Monthly Archives: January 2021

News: DriveNets nabs $208M at a $1B+ valuation for its cloud-based alternative to network routers

People and businesses are relying on the internet to get things done more than ever before, an opportunity but also an infrastructure headache for service providers that need to scale quickly and reliably to meet that demand. Today, a startup that has built a clever, software-based way for them to expand their networks without buying

People and businesses are relying on the internet to get things done more than ever before, an opportunity but also an infrastructure headache for service providers that need to scale quickly and reliably to meet that demand.

Today, a startup that has built a clever, software-based way for them to expand their networks without buying costly equipment is announcing a major round of funding on the back of its business booming.

DriveNets — which provides software-based routing solutions to service providers that run them as virtualized services over “white box” generic architecture — has closed $208 million in funding, a Series B that values the company at over $1 billion post-money.

The plan will be to use the funding to continue building out the business internationally and to tailor it to more use cases beyond carriers, including the wave of bigger companies that stream large amounts of media and have some control over their networks as a result.

Future deals are still under NDA, CEO Ido Susan said, but he described the opportunity as a clear one: “If you want to serve bandwidth with low latency, if you want to offer strong 5G capability or cloud gaming, you need to be close to your end customer.”

The Series B is being D1 Capital Partners. Previous backers Bessemer Venture Partners and Pitango (which co-led DriveNets’ previous, $110 million round when it emerged from stealth) also made a significant investment, and Atreides Management also participated. This latest round was made at more than double DriveNets’ valuation in 2019.

D1 has been an especially prolific investor in the last year, going big on businesses that are seeing a lot of attention as a result of pandemic conditions. They include e-commerce giants Warby Parker and Instacart, fintech TransferWise, gaming engine Unity, online car sales platform Cazoo, and transportation startup Bolt.

DriveNets’ big round is based both on bigger trends in the market, as well as its own strong record.

Before this round, DriveNets had already counted AT&T among its customers, a major vote of confidence for the company and its virtual network approach, but it seems that recent circumstances and the spike in internet activity have brought more providers to consider its approach.

“The internet was growing 30%-40% annually even before Covid-19,” said Susan. “But even five years ago, incumbent carriers were coming to us saying, said no one can build virtual networks. Now, it’s not a question of whether it works or not, but when you will adopt it.”

Recent momentum for the company’s sales, he said, is very good. “Everyone is working and studying from home so you need more capacity and bandwidth in the network,” he added. 

DriveNets’ core product is a more flexible and cost-effective replacement for the traditional network router that relies on virtualized architecture. Traditionally, routers have been sold as vertically-integrated hardware solutions, bringing together both software and hardware into one branded big box, with companies like Cisco and Juniper Networks dominating the space.

In their place, as Susan and co-founder Hillel Kobrinsky envisioned it, DriveNets provides a solution that is based around generic white boxes. It currently works with three providers for these boxes, Susan said.

These work in conjunction with a system it has developed called Network Cloud, which in turn runs a networking stack called the DriveNets Operating System. Service providers control their systems of white boxes and other servers through a virtualized service run over Docker containers, using open APIs to automate and configure various network services.

This allows for more flexibility in capacity among the white box servers, but they can also be easily added and removed as needed. Essentially, it’s a system that disaggregates the software from the hardware, to make expanding the hardware much easier, and controlling the software significantly more flexible to boot.

(Ironically, my conversation with Susan took place over Zoom with him in his home office, which also doubles as a DIY workshop. So with a full array of hardware equipment surrounding Susan, we talked about how software would come to dominate the world.)

It’s a disruptive concept that potentially steps on a lot of toes, but Adam Fisher, a partner with Bessemer, said that he’s confident it’s one that will continue to gain traction.

“We are extremely enthusiastic about the company,” he said. “Aside from Ido and Hillel as entrepreneurs, we really connected with their vision. Network routing is moving to software and cloud architecture. We’re talking not just about the small parts here but the hearts and lungs of the system. DriveNets is starting with the hardest parts. Once one customer becomes multiple customers, you just realise it’s the future.”

News: Booksy raises $70M war chest to acquire salon appointment apps, expand internationally

Beauty and wellness appointment booking apps have proliferated of the last few years, but it appears the race is still on as today one of the leaders, Booksy, raises $70 million in a Series C round led by Cat Rock Capital, with participation from Sprints Capital.  The round was also joined by OpenOcean, Piton Capital,

Beauty and wellness appointment booking apps have proliferated of the last few years, but it appears the race is still on as today one of the leaders, Booksy, raises $70 million in a Series C round led by Cat Rock Capital, with participation from Sprints Capital. 

The round was also joined by OpenOcean, Piton Capital, VNV Global, Enern, Kai Hansen, Zach Coelius and Manta Ray Ventures, and takes the total raised by the firm to $119 million. The funding will be used for expansion plans across North America, expanding to new verticals, and acquiring complementary businesses.

The Booksy app is used by customers to book and pay for beauty appointments with local businesses. Salons, nail bars and barbershops can manage the bookings, payments, and customer base via the accompanying Booksy Biz app. The platform also allows salons to sell other products via Booksy E-Commerce, which acts as a marketplace allowing customers to discover and book other local stylists, nail technicians etc.

Booksy was founded by Polish entrepreneurs Stefan Batory (CEO) and Konrad Howard. Allowing customers to schedule their best appointment time means that 38% of customers end up booking after-hours and increasing their appointment frequency by 20%, says the company. The startup launched in 2014 but is now in the US (its largest market), UK, Poland, Spain, Brazil, and South Africa. It claims to be the number-one beauty booking app in each country, with “13 million” consumers on the app.

Batory said in a statement: “Like with many sectors negatively hit by the pandemic, it’s been a turbulent time for the beauty and wellness industry but we’re confident in its ability to come back from this, so it’s fantastic to see our latest group of investors share our optimism and vision. This latest round of funding enables us to reach even more salons and service providers across the US, and in all the regions we operate, which in turn helps them reach more customers.” 

Alex Captain, founder and managing partner at Cat Rock Capital, said: “We are incredibly excited to invest in Booksy as it builds the leading global software platform for digitizing the beauty and wellness industry around the world.”

Booksy certainly seems to have cracked the international expansion game ahead of most competitors, which tend to stay more local to their countries of origin such as Treatwell, Styleseat, Vagaro and Mindbody. The opportunity for Booksy is to now use its war cast to roll-up other local players.

It has already acquired rival Lavito in 2018 and, more recently, merged with Versum in December 2020 allowing it to enter Mexico.

News: Lime adds shared electric mopeds to the mix

Lime is adding electric mopeds — painted in the company’s signature green — to its micromobility platform as the startup aims to own the spectrum of inner city travel from jaunts to the corner store to longer distance trips up to five miles. Lime said Wednesday it plans to launch as many as 600 electric

Lime is adding electric mopeds — painted in the company’s signature green — to its micromobility platform as the startup aims to own the spectrum of inner city travel from jaunts to the corner store to longer distance trips up to five miles.

Lime said Wednesday it plans to launch as many as 600 electric mopeds on its platform this spring in Washington D.C. The company is also working with officials to pilot the mopeds in Paris. Eventually, the mopeds will be offered in a “handful of cities” over the next several months.

The mopeds, supplied by manufacturer Niu, are designed for two people and outfitted with tech like infrared-cameras in the helmet compartment that can detect if they’re in use during a trip, an effort aimed at rooting out misuse and increasing safety. Repeat offenders of Lime’s policies, which includes wearing a helmet at all times, will be kicked off the platform. Customers will also be required to take a selfie wearing the helmet at the start of a ride.

The helmets will be supplied by Moon for U.S. customers and Nikko for the European deployments.

The mopeds will have a top speed of 28 miles an hour and be able to travel up to 87 miles on a single charge. Unlike Lime scooters, in which gig economy workers can earn money by collecting, charging and bringing back to city streets, the mopeds will have swappable batteries and be maintained by full-time employees.

While it’s unclear if mopeds have always been part of Lime’s long-term plans, the company’s head of new mobility  told TechCrunch that they’ve been thinking about what the future of electrified urban transportation might include.

“As we’ve grown as a company, we understood that we just needed to follow what our riders were demanding which is further distances,” said Sean Arroyo, head of new mobility at Lime. “The ability to meet any trip, at anytime, anywhere, is something that’s at the foundation for us and so our riders really are the ones that pointed us in this direction.”

Lime CEO Wayne Ting first hinted late last year that a “third mode” of transport beyond scooters and bikes was in the works for the first quarter of 2021 as well as the addition of third-party companies to its platform. Last year, Lime also started to include on its app Wheels-branded electric bikes in certain cities. Ting said, at the time, that users should expect more partnerships like these.

The expansion into mopeds is the latest sign that Lime has managed to put some of its darker Covid-19-tainted times behind it. Lime underwent a round of layoffs in April, taking on capital from Uber the next month in a down-round that brought its valuation under the $1 billion mark. Lime paused most of its operations for a month during the early COVID-19 days.

But it has since rebounded. Ting said in November that the company is both operating cash flow positive and free cash flow positive in the third quarter and was on pace to be full-year profitable, excluding certain costs (EBIT), in 2021. It also had enough cash — or access to it — to expand into mopeds.

The question is, ‘whether more modes are on the way?’

Arroyo didn’t give specifics, but it does appear more is coming.

“I think throughout this year you’re gonna see us really expand, not just with modes, but optionality,” Arroyo said. ” For us it’s really about having a platform that’s available for all these trips, and then we want to be able to provide optionality that makes sense for the riders. Shared is a huge component, but there’s a lot of different levels of what shared looks like; and throughout 2021, I think you’re gonna see us offer quite a few different options as our modes expand.”

News: Gardin raises $1.2M pre-seed to use ‘optical phenotyping’ tech to improve food production

Gardin, a ‘deep tech’ hardware and software startup developing optical phenotyping technology and analytics to optimise food production, has raised $1.2 million in pre-seed funding. Leading the round is LDV Capital, with participation from Seedcamp, and MMC Ventures. A number of angel investors are also investing, including Pratima Aiyagari, Gilad Engel, and Abdulaziz Alrashed. Founded

Gardin, a ‘deep tech’ hardware and software startup developing optical phenotyping technology and analytics to optimise food production, has raised $1.2 million in pre-seed funding.

Leading the round is LDV Capital, with participation from Seedcamp, and MMC Ventures. A number of angel investors are also investing, including Pratima Aiyagari, Gilad Engel, and Abdulaziz Alrashed.

Founded in late 2019, Gardin’s mission, in the U.K. company’s own words, is to help everyone access high quality, nutritious food that is “good for you and for our planet”.

Specifically, the startup is developing tech for farms based on its own “optical phenotyping” hardware and accompanying analytics software. The idea is to enable food producers to measure and monitor the nutritional value of food, from “seed to plate in a real world environment,” rather than a lab.

“With deployment of Gardin’s OS, insight from our analytics will be delivered to help food producers optimise production, grow nutritious food, lower carbon footprint and reduce waste,” says founder and CEO Sumanta Talukdar. “At Gardin, we want to empower food producers to feed the world consciously, sustainably and nutritionally, as it should be”.

Talukdar says he started the company after learning that the traditional food industry currently “does not, or cannot, quantifiably measure food nutrition and quality”. This has seen Gardin partner with some of the leading crop and plant physiologists, phenotyping experts and plant scientists to identify the key biochemical mechanisms in various crops related to plant physiology.

“By designing hardware to specifically measure the signatures of these mechanisms, Gardin is able to quantify plant physiology and key compounds density with high fidelity (i.e. signal/noise ratio) at a cost similar to consumer electronics goods,” he explained. To achieve this, Gardin is employing a multispectral data fusion approach, using a suite of remote sensing and computer vision techniques to capture very specific data which is then “fused” to drive the analytics.

To that end, Gardin has been designed to assist both traditional and CEA (controlled environment agriculture), with the ambitious aim to become the new “food production gold standard”.

“Our full stack product is designed to run and optimise the entire growing environment running silently in the background like an OS i.e we are solving their problems, helping food producers grow higher quality food and reducing their operating costs and carbon footprint,” adds Talukdar.

“We have also designed our platform so we can integrate with their existing architectures. To us, asking a producer in what is already an asset heavy industry to change or add to their system to make us fit, was folly”.

In terms of traction, Talukdar says Gardin has already secured pilot trials that are ready to go live early this year with “key go-to-market clients. They include supermarket chains, food producers and vertical farms.

News: Corporate card startup Mooncard challenges American Express in France with miles

French startup Mooncard is partnering with Flying Blue to offer Air France miles to its customers. This is the first time you can earn miles with a payment card in France that isn’t an American Express card. Mooncard provides corporate payment cards to streamline your expenses. Most companies in France don’t use corporate cards. But

French startup Mooncard is partnering with Flying Blue to offer Air France miles to its customers. This is the first time you can earn miles with a payment card in France that isn’t an American Express card.

Mooncard provides corporate payment cards to streamline your expenses. Most companies in France don’t use corporate cards. But fintech startups have created corporate cards that can help you streamline expenses.

In addition to Visa cards, Mooncard lets you easily take a photo of your receipts, add details and submit expenses to your accounting team. You can set up different limits and validation processes.

Today’s news is interesting as American Express has been in a monopolistic position for decades with its partnership with Flying Blue. In France, companies had to choose American Express if they wanted miles as perks.

When it comes to pricing, it looks pretty similar to what American Express offers:

There’s one big difference — Mooncard relies on the Visa network. As many restaurants and shops don’t support American Express, it could be enough to lure customers away from American Express. Employees can use their miles for personal trips.

There are 3,000 companies using Mooncard as well as many public institutions.

News: Joanne Chen just became the first woman GP at Foundation Capital since founder Kathryn Gould

Joanne Chen just became the second general partner in the history of the now 26-year-old, Silicon Valley venture firm, Foundation Capital. Were she still alive, Foundation’s founder, Kathryn Gould, would undoubtedly cheer the development. Known for her big personality, Gould first met Chen when Chen was an MBA student at the University of Chicago. Gould

Joanne Chen just became the second general partner in the history of the now 26-year-old, Silicon Valley venture firm, Foundation Capital.

Were she still alive, Foundation’s founder, Kathryn Gould, would undoubtedly cheer the development.

Known for her big personality, Gould first met Chen when Chen was an MBA student at the University of Chicago. Gould was recovering from a bout with cancer at the time, and after being introduced to Chen through one of Chen’s professors, she initially advised Chen not to go into venture. As Gould herself discovered early on, doors open more easily to men in the venture world, which is why she’d started her own firm in the first place.

Yet, like Gould, being dissuaded only motivated Chen more. While she began her career as an engineer at Cisco, she was long interested in finance, jumping into a banking analyst role with Jeffries, then working as an associate with the capital advisory firm Probitas before cofounding a mobile gaming company she would later wind down.

Indeed, grad school in Chicago — and meeting Gould — only reinforced for Chen how much she wanted to become a VC, and following stints at Formation 8 and Hyde Park Angels, she landed at Foundation in 2014. (Sadly, Gould passed away in 2015.)

Chen has certainly brought a fresh perspective to a firm that features 10 investors altogether, the rest men.

Aside from being the only woman in the group, Chen has a strong point of view, for example, on the entrepreneurial potential of students from U.C. Berkeley, where she studied as an undergraduate. While the university is not nearly so organized as Stanford when it comes to minting founders, in her view it has just as much talent and, as a result, it’s a network into which she invests a lot of time and energy as an investor.

Chen, who was born in China and great up in Montreal, also spends a lot of time thinking about AI, both as an investor and also simply a person in the world. Her father, who received his PhD from the University of Montreal, went on to work at Bell Labs as a researcher, and her mother is a computer programmer and “DevOps person” who Chen routinely talks with about software tools. But their background isn’t so simple.

Like many immigrants, her parents fled China during the Cultural Revolution. Because her grandfather helped architect a major telecom company in China, he was persecuted by the Communist Party, stripped of all his responsibilities and titles and, as an “intellectual,” says Chen, thrown in jail. Meanwhile, his son (her father) wasn’t allowed to start college until he was 21, and it was only because he was a good student that was he invited abroad to obtain his master’s degree.

Today, her family’s experience combined with China’s use of artificial intelligence — including to track its Muslim minority — is top of mind for Chen in ways it may not be for someone with a lesser grasp of the lengths to which authoritarian regimes will go, and how quickly they can act.

It’s why most of Chen’s work centers on understanding how AI, from how machines evolve from organizing activity to replacing humans (which will definitely happen, says Chen); to how to recognize and counter malicious applications of AI with AI (such as through recruiting software that screens out names and gender to eliminate human bias); and how to otherwise make sure that AI is used to improve human life, she suggests.

Of course, Chen isn’t exactly alone in her interest in AI. Nearly every startup today incorporates — or says it does — AI into its offerings, from lending companies to startups that help remote teams work more effectively. And investors, including at Foundation, have funded many of them.

Asked how she deals with competition for many of these deals, Chen says she moves as fast when there’s a decision to be made. She engages with VPs of engineering and technical founders who share ideas through Slack communities and elsewhere. She also notes that Foundation provides capital to roughly 30 operators who write angel checks and help steer the firm’s attention to interesting deals.

Mostly, suggests Chen, she focuses on whatever is not landing in her inbox — a lesson learned in part from Gould years ago.

It’s easy to believe. As Gould once told this editor of the advice she gives to other VCs: “It not the calls you take. It’s the calls you make. Everyone is calling you with dumb startup ideas, and you can stay hugely busy sorting through that crap. My advice instead is to figure out who are the 10 to 20 smartest people you know and call them. One of them is always starting a company.”

News: SaaS startup studio eFounders launches a fintech startup studio

eFounders is expanding its focus by creating a second startup studio called Logic Founders. This time, Logic Founders is going to focus on fintech startups exclusively. Camille Tyan (pictured above) is going to lead the new studio. Over the past ten years, eFounders has launched dozens of software-as-a-service companies trying to improve the way we

eFounders is expanding its focus by creating a second startup studio called Logic Founders. This time, Logic Founders is going to focus on fintech startups exclusively. Camille Tyan (pictured above) is going to lead the new studio.

Over the past ten years, eFounders has launched dozens of software-as-a-service companies trying to improve the way we work. Portfolio companies include Front, Aircall and Spendesk.

Camille Tyan previously co-founded PayPlug, a payments company that was acquired by Natixis (Groupe BPCE). He plans to follow the eFounders model centered around a new vertical. Logic Founders will come up with ideas for new startups. It’ll recruit two co-founders and start working on the product for the first 12 to 18 months of the company.

Ideally, the startup finds product-market fit and raises a seed round after this initial phase. The startup studio keeps a stake in the startup but it moves on so that it can focus on new projects.

If you’ve been following eFounders closely, the startup studio has already worked on several fintech companies, such as Spendesk, Upflow, Multis and Swan. New fintech projects will likely fall under the Logic Founders umbrella.

The studio says it will launch API-first financial products. It is riding the embedded finance trend — many believe financial products will be distributed by platforms that aren’t primarily focused on finance but could benefit from fintech features. You can expect companies working on payments orchestration, asset securitization, lending APIs, crypto and B2B identity.

News: ByteDance is cutting jobs in India amid prolonged TikTok ban

Chinese internet giant ByteDance has told employees in India that it is reducing the size of its team in the country after New Delhi retained ban on TikTok and other Chinese apps last week, a source familiar with the matter told TechCrunch. The company, which employs more than 2,000 people in India, shared the news

Chinese internet giant ByteDance has told employees in India that it is reducing the size of its team in the country after New Delhi retained ban on TikTok and other Chinese apps last week, a source familiar with the matter told TechCrunch.

The company, which employs more than 2,000 people in India, shared the news with employees in the country at 10am local time and said only critical jobs will be retained in the country, the source, company, and an internal memo obtained by TechCrunch said. ByteDance said it was left with no choice after the Indian government, which banned its marquee app late June last year, had offered no clear direction on when TikTok could make return in the nation, the source said on the condition of anonymity.

“It is deeply regretful that after supporting our 2000+ employees in India for more than half a year, we have no choice but to scale back the size of our workforce. We look forward to receiving the opportunity to relaunch TikTok and support the hundreds of millions of users, artists, story-tellers, educators and performers in India,” a TikTok spokesperson told TechCrunch.

Prior to the ban, India was the biggest international market for TikTok.

TikTok CEO Vanessa Pappas and VP of Global Business Blake Chandlee shared more context about the move in a memo to India employees today. “We initially hoped that this situation would be short-lived, and that we would be able to resolve this quickly. Seven months later, we find that has not been the case. Many of you have patiently waited to hear how this would play out, which has been very stressful. Thank you for your continued belief and trust in us,” they wrote.

“As you can imagine, a decision of this magnitude is not easy. For the last several months, our management team has worked tirelessly to avoid having to separate anyone from the company. We’ve cut expenses, while still paying benefits. However, we simply cannot responsibly stay fully staffed while our apps remain un-operational. We are fully aware of the impact that this decision has for all of our employees in India, and we empathize with our team.”

Today’s move caps some of the strangest and confusing months for ByteDance employees in India. Following the ban, the employees were told to focus on developing a range of other apps from the Chinese giant such as the productivity suite Lark that had not been blocked in India.

But they were asked to not talk about these apps in the public to avoid putting risk of other ByteDance properties also getting the limelight. The source said ByteDance also stopped all marketing efforts in India to promote its other services in the country.

“While we don’t know when we will make a comeback in India, we are confident in our resilience, and desire to do so in times to come,” Pappas and Chandlee wrote in the memo.

This is breaking news. Check back for more information.

News: Will this time be any different for Twitter?

As Twitter seems to buy its way into competing with Clubhouse and Substack, one wonders whether the beleaguered social media company is finally ready to move past its truly awful track record of seizing opportunities. Twitter’s pace of product ambition has certainly seemed to speed in the past several months, conveniently following shareholder action to

As Twitter seems to buy its way into competing with Clubhouse and Substack, one wonders whether the beleaguered social media company is finally ready to move past its truly awful track record of seizing opportunities.

Twitter’s pace of product ambition has certainly seemed to speed in the past several months, conveniently following shareholder action to oust CEO Jack Dorsey last year. They’ve finally rolled out their Stories product Fleets, they’ve embraced audio both in the traditional feed and with their beta Spaces feature, and they’ve taken some much-publicized steps to reign in disinformation and content moderation woes (though there’s still plenty to be done there).

In the past few weeks, Twitter has also made some particularly interesting acquisitions. Today, it was announced that they were buying Revue, a newsletter management startup. Earlier this month, they bought Breaker, a podcasting service. Last month, they bought Squad, a social screen-sharing app.

It’s an aggressive turn that follows Twitter’s announcement that it will be shutting down Periscope, a live video app that was purchased and long-neglected by Twitter despite the fact that the company’s current product chief was its founder.

TikTok’s wild 2020 success in fully realizing the broader vision for Vine, which Twitter shut down in 2017, seems to be a particularly embarrassing stain on the company’s history; it’s also the most crystallized example of Twitter shooting itself in the foot as a result of not embracing risk. And while Twitter was ahead of that curve and simply didn’t make it happen, Substack and Clubhouse are two prime examples of competitors which Twitter could have prevented from reaching their current stature if it had just been more aggressive in recognizing adjacent social market opportunities and sprung into action.

I remember Vine, and I certainly remember Periscope 🙂 You’re not wrong about our past. But challenge accepted on our ability to learn from our mistakes. A lot is different now.

— Kayvon Beykpour (@kayvz) January 26, 2021

It’s particularly hard to reckon in the shadow of Facebook’s ever-swelling isolation. Once the eager enemy of any social upstart, Facebook finds itself desperately complicated by global politics and antitrust woes in a way that may never strike it down, but have seemed to slow its maneuverability. A startup like Clubhouse may once seemed like a prime acquisition target, but it’s too complicated of a purchase for Facebook to even attempt in 2021, leaving Twitter a potential competitor that could scale to full size on its own.

Twitter is a much smaller company than Facebook is, though it’s still plenty big. As the company aims to move beyond the 2020 US election that ate up so much of its attention and expand its ambitions, one of its most pertinent challenges will be reinvigorating a product culture to recognize opportunities and take on rising competitors — though another challenge might be getting its competition to take it seriously in the first place.

General Motors announces the Bolt. https://t.co/UndFpsBDU5

— Hamish McKenzie (@hamishmckenzie) January 26, 2021

News: Sila Nanotechnologies raises $590M to fund battery materials factory

Sila Nanotechnologies, a Silicon Valley battery materials company, has spent years developing technology designed to pack more energy into a cell at a lower cost — an end game that has helped it lock in partnerships with Amperex Technology Limited as well as automakers BMW and Daimler. Now, Sila Nano, flush with a fresh injection

Sila Nanotechnologies, a Silicon Valley battery materials company, has spent years developing technology designed to pack more energy into a cell at a lower cost — an end game that has helped it lock in partnerships with Amperex Technology Limited as well as automakers BMW and Daimler.

Now, Sila Nano, flush with a fresh injection of capital that has pushed its valuation to $3.3 billion, is ready to bring its technology to the masses.

The company, which was founded nearly a decade ago, said Tuesday it has raised $590 million in a Series F funding round led by Coatue with significant participation by funds and accounts advised by T. Rowe Price Associates, Inc. Existing investors 8VC, Bessemer Venture Partners, Canada Pension Plan Investment Board, and Sutter Hill Ventures also participated in the round.

Sila Nano plans to use the funds to hire another 100 people this year and begin to buildout a factory in North America capable of producing 100 gigawatt-hours of silicon-based anode material, which is used in batteries for the smartphone and automotive industries. While the company hasn’t revealed the location of the factory, it does have a timeline. Sila Nano said it plans to start production at the factory in 2024. Materials produced at the plant will be in electric vehicles by 2025, the company said.

“It took eight years and 35,000 iterations to create a new battery chemistry, but that was just step one,” Sila Nano CEO and co-founder Gene Berdichevsky said in a statement. “For any new technology to make an impact in the real-world, it has to scale, which will cost billions of dollars. We know from our experience building our production lines in Alameda that investing in our next plant today will keep us on track to be powering cars and hundreds of millions of consumer devices by 2025.”

The tech

A lithium-ion battery contains two electrodes. There’s an anode (negative) on one side and a cathode (positive) on the other. Typically, an electrolyte sits in the middle and acts as the courier, moving ions between the electrodes when charging and discharging. Graphite is commonly used as the anode in commercial lithium-ion batteries.

Sila Nano has developed a silicon-based anode that replaces graphite in lithium-ion batteries. The critical detail is that the material was designed to take the place of graphite in without needing to change the battery manufacturing process or equipment.

Sila Nano has been focused on silicon anode because the material can store a lot more lithium ions. Using a material that lets you pack in more lithium ions would theoretically allow you to increase the energy density — or the amount of energy that can be stored in a battery per its volume — of the cell. The upshot would be a cheaper battery that contains more energy in the same space.

The opportunity

It’s a compelling product for automakers attempting to bring more electric vehicles to market. Nearly every global automaker has announced plans or is already producing a new batch of all-electric and plug-in electric vehicles, including Ford, GM, Daimler, BMW, Hyundai and Kia. Tesla continues to ramp up production of its Model 3 and Model Y vehicles as a string of newcomers like Rivian prepare to bring their own EVs to market.

In short: the demand of batteries is climbing; and automakers are looking for the next-generation tech that will give them a competitive edge.

Battery production sat at about 20 GWh per year in 2010. Sila Nano expects it to jump to 2,000 GWh per year by 2030 and 30,000 GWh per year by 2050.

Sila Nano started building the first production lines for its battery materials in 2018. That first line is capable of producing the material to supply the equivalent of 50 megawatts of lithium-ion batteries.

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