Monthly Archives: July 2021

News: Former Iora Health execs raise $13M to guide seniors through Medicare enrollment

The company is leading seniors through the Medicare maze, helping whittle down over 3,000 available plans into a handful of best choices based on their care requirements.

Employers typically offer three options for healthcare insurance. When it’s time to switch to Medicare, particularly Medicare Advantage, there are over 3,500 plans available nationwide, and an average of 30 plans someone can choose from in their particular area. Connie Health is leading seniors through the Medicare maze, helping whittle down those 3,000 plans into a handful of best choices based on care requirements.

The company’s three co-founders, Oded Eran, CEO, David Luna, chief revenue officer, and Michael Scopa, chief growth officer, saw this problem firsthand as executives at primary care company Iora Health, which is being acquired by OneMedical for $2.1 billion.

They started their company in 2019 to develop a Medicare concierge service to assist seniors in easily navigating through those 30 plans to find the right one for them.

“We were coming from the provider side and understood that though healthcare is local, people don’t know the difference in hospitals or the ins and outs of local networks,” Eran told TechCrunch. “Seniors need trust there, and when there are local advisers to meet over the phone or at home, you gain that trust.”

The Boston-based company announced Wednesday it raised $13 million in Series A funding led by Khosla Ventures and Pittango Healthtech to give it a total of $16 million in funding. The company raised $3 million in a seed round back in January 2020, also led by Khosla. The seed and Series A rounds also saw participation by AbstractVentures, Dynamic Loop Capital, Arkitekt Ventures, as well as a group of angel investors, including Hippo Insurance CEO Assaf Wand and Flatiron Health founders Zach Weinberg and Nat Turner.

Image Credits: Connie Health

With 55 million Medicare consumers benefiting from major innovation in Medicare Advantage and value-based care, Kaul saw a large market that was being disrupted by Connie Health. He was especially impressed with the team Eran built and how the company was able to launch during the pandemic and stay nimble.

“The Medicare Advantage space is rich and will continue to grow,” Kaul added. “Technology has not played a big role here, and Oded is going to bring technology in to make the market more efficient.”

Medicare Advantage is the private market part of the insurance program. Eran said the government is trying to drive competition and innovation, so there are a lot of new players coming in to create more plan options, more nuances and to help manage costs better. On the consumer level, this creates a lot of confusion, he added. Potential customers have a hard time making decisions on the latest and greatest options, so they tend to stick with the status quo.

That’s where Connie Health comes in. The company’s technology takes into account the providers someone sees, the medications they are on and the benefits they would like to have, feed those into its model, and based on that, sifts through the thousands of plans available and recommends the best fits.

Four months ago, Connie Health kicked off its consumer platform in Arizona, and with the new investment, also began operating in Texas. Over the next year, Eran expects to move into Illinois, where he is seeing big demographic changes as a lot of people are moving into Medicare and other states. The new funding will also enable the company to branch off to other insurance products.

Within those states, the company’s footprint grew to seven markets, and its local agent base grew 15 times.

“We are going to democratize access to the local agents to help people make these often tough decisions and find healthcare that they deserve and have paid for all of their working life,” Eran said. “We are taking this market-by-market approach because healthcare is in the community.”

 

News: High-profile entrepreneurs launch $85 million fund to back Indian SaaS startups

Four high-profile Indian entrepreneurs who are among those who kickstarted India’s SaaS journey, building and helping startups scale and win customers globally and also backed about 100 such firms, are ready for their next phase of participation in the country’s startup ecosystem. The group — Girish Mathrubootham of Freshworks, Manav Garg of Eka Corporation, Shubham

Four high-profile Indian entrepreneurs who are among those who kickstarted India’s SaaS journey, building and helping startups scale and win customers globally and also backed about 100 such firms, are ready for their next phase of participation in the country’s startup ecosystem.

The group — Girish Mathrubootham of Freshworks, Manav Garg of Eka Corporation, Shubham Gupta, formerly with investment firm Matrix, and Avinash Raghava, formerly with Nasscom, iSPIRT and SaaSBOOMi — said on Wednesday it has created a venture capital fund, called Together Fund, with an initial corpus of $85 million to back young Indian startups operating in the software-as-a-service space.

Together Fund is looking to back between 20 to 25 startups at Pre-seed to Series B stages. The firm’s check size will range between $250,000 to $3 million, said Garg in an interview with TechCrunch.

Indian news outlet the CapTable first reported about the fund’s formation earlier this year and cited an investor who said that Together is likely to attract all good SaaS deals because of its founding team and problem statement.

The fund has amassed a network of over 150 startup founders and investors including Krish Subramanian of Chargebee, Nishith Rastogi of Locus, Shashank ND of Practo, and Kunal Shah of CRED. And that underscores the reason why Together Fund was conceived, said Garg. The entire team consists of founders and other operators who have built startups and have expertise around sales strategy and global expansion, he said.

“This is India’s first operator and founder-led fund,” he said. “The idea of creating this fund was to provide great help and opportunities to the founders along with money.”

The creation of the fund — which counts its founding team among its LPs — comes at a time when Indian startups are raising record capital as many high-profile investors double down in the world’s second largest internet market.

In the past decade, India’s startup ecosystem has evolved from a space that most Indian families were apprehensive about to one that has witnessed several high-profile exits and many entrepreneurs have marched ahead to work on their second startups.

“Today, Freshworks is a large company with more than 3,800 team members and offices all over the world. But almost eleven years ago, we were just a six-member team operating out of a small garage in Chennai. I didn’t have a gilt-edged resume or family wealth but that never stopped me from dreaming big,” wrote Mathrubootham in a blog post.

“To me, Together is not just a fund, it is a way to pay it forward to the startup community that gave me so much. It is a natural progression of the “pay it forward” initiatives we started with community programs such as PNGrowth, SaaSx and SaaSBOOMi. With Together, we are not just offering capital to founders, we are offering our time and counsel as well,” he added.

The founding team of Together Fund will continue to participate in other industry initiatives, including SaaSBOOMi, an annual flagship conference focused on SaaS startups in India, said Raghava in an interview.

India’s SaaS industry could reach $1 trillion in value and create about half million new jobs by 2030, according to a recent study by SaaSBoomi, consultancy firm McKinsey and industry trade group Nasscom.

News: Contentful raises $175M at a $3B valuation from Tiger for its content delivery service

TechCrunch caught up with Contentful’s CEO, Steve Sloan (previously of Twilio and Bessemer), and its comms connect, Brian Spittler (previously of Podium), to dig more into its products.

Contentful this morning announced a $175 million Series F round of capital, led by Tiger Global, valuing the unicorn at around $3 billion. Contentful, formerly known as a UI-free content management system (headless CMS), now views itself in a broader light. More simply, Contentful provides customers with a service that will deliver images, words, and other content to their applications and websites around the world, quickly.

According to the company, Tidemark and Base10 Advancement Initiative were added to its cap table in the round, which also saw participation from previous investors. Prior to the round that Contentful announced today, its most recent fundraising event was an $80 million Series E led by Sapphire Ventures in June 2020.

PitchBook data indicates that that round was raised at a roughly $550 million valuation, while our reporting at the time of the company’s Series E includes the tidbit that “a Contentful spokesperson [told TechCrunch] that [the company was] approaching a $1 billion” valuation. Split the difference and it’s clear that Contentful’s new valuation is a multiple of what the company was worth a year ago.

But before we dig into metrics and results — or really a lack thereof — let’s take a minute to chat through Contenful’s business.

What does it do?

TechCrunch caught up with Contentful’s CEO, Steve Sloan (previously of Twilio and Bessemer), and its comms connect, Brian Spittler (previously of Podium), to dig more into its products.

Sloan explained Contentful by analogy, saying that as Twilio served the communications market and Stripe the payments space, Contentful wants to handle the world’s digital content. Yes, we’re talking APIs (application programming interface). Contentful has a handful of core APIs that allow for reading and writing content to its data buckets and making content available at the right time.

In more practical terms, Contentful doesn’t want to help companies build apps. Other companies are rather good at that. Instead, it wants to help customers’ apps load their in-app content very quickly, regardless of where their users are. You can now better understand the modestly aspirational Stripe and Twilio comparison; Contentful wants to take a piece of a developer’s workload, in this case delivering digital content to controlled applications, abstract it and deliver the functionality as an API. So as developers could simply use Twilio to make text messages appear around the world without coming to terms with global telephone providers, Contentful customers can avoid having to think about content delivery networks (CDNs) and global bandwidth for their content.

Now that we have a reasonable grasp of what Contentful does, let’s talk about growth:

 

No, that’s not an errant space. Contentful’s CEO declined to share essentially anything concerning its business growth, aside from that when Contentful raised its Series E it was around an “inflection point” for the company. This irked me a little; we know that the company had a good 2020 and likely a good 2021 thus far. Why? Because Tiger didn’t invest in a $175 million round at a new, higher price for Contentful on the back of mediocre results.

To his credit, Sloan was willing to explain why his company decided to avoid sharing growth information. Per the CEO, when a company discloses pieces of growth data over time, folks will go back when they go public and compare data to claims. And, he added, given that definitions can change, sharing can be more bother than it’s worth. There’s some truth to this: Some startups will claim profitability, for example, only to gently backpedal and explain that what they meant was really adjusted EBITDA, say, or positive operating cash flow.

The solution, of course, is for growth-stage startups to share GAAP-ready data with the media when they want our attention. After all, Contentful is aiming toward an IPO and is probably already learning to get its books in proper order. GAAP results are possible! And to be fair to Contentful, many startups decline to share useful data about their performance when courting media attention, often at the request of their investors; that we journalists of the world have to then deal with other investors complaining to us that the media is too fixated on funding rounds as progress points is a distinct, if closely related, matter.

Why do we think that Contentful is targeting an eventual public debut? Because companies tend not to raise nine figures at 10-figure valuations if they are hoping for a quick exit. The unicorn is now too expensive for anyone but the largest tech companies to buy; ergo it intends to go public. And, yes, we would go back and check claimed results against historical GAAP data in its S-1 if we were able to. That’s research! And fact-checking!

Gripes aside, Sloan shared employee growth expectations in a broad manner. Contentful is around 600 people today, split between its hubs in Denver, Berlin and San Francisco. Over the next two years, it intends to double (or a bit more than double) that headcount. Pull out your pencils and come up with your own revenue guesses based on that. The correct answer is present-day ARR somewhere between $75 and $75 million. Good luck.

Looking ahead, Contentful sells to three main customer buckets, per its CEO: midmarket customers, enterprise customers and venture-backed startups that intend to get big. Given that all of those are either pursuing digital transformation work or are digitally native, we presume that Contentful’s market will remain fertile for some time. That implies a winsome total addressable market for the company to sell into, implying ample future growth opportunities. Let’s see what it can get done with $175 million more.

News: Atera raises $77M at a $500M valuation to help SMBs manage their remote networks like enterprises do

When it comes to software to help IT manage workers’ devices wherever they happen to be, enterprises have long been spoiled for choice — a situation that has come in especially handy in the last 18 months, when many offices globally have gone remote and people have logged into their systems from home. But the

When it comes to software to help IT manage workers’ devices wherever they happen to be, enterprises have long been spoiled for choice — a situation that has come in especially handy in the last 18 months, when many offices globally have gone remote and people have logged into their systems from home. But the same can’t really be said for small and medium enterprises: as with so many other aspects of tech, they’ve long been overlooked when it comes to building modern IT management solutions tailored to their size and needs.

But there are signs of that changing. Today, a startup called Atera that has been building remote, and low-cost, predictive IT management solutions specifically for organizations with less than 1,000 employees, is announcing a funding round of $77 million — a sign of the demand in the market, and Atera’s own success in addressing it. The investment values Atera at $500 million, the company confirmed.

The Tel Aviv-based startup has amassed some 7,000 customers to date, managing millions of endpoints — computers and other devices connected to them — across some 90 countries, providing real-time diagnostics across the datapoints generated by those devices to predict problems with hardware, software and network, or with security issues.

Atera’s aim is to use the funding both to continue building out that customer footprint, and to expand its product — specifically adding more functionality to the AI that it currently uses (and for which Atera has been granted patents) to run predictive analytics, one of the technologies that today are part and parcel of solutions targeting larger enterprises but typically are absent from much of the software out there aimed at SMBs.

“We are in essence democratizing capabilities that exist for enterprises but not for the other half of the economy, SMBs,” said Gil Pekelman, Atera’s CEO, in an interview.

The funding is being led by General Atlantic, and it is notable for being only the second time that Atera has ever raised money — the first was earlier this year, a $25 million round from K1 Investment Management, which is also in this latest round. Before this year, Atera, which was founded in 2016, turned profitable in 2017 and then intentionally went out of profit in 2019 as it used cash from its balance sheet to grow. Through all of that, it was bootstrapped. (And it still has cash from that initial round earlier this year.)

As Pekelman — who co-founded the company with Oshri Moyal (CTO) — describes it, Atera’s approach to remote monitoring and management, as the space is typically called, starts first with software clients installed at the endpoints that connect into a network, which give IT managers the ability to monitor a network, regardless of the actual physical range, as if it’s located in a single office. Around that architecture, Atera essentially monitors and collects “datapoints” covering activity from those devices — currently taking in some 40,000 datapoints per second.

To be clear, these datapoints are not related to what a person is working on, or any content at all, but how the devices behave, and the diagnostics that Atera amasses and focuses on cover three main areas: hardware performance, networking and software performance and security. Through this, Atera’s system can predict when something might be about to go wrong with a machine, or why a network connection might not be working as it should, or if there is some suspicious behavior that might need a security-oriented response. It supplements its work in the third area with integrations with third-party security software — Bitdefender and Acronis among them — and by issuing updated security patches for devices on the network.

The whole system is built to be run in a self-service way. You buy Atera’s products online, and there are no salespeople involved — in fact most of its marketing today is done through Facebook and Google, Pekelman said, which is one area where it will continue to invest. This is one reason why it’s not really targeted larger enterprises (the others are the level of customization that would be needed; as well as more sophisticated service level agreements). But it is also the reason why Atera is so cheap: it costs $89 per month per IT technician, regardless of the number of endpoints that are being managed.

“Our constituencies are up to 1,000 employees, which is a world that was in essence quite neglected up to now,” Pekelman said. “The market we are targeting and that we care about are these smaller guys and they just don’t have tools like these today.” Since model is $89 dollars per month per technician using the software, it means that a company with 500 people with four technicians is paying $356 per month to manage their networks, peanuts in the greater scheme of IT services, and one reason why Atera has caught on as more and more employees have gone remote, and are looking like they will stay that way.

And the fact that this model is thriving is also one of the reason and investors are interested.

“Atera has developed a compelling all-in-one platform that provides immense value for its customer base, and we are thrilled to be supporting the company in this important moment of its growth trajectory,” said Alex Crisses, MD, Global Head of New Investment Sourcing and Co-Head of Emerging Growth at General Atlantic, in a statement. “We are excited to work with a category-defining Israeli company, extending General Atlantic’s presence in the country’s cutting-edge technology sector and marking our fifth investment in the region. We look forward to partnering with Gil, Oshri, and the Atera team to help the company realize its vision.”

News: Class, a Zoom-only virtual classroom, nears unicorn status after SoftBank check

Class, a virtual classroom that integrates exclusively with Zoom, announced today that it has raised $105 million in a financing led by SoftBank Vision Fund II. The 10-month old startup has now raised a total of $146 million in known venture funding to date, which eclipses the amount of capital raised by founder Michael Chasen’s

Class, a virtual classroom that integrates exclusively with Zoom, announced today that it has raised $105 million in a financing led by SoftBank Vision Fund II. The 10-month old startup has now raised a total of $146 million in known venture funding to date, which eclipses the amount of capital raised by founder Michael Chasen’s now-public previous company, Blackboard.

Despite its infancy, Class is rapidly nearing unicorn status, confirming that it currently sports a post-money valuation of $804 million. Other investors in Class include GSV Ventures and Emergence Capital, who led the startups’ pre-seed round, as well as top U.S. edtech funds including Reach Capital, Owl Ventures, Insight Partners and Learn Capital.

Class, formerly Class for Zoom, uses management and instruction tools to bolster the video conferencing call experience. Since launch, Class has integrated exclusively with the videoconferencing giant, which rose to household name prominence during the initial months of the pandemic and continues to be a mainstay in synchronous communication. It’s part of a wave of Zoom alternatives and enhancements that have launched over the past year – and to date has over 250 customers.

Today’s announcement of the SoftBank stamp of approval means that Class is making two statements: one, that it’s taking global expansion seriously, and two, I’d argue that it’s signaling that it is not looking to be just an acquisition target for Zoom.

Globalization of edtech

SoftBank likes to back what it views as “winner” in one sector and throw millions into it to help it foothold international markets. Earlier this month, the Japanese conglomerate put millions into Clearco, formerly Clearbanc, to help the alternative financing startup grow into new geographies beyond Europe, Canada and the United States. At this point, I imagine SoftBank is looking for opinionated startups that are naturally pulled internationally, and then funds the heck out of them.

Class is no different. Chasen explained how international demand for the product has been high since Class announced its seed round. Schools from Europe, the Middle East and Japan reached out before Class had rolled out general availability. Now, with Class’ general availability rolled out on Mac, Windows, iOS, Android and Chromebook, Chasen is focusing on turning those on the waitlist into customers.

Class’ international expansion will see it build up local teams in target regions such as the UK and Ireland, EMEA, Latin American and APAC. The startup is expecting to add 100 new team members across the world to its already 200-person team.

 

Chasen estimates that 65% of the financing will fuel Class’ internationalization and that the remaining will be allocated toward product development. One critique of Class is that the platform offers the same experience to a second grade class as it does to a higher-ed class. Chasen agreed that the startup needs to add more specificity to its product – perhaps gamification for K-12 and exam proctoring for higher ed – in future versions.

“V1 gives you what we believe is the bare minimum you need to teach online,” he said, noting features such as testing and grade trackers. “Right now, we need a product that works well across every market, and in the future we’ll make enhancements that are specific for the markets.”

And so far, users are paying for it. Class said that its revenue grew almost 4X quarter over quarter in 2021.

Friends with Zoom benefits

While there’s a numbing effect around big rounds and flashy valuations, Class’ recent raise could squash questions around whether it’s teeing itself up for an eventual acquisition by Zoom.

When TechCrunch first spoke to Chasen, he said that Zoom is focused more on scale than the sort of in-depth specialization that Class wants to provide.

Still, the company was in kahoots with Zoom’s earliest investors and acted as a Zoom reseller in multiple markets, suggesting that consolidation wouldn’t be too wild of an assumption down the road. After today, though, it’s clear Class views itself as a standalone business. Startups don’t just raise nine-figure funding rounds from savvy investors unless they have ambitions to be bigger than an integration.

Going forward, Class may use some of those millions to establish its brand as the go-to option for schools or institutions that want a classroom-friendly Zoom environment. Per Class’ careers page, marketing is its most aggressive hiring focus right now. The company has six open roles in the marketing team, which include an international marketing manager and a content marketing manager.

Class’ closest competitor is Engageli, which last raised a $33 million Series A in May 2021. Engageli’s co-founder and COO, Jamie Farrell, left in February 2021 for another edtech startup, and the company doesn’t appear to be hiring too aggressively via online job boards. While the details are anecdotal, Engageli may face steeper competition in terms of bandwidth and marketing now that Class has fresh capitalization – and a growing team of global employees.

News: Field Intelligence targets 11 African cities to expand its pharmacy inventory-management service

The company’s Shelf Life project aims to remedy the inventory-management issues in Africa’s retail pharmacies.

Pharmacies in Africa struggle with access to finance, but inventory management is really what bogs them down. How do pharmaceutical retailers know how much stock they need? How do they know which products to stock at a given time? How do they know what products aren’t selling?

At the moment, there’s not enough data to answer these questions. Cash gets tied up; there are more or fewer products than are needed at a particular time. If it’s the former, they run a risk of selling expired products. If it’s the latter, patients can’t get what they need.

Field Intelligence is digitizing this supply-chain process to help African pharmacies sell better. The company, which started in 2015, was government-focused and tried to tackle the challenges facing the public health supply chain in Nigeria’s capital city, Abuja.

Co-founder and CEO Michael Moreland said he noticed that independent pharmacies in Abuja faced similar challenges to the government-owned ones. After building a SaaS platform to manage complex and large-scale pharmaceutical distribution for the government, the company decided to branch out into the private space.

In trying to solve that supply-chain problem, Field Intelligence shifted from strictly being a software company to become a pharmaceutical distributor using technology to reimagine how the value chain works

Field Intelligence launched Shelf Life in 2017 as the standalone product to handle this transition. Up until now, they had operations in Abuja, Lagos and Nairobi. The product aims to solve the inventory problem across Africa’s $65 billion pharmaceutical market. Today, the company announced its expansion into 11 cities across Nigeria and Kenya. The seven cities in Nigeria include Delta, Edo, Enugu, Kaduna, Kano, Kwara and Rivers. In Kenya, it’s Eldoret, Kisumi, Mombasa and Naivasha. The expansion will build on Field Intelligence’s more than 700 existing pharmacies, which have served over 1.4 million patients so far.

Shelf Life takes the burden and risk of inventory off the pharmacies. It manages forecasting, quality assurance, fulfillment and inventory management via a subscription service. Pharmacies sell Shelf Life-supplied goods on consignment through a pay-as-you-sell program, avoiding expiry risk and accessing a cheaper alternative to working capital finance. The company claims that this model allowed pharmacies to grow an average of 25% CAGR.

“We launched Shelf Life in 2017 to allow pharmacies to outsource their supply chain to us. And it really just grew very organically from there,” Moreland said. “And as we built up, we expanded down to Lagos and eventually to Nairobi to see if it would work in East Africa in that context, and it did. We haven’t looked back since then. The future of the business is in the private pharmacy market.” 

Field Intelligence concluded its first round of outside capital in March last year, a $3.6 million Series A. The money was raised for expansion, but the pandemic stalled that plan. Field Intelligence went back to work by the end of Q4 2020 and planted the initial seeds of what has grown until this moment.

Importance of data in Field Intelligence’s operations

This expansion comes a year after the company experienced rapid sales and Shelf Life membership subscriptions. Sales grew by 47% in Nigeria and 65% in Kenya, selling over 586,950 products in 63 different product categories.

By using data to optimize predictions and identify irregularities in the market, Field Intelligence met the demands for prescription and over-the-counter drugs. But how does it receive and aggregate this data?

“We see that as a math problem. And that starts with having really great data about what’s selling across a wide number of locations and different seasons, across a wide formulary of products,” the CEO said.

Shelf Life

A Shelf Life agent

When Field Intelligence introduces Shelf Life to a pharmacy, it takes over its supply chain and inventory management processes. The company has fulfillment partners to manage the pharmacy’s stock counts, inventory management and merchandising.

Data about stock positions and movements at the retail level comes from a wide array of locations. Thus, the company can build a proprietary dataset that shows pharmacies in real-time, providing insights into demand. With that, Field Intelligence provides visibility and control of pharmaceutical procurement and inventory management. This eliminates frequent over- and understocking; pharmacies can change products or prices based on the information available.

The fulfillment partners operate an asset-light model, which Moreland said allowed the company “to build a scalable and intelligent distribution service that operates lean but yet creates a lot of value for the patients and retailers.”

“I can say that our level of the value chain here as sort of this tech-enabled distributor, there’s nobody that operates at this level of the supply chain in so many cities,” he added. 

Shelf Life is currently being used in more than 700 pharmacies across Nigeria and Kenya. The company says Nigeria has more than 4,500 registered pharmacies and over 15,000 drugstores; while Kenya has 6,000 registered pharmacies. So there’s plenty of market share to capture. By next year, Field Intelligence plans to surpass 2,000 Shelf Life pharmacies and drugstores. By 2025, the company is targeting 12,000 pharmacies and drugstores.

Moreland said that the company has grown 5x in terms of recurring revenue, adding that Shelf Life has sold more drugs and served more patients in the last three months than its first three years of business. 

While Field Intelligence is looking to tackle inventory management with Shelf Life, Moreland believes the company is also effectively solving a finance problem too because it provides an alternative to traditional financing options by lowering the cost of running a pharmacy.

“One of the big value propositions for us is that because we are selling on consignment, we free up a lot of working capital for the retailer. So in the market, we’re broadly seen as a financial services provider and a form of alternative finance for our pharmacies. And I think it’s a big part of our story because when you compare the cost of joining Shelf Life to accessing the equivalent amount of working capital from microfinance or traditional bank, even concessionary lenders, we can be 60 to 80% cheaper with far more value-added services,” he said.

News: Patchwork Health raises £3.5M to fix the staff scheduling disaster inside stressed hospitals

The tyranny of the Excel spreadsheet continues, and especially in rostering staff. Nowhere is this more acutely felt in today’s COVID-pressured hospital wards, which are now depleted not just by the disease but by staff burnout from patchy-over or under-scheduling of staff hours. Two doctors realized this and decided to create a startup. Patchwork Health

The tyranny of the Excel spreadsheet continues, and especially in rostering staff. Nowhere is this more acutely felt in today’s COVID-pressured hospital wards, which are now depleted not just by the disease but by staff burnout from patchy-over or under-scheduling of staff hours. Two doctors realized this and decided to create a startup.

Patchwork Health has now raised £3.5m from Praetura Ventures and BMJ New Ventures, the investment arm of BMJ (global healthcare knowledge provider and publisher of The BMJ).

Founded in 2016 by NHS doctors Anas Nader and Jing Ouyang, the platform is now used by over 70 NHS sites to fill vacant shifts and offer staff flexible working. It couldn’t have come sooner: The NHS currently has 90,000 vacancies and 1 in 5 staff are said to be considering quitting due to stress and exhaustion.

Patchwork replaces this spreadsheet with a dashboard which predicts when temporary staff will be needed. Shifts are broadcast to an app and temporary staff use the app to select the shifts which suits them. The passporting of credentials, HR paperwork, and payments are all handled through the same system. Full-time healthcare workers can have their personal preferences reflected in their rotas without leaving NHS wards with staffing gaps, the startup says.

Dr Nader said: “We’re already partnering with over 70 NHS sites to tackle the root causes of burnout, offer full-time and temporary staff more choices, and create stronger staffing foundations for hospitals. Through our technology and services, flexible work and safely staffed wards can go hand in hand.”

David Foreman, Managing Director at Praetura Ventures and Non-Executive Director of Patchwork, added: “From the moment we met Anas and Jing, we could see the passion for their business. Patchwork is helping to solve a staffing crisis in the NHS. They’ve made real strides over the last 18 months and have the potential to make seismic changes in the way we organise staff in one of the world’s largest healthcare systems.”

News: Joshua Kushner’s Thrive Capital leads $20M investment in Brazilian healthcare startup Pipo Saude

The company’s business boomed amid the pandemic. In January 2020, it had two corporate clients. By December of the same year, it had around 70.

Pipo Saude, a startup that developed a platform that sells and manages healthcare benefits for Brazilian companies, has raised $20 million in a Series A round of funding.

Joshua Kushner’s Thrive Capital led the round, marking the first time the New York-based venture firm has led an investment in a Brazilian startup. (Although, notably, Thrive has also put money in Nubank and Loft.)

Atlantico participated in the financing as a new investor in addition to all existing backers including Monashees, Kaszek and OneVC. Nubank co-founder and CEO David Velez and Cedar co-founder and CEO Florian Otto (and former CEO of Groupon in Brazil) also joined in the round. Pipo Saude had raised $4.6 million in a seed round in June 2020 that was led by Monashees and Kaszek with the participation of OneVC and Nubank’s Velez.

Manoela Mitchell (CEO), Thiago Torres (COO) and Vinicius Correa (CTO) founded Pipo Saude in July 2019 with the goal of “bringing an unparalleled experience” of buying and managing healthcare benefits for corporations in combination with providing a care navigation platform for employees. More simply, its mission is to “transform” the healthcare experience for companies and their employees.

Pipo Saude started selling its solution six months after its inception. Over the past year, it has grown its ARR by “around 5x,” and the number of lives managed by 7.2x, according to Mitchell. Pipo currently has 100 corporate clients and 15,000 lives under management. Its clients include Brazilian unicorns MadeiraMadeira and Buser, Caelum and Funcional Health Tech, among others. Pipo Saude makes money off of commissions and says that its business model is a hybrid of Nava, Accolade and Rightway, but that Zenefits and Amino are inspirations or benchmarks that it “looks up to.”

When Pipo was first founded in 2019, the company was trying to convince prospective customers that digital healthcare could be an interesting option to reduce cost and improve care, according to Mitchell.

And then when the COVID-19 pandemic hit in March 2020, she added, the whole sector was forced to change and the company saw all stakeholders from doctors to employers to patients “adopting technologies to make their job easier or more accessible to others.”

This trend also helped Pipo grow. In January 2020, it had two corporate clients. By December of the same year, it had around 70.

“COVID has fast-forwarded the digital transformation of the healthcare system everywhere, but even more so in a place like Brazil that was a few years behind the U.S. when it came to technology penetration in the health space,” Mitchell said.

Image Credits: Pipo Saude

Because healthcare is so complex, most companies outsource the benefits capabilities to traditional brokers. Pipo, she said, was created to “disrupt this landscape” with the use of technology and data.

The company claims that enrolling a new member in a healthcare plan can typically take up to 10 business days in Brazil, but that Pipo “can do it in less than 1 hour” given its integrations with HMO/PPOs. It plans to use the new funds to continue investing heavily in technology and data with the goal of launching its first digital product that will be “100% focused” on its members.

Sao Paulo-based Pipo currently has 108 employees distributed across 33 cities and three countries, up from 27 a year ago. During the pandemic, it evolved into being a “remote-first-company.”

The startup also plans to use its new capital to do some hiring, with the goal of doubling the number of its full-time employees by year’s end. Mitchell described the business model as an “asset-light” one that connects healthcare buyers, users and products without having any type of regulatory capital need.

In the medium to long term, Mitchell said the team views Pipo as a local business rather than a global one.

“Going deep into healthcare data and protocols requires a lot of specialization and deep understanding,” she said. Also, the opportunity in Brazil is just so large.

“We are focused on being the local leader in Brazil rather than having a broader but shallower expertise across many markets,” Mitchell said.

Kareem Zaki, a general partner at Thrive, said his firm invested in Pipo Saude because it viewed the company as the first of its kind innovating the channel by which healthcare solutions reach individuals and their families.

“Pipo is using data to deliver value at every step of the customer journey, from informing employers’ purchase decisions and automating manual pieces of benefit management to helping employees navigate the healthcare system to meet their individual needs,” he wrote in an email. “The result is 20% better savings, up to 50 times faster workflows, and a 97% customer satisfaction rate that is unprecedented in the industry.”

Pipo Saude is not the only Brazilian startup tackling the benefits space. Earlier this month, Flash, a startup that has developed a flexible benefits platform for Brazilian companies and employees, announced it had raised $22 million in a Series B round of funding led by Tiger Global Management.

News: Business messaging platform Gupshup raises $240 million from Tiger Global, Fidelity and others

Gupshup, a business messaging platform that began its journey in India 15 years ago, surprised many when it raised $100 million in April this year, roughly 10 years after its last financing round, and attained the coveted unicorn status. Now just three months later, the San Francisco-headquartered startup has secured even more capital from high-profile

Gupshup, a business messaging platform that began its journey in India 15 years ago, surprised many when it raised $100 million in April this year, roughly 10 years after its last financing round, and attained the coveted unicorn status. Now just three months later, the San Francisco-headquartered startup has secured even more capital from high-profile investors.

On Wednesday, Gupshup said it had raised an additional $240 million as part of the same Series F financing round. The new investment was led by Fidelity Management, Tiger Global, Think Investments, Malabar Investments, Harbor Spring Capital, certain accounts managed by Neuberger Berman Investment Advisers, and White Oak.

Neeraj Arora, formerly a high-profile executive at WhatsApp who played an instrumental role in helping the messaging platform sell to Facebook, also wrote a significant check to Gupshup in the new tranche of investment, which continues to value the startup at $1.4 billion as in April.

In an interview with TechCrunch earlier this week, Beerud Sheth, co-founder and chief executive of Gupshup, said he extended the financing round after receiving too many inbound requests from investors. The new investors will provide the startup with crucial insight and expertise, he said. The round is now closed, he said.

The startup, which operates a conversational messaging platform that is used by over 100,000 businesses and developers today to build their own messaging and conversational experiences to serve their users and customers, is beginning to consider exploring the public markets by next year, said Sheth, though he cautioned a final decision is yet to be made.

“Conversation is becoming a bigger part of doing business and it has partly been driven by the pandemic,” he said over a phone call. “Second, we have always been the leader in this space, but the product innovation we have focused on in the last two to three years has worked in our favor.”

The new investment, which includes some secondary buyback (some early investors and employees are selling their stakes), will be deployed into broadening the product offerings of Gupshup, he said. The startup is also eyeing some M&A opportunities and may close some deals this year, he added.

Some of the notable customers of Gupshup, which leads the business messaging market

Before Gupshup became so popular with businesses, it existed in a different avatar. For the first six years of its existence, Gupshup was best known for enabling users in India to send group messages to friends. (These cheap texts and other clever techniques enabled tens of millions of Indians to stay in touch with one another on phones a decade ago.)

That model eventually became unfeasible to continue, Sheth told TechCrunch in an earlier interview.

“For that service to work, Gupshup was subsidizing the messages. We were paying the cost to the mobile operators. The idea was that once we scale up, we will put advertisements in those messages. Long story short, we thought as the volume of messages increases, operators will lower their prices, but they didn’t. And also the regulator said we can’t put ads in the messages,” he said earlier this year.

That’s when Gupshup decided to pivot. “We were neither able to subsidize the messages, nor monetize our user base. But we had all of this advanced technology for high-performance messaging. So we switched from consumer model to enterprise model. So we started to serve banks, e-commerce firms, and airlines that need to send high-level messages and can afford to pay for it,” said Sheth, who also co-founder freelance workplace Elance in 1998.

Over the years, Gupshup has expanded to newer messaging channels, including conversational bots and it also helps businesses set up and run their WhatsApp channels to engage with customers.

Sheth said scores of major firms worldwide in banking, e-commerce, travel and hospitality and other sectors are among the clients of Gupshup. These firms are using Gupshup to send their customers transaction information and authentication codes, among other use cases. “These are not advertising or promotional messages. These are core service information,” he said.

“We have followed Gupshup’s progress for a long while and believe that they are the most evolved customer communications platform In India and increasingly in other emerging markets, with a leadership position in the most attractive and fastest growing sub-segments of the market,” said Sumeet Nagar, Managing Director of Malabar Investments, in a statement.

“We believe that Beerud and team have the unique opportunity to expand the addressable market on the back of new offerings and scale the business up significantly, which is a perfect recipe for massive value creation. I have known Beerud for over three decades, and all of us at Malabar are delighted to partner with Gupshup in the next stage of their journey.”

News: Colvin raises €45M Series C led by Eurazeo to disrupt the cosy flowers industry

Something very interesting is going on with supply chains, and has been for a while. But it’s clear the pandemic has accelerated the trend. Tech startups are once again cutting out the middle man, but this time at the supply chain level. The opportunity is to replace supply chains with platforms – it’s the ‘platformization

Something very interesting is going on with supply chains, and has been for a while. But it’s clear the pandemic has accelerated the trend. Tech startups are once again cutting out the middle man, but this time at the supply chain level. The opportunity is to replace supply chains with platforms – it’s the ‘platformization of supply chains’ if you will.

The latest example of this is Colvin, a platform for the ‘floriculture’ industry, which has now raised a €45M Series C led by Eurazeo, a private equity and venture capital firm out of France which has invested other marketplaces such as Farfetch, Glovo or ManoMano. Also participating was Capagro, and AgTech and FoodTech VC also out of France.

Launched as a direct-to-consumer brand (which is still maintained) Colvin has now created a B2B category aimed at professionals.

Sergi Bastardas, cofounder of Colvin said: “2020 has been a year of acceleration for Colvin, a turning point that will set the pace for our growth over the coming years… Our goal at Colvin is to lead the transformation of the industry at a global level”.

Chloé Giard, Investment Director at Eurazeo said: “Colvin’s trajectory in the flower delivery market has been outstanding. They have proved they could grow both fast and profitably, while expanding into new geographies. This is only a first step in their ambition to build the future of the flower industry: as more and more B2B categories are switching online (see the recent announcements of Ankorstore, Choco or Sennder), the timing is unique to bring a new standard to the flower wholesale market. Colvin is leveraging years of industry expertise, a scalable supply chain, and a global network of trusted growers to seize this $ billion market opportunity.”

Over a call, Bastardas told me: “The Netherlands has a monopoly on the flowers and plants market. Some 65% of all flowers and plants in the world have to pass, physically, through a huge auction that sits in the Netherlands, regardless of where they were cultivated. This is because the industry is not digitalized. So that’s the problem we were solving: connecting the stakeholders in a more direct way.”

He said they’d started by connecting growers with customers with a b2c platform: “We’ve now started to build out our b2b solution, where we connect our growers, as well as wholesalers directly with retailers, avoiding unnecessary intermediaries, with technology.”

I asked him if he will annoy the industry: “The intermediaries are going to be mad with us, yes.”

WordPress Image Lightbox Plugin