Monthly Archives: March 2021

News: Let’s talk IP and M&A with Perkins Coie, Merus Capital & Brainbase at TC Early Stage in April

We’re just a few weeks out from the first TC Early Stage 2021 event on April 1-2. This two-day bootcamp helps early-inning founders develop core entrepreneurial skills for startup success. We’re talking essential topics led by experts in their field. Case in point. Intellectual property is your bread and butter — you need to safeguard it and

We’re just a few weeks out from the first TC Early Stage 2021 event on April 1-2. This two-day bootcamp helps early-inning founders develop core entrepreneurial skills for startup success. We’re talking essential topics led by experts in their field.

Case in point. Intellectual property is your bread and butter — you need to safeguard it and understand its value from a VC’s perspective. And while you’re an early-stage founder, it’s never too early to learn the ins and outs of mergers and acquisitions because you don’t ever want to get caught flatfooted — especially if your startup takes rapid flight.

With all that in mind, we’ve lined up a group of heavy hitters — from Perkins Coie, Merus Capital and Brainbase — to share their expertise on M&A and protecting IP. Don’t miss these three interactive breakout sessions with some of the best minds in the business.

Creating and Protecting IP Value in Connection with VC Financings (Perkins Coie)

How do venture capital investors value formal Intellectual Property (IP) rights when deciding to fund a technology or life sciences start-up? How do they conduct IP due diligence? How do investors and founders, post-funding, ensure their start-ups pursue an IP strategy that optimizes exit valuation for all? Perkins Coie partners Michael Glenn (Patent Prosecution) and Matt Oshinsky (Emerging Companies Venture Capital) join a seasoned venture capitalist to discuss these and other questions regarding safeguarding IP rights and maximizing the value of all technology development activities. Brought to you by Perkins Coie.

An M&A Playbook for Startup Founders – Lessons from Google & Microsoft (Merus Capital)

One of the most important decisions a founding team makes is when to consider selling the company to a strategic buyer. In this session, learn how to approach acquirors, avoid common pitfalls and maximize your chances for an eye-popping valuation. Hear from Sean Dempsey, founding partner of Merus Capital, who spent 10 years leading acquisitions for Google and Microsoft, and Dave Sobota, VP of Corporate Development at Instacart, and former M&A leader at Google. Brought to you by Merus Capital.

Naming & Protecting Your Company’s Intellectual Property (Brainbase)

You have an idea for a game-changing product or service — what do you call it? Once you’ve picked a name, how do you make sure nobody else is using it? Is the domain and Twitter handle available? Brainbase makes it easy for anyone to file a trademark without a lawyer, and instantly own your brand across all channels. In this session, company co-founder and CEO, Nate Cavanaugh explains the importance of owning your company’s trademark — both for brand protection and for fundraising due diligence. Brought to you by Brainbase.

Whew, that’s some good stuff right there. And you’ll find plenty more whip-smart presentations in the Early Stage 2021 agenda. Check it out and strategize your day.

TC Early Stage 2021: Operations and Fundraising takes place on April 1-2. Get your pass right here and join your colleagues to learn the best ways to build a startup. Pro tip: Attend both Early Stage 2021 events and double your knowledge. TC Early Stage 2021: Marketing and Fundraising runs July 8-9. Early-bird pricing on dual-event tickets remains in play until March 26 at 11:59 pm (PST). Buy yours before the deadline and save up to $100.

News: Eye, robot

So, this is going to sound like a cop out (because, honestly, it kind of is), but the through line for the past week’s robotics investments is variety. That is to say that this week’s round of funding is all over the place in terms of verticals, which is probably an overall positive sign of

So, this is going to sound like a cop out (because, honestly, it kind of is), but the through line for the past week’s robotics investments is variety. That is to say that this week’s round of funding is all over the place in terms of verticals, which is probably an overall positive sign of the health of robotics investing in general. VCs seem to be pretty bullish about automation across a variety of different sectors.

Medical continues to be a biggie. What’s wild about surgical robots is how long they’ve actually been in practice. The earliest date back to the mid-80s, for things like orthopedic surgeries. As for more mainstream usage, Intuitive’s da Vinci has been around for more than 20 years. At last count, there were somewhere in the neighborhood of 5,000 of these devices deployed worldwide.

Image Credits: ForSight Robotics

Fittingly, Intuitive co-founder Frederic Moll is among the new advisers for ForSight Robotics. The Israeli startup just raised $10 million in what it calls a “mega-seed round” for its eye surgery platform. Ophthalmological procedures, for what should be obvious reasons, have even less room for error than most surgeries.

The company says it can “democratize” the difficult procedure across different geographies – particularly those where access to professionals may be lacking. Per numbers from the British Journal of Ophthalmology, there are around 3.7 qualified surgeons per million citizens in developing countries. The hope is that getting machines like these in more medical facilities could help level the playing field to some degree.

RaniPill outlined in red, moving from the stomach to the intestines from the Feb. 2019 successful study without a drug.

Here’s an interesting piece on Rani Therapeutics. Robotic pills are an interesting idea that has been floating around research facilities for a long time (MIT, in particular, has been pretty big on it), and it’s great to see someone take steps toward commercializing the concept. Specifically, the company’s product is designed to deliver subcutaneous injections to the small intestine.

Speaking of bringing concepts into practice, one of the more interesting things about Nimble Robotics is the speed with which they’ve deployed into the real world. The company is earning that name – and, apparently, that $50 million Series A raise. It’s also enlisted big names like Fei-Fei Li and Sebastian Thrun as advisors. The company builds on the deep imitation learning concept to deliver adaptable pick-and-place fulfillment robots.

“We’re not the first robotic pick, place-and-pack company that’s out there. We’ve grown really fast and have a lot of robots deployed in production,” the CEO told me this week. “A lot of people have show robots in the corner of a warehouse. Right now, we have heaps of robots deployed, and we’re growing really quickly. These are robots that are in production and picking tens of thousands of real orders every single day for each of our customers.”

Image Credits: Bedrock

Bedrock Ocean Exploration’s $8 million raise isn’t huge by comparison, but there’s plenty of growth potential here. There’s a reason, after all, that Shell ran an underwater exploration XPrize not all that long ago. Launched by Nautilus Labs cofounder Anthony DiMare, the company is deploying advanced underwater robotics to survey the ocean floor for a variety of different applications, from wind farms to laying intercontinental cables.

Refraction autonomous delivery robot

Image Credits: Refraction

A couple of last-mile delivery robotics co’s warrant mention this week. I wrote about Refraction.AI, which debuted on our Mobility stage a few years back. The last-mile delivery company built its robot on a bicycle frame, making an ideal form factor for cruising around in bike lines. The Ann Arbor startup just raised $4.2 million and is planning to expand to additional markets.

Safeway Tortoise

Image Credits: Tortoise/Albertsons

Bay Area startup, Tortoise, meanwhile, just got a nice viability boost from Albertsons. The grocery mega-conglomerate plans to pilot the company’s robots in a couple of NorCal Safeway stores. If that goes well, the delivery carts will be arriving in even more West Coast locations.

On the other side of the food chain is Strawbot, another in a long list of agtech robotics that has been popping up in recent years. The company says it can offer farmers a labor cost savings of up to one-third by following pickers around. It’s a different take on strawberry crops that Traptic offers. And while it doesn’t actually do the picking, the company certainly wins the name game.

One quick mention of Anki — er, Digital Dream Labs, I guess — before we go. The Pittsburgh-based edtech company bought Anki’s IP after the well-funded startup imploded. This week, it announced plans to relaunch the popular Cozmo and Vector robotics toys. Per the piece:

Anki invested tremendous resources into bringing them to life, including the hiring of ex-Pixar and DreamWorks staff to make the robots more lifelike. A lot of thought went into giving the robots a distinct personality, whereas, for instance, Vector’s new owners are making the robot open-source. Cozmo, meanwhile, will have programmable functionality through the company’s app.

So, hello again, old friend.

 

News: 5 takeaways from the Coursera IPO filing

Coursera’s S-1 dropped last Friday, giving us a glimpse of the financial impact that COVID-19 had on a large edtech company. We worked through the numbers on the day the filing happened, but here are the core data points: Coursera’s 2020 revenue came to $293.5 million, up 59% from the year prior. During the same

Coursera’s S-1 dropped last Friday, giving us a glimpse of the financial impact that COVID-19 had on a large edtech company.

We worked through the numbers on the day the filing happened, but here are the core data points: Coursera’s 2020 revenue came to $293.5 million, up 59% from the year prior. During the same period, Coursera had a net loss of nearly $67 million, up 46% from the previous year’s $46.7 million net deficit.

The company is still unprofitable, despite the pandemic’s general lift to its business and customer base. But does it have a path to profits? Piggybacking from our Coinbase S-1 analysis piece, let’s ask five questions concerning Coursera’s S-1 that we’ll answer as we go.

  • Has the company’s freemium push been worth it? The freemium model is a popular strategy used by edtech companies to get a large top-of-funnel pool of free users, but the true test as a business is whether you can convert those costly unpaid users into paid customers. Coursera’s historical performance provides key insights into how much this strategy, which edtech companies heavily relied on during the pandemic, costs and creates.
  • Will non-consumer revenues bolster its business health? Consumer revenue can be notoriously volatile, so we’ll explore how Coursera’s other offerings play into its overall business, and whether there is growth potential to be found.
  • Does its work with universities to point to future profits? A big question for edtech founders is whether they should try to empower — or erase — colleges. Coursera launched a campus product during the pandemic to help colleges offer online instruction, but now we can understand if the company is too dependent on it as a revenue generator.
  • Did the pandemic create enough momentum for online education to stay relevant? This is a question poised to never be fully answered, but we’ll explore how one risk factor that Coursera outlined indicates its sentiment on its market’s future, and what trust needs to be built between consumers and businesses.
  • Will international revenue prove to be a big opportunity for Coursera? It’s well known that consumer edtech spending in international markets such as China and India outpaces that of the United States. We’ll see if Coursera’s business shows that, or if there are shifting tides on the willingness of people within the States to spend on education.

Our work will help us grok not just Coursera’s performance, but the health of other companies in the edtech space as well. So let’s get into the numbers and work toward better comprehension of one of the most active categories in the startup world, that of turning technology to bear on the global education market.

Has the company’s freemium push been worth it?

Coursera has two freemium lines of business, one targeted at consumers, and the other at a portion of its enterprise business, namely “Coursera for Campus.” In the case of the latter, Coursera made parts of its enterprise offering free to use during the pandemic.

We had two questions: First, can we track the impact of rising freemium usage on Coursera’s growth? And can we weigh that growth against the costs of the service to compare the two? The answer to both is yes.

Regarding the impact of freemium on consumer usage, we can intuit from a sharply rising “registered learner” count in recent quarters that offering a free tier was useful in filling the top of Coursera’s funnel during COVID. Here’s the data: From 2018 to 2019, Coursera’s registered learner count grew from 37.3 million to 46.4 million. Then from 2019 to 2020, it shot to 76.6 million. The accelerated growth was aided by the pandemic, but made possible in part by the fact that there was no cost (no barrier to entry) to sign up for the company’s mass-market offering.

On the enterprise side, we can track the growth of its university-facing work somewhat easily. Enterprise revenue — which encompasses Coursera for Campus, the product that added a free tier in 2020 — has grown in recent years. From 2018 to 2019, the top line from the segment grew from $26.8 million to $48.3 million. Then from 2019 to 2020, it expanded further to $70.8 million. And from 2019 to 2020, the number of paid enterprise customers grew from 240 to 387.

Here, it’s harder to parse the possible impact of the freemium effort. From the numbers, you might wonder where the freemium model might have had an impact; Coursera added around $22 million in enterprise revenue during both 2019 and 2020, so can we find a bump at all?

It’s probably yet to come. The company notes in its S-1 filing that its “Campus Response Initiative [i.e., freemium move] enabled over 4,000 institutions globally, including approximately 10% of all degree-granting institutions, to tap into ready-made, high-quality digital curricula from leading universities with minimal upfront costs.” Coursera goes on to note that it intends to convert those customers as part of its growth plan.

Summarizing: On the consumer side, we can see rapid adoption, and on the enterprise side, we see the potential to accelerate future growth.

That set of mostly good news was not cheap; the company’s sales and marketing costs rose from 31% of revenue in 2019 to 37% in 2020. The company explained it spent $9.2 million more in 2020 than it paid in 2019 to host and support new, free users.

However, given that the company’s full-year revenue was more than 30 times that amount, the expense seems to fit neatly next to the company’s rapidly-growing consumer user base that we feel was boosted by having a freemium offering; whether the enterprise side of the coin will convert is not yet clear, but having an option on future high-margin, low-churn revenues is likely attractive for Coursera and its potential investors.

A key question for edtech startups in the wake of the pandemic is whether a temporary increase of use will actually lead to long-term impact on adoption. Giving your platform away for free can always feel like a question mark; but in edtech, that organic, limitless consumer growth can help it land key enterprise deals eventually and a good reputation. For example, only 3% of Duolingo’s users pay, but they are worth $180 million in bookings.

Coursera’s general success with a freemium business model shows that top-of-funnel edtech, which is good for widespread adoption, can be a lucrative route for founders to consider.

News: Indy-based High Alpha Capital launches new $110M fund

We know that a lot of elements go into the formation of a startup ecosystem. When your city is outside of the major coastal tech centers, it takes a deliberate effort to get such a system off the ground. For Indianapolis, Indiana, it started with the creation of ExactTarget in 2000. When that company was

We know that a lot of elements go into the formation of a startup ecosystem. When your city is outside of the major coastal tech centers, it takes a deliberate effort to get such a system off the ground. For Indianapolis, Indiana, it started with the creation of ExactTarget in 2000. When that company was sold to Salesforce for $2.5 billion in 2013, it helped bring a bushel of cash into the startup system.

Today, the venture capital firm that connects back to that ExactTarget acquisition, High Alpha Capital, announced a new $110 million fund. The company concentrates on B2B SaaS startups. Kristian Andersen, partner and co-founder at High Alpha sees the fund in the context of the pandemic and the changes it has brought to how businesses are run.

“We are living in a [time] of almost unrivaled disruption, which has created a host of challenges for individuals, businesses, and society as a whole. In spite (or possibly because) of those challenges, we’re more confident and motivated than ever to help support the next generation of founders as they seek to transform the world through the marriage of entrepreneurship and technology,” Andersen said.

Of course, cash is a key ingredient in any startup system recipe. ExactTarget’s founders were flush with it after the acquisition and Scott Dorsey, one of the firm’s founders says they wanted to build a system from the ground up that included education, a system to encourage entrepreneurship, math skills, a pool of engineering talent and of course, a venture capital firm to drive investment.

“I think of the recipe as talent, capital, support and mentorship. So talent has to be a sharp focus, which is certainly is for us at High Alpha and across the Indianapolis market. The second piece is capital, and markets like Indy often don’t have access to capital and that’s been important that we’re raising our own funds,” he said.

He added, “Thirdly, I think it’s just support and mentorship and that’s really what High Alpha is built to do. We have 40 of us on the team with SaaS experts across design, marketing, product engineering, finance and HR —  all Centers of Excellence you need to start and scale a SaaS company,” he said.

The firm is divided into two parts. The first is High Alpha Studio, which is a kind of incubator for really early stage founders and the second is High Alpha Capital, which is the focus of today’s announcement.

This is third fund for the company. The first was High Alpha One worth $21 million. The second one, High Alpha Two was worth $85 million. Combined with today’s announcement, the total raised across the three funds is $216 million. While the first two funds’ investments were mostly in the Indy area, the plan with the newest one is to expand beyond the region with at least some of the investments.

The firm concentrates on enterprise B2B SaaS companies from pre-seed through Series A investments, so concentrating on early stage companies that it can help nurture and learn from their experiences building ExactTarget into a successful company.

Among the companies they invested in include Attentive, SalesLoft, Zylo, Terminus, The Mom Project, Lessonly, LogicGate, MetaCX and Socio.

News: Epidemic Sound raises $450M at a $1.4B valuation to ‘soundtrack the internet’

The popularity of video and other streamed content like podcasts is continuing to grow at a breakneck speed, and today a startup called Epidemic Sound, a marketplace to source the background music for that media, is announcing a huge round of funding to scale along with it. The Stockholm-based startup has raised $450 million from

The popularity of video and other streamed content like podcasts is continuing to grow at a breakneck speed, and today a startup called Epidemic Sound, a marketplace to source the background music for that media, is announcing a huge round of funding to scale along with it. The Stockholm-based startup has raised $450 million from Blackstone Group and EQT Growth, an equity round that values Epidemic Sound at $1.4 billion.

Epidemic currently features some 32,000 music tracks and 60,000 sound effects, and the plan will be to continue building out the technology on its platform to provide better tools to creators for matching music to media, to expand that catalogue, to grow its customer base, and to take the service global with more localized offerings.

$450 million may sound like a lot of money for a company that — if you’ll excuse the pun — hasn’t made a lot of noise up to now. But the funding is underpinned with some big ambitions and significant metrics.

“It ties into the size of the vision,” co-founder and CEO Oscar Höglund said in an interview. “We are trying to soundtrack the internet. That’s what it comes down to.”

For an idea of how the startup is growing, when we last covered funding for Epidemic Sound in 2019 (a more modest $20 million at a $370 million valuation), it saw its tracks playing for an average of 250 million hours each month on YouTube alone.

Since then, that figure has grown by more than 400% and is now well over 1 billion hours each month. Höglund says that in terms of streams, YouTube videos using music from Epidemic Sound artists are played 1.5 billion times each day. And that’s before you consider the traffic for Epidemic music used across TikTok, Facebook and Instagram, Snapchat and other platforms.

“The macro trend is exploding,” Höglund said. Counting composers and other creators, there are around 150,000 people using its platform today.

But considering that there are around 37 million YouTube channels, and that’s not counting the many other places like Twitch, TikTok, Instagram, Snapchat and elsewhere that you might find people, there is a lot of room to grow.

“We look for huge open-ended markets, and [in this market] Epidemic is growing into an industry leader,” Jon Korngold, the global head of Blackstone Growth who led on its investment, said in an interview.

Two-sided music marketplace

Epidemic Sound, positions itself as a marketplace, where musicians can upload their recorded tracks, and those who want to use them can come with some ideas in mind of what they’d like to find — music is searchable by genre, mood, instruments, tempo, track length and popularity — and then purchase them with pricing based on where they will be used, not how often they will be heard.

It also offers subscriptions for unlimited use based on personal use ($15/month) or commercial use ($49/month). It’s a formula that helped the startup tip into profitability, although at the moment it’s focused more on growth and is back in red.

Founded back in 2009, Epidemic was started by Höglund and Jan Zachrisson to address a specific gap in the market: their aim was to make it easier, and less legally risky, to add music to digital media. It’s funny to think of it, but 11 years ago, the digital music market was still mostly about downloads, and most of them (95%) were illegal. This report from the IFPI at the time didn’t even seem to mention streaming as a concept.

And to Epidemic’s opportunity, there were also no clear, easy to use marketplaces in existence to make music available, and to buy it under easy licensing terms.

“At the core, Epidemic was and is about the restriction free experience for creators,” said Victor Englesson, a partner and investment advisor at EQT Partners. “That was one of the big pain points for user-generated content, and that has been true since its inception. Epidemic Sound controls 100% of the rights in its library.”

Fast forward to today, and the opportunity is less about offering easy licensing, which now seems to be table stakes, but more directly addressing a huge demand.

In a world where video has proven to be a hugely popular with consumers — Cisco previously estimated that video accounted for some 80% of all internet traffic in 2020, but with those numbers dating from pre-pandemic, I wouldn’t be surprised if it was more — it has also proliferated as a medium for creators. Unsurprisingly, a lot of companies have emerged to provide tools for creators to produce and distribute their video content, and that has included providing them with music.

That has led to a pretty crowded market for soundtracking platforms. Others in the same area include the likes of Artlist (which also provides a catalogue of stills and video; it also raised money last year), Upbeat, and Comma.

Platforms themselves also provide music tools to creators, casual and otherwise, and that has extended far beyond YouTube.

On TikTok, tracks themselves go viral and become earworms overnight. And it’s interesting that Snap last year made a move that points to how it might leverage a role for itself in the music creation and dissemination marketplace. Last year, it quietly acquired an app called Voisy, which lets people overlay and edit their own tunes and vocals over a selection of beats, and then share those creations.

Within all that, Epidemic is more than just a simple platform for exchange, however.

In addition to operating its own platform, Epidemic also partners with other platforms where people are creating content, such as Adobe, Canva, Getty and Lightricks, which offer Epidemic’s music streams as part of their one-stop shops.

And there is also the “brain” behind what Epidemic has built. It tracks which music is used the most, and then how that music plays with audiences, it has been building a gradual picture of the music tastes of the global market — a music graph, as it were — information that it in turn uses to help sort music, match it up better with those looking for it, and to help encourage composers to create further tracks to meet demand.

“Because we collect data and because music leaves a footprint, we can see when there is a huge ask for metal lullabies, for example,” said Höglund. “We can then commission more of that kind of track, and it will get picked up.”

The growth of Spotify, and the massive investments made by Apple, Google, Facebook and others into music streaming, tells a story of how the physical music business has declined but music listening very much has not, a trend only accentuated in the last year, where concerts were cancelled and virtual streaming took their place.

Epidemic is an interesting counterpoint to all of these, focusing not on deals with labels and the Billie’s and Beyonce’s of the world, but a very long tail of creators who may have no deals of the sort in their sights.

While companies like Spotify have turned their attention to building out brands as monetization platforms for artists, that was a part of the equation for the start for Epidemic.

Music creatives receive an upfront payment for each track Epidemic buys, with payment varying depending on the track. It also splits the revenue from streaming platforms where the music might later get played.

The company says that on average musicians can make tens of thousands of dollars year, with a select few making hundreds of thousands of dollars per year. “It’s massive distribution and reach,” he said.

And some grow in their own right, not just as anonymous partners to video creators. Ooyy, Kospy and Loving Caliber are three that have crossed over into their own stardom, so the gap between what Epidemic Sound is doing for musicians and what a platform like, say, Spotify or YouTube might do is not as wide as you might think. (That also also points to some very obvious and formidable competitors — or acquirers or partners — down the line.)

Combined with its size and growth, it’s this engine that has helped Epidemic Sound grow in what has become a pretty crowded market.

“This is, at the end of the day, a data business,” said Korngold at Blackstone Growth.

News: Everything you missed from TC Sessions: Justice

TechCrunch Sessions: Justice covered a wide variety of topics. From DEI to labor to accessibility, the sessions went deep on the issues that matter most in the tech world. For example, we had an illuminating conversation with Arlan Hamilton around how to find the next unicorn. Congresswoman Barbara Lee, who has represented Oakland and the

TechCrunch Sessions: Justice covered a wide variety of topics. From DEI to labor to accessibility, the sessions went deep on the issues that matter most in the tech world.

For example, we had an illuminating conversation with Arlan Hamilton around how to find the next unicorn. Congresswoman Barbara Lee, who has represented Oakland and the surrounding East Bay cities for more than two decades, discussed equity in tech and the ‘pipeline problem.’ We even sat down with the heads of DEI at behemoths like Netflix, Facebook and Uber to hear their thoughts on growing diversity within the tech space.

If you didn’t have a chance to join us last week, you can still check out all the conversations we had right here.


Early Stage is the premier ‘how-to’ event for startup entrepreneurs and investors. You’ll hear first-hand how some of the most successful founders and VCs build their businesses, raise money and manage their portfolios. We’ll cover every aspect of company-building: Fundraising, recruiting, sales, product market fit, PR, marketing and brand building. Each session also has audience participation built-in – there’s ample time included for audience questions and discussion. Use code “TCARTICLE at checkout to get 20 percent off tickets right here.
 

News: Seth Rogen and Evan Goldberg want to be your weed dealer

Seth Rogen and four friends-turned-co-founders have been building a weed company for close to ten years, and its products are now available in the United States. The company’s house goods will be available through its website and select dispensaries in Los Angeles will carry Houseplant’s three strains of cannabis. Nearly every smoker has been there:

Seth Rogen and four friends-turned-co-founders have been building a weed company for close to ten years, and its products are now available in the United States. The company’s house goods will be available through its website and select dispensaries in Los Angeles will carry Houseplant’s three strains of cannabis.

Nearly every smoker has been there: Deep into a sesh with friends, someone has an idea of starting a weed company. It sounds great in the haze, but the idea fizzles as the high fades. That was ten years ago for co-founders Seth Rogen and Evan Goldberg. Yeah, the same Seth and Evan who starred in and produced some of the last decade’s best comedies. Together they launched Houseplant by teamed up with friends Michael Mohr, Alex Mcatee, and James Weaver and hired Melissa Greenberg as Chief Consumer Officer and Haneen Davis as Chief Commercial Officer.

Called Houseplant, the brand started in Canada in 2019 and launching today in the United States with three weed strains and a collection of design-first house goods.

Houseplant’s CEO Michael Mohr spoke to TechCrunch ahead of Houseplant’s US launch. He explains Houseplant sees itself as able to rise above competitors because its co-founders live the life they’re trying to sell. And to this company, success is not defined by just a financial windfall.

Mohr explains that he’s surprised at how little attention is given to social responsibility and impact within the cannabis industry. The company set up extensive social impact programs that to address three areas: education and advocacy, community empowerment and economic opportunity, and diversity, equity, and inclusion. They are also working with organizations addressing criminal justice and drug policy reform.

“[Houseplant] we recognize the issues,” Mohr said, “We recognize our advantages and our privilege. And we define our success not just financially, but we also grade ourselves on the impact that we’re able to make.”

Mohr pushes back that Houseplant is just another celebrity branding play. He explained that Rogen and Goldberg have shown they can authentically communicate a cannabis lifestyle because that’s how they live.

“[Rogen and Goldberg] put more thought into the cannabis products and the surrounding lifestyle than anyone else because that’s the life they live,” Mohr said. “And it’s through that personal experience we can create a line of house goods that are immediately well received by the cannabis community and the design community.”

As Mohr spoke, the vision became more apparent. Houseplant sees itself as having the potential to be a top-tier cannabis brand and not a side project for some celebrities.

“This industry needs brands that can bring trust and awareness to the space,” Mohr said. “It’s more than using [Rogen and Goldberg’s] name. It’s using their expertise to accomplish the goal and deliver an experience to consumers across the country.”

These claims are easily verified. Look at Seth Rogen’s Twitter account. Over the last week, he’s tweeted several times about Houseplant’s launch, teasing products and showing off the company’s hand-selected strains. Rogen’s enthusiasm is contagious. In one three-minute video, Rogen sits behind a pottery wheel and shows off some excellent pottery skills. In another, he dances (kind of) to a track from a set of vinyl records Houseplant sells. These videos have been viewed millions of times.

Houseplant sees an opportunity to create a friendly cannabis brand. CEO Mohr looks to Apple for inspiration, explaining he hopes Houseplant does for cannabis what Apple did for computers and smartphones by turning an intimidating product into something everyone can use.

The company has three product lines: cannabis flower and THC-infused beverages and a line of house goods. Eventually, Houseplant will release two house good products a month, which will be sold directly to consumers through its website.

The flower is hand-selected and includes three strains: two Sativa strains and one indica strain. All test high and come from California growers. Pink Moon is an Indica strain, crossed from Tangie and Kosher Kush, and results in a euphoric and creative high without the lively effects of a Sativa. The two Sativa strains claim to result in different effects. Diablo Wind is a cross of Jack Here and G13 Haze for a soaring, cerebral, and euphoric high. Pancake Ice is a cross of Chem Dawg, I-95, and Mandarin Cookies. Rogen tweeted twice he smokes this strain all day. The company says Pancake Ice results in a serene and pleasant body high that is not sedating.

The house goods portion of Houseplant has the same gas found in its weed. These products are uniquely suited for cannabis consumers yet are interesting enough for purchase by anyone. The ashtray even comes with a matching flower vase. Ashtray Set By Seth, as it’s called, retails for $85 and is inspired by Rogen’s new-found love for pottery (which he has been very vocal about on social media). The Block Lighter costs $220 and is clearly designed never to be lost like other lighters. Lastly, Houseplant sells a box set of vinyl records intended to be played with certain strains — you know, a playlist but in real life.

Despite the small line of products, the company seems poised to impact the growing cannabis market.

Houseplant is funded by two of the co-founders, Seth Rogen and Evan Goldberg. CEO Mohr tells TechCrunch they have not taken any outside investment yet.

To launch Houseplant in Canada in 2019, the company partnered with cannabis giant Canopy Growth Corp. Out of this deal, the company brought to market a line of cannabis strains and THC-infused beverages. Canopy Growth is not part of the United States launch.

News: Hi Marley raises $25M to fund its AI-powered communication platform for the insurance industry

If you’ve ever had to file a claim with your insurance company, you know that it’s not exactly fun. Often, you’re on hold indefinitely waiting to speak to a live person. And if you’ve ever had to file an auto or home insurance claim, you know that all the back and forth with your carrier

If you’ve ever had to file a claim with your insurance company, you know that it’s not exactly fun. Often, you’re on hold indefinitely waiting to speak to a live person. And if you’ve ever had to file an auto or home insurance claim, you know that all the back and forth with your carrier and the various vendors can take up so much time.

Hi Marley is a Boston startup that has set out to modernize communications in the insurance space by giving carriers a way to “seamlessly” communicate with their policyholders via text. The company just closed on a $25 million Series B funding round to help scale its SMS platform.

Hi Marley also includes other vendors in that communications channel, such as car repair or rental companies. The goal is to keep policyholders happier and less likely to churn to another carrier, in addition to helping carriers resolve claims faster.

On the back end, Hi Marley is a platform of apps, APIs and a layer of intelligence that integrates with other core systems such as Guidewire and Duck Creek “to deliver critical insights” to the carriers, according to CEO and co-founder Mike Greene. Per its website, Hi Marley’s messaging solution aims to streamline communication around claims, underwriting and policyholder service interactions “while simultaneously connecting everyone who touches that insurance experience into a singular, real-time conversation.”

Demand is there, and no doubt the COVID-19 pandemic forcing more people to go digital has led to still more consumer demand for new ways to communicate. Last year, the number of carriers using Hi Marley’s platform doubled, and the company saw a 4x increase in its user base, Greene said. Currently, the startup has over 40 customers live in production — including American Family, MetLife, Auto-Owners, Erie and MAPFRE.

“Unlike horizontal chat solutions, we are tackling the entire communication layer across the insurance enterprise for our carriers and their ecosystem partners,” Greene told TechCrunch.

Greene is no stranger to the space, having worked in the insurance sector for years. He previously co-founded and led Futurity Group, which was acquired by AON, a software and services company focused on monitoring and improving performance in P&C insurance.

Emergence Capital led the Series B round, which brings Hi Marley’s total raised since its 2017 inception to $41.7 million. Existing backers Underscore, True Ventures, Bain Capital Ventures, and Greenspring also participated in the financing, along with additional investors including Brewer Lane.

Emergence Capital Founder & General Partner Gordon Ritter — who took a seat on Hi Marley’s board — said his firm has been focused on finding the next iconic industry cloud company within the vertical for “quite some time.” 

“In the same way Veeva [a company Ritter chaired to a successful IPO in 2013] expanded from CRM to additional software solutions that power the pharma industry, we continue to be bullish on startups building vertically-focused solutions that can power an entire industry,” Ritter said.

Historically, he added, insurance has been viewed as a necessary evil, a purchase made purely for the sake of safety and security. And in today’s environment, carriers using “old” communication strategies will likely see a negative impact on performance, Ritter believes.

“Most of us can likely agree that our experiences dealing with insurers during times of need have been less than ideal, if not unpleasant altogether,” said Ritter, who actually has family with roots in the insurance industry. “But Mike wants to reverse the indifference or negative reputation; he is on a mission to make insurance lovable A new communication fabric between carriers and their ecosystem to benefit end customers is needed.”

Looking ahead, Hi Marley plans to use its new capital to create new features, ensure the platform scales across the enterprise and (naturally) do some hiring.

News: Imagining pathways for returning citizens with Jason Jones, Deepti Rohatgi, and Aly Tamboura

People returning from a period of incarceration face innumerable challenges, among them entering a high-tech workforce that requires a new set of skills. Jason Jones leads remote instruction at The Last Mile, a code training program for inmates; Deepti Rohatgi is head of Slack for Good, a social-good office within the company running Next Chapter,

People returning from a period of incarceration face innumerable challenges, among them entering a high-tech workforce that requires a new set of skills. Jason Jones leads remote instruction at The Last Mile, a code training program for inmates; Deepti Rohatgi is head of Slack for Good, a social-good office within the company running Next Chapter, which helps place recently incarcerated find employment at tech partners; Aly Tamboura advises the new $350 million (and counting) Justice Accelerator Fund at the Chan-Zuckerberg Initiative. These three, whose stories are intertwined, discussed the possibility for change and how to effect it within the context of tech and returning citizens.


On the shift in attitudes that makes it possible

Not many years ago the idea of in-facility tech training and mentoring might not even have been a possibility. But the increasingly visible shortcomings and flaws of the justice system have made it clear how much such programs are needed.

Tamboura: When we think of mass incarceration, as a whole, the nation is really starting to get it, is saying this was a failed experiment, it’s not working, our communities are no safer, we have all these people in prison.

And a lot of Departments of Corrections across across the United States, they’re not equipped to get people ready to come home and to thrive. They really weren’t set up for that. So when you think of the role of tech in this, when you ask what has changed, a lot of Department of Corrections, have changed that mantra, a lot of Governors, to change that mantra, and projects, like The Last Mile and Next Chapter, these public-private partnerships are showing states what is possible, if we all collaborate and and put our heads together. (Timestamp: 5:36)


On tailoring the lesson to the learner

Teaching people serving prison terms means catering to their strengths and expectations, just like teaching any other group. In this case it also means wearing away the dehumanization and stigma that comes with spending years in a cell.

Jones: From the very first time that they come in, we really try to embed this culture, to humanize them, right? I think when it starts with the language, we don’t call none of our learners inmates convicts parolees or anything like that, because the narratives that have been attached to those to those labels have always been negative and dehumanized.

Then we challenge them in healthy ways and try to relate a lot of their lived experience to the coding concepts. For example, this week, I just did a lesson about scoping. And I related into like, how their cells or their living quarters is set up in – like the scope that they live in, only them or their celly have access to that, to what’s in the cell, as opposed to like the global scope where the day room or yard everyone has access to. So just finding these ways where you can relate the lived experience of the current situation, or current condition to some of these coding concepts that’s a little bit abstract and new for someone learning technology.

(Timestamp: 8:08)


On getting people close to the work

Showing future coworkers and stakeholders about the real nature of the justice and incarcerative systems firsthand helps break down barriers. Silicon Valley may be famously progressive but even so people have internalized decades of misinformation about how things actually work.

Rohatgi: Most people in tech have no exposure to people who have been impacted by a criminal justice system, even though there are over 2 million people who are incarcerated. We need to first make sure the company has shifted their culture to make sure that the apprentices and future software engineers can thrive… so they don’t use terms like felon or ex-con, right? And frankly, people need to understand why this country has gotten into the place it is with our criminal justice system. So there’s a lot of education that happens within the companies.

For us, it’s involved taking over 200 Slack employees to San Quentin, to help shift their perceptions of what somebody who is incarcerated is capable of, explaining to them all the obstacles that you have to go through once you are released, right? Just really getting an education on this issue that nobody has, or very few people within the tech community have exposure to… Then we’ve seen massive shifts from fear to love. (Timestamp: 10:01)


On getting system-impacted people a place at the table

Of course it’s advised to ask people who have been in prison for their input on programs that may affect others there, but how often are such returned citizens given positions of weight at 9-figure funds? Yet as Tamboura explains it’s exactly what’s needed.

Tamboura: You know, CZI is a baby. It’s a new organization. And when our team got involved with this work, it just it took off like a rocket ship. And it’s time for it’s time for us to, like, graduate from grade school and move into college with this fund.

This is one of the few times in history where a fund I think it is the only time in history where a fund has been advised by someone — and I mean a fund this significant as this — advised by people who are system impacted. There’s this old mantra people that are closest to the problems are closest to solutions. And I really believe that people who have been through the system people or are system impacted, really need to not only have a seat at the table, but have a compelling voice in this work. (Timestamp: 13:29)


On the impact

The prison system is notoriously fractured, with regulations and opportunities varying wildly between different facilities and states. It takes research, clout, and direct work with the people in charge to move the ball — but when it hits, it can change a lot of lives. Programs like The Last Mile are just part of a broader effort.

Jones: We have a sort of like a franchise model when we go into expanding into any state. For instance, Ali with CZI, they helped with us expanding to Oklahoma, helped with the funding. It was a partnership. And when we launched, it was, at the time, the highest incarcerated state for women in the world. And I remember one of our board members, MC Hammer, talking to Governor Stitt and raising that statistic. In a matter of months, they did the biggest commutation still to this day. It was like 500 people got commuted, and a lot of our learners was part of that commutation, and got out. (Timestamp: 17:08)


On proving the impossible possible

Inertia is one of the biggest obstacles to overcome in any social movement, and part of that is the assumption that if it could be done, someone would have already done it; no one has done it, so it can’t be done.

Rohatgi: One thing that’s really important is proving the model. If Slack can do it, why can’t Zoom, Square, or Dropbox? It turns out, they can. And if Zoom, Square, and Dropbox can do it, why can’t other companies, right? So the idea that it’s impossible, you can’t say that anymore. You can’t say it’s not possible to do it — you can, and for very big, not massive, but for big tech companies. So I feel like the impossibility of making the significant change and making systemic change within the tech sector seems completely doable to me. (Timestamp: 22:37)

Watch the full session below:

Related Sessions from TechCrunch Sessions: Justice:

News: Bessemer’s 2021 cloud report provides context for soaring software startup valuations

Valuations are up because software company growth will persist longer than most analysts and investors expected, making the present value of software companies’ future cash flows larger, even if they had yet to grow into those later projections.

Some well-known VC firms have spent the last few months crunching data while working to chart, graph, and map the world of venture investing. Happily for you and I, they’ve been pretty free with their time and data, helping us better understand today’s market for high-growth, software startups.

Last week The Exchange dug into data from Battery Ventures, which worked to explain some of the gains software companies have made in recent years in terms of their valuation multiples. The short gist is that multiples expansion — the repricing of software companies higher for each dollar of revenue they command — could be explained in part by segmenting the companies into various growth cohorts. Once accomplished, it’s easy to see that the fastest-growing software startups are enjoying the most price appreciation.

And as one Battery investor explained, growth rates de-risk valuation multiples.


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The logic is sound enough. I can doodle on it in a future column if you’d like. But today, instead of retreading familiar ground, we’re diving into new data from Bessemer, a VC group that should be familiar to Exchange readers thanks to its cloud index that we refer to quite often. Regardless, Bessemer’s 2021 cloud report is out, and it assists some of the work we did with Battery’s charts.

What we can do with Bessemer’s dataset is extend the argument from Battery’s report: Sure, strong growth rates de-risk multiples, but what the new report indicates is that growth rates themselves amongst cloud companies (modern software, SaaS, call it what you will) should prove more durable than nearly anyone historically expected.

You can quickly see the synthesis. If growth rates de-risk rising multiples, we can infer some logic to higher-growth companies being valued more richly than their slower-growing peers. But that doesn’t get us to understanding why multiples themselves might be rising, provided we wanted to find some argument for why they are sane. More durable growth rates, however, provide a possible answer.

Why? The longer a company can keep up its growth rate from year to year, the larger it will be in the future. Modern software companies do have a history of growth-rate-retardation over time, but nearly never negative growth rates.

More durable growth today implies more cash generation in the future. Up go valuations, and, for the fastest-growing today, the bump in worth comes with the valuation downside protection inherent in quick growth.

Got all that? If not, don’t worry — I have charts. Let’s keep going.

A theory for why software valuations aren’t irrational (maybe)

The key reason that startup and public-company software valuations are so high is because investors are willing to pay those prices. Hungry for yield on their capital, buying growth via software has been a trade for some time. It was even accelerated last summer as the pandemic gripped the global economy.

Suddenly software was not just a possible place to bet on growth, it was also a durable place to stash cash, because without software the world would stop. And that couldn’t happen, so most folks kept paying their software bills.

You might think that the valuation gains companies saw as other stocks fell out of favor would fade. After all, if they got a bump and the bump faded, surely they would lose some air from their balloon. Kinda? But mostly it appears that software valuations have stayed pretty damn aloft. And this brings us to the future.

Check out the following chart, via the Bessemer report (and shared with permission), that I will explain immediately afterwards:

Bessemer partner Mary D’Onofrio, one of the report’s lead authors and part of the growth team, told us that the x-axis is a public software company’s last-year’s growth rate, while the y-axis is what it is managing in the current year. And that 0.8x? That’s the correlation.

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