Monthly Archives: October 2020

News: Merging Airbnb and the traditional hotel model, Mexico City’s Casai raises $23 million to grow in Latin America

With travel and tourism rising across Latin America, Casai, a startup combining Airbnb single unit rentals with hotel room amenities, has raised $23 million to expand its business across Latin America. The company, which initially was as hit hard by regional responses to the COVID-19 pandemic as other businesses in the hospitality industry has recovered

With travel and tourism rising across Latin America, Casai, a startup combining Airbnb single unit rentals with hotel room amenities, has raised $23 million to expand its business across Latin America.

The company, which initially was as hit hard by regional responses to the COVID-19 pandemic as other businesses in the hospitality industry has recovered to reach nearly 90 percent of total capacity on the 200 units it manages around Mexico City.

The company was co-founded by chief executive Nico Barawid, a former head of international expansion at Nova Credit and consultant with BCG, and chief operating officer María del Carmen Herrerías Salazar, who previously worked at one of Mexico’s largest hotel operators, Grupo Presidente.

The two met two years ago at a barbecue in Mexico City and began speaking about ways to update the hospitality industry taking the best of Airbnb’s short term rental model of individual units and pairing it with the quality control and standards that guests expect from a hotel chain.

“I wanted to define a product from a consumer angle,” said Barawid. “I wanted this to exist.”

Before the SARS-Cov-2 outbreak Casai’s units were primarily booked through travel partners like HotelTonight or Expedia. Now the company has a direct brisk direct booking business thanks to the work of its chief technology officer, a former engineer at Google named Andres Martinez.

The company’s new financing was led by Andreessen Horowitz and included additional commitments from the firm’s Cultural Leadership Fund, Kaszek Ventures, Monashees Capital, Global Founders Capital, Liquid 2 Ventures, and individual investors including the founders of Nova Credit, Loft, Kavak and Runa.

Casai also managed to nab a debt facility of up to $25 million from TriplePoint Capital, bringing its total cash haul to $48 million in equity and debt.

Image Credit: Casai

The big round is in part thanks to the company’s compelling value proposition, which offers guest not only places to stay equipped with a proprietary smart hardware hub and the Casai app, but also a Google Home, smart lights, and Chromecast-kitted televisions, but also a lounge where guests can stay ahead of their check-in or after check-out.

And while the company’s vision is focused on Latin America now, its management team definitely sees the opportunity to create a global brand and business.

The founding team also includes a chief revenue officer, Alberto Ramos, who worked at McKinsey and a chief growth officer, Daniel Hermann, who previously worked at the travel and lifestyle company, Selina. The head of design, Alexa Backal, used to work at GAIA Design, and its vice president of experience, Cristina Crespo, formerly ran WeWork’s international design studio.

“To successfully execute on this opportunity, a team needs to bring together expertise from consumer technology, design, hospitality, real estate and financial services to develop world-class operations needed to deliver on a first-class experience,” said Angela Strange, a general partner at Andreessen Horowitz, who’s taking a seat on the Casai board. “It was obvious when I met Nico and Maricarmen that they are operationally laser-focused and have uniquely blended expertise across verticals, with unique views on the consumer experience.”

News: Augury taps $55M for tech that predicts machine faults from vibration, sound and temperature

On the heels of Amazon about to launch a new enterprise service to detect whether a machine is working well or not based on external physical changes in sound, vibration and temperature, a startup that has already built a big business in the space is announcing a big growth round of funding. Augury, which works

On the heels of Amazon about to launch a new enterprise service to detect whether a machine is working well or not based on external physical changes in sound, vibration and temperature, a startup that has already built a big business in the space is announcing a big growth round of funding.

Augury, which works with large enterprises like Colgate and Heineken to maintain machines in their production and distribution lines, has raised $55 million in funding. Co-founder and CEO Saar Yoskovitz said in an interview that the funding will be used to expand the services that it provides to customers, as well as to build out its global customer base, and the ecosystem of companies that it works with so that it can expand the kinds of customers it targets to include smaller businesses and scale-ups.

The Series D is being led by Qumra Capital, a late-stage VC firm based out of Israel (Augury was founded in Haifa and now has a second HQ in New York), with participation also from Insight Venture Partners, Eclipse Ventures, Munich Re Venture Capital, Qualcomm Ventures and Lerer Hippeau Ventures — all past backers of the startup.

Augury, founded in 2011 but out of stealth since 2014, has now raised $106 million, and we understand from a source close to the company that the valuation is in the range of between $200 million and $300 million.

The company’s expansion is coming at an interesting point in the wider world of industrial tech, as well as in terms of the competitive landscape.

A report in September from Business Insider uncovered documents at Amazon and with regulators that pointed to the company working on a new service it’s called AWS Thor, which sounds like it could directly rival Augury in providing a service to businesses to monitor various physical attributes of machines and detect when they might be breaking down, or at least need maintenance. Sources tell us that Thor could launch as soon as this month — making the capital injection into Augury to expand its service to more types of customers, and to provide more analytics on top of the initial diagnostics very well timed indeed.

In terms of the wider industrial market, the funding and Augury’s growth are coming at a key moment. For starters, services like these are, perhaps, one of the first real anchors of a viable business model around the world of IoT — a long-anticipated market that has failed to come good on returns up to now.

Beyond that, and perhaps more immediately, is the state of the world today. Specifically, Covid-19 and the wider repercussions of the global health pandemic have brought more urgency and served as a fillip to the business world, which is accelerating the shift to more digital systems that allow for more remote working processes.

We hear a lot about how that is playing out for “knowledge workers” — the generic term for people who spend their working days in front of computers or at desks — but the same is going for those on the front lines, working on assembly lines, and maintaining production lines.

Augury is not only providing tools to detect when machines are not working at optimal capacity, but is then providing that information to maintenance people to fix them faster before the breakdowns are irreparable. And then, it also has been building a wider ecosystem of partners to order and deliver parts that are needed to fix those machines.

“The shelves are empty in stores, and all of the sudden every manufacturer needs tools for better collaboration and risk management,” said Yoskovitz, who said that machine failures especially when they are working in overdrive can have severe supply knock-on effects.

Augury’s partners include ProPac in Germany, Caverion in Finland and Pluriservice in Italy, Fuse IoT in Latin and South America, and 42 North in North America. And this is also where strategic investors like Munich Re, the insurance giant, also come into play. Other OEMs and services providers include Grundfos, Carrier, Trane, and DSV.

“The Covid-19 crisis has revealed critical failures in the global supply chain,” said Sivan Shamri Dahan, managing Partner at Qumra Capital, in a statement. “The shortage in basic products due to the increased demand, coupled with the inability of manufacturers to meet supply requirements, demonstrated an urgent need to digitally transform the manufacturing world. Augury, which plays a significant role in this digital revolution, is experiencing tremendous growth. Its track record of expansion and execution, positions it to be a world leader in the large IIoT market. We are happy to support Augury and join it on its exciting journey.”

News: Lead Edge Capital just closed on $950 million from a whopping 500 investors

Lead Edge Capital, a software-focused venture firm with one office in New York and another in California, was founded just 11 years ago. Yet it’s already managing $3  billion in assets through a process that founder Mitchell Green half-kiddingly refers to as “rinse and repeat.” As he describes its model, Lead Edge raises money from

Lead Edge Capital, a software-focused venture firm with one office in New York and another in California, was founded just 11 years ago. Yet it’s already managing $3  billion in assets through a process that founder Mitchell Green half-kiddingly refers to as “rinse and repeat.”

As he describes its model, Lead Edge raises money from wealthy, networked individuals, then it claws its way into companies, helps them, turns them into valuable references, and when those companies sell or go public, the firm raises more money from people who like the firm’s returns.

It sounds simple but it isn’t, says Green, who cut his teeth as an associate at Bessemer Venture Partners and at a Tiger Fund-affiliate called Eastern Advisors. Managing 500 investors, which is now the case, is “harder than it looks.”

That’s true even with two partners: Brian Neider, who first crossed paths with Green at Bessemer, and Nimay Mehta, who joined the firm in 2011. That’s true despite a dozen employees who Green says are “zero to five years out of college” and cold-call companies all day,

It’s a lot of work, even with four investors who are also operating partners and who, in that capacity, sometimes serve as board members on behalf of Lead Edge. These are former eBay president Lorrie Norrington, former Netsuite CFO Ron Gill, former Dell CFO Jim Schneider, and former Dell president Paul Bell. (“If you’ve already got a couple of VCs on your board,” says Green, “I think the company gets more benefit from putting operators on the board.”)

Not that anyone is complaining. On the contrary, Lead Edge has been having a very good run, which explains how its fund sizes have so quickly ballooned, from a $52 million debut vehicle to a $138 million fund, a $290 million fund, a $520 million vehicle, and now a $950 million fifth fund. (Lead Edge also spins up special purpose vehicles on the side one to two times a year when it wants an especially big bite of a certain company.)

Some of its largest returns by dollars have come via Alibaba’s IPO, Spotify’s IPO, and the sale of Duo Security to Cisco, companies on which it made big bets. Green has said the firm invested $300 million into Alibaba in the years leading up to its IPO; more than $150 million into Spotify in the years leading up to its IPO; and more than $90 million into Duo.

This year is proving fortuitous to Lead Edge’s backers, too, including thanks to the recent direct listing of Asana and the sale of Signal Sciences to Fastly.

That’s saying nothing about the Alibaba affiliate ANT Group, into which Lead Edge has poured $160 million over the years and that’s now expected to become the world’s largest IPO (although the offering has been delayed for now by China’s securities regulator).

Given these wins, it’s maybe it’s not so surprising that the firm’s investor base would continue to build on itself, and in the process turn into a highly competitive advantage for the firm, according to Green.

Indeed, when asked how Lead Edge differentiates itself from other growth-stage investors, he cites the firm’s pool of backers, which includes former Xerox CEO Anne Mulcahy, former Charles Schwab CEO David Pottruck, and former ESPN CEO Steve Bornstein, among the hundreds of other individuals who’ve written checks to Lead Edge that range from $250,000 to $50 million.

While he won’t say who some of the biggest of those investors are in terms of dollars committed, he has no qualms in crediting them collectively with the firm’s success — or going out of his way to keep them happy. Last night, for example, he played host to some of them at his Southern California home. He doesn’t seem to mind it.

“People want us for our LP network,” says Green. “That’s what we’re known for, 100%.”

News: Coa wants to bring an emotional workout into your fitness regimen

When’s the last time you worked out your soul? A mid-spin pep talk at SoulCycle might make you shed a tear, but not in the way that the co-founders of Coa, Alexa Meyer and Dr. Emily Anhalt, want. The founders, instead, want people to ask themselves: When was the last time you worked out (just)

When’s the last time you worked out your soul?

A mid-spin pep talk at SoulCycle might make you shed a tear, but not in the way that the co-founders of Coa, Alexa Meyer and Dr. Emily Anhalt, want. The founders, instead, want people to ask themselves: When was the last time you worked out (just) your soul?

If you stutter in response, that’s the impetus for Coa, a gym for mental health and online emotional fitness classes. The company just raised a $3 million seed round led by Crosslink Ventures, with participation from Red Sea Ventures and Alpaca VC. Other investors include Neil Parikh (the founder of Casper) and professional basketball player Kevin Love.

Coa’s core product, pre-launch, is small-group studio classes taught by licensed therapists. A customer will get onboarded, evaluated and placed into a series of classes spanning how to live alone during a pandemic to how to deal with political anxiety.

The class experience mixes lecture-style teaching with breakout sessions to breed conversations. Broadly, Coa is on a mission to take the small-group fitness culture that makes SoulCycle so successful and apply it to mental health. It makes sense: small-group fitness is easy to schedule into your busy days, breeds camaraderie and creates a sense of community that keeps you coming back for more.

Beyond studio classes, Coa sells private classes and offers free community classes.

Off the bat, the co-founders are clear about what Coa is not: a replacement for therapy. Instead, Coa wants to be a “therapeutic experience,” and the only people who create or teach content are licensed therapists. For 1:1 services, Coa has a therapist matchmaking service, currently only active in California (soon to be New York and other states). Of course, though, the fact that Coa has therapist connector services means that it will lose some customers, brought in by Coa, once they graduate to real therapy.

Coa seemingly has a grey persona to sell to: people who want to pay for their mental health, but not enough to go to therapy. Coa pricing is key here, and drop-in classes start at $25 to bring some of the accessibility to mental health awareness. The startup’s go to market strategy is currently through free community classes and offering subsidized programs for employees by working directly with employers. Coa currently works with companies including Silicon Valley Bank, Spotify, Asana and Salesforce.

“It’s pretty impossible to replace the magic that can happen between two people meeting consistently every single week and diving deep,” Meyer said. “Our problem that we worked on solving is essentially how do you support people and go deep without asking them to go farther than it’s safe to do in a group setting.” The other hurdle, which again trickles down to the eventual core customers that Coa secures, is that the small-group format requires customers to offer up a certain amount of vulnerability during each class.

We were warned that people do not want to talk about mental health and don’t want anyone to know they’re signing up for a class,” Anhalt told TechCrunch. “We’ve seen the complete opposite with our community.”

Meyer notes that group therapy does not legally require participants to promise confidentiality, but instead that participants usually follow a shared understanding that privacy is an important asset. Coa follows the same framework, posing a confidentiality agreement upfront. Participants are not required or demanded to share any information beforehand.

“There’s no sort of way to legally mandate people to keep those things private, and so far we have seen that it has not been an issue,” Meyer said.

Privacy, though, continues to be a struggle for therapy startups, as shown by a recent investigation into Talkspace by The New York Times. Talkspace, similar to Coa, has a noble mission: democratize access to mental health and make it more affordable. In Talkspace’s case, the goal was challenged when the company reportedly put the privacy of user conversations at risk.

Coa is optimistic it can make a difference without making an ethical compromise.

“Confidentiality and clinical integrity is everything,” Meyer said. “So we take measures far beyond what we’re legally and ethically required to do.” Some of those measures: a dedicated person who manages patient to therapist information, no post-class surveys or analytics and an internal commitment to not sharing who is participating in which classes.

Coa views its competition broadly as any startup in the therapy space: Talkspace, TwoChairs, Real, Alma and Octave.

Dr. Emily Anhalt and Alexa Meyer, the co-founders of Coa.

Through pop-up gyms, Coa privately offered its emotional fitness curriculum through leaders at Asana, GitHub, Silicon Valley Bank and Spotify. They’re expanding the curriculum to include more demographics at various price points. Right now, they’re sticking to online classes for social distancing purposes. Over 3,500 people have signed up for the Coa waitlist in anticipation.

But the co-founders aren’t shy about the long-term goal: in-person presence in every major city across the country. Think an actual gym for mental health.

“We want the gym for mental health to be visible and accessible,” Meyer said. “That way, when people walk around on the street, they see that there are places to work on their emotional health, the same way they work on their physical health.”

 

News: Latest Space Station crew docks in record time following successful launch

Typically, there’s a bit of a delay between when astronauts launch from Earth to the International Space Station, and when they actually dock with the orbital lab. This has to do with the relative orbits of the launch spacecraft and the ISS, as well as their takeoff point from Earth. Expedition 64, which launched today,

Typically, there’s a bit of a delay between when astronauts launch from Earth to the International Space Station, and when they actually dock with the orbital lab. This has to do with the relative orbits of the launch spacecraft and the ISS, as well as their takeoff point from Earth. Expedition 64, which launched today, however, docked with the station just around three hours after leaving Earth from Baikonur Cosmodrome in Kazakhstan.

The Soyuz spacecraft carrying NASA astronaut Kate Rubins and Russian cosmonauts Sergey Ryzhikov and Sergey Kud-Sverchkov took off at just before 2 AM EDT, and docked with the ISS at 4:48 AM EDT – three hours and two minutes after liftoff. The hatches between the capsule and the station opened at 7:07 AM EDT, officially beginning the operational duty roster stint for the three new ISS crew members. Coincidentally it’s also Rubins’ birthday.

For a sense of that speed, consider that Demo-2, the last crewed launch to the ISS, docked with the station a full day following its liftoff from Florida in May. Typically, the crew capsule requires a few more orbits to match velocity and altitude with the station, but in this case, the timing and conditions were right to get the spacecraft in the correct spot after just two super fast orbits around the Earth.

There are now six crew members staffing the ISS, including cosmonauts Anatoly Ivanishin and Ivan Vagner, as well as NASA astronaut Christopher Cassidy who were already on the station.

News: Engageli comes out of stealth with $14.5M and a new approach to teaching by video remotely

Zoom, Microsoft Teams and Google Meet have become standard tools for teachers who have had to run lessons remotely since the start of the Covid-19 pandemic. But they’re not apps necessarily designed for classrooms, and that fact has opened a gap in the market for those looking to build something more fit to the purpose.

Zoom, Microsoft Teams and Google Meet have become standard tools for teachers who have had to run lessons remotely since the start of the Covid-19 pandemic. But they’re not apps necessarily designed for classrooms, and that fact has opened a gap in the market for those looking to build something more fit to the purpose.

Today, a startup called Engageli is coming out of stealth with an app that it believes fills that need. A video conferencing tool designed from the ground up as a digital learning platform, with its own unique take on virtual classrooms, Engageli is aiming first at higher education, and it is launching with $14.5 million in seed funding from Benchmark and others.

If that sounds like a large seed round for a startup that is still only in pilot mode (you can contact the company by email to apply to join the pilot), it might be due in part to who is behind Engageli.

The startup is co-founded by Dan Avida, Serge Plotkin, Daphne Koller and Jamie Nacht Farrell. Avida is a general partner at Opus Capital who in the past co-founded (and sold, to NetApp) an enterprise startup called Decru with Plotkin, who himself is a Stanford emeritus professor. Koller is one of the co-founders of Coursera and also an adjunct professor at Stanford. And Farrell is a former executive from another pair of major online learning companies, Trilogy and 2U.

Avida and Koller, as it happens, are also married, and it was observing their kids in the last school year — when they were both in high school (the oldest is now in her first year at UC Berkeley) — that spurred them to start Engageli.

“The idea for this started in March when our two daughters found themselves in ‘Zoom School.’ One of them watched a lot of Netflix, and the other, well, she really improved her high scores in a lot of games,” he said wryly.

The problem, as he and Koller saw it, was that the format didn’t do a good enough job of connecting with individual students, checking in with them to make sure they were paying attention, understanding, and actually interested in what was being taught.

“The reason teachers and schools are using conferencing systems is because that was what was out there,” he said. But, based on the team’s collective experiences across past e-learning efforts at places like Coursera — which built infrastructure to run university courses for mass audiences online — and Trilogy and 2U (which are now one company that covers both online learning for universities and boot camps), “we thought we could build a better system from the ground up.”

Even though the idea was inspired by what the pair saw playing out with their high school-attending children, Engageli made the decision to focus first on higher education because that was where it was getting the most interest from would-be customers to pilot the service. But also, Avida believes that because higher ed not already has a big market for remote learning, it represents a more significant opportunity.

“K-12 schools will eventually go back to normal,” he said, “but we’re of the opinion that higher education will be a blend with more and more online learning,” one of the reasons also for the founding of the likes of Coursera, Trilogy and 2U. “Younger kids need face-to-face contact, but in college, many students are now juggling work, family and studying, and online can be much more convenient.”

Also there is a very practical selling point to providing better tools to university classrooms: “People pay those tuitions to have access to professors and other students, and this is a way to provide that in a remote world,” he said.

As it appears now, Engageli lets teachers build and run both synchronous (live) and asynchronous (recorded) lessons, giving students and teachers the option to catch up or replace a live lesson if necessary.

The startup’s idea is also to make it as easy to integrate into existing workflows as possible: no need to install special desktop or mobile apps, as the platform works in all major browsers, and Avida notes that it’s also designed to integrate with the software systems that many universities are already using to organise their educational content and track students’ progress. (Making the barrier to entry low is not a bad idea also considering that many institutions are already using other products, making them more entrenched and increasing the challenges of getting them to migrate to something else.)

But perhaps Engageli’s most unique feature is how it views the virtual classroom.

The platform lets teachers create “tables” where students sit together in smaller groups, where they can work together. With tables, the idea is that either an instructor — or in the case of large classes as you might get with university seminars, teaching assistants assigned to tables — can engage with students in a more personalised way.

When a class is delivered asynchronously (that is, recorded), it means that students sitting at a table can still partly be involved in a “live” experience where they can talk about the work with others in their groups. The tables are also opened up before a class starts, and students can go from one to the other to chat with others before the class begins.

On top of the tools that Engageli has built to record and consume lessons, it’s also building a set of analytics that lets professors (or their assistants) monitor how well audio and video and working both for themselves as we as for their audience, and also collect other kinds of “engagement” information, which could come in the form of getting people to ask or answer questions or take polls and other interactive media.

Together, these features create better feedback to make sure that everyone is getting as much out of the remote experience as possible.

Education has not always been one of the buzziest areas in the world of startups — it’s been something of a boring cousin to more headline-grabbing segments like social media, or those taking on giants like Amazon and Google.

But the pandemic has thrown a spotlight on the opportunities in the field, both to fill a sudden surge of demand for remote learning tools, and to create more innovative approaches to doing so, as Engageli is doing here.

Just yesterday, Kahoot — a platform for building and using gamified learning apps — raised $215 million from SoftBank; and other recent rounds have included Outschool (which raised $45 million and is now profitable), Homer (raised $50 million from an impressive group of strategic backers), Unacademy (raised $150 million) and the Indian juggernaut Byju’s (most recently picking up $500 million from Silver Lake).

On top of the recent spotlight on education, it’s also been interesting to see the proliferation of startups that are also coming out of the woodwork to provide new takes on videoconferencing.

Last week, a startup called Headroom — also started by already-successful entrepreneurs — launched with an AI-driven alternative to Zoom and the rest providing not just automatic transcriptions of conversations, but automatically generated highlights and insights into how engaging your webinars and other video content really was.

Apps like Headroom and Engageli are just the tip of the iceberg, with other innovative approaches also stepping out and raising significant funding. The big question will be whether they will get much attention and time from would-be customers who are already “happy enough” with what they already use.

But in a tech world that thrives on the concept of disruption and companies creating businesses out of simply being better approaches to entrenched markets, it’s a bet worth making.

“Dan, Serge and Daphne have repeatedly built fast-growing, extremely successful companies. I am so fortunate to be working with them again,” said Alex Balkanski, a partner at Benchmark, in a statement. “Investing in a company linked to education is incredibly important to me on a personal level, and Engageli has the potential to enable a truly transformative learning experience.”

News: Menlo Micro, a startup bringing semiconductor tech to the humble switch, is ready for its closeup

Sixteen years ago a group of material scientists and engineers at General Electric banded together to reinvent the circuit breaker. Now, Menlo Microsystems, the spinoff commercializing that technology, is ready to bring its revolutionary new switches to market, with huge implications for everything from 5G technologies to quantum computing. Based in Irvine, Calif., Menlo Micro

Sixteen years ago a group of material scientists and engineers at General Electric banded together to reinvent the circuit breaker. Now, Menlo Microsystems, the spinoff commercializing that technology, is ready to bring its revolutionary new switches to market, with huge implications for everything from 5G technologies to quantum computing.

Based in Irvine, Calif., Menlo Micro takes its name from the Menlo Park, NJ research lab where Thomas Edison patented the first light switch back in 1893 and the company’s ties to GE run deep.

Researchers at GE spent more than a decade working internally on Menlo Micro’s core technology, a novel process that applies semiconductor manufacturing techniques to the production of micro electro-mechanical systems, before spinning it out into a new business five years ago.

Using a novel alloy, Menlo Micro is able to reduce the size of the switches it makes to 50 microns by 50 microns, or roughly the width of a human hair. This miniaturization can enable hardware manufacturers to come up with completely new designs for a host of products that used to require much larger components.

“The micro electro-mechanical system that we use to make this… that’s not new,” said Russ Garcia, the company’s chief executive. “The problem was — the first level innovation is how do you take a mechanical switch like the light switch or a relay and scale that down to a wafer.”

Many companies have tried to make MEMs contact switches, spending hundreds of millions of dollars, but Garcia said that the reliability and durability of the switches was always an issue. The material science behind Menlo’s switches solves the problem, he said.

Menlo’s switches pack lots and lots of MEMS relays onto a single chip that can function like a massive mechanical relay, reducing something that was the size of a fist to something the size of a microchip.

The company’s founders think the potential uses are pretty limitless, thanks to the massive size reduction and increased durability that its switches offer.

Close up of a Menlo Micro switch. Image Credit: Menlo Micro

Initial markets for commercialization

“One way to look at this is in edge and IOT applications,” said company co-founder Chris Giovanniello, a former vice president of business development at GE Ventures and Menlo Micro’s current senior vice president of worldwide marketing.  “What we tend to think about and what most of the industry thinks about is low energy bluetooth and wifi and low power processing for decision making. Once you’ve sensed it, communicated it, and made a decision, you have to do something about it.”

Initially Menlo Micro spun out from GE with Giovanniello and co-founders including chief technology officer, Chris Keimel, and Jeff Baloun, the senior vice president of operations. Garcia, who saw the company’s initial pitch at a semiconductor conference where GE was touting the technology, was brought on board by one of Menlo Micro’s early investors Paladin Capital Group. 

Paul Conley of Paladin Capital sent me this deck and said ‘Wow there might be something there.’ We met Chris and then met up with the other Chris they wanted me to help out with strategy,” Garcia said. He wound up coming on board as a founding executive. 

Current solid state technologies tasked with making something happen based on the data currently use more power than the rest of the systems that they’re tied to. Menlo Micro’s chips would substantially reduce energy loss and improve the efficiency of entire systems, he said. 

“If you think of the light switch in your house, it’s two metal contacts that come together. If that contact is really good and clean the electricity flows through very efficiently and when you turn it off… no electricity can flow through and [nothing] happens at all,” said Garcia, a longtime executive in the MEMS industry. “In a semiconductor, there’s loss in that contact. When you run a transistor on it allows the energy to flow through but loses some of that energy in heat and when you turn it off it allows some of that energy to flow through. When you take the billions of switches… all of that incremental energy is completely lost.”

The benefits of the technology mean demand from the defense industry, which wants to put the new switches in radar, radio, and satellite networks. Commercial applications include wi-fi connectivity, 5G cell networks, for radio frequency and microwave switching. Consumers could see the switches in cell phones meaning fewer dropped calls, higher speeds and capacity for data, and longer battery life.

Menlo has already sent samples from its production line to 30 lead customers in aerospace and defense, telecommunications and testa and measurement. And the company has raised $44 million in new funding from investors including Nest founder Tony Fadell’s Future Shape Group to boost its production capacity to meet potential demand.

“The concept of an ‘ideal switch’ was theoretical – something companies have been working to  achieve for decades – until Menlo Micro,” said Marianne Wu, the former head of GE Ventures and current Managing Director of 40 North Ventures, which led Menlo Micro’s latest round. “We are incredibly excited to work with such a dynamic, experienced team on a core  technology that is disrupting nearly every industry.” 

Series of Menlo Micro switches on a circuit board. Image Credit: Menlo Micro

Thinking beyond 5G, defense and industrial IOT

Over the last 30 months, Menlo Micro said it has completed the transfer and qualification of its manufacturing process, moving from a 4-inch research fab to a new 8-inch high volume manufacturing line.

That means the company is able to increase production for its initial products and boost its capacity. With the qualification in hand, the company expects to bring production up to over 100,000 units per month by the end of 2020 and reach production capacity for millions of switches per month in 2021.

So beyond telecommunications and defense, there are target markets in energy storage, automotive, aerospace because of the miniaturization — while quantum computing companies are interested in the technology because of its durability.

“The relay is a large mechanical devices that you can hold in yourhand and used in many applications for turning on and off the power that goes to an industrial piece of equipment to your car to motors that need to be driven,” said Giovanniello. “They’re very hard to integrate because they’re so big. We can take the electrical characteristics of having a true metal to metal on low loss connection and then, when it’s open there’s an air gap that no current can flow through.. We can integrate [the switches] into completely different architectures.” 

Ultimately, Giovanniello said the go-to-market strategy is to focus on the “rule of 99”.

“We’re able to reduce the size, the weight, and the power fo the box that [the switch] is going into by up to 99%. That’s a huge improvement in infrastructure and cost,” he said.

For companies developing quantum computers, the value proposition is not just about the size of the MEMS, but the durability of the alloy that Menlo Micro has developed. “For quantum, you have to have devices that operate at close to absolute zero… Semiconductors don’t work down to those temperatures so they use old-fashioned mechanical relays [which] can take hours to get back to temperature,” Giovanniello said. “Our materials are so robust they work [at temperatures] down to a few milikelvins.”

It’s this flexibility and the potential redesign of old industrial technologies that haven’t been updated for nearly a century that has enabled the company to bring in $78 million in funding from investors including Piva, Paladin Capital Group, Vertical Venture Partners, Future Shape and strategic investors like Corning and Microsemi.

“For 40+ years, the industry has been searching for a switch that has the perfect combination of  the electromechanical relay and the silicon transistor,” said Tony Fadell, in a statement. “[This technology] is a tiny,  efficient, reliable micro-mechanical switch with unmatched RF-performance and, counterintuitively, high-power handling of 1,000s of Watts. As our world moves to the  electrification and wireless of everything, Menlo Micro’s deep innovation is already triggering  massive cross-industry upheaval.”

News: Huawei plans to divest budget phone unit Honor: reports

Besieged by U.S. tech sanctions, Huawei may be looking to shake up its smartphone business that has taken a hit after losing core semiconductor parts and software services. The Chinese giant is in talks with Digital China Group to sell parts of Honor, its low-end, budget phone unit for 15-25 billion yuan ($2.2-3.7 billion), Reuters

Besieged by U.S. tech sanctions, Huawei may be looking to shake up its smartphone business that has taken a hit after losing core semiconductor parts and software services.

The Chinese giant is in talks with Digital China Group to sell parts of Honor, its low-end, budget phone unit for 15-25 billion yuan ($2.2-3.7 billion), Reuters reported on Wednesday. 

A Hong Kong-listed firm, Digital China is a spinoff from the Legend Group (later Lenovo) and a major distributor and close ally of Huawei.

Smartphone sales and other consumer-facing electronics today make up the bulk of revenue for Huawei, which began by selling telecommunications gear in the late 1980s.

The news came days after a Chinese tech news blogger claimed Huawei is planning to sell Honor. Respected Apple analyst Ming-Chi Kuo also noted in a report that it’s in Huawei’s benefit to divest Honor so the business could be free of trade restrictions and Huawei gets to focus on high-end phones under its namesake brand.

Sources close to Huawei denied the planned sale of Honor, Tencent News reported last week. A Huawei representative contacted by TechCrunch declined to comment.

Huawei rolled out independent brand Honor in 2011 as Xiaomi’s low-budget phones were taking China by storm. Like Xiaomi, Honor started out by focusing on online sales and young consumers. BBK Group’s Oppo, Vivo and Realme have since made significant inroads into the budget phone market.

Honor’s brand, research and development capabilities and related supply chain management business could be for sale, sources told Reuters. The tech news blogger said Honor will operate and procure independently after the sale.

Other bidders include Xiaomi and TCL, according to Reuters, as well as Gree and BYD, according to the tech news blogger.

More to come…

News: As investors and founders mature, Vienna emerges as a European startup hub

According to Austrian Startup Monitor, entrepreneurs have founded more than 2,200 startups in Austria since 2008, with the number of tech companies growing 12% per year since then, significantly faster than the 3% growth rate for traditional companies. Home to roughly 50% of Austria’s startups, Vienna has a plethora of VC, corporate and university investors.

According to Austrian Startup Monitor, entrepreneurs have founded more than 2,200 startups in Austria since 2008, with the number of tech companies growing 12% per year since then, significantly faster than the 3% growth rate for traditional companies.

Home to roughly 50% of Austria’s startups, Vienna has a plethora of VC, corporate and university investors. Top VCs include 3TS Capital Partners, AC & Friends, Cudos Capital, FSP Ventures, Hansmen Group, i4g Investment, i5invest, LilO Ventures, next.march, primeCROWD, Speedinvest and Venionaire Capital, among others.

The local ecosystem benefits from several initiatives, including the Social Impact Awards, Vienna Startup Awards, Design Week, Climate KIC Stage, Innovation Incubation Center and INiTS Accelerator. The well-run Pioneers Festival contributed massively to the ecosystem for several years after a certain TechCrunch editor-at-large gave the organizers an excuse to expand on a simple TechCrunch meetup. But the festival was shuttered last year after its sale to a local accelerator meant that the event itself ran out of steam. Perhaps it was just as well, given this year’s pandemic.

State support for startups is also there. The Austrian government created a comprehensive startup program in 2016 to make the country more attractive to startups setting up there.

Standout exits include fitness app maker Runtastic, acquired by Adidas for $240 million in 2015, as well as listings marketplace Shpock, which was acquired by Norwegian publishing conglomerate Schibsted in 2015. Other notable startups originally from Vienna include mySugr, wikifolio, kompany and Codeship.

There have been jitters on the way, however. The Austrian Private Equity and Venture Capital Organization’s 2019 report found that Austria’s startups saw €237.6 million invested in 2018, but, this number fell 8.2% to €218 million in 2019; the number of deals exceeding €500,000 also dipped by 8.7%. Foreign funding also slowed in 2019 after a few years of a bull run — between 40% and 63% of deals sized €0.25-€1.99 million were significantly funded by foreign investors in 2018.

Despite the decline, local investors have started to pick up the slack, boosting the number of funding rounds over €5 million to 12 deals in 2019 from 11 in 2018. In both years, all but one of those deals drew a substantial part of the funding round from foreign investors.

We expect more to emerge from Vienna’s tech scene in the future. The Pioneers Festival (RIP) proved that Vienna is a fascinating bridge between Western European capital and entrepreneurial culture, and East European entrepreneurs and talent, which it will no doubt continue to benefit from in years to come. But — just as will happen with Lisbon this year and the loss of Web Summit — the loss of a major conference in Vienna to shine a light on the city and ecosystem, combined with the pandemic, may have cooling effects for the next couple of years.


Notable Vienna startups:

  • Newsadoo: Uses artificial intelligence to personalize news.
  • Cashpresso: Links customers, merchants and banks to offer consumer financing options.
  • Jobrocker: An online job search portal that connects applicants’ CVs with job openings.
  • Storyblok: A headless content management system.
  • Byrd: First-mile shipping service that allows customers to ship items hassle-free.
  • Music Traveler: A marketplace that centralizes spaces with musical instruments and equipment.
  • PAYUCA: Provides flexible access to parking spaces in private office and residential buildings.
  • Refurbed: Fast-growing marketplace for refurbished electronics, across the German-speaking world.
  • Presono: A web platform for creating, managing and showing presentations in companies.
  • Blockpit: Develops software for portfolio tracking, tax calculation and compliance reporting of transactions for cryptocurrencies and crypto assets.
  • Robo Wunderkind: A robot for kids to build and program.
  • Medicus: Converts health data with their cryptic numbers and medical language into an easy-to-understand visual experience.
  • Cybershoes: VR accessory that allows you to walk through your favorite VR games.

Here’s who we interviewed:

Eva Arh, principal, Capital 300

What trends are you most excited about investing in, generally?
B2B software, robotics, no/low-code automation, AI-enabled vertical solutions, e-health, companies enabling others to hire and engage talent remotely.

What’s your latest, most exciting investment?
Lokalise.

Are there startups that you wish you would see in the industry but don’t? What are some overlooked opportunities right now?
Companies that enable others to manage and automate billing even further (e.g., per API call), next-gen video conferencing, solutions guiding women through menopause, providing solutions that help companies to offer mental health services to distributed teams, bringing cloud kitchens to the next level (not running central kitchens).

What are you looking for in your next investment, in general?
As always, ambitious, smart, hard-working teams eager to build a category leader in a huge market.

What other types of products/services are you wary or concerned about?
Concerned about solutions that leverage behavioral data to influence people for the sake of optimizing profit, overload of sales and marketing tech, overload of chatbot providers. [It is] hard to compete with players that have benefited from huge network effects such as food delivery.

How much are you focused on investing in your local ecosystem versus other startup hubs (or everywhere) in general? More than 50%? Less?
We focus on German-speaking areas and Central Eastern Europe. Opportunistically we would also invest outside of the region, still in Europe.

Which industries in your city and region seem well-positioned to thrive, or not, long term? What are companies you are excited about (your portfolio or not), which founders?
Austria — no specific industry focus within software. However, well-positioned in the biotech space, CEE — given the strong presence of IT outsourcing companies, the region is well-positioned to build solutions in the business-process automation, dev tool space. Storyblok (our portfolio). Others to watch: Anyline, Adverity, Bitpanda, PlanRadar, Refurbed.

How should investors in other cities think about the overall investment climate and opportunities in your city?
Regarding Vienna — we are seeing the first generation of entrepreneurs building global companies. Their and their team experience will be at utmost value creating a new wave of tech companies that compete on a global level.

Do you expect to see a surge in more founders coming from geographies outside major cities in the years to come, with startup hubs losing people due to the pandemic and lingering concerns, plus the attraction of remote work?
Yes, we already see this — exciting companies coming out of small cities in Poland, Germany, etc. and companies going remote.

Which industry segments that you invest in look weaker or more exposed to potential shifts in consumer and business behavior because of COVID-19? What are the opportunities startups may be able to tap into during these unprecedented times?
Telemedicine, online education has been accelerated. We see a shift that otherwise would have taken years, especially in the relatively conservative German-speaking area. As mentioned previously, mental health solutions, hiring and employing remotely are some of the opportunities highlighted by COVID-19. Companies that are heavily exposed are those that have been serving the long tail of companies, small merchants, and local businesses that were closed down or experienced much less traffic in past months and hence are extremely sensitive around their cost base, discontinuing services that are not 110% essential.

How has COVID-19 impacted your investment strategy? What are the biggest worries of the founders in your portfolio? What is your advice to startups in your portfolio right now?
We have always been very selective and focused, partnering up three to four times a year. We continue at the same pace. The companies that perform well despite COVID-19 are still in a strong position for attracting external capital. Of course, we help our portfolio to secure a runway and have a discussion how/whether the situation has impacted their offering/GTM. Some companies have to rethink their value proposition, some rethink their target groups either to make up for slower sales cycles or on the other hand to leverage and benefit from the current situation.

Are you seeing “green shoots” regarding revenue growth, retention or other momentum in your portfolio as they adapt to the pandemic?
Yes, we see that Lokalise is growing heavily with the current customer base as their customers expand to new markets, likely to make up for slower revenue growth in their existing markets. We see that Nethone (fraud prevention) is able to double down on e-commerce. Online fraud and online transactions are skyrocketing as people spend much more time online. (On the other hand, their airline customers of course show a different trajectory.)

What is a moment that has given you hope in the last month or so? This can be professional, personal or a mix of the two.
It is inspiring to see how founders go through the current situation, act instead of reacting, especially in those countries where there is less government support incentives in place. Personally, I am also happy to see that people use the work from home time to rethink and introduce healthier habits.

Any other thoughts you want to share with TechCrunch readers?
As the world has gone online and the location matters much less, there is an opportunity to distribute the created value and wealth more evenly — be it a company founded in a “non-tech-hub” location or be it talent hired remotely.

News: Gillmor Gang: Home Stretch

On this edition of the Gillmor Gang, the live recording session was briefly interrupted by a rolling upgrade from Zoom. We’ve been using Zoom to virtualize what we’ve been doing for years with a combination of video switching hardware (Newtek’s TriCaster), a bunch of Mac Minis hosting Skype, an audio mixing board, and a backchannel

On this edition of the Gillmor Gang, the live recording session was briefly interrupted by a rolling upgrade from Zoom. We’ve been using Zoom to virtualize what we’ve been doing for years with a combination of video switching hardware (Newtek’s TriCaster), a bunch of Mac Minis hosting Skype, an audio mixing board, and a backchannel pushing the switched Program Out to the members of the group. At first, we partnered with Leo Laporte on his fledgling video network. Subsequently, I copied Leo’s early studio setup to make the transition to streaming.

At that point, streaming was an emergent model. No Netflix, no Facebook Live, certainly no transition from RSS and podcasting to what we see now as Streaming From Home is adopted. Not just by the technocrati but mainstream cable networks, the remnants of broadcast television, and commercial streaming networks like Hulu, Amazon Prime, Disney +, and even Apple TV +. Cable news uses a version of our studio model to bring together roundtables where even the hosts are using Zoom’s background replacement feature or the like to simulate their usual broadcast locations. The 4 or 5 second delay over TCP/IP gives away the tech, but just as with the smaller delay we’ve gotten used to with the translation from landline to satellite and now to cell service, we accommodate this seeming lack of attention being paid.

There are limitations with this new virtualized studio, but with a great deal of tweaking, the relative ease of onboarding Zoom offers, and the ubiquity of use that the pandemic has mandated, a new experience has emerged with recording the show. It’s more relaxed, a subtle hybrid of a “show” and a conversation among friends. As I’ve mentioned before, we use a multi-streaming service called Restream to do just that with the edited Zoom feed to broadcast the live session on Facebook Live, Twitter/Periscope, and via an embedded YouTube window, to our newsletter feed on Telegram. After postproduction, we release an edited, sweetened, titled version on TechCrunch.

From the beginning of the Gang, back in 2004 when it was an audio production only, we leveraged an early social network called FriendFeed, to engage listeners in a realtime chat. FriendFeed was essentially a blend of Facebook and Twitter, so much so that Facebook ultimately acquired the startup and made co-founder Bret Taylor CTO. Those playing along at home might recognize Bret now as President and COO of Salesforce, where he went after his next startup, Quip, was acquired. The FriendFeed backchannel lasted for a few years, opensourced at the time but eventually shut down by Facebook.

To explain the magic of the backchannel, I refer you to a book by an old friend, Harvey Brooks, bass player and right-place-right time musician who recorded with a dazzling set of greats from Miles Davis to the seminal first stop on his journey, Bob Dylan. In an age without liner notes, he’s a living example of the magic of producing the right notes at the moment of creation in the studio. With Dylan, that moment came in the recording of Dylan’s first fully electric record, Highway 61 Revisited. He’d just recorded the single Like A Rolling Stone when Harvey was recommended by his friend Al Kooper, who had famously sat down in front of an organ he’d never played before and survived Dylan’s recording process.

Dylan would run down a song with the musicians a couple of times and then begin recording. The players would glean the structure of the song by watching the artist’s hands; Harvey quickly made notes of the chords in the first couple of run throughs. Then it was off to the races with tape rolling. Often that first take would be the keeper. To break it down further, my analogy would be that this was Dylan’s version of the backchannel, where each player’s intuitive feel would be communicated not just to Dylan but to the other musicians, who often were strangers to each other as well.

In recording the Gang, the trick if you will is to capture that moment between the first time you hear something to the time where other takes don’t improve on that spark of creation. A later take may be more studied and practiced, but it may lose that magic of the spark. In the case of the conversation, it’s not quite an improvisation, but what takes it somewhere else is the backchannel, where we all live and communicate between sessions. It’s not quite a newsletter, where the goal (or at least my goal) is to provide stepping stones between rocks in the stream and not the pebbles that form the rush of news and attitude that overwhelms us.

These days Trumpstock is everywhere, not to be avoided but necessary to be survived. Then there are the glimmers of tech, like the media story about Disney’s reorganization around streaming. The ripple effects of surviving the pandemic’s direct hit on Disney’s park revenue and the need to shift investment to Disney + content production are a major signal of where winners are going to emerge in the entertainment industry’s move to a direct relationship with consumers. The backchannel is a powerful tool for giving us direct access to the underlying information required to make strategic decisions about where and how we live as we recover.

Sometimes the winging-it approach bears fruit; sometimes it crashes and burns as elements of this loosely-coupled cloud mashup unexpectedly shift. In this case, our carefully constructed production flow broke down just as we went live. It took some time and a restart to regroup, and a post show debugging to figure out what had changed in a Zoom autoupdate. This is the process. It’s not perfect, but it works when it works. When it doesn’t, it gets better. Join us on the backchannel.

__________________

The Gillmor Gang — Frank Radice, Michael Markman, Keith Teare, Denis Pombriant, Brent Leary, and Steve Gillmor. Recorded live Friday, October 9, 2020.

Produced and directed by Tina Chase Gillmor @tinagillmor

@fradice, @mickeleh, @denispombriant, @kteare, @brentleary, @stevegillmor, @gillmorgang

For more, subscribe to the Gillmor Gang Newsletter and join the backchannel here on Telegram.

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