Monthly Archives: December 2020

News: As Next Insurance makes its first acquisition, insurtech looks energetic

Expect to keep hearing about insurtech for quarters and quarters to come.

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.

News: NASA and Boeing set do-over Starliner orbital test flight for March 2021

NASA and Boeing are looking to March 29, 2021 as the earliest possible date for their Orbital Flight Test 2 (OFT-2), a key qualifying demonstration mission in their ongoing Commercial Crew spaceflight program. Boeing is the second company selected by NASA to build and qualify a human space launch system for transporting astronauts to and

NASA and Boeing are looking to March 29, 2021 as the earliest possible date for their Orbital Flight Test 2 (OFT-2), a key qualifying demonstration mission in their ongoing Commercial Crew spaceflight program. Boeing is the second company selected by NASA to build and qualify a human space launch system for transporting astronauts to and from the International Space Station, and it’s still working towards certifying its vehicle while SpaceX, the other company selected, has already flown its first active service mission.

Boeing originally flew the first version of this mission last December. The company’s Starliner CST-100 crew spacecraft took off as planned aboard a ULA rocket, which performed its part of the mission perfectly. The capsule encountered an error with its onboard mission timer, however, and due to a momentary blackout in ground communications, it wasn’t able to be corrected in time to preserve enough fuel to keep Starliner on track to rendez-vous with the Space Station, which was among the primary goals of the demonstration flight.

Boeing managed to still conduct a successful re-entry, descent and recovery of the Starliner capsule – all good tests of other key mission goals. But the company and the agency eventually decided that the OFT test would need to be repeated before any final, crewed demonstration mission took place.

After a lengthy and thorough investigation, Boeing and NASA both implemented changes to their software development process and partnership to ensure that future errors like the one that affected the mission timer wouldn’t take place. The partners had initially hoped to re-fly this mission sometime this month, approximately a year after the first try, but the timelines have slipped since then and at last mention, the first quarter of next year was the earliest likely window.

NASA hopes to have Boeing’s spacecraft certified so that it can rely on not one, but two providers of commercial transportation services for astronauts to low-Earth orbit. That diversified provider mix should also help spur increased commercial activity in Earth’s orbit centred on human spaceflight.

News: 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

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.

News: JetBrains presses go on its Space project management platform for developers

With Slack being acquired by Salesforce for $28bn, the world of collaborative tools for teams is on fire right now. Notion is super hot and last year Frame.io raised $50 million and Microsoft has Fluid. Now, after some months in private beta, JetBrains – which also makes development environments (IDE) for various programming languages —

With Slack being acquired by Salesforce for $28bn, the world of collaborative tools for teams is on fire right now. Notion is super hot and last year Frame.io raised $50 million and Microsoft has Fluid. Now, after some months in private beta, JetBrains – which also makes development environments (IDE) for various programming languages — has publicly launched Space, an all-in-one collaboration platform for creative teams.

In beta since last year, JetBrains says it had over 35,000 requests from companies to join the beta.

Space combines general collaboration tools: chats, team and project management, meeting scheduling and documents with workflows for specific verticals. It covers the software development cycle and the startup will be adding domain-specific tools for other roles and departments in the future.

Maxim Shafirov, JetBrains CEO, said: “JetBrains started as a company of developers but now 40% of our team represent different creative roles: designers, marketing, copywriters, and others. We’ve built Space so we could still work together as one team and we believe other companies will benefit from it as well.”

Space provides free tier and subscription options, starting at $8 per active user per month for wider team collaboration. Space is available in the cloud but will also will have an on-premise version in the near future.

It includes chats, meetings, calendars, issues, mobile apps, launched documents, issue boards, automation CI/CD, personal to-do lists, and added turn-based code reviews.

In the future, Space will have syncing with Google Calendar and Outlook, as well as integrations with other popular tools. In terms of extensibility, the team has introduced HTTP API, webhooks, Space Client SDK, custom fields, automations, and will be adding private and Marketplace applications soon, along with other extensibility features.

News: 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

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.

News: 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

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.”

News: Koan raises $1M more as it adds a free tier to its OKR software

This week Koan, a startup that provides objectives-and-key-results (OKR) and status-tracking software, announced that it has raised an additional $1 million, added a free tier to its service, and acquired a design firm that it has worked with. Koan, which raised $3 million in Seed funding last October, was co-founded by Matt Tucker, who previously

This week Koan, a startup that provides objectives-and-key-results (OKR) and status-tracking software, announced that it has raised an additional $1 million, added a free tier to its service, and acquired a design firm that it has worked with.

Koan, which raised $3 million in Seed funding last October, was co-founded by Matt Tucker, who previously co-founded Jive. Jive focused on enterprise social networking, went public in 2011 and later sold itself in 2017 for an all-cash deal worth $462 million.

The OKR-focused startup competes in a somewhat crowded space. The goals-tracking software market saw a wave of venture funding over the last year, including Ally’s $15 million Series B, Gtmhub’s Series A, WorkBoard’s Series C, among others.

For more on what OKRs are and how they work, I’ve written a bit of an explainer here.

Koan’s software is built around a single core philosophy, Tucker told TechCrunch in an interview, namely that small, positive actions done repeatedly will amount to a big impact in time.

In that vein, while Koan offers the OKR tools you’d imagine, it also has a check-in feature that helps individuals to report their performance and progress in a manner that is aggregated across teams to provide a clear picture of how individuals across teams are feeling about any particular KR. If individual workers keep updating their progress, the company’s picture of how it is progressing towards goals will sharpen.

Growth plans

Koan is pursuing a growth strategy called product-led growth, also known as product-led selling. OpenView Partners defines the go-to-market method as follows: “[A]n end user-focused growth model that relies on the product itself as the primary driver of customer acquisition, conversion and expansion.”

Via a Koan deck that TechCrunch reviewed, here how individual reports of progress against a KR can be viewed in its software.

It’s cheap, and if it works, very effective.

Software products that entice individuals to sign up, who then invite colleagues aboard can benefit from product-led growth strategies. The method has proven popular with collaboration-focused software, so it could make sense for Koan; if one team at a company uses the startup’s software, its use could spread to other teams. That would mean more revenue for Koan.

So to juice the number of folks using its product in hopes of it spreading widely, Koan is adding a free tier to its service. In marketing-speak, the startup wants to widen the top of its funnel.

If the move works, Koan could progress from Seed maturity to Series A preparedness. Its new capital will help in the same effort, with the new funds earmarked to help it staff up on the engineering side of its business and to help “accelerate [its] product led growth,” in the words of its CEO.

BMNT put the new monies into the company.

And to top its news dump off, Koan has purchased Horrible Design Co, which it has worked with. Horrible has traditionally helped small startups with product and design related projects.

The OKR space is red-hot, and competitive. Some startups charge, others don’t, some have a freemium model. Koan has now cast its lot in with the third category. Let’s see if the 2021 planning cycle can help the company snag new users as its CEO hopes, and drive the revenue growth that its new investor expects.

News: This is not a review of Apple’s new AirPod Max headphones

I’ve had Apple’s AirPod Max headphones for less than 24 hours, so there is no way I would attempt to write a review of any sort. But I do have some of those oh so popular these days “first impressions” to share. Mostly on build quality, but I’ll throw a few first listen thoughts at

I’ve had Apple’s AirPod Max headphones for less than 24 hours, so there is no way I would attempt to write a review of any sort. But I do have some of those oh so popular these days “first impressions” to share. Mostly on build quality, but I’ll throw a few first listen thoughts at you too.

These are thoughts that I have now that may change or get reinforced as I continue to evaluate them over the next week or so. So consider the below a sort of draft review that I’m publishing my early notes on. A ‘proto review’.

First, they’re gorgeous. The earcups are beautiful. The band is incredibly sturdy. The netting feels like a high-end piece of furniture. The stems are very well done, with a precision pull out mechanism that acts like a precision milled car piston. 

The netting, the ear pads, the clever (though now somewhat common) magnetic centering and clasp. The tuck and roll of the earcup covers providing an invisible seam as they attach to the body. The single piece of aluminum each of the ear cups is made of. How high quality is the build here? Like, this shouldn’t ship for $550 high. Judging from materials execution alone, the AirPod Max feels like it should be more expensive if anything. 

There is a tradeoff here that I feel I must mention even in this early review, though: These things are heavy. If you do not like heavy headphones, do not buy the AirPod Max. They are intense, definitely demand being listened to while sitting essentially straight up or leaning back (if you’re actively walking around the house picking up kid’s clothes and toys from the floor, for instance, they tend to want to shift forward from their own weight). These clock in at 386g — over 100g heavier than a pair of Beats over ears. If you have very high end headphones, you may be expecting this kind of weight, most people I think will not be. More on this as I keep using them and trying out adjustments.

There is also a distinct dearth of articulation present here. The piston-style extruding earcups are clever and have wow factor, but there is a limited spring back style articulation of the cup itself which means no folding them inward on themselves like the Bose QCII or Sony MX headphones are capable of. Hence that case I guess.

The controls are fine so far, the crown feels almost exactly like an Apple Watch crown, with maybe slightly more tension. The Siri functions work totally fine, either with a long press of the crown or a ‘Hey Siri’. The earcups have precision detection of position so you can pause by simply lifting one cup.

Taking the headphones off and setting them down turns them off, there is no power button. This feels super natural and nicely Apple-ey. Just put them on to use and take them off to stop.

They charge from any power brick though none is included. Apple says that you’ll get 1.5 hours for 5 minutes of charging but there is no overall fast charge. It’s basically two hours with any USB brick no matter the wattage.

The lack of an included 3.5mm cable means that you have to add $35 to the price to get to a place where you’re comparing these with a Bose or Sony option for seat-back systems on planes and general capability. Speaking of travel…

The lack of real folding options on these, the material in the netting and the pretty definitive ‘one way’ these are meant to articulate means that I do not see these being a regular travel companion for me, on initial pass. Oh, and the case is just as ridiculous as it looks. Sorry. The construction here is just as dodgy as the MagSafe Duo. It feels cheap, and like it will dirty easily, not exactly what you want from a ‘travel case’. And it looks like a butt.

The sound is impressive. Don’t worry about this being in the Beats region of a bass-heavy crowd pleaser. Though there is plenty of low end, this is a more nuanced affair, with crisp delivery across the spectrum. I’ve watched movies, listened to music and had phone conversations, all sounded great. The spatial audio feature, for one, is greatly improved by the larger drivers and enclosed environment. Audio panning and positioning from Atmos content is very cleverly done and if you’re watching from an iOS device it really does feel like you’re in a large sound environment with a strong center positioning at the screen. They feel like you’re listening in a room with no headphones on at all, it is really beyond impressive.

Ok, that’s it for now, more as I continue to check them out. Shortly: super high quality, very heavy, sound solid so far.

For those of you interested, I will test latency with a corded setup but I haven’t been able to yet.

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

In the view of most Americans, there’s abundant competition and choice throughout the digital marketplace.

Will Johnson
Contributor

Will Johnson is CEO of The Harris Poll, one of the world’s leading public opinion research firms.

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.

News: With another $2.5 million in funding, Julia Collins’ Planet FWD launches climate-friendly snack brand

Planet FWD, the climate-friendly food startup founded by Zume co-founder Julia Collins, is today launching its first product, Moonshot Snacks. The climate-friendly snack is carbon neutral, organic, kosher, plant-based, non GMO and has no sugar added. The crackers come in three flavors: sourdough sea salt rosemary garlic and tomato basil. A box of crackers costs $5.99.

Planet FWD, the climate-friendly food startup founded by Zume co-founder Julia Collins, is today launching its first product, Moonshot Snacks. The climate-friendly snack is carbon neutral, organic, kosher, plant-based, non GMO and has no sugar added.

The crackers come in three flavors: sourdough sea salt rosemary garlic and tomato basil. A box of crackers costs $5.99.

Planet FWD is also announcing an additional $2.5 million in funding led by Emerson Collective, Concrete Rose, MCJ Collective and Arlan Hamilton, as well as existing investors, including BBG Ventures, January Ventures,  and Kapor Capital among others. This is on top of the $2.7 million the startup announced earlier this year.

What’s unique about Planet FWD’s Moonshot Snacks is that it uses ingredients from farmers that use regenerative agriculture practices. Regenerative agriculture is a farming technique that aims to reverse the effects of climate change by capturing carbon in soil and aboveground biomass, which ultimately increases biodiversity, enriches soils and improves watersheds.

“We want to engage customers and show them they have the power to address climate change just with the way they eat,” Collins told TechCrunch. “We can use our food choices as a way to promote better farm management practices and company practices that can help decarbonize the environment.”

Ideally, Planet FWD will be able to show there’s consumer demand for climate-friendly products, Collins said. From there, she hopes that would encourage more farmers to implement these regenerative agriculture practices.

Unlike organic foods, where those specific farms are relatively well-known and identified, that can’t be said for regenerative agriculture. This is where the software element of Planet FWD comes in.

Additionally, Planet FWD is alpha testing a carbon impact assessment. So, if a brand wanted to determine what its current greenhouse gas impact is for its products, the tool could breakdown where it comes from — whether that’s the packaging, the ingredients, the distribution, etc. From there, the tool would recommend how to reduce the product’s greenhouse gas impact.

“Frankly, I think it’s a privilege to be alive and aware during this time where this is this window of opportunity to address climate change,” Collins said. “We can’t stop it. We can’t reverse it. But we can address it so it’s still possible for people to live on this planet. But the window is closing.”

Moonshot Snacks begins shipping today via its website. On December 16, it will be available via plastic-free grocery store Zero and will have a more traditional retail launch next year.

Planet FWD will create other products down the line, like cookies and chips. But first and foremost, the company’s roadmap is driven by the supply chain and understanding where there are opportunities to convert farms to regenerative practices.

“Through its sustainable and climate-friendly ingredient platform, Planet FWD is building a movement of more climate-conscious farmers and producers who can lead us toward a better, more sustainable future,” Fern Mandelbaum, Managing Director at Emerson Collective, said in a statement. “Through Julia’s inclusive leadership and passion, Planet FWD is helping create a new standard for the food industry and its role in being part of climate solutions.”

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