Monthly Archives: May 2021

News: Only three days left to buy $99 passes to TC Disrupt 2021

The countdown clock keeps on ticking, and you have just three days to secure your $99 pass to TechCrunch Disrupt 2021. You read that right — $99 is all that you’ll pay, $99 is all (everybody sing)! Silly Minions aside, you’ll snag serious savings if you buy your Disrupt 2021 pass before the deadline expires

The countdown clock keeps on ticking, and you have just three days to secure your $99 pass to TechCrunch Disrupt 2021. You read that right — $99 is all that you’ll pay, $99 is all (everybody sing)!

Silly Minions aside, you’ll snag serious savings if you buy your Disrupt 2021 pass before the deadline expires on May 14 at 11:59 pm (PT).

TechCrunch Disrupt is a massive gathering of the tech startup world’s top leaders, innovators, makers, investors, founders and ground breakers. The all-virtual platform means more global participation and exposure. It’s all designed to help early-stage founders — and the people who invest in them — build a thriving business.

The Disrupt stage features in-depth interviews and panel discussions with a who’s-who of tech talent. The Extra Crunch stage is where you’ll find a deep bench of subject-matter experts sharing practical how-to content. You’ll take away actionable insights you can put into practice now — when you need it most. Check out our roster of speakers — we’re adding more every week.

Granted, we might be a tad biased about Disrupt — of course we think it’s awesome. But your contemporaries recognize its value, too. Here’s what a few of them told us about their experience at Disrupt 2020.

There was always something interesting going on in one of the breakout rooms, and I was impressed by the quality of the people participating. Partners in well-known VC firms spoke, they were accessible, and they shared smart, insightful nuggets. You will not find this level of people accessible and in one place anywhere else. — Michael McCarthy, CEO, Repositax.

I loved the variety of topics and learning about recent technology trends as they’re happening. Disrupt gave me a whole new perspective on the ways innovation happens in big companies. — Anirudh Murali, co-founder and CEO, Economize.

Watching the Startup Battlefield was fantastic. You could see the ingenuity and innovation happening in different technology spaces. Just looking at the sheer number of other pitch decks and hearing the judges tear them down and give feedback was very helpful. — Jessica McLean, Director of Marketing and Communications, Infinite-Compute.

If watching Startup Battlefield is thrilling (and it is), imagine what it would feel like to compete — or to win. We’re still accepting applications but not for long. Want to take a shot at winning $100,000? Apply to compete in Startup Battlefield before May 13 at 11:59 pm (PT).

There’s so much more opportunity waiting for you at Disrupt 2021. Explore Startup Alley, our expo area. Better yet, exhibit there yourself and, in addition to a bunch of other perks, you might be one of only 50 exhibiting startups chosen to participate in the Startup Alley+ VIP experience. Read more about Startup Alley+ here. TechCrunch will notify selected startups at the end of June.

Time is running out, and $99 is all that you’ll pay — if you buy your Disrupt 2021 pass before Friday, May 14 at 11:59 pm (PT).

Is your company interested in sponsoring or exhibiting at Disrupt 2021? Contact our sponsorship sales team by filling out this form.

News: Bird Rides to go public via SPAC, at an implied value of $2.3B

Bird Rides, the shared electric scooter startup that operates in more than 100 cities across 3 continents, said Wednesday it is going public by merging with special purpose acquisition company Switchback II with an implied valuation of $2.3 billion. The announcement confirms earlier reports, including one this week from dot.la, that Bird intended to go

Bird Rides, the shared electric scooter startup that operates in more than 100 cities across 3 continents, said Wednesday it is going public by merging with special purpose acquisition company Switchback II with an implied valuation of $2.3 billion. The announcement confirms earlier reports, including one this week from dot.la, that Bird intended to go public via a SPAC.

Bird said it was able to raise $106 million in private investment in public equity, or PIPE, by institutional investor Fidelity Management & Research Company LLC, and others. Apollo Investment Corp. and MidCap Financial Trust provided an additional $40 million asset financing.

The transaction will enable the combined entity to retain net proceeds of up to $428 million of cash, according to Switchback, which brings $316 million cash-in-trust to the table. The announcement also provided new information about a previously undisclosed $208 million, which Bird raised privately as part of an April 2021 Senior Preferred Convertible equity offering led by Bracket Capital, Sequoia Capital and Valor Equity Partners.

When and how Bird would go public has been an item of speculation after Bloomberg reported last November that the company received “inbound interest” from SPACs.

Bird’s ride has been bumpy at times. In 2020, revenue dropped to $95 million, or 37% from the previous year. That year the company also laid off around 30% of its workforce – 406 people – for cost-saving reasons. The company may use this new access to cash to expand its European operations and pay off debt.

Most importantly, the new injection of cash may help the company finally achieve profitability. It’s a rarity amongst scooter startups, who face notoriously high overhead.

Special purpose acquisition companies, or SPACs, have become a popular route for going public amongst transportation startups. Already this year, scooter company Helbiz, which is based in Europe and the U.S., went public via SPAC in a merger with GreenVision Acquisition Corp. SPAC shell corporations allow companies to list on the NASDAQ without doing a traditional initial public offering.

News: For unicorns, how much does the route to going public really matter?

“I think when money’s chasing money, you don’t want to be the last guy holding the money. You want to be the chase,”

On a recent episode of TechCrunch’s Equity podcast, hosts Natasha Mascarenhas and Alex Wilhelm invited Yext CFO Steve Cakebread and Latch CFO Garth Mitchell on to discuss when companies should go public, the costs and benefits of the process, and when a SPAC can make sense. Yext pursued a traditional IPO a few years back; Latch is now going public via a blank-check company combination.

The chat was more than illustrative, as we got to hear two CFOs share their views on delayed public offerings and when different types of debuts can make the most sense. While the TechCrunch crew has, at times, made light of certain SPAC-led deals, the pair argued that the transactions can make good sense.

Undergirding the conversation was Cakebread’s recent IPO-focused book, which not only posited that companies going public earlier rather than later is good for their internal operations but also because it can provide the public with a chance to participate in a company’s success.

In today’s hyper-charged private markets and frothy public domain, his argument is worth considering.

What follows is the recap for those who prefer the written word, but we’ve also embedded the entire episode below.

What the CFOs say

Cakebread said he began shaping his ideas around IPOs while working at Salesforce alongside CEO Mark Benioff while they mulling whether to take the company public.

“What we started to realize was [that] it makes you more efficient; it forces you to put systems in place; it makes you run a business as opposed to just keep getting money from people to keep growing the business,” he said. “And so from the business angle… it was always about discipline and running a business and getting going.”

As Cakebread examined other companies and served on boards, his ideas evolved. He noted that the number of listed companies on the exchanges has dropped by 50% over the last decade or so. That’s a problem.

News: Stampli raises $50 million in Series C to help companies intelligently manage invoices

This morning Stampli, a software platform that optimizes corporate invoice management, announced a $50 million Series C financing round, led by Insight Partners with participation from Signal Fire and Nextworld Capital. The company launched in 2015 with the goal of simplifying the process of invoice management. Why is that needed? Services and software are purchased

This morning Stampli, a software platform that optimizes corporate invoice management, announced a $50 million Series C financing round, led by Insight Partners with participation from Signal Fire and Nextworld Capital.

The company launched in 2015 with the goal of simplifying the process of invoice management. Why is that needed? Services and software are purchased by employees of companies across a variety of departments. The resulting invoices then land in the finance department, a part of companies that can be a bit siloed. Finance is then left to determine a number of factors, like why something was purchased, whether it delivered, and if the invoice should it be paid at all.

Stampli turns each bill into a communications hub, connecting the folks in finance to other stakeholders on the purchase, including the vendor. Its system uses machine learning to recognize patterns around how the organization allocates cost, manage approval workflows, and what data can be extracted from invoices.

Stampli has been historically payment platform agnostic, meaning that its customers could use whatever payment method or provider they wanted. However, in early 2020, Stampli launched Direct Pay, its own payments product that solve some of the stickier problems for the accounting department. This fits into the general trend of seeing modern software companies bake a payments option into their services, adding a revenue stream to their books in the process.

Because Stampli’s core product focused on the context of individual transactions, it plays well with its payments product. For example, folks who pay through ACH (which comes at a low, flat cost) usually suffer from the fact that the payment method likes to group multiple transactions into a single sum, which removes context. That issue can make it a huge headache for accounts payable to reconcile individual purchases. But because Stampli already understands the context of individual transactions, it can fill in the blanks for accounting while still allowing them to use ACH for payments.

Of course, Stampli remains payments agnostic, letting organizations use whatever provider they’d like. Still, co-founder and CEO Eyal Feldman says that between 20 and 25 percent of Stampli’s customers use Direct Pay.

“There are all these payment providers that monetize on the payments themselves,” said Feldman. “We provide payments as a service to our customers to give them the easiest way to manage that part of the process. There is a revenue stream coming from Direct Pay but that isn’t the reason we do it. We want to turn payments into a commodity.”

Stampli will use the new funding to sprint into scaling, aiming to double the size of the business in the next year. Thus far, Stampli has about 1000 customers, and has managed $20 billion in transactions.

The latest round brings Stampli’s total amount of funding to $87 million, which has come from investors such as Signal Fire and UpWest.

News: Duolingo swipes Tinder in a Clash Royale

Hello and welcome back to Equity, TechCrunch’s venture capital-focused podcast, where we unpack the numbers behind the headlines. For this week’s deep dive, Alex and Danny unpacked Natasha‘s latest project: The Duolingo EC-1. The 12,000 word four-part series was published last week and is worth a read. But, until you get to it, enjoy our podcast

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

For this week’s deep dive, Alex and Danny unpacked Natasha‘s latest project: The Duolingo EC-1. The 12,000 word four-part series was published last week and is worth a read. But, until you get to it, enjoy our podcast that doubles-clicks into its most interesting bits.

Duo, Duolingo’s mascot, flying around. Image Credits: Duolingo

Here’s how it went, after we got our morning allergy banter out of the way:

  • What’s an EC-1? A TechCrunch-style deep-dive into one of the startup world’s most promising, and interesting companies.
  • What’s with the flying vermin up above? That’s Duolingo’s mascot. Which is a combination of hypercutness and modest menace. (You will have fun learning a language. Or the owl will visit.)
  • Why did we write about Duolingo? No, it wasn’t only because Duolingo is edtech. Natasha dug into the company’s product-led growth mode, and its views on gamification, which were fascinating.
  • What’s up with today’s show name? As it turns out, Duolingo has a Tinder angle. In fact, Duolingo leaned on some of the biggest companies out there when it came to design and monetization.
  • And as with all edtech companies, we talked monetization and outcomes!

The Duolingo EC-1 comprises four main articles numbering 12,200 words and a reading time of 48 minutes. Here’s what’s in store:

And of course, use code Extra Crunch “Equity” for a sweet, and perhaps the best, discount to access this story and all of our best stuff.

Until Friday!

Equity drops every Monday at 7:00 a.m. PST, Wednesday, and Friday morning at 7:00 a.m. PST, so subscribe to us on Apple PodcastsOvercastSpotify and all the casts.

News: UK publishes draft Online Safety Bill

The UK government has published its long-trailed (child) ‘safety-focused’ plan to regulate online content and speech. The Online Safety Bill has been in the works for years — during which time a prior plan to require age verification for accessing online porn in the UK, also with the goal of protecting kids from being exposed

The UK government has published its long-trailed (child) ‘safety-focused’ plan to regulate online content and speech.

The Online Safety Bill has been in the works for years — during which time a prior plan to require age verification for accessing online porn in the UK, also with the goal of protecting kids from being exposed to inappropriate content online but which was widely criticized as unworkable, got quietly dropped.

At the time the government said it would focus on introducing comprehensive legislation to regulate a range of online harms. It can now say it’s done that.

The 145-page Online Safety Bill can be found here on the gov.uk website — along with 123 pages of explanatory notes and an 146-page impact assessment.

The draft legislation imposes a duty of care on digital service providers to moderate user generated content in a way that prevents users from being exposed to illegal and/or harmful stuff online.

The government dubs the plan globally “groundbreaking” and claims it will usher in “a new age of accountability for tech and bring fairness and accountability to the online world”.

Critics warn the proposals will harm freedom of expression by encouraging platforms to over-censor, while also creating major legal and operational headaches for digital businesses that will discourage tech innovation.

The debate starts now in earnest.

The bill will be scrutinised by a joint committee of MPs — before a final version is formally introduced to Parliament for debate later this year.

How long it might take to hit the statute books isn’t clear but the government has a large majority in parliament so, failing major public uproar and/or mass opposition within its own ranks, the Online Safety Bill has a clear road to becoming law.

Commenting in a statement, digital secretary Oliver Dowden said: “Today the UK shows global leadership with our groundbreaking laws to usher in a new age of accountability for tech and bring fairness and accountability to the online world.

“We will protect children on the internet, crack down on racist abuse on social media and through new measures to safeguard our liberties, create a truly democratic digital age.”

The length of time it’s taken for the government to draft the Online Safety Bill underscores the legislative challenge involved in trying to ‘regulate the Internet’.

In a bit of a Freudian slip, the DCMS’ own PR talks about “the government’s fight to make the internet safe”. And there are certainly question-marks over who the future winners and losers of the UK’s Online Safety laws will be.

Safety and democracy?

In a press release about the plan, the Department for Digital, Media, Culture and Sport (DCMS) claimed the “landmark laws” will “keep children safe, stop racial hate and protect democracy online”.

But as that grab-bag of headline goals implies there’s an awful lot going on here — and huge potential for things to go wrong if the end result is an incoherent mess of contradictory rules that make it harder for digital businesses to operate and for Internet users to access the content they need.

The laws are set to apply widely — not just to tech giants or social media sites but to a broad swathe of websites, apps and services that host user-generated content or just allow people to talk to others online.

In scope services will face a legal requirement to remove and/or limit the spread of illegal and (in the case of larger services) harmful content, with the risk of major penalties for failing in this new duty of care toward users. There will also be requirements for reporting child sexual exploitation content to law enforcement.

Ofcom, the UK’s comms regulator — which is responsible for regulating the broadcast media and telecoms sectors — is set to become the UK Internet’s content watchdog too, under the plan.

It will have powers to sanction companies that fail in the new duty of care toward users by hitting them with fines of up to £18M or ten per cent of annual global turnover (whichever is higher).

The regulator will also get the power to block access to sites — so the potential for censoring entire platforms is baked in.

Some campaigners backing tough new Internet rules have been pressing the government to include the threat of criminal sanctions for CEOs to concentrate C-suite minds on anti-harms compliance. And while ministers haven’t gone that far, DCMS says a new criminal offence for senior managers has been included as a deferred power — adding: “This could be introduced at a later date if tech firms don’t step up their efforts to improve safety.”

Despite there being widespread public support in the UK for tougher rules for Internet platforms, the devil is the detail of how exactly you propose to do that.

Civil rights campaigners and tech policy experts have warned from the get-go that the government’s plan risks having a chilling effect on online expression by forcing private companies to be speech police.

Legal experts are also warning over how workable the framework will be, given hard to define concepts like “harms” — and, in a new addition, content that’s defined as “democratically important” (which the government wants certain platforms to have a special duty to protect).

The clear risk is massive legal uncertainty wrapping digital businesses — with knock-on impacts on startup innovation and availability of services in the UK.

The bill’s earlier incarnation — a 2019 White Paper — had the word “harms” in the title. That’s been swapped for a more anodyne reference to “safety” but the legal uncertainty hasn’t been swapped out.

The emphasis remains on trying to rein in an amorphous conglomerate of ‘harms’ — some illegal, others just unpleasant — that have been variously linked to or associated with online activity. (Often off the back of high profile media reporting, such as into children’s exposure to suicide content on platforms like Instagram.)

This can range from bullying and abuse (online trolling), to the spread of illegal content (child sexual exploitation), to content that’s merely inappropriate for children to see (legal pornography).

Certain types of online scams (romance fraud) are another harm the government wants the legislation to address, per latest additions.

The umbrella ‘harms’ framing makes the UK approach distinct to the European Union’s Digital Service Act — a parallel legislative proposal to update the EU’s digital rules that’s more tightly focused on things that are illegal, with the bloc setting out rules to standardize reporting procedures for illegal content; and combating the risk of dangerous products being sold on ecommerce marketplaces with ‘know your customer’ requirements.

In a response to criticism of the UK Bill’s potential impact on online expression, the government has added measures which it said today are aimed at strengthen people’s rights to express themselves freely online.

It also says it’s added in safeguards for journalism and to protect democratic political debate in the UK.

However its approach is already raising questions — including over what look like some pretty contradictory stipulations.

For example, the DCMS’ discussion of how the bill will handle journalistic content confirms that content on news publishers’ own websites won’t be in scope of the law (reader comments on those sites are also not in scope) and that articles by “recognised news publishers” shared on in-scope services (such as social media sites) will be exempted from legal requirements that may otherwise apply to non journalistic content.

Indeed, platforms will have a legal requirement to safeguard access to journalism content. (“This means [digital platforms] will have to consider the importance of journalism when undertaking content moderation, have a fast-track appeals process for journalists’ removed content, and will be held to account by Ofcom for the arbitrary removal of journalistic content,” DCMS notes.)

However the government also specifies that “citizen journalists’ content will have the same protections as professional journalists’ content” — so exactly where (or how) the line gets drawn between “recognized” news publishers (out of scope), citizen journalists (also out of scope), and just any old person blogging or posting stuff on the Internet (in scope… maybe?) is going to make for compelling viewing.

Carve outs to protect political speech also complicate the content moderation picture for digital services — given, for example, how extremist groups that hold racist opinions can seek to launder their hate speech and abuse as ‘political opinion’. (Some notoriously racist activists also like to claim to be ‘journalists’…)

DCMS writes that companies will be “forbidden from discriminating against particular political viewpoints and will need to apply protections equally to a range of political opinions, no matter their affiliation”.

“Policies to protect such content will need to be set out in clear and accessible terms and conditions and firms will need to stick to them or face enforcement action from Ofcom,” it goes on, adding: “When moderating content, companies will need to take into account the political context around why the content is being shared and give it a high level of protection if it is democratically important.”

Platforms will face responsibility for balancing all these conflicting requirements — drawing on Codes of Practice on content moderation that respects freedom of expression which will be set out by Ofcom — but also under threat of major penalties being slapped on them by Ofcom if they get it wrong.

Interestingly, the government appears to be looking favorably on the Facebook-devised ‘Oversight Board’ model, where a panel of humans sit in judgement on ‘complex’ content moderation cases — and also discouraging too much use of AI filters which it warns risk missing speech nuance and over-removing content. (Especially interesting given the UK government’s prior pressure on platforms to adopt AI tools to speed up terrorism content takedowns.)

“The Bill will ensure people in the UK can express themselves freely online and participate in pluralistic and robust debate,” writes DCMS. “All in-scope companies will need to consider and put in place safeguards for freedom of expression when fulfilling their duties. These safeguards will be set out by Ofcom in codes of practice but, for example, might include having human moderators take decisions in complex cases where context is important.”

“People using their services will need to have access to effective routes of appeal for content removed without good reason and companies must reinstate that content if it has been removed unfairly. Users will also be able to appeal to Ofcom and these complaints will form an essential part of Ofcom’s horizon-scanning, research and enforcement activity,” it goes on.

“Category 1 services [the largest, most popular services] will have additional duties. They will need to conduct and publish up-to-date assessments of their impact on freedom of expression and demonstrate they have taken steps to mitigate any adverse effects. These measures remove the risk that online companies adopt restrictive measures or over-remove content in their efforts to meet their new online safety duties. An example of this could be AI moderation technologies falsely flagging innocuous content as harmful, such as satire.”

Another confusing-looking component of the plan is that while the bill includes measures to tackle what it calls “user-generated fraud” — such as posts on social media for fake investment opportunities or romance scams on dating apps — fraud that’s conducted online via advertising, emails or cloned websites will not be in scope, per DCMS, as it says “the Bill focuses on harm committed through user-generated content”.

Yet since Internet users can easily and cheaply create and run online ads — as platforms like Facebook essentially offer their ad targeting tools to anyone who’s willing to pay — then why carve out fraud by ads as exempt?

It seems a meaningless place to draw the line. Fraud where someone paid a few dollars to amplify their scam doesn’t seem a less harmful class of fraud than a free Facebook post linking to the self-same crypto investment scam.

In short, there’s a risk of arbitrary/ill-thought through distinctions creating incoherent and confusing rules that are prone to loopholes. Which doesn’t sound good for anyone’s online safety.

In parallel, meanwhile, the government is devising an ambitious pro-competition ex ante regime to regulate tech giants specifically. Ensuring coherence and avoiding conflicting or overlapping requirements between that framework for platform giants and these wider digital harms rules is a further challenge.

News: Collective, a back-office for the self-employed, raises $20M from Ashton Kutcher’s VC

With so much focus on the ‘creator economy’, and countries hit by the effects of the pandemic, the self-employed market is ‘booming’, for good or for ill. So it’s not too much of a surprise that Collective,a subscription-based back-office for the self-employed has raised a $20 million Series A funding after launching only late last

With so much focus on the ‘creator economy’, and countries hit by the effects of the pandemic, the self-employed market is ‘booming’, for good or for ill. So it’s not too much of a surprise that
Collective,a subscription-based back-office for the self-employed has raised a $20 million Series A funding after launching only late last year.

The round was led by General Catalyst and joined by Sound Ventures (the venture capital fund founded by Ashton Kutcher and Guy Oseary). Collective has now raised a total of $28.65 million. Other notable investors include: Steve Chen (Founder YouTube), Hamish McKenzie (Founder Substack), Aaron Levie (founder Box), Kevin Lin (founder Twitch), Sam Yam (founder Patreon), Li Jin (Atelier Ventures), Shadiah Sigala (founder HoneyBook), Adrian Aoun (founder Forward), Holly Liu (founder Kabam), Andrew Dudum (founder Hims) and Edward Hartman (founder LegalZoom).

Ashton Kutcher said in a statement: “We’re proud to be supporting a company that’s making it easier for creators to focus on what they do best by taking care of the back office work that creates so much friction for so many early entrepreneurs. I would have loved something like this when I was getting started.”

Launched in September 2020 by CEO Hooman Radfar, CPO Ugur Kaner and CTO Bugra Akcay, Collective offers “tailored” financial services, access to advisors that oversee accounting, tax, bookkeeping, and business formation needs. There are currently 59 million self-employed workers in the U.S. (36% of US workforce) who mostly do all their own admin. So Collective hopes to be their online back office platform.

Speaking to me over email, Radfar said that the start-up fintech market tends to serve companies like them – other start-ups and growing SMBs: “Companies like Pilot have done an amazing job at building a back-office platform that handles taxes, bookkeeping and finances for start-ups. We want to offer that same great value to the underserved business-of-one community, since they are the largest group of founders in the country.”

He added: “Before Collective, consultants, freelancers, and other solo founders had to string together their back-office solution using DIY platforms like Quickbooks, Gusto, and LegalZoom. If they were lucky, they had the help of a part-time accountant to advise them. Collective makes handling finances easy with the first all-in-one platform that not only bundles these tools into one platform, but also provides the technology and team to optimize their tax savings like the pros.”

According to some estimates, the number of lone freelancers in the US is projected to make up 86.5 million, 50% of the US workforce by 2027, with the freelancer space projected to grow three times faster than the traditional workforce.

Niko Bonatsos, Managing Director of General Catalyst said: “Collective is serving the $1.2 trillion business-of-one industry by building the first back-office platform that saves individuals significant time and money, while providing them with the appropriate tools and resources they need to help them succeed,” said “We’re excited to support Collective as they expand their team and build an exceptional service for the business-of-one community.”

News: Amazon updates Echo Show line with a pan and zoom camera and a kids model

Amazon this morning announced a handful of updates across its Echo Show line of smart screens. The top-level most interesting bit here is the addition of a pan and zoom camera to the mid-tier Echo Show. The feature is similar to ones found on Facebook’s various Portal devices and Google’s high-end Nest Hub Max. Essentially,

Amazon this morning announced a handful of updates across its Echo Show line of smart screens. The top-level most interesting bit here is the addition of a pan and zoom camera to the mid-tier Echo Show. The feature is similar to ones found on Facebook’s various Portal devices and Google’s high-end Nest Hub Max.

Essentially, it’s designed to keep the subject in frame – Apple also recently introduced the similar Center Stage features for the latest iPad Pro. It comes after Amazon introduced a far less subtle version in the Echo Show 10, which actually follows the subject around by swiveling the display around the base. I know I’m not alone in being a little creeped out, seeing it in action.

The new feature arrives on the Show 8’s 13-megapixel camera, which is coupled with a built-in physical shutter – a mainstay as Amazon is look to stay ahead of the privacy conversations. The eight-inch HD display is powered by an upgrade octa-core processors and coupled with stereo speakers. The new Show 8 runs $130.

The other biggest news here is the arrival of the Echo Show 5 Kids – the one really new product in the bunch. At $95, the kid-focused version of the screen features a customizable home screen, colorful design, a two-year warranty in case of creaks and a one-year subscription to Amazon Kids+.

There’s a new version of the regular Show 5, too, featuring an upgraded HD camera, new colors and additional software features. That runs $85. The new devices go up for preorder today and start shipping later this month.

 

News: Salesforce is bringing drag and drop interactive components to its low-code toolkit

Low code and no code tools abound these days, as the industry attempts to give non-technical end users the ability to create applications without code (or very little anyway). Salesforce has been a big proponent of this approach to help reduce the complexity of working on its platform, and today the CRM giant announced a

Low code and no code tools abound these days, as the industry attempts to give non-technical end users the ability to create applications without code (or very little anyway). Salesforce has been a big proponent of this approach to help reduce the complexity of working on its platform, and today the CRM giant announced a new wrinkle: drag and drop interactive components.

These new components allow users to create more sophisticated kinds of interactions, says Ryan Ellis, SVP for product management and platform at Salesforce. “We’re introducing this new feature called Dynamic Interactions and prior to their existence you had to have developers if you wanted to be able to build essentially truly interactive applications,” Ellis said.

What he means by this is if you have an application made up of multiple components such as a list of companies, a map and information about the company. You can click a company name and its location instantly appears on the map, and information about the company appears alongside it.

Salesforce will be providing about 150 such interactions like maps, lists, Einstein next best action and so forth. Developers can also create these for users as reusable building blocks that make sense to your organization or make them available in the AppExchange for others to use. Finally, you might have a systems integrator or consultant help build them for you.

“With dynamic interactions, we’re really dramatically simplifying the process of building apps with components that communicate with each other, pass data back and forth and react to user actions. It’s an entirely no code tool so that developers write the code once for their component, and then that component can be reused by people who don’t have technical skills by dragging and dropping them onto the page, then configuring what should happen when a user takes an action,” Ellis explained.

An example of dynamic interactions from Salesforce. Clicking an item of the left causes its locations to appear in the center and information about the selected item on the right.

Image Credits: Salesforce

He says that this is part of a larger trend of digital transformation happening across the industry, one that was accelerated by the pandemic, something we hear frequently from tech companies like Salesforce.

“There’s really this big push to go digital faster than ever before, and this was happening for years as we were seeing businesses having to pivot much more rapidly as new business models were coming about. […] But then in this last year COVID really changed the game, and people just had to put on full gas in terms of actually being able to deliver those digital transformations in some instances overnight,” he said.

When you combine that with a shortage of developers, it makes sense that Salesforce and many other companies in the industry are developing these low-code tools that allow non-technical business users to build some applications themselves, while freeing developers to concentrate on more sophisticated organizational requirements.

Dynamic Interactions will be available starting today from Salesforce in beta. The product is expected be generally available around Dreamforce in the fall.

News: Sanlo raises $3.5M to help apps and games gain access to financial insights and capital

Having a great idea for an app or game is one thing, but scaling it to become a successful business is quite another. A new fintech startup called Sanlo aims to help. The company, which is today announcing an oversubscribed $3.5 million seed round, offers small to medium-sized game and app companies access to tools

Having a great idea for an app or game is one thing, but scaling it to become a successful business is quite another. A new fintech startup called Sanlo aims to help. The company, which is today announcing an oversubscribed $3.5 million seed round, offers small to medium-sized game and app companies access to tools to manage their finances and capital to fuel their growth.

To be clear, Sanlo is not an investor that’s taking an equity stake in the apps and games it finances. Instead, it’s offering businesses access to technology, tools, and insights that will allow them to achieve smart and scalable growth while remaining financially healthy — even if they’re a smaller company without time to sit down and structure their finances. Then, when Sanlo’s proprietary algorithms determine the business could benefit from the smart deployment of capital, it will assist by offering financing.

The idea for Sanlo hails from co-founders Olya Caliujnaia and William Liu, who both have backgrounds in fintech and gaming.

Caliujnaia began her career in venture capital in one of the first mobile-focused funds, before moving to operator roles in gaming, stock photography, and fintech, at EA, Getty Images, and SigFig, respectively. She later joined early-stage fintech and enterprise fund XYZ.vc as an Entrepreneur in Residence.

Liu, meanwhile, had also worked in gaming at EA, but later switched to fintech, working at startups like Earnest and Branch.

After reconnecting in San Francisco, the co-founders realized they could put their combined experience to work in order to help smaller businesses just starting out recognize when it’s time to scale, what areas of the business to invest in, and how much capital they need to grow.

Image Credits: Sanlo’s Olya Caliujnaia and William Liu

Caliujnaia has seen how the app and gaming market has evolved over the years, and she realized the difficulties new developers now face.

“You have this explosion of the app economy that’s growing insanely,” she says. “That’s the exciting part of it. That creativity. That passion and that desire to build — that’s so admirable.”

Today, companies benefit from having access to better development tools, broader access to talent, consumer demand, and other forces, she notes, compared with those in the past. But on the flip side, it’s become incredibly difficult to scale a consumer app or game.

“I think a lot of that comes down to, one, that there are dynamics around the free-to-play model — how you monetize and therefore, what kind of players and users you bring on board,” Caliujnaia says. “And then the second aspect is that it’s just harder to get noticed. So, ultimately, it comes down to marketing.”

Many of the decisions that a company has to make on this front are predictable, however. That means Sanlo doesn’t have to sit down with businesses and consult with them one-on-one, the way a financial advisor working in wealth management would do with their clients.

Instead, Sanlo asks companies for certain types of data to get started. This includes product data about how well the app or game monetizes and customer acquisition and retention, for example, as well as marketing data and a subset of financial data. Its predictive algorithms then continually monitor the company’s growth trajectory to surface insights to identify where and how the business can grow.

This concept alone could have worked as a services business for mobile studios, but Sanlo takes the next step beyond advice to actually provide companies with access to capital. The amount of financing provided will vary based on the life stage of the company and risk profile, but it’s non-dilutive capital. That is, Sanlo takes no ownership stake in the companies it finances.

Image Credits: Sanlo

Caliujnaia said it made more sense to go this route rather than return to the VC world, because of potential to reach a wider group.

“There’s this long tail of developers and it’s more about enabling them, rather than producing more hits,” she says. “It’s very different mindsets, different markets that we’re going for.”

Sanlo doesn’t have a lot of direct competitors beyond perhaps, Silicon Valley Bank and other financial lenders, as well as mobile gaming publishers. But the publisher model often implies some sort of ownership, which is a significant differentiating factor. In some cases, you may see a larger gaming company extending debt financing to a smaller one. That was the case with Finnish mobile games company Metacore which recently raised another debt round from gaming giant Supercell, for example.

Caliujnaia points out that most smaller companies don’t have that kind of access to financing. Now they could, through Sanlo.

“The idea is to have a healthier layer of companies that are able to survive for the long-term,” she says.

That means more companies that won’t have to stress about their futures, leading to them to aggressively monetize their users, and later, scrambling for an exit when their financial runway comes to an end.

Sanlo is currently pilot testing its system with a small group of mobile game studios who will serve as its initial customer base, but plans to later support consumer apps, which have similar struggles with customer acquisition costs and growth.

The San Francisco-headquartered startup itself was founded in 2020 and began raising money. It has now raised a total of $3.5 million in seed funding co-led by Index Ventures and Initial Capital, with participation from LVP, Portag3 Ventures, and  XYZ Venture Capital. Angel investors include Kristian Segestrale (Super Evil Megacorp CEO), Gokul Rajaram and Charley Ma. 

Initial Capital co-founder and partner Ken Lamb became a board director with the fundraise, while Index partner Mark Goldberg and XYZ managing partner Ross Fubini joined as board observers.

“Sanlo cracked the code to help mobile gaming and app companies reach maturity with a new level of speed, scale, and fiscal wellbeing,” said Goldberg, in a statement. “The company is building a very sophisticated fintech offering that will give those companies superpowers.”

Sanlo plans to use the funds to grow its team and product suite ahead of its public launch later this year.

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