Monthly Archives: February 2021

News: The Station: The lidar SPAC craze and 10 investors give their mobility predictions

The Station is a weekly newsletter dedicated to all things transportation. Sign up here — just click The Station — to receive it every weekend in your inbox.  Hi friends and new readers, welcome back to The Station, a newsletter dedicated to all the present and future ways people and packages move from Point A to

The Station is a weekly newsletter dedicated to all things transportation. Sign up here — just click The Station — to receive it every weekend in your inbox

Hi friends and new readers, welcome back to The Station, a newsletter dedicated to all the present and future ways people and packages move from Point A to Point B.

Before you get to reading The Station, a small update for you. As transportation editor — a new title I gained last month — I am focused on building a team and deepening our coverage. My first task was to bring on Mark Harris, who will be writing investigative pieces as well as articles for our subscription product Extra Crunch.

His first EC piece, which will publish this coming week, is a deep dive into solid-state batteries. This isn’t some one-off. Each month, EC will publish two “market map” articles, which focus on a particular slice of the transportation industry, along with other mobility-related analysis. I’m also bringing on more reporters to beef up coverage over at TechCrunch. A few of these folks have an expertise in automotive tech and are helping me revamp the traditional car review into something more TechCrunch-y.

Email me at kirsten.korosec@techcrunch.com to share thoughts, criticisms, offer up opinions or tips. You can also send a direct message to me at Twitter — @kirstenkorosec.

Micromobbin’

the station scooter1a

Remember last week when I wondered out loud if a new diversification trend was afoot in the micromobility sector? A growing number of companies are either adding new products to their portfolios or technological upgrades. For instance, Lime has added mopeds to its portfolio and Spin is testing out new three-wheeled scooters that can be remotely operated, via software and people power from Tortoise.

Revel has taken this diversification to a new level. The shared electric moped startup said it will start offering monthly electric bike subscriptions in New York, making this is the second new business venture the company has announced in the past several weeks.

Until the end of January, Revel was just a shared electric moped startup. Then it added a DC fast-charging station for electric vehicles in New York City. This new “Superhub” will contain 30 chargers and be open to the public 24 hours a day. Revel said it will open other Superhubs across New York City.

A week or so later it announced it was expanding into monthly subscriptions for electric bikes. The pedal-assist bikes, which are manufactured by WING Bikes, come equipped with a 36-volt battery that can travel 45 miles on a single charge and can reach speeds of 20 miles per hour.

It doesn’t seem — based on comments I received from Revel CEO and co-founder Frank Reig — that the company is done adding business ventures or products. “Safe to say that this will not be our last big announcement in 2021,” Reig told me.

Stay tuned. 

Deal of the week

money the station

A few years ago, I thought that lidar — the light detection and ranging radar that measures distance using laser light to generate a highly accurate 3D map of the world — had reached its peak. More than 70 lidar startups existed at that time and the timelines around the deployment of autonomous vehicles, which would theoretically unleash massive demand for the sensors, was slipping.

Consolidation seemed inevitable. Then came the wave of pivots, when lidar companies employed various strategies. Some started to market their sensors to other industries and others touted the perception software that accompanied the lidar. Many targeted automakers with the pitch that their sensors could make the advanced driver assistance systems more robust, reliable and safe.

A new trend is afoot in lidar land. Merging with SPACs, or special purpose acquisition companies, have become a go-to path for companies wanting to access the level of capital that the public market can provide. Lidar companies have joined the party in recent months with Aeye becoming the latest guest to arrive.

Aeye announced it was going public through a merger with CF Finance Acquisition Corp. III that will value the company at $2 billion. Under this deal, AEye said it was able to raise $225 million in private investment in public equity, or PIPE, from institutional and strategic investors that include GM Ventures, Subaru-SBI, Intel Capital, Hella Ventures and Taiwania Capital. Other undisclosed investors also participated. Through the transaction, AEye will have about $455 million in cash on its balance sheet, proceeds that include $230 million in trust from CF Finance Acquisition Corp. III, a SPAC sponsored by Cantor Fitzgerald.

Aeye is the sixth lidar company to announce a SPAC since last summer. Velodyne Lidar kicked off the trend when it announced that it planned to go public through a merger with special purpose acquisition company Graf Industrial Corp., with a market value of $1.8 billion. Others soon followed, including Luminar, Aeva, Ouster and Innoviz.

Which lidar company will be next?

Other deals that caught my eye this week …

Dingdong Maicai, the Chinese grocery app backed by Sequoia Capital China, is considering an initial public offering in the U.S. as soon as this year, Bloomberg reported.

Li-Cycle Corp, a lithium-ion battery recycler, is close to reaching an agreement to go public through a merger with Peridot Acquisition Corp., Reuters reported. The combined company would have a valuation of about $1.7 billion.

Metropolis, a new parking payment and management startup based in Los Angeles, has raised $41 million in financing from investors, including real estate managers Starwood and RXR Realty, Dick Costolo and Adam Bain’s 01 Advisors, Dragoneer, former Facebook employees Sam Lessin and Kevin Colleran’s Slow Ventures, Dan Doctoroff, the head of Alphabet’s Sidewalk Labs initiative; and NBA All Star and early-stage investor, Baron Davis. Global growth equity firm 3L led the round.

Fun fact: founder Alex Israel sold his last company, ParkMe, to Inrix back in 2015.

Recogni Inc., a startup that is developing an AI-powered vision recognition module for autonomous vehicles, raised $48.9 million in Series B funding round. Investors included BMW i Ventures, Toyota AI Ventures, and existing investors, along with Robert Bosch Venture Capital and Continental.

Super73, the direct-to-consumer electric bike startup, raised $20 million Volition Capital. The Southern California-based company plans to use the capital to hire more staff, improve customer service operation and expand its product portfolio, The Verge reported.

Volkswagen is weighing the possibility of spinning out its Porsche unit, Bloomberg reported. The company is reportedly meeting with advisers to evaluate a potential initial public offering or spinoff of the sports car brand.

Volta Energy Technologies, the energy investment and advisory services firm, closed on nearly $90 million of a targeted $150 million investment fund, according to people familiar with the group’s plans. The venture investment vehicle complements a $180 million existing commitment from Volta’s four corporate backers, Equinor, Albermarle, Epsilon and Hanon Systems.

Investor survey 2021

Once a year, I like to reach out to investors and ask them a bunch of questions in an effort to understand where they’re putting their capital, identify emerging trends and get a general sense of where the industry, and its many sub sectors, are heading.

I surveyed 10 investors this time around and published the results in our subscription product Extra Crunch, where there will be a lot more transportation analysis in 2021. I encourage you to subscribe. In the meantime, here’s taste of what a handful (not all 10) had to say when I asked this:

What are the overlooked areas that you want to invest in, now that legacy automakers are shifting their portfolios to electric and new EV manufacturers are preparing to start production?

Clara Brenner, Urban Innovation Fund co-founder/managing partner : We are very interested in the emerging fleet management space — and this is reflected in a number of our recent investments, including Electriphi (software to help fleets transition to electric) and Kyte (activating underutilized fleets to deliver a magical car rental experience). There are so many efficiencies that come from the fleet model for transportation — we think this will be an increasingly important area in the coming years.

Dave Clark, partner at Expa: Don’t give the incumbents too much credit. As technology becomes commoditized we’ll see new competitors push their way into the market, especially around new designs more suitable to an autonomous and shared system.

A few specific examples for your readers: EVs are approaching price parity with gas-powered cars with the improvements to carbon-neutral/negative-emission tech, energy storage, microgrids and battery tech. We’re about to see drone infrastructure and service business models scale as we approach an inflection point in consumer adoption and industry regulation.

Finally, as autonomous vehicle tech approaches commoditization, there will be plenty of opportunities in the software layers that optimize routes and orchestrate resources across supply chains.

Abhijit Ganguly, senior manager at Goodyear Ventures: The secular trend toward electrification presents opportunities to OEMs, Tier 1 vendors and aftermarket participants alike. We continue to see opportunities in EV fleet management, aftermarket solutions for improving uptime, and reducing cost of operations and supportive infrastructure development (software and hardware) for easy deployment. Envoy, a Goodyear Ventures portfolio company, is capitalizing on these opportunities through its shared mobility EV platform.

Rachel Holt, co-founder/general partner at Construct Capital: We invested in a really interesting company building the software operating layer to help EV hardware manufacturers “connect;” the software layer of EV is going to be a very interesting space.

Sasha Ostojic, Playground Global operating partner: There seems to be an overlooked opportunity with consumer automotive apps. We have apps to manage our homes (cameras, speakers, sensors, etc.) so it’s only natural that our cars should join that ecosystem. At first it will be OEM-specific apps (like the Tesla app or the terrible GM app), but I expect an evolution of open APIs where you can add any car to your “garage” (like adding a device to Google Home).

Sebastian Peck, InMotion Ventures’s managing director: I think the market may not have fully appreciated the vast potential of connected vehicle data yet, in part because that data is currently still hard to access for developers. We see more OEMs making APIs available in 2021 and we expect this will become a very dynamic space with a lot of innovation benefitting consumers and commercial fleet managers.

Commission on Future Mobility Q&A

The Commission on the Future of Mobility is a new global coalition of business, industry, technology and policy leaders with a gigantic mission. The organization recently announced a slew of appointments to its board, notably Mary Nichols, the former chair of the California Air Resources Board and Jim Farley, president and CEO of Ford Motor Co. Other commissioners include, Ola Cabs Chairman Bhavish Aggarwal, Valeo Chairman and CEO Jacques Aschenbroich and Avinash Rugoobur, who is president of Arrival.

I thought it was time to learn more and so I reached out and had a chat with Alisyn Malek, the organization’s executive director and the former COO and co-founder of May Mobility.

Here’s an edited version of our conversation.

ME: It says here that the ultimate objective of the commission is to recommend a framework for regulations in the American, European, and Asian markets that reflects and facilitates the technological transformation taking place. That’s a lot.

MALEK: It’s a big goal. (laughs)

ME: Why take a global approach to this?

MALEK: We think it’s really important to take a global approach because that allows you to be open to more options of what solutions could look like. If we were only looking at a specific region — yes, it’s a little bit easier in terms of what you need to focus on and the problems that you need to solve — but we also worried that it would limit us. By taking this global approach, we think it really creates the opportunity to take the best of what everybody is trying to do and put those out as options for people to really understand what the future could look like.

ME: Will this framework acknowledge that each region has its own demographics and nuances and cultural behaviors and infrastructure?

MALEK: We realize that there’s not going to be a one-size-fits-all solution, so our hope is to be able to put together a compelling vision and create options that different policymakers can select from and better understand the trade offs between them.

ME: The CFM emphasizes that its results are going to be based on data methodologies. Can you explain exactly the type of hard data that’s going to be used.

MALEK: We recognize that a lot of work has been done in these spaces before, so we will be looking at the current literature and working to add some new information and insight. We do think that there are areas where data needs to be collected.

For example, the changes in freight and the rise of e-commerce through the pandemic. That may be an area where we go in and try to understand a new data set. I don’t know that we would be outfitting vehicles to take that type of data — we’ll be looking for for existing data to feed our studies. That’s an area that is just so new that there really isn’t going to be a lot out there, so I think that’s a place where we may be substantially additive in the data perspective.

ME: Why does the transportation world need another commission?

MALEK: When we think about all of the commissions in mobility that exist today — and there are many — they are either focused on the advocacy of a specific topic or are interested in doing the research and adding to the knowledge base, but not necessarily carrying that through to advocacy to help drive change.

A big part of how the Commission on the Future of Mobility is different is the fact that is bringing together industry leaders across the movement of people and goods so we can hash out the hard questions internally as we work on our proposals and then bring those to an advocacy stage and help drive that change.

One AI thing

levandowski-church-AI-

Image Credits: Bryce Durbin

Finally, I have to share my article about Anthony Levandowski, the former Google engineer who avoided an 18-month prison sentence after receiving a presidential pardon last month.

I learned (and reported) that Levandowski has officially closed the church he created to understand and accept a godhead based on artificial intelligence. The church, called Way of the Future, sparked interest and controversy — much like Levandowski himself — from the moment it became public in a November 2017 article in Wired.

But as I noted in my article, it wasn’t just the formation of the church or its purpose that caused a stir in Silicon Valley and the broader tech industry. The church’s public reveal occurred as Levandowski was steeped in a legal dispute with his former employer Google. He had also become the central figure of a trade secrets lawsuit between Waymo, the former Google self-driving project that is now a business under Alphabet, and Uber.

Levandowski dissolved the church at the end of the year. However, the process had started months before in June 2020, documents filed with the state of California show. The entirety of the church’s funds — exactly $175,172 — were donated to the NAACP Legal Defense and Education Fund.

I did talk to Levandowski and while he didn’t get too deep into “why” he closed WOTF, he did say that he still believes in its premise. He believes that artificial intelligence will fundamentally change how people live and work and that it can be positive for society. He noted that is not guaranteed. Even without Way of the Future, Levandowski said he’s focused on making that happen.

 

News: Equity Monday: Everyone is going public so what’s wrong with your startup?

Hello and welcome back to Equity, TechCrunch’s venture capital-focused podcast where we unpack the numbers behind the headlines. This is Equity Monday, our weekly kickoff that tracks the latest private market news, talks about the coming week, digs into some recent funding rounds and mulls over a larger theme or narrative from the private markets. You

Hello and welcome back to Equity, TechCrunch’s venture capital-focused podcast where we unpack the numbers behind the headlines.

This is Equity Monday, our weekly kickoff that tracks the latest private market news, talks about the coming week, digs into some recent funding rounds and mulls over a larger theme or narrative from the private markets. You can follow the show on Twitter here and myself here — and be sure to check out our last main ep, in which Natasha coins a slogan for a16z that I both hate, and became the headline of the show!

But enough of all of that, we have a lot to get through this morning. Here’s what we talked about:

  • The Weekend: Coinbase at $100 billion? More on that to come. Toast is going public! Probably! Wait Toast the company that laid off staff last year? Yep that Toast! It’s not toast! And new rules on online lending in China.
  • This Morning: Oscar Health put together an IPO price range that is interesting, and Apex Clearing is going public via a SPAC.
  • Funding Rounds: Gophr raises money! Ageras Group raises money! Promise raises money! It was hard to pick just three, but each of those rounds has something notable about it. Enjoy!
  • Deeper Dive/Riff: If the public markets will float even the most leaden of startup via a SPAC-balloon, any late-stage startup that doesn’t take the ride out of the private markets must either be perfect or too heavy to lift. And if it’s the second, we can write it off? Maybe?

And, finally, this is precisely what I feel like this Monday morning. Chat soon and stay safe!

Equity drops every Monday at 7:00 a.m. PST and Thursday afternoon as fast as we can get it out, so subscribe to us on Apple PodcastsOvercastSpotify and all the casts.

News: Creatio raises $68M as the low-code space keeps attracting huge checks

This morning Creatio, a Boston-based software company, announced that it has raised $68 million. Volition Capital, a growth-equity fund, led the round. The deal was a minority investment in the startup. The deal is notable not merely thanks to its sheer size, but because up until today Creatio had bootstrapped. That’s according to founder and

This morning Creatio, a Boston-based software company, announced that it has raised $68 million. Volition Capital, a growth-equity fund, led the round. The deal was a minority investment in the startup.

The deal is notable not merely thanks to its sheer size, but because up until today Creatio had bootstrapped. That’s according to founder and CEO Katherine Kostereva, with whom TechCrunch caught up with last week regarding the investment.

Per Kostereva, her company’s low-code platform helps other companies automate business processes. Creatio’s competitive edge, she said, comes in part from how quickly it can help companies automate; the faster that companies can get from a low-code platform to live apps matters.

Creatio also has a genre-focus, namely that it touts its platform’s ability to help automate work in the CRM space — think marketing and sales-related tasks. But its crowning “jewel,” Kostereva said, is Creatio’s underlying low-code automation platform.

The low-code world that Creatio competes in is a broad space that is seeing active investment from the very-early to the very-late stage. For example, last month TechCrunch covered no-code focused Stacker’s $1.7 million round. And earlier this month TechCrunch wrote about low-code focused OutSystems’ $150 million raise at a $9.5 billion valuation.

To see another low-code company raise a big check was therefore not too surprising.

TechCrunch was curious where the company and its founder came down on the concept of low-code versus no-code, a topic that is always good to ask players in either space. Kostereva highlighted the importance of citizen developers, folks who can use drag-and-drop interfaces to create apps but who are less adept with code. But she added that with today’s no-code tools one can only build simple things. Creatio, she continued, is more focused on the mid-market and enterprise. As such, it’s just not possible for Creatio to go no-code today. But, her view did appear to be that citizen devs should be able to do more and more in time without code.

It’s a fair perspective, and an encouraging one. The more that folks can do sans code, the more power that can shift into the hands of business orgs that traditionally had to depend on other departments for dev lift.

Back to the money side of things, Creatio has historically targeted breakeven financial results per its CEO. That means it reinvested in itself as it grew, an arrangement that made us was curious as to why the company would raise capital now; why change up a working formula?

In short the company was getting itself ready for to accelerate, according to its founder. Kostereva said that she wanted Creatio to have “world class” numbers for metrics like net retention, revenue growth, and net promoter score before it took on external funds.

Was the wait worth it? The company’s net retention was 122% last year, and its NPS score is 34, she disclosed. On the growth side of things, Kostereva said that her company started off doubling and tripling and is still close to doubling. Our read of her comments is that Creatio is probably growing its ARR in the high double-digits today.

The company wants to use its capital to invest in sales-and-marketing to help spread the the word about its business, invest in its partner program, a key growth mechanism, and R&D, it said. So, a little bit of everything.

TechCrunch has recently noticed just how big the software world really is, indexing off the fast that there is enough room for a host of OKR-focused startups to grow and raise external capital without weeding weaker players out. Given how many businesses processes there are in the world to automate, it may be that Creatio and other low-code platforms that want to help other companies accelerate will enjoy similar market dynamics. Investors, at least, are betting like that’s the case.

News: A race to reverse engineer Clubhouse raises security concerns

As live audio chat app Clubhouse ascends in popularity around the world, concerns about its data practices also grow. The app is currently only available on iOS, so some developers set out in a race to create Android, Windows and Mac versions of the service. While these endeavors may not be ill-intentioned, the fact that

As live audio chat app Clubhouse ascends in popularity around the world, concerns about its data practices also grow.

The app is currently only available on iOS, so some developers set out in a race to create Android, Windows and Mac versions of the service. While these endeavors may not be ill-intentioned, the fact that it takes programmers little effort to reverse engineer and fork Clubhouse — that is, when developers create new software based on its original code — is sounding an alarm about the app’s security.

The common goal of these unofficial apps, as of now, is to broadcast Clubhouse audio feeds in real-time to users who cannot access the app otherwise because they don’t have an iPhone. One such effort is called Open Clubhouse, which describes itself as a “third-party web application based on flask to play Clubhouse audio.” The developer confirmed to TechCrunch that Clubhouse blocked its service five days after its launch without providing an explanation.

“[Clubhouse] asks a lot of information from users, analyzes those data and even abuses them. Meanwhile, it restricts how people use the app and fails to give them the rights they deserve. To me, this constitutes monopoly or exploitation,” said Open Clubhouse’s developer nicknamed AiX.

Clubhouse cannot be immediately reached for comment on this story.

AiX wrote the program “for fun” and wanted it to broaden Clubhouse’s access to more people. Another similar effort came from a developer named Zhuowei Zhang, who created Hipster House to let those without an invite browse rooms and users, and those with an invite to join rooms as a listener though they can’t speak — Clubhouse is invite-only at the moment. Zhang stopped developing the project, however, after noticing a better alternative.

These third-party services, despite their innocuous intentions, can be exploited for surveillance purposes, as Jane Manchun Wong, a researcher known for uncovering upcoming features in popular apps through reverse engineering, noted in a tweet.

“Even if the intent of that webpage is to bring Clubhouse to non-iOS users, without a safeguard, it could be abused,” said Wong, referring to a website rerouting audio data from Clubhouse’s public rooms.

Clubhouse lets people create public chat rooms, which are available to any user who joins before a room reaches its maximum capacity, and private rooms, which are only accessible to room hosts and users authorized by the hosts.

But not all users are aware of the open nature of Clubhouse’s public rooms. During its brief window of availability in China, the app was flooded with mainland Chinese debating politically sensitive issues from Taiwan to Xinjiang, which are heavily censored in the Chinese cybserspace. Some vigilant Chinese users speculated the possibility of being questioned by the police for delivering sensitive remarks. While no such event has been publicly reported, the Chinese authorities have banned the app since February 8.

Clubhouse’s design is by nature at odds with the state of communication it aims to achieve. The app encourages people to use their real identity — registration requires a phone number and an existing user’s invite. Inside a room, everyone can see who else is there. This setup instills trust and comfort in users when they speak as if speaking at a networking event.

But the third-party apps that are able to extract Clubhouse’s audio feeds show that the app isn’t even semi-public: It’s public.

More troublesome is that users can “ghost listen,” as developer Zerforschung found. That is, users can hear a room’s conversation without having their profile displayed to the room participants. Eavesdropping is made possible by establishing communication directly with Agora, a service provider employed by Clubhouse. As multiple security researchers found, Clubhouse relies on Agora’s real-time audio communication technology. Sources have also confirmed the partnership with TechCrunch.

Some technical explanation is needed here. When a user joins a chatroom on Clubhouse, it makes a request to Agora’s infrastructure, as the Stanford Internet Observatory discovered. To make the request, the user’s phone contacts Clubhouse’s application programming interface (API), which then creates “tokens”, the basic building block in programming that authenticates an action, to establish a communication pathway for the app’s audio traffic.

Now, the problem is there can be a disconnect between Clubhouse and Agora, allowing the Clubhouse end, which manages user profiles, to be inactive while the Agora end, which transmits audio data, remains active, as technology analyst Daniel Sinclair noted. That’s why users can continue to eavesdrop on a room without having their profile displayed to the room’s participants.

The Agora partnership has sparked other forms of worries. The company, which operates mainly from the U.S. and China, noted in its IPO prospectus that its data may be subject to China’s cybersecurity law, which requires network operators in China to assist police investigations. That possibility, as the Stanford Internet Observatory points out, is contingent on whether Clubhouse stores its data in China.

While the Clubhouse API is banned in China, the Agora API appears unblocked. Tests by TechCrunch find that users currently need a VPN to join a room, an action managed by Clubhouse, but can listen to the room conversation, which is facilitated by Agora, with the VPN off. What’s the safest way for China-based users to access the app, given the official attitude is that it should not exist? It’s also worth noting that the app was not available on the Chinese App Store even before its ban, and Chinese users had downloaded the app through workarounds.

The Clubhouse team may be overwhelmed by data questions in the past few days, but these early observations from researchers and hackers may urge it to fix its vulnerabilities sooner, paving its way to grow beyond its several million loyal users and $1 billion valuation mark.

News: Snack, where TikTok meets dating, gets $3.5 million in funding

After online dating’s tremendous 2020 growth that culminated in last week’s epic Bumble IPO, a new entrant has tossed its hat into the dating app ring. Snack, founded by Kimberly Kaplan, looks to merge the popularity and format of TikTok with the dating world. Kaplan hails from Plenty of Fish, where she was one of

After online dating’s tremendous 2020 growth that culminated in last week’s epic Bumble IPO, a new entrant has tossed its hat into the dating app ring.

Snack, founded by Kimberly Kaplan, looks to merge the popularity and format of TikTok with the dating world. Kaplan hails from Plenty of Fish, where she was one of the earliest employees at the dating site. She led product, marketing and revenue and was on the executive team that eventually sold PoF to Match Group for $575 million in 2015.

Kaplan said that she noticed a specific user behavior among folks using dating apps, particularly the coveted Gen Z demographic. Essentially, folks would match on Bumble or Tinder and immediately move the connection over to apps like Snap and Instagram, where they would watch each others’ stories and more casually flirt, rather than carrying on in a more high-pressure DM conversation on the dating apps.

Around the same time, TikTok surged in popularity, showing a shift in the average consumer’s attitude toward creating short-form video on the web.

Snack is a video-first dating app that asks users to create a video and post it to a feed. Other users can scroll through a feed (a la Instagram) rather than swipe right or left on individual profiles, and when someone likes a video, it opens up the ability to comment. Once two users have liked each others’ videos, DMs are open.

The app is still in its early days, so there is no location filtering yet to ensure that everyone who joins the app has a full feed of videos to browse through. Kaplan said that Snack is also working on video editing features similar to that of TikTok to let people get super creative with their profiles.

Thus far, Snack has received $3.5 million in funding, led by Kindred Ventures and Coelius Capital, with participation by Golden Ventures, Garage Capital, Panache Ventures and N49P.

Though we’re still a ways away from monetization, Kaplan says her experience in the dating space should be beneficial when looking to generate revenue at Snack, and that the startup will likely follow the same playbook as other dating apps, employing premium subscriptions and potentially ads.

There are 10 people on the Snack team, and Kaplan says that the team is 60 percent diverse with 40 percent of employees being visible minorities.

“The biggest challenge is going up against big players that have a lot of capital,” said Kaplan. “Starting out is hard and getting that initial foothold is hard. I fundamentally believe in our product and I see this open opportunity in the market. I very much believe someone will come in and usurp Tinder, and it’s going to be around video.”

News: Winning enterprise sales teams know how to persuade the Chief Objection Officer

Identifying and supporting anti-champions during the sales cycle helps enterprise software startups close more deals.

Oren Yunger
Contributor

Oren Yunger is an investor at GGV Capital, where he leads the cybersecurity vertical and drives investments in enterprise IT, data infrastructure, and developer tools. He was previously chief information security officer at a SaaS company and a public financial institution.

Many enterprise software startups at some point have faced the invisible wall. For months, your sales team has done everything right. They’ve met with a prospect several times, provided them with demos, free trials, documentation and references, and perhaps even signed a provisional contract.

The stars are all aligned and then, suddenly, the deal falls apart. Someone has put the kibosh on the entire project. Who is this deal-blocker and what can software companies do to identify, support and convince this person to move forward with a contract?

I call this person the Chief Objection Officer.

Who is this deal-blocker and what can software companies do to identify, support and convince this person to move forward with a contract?

Most software companies spend a lot of time and effort identifying their potential buyers and champions within an organization. They build personas and do targeted marketing to these individuals and then fine-tune their products to meet their needs. These targets may be VPs of engineering, data leaders, CTOs, CISOs, CMOs or anyone else with decision-making authority. But what most software companies neglect to do during this exploratory phase is to identify the person who may block the entire deal.

This person is the anti-champion with the power to scuttle a potential partnership. Like your potential deal-makers, these deal-breakers can have any title with decision-making power. Chief Objection Officers aren’t simply potential buyers who end up deciding your product is not the right fit, but are instead blockers-in-chief who can make departmentwide or companywide decisions. Thus, it’s critical for software companies to identify the Chief Objection Officers that might block deals and, then, address their concerns.

So how do you identify the Chief Objection Officer? The trick is to figure out the main pain points that arise for companies when considering deploying your solution, and then walk backward to figure out which person these challenges impact the most. Here are some common pain points that your potential customers may face when considering your product.

Change is hard. Never underestimate the power of the status quo. Does implementing your product in one part of an organization, such as IT, force another department, such as HR, to change how they do their daily jobs?

Think about which leaders will be most reluctant to make changes; these Chief Objection Officers will likely not be your buyers, but instead the heads of departments most impacted by the implementation of your software. For example, a marketing team may love the ad targeting platform they use and thus a CMO will balk at new database software that would limit or change the way customer segment data is collected. Or field sales would object to new security infrastructure software that makes it harder for them to access the company network from their phones. The head of the department that will bear the brunt of change will often be a Chief Objection Officer.

Is someone’s job on the line?

Another common pain point when deploying a new software solution is that one or more jobs may become obsolete once it’s up and running. Perhaps your software streamlines and outsources most of a company’s accounts payable processes. Maybe your SaaS solution will replace an on-premise homegrown one that a team of developers has built and nurtured for years.

News: Nanit raises another $25M for its AI-powered baby monitor

Nanit’s nursery camera pairs computer vision with specially-patterned clothing to help answer the question that most new parents ask themselves roughly every 90 seconds: “Is my baby still breathing?” This morning the company is announcing that it has raised an additional $25 million in a Series C round led by GV. As part of the

Nanit’s nursery camera pairs computer vision with specially-patterned clothing to help answer the question that most new parents ask themselves roughly every 90 seconds: “Is my baby still breathing?”

This morning the company is announcing that it has raised an additional $25 million in a Series C round led by GV.

As part of the deal, GV’s Frederique Dame will join Nanit’s Board of Directors.

The company raises this Series C on the momentum of a strong year. While declining to share exactly how many cameras the company had sold to date, Nanit CEO Sarah Dorsett tells me that camera sales were up 130% in 2020 versus 2019.

Earlier this month Nanit debuted the Nanit Pro, an upgraded model ($299 vs $249 for the Nanit Plus) that increases the camera’s resolution while improving things like the built-in night light and overall usability. It also launched a line of “smart sheets” complete with a custom black-and-white pattern the camera reads to help measure and record your baby’s height between doctor visits.

Dorsett tells me the company plans to expand its lineup into a broader ecosystem of nursery items, mentioning things like changing pads and nightlights as things “that exist today, but that [Nanit] could really amplify because of the app experience.”

This Series C brings Nanit’s total raised to $75M. While round-leader GV is a new investor here, it was backed by existing investors Jerusalem Venture Partners, RRE Ventures, Upfront Ventures, and Rho Capital Partners.

News: Bringing jobs and health benefits, BlocPower unlocks energy efficiency retrofits for low income communities

Retrofitting buildings to make them more energy efficient and better at withstanding climate change induced extreme weather is going to be a big, multi-billion dollar business. But it’s one that’s been hard for low-income communities to tap, thanks to obstacles ranging faulty incentive structures to an inability to adequately plan for which upgrades will be

Retrofitting buildings to make them more energy efficient and better at withstanding climate change induced extreme weather is going to be a big, multi-billion dollar business. But it’s one that’s been hard for low-income communities to tap, thanks to obstacles ranging faulty incentive structures to an inability to adequately plan for which upgrades will be most effective in which buildings.

Enter BlocPower, a New York-based startup founded by a longtime advocate for energy efficiency and the job creation that comes with it, which has a novel solution for identifying, developing and profiting off of building upgrades in low income communities — all while supporting high-paying jobs for workers in the communities the company hopes to serve.

The company also has managed to raise $63 million in equity and debt financing to support its mission. That money is split between an $8 million investment from some of the country’s top venture firms and a $55 million debt facility structured in part by Goldman Sachs to finance the redevelopment projects that BlocPower is creating.

These capital commitments aren’t charity. Government dollars are coming for the industry and private companies from healthcare providers, to utility companies, to real estate developers and property managers all have a vested interest in seeing this market succeed.

There’s going to be over $1 billion carved out for weatherization and building upgrades in the stimulus package that’s still making its way through Congress

For BlocPower’s founder, Donnel Baird, the issue of seeing buildings revitalized and good high-paying jobs coming into local communities isn’t academic. Baird was born in Brooklyn’s Bedford Stuyvesant neighborhood and witnessed firsthand the violence and joblessness that was ripping the fabric of that rich and vibrant community apart during the crack epidemic and economic decline of the 1980s and early 90s.

Seeing that violence firsthand, including a shooting on his way to school, instilled in Baird a desire to “create jobs for disconnected Black and brown people” so they would never feel the hopelessness and lack of opportunity that fosters cycles of violence.

Some time after the shooting, Baird’s family relocated from Brooklyn to Stone Mountain, Georgia, and after graduating from Duke University, Baird became a climate activist and community organizer, with a focus on green jobs. That led to a role in the presidential campaign for Barack Obama and an offer to work in Washington on Obama’s staff.

Baird declined the opportunity, but did take on a role reaching out to communities and unions to help implement the first stimulus package that Obama and Biden put together to promote green jobs.

And it was while watching the benefits of that stimulus collapse under the weight of a fragmented building industry that Baird came up with the idea for BlocPower.

“It was all about the implementation challenges that we ran into,” Baird said. “If you have ten buildings on a block in Oakland and they were all built by the same developer at the same time. If you rebuild those buildings and you retrofit all of those buildings, in five of those buildings you’re going to trap carbon monoxide in and kill everybody and in the other five buildings you’re going to have a reduction in emissions and energy savings.”

Before conducting any retrofits to capture energy savings (and health savings, but more on that later), Baird says developers need to figure out the potential for asbestos contamination in the building; understand the current heating, ventilation, and cooling systems that the building uses; and get an assessment of what actually needs to be done.

That’s the core problem that Baird says BlocPower solves. The company has developed software to analyze a building’s construction by creating a virtual twin based on blueprints and public records. Using that digital twin the company can identify what upgrades a building needs. Then the company taps lines of credit to work with building owners to manage the retrofits and capture the value of the energy savings and carbon offsets associated with the building upgrades.

For BlocPower to work, the financing piece is just as important as the software. Without getting banks to sign off on loans to make the upgrades, all of those dollars from the federal government remain locked up. “That’s why the $7 billion earmarked for investment in green buildings did not work,” Baird said. “At BlocPower our view is that we could build software to simulate using government records… we could simulate enough about the mechanicals, electrical, and plumbing across buildings in NYC so that we could avoid that cost.”

Along with co-founder Morris Cox, Baird built BlocPower while at Columbia University’s business school so that he could solve the technical problems and overcome the hurdles for community financing of renewable retrofit projects.

Right before his graduation, in 2014, the company had applied for a contract to do energy efficiency retrofits and was set to receive financing from the Department of Energy. The finalists had to go down to the White House and pitch the President. That pitch was scheduled for the same day as a key final exam for one of Baird’s Columbia classes, which the professor said was mandatory. Baird skipped the test and won the pitch, but failed the class.

After that it was off to Silicon Valley to pitch the business. Baird met with 200 or more investors who rejected his pitch. Many of these investors had been burned in the first cleantech bubble or had witnessed the fiery conflagrations that engulfed firms that did back cleantech businesses and swore they’d never make the same mistakes.

That was the initial position at Andreessen Horowitz when Baird pitched them, he said. “When I went to Andreessen Horowitz, they said ‘Our policy is no cleantech whatsoever. You need to figure out how software is going to eat up this energy efficiency market’,” Baird recalled.

Working with Mitch Kapor, an investor and advisor, Baird worked on the pitch and got Kapor to talk to Ben Horowitz. Both men agreed to invest and BlocPower was off to the races.

The company has completed retrofits in over 1,000 buildings since its launch, Baird said, mainly to prove out its thesis. Now, with the revolving credit facility in hand, BlocPower can take bigger bites out of the market. That includes a contract with utility companies in New York that will pay $30 million if the company can complete its retrofits and verify the energy savings from that work.

There are also early projects underway in Oakland and Chicago, Baird said.

Building retrofits do more than just provide energy savings, as Goldman Sachs managing director Margaret Anadu noted in a statement.

“BlocPower is proving that it is possible to have commercial solutions that improve public health in underserved communities, create quality jobs and lower carbon emissions,” Anadu said. “We are so proud to have supported Donnel and his team…through both equity and debt capital to further expand their reach.”

These benefits also have potential additional revenue streams associated with them that BlocPower can also capture, according to investor and director, Mitch Kapor.

“There are significant linkages that are known between buildings and pollution that are a public health issue. In a number of geographies community hospitals are under a mandate to improve health outcomes and BlocPower can get paid from health outcomes associated with the reduction in carbon. That could be a new revenue stream and a financing mechanism,” Kapor said. “There’s a lot of work to be done in essentially taking the value creation engine they have and figuring out where to bring it and which other engines they need to have to have the maximum social impact.”

Social impact is something that both Kapor and Baird talk about extensively and Baird sees the creation of green jobs as an engine for social justice — and one that can reunite a lot of working class voters whose alliances were fractured by the previous administration. Baird also believes that putting people to work is the best argument for climate change policies that have met with resistance among many union workers.

“We will not be able to pass shit unless workers and people of color are on board to force the U.S. senate to pass climate change policy,” Baird said. “We have to pass the legislation that’s going to facilitate green infrastructure in a massive way.”

He pointed to the project in Oakland as an example of how climate policies can create jobs and incentivize political action.

“In Oakland we’re doing a pilot project in 12 low income buildings in oakland. I sent them $20K to train these workers from local people of color in Oakland… they are being put to work in Oakland,” Baird said. “That’s the model for how this gets built. So now we need them to call Chuck Shumer to push him to the left on green building legislation.” 

 

News: Netflix launches ‘Downloads for You,’ a new feature that automatically downloads content you’ll like

Netflix today is launching a new feature that aims to bring more offline content to users who opt in automatic downloads. With “Downloads for You” enabled, the Netflix app will download recommended TV shows and movies to your mobile device based on your tastes, as determined by your Netflix watch history. After turning on the

Netflix today is launching a new feature that aims to bring more offline content to users who opt in automatic downloads. With “Downloads for You” enabled, the Netflix app will download recommended TV shows and movies to your mobile device based on your tastes, as determined by your Netflix watch history.

After turning on the feature for the first time, you’ll be able to select the amount of storage space you want to dedicate to saving these recommended downloads on your device: either 1GB, 3GB, or 5GB. The downloads will then take place when you’re connected to a Wi-Fi network, and will contain a mix of recommendations that Netflix believes you’ll like. Typically, the app will download the first few episodes of a TV show — enough to get you started.

You can also cast the downloaded content to a nearby TV, where it will stream directly from your phone.

After you’ve watched the episodes or movies, you can delete them from the device to free up more storage space for the next time you’re connected to WiFi.

Netflix notes its full catalog is available for download, not just its own original content. However, there will be some titles with download limitations due to licensing restrictions.

The feature is an addition, not a replacement for Netflix’s existing offline access feature known as Smart Downloads. First launched in 2018 before becoming globally available, Smart Downloads allows users to pick which shows or movies they want to save for offline viewing.

Netflix says it began testing Downloads for You in late 2020, but is today making the feature available to all users worldwide, initially on Android. A version for iOS is in the works and will arrive later this year.

Offline downloads can make sense for those who are traveling — for example, by plane or underground train, where internet access is not a given. But it also makes sense for users in emerging markets, where access to a reliable cellular connection or bandwidth can be a concern.

During tests, Netflix notes it saw high usage of the feature in the U.S. But it considers the emerging market use case — where Android devices are more heavily used and connections are often unreliable — to be of particular importance. This especially true for countries like India and Brazil, and elsewhere in the Asia-Pacific region.

“We’re excited to introduce Downloads for You. People who choose this new feature will have shows or movies automatically downloaded to their devices, with recommendations based on their tastes,” said Patrick Flemming, Netflix’s Director of Product Innovation, in a statement. “We want to make discovering your next new favorite series or film even easier, whether you’re connected or not.”

News: Lightspeed’s COO David Baga leaving to join pay advance startup Even as CEO

David Baga is going to be getting a new paycheck, which is fitting all things considered. Even, an “on-demand pay” startup that ‘evens’ out paychecks for workers to give them financial stability and flexibility, will announce later this morning that Baga is joining the company as its new CEO effective March 1, replacing co-founder and

David Baga is going to be getting a new paycheck, which is fitting all things considered.

Even, an “on-demand pay” startup that ‘evens’ out paychecks for workers to give them financial stability and flexibility, will announce later this morning that Baga is joining the company as its new CEO effective March 1, replacing co-founder and current CEO Jon Schlossberg. Schlossberg will remain full-time at the company as executive chairman.

Baga was most recently at Lightspeed Venture Partners, the prominent VC firm which he joined in late 2019 as chief operating officer. Prior to Lightspeed, Baga was chief business officer at Lyft and chief revenue officer at RocketLawyer.

Even was founded in 2014 by Schlossberg and a coterie of other co-founders focused on a mission of disrupting the payday loan industry with better tools for workers who increasingly live paycheck-to-paycheck. Workers who get dropped from a shift, for instance, often have to scramble to meet their upcoming financial obligations, forcing them to take usurious payday loans. Even’s product was designed to give workers better visibility and more control over their paycheck, offering tools like Instapay that offers an advance on their already earned wages. Notably, Even works on a subscription model that is designed to align its incentives with its worker-users to avoid the predatory practices that plague the industry.

I last covered the company in 2018 when it raised a $40 million Series B from Keith Rabois, who was then at Khosla Ventures. Even has had significant traction, reaching 650,000 members today according to the company, and most notably, it has an extensive partnership with Walmart, which just this week announced it was raising wages for 425,000 of its in-store associates, or roughly a third of its workforce. Even said that 53% of its members use the product daily.

Schlossberg says that while the company has had significant success in building out a high-quality product, it needs to pivot to a greater focus on revenue growth. “I am a very product-minded CEO and what we needed in the zero-to-one phase,” he said, referencing the concept of reaching product-market fit. But, “I am not an enterprise-growth CEO. This opportunity and problem deserves someone who can massively increase the probability of making [Even] as ubiquitous as 401Ks.”

He said that the company began searching for a COO to add enterprise sales experience to the executive team, but came up empty-handed. “So we offered the top job to get better candidates, and it did and we found David,” he said.

For Baga, the Even story fits in with his own background. I “grew up around a lot of blue-collar, first-generation Canadians — I can relate to Even in a lot of [ways],” he said. He migrated down to the Valley during the dot-com bubble, taking on a variety of sales jobs at companies like Oracle. His first startup experience was at RocketLawyer when it was just 20 people. “RocketLawyer was about making legal services affordable to all Americans,” a mission that resonated with Baga.

David Baga will join Even as CEO on March 1. Photo via Even.

From there, he said he eventually linked up with Logan Green and John Zimmer in 2012 when they were still operating Zimride, and would eventually join the rebranded company Lyft in 2015 when it was “thinking about a B2B version with large businesses.” He worked on enterprise and urban partnerships as well as Lyft Health, a rideshare product designed for non-emergency medical transportation.

Baga says that he wanted to stay at smaller orgs, and so as Lyft went public and grew to gargantuan size, he wanted to reset to a smaller company. He eventually landed at Lightspeed as the firm’s COO.

Baga demurred during our call to describe his time at Lightspeed or his reasoning for departing after a year and a half. Notably, Even is not a Lightspeed portfolio company. Instead, he connected with Schlossberg as Even was accelerating its CEO search and found that there was “strong values alignment” and that “they are addressing real pain points … but with a fair business model.”

In an email later, Baga stated that “It has been a privilege to work with Lightspeed Ventures and I will always be grateful for the opportunity to be a part of such a fantastic organization. At Lightspeed, I had a front row seat to entrepreneurs sharing their vision to change the world. They inspired me to heed the call to build again.”

Taking the reins on March 1, Baga said that his top priorities are to “help the team to get to know me, to understand the customers and our prospects, and to understand the product roadmap and strategy.” Schlossberg said that Even already has “a roster of pretty marquee referenceable customers across verticals of employment” and that “now is the time to scale it.” As Baga transitions into the role, Schlossberg said that the company is likely to raise a Series C round “sometime this year.”

Precarity isn’t going away in America anytime soon, yet as the last year has shown, there are tools that can help more workers find resilience in the labor they do. Even’s hope is that a well-built machine to improve pay can be rapidly expanded to make a difference in this economy.

Updated February 22, 2021 to make clear that Instapay provides access to already-earned wages, not a pay advance on future earnings.

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