Monthly Archives: May 2021

News: Next-gen Bird Three scooter comes with bigger battery and better software

Bird is rolling out a next-generation scooter with a bigger, longer-range battery and a diagnostic monitoring system to New York and Berlin this summer, as the micromobility startup seeks out ways to improve its margins and ultimately become profitable. The Bird Three, which is already available in Tel Aviv, is designed to last longer and

Bird is rolling out a next-generation scooter with a bigger, longer-range battery and a diagnostic monitoring system to New York and Berlin this summer, as the micromobility startup seeks out ways to improve its margins and ultimately become profitable.

The Bird Three, which is already available in Tel Aviv, is designed to last longer and require less maintenance as well as improve comfort and safety for customers, according to the company. The launch comes just a week after Bird announced a merger with special-purpose acquisition company Switchback II. The regulatory filings that accompanied the announcement demonstrated just how difficult it is to turn a profit given the unit economics of shared scooters.

The cost of building and servicing vehicles is one of the biggest barriers to profitability, which explains why Bird has invested in developing a scooter with a longer-lasting vehicle and battery as well as the software needed to monitor the device’s health.

Bird writes its own proprietary operating system, called Bird OS, as well as its motor controller IoT system, according to Scott Rushforth, Bird’s chief vehicle officer. The self-diagnostics system allows the battery to communicate with the backend and internally within the connected vehicle network. That means if, for example, the machine gets too warm, it’ll send the server an alert and will also automatically correct itself by riding at a slower speed to keep cool.

“There’s tons of health monitoring and data that comes off the battery,” Rushforth told TechCrunch. “Every individual cell is monitored. There’s probably about 75 different diagnostics that we track within the battery system itself.”

Superpedestrian, which recently lost a bid for New York City’s first e-scooter pilot to Bird, Lime and Veo, has touted its self-diagnostics software and in-house written OS as one of its USPs for years. The company boasts that its LINK scooters, which are powered by its Vehicle Intelligent Safety (VIS) system, run 1,000 vehicle health checks every second a ride is taking place, checking for things like battery cell temperature imbalances, water penetration and brake issues.

Bird’s batteries are encased in “hermetically sealed, tamper-proof, industry-leading IP68-rated protection to keep [them] safe from dust, water and theft,” according to the company, which also claims the battery on the Bird Three is the largest in the industry at 1kWh capacity. Superpedestrian, a company that shares Bird’s aversion to swappable batteries, has just about the same battery capacity at .986kWh, according to a spokesperson for the company. Lime, Bird’s biggest competitor, has gone the small, swappable battery route, and thus its battery capacity is .460kWh, according to a Lime spokesperson.

Lime and other companies that use swappable batteries argue this strategy generates less emissions because the scooters can be serviced by gig economy workers on ebikes. Scooters have traditionally been rounded up, charged and then redistributed to public streets by gig economy workers driving around in gas-powered vans.

With its latest scooter, Bird is doubling down on the big, static battery strategy.

“The battery is so big that we don’t really need to charge it very often, and it can go 15,000 to 20,000 miles before it has any type of serviceability event,” said Rushforth, who noted in major markets, Bird’s scooters are being charged roughly once a week. “We spend less time charging, less time rebalancing, less time going out and having to do maintenance and chase these vehicles around, which means we’re actually using less cars than you would generally when you have swappable batteries and have to go out all the time to swap them.”

So far it’s not clear which strategy is the most eco-friendly, but a sustainable scooter isn’t all about the battery. Rushforth says the Bird Three is designed to last 24 to 36 months on the street.

“We’re trying to make the most green vehicle in the world, and to accomplish that, the system needs to be extremely durable,” he said. “As long as the vehicles last longer, we need less vehicles overall.”

Because Bird Three is built on the same platform as Bird Two, many of the parts are the same which makes it easier to reduce, reuse and recycle at the end of the vehicle’s life. Once a battery reaches the end of its life, Bird turns to partners like ITAP to be responsibly recycled.

Other updates on the Bird Three revolve around comfortability and safety, including a new braking system with front and rear brakes and an automatic emergency braking that detects a fault in the mechanical braking system and digitally stops the vehicle using the motor.

Rushforth also noted that the vehicle ergonomics feel sturdier, with a longer wheelbase, wider handlebars and antimicrobial grips. The Bird Three has a new headlight and taillight that are globally certified so they can be used in places like Germany where scooters have more stringent requirements. Just in time for Bird to expand outward into Europe.

News: Homeward secures $371M to help people make all-cash offers on houses

Trying to buy a house in a competitive market is perhaps one of the most stressful things an adult can go through. Competing with a bunch of people all putting offers on a house that fly off the market in a matter of days is not fun. One startup that is trying to give home

Trying to buy a house in a competitive market is perhaps one of the most stressful things an adult can go through.

Competing with a bunch of people all putting offers on a house that fly off the market in a matter of days is not fun. One startup that is trying to give home buyers a competitive edge by giving them a way to offer all cash on a home has just raised a boatload of money to help it keep growing.

Austin-based Homeward, which aims to help people buy homes faster, announced today it has raised $136 million in a Series B funding round led by Norwest Venture Partners at a valuation “just north of $800 million.” The company has also secured $235 million in debt.

Blackstone, Breyer Capital and existing backers Adams Street, Javelin and LiveOak Venture Partners also participated in the equity financing, which brings Homeward’s total equity raised since inception to $160 million. 

Homeward’s model seems to be appealing to both home buyers (including first time ones) and agents alike, with lots of growth occurring since May 2020 when it raised $105 million in debt and equity. The company declined to reveal hard revenue figures but noted that its GMV (gross merchandise value) run rate is up over 600%+ year over year.

Also, as of March, Homeward says it had experienced a 5x increase in the volume of homes transacted and 9x year over growth in the number of new customers. Plus, It’s hired 161 employees since January alone, and currently has a headcount of 203, up from about 33 at this time last year. 

CEO Tim Heyl founded the real estate startup in late 2018 on the premise that in most cases, sellers prefer to receive all cash offers because they are more likely to close. Loans can fall through, but cash is cash.

Heyl started the company after having worked in the industry for the previous decade, first as a broker then as the owner of a title company. During that time, he saw firsthand many of the problems in the industry. And one conundrum he frequently ran into was people not wanting to make an offer on a home without knowing for sure their current house would sell in a certain amount of time. This is a dilemma many are facing during the COVID-19 pandemic as demand outweighs supply in many major U.S. cities.

“The pandemic has greatly increased demand for our product,” Heyl told TechCrunch. “It’s a historic seller’s market with unprecedented demand from buyers and the lowest inventory levels in decades.”

The company plans to use its new capital to “double down” on its offering, scale up to meet “outsized demand” and open additional markets. Currently, Homeward operates in Texas, Colorado and Georgia.

“Right now, we have a waiting list in every market across the country, so this growth capital will enable us to meet that demand,” Heyl said. Its ultimate goal is to open its offering to agents nationwide.

Homeward also plans to double the size of its title and mortgage teams in the latter half of the year so it can offer its clients and partner agents “a single streamlined experience.” It’s also planning to integrate its consumer and internal software systems for approvals, offers and closing “so everyone can be on a single platform and we can eliminate confusion and waste,” Heyl added.

So, how does it work exactly? Homeward will make an all-cash offer on behalf of a customer wanting to buy a house. Meanwhile, that customer can hire an agent (from brokerages such as Redfin or Keller Williams) to list their home with less pressure to sell it in a certain amount of time or at a discounted price. Once Homeward buys a home, it will lease the property back to its customer until they sell their house, get a mortgage, and can buy the property back from Homeward. During the process, Homeward offers a predetermined guaranteed price for its customer’s home with the promise that if it’s unable to sell the house for at least that amount, it’ll buy the house from them.

The company charges the buyer a “standard convenience fee,” which varies by state and service. The buyer can get a closing credit when they use the company’s mortgage services.

Heyl believes Homeward’s “alternative iBuyer” model is a better deal for customers since it doesn’t purchase a customer’s old home for below market value. The company also works with agents, and not against them, he said. For example, its offerings are available to any agent, but the company “strategically” partners with top brokerages and teams, providing them with what it describes as “dedicated support, white-label branding, and digital marketing tools to help them stand out from the crowd and attract more clients.”

“Most alternatives to traditional real estate minimize or replace the agent,” Heyl said. “But we are agents ourselves, and we’ve built this for agents.”

Homeward is profitable on a per unit basis if you count transaction revenue minus costs to acquire and complete each transaction, according to Heyl. However, it is not yet profitable on a net income basis.

Jeff Crowe, managing partner at Norwest Venture Partners, will join Homeward’s board as part of the funding.

“Homeward is innovating at the intersection of real estate and fintech — that’s the next frontier,” he said. “Homeward’s cash offer addresses real problems for homebuyers in all market conditions, and the team has identified a winning strategy by partnering with agents and their clients.”

Jim Breyer of Breyer Capital describes Homeward as one of Austin’s most innovative companies.

“We are inspired by the company’s mission to build home finance solutions to overcome the limitations of the traditional mortgage and we are proud to support them as they continue to scale rapidly and efficiently,” he said.

News: Ada Health closes $90M Series B led by Leaps by Bayer

The digital health space continues cooking on gas: Berlin-based Ada Health has closed a $90M Series B round of funding led by Leaps by Bayer, the impact investment arm of the German multinational pharma giant, Bayer AG. Other investors in the round include Samsung Catalyst Fund, Vitruvian Partners, Inteligo Bank, F4 and Mutschler Ventures. The

The digital health space continues cooking on gas: Berlin-based Ada Health has closed a $90M Series B round of funding led by Leaps by Bayer, the impact investment arm of the German multinational pharma giant, Bayer AG. Other investors in the round include Samsung Catalyst Fund, Vitruvian Partners, Inteligo Bank, F4 and Mutschler Ventures.

The startup last raised around four years’ ago, reporting a $47M Series A round in 2017. But don’t be fooled by the low lettering of these rounds: Ada Health has been working on its symptom assessment tech for around a decade at this point — relying, in the first several years of its mission, on private funding from high net worth individuals in Germany and elsewhere in Europe.

Initially it was also focused on building a decision support tool for doctors before pivoting to directly addressing patients via an AI-driven symptom assessment app.

It’s not alone in offering this type of tool. Others in the space include Babylon, Buoy, K Health, Mediktor, Symptomate, WebMD and Your.MD — but Ada claims its app is the most used and highest rated by users. It can also point to a peer reviewed study it led, which was published in the BMJ, and compared the condition coverage, accuracy and safety of eight competitors. The study found its app led the pack on all fronts.

One reason for that edge is that Ada Health’s medical knowledge base covers around 30,000 ICD-10 codes (aka the alphanumeric codes used by doctors to represent different diagnoses) at this point — which co-founder and CEO, Daniel Nathrath, tells us is “by far the largest coverage of any of the systems in this space”.

The Ada Health app, which launched in late 2016 — and remains free to use — has been downloaded by more than 11 million people across 150 countries so far. Users have completed some 23M assessments using the tool which he likens to having “24/7 access to your trusted family doctor”.

Currently, the app has support for 10 languages. But the goal with the funding is to push for truly massive scale.

“The idea is to help as many people as possible get better access to healthcare around the world,” Nathrath tells TechCrunch. “Our ambition is, in a few years, that a billion people instead of 11M people will be using out technology. In order to get there we think that working with the right investors can help us accelerate that growth path and give more people the benefit of our technology faster.”

“With 11M app downloads I believe we are the most used AI symptom assessment technology that I know of in the world,” he goes on. “We are also the most rated and reviewed app in the medical category of the App Store and Google Play Store ever — after, what, just four years. With about 300,000 ratings and reviews, most of them five-star. So… we have gained some users but we think it’s just the beginning.

“Digital health — with all the things you see going on — is at an inflection point where it’s being realized not only by the users who have already been using our technology but also by health systems, governments, and payers, insurers, and life sciences companies — I think everyone has realized digital health is here to stay.”

As well as putting its symptom assessment app directly in the hands of patients, Ada Health offers a suite of enterprise solutions where partners pay it to be able to embed and deeply integrate its triage technology into their websites and digital services. That means they can use it to offer an entry point for their users — to help direct them to the correct service and provide administrative support by arming clinicians with health information provided by patient via the Ada interface (and the AI’s own assessment) ahead of the appointment.

One publicly disclosed customer for Ada’s enterprise offering is Sutter Health, in the Bay Area.

“They have integrated Ada into their own homepage and into their app so people can use it as a digital front door to the entire service of Sutter,” says Nathrath, explaining that the difference vs the version of the app that patients can download is “people don’t just get generic advice”. “It’s fully integrated. So if it says — for instance — you need to go to the emergency room… then you can go straight into appointment booking.

“And not only that; when you book the appointment the outcome of the Ada pre-assessment can then be shared with the health professional who will then look at you so the doctor doesn’t start from a blank sheet of paper but is already pre-briefed and gets decision support in terms of ‘this is constellation of symptoms the patient is reporting’ and ‘based on that these could be the most likely diagnosis and these should be the tests, examinations or investigations I should consider next to get to the confirmed diagnosis’.”

The added advantage for Ada’s enterprise partners is that patient data arrives with the doctor that sees them already structured so — after a few confirmations — they can easily import it into their documentation, saying precious minutes per patient, per Nathrath. “[If] you save a few minutes with each patient that means you have more time for the patients who really need you and not the patients who maybe has a cold and shows up in the emergency room, which unfortunately is a reality,” he adds.

With this enterprise strand of its business Ada is continuing to provide support for doctors. Nathrath suggests its patient-facing app is also being used for some informal decision support for doctors too.

More and more doctors are using the app “together with their patients”, he tells us, or else recommending it to their patients —  asking them “so what did Ada say?”.

The role of AI in healthcare will be a core one, Nathrath predicts — given that demand for healthcare professionals is always going to outstrip supply.

He argues that’s true even with rising use of telehealth platforms which can certainly make more efficient use of doctors’ time.

Ada did, at one point, offer a telehealth service itself — before deciding to fully focus its efforts on AI — so its approach now is to partner and integrate with other healthcare and health data providers throughout the care ecosystem.

“We think there’s a place for telehealth, obviously. It adds convenience. During the pandemic I guess it had a special role where for many it was almost the only way to interact with a doctor,” he says. “So we do see a place for telehealth but we also see an issue with telehealth in that it doesn’t address the structural issue in healthcare — that simply there aren’t enough doctors to serve the entire population of the world.”

“We’re building Ada as a multi-sided platform,” he adds. “We’ll be computing different sources of input data — which is sensor data, wearables data, lab data, genetic testing data — that’s on the input side — and then on the more downstream, on the next step after Ada, we can partner with any telehealth company in the world. And we’re seeing enormous interest from literally all corners of the world where telehealth companies approach us. And insurance companies and governments — where they say yes there is a use-case for telehealth but we basically need something before that, that filters people to the right next step.”

Whatever that right next step is in a patient’s care journey, “Ada is like the gatekeeper at the beginning of the journey that then sends you on your way,” is how Nathrath puts it.

The overarching vision is that Ada becomes not just an app in your pocket but an omnipresent “personal health companion” — or what it describes as “a personal operating system for health” — which is powerful enough to deliver preventative healthcare by being able to aggregate all sorts of data and spot health issues sooner so as to enable earlier and less costly interventions.

“What we’re building is really much more than a symptom assessment technology,” he tells TechCrunch. “Where you would also take into account lab results which can now be done much more direct to consumer than was previously possible, sensors and wearables data — and you probably say that Samsung is one of our investors but we’re obviously talking to all the large players in the space about this; how we can integrate that data best — and all the way to genetic testing and even the full genome sequence.

“When you take all these different sources of health information and compute them against each other on a continuous basis you’ll have something like an early warning system for your health — which, again, from a population health and system level perspective should be desirable for anyone who’s in charge of providing healthcare or paying for healthcare because you can catch the problem when it’s still a £100 problem and not yet a £100,000 a year problem.”

Given that ambition it’s interesting that big pharma is investing in Ada. (And its PR notes that it’s also in talks with Bayer on a potential strategic partnership.) But Nathrath suggests that the industry is well aware of the shifts being driven by digital health — and keen to avoid its own ‘Kodak moment’, i.e. by not adapting to the coming changes in a timely enough manner.

If AI-powered health interventions end up being so successful that they can shrink drug bills through earlier intervention and more preventative care then it makes good business sense for big pharma to be plugged into the cutting edge of digital health.

At the same time this type of tech might end up driving demand for medicines — exactly because of its scalability and because it can present a higher dimension view of more people’s health — meaning there’s more opportunity for increased prescription. So there’s not really a downside for pharma to get involved here.

“We’re really excited about the possibilities we can find by working together [with pharmaceutical companies] to really deliver a better healthcare experience to patients,” says Nathrath. “If you look at Bayer they have a consumer health business, they also have a pharmaceutical business and if you look at the cases within Ada if you look at the top ten most common ones it’s very comparable to what a GP would see all the time and a lot of those basically can end up in the recommendation towards healthcare where oftentimes an over the counter drug will be enough to address the issue. One area where Bayer has a lot of offerings, of course. But then their spectrum goes all the way towards rare diseases — where we’re also particularly strong. Where they have some drugs that help patients with very rare conditions.”

There are also potentially major research riches to be derived from the health data generated via Ada’s app which could also be interesting to pharma companies doing drug discovery.

Although Nathrath emphasizes that app users’ data is never used for research purpose without explicit consent from the individual (as is required under Europe’s General Data Protection Act).

But he also notes that Ada is able to do some interesting studies based on aggregated user data, too — giving an example of how it looked at kids mental health during COVID-19 lockdowns, comparing areas where schools had been shut vs those where they had remained open. “You could really compare what happened in different countries,” he says, noting that rates of depression in kids in Germany where schools and pre-schools were closed went up by over 100%, whereas in Switzerland where schools remained opened throughout there was no rise and even a slight improvement in children’s mental health.

In another example, involving aggregated data from usage of the app in US, he says it was able to show that it could have spotted a measles epidemic via the cases in the app slightly sooner than the CDC’s official announcement of an epidemic.

“If you think about the potential of that, in terms of spotting outbreaks earlier, that can be quite significant,” he suggests.

“We think there’s really a long list of ways we can work together [with researchers, policymakers and pharma companies] for the benefit of patients,” he adds. “The mission of all the people I spoke to at Bayer was really similar to ours — which is to help people, basically… That’s why we’re really happy to work with them.”

Commenting on the funding in a statement, Dr. Jürgen Eckhardt, head of Leaps by Bayer, added: “Investing in breakthrough technologies that drive digital change in healthcare is one of the strategic imperatives for Leaps by Bayer and for the entire field of healthcare. Ada’s truly transformative technology, combining powerful artificial intelligence with an emphasis on medical rigor and high levels of clinical accuracy will lead the way in helping more patients and consumers in achieving better health outcomes sooner by intervening earlier in their healthcare journey.”

News: Wayflyer raises $76M to provide ‘revenue-based’ financing to e-commerce merchants

Wayflyer, a revenue-based financing platform for e-commerce merchants, has raised $76 million in a Series A funding round led by Left Lane Capital. “Partners” of DST Global, QED Investors, Speedinvest and Zinal Growth — the family office of Guillaume Pousaz (founder of Checkout.com) — also put money in the round. The raise comes just after

Wayflyer, a revenue-based financing platform for e-commerce merchants, has raised $76 million in a Series A funding round led by Left Lane Capital.

“Partners” of DST Global, QED Investors, Speedinvest and Zinal Growth — the family office of Guillaume Pousaz (founder of Checkout.com) — also put money in the round. The raise comes just after Wayflyer raised $100 million in debt funding to support its cash advance product, and 14 months after the Dublin, Ireland-based startup launched its first product.

With an e-commerce boom fueled by the COVID-19 pandemic, Wayflyer is the latest in a group of startups focused on the space that has attracted investor interest as of late. The company aims to help e-commerce merchants “unlock growth” by giving them access to working capital (from $10,000 up to $20 million) so they can improve cash flow and drive sales. For example, more cash can help these merchants do things like buy more inventory in bulk so they can meet customer demand and save money. 

In a nutshell, Wayflyer uses analytics and sends merchants cash to make inventory purchases or investments in their business. Those merchants then repay Wayflyer using a percentage of their revenue until the money is paid back (plus a fee charged for the cash advance). So essentially, the merchants are using their revenue to get financing, hence the term revenue-based financing. The advantage, Wayflyer says, is that companies make repayments as a percentage of their sales. So if they have a slow month, they will pay back less. So, there’s more flexibility involved than with other mechanisms such as traditional bank loans.

Co-founder Aidan Corbett believes that in a crowded space, Wayflyer’s use of big data gives it an edge over competitors.

Corbett and former VC Jack Pierse spun Wayflyer out of a marketing analytics company that Corbett had also started, called Conjura, in September 2019.

“Jack came to me and said, ‘You should stop using our marketing analytics engine to do these big enterprise SaaS solutions, and instead use them to underwrite e-commerce businesses for short-term finance,’ ” Corbett recalls.

And so he did.

“We just had our heads down and started repurposing the platform for it to be an underwriting platform,” Corbett said. It launched in April 2020, doing about $600,000 in advances at the time. In March of 2021, Wayflyer did about $36 million in advances.

“So, it’s been a pretty aggressive kind of growth,” Corbett said.

Over the past six months alone, the company has seen its business grow 290% as it has deployed over $150 million of funding across 10 markets with a focus on the U.S., the United Kingdom and Australia. About 75% of its customers are U.S. based.

Wayflyer plans to use its new capital toward product development and global expansion with the goal of entering “multiple” new markets in the coming months. The company recently opened a sales office in Atlanta, and also has locations in the U.K., the Netherlands and Spain.

To Corbett, the company’s offering is more compelling than buy now, pay later solutions for consumers for example, in that it is funding the merchant directly and able to add services on top of that.

“There’s a lot more opportunity for companies like ourselves to differentiate because essentially, we focus on the merchants. And when we underwrite the merchant by getting data from the merchant, there’s a lot of additional services that you can put in on top,” Corbett explained. “Whereas with buy now, pay later, you get information on the consumer, and there’s not as much room to add additional services on top.”

For example, if a business requests an advance and either is not approved for one, or doesn’t choose to take it, Wayflyer’s analytics platform is free to anybody who signs up to help them optimize their marketing spend.

“This is a critical driver of value for e-commerce businesses. If you can’t acquire customers at a reasonable price, you’re not going to be around very long. And a lot of early-stage e-commerce businesses struggle with that,” Corbett said.

It also can pair up a merchant with a marketing analytics “specialist” to analyze its marketing performance or an inventory “specialist” to look at the current terms and price a business is getting from a supplier.

“Our focus from the very beginning is really supporting the merchants, not just providing them with working capital,” Corbett said.  

Another way the company claims to be different is in how it deploys funds. As mentioned above, merchants can pay the money back at varied terms, depending on how sales are going. The company makes money by charging a principal on advances, and then a “remittance rate” on revenues until the total amount is paid back.

“We tend to be more flexible than competition in this way,” Corbett said. “Also, some competitors will pay invoices on merchants’ behalf or give them a pre-charged card to use on advertising spend,” Corbett said. “We always give cash into a merchant’s account.” 

Wayflyer recently inked an agreement with Adobe Commerce, a partnership it said would provide a new channel to further amplify its growth with the goal of funding 8,000 e-commerce businesses in the first year of the partnership.

For his part, Left Lane Capital Partner Dan Ahrens said that his firm was impressed by Wayflyer’s “nuanced understanding of what will drive value for their clients.”

“The team’s focus, specialization, and deep analytical expertise within the e-commerce market also drives superior underwriting,” he told TechCrunch. “Their explosive growth has not come about by taking on undue risk. We are big believers that their underwriting will only improve with scale, and that Wayflyer will be able to compound its competitive advantages over time.”

As mentioned, this is an increasingly crowded space. Earlier this month, Settle announced it had raised $15 million in a Series A funding round led by Kleiner Perkins to give e-commerce and consumer packaged goods (CPG) companies access to non-dilutive capital.

News: Twitter says concerned with India intimidation, requests 3 more months to comply with new IT rules

Twitter called the recent visit by police to its Indian offices a form of intimidation and said it was concerned by some of the requirements in New Delhi’s new IT rules. Speaking for the first time since a special squad of Delhi police made a surprise visit to two of its offices on Monday, Twitter

Twitter called the recent visit by police to its Indian offices a form of intimidation and said it was concerned by some of the requirements in New Delhi’s new IT rules.

Speaking for the first time since a special squad of Delhi police made a surprise visit to two of its offices on Monday, Twitter said it is “concerned by recent events regarding our employees in India and the potential threat to freedom of expression for the people we serve.”

The company also said that it joins many organizations in India and around the world that have “concerns with regards to the use of intimidation tactics by the police in response to enforcement of our global Terms of Service, as well as with core elements of the new IT Rules.”

A Twitter spokesperson added: “We plan to advocate for changes to elements of these regulations that inhibit free, open public conversation. We will continue our constructive dialogue with the Indian Government and believe it is critical to adopt a collaborative approach. It is the collective responsibility of elected officials, industry, and civil society to safeguard the interests of the public.”

Tension between American tech giants Twitter and Facebook and the Indian government has been brewing for months. Twitter faced heat from politicians after it refused to block accounts that criticised New Delhi’s reforms and Indian Prime Minister Narendra Modi.

India is one of the largest markets for American tech firms that poured billions of dollars in the South Asian nation in the past decade to get more people connected to the web. According to Indian government estimates, Twitter has 175 million users in India, while WhatsApp has amassed over 530 million users.

Their tension escalated Wednesday after WhatsApp sued the Indian government in a court in Delhi over the new IT rules that it said would compromise users’ privacy and give New Delhi the power to conduct mass surveillance.

India announced the new IT rules in February and gave firms three months to comply. The deadline expired this week, and on Wednesday the Ministry of Electronics and IT asked social media firms for an update on their compliant status, TechCrunch first reported.

Twitter said Thursday that the new IT rules’ requirements to make a compliance officer criminally liable for content on the platform, proactive monitoring, and blanket authority to seek information about users represented a dangerous overreach that was inconsistent with open and democratic principles.

The microblogging platform also requested New Delhi to consider granting a minimum of 3 months extension to comply with the new IT rules and publish Standard Operating Protocols on aspects of compliance of public consultation.

Twitter said it was recently served with another non-compliance notice in India and withheld a portion of the content identified in the notice under. The content identified in the notice, Twitter said, was originally reported in the blocking orders since February 2021.

It said in recent months it has been compelled to withhold content in response to a non-compliance notice. Not doing so, it said, poses penal consequences with many risks for Twitter employees.

News: Meme-based dating is here: Meet Schmooze

Vidya Madhavan always wanted to be in business. Growing up in India, she thought she might be in the business of running a factory, given the power and influence of outfits like Tata Group, the Indian multinational conglomerate. She certainly had an affinity for school, graduating at the top of her high school class, nabbing

Vidya Madhavan always wanted to be in business. Growing up in India, she thought she might be in the business of running a factory, given the power and influence of outfits like Tata Group, the Indian multinational conglomerate.

She certainly had an affinity for school, graduating at the top of her high school class, nabbing a mechanical engineering degree in India and more recently landing at Stanford’s business school. Except that instead of create the more traditional business she once had in mind, Madhavan found herself tinkering with an entirely different idea: a matchmaking app called Schmooze that combines machine learning and memes to connect people based on what Madhavan calls a humor algorithm.

The idea dates back several years when, as an analyst with McKinsey in India who was debating whether or not to attend grad school in California, Madhavan cold-emailed 10 people on LinkedIn who she could see attended U.S. business schools and hoped might be helpful. Only one of them replied, but over the next couple of days, she says, “we exchanged, like, 200 emails, all of them fundamentally jokes.”

Reader, she is now married to that person. Indeed, she says it’s because she believes their shared sense of humor brought them together that she began tinkering with the idea of Schmooze, initially as a way to foster new friendships. It was when she saw the way things were trending –people were really looking for a love match — that she refocused the idea as a dating app for Gen Z users who already communicate largely with memes.

It has been taking off since, says Madhavan. Though it hasn’t yet spread Facebook-like across college campuses, a beta test in late summer with 200 Stanford students has since led to more than 10,000 downloads around the country, where people are swiping right — or left — to more than 5,000 memes that are culled entirely by still-in-beta Schmooze (until it’s big enough to deal with content moderation).

Currently about 200 memes are added each day, while others are deleted. “No one cares about the U.S. elections anymore,” Madhavan notes.

Using tagging and machine learning, combined with the bios that users create for themselves, Schmooze gets to work. Some users might show a predilection for particular topics, for example, like physics or finance. Some who say they’re interested in entrepreneurship might reveal an even stronger passion for music through their choices. There are similar divides when it comes to dark humor, and people who really love puns — and those who hate them.

Whether the algorithm truly works will take time, and lasting unions, to know. Madhavan says that 90,000 matches have been made to date, but naturally, a far smaller number have moved from matched to in-app messaging.

Schmooze has plenty of competition in the meantime, both from traditional dating services and newer dating apps and questionnaires that look to pair people based on share interests rather than that use looks as a starting point.

It’s also easy to imagine more meme-based dating apps suddenly springing into existence, particularly given today’s go-go market. (Crazier things have happened.)

Still, Schmooze appears to hold promise. It recently closed on $270,000 in seed funding from Ulu Ventures and others to tinker with its product. The company has been finding success reaching its audience on TikTok. There is also a lot of money to be made in the world of online dating, as industry watchers see over and over again.

As for Madhaven, she is in love, to her own surprise, with her startup. Partly because of her formative years and partly because she never dated online before meeting her husband through LinkedIn, she says with a laugh of Schmooze: “It’s unexpected, in many many ways.”

News: Paired pulls in $3.6M to encourage more couples to get cosy with app-based relationship care

Can an app improve your romantic relationships? The founders behind Paired, a “relationship care” app for couples, believe it can. And since launching in October, with $1M to kick things off, they’ve convinced 5,000+ coupled-up others to try their custom blend of partner quizzes, “relationship satisfaction” tracking, and audio tips from experts — to try

Can an app improve your romantic relationships? The founders behind Paired, a “relationship care” app for couples, believe it can. And since launching in October, with $1M to kick things off, they’ve convinced 5,000+ coupled-up others to try their custom blend of partner quizzes, “relationship satisfaction” tracking, and audio tips from experts — to try to feel closer to their S.O.

Paired is now gunning for serious growth: It’s announcing $3.6M in seed funding today, led by Eka Ventures with participation from existing investors including Taavet Hinrikus (Wise, formerly TransferWise), Harold Primat (investor and former professional racing driver), and the co-founders of Runtastic.

As part of the seed funding, Camilla Dolan of Eka Ventures will join the board alongside the app’s co-founders Kevin Shanahan and Diego López (who previously worked together at language learning app Memrise).

Paired says its goal for the new funding is to grow its user-base from 5,000+ to 100k over the next 18 months.

All sorts of audio-led wellness ‘self-care’ apps have been bubbling up in recent years — offering individuals app-wrapped help with stuff like meditation and mindfulness; targeted motivation to combat anxiety and stress; or dishing up sex tips and sexual self awareness.

Paired fits within that broader trend, albeit with a more explicit nudge to extend the self-care phenomenon to a unit of two romantically connected people.

As it looks for growth, the UK-based startup says it will continue to target the US, UK, Canada, and Australia, which are its main markets at this point. “We expect the growth to continue to come from here over the next 12 months,” says Shanahan.

“We’re building out our product team — hiring engineers, a product manager, a data scientist — to begin offering more varied and personalised relationship conversations for our users,” he goes on.

“Personalisation is a particular focus as every relationship is different and the app will begin to understand what your interests are, what stage you’re in, what would be most useful for you to discuss, etc. We’re also growing our content, working with new experts to cover more relationship topics and marketing the app via influencers, partnerships, and other channels.”

Who are Paired’s early adopters? Currently, the average user is a straight, early 30s Millennial who’s been in their current relationship for two-three years, according to Shanahan. (He says around 5% of users are LGBTQ+.)

But he also claims Paired has a wide mix of users, adding: “We have couples who have been together for 6 months and those who have been together for 10+ years, so it’s a wide spectrum.”

He says the split of women and men using the app is “fairly even” but avoids specifying exactly how usage splits on gender lines.

The app can be used by only one half of a couple — for solo relationship support/self-care, if preferred — but users have the option to pair with their partner to swap answers to relationship questions in order to encourage discussion. And that’s where Paired can offer the most personalized experience to users, by opening up a dedicated ‘relationship’ discussion channel between the couple. (Paired does not obviously cater to open/polyamorous couples — but presumably could be used as a discussion tool for the primary partners.)

The idea isn’t to replace couples therapy, per Shanahan. Rather Paired wants to create a whole new intermediating layer — based on the notion that communication problems in a relationship can be tackled earlier (and more easily) if you stick a piece of software between you which nudges both halves of the relationship to notice and address potential disconnect.

“If couples therapy is a dentist for your relationship, then we would be a toothbrush,” is how Shanahan puts it when asked if the idea is to replace couples therapy.

“Like a toothbrush is not a substitute for the dentist, we aren’t trying to replace couples therapy. Our goal is to promote healthy relationship behaviours between couples and believe our audience will eventually grow to become the majority of couples,” he suggests.

He points to a study Paired commissioned from the Open University and University of Brighton — which he says showed that couples who used the app over the course of three months saw on average a 36% increase in their “relationship satisfaction”. (Albeit quantifying such a subjective measure as a percentile increase may not appeal to every romantic person’s tastes.)

Shanahan says Paired wants to offer ongoing support, too — rather than (the opposite scenario) of its users arriving at such a point of mutual understanding they could feel they don’t never need to take another partner quiz to understand what their life partner is thinking/feeling.

Its philosophy is, no matter how thoughtful you get vis-a-vis your S.O., there’s always more to learn and thus you always need to keep working on ‘relationship care’. It is of course a very convenient philosophy for a subscription app.

“You probably wouldn’t say success when you’re fit is to stop going to the gym,” says Shanahan. “Or when your teeth are healthy to stop brushing your teeth. Similarly we want Paired to be a tool to help keep your relationship in a good place, so success for us is keeping your relationship satisfaction high over time.”

So what have the founders learned about their own relationships from using Paired?

Shanahan confirms that he and his partner have been using the app “a ton (and not just for testing)”, adding: “I’ve personally learnt that there is always more to discover about your partner and it’s a fun journey. Also that discussing issues when they are small is useful so they don’t become big later down the line.”

Diego López, Paired’s other co-founder and CTO, tells us that the daily questions posed by the app have “helped my partner and I fight lockdown monotony”. “There’s been many occasions where we give the same answer to a question. It’s a great feeling to know that we understand each other and a reminder of the things we have in common,” he adds.

Commenting on Paired’s seed round in a statement, Camilla Dolan from Eka Ventures, said: “Despite relationship health being such an important and truly global part of our lives there is not currently an accessible and affordable way of supporting it — Paired has set out to change that.

“We love Kevin & Diego’s vision to bring happiness and health to relationships and be the global category leader for relationship management. What really got us excited though was the Paired user stories and the level of change that Paired is already having on their early users.”

In another supporting statement, existing investor Taavet Hinrikus, co-founder of Wise, added: “Kevin and the Paired team have a vision for improving the relationships of hundreds of millions of couples. Building and strengthening relationships is something we all need help with from time to time, but lots of people feel unsure of where to turn for help. The rapid uptake from paid subscribers since their October launch makes me confident that it can become the global, digital platform for relationships.”

Paired’s app (available on iOS and Google Play) is free to download — but a monthly or yearly subscription is required to access the full range of content and support.

News: Agicap raises $100 million for its cashflow management service

French startup Agicap has raised a new $100 million funding round led by Greenoaks. With today’s funding round, the company has reached a valuation of more than $500 million (€415 million). Agicap is building a service that lets you track your cash flow in real time, build reports and get forecasts. In addition to Greenoaks,

French startup Agicap has raised a new $100 million funding round led by Greenoaks. With today’s funding round, the company has reached a valuation of more than $500 million (€415 million). Agicap is building a service that lets you track your cash flow in real time, build reports and get forecasts.

In addition to Greenoaks, existing investors BlackFin Capital Partners and Partech are also participating in the round. It represents a big jump from last year’s $18 million Series A round from last year.

The basic premise of Agicap is quite simple. Many small companies rely on Microsoft Excel to figure out their cash position every week or every month. Instead of exporting .csv files from your bank accounts, you can connect your bank accounts to Agicap for real-time monitoring. Similarly, Agicap has developed integrations with accounting software and invoicing tools.

When you want to see how you’re doing when it comes to cash, you can connect to your Agicap account just like you’d connect to a web analytics service. Agicap tries to break down how much you’re spending by category and branch. After that, you can run projections and make decisions based on forecasts.

Designed specifically for small and medium companies, Agicap has managed to convince 3,500 companies to use its service. They pay a monthly subscription fee. Clients include Cityscoot, Meero, Merci Handy, Ornikar and Blend Burger.

Agicap is currently live in France, Germany, Spain, Italy and the Netherlands. France still generates 50% of the company’s revenue but other markets are growing rapidly.

“This Series B comes at a key moment in our development,” co-founder and CEO Sébastien Beyet said in a statement. “It demonstrates our will to make Agicap the European leader in our market and will allow us to further accelerate our international presence, launching in 10 new countries in the coming months.”

Following today’s funding round, the company has some ambitious expansion plans. The company’s team has already grown from 30 employees to 200 employees over the last 12 months. Now, it plans to build a team of 1,000 employees within the next couple of years.

News: Ford’s $30B investment in electric revs up in-house battery R&D

Ford is increasing its investment in its electric vehicle future to $30 billion by 2025, up from a previous spend of $22 billion by 2023. The company announced the fresh cashflow into its EV and battery development strategy, dubbed Ford+, during an investor day on Tuesday.  The company said it expects 40% of its global

Ford is increasing its investment in its electric vehicle future to $30 billion by 2025, up from a previous spend of $22 billion by 2023. The company announced the fresh cashflow into its EV and battery development strategy, dubbed Ford+, during an investor day on Tuesday. 

The company said it expects 40% of its global vehicle volume to be fully electric by 2030. Ford sold 6,614 Mustang Mach-Es in the U.S. in Q1, and since it unveiled its F-150 Lightning last week, the company says it has already amassed 70,000 customer reservations. 

The Ford+ plan reveals the new path automakers will have to take if they want to keep up with an EV future. Historically, China, Japan and Korea have owned much of the world’s battery manufacturing, but as major OEMs begin building electric cars, the demand is far outstripping supply, forcing car manufacturers to invest their own resources into development. General Motors is building a battery factory with LG in Ohio, and BMW joined Ford to invest in solid state battery startup Solid Power.

This investment “underscores our belief that production-feasible solid state batteries are within reach in this decade,” said Hau Thai-Tang, Ford’s chief product platform and operations officer, during the investor day. “Solid Power’s sulphide-based solid electrolyte and silicon-based anode chemistry delivers impressive battery improvements in performance, including increased range, lower cost, more vehicle interior space and better value and greater safety for our customers.”

The solid state battery manufacturing process doesn’t differ too much from the existing lithium ion battery process, so Ford will be able to reuse about 70% of its manufacturing lines and capital investment, according to Thai-Tang. 

At Ford’s Ion Park facility, a battery R&D center Ford is building in Michigan, the automaker has brought together a team of 150 experts to research and create a game plan for the next generation of lithium ion chemistries and Ford’s new energy-dense battery technology, the Ion Boost +.

“Our ultimate goal is to deliver a holistic ecosystem including services that should allow us to achieve higher profitability over time with BEVs than we do today with ICE vehicles,” said Thai-Tang.

The Ion Boost +’s unique cell pouch format is not only ideal for powering Ford’s larger vehicles, but it could also help the company reduce battery costs 40% by mid-decade, the company says. 

“The cell chemistry, coupled with Ford’s proprietary battery control algorithm featuring high accuracy sensing technology, delivers higher efficiency and range for customers,” said Thai-Tang.

For commercial vehicles, Ford is working on a battery cell made with lithium ion phosphate chemistry, which it’s calling the Ion Boost Pro, which it says is cheaper and better for duty cycles that require less range.

News: Lucid Motors reveals all the tech inside its all-electric Air sedan

Eight months after Lucid Motors showed off the final version of its all-electric Air sedan, the company has finally revealed the in-cabin tech — from the curved 34-inch display and second touchscreen to the underlying software, integrated apps and Amazon Alexa voice assistant — that drivers and passengers will use once the automaker begins deliveries

Eight months after Lucid Motors showed off the final version of its all-electric Air sedan, the company has finally revealed the in-cabin tech — from the curved 34-inch display and second touchscreen to the underlying software, integrated apps and Amazon Alexa voice assistant — that drivers and passengers will use once the automaker begins deliveries of the vehicle in the second half of the year.

The aim of the company’s branded Lucid User Experience, or Lucid UX, is to include all the tech that customers might want in a vehicle priced between $80,000 and $169,000 without adding clutter and confusion.

“We really tried to follow a strong principle of ease-of-use and a short learning curve, for it to have quick responses and an overall feeling of elegance,” Derek Jenkins, Lucid’s head of design said in a recent interview. “I kind of wanted to move away from it being overly technical or sci-fi looking or spreadsheet-like and really move towards something that was more fitting with the brand and our design ethos.”

The interior isn’t as stark as a Tesla Model 3 or Tesla Model Y, nor as jam-packed as some of the German luxury vehicles. Jenkins and his team have tried to hit the Goldilocks’s equivalent the perfect bowl of tech porridge.

“At the beginning of the project I always used to tell the team, ‘Listen I want my mom to be able to get in this car and figure it out the first time,’ ” Jenkins said. “She should be able to know instinctively probably the light switch and the door locks are on the left side because that’s where they always are and not have to dig through that stuff. Or that the climate controls are probably on the lower screen because that’s where it often is and traditionally has been. I just felt like it should have intuitiveness and a degree of simplicity, while still having impressive features and having a system that can grow.”

Lucid Motors interior cabin

Image Credits: Lucid Motors

The hardware

The curved 34-inch 5K display called the glass cockpit floats slightly above the dashboard and is the most visible hardware in the vehicle, although is not the only component worth mentioning. It is actually three separate displays housed under a single plate of glass, a technique that Mercedes-Benz has used in its 56-inch hyperscreen. On the far left is a touchscreen where Lucid has placed the most important, or core, vehicle controls, such as window defrosters, lighting and wiper settings.

The middle screen is the instrument cluster, which is where the driver will see the speed and remaining battery range displayed. The right side of the instrument cluster is a widget that can display a variety of information, depending on the user, including navigation or what music is playing. The instrument cluster is also where the driver will see whether the advanced driver assistance system is activated.

To the right of the steering wheel is another touch display that Lucid is calling the home screen. It’s here that navigation, media and communications will be located.

Moving down and to the center console area is another curved screen that Lucid has dubbed the “pilot panel,” which displays climate controls and seat functions, including a massage feature, along with all the other vehicle settings. The driver or passenger can swipe menus from the home screen down to the pilot panel to display in-depth controls for music or navigation. And if the driver doesn’t want that additional touchscreen, the pilot panel can be retracted, opening access to a storage space behind it.

It’s worth noting that analog switches are still within the vehicle in three areas: the doors, the steering wheel and a slice of space between the pilot panel and the upper home screen. Alongside the doors, the driver or passengers will find the window switches and interior door latches. Right above the center console display are four physical buttons that lets the driver or passenger control climate temperature and fan speed.

Image Credits: Lucid Motors

On the steering wheel is a touch bar and two toggles. These buttons can be used to launch the Alexa voice assistant and turn on and off the advanced driver assistance functions, as well as adjust the following distance in cruise control and volume.

“We did a lot of research through this discussion of analog interaction such as physical buttons and digital interaction on a touchscreen,” Jenkins said. “What we found was there was some key functionality that people still wanted to have physical interaction with.”

The vehicle is also loaded with 32 sensors, including a single lidar that is located just below the nose blade on the exterior of the vehicle. Below that is a lower air intake and then a forward-facing radar. Other radar sensors are located on the exterior corners. There are exterior cameras, as well, in the nose and header area behind the rearview mirror.

Inside the vehicle, and tucked right below the instrument cluster, is a camera that faces the driver. This camera is part of the driver-monitoring system, which is meant to ensure the operator is paying attention when the advanced driver assistance system is engaged.

Two other hardware items worth noting are the 21-speaker surround sound system from Dolby Atmos and a small vintage detail with the air vents. Lucid wanted the Air to have physical air vents that a person could touch and move — unlike the Tesla Model 3, which requires the user to move the direction of the air flow through the digital touchscreen. But Lucid didn’t want the bulk of a vent in the chiclet-style design, which has an additional side tab to turn on or off the air flow.

The solution is a slimmed-down air vent with a single round dial right in the middle. That dial can be grabbed and moved to shift air flow. It also can be turned to shut off the air to a particular vent.

“It was a breakthrough for us,” Jenkins said laughing, “which isn’t a breakthrough because that was super common in the 60s and 70s in cars.”

The software

Behind all of the physical touchscreens and sensors is the software that delivers functions and services.

Lucid started with the open-source Android Automotive operating system and built out the apps and other features from there. Android Automotive OS is modeled after Google’s Android open-source mobile operating system that runs on Linux. Google has offered an open-source version of this OS to automakers for some time. In recent years, automakers have worked with Google to natively build in an Android OS that is embedded with all the Google apps and services such as Google Assistant, Google Maps and the Google Play Store. Lucid did not take the Google services platform route.

From here, Lucid worked with various third-party apps and integrated them into the infotainment system, a list that currently includes iHeartRadio, TuneIn, Pocket Casts, Dolby Atmos, Tidal and Spotify.

Lucid has also decided to make Alexa the default and primary integrated voice control system. Lucid Air will also come with Android Auto and Apple CarPlay — apps that run on the user’s phone and wirelessly communicate with the vehicle’s infotainment system. This means the driver, or passenger, can access Google Assistant and Siri through these apps, they just won’t be able to control the vehicle functions like climate.

The vehicle will also have integrated mobile and Wi-Fi connectivity, which will allow Lucid to update the software of the vehicle wirelessly. The over-the-air update capability lets the company add new apps and services.

The future

Jenkins said they’re already looking at bringing more content to the infotainment system, including gaming and video streaming, which would only be accessible when the vehicle is parked.

The Lucid design team is also examining other more hardware-based additions to future model years of the Air, including rear entertainment displays.

“You probably won’t see that from us until sometime in 2023,” Jenkins noted. “We think that’s an important thing to bring to the car especially because the rear seat is such a nice place to be.”

 

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