-surveys to users right within the product. The company says that these micro-surveys usually see a 20 percent to 30 percent response rate, and sometimes that even pops all the way to 90 percent.

Plus, the UserLeap dashboard processes the natural language from respondents and organizes the data. For example, if one user references price and another references cost, those responses are grouped together.

Because the surveys are built right into the product and targeted to a specific action or flow, and because the data is parsed and automatically sorted, product teams usually have access to this data within a few hours.

UserLeap charges based on the number of end users tracked, plus the number of surveys sent out per month, offering tiers for those surveys in groupings of five. Glasgow says this is a bit of a differentiator when compared to other survey products like SurveyMonkey or TypeForm.

“We have a usage based pricing model, where our competitors often have a seat based pricing model,” said Glasgow. “We don’t care how many people have access to us. Really, our goal is to get you to use our product.”

In other words, the insights gleaned from UserLeap can be shared and used across the entire organization without affecting the price.

This latest funding brings UserLeap’s total funding to $20 million — First Round Capital previously led a $4 million seed round.

Customers include Square, Opendoor, And Codecademy. Thus far, the company has tracked more than 500 million visitors, and gotten 600,000 survey question responses.

The UserLeap team is currently made up of 15 people, with females representing 50 percent and people of color making up 33 percent of the leadership team. Across the company, women represent 32 percent of the team are people of color represent 42 percent.

“UserLeap cares deeply about diversity and inclusion,” said Glasgow. “Having a diverse team helps to ensure our employees feel comfortable and valued so that they can bring their whole selves to work. For that reason, UserLeap has a part-time recruiting sourcer dedicated to engaging underrepresented candidates and these efforts have contributed towards our diversity goals.”



https://ift.tt/eA8V8J UserLeap raises $16 million to bring better qualitative data to PMs https://ift.tt/2Kg29s3

Survey: Americans think Big Tech isn’t so bad after all

In government, there’s rare bipartisan consensus on taking down Big Tech.

Capping a 16-month investigation, a Democratic-controlled House committee recently identified Amazon, Apple, Facebook and Google as monopolies that snuff out competition and innovation, equating the Big Four to oil barons and railroad tycoons of the late 19th century.

Only days later, the Trump administration sued Google to stop it from “unlawfully maintaining monopolies” by seeking court orders that could include its breakup.

And yesterday, in separate but coordinated lawsuits, the Federal Trade Commission and 48 attorneys generals from blue and red states alike sued Facebook to undo its “predatory” and “illegal” acquisitions of Instagram and WhatsApp. When President-elect Joe Biden takes office next month, his administration is widely expected to proceed with both federal antitrust cases against Google and Facebook.

Big Tech, both parties agree, has become too big for our good.

The typical American doesn’t always see it the same way. Their assessment changes based on how the issue is framed.

As consumers, Americans generally see technology as a positive, based on our research.

When we at The Harris Poll asked directly whether Amazon, Apple, Facebook and Google are monopolies that limit competition and innovation, American adults overwhelmingly side with the House Judiciary Committee’s findings. Most also say Google should be broken up, with nearly half saying dismantling Facebook would also encourage innovation and protect consumers. Go get ‘em trust-busters, they seem to cheer.

But when asked broadly about categories of digital services the Big Four lead in — web search, e-commerce, streaming services or social media — Americans just as overwhelmingly tell us their favorite providers are not monopolies at all.

In the view of most Americans, there’s abundant competition and choice throughout the digital marketplace. Lowercase big tech, the majority says, promotes innovation and boosts the nation’s standing around the world. Big, in other words, doesn’t automatically mean bad.

Most Americans, of course, are not antitrust lawyers or macroeconomists expert at detecting monopolies and quantifying their market impact. They view Big Tech primarily as consumers, making judgments based on their own experiences and feelings rather than court-admissible data. As consumers, Americans generally see technology as a positive, based on our research.

In our survey of 2,069 representative adults in the U.S., almost two-thirds say that every day they use a search engine like Google and go to social media like Facebook. At least once a week, almost half shop on Amazon or another online general store and two-thirds stream video through apps such as Google’s YouTube, Apple TV+ and Amazon Prime Video.

The COVID-19 pandemic has only increased their loyalty. Cooped-up day after day, half of American adults say they’re streaming more video than they did a year ago, for instance, while a third is shopping more online. If consumers are feeling abused by Big Tech — and more than half do say big tech companies fail to always do right by their customers — they’re not riled up enough to click elsewhere.

American consumers also don’t feel like captives without options. Google’s market share in internet search on mobile devices is 94%, which probably fits anyone’s definition of a monopoly. Yet even though 55% of Americans agree that Google has too much power and should be severed from YouTube and Gmail, four of five say there are adequate alternatives.

Nearly twice as many survey respondents, in fact, say there are too many choices for search engines (19%) than too few (11%). Americans judge the markets for social media, video and audio streaming, e-commerce and other digital services like Apple Pay and Google Pay as similarly competitive.

Despite Big Tech’s market dominance, American consumers don’t think these companies are hurting their rivals, either. Though three-quarters of Americans see Amazon, Apple, Google and Facebook as monopolies, four of five people say tech giants promote innovation in their industries and two-thirds say these companies promote competition and enhance the nation’s global reputation.

College grads and those 45 years old and up are slightly more likely to see Big Tech as a driver of innovation and competition, though all demographic groups share these high opinions.

Because I’m also not an antitrust lawyer or macroeconomist, I’m in no position to say whether the bipartisan legal crusade against Big Tech is warranted. But based on our polling, I can offer insights on how Americans will react to the Justice Department’s antitrust case against Google as it goes to trial and other actions Congress or regulators may take to reduce Big Tech’s dominance.

When we separate Americans’ narrow take on individual companies from their perceptions of the digital realms consumers inhabit daily, we see little reason for the federal government to blow up Big Tech. Another cautionary finding: Barely half of the representative American adults in our poll even think regulators and lawmakers are the right groups to determine whether a company is too big.

If these companies eventually are downsized, though, the typical American consumer probably won’t mourn for the Not-Quite-As-Big Tech that results, as long as their trusted apps, search engines, shopping sites, streaming services and social media sites are still freely — and, in their minds, abundantly—available.



from Social – TechCrunch https://ift.tt/eA8V8J Survey: Americans think Big Tech isn’t so bad after all Walter Thompson https://ift.tt/3n5xdcL
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Boast.ai raises $23M to help businesses get their R&D tax credits

Nobody likes dealing with taxes — until the system works in your favor. In many countries, startups can receive tax credits for their R&D work and related employee cost, but as with all things bureaucracy, that’s often a slow and onerous task. Boast.ai aims to make this process far easier, by using a mix of AI and tax experts. The company, which currently has about 1,000 customers, today announced that it has raised a $23 million Series A round led by Radian Capital.

Launched in 2012 by co-founders Alex Popa (CEO) and Lloyed Lobo (president), Boast focuses on helping companies — and especially startups — in the U.S. and Canada claim their R&D tax credits.

“Globally, over $200 billion has been given in R&D incentives to fund businesses, not only in the U.S. and Canada, but the U.K., Australia, France, New Zealand, Ireland give out these incentives,” Lobo explained. “But there’s huge red tape. It’s a cumbersome process. You got to dive in and figure out work that qualifies and what doesn’t. Then you’ve got to file it with your taxes. Then if the government audits you, it’s like a long, laborious process.”

Image Credits: Boast.ai

After working on a few other startup ideas, the co-founders decided to go all-in on Boast. And in the process of working on other ideas, they also realized that AI wasn’t going to be able to do it all, but that it was getting good enough to augment humans to make a complex process like dealing with R&D tax credits scalable.

“The way I think to bootstrap a company is three things,” Lobo explained. “One, customers are looking for an outcome. Get them that outcome in the fastest, cheapest way possible. Two, when you’re doing that, you may have to do a lot of manual work. Figure out what those manual touch points are and then build the workflow to automate that. And once you have those two things, then you’ll have enough data to start working on artificial intelligence and machine learning. Those are the key learnings that we learned the hard way.”

So after doing some of that manual work, Boast can now automatically pull in data using tech tools like JIRA and GitHub and a company’s financial tools like QuickBooks and (soon) ADP. It then uses its algorithms to cluster this data, figure out how much time employees spend on projects that would qualify for a tax credit and automate the tax filing process. Throughout the process — and to interact with the government if necessary — the company keeps humans in the loop.

“So all our [customer success] team is engineers,” Lobo noted. “Because if you don’t have engineers they can’t inform the decision-making process. They help figure out if there are any loose ends and then they deal with the audits, communicating with the government and whatnot. That’s how we’re able to effectively get SaaS-like margins or more.”

Ideally, a tool like Boast pays for itself and the company says it has secured more than $150 million in R&D tax credits since launch. Currently, it’s also doubling growth year over year, and that’s what made the founders decide to raise outside money for the first time. That funding will go toward increasing the sales team (which is currently only four people strong) and improving the platform, but Lobo was clear that he doesn’t want to be too aggressive. The goal, he said, is not to have to raise again until Boast can hit the $30 to $50 million revenue mark.

Once fully implemented, Boast also effectively becomes a system of record for all R&D and engineering data. And indeed, that’s the company’s overall vision, with the tax credits being somewhat of a Trojan horse to get to this point. By the middle of next year, the team plans to offer a new product around R&D-based financing, Lobo tells me.

Over the years, the Boast team also focused on not just growing its customer base but also the overall startup ecosystem in the markets in which it operates, with a special focus on Canada. The Boast team, for example, is also the team behind the popular annual Traction conference in Vancouver, Canada (Disclosure: I’ve moderated sessions at the event since its inception). A thriving startup ecosystem creates a larger client base for Boast, too, after all — and coincidently, the team met its investors at the event, too.



https://ift.tt/3m6Kd0g Boast.ai raises $23M to help businesses get their R&D tax credits https://ift.tt/3qIMEd2

Hunters raises additional growth funding from Snowflake Ventures

Only a few months after announcing its $15 million Series A round, Tel Aviv-based cybersecurity firm Hunters today announced that it has received additional growth funding from Snowflake Ventures. With this, Snowflake’s venture arm joins existing investors M12 and U.S. Venture Partners, which led the Series A round, as well as YL Ventures, Blumberg Captial and Okta Ventures.

The fact that Snowflake Ventures is investing in the company is maybe no surprise, given that Snowflake was one of Hunters’ first customers and its design partner for its threat-hunting service. Hunters provides enterprises with the tools to automate the threat-hunting process, something that has traditionally been a manual task. With the data it gathers from an enterprises’ networking and security tools, Hunters can then detect stealth attacks against the company’s infrastructure and data estate.

“Snowflake and Hunters share the same vision of empowering organizations to fully mobilize their data in a secure way,” Snowflake’s Head of Corporate Development Stefan Williams said. “Snowflake’s Data Cloud coupled with Hunters’ breakthrough technology in security operations, empowers joint customers with best-in-class automated threat detection at cloud-scale.”

It’s worth noting that Snowflake Ventures only launched a month ago. The fund’s goal is to foster innovation “through investing in growth-stage companies that demonstrate a commitment to mobilizing data, provide value to our customers, and expand opportunities for the Data Cloud.” Its first investment was in machine-learning platform DataRobot.



https://ift.tt/eA8V8J Hunters raises additional growth funding from Snowflake Ventures https://ift.tt/2JQZmWB

Cleo, the AI-powered ‘financial assistant’, raises $44M Series B led by EQT Ventures

Cleo, the London founded “financial assistant” that takes the form of an app and chatbot and now counts the U.S. as its largest market, has raised $44 million in Series B funding.

Leading the round, which I understand actually closed earlier this year, is EQT Ventures. Also participating are existing investors Balderton Capital, LocalGlobe and SBI.

They join much earlier investors such as Entrepreneur First, Taavet Hinrikus, Matt Robinson, Errol Damelin, Niklas Zennstrom, Alex Chesterman, and Ian Hogarth — all well-known names in London’s tech investment community.

Targeting “Gen Z” and with a rather lofty sounding mission to “fight for the world’s financial health,” Cleo’s AI/machine learning-powered app connects to your bank accounts and gives you proactive advice and information on your finances, including timely nudges, to help you stay on top of your spending. Over time, the idea is that Cleo can help change your financial behaviour for the better.

The broader premise is that Cleo can replace your bank’s own app, and by speaking to you in a more human and user-friendly way, improve your financial health. In addition, and crucially — as Cleo founder Barney Hussey-Yeo is fond of arguing — the company can do all of this without having the same cost base or misaligned incentives of an actual bank.

The assumption made in 2017, when Cleo really got off the ground, was that through a combination of data science and machine learning, delivered in a fun and openly gamified way, the company’s financial assistant chatbot could attract and retain gen z and millennial users. Then, after engaging with the app, users would have experienced enough value to upgrade to a paid subscription or various financial services offered through Cleo now or in the future. With 4 million registered users — 96 percent of whom are in the U.S. — the first part appears to be panning out.

Hussey-Yeo tells me the new funding round gives him a “mandate” to take some big product bets in order to move forward the financial health of Cleo’s users. “[Those product bets] won’t all work out, but if one or two of them connects, we’ll fundamentally change the game in some of the most broken areas in financial services”.

In addition, the company will expand its operations in the U.S., including building out executive and product teams in San Francisco.

“When we launched in the U.S it became quickly apparent that it would be our dominant market,” says the Cleo founder. “We were signing up about 1,000 users per day in the U.K. at the time. After [just] a week, we were at 10,000 per day in the U.S. and kept growing”.

Hussey-Yeo attributes a lot of the success state-side to better banking APIs in the U.S. with Plaid, which he says “dramatically drove up” conversion rates and lowered customer acquisition costs. “This combined with a much larger market focused us 100% on winning in the U.S. first. This race is far from played out”.

Hussey-Yeo says Cleo will always offer a free version “because everybody needs the ability to make smarter decisions about their financial lives”. In contrast, the premium product costs $5.99 per month and is intended for people who “need a little extra help,” providing features such as gamified savings, and “levelled up” credit scores with coaching. Premium users can also trigger a $100 salary advance designed to stop them dipping into a costly bank overdraft.

Meanwhile, Cleo says it has grown revenue by 400 percent in the last twelve months, and Hussey-Yeo tells me the company is now doing $10 million-plus ARR. In a further nod towards stronger unit economics, the cost to acquire a user is now less than $2 with the vast majority of users acquired organically.

“So we’re definitely not in growth at all costs mode,” he says. “We’ve worked hard over the last 12 months to bring our payback period comfortably under 12 months which is an incredibly rare feat at scale for fintech”.

One interesting aspect of Cleo’s mission and the strong “personality” its chatbot exhibits, is that the problem space the company is tackling is potentially based on behavioural science as much as it is data science. Hussey-Yeo doesn’t disagree.

“This is where the idea of a conversational interface came from,” he says. “I realised you could break the complexity down into a language anyone could engage with, and I mean actually look forward to engaging with it, to ultimately change their behaviour.

“Today we have an outstanding machine learning department but just as importantly is the behavioural researchers and writers at Cleo. We know this is the combination that makes Cleo special and, I hope, will eventually lead to us being the financial advisor for a billion people”.



https://ift.tt/eA8V8J Cleo, the AI-powered ‘financial assistant’, raises $44M Series B led by EQT Ventures https://ift.tt/374iJEw

Facebook hit with antitrust probe for tying Oculus use to Facebook accounts

Facebook’s bad week just got worse: It’s being investigated in Germany for linking usage of its VR product, Oculus, to having a Facebook account.

The tech giant raised the hackles of the VR community this summer when it announced it would be merging users of the latest Oculus kit onto a single Facebook account — and would end support for existing Oculus account users by 2023.

New users were immediately required to have a Facebook account in order to log in and access content for the virtual reality kit.

In August Facebook also announced that it was changing the name of the VR business it acquired back in 2014 for around $2BN — and had allowed to operate separately — to “Facebook Reality Labs“, signalling the assimilation of Oculus into its wider social empire.

(Related: The last of Oculus’ original co-founders left the company last year.)

In recent years Facebook has been pushing to add a ‘social layer’ to the VR platform — but the heavy-handed requirement for Oculus users to have a Facebook account has not proved popular with gamers.

Now antitrust authorities are taking an interest in the move.

Germany’s Federal Cartel Office (aka, the Bundeskartellamt) said today that it’s instigated abuse proceedings against Facebook to examine the linkage between Oculus VR products and its eponymous social network.

In a statement, its president, Andreas Mundt, said:

In the future, the use of the new Oculus glasses requires the user to also have a Facebook account. Linking virtual reality products and the group’s social network in this way could constitute a prohibited abuse of dominance by Facebook. With its social network Facebook holds a dominant position in Germany and is also already an important player in the emerging but growing VR (virtual reality) market. We intend to examine whether and to what extent this tying arrangement will affect competition in both areas of activity.

The FCO has another ‘abuse of dominance proceeding’ ongoing against Facebook — related to how it combines user data for ad profiling in a privacy-hostile way which the authority contends is an abuse of Facebook’s market dominance.

That case is seen as highly innovative in how it combines privacy and antitrust concerns so is being closely watched.

The latest FCO proceeding against Facebook comes at an awkward time for the tech giant, which has been hit with a massive antitrust lawsuit from 46 U.S. States — accusing it of suppressing competition through monopolistic business practices.

As antitrust regulators have stepped up their scrutiny of Zuckerberg’s empire in recent years, Facebook has responded aggressively: Announcing a plan to consolidate its messaging products onto a single technical backend, as well as adding Facebook branding to its acquisitions — in an apparent bid to make it harder for competition regulators to order a break up.

Facebook’s PR has also sought to cloak the ‘single backend’ move by claiming it will increase user privacy.

Yet the states’ antitrust case against the company includes filings that show a Facebook executive discussing using moments of perceived increased competition for its business as an opportunity to decrease user privacy.

So, uh, awkward….

Reached for comment on the FCO Oculus proceeding, a Facebook spokesperson sent us this statement: “While Oculus devices are not currently available for sale in Germany, we will cooperate fully with the Bundeskartellamt and are confident we can demonstrate that there is no basis to the investigation.”

The tech giant has used a series of legal tactics to block the FCO’s earlier order against ‘superprofiling’ users.

Last year Facebook successfully applied to block the order banning it from combining user data. However Germany’s Federal Court of Justice reversed the decision of the Higher Regional Court — confirming the FCO’s order.

Although the hearing on the main proceeding is still pending at the Düsseldorf Higher Regional Court — currently scheduled for March 26, 2021 (after being postponed from a date in November).

Facebook also responded to the Federal Court of Justice ruling by filing another emergency appeal against the FCO’s order — succeeding for a second time in blocking the order against combining user data.

The FCO says it does not have a route to appeal this preliminary block on points of law — meaning it’s had to lodge a complaint with the Federal Court of Justice, which it did on December 2.

In a statement, Mundt criticized Facebook for resorting to “legal remedies” to block the order which he said is delaying relief for consumers and competitors vis-a-vis Facebook’s abusive practices.

“The fact that Facebook has resorted to various legal remedies is not surprising in view of the significance which our proceedings have for the group’s business model. Nevertheless, the resulting delay in proceedings is of course regrettable for competition and consumers,” he said.

“This is the second time that the Higher Regional Court has preliminarily granted an emergency appeal filed by Facebook. The deadline imposed on Facebook for implementing our demands has again been suspended. As in our view the reasons for this are not sustainable, we have immediately filed a complaint with the Federal Court of Justice. We want the clock to be ticking again for Facebook.”

Facebook using courts to block attempts to hold its business model accountable for violating regional laws is par for the course in Europe.

The tech giant has recently succeeded in blocking a preliminary order from Ireland’s Data Protection Commission to suspend personal data transfers to the US by applying for a judicial review of the regulator’s process, for example.

It also sought to block Irish courts from referring the Schrems II case, which underpins that decision, to the CJEU in the first place — though it did not succeed.

In public remarks in September, Facebook VP Nick Clegg claimed it’s taking that legal action not to defend its own business model but to “try to send a signal that this is a really big issue for the whole European economy, for all small and large companies that rely on data transfers” — which he suggested would be “absolutely disastrous” for the EU as a whole.



from Social – TechCrunch https://ift.tt/eA8V8J Facebook hit with antitrust probe for tying Oculus use to Facebook accounts Natasha Lomas https://ift.tt/3n9pZoe
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Instagram launches shopping in Reels, its TikTok rival

Instagram today is launching Shopping in Reels, its TikTok competitor. The new feature was announced in October as something the company had in the works, as part of a ongoing series of shopping-related updates to the Instagram app. With today’s launch, both businesses and creators will be able to tag products when they create Reels — the short-form videos that now have their own tab in Instagram following last month’s redesign.

The company says many Reels already feature shopping content, like fashion looks, makeup and skincare, or other product how-tos. When people view an Instagram Reel with this content, they’ll be able to now tap a “View Products” button to either buy, save or learn more about the featured products.

Image Credits: Instagram

In addition, creators can add a “Branded Content” tag to their Reels to be transparent about when they’re working with a brand to promote their products, which is a form of paid promotion.

The update makes shopping an even larger focus for Instagram than it already was, and arrives at a time when video-based shopping is seeing increased adoption. In particular, a growing number of startups focused on live-stream video shopping are finding traction. In recent months, investors have backed companies like live shopping platforms Popshop Live and Bambuser, for example, while major tech companies, including Alibaba, Amazon, Google and JD.com, have also joined the video shopping trend in various ways.

Image Credits: Instagram

Most importantly, perhaps, is that Instagram rival TikTok recently partnered with Shopify on e-commerce and today caters to brands that either advertise directly or work with influencers on its platform, eating into Instagram’s market. TikTok had also fielded interest from Walmart, when the Trump ban had forced the company to enter negotiations around a U.S. exit. And TikTok’s app in 2020 beat out Instagram as one of the world’s most downloaded apps, indicating a seismic shift in how younger users interact with social media.

Hoping to not be left behind, Instagram has revamped its app — to much user criticism when it relocated key home screen features — with the goal of becoming a top online shopping destination, as well. The company generates revenue when customers checkout in the app using Facebook Pay, which will allow it to make money outside of running ads.

Today, Instagram users can shop from videos in Feed, Stories, Live, IGTV and, with this latest launch, Reels.

The company says the feature is rolling out globally, starting today.



from Social – TechCrunch https://ift.tt/3oEL7CV Instagram launches shopping in Reels, its TikTok rival Sarah Perez https://ift.tt/3gxJp3u
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