Yearly Archives: 2021

News: Nuula raises $120M to build out a financial services ‘superapp’ aimed at SMBs

A Canadian startup called Nuula that is aiming to build a superapp to provide a range of financial services to small and medium businesses has closed $120 million of funding, money that it will use to fuel the launch of its app and first product, a line of credit for its users. The money is

A Canadian startup called Nuula that is aiming to build a superapp to provide a range of financial services to small and medium businesses has closed $120 million of funding, money that it will use to fuel the launch of its app and first product, a line of credit for its users.

The money is coming in the form of $20 million in equity from Edison Partners, and a $100 million credit facility from funds managed by the Credit Group of Ares Management Corporation.

The Nuula app has been in a limited beta since June of this year. The plan is to open it up to general availability soon, while also gradually bringing in more services, some built directly by Nuula itself and but many others following an embedded finance strategy: business banking, for example, will be a service provided by a third party and integrated closely into the Nuula app to be launched early in 2022; and alongside that, the startup will also be making liberal use of APIs to bring in other white-label services such as B2B and customer-focused payment services, starting first in the U.S. and then expanding to Canada and the U.K. before further countries across Europe.

Current products include cash flow forecasting, personal and business credit score monitoring, and customer sentiment tracking; and monitoring of other critical metrics including financial, payments and eCommerce data are all on the roadmap.

“We’re building tools to work in a complementary fashion in the app,” CEO Mark Ruddock said in an interview. “Today, businesses can project if they are likely to run out of money, and monitor their credit scores. We keep an eye on customers and what they are saying in real time. We think it’s necessary to surface for SMBs the metrics that they might have needed to get from multiple apps, all in one place.”

Nuula was originally a side-project at BFS, a company that focused on small business lending, where the company started to look at the idea of how to better leverage data to build out a wider set of services addressing the same segment of the market. BFS grew to be a substantial business in its own right (and it had raised its own money to that end, to the tune of $184 million from Edison and Honeywell).  Over time, it became apparent to management that the data aspect, and this concept of a super app, would be key to how to grow the business, and so it pivoted and rebranded earlier this year, launching the beta of the app after that.

Nuula’s ambitions fall within a bigger trend in the market. Small and medium enterprises have shaped up to be a huge business opportunity in the world of fintech in the last several years. Long ignored in favor of building solutions either for the giant consumer market, or the lucrative large enterprise sector, SMBs have proven that they want and are willing to invest in better and newer technology to run their businesses, and that’s leading to a rush of startups and bigger tech companies bringing services to the market to cater to that.

Super apps are also a big area of interest in the world of fintech, although up to now a lot of what we’ve heard about in that area has been aimed at consumers — just the kind of innovation rut that Nuula is trying to get moving.

“Despite the growth in services addressing the SMB sector, overall it still lacks innovation compared to consumer or enterprise services,” Ruddock said. “We thought there was some opportunity to bring new thinking to the space. We see this as the app that SMBs will want to use everyday, because we’ll provide useful tools, insights and capital to power their businesses.”

Nuula’s priority to build the data services that connect all of this together is very much in keeping with how a lot of neobanks are also developing services and investing in what they see as their unique selling point. The theory goes like this: banking services are, at the end of the day, the same everywhere you go, and therefore commoditized, and so the more unique value-added for companies will come from innovating with more interesting algorithms and other data-based insights and analytics to give more power to their users to make the best use of what they have at their disposal.

It will not be alone in addressing that market. Others building fintech for SMBs include Selina, ANNA, Amex’s Kabbage (an early mover in using big data to help loan money to SMBs and build other financial services for them), Novo, Atom Bank, Xepelin, and Liberis, biggies like Stripe, Square and PayPal, and many others.

The credit product that Nuula has built so far is a taster of how it hopes to be a useful tool for SMBs, not just another place to get money or manage it. It’s not a direct loaning service, but rather something that is closely linked to monitoring a customers’ incomings and outgoings and only prompts a credit line (which directly links into the users’ account, wherever it is) when it appears that it might be needed.

“Innovations in financial technology have largely democratized who can become the next big player in small business finance,” added Gary Golding, General Partner, Edison Partners. “By combining critical financial performance tools and insights into a single interface, Nuula represents a new class of financial services technology for small business, and we are excited by the potential of the firm.”

“We are excited to be working with Nuula as they build a unique financial services resource for small businesses and entrepreneurs,” said Jeffrey Kramer, Partner and Head of ABS in the Alternative Credit strategy of the Ares Credit Group, in a statement. “The evolution of financial technology continues to open opportunities for innovation and the emergence of new industry participants. We look forward to seeing Nuula’s experienced team of technologists, data scientists and financial service veterans bring a new generation of small business financial services solutions to market.”

News: With an Apple Store designer on board, Juno raises $20M to build apartments more sustainably

Juno, a proptech startup which aims to build more sustainable and affordable apartment buildings, has raised $20 million in a Series A funding round. Comcast Ventures, Khosla Ventures and Real Estate Technology (RET) Ventures co-led the financing, which brings the company’s total raised to $32 million since its 2019 inception. JLL Spark, Vertex Ventures, Anim,

Juno, a proptech startup which aims to build more sustainable and affordable apartment buildings, has raised $20 million in a Series A funding round.

Comcast Ventures, Khosla Ventures and Real Estate Technology (RET) Ventures co-led the financing, which brings the company’s total raised to $32 million since its 2019 inception. JLL Spark, Vertex Ventures, Anim, K50, Foundamental and Green D Alumni Ventures also participated in the Series A investment.

Juno co-founder and CEO Jonathan Scherr said the San Francisco-based startup plans to build all electric properties by assembling “the first OEM ecosystem for ground-up development.” (For the unacquainted, OEM stands for “original equipment manufacturer.”)

“We’re…treating housing development like product development, a process we call ‘productization,’ ” he told TechCrunch. “By creating buildings that are worthy of being repeated, tools and systems can be created to enable continuous improvement and increase efficiency. If buildings are considered or designed in a one-off context, then the learnings from one project to the next will fail to exist.”

Note that Juno’s productization could be considered similar to the more commonly used term prefabrication in some aspects. While prefab construction company Katerra crashed and burned, a number of other companies in the space continue to raise money and grow, including Abodu and Mighty Buildings, which is also backed by Khosla but is more focused accessory dwelling units and single-family homes. There is also North Carolina-based Prescient, which is also  constructing multifamily housing and hotels through prefabrication.

Image Credits: Rendering of Austin project; Engraff Studio / Juno

Juno’s theory is that via “productization,” it can create the tools, systems and processes that can lead to things like reduced design timelines, increased precision in estimation and scheduling and a “significantly accelerated” construction process. All this, Scherr said, can result in more affordable housing options for people all over the United States. Also, Juno claims that its design process, for example, is 60% faster than in traditional real estate development.

Like other players in the space, Juno of course touts an approach that it says is far more sustainable than traditional construction methods.

“Today, construction refuse is literally 2x that of all municipal refuse combined in the U.S.,” Scherr told TechCrunch. “The Juno system creates efficiency in the design, supply chain, and construction of buildings that reduce waste and energy usage.” Features include low-carbon, all timber construction, more exposed wood (which Juno says is anti-microbial) and entirely gasless buildings, for example.

Thanks to its focus on all-electric buildings in cities that have established roadmaps to clean energy generation, the Juno residential system is trending toward a net zero target for embodied carbon in its multifamily residential units, Scherr said.

Scherr founded Juno with BJ Siegel, who was a designer of the original Apple Store, and Chester Chipperfield, who currently serves as an advisor to the company. Chipperfield previously served as global creative director at Tesla, head of special projects at Apple and head of digital at Burberry. Scherr has worked as a venture investor and advisor to a number of companies.

“As the concept architect for Apple’s retail program going back as far as 1999, BJ [Siegel] had thought about how to create an identity for the built environment that deserved to be repeated,” Scherr said. “By doing so, he and his colleagues at Apple began to think about Apple retail more like Apple’s products: grounded in a decentralized supply chain.”

Image Credits: From left to right: Chester Chipperfield, co-founder and advisor Jonathan Scherr, co-founder and CEO BJ Siegel, co-founder and Head of Design / Juno

Juno was created with a similar model in mind: with the goal of designing “better” housing that could be replicated so that the company is able “to build out a supply chain and lay the groundwork for learning systems in ways that have never been possible before,” said Scherr, whose father was a real estate developer.

Juno is starting out by building what it describes as the first national network of mass timber apartment buildings at scale with all-electric buildings in cities across the United States. And it’s partnering with Swinerton and Ennead Architects to put its model into practice. The startup has also broken ground on its first project — an apartment building in East Austin — and currently has more than 400 units in development. The East Austin building is slated to open in 2022. Juno also has sites planned for Seattle and Denver.

Looking ahead, the company plans to use its new capital to continue to build out its product, break ground on its first cohort of projects and engage with more developers.

Juno’s investors are naturally bullish on what the company is doing, and plans to do.

Evan Moore, partner at Khosla Ventures, said he does not generally invest in real estate development companies or builders or architects.

“But when a strong team is working on a dramatically different product in an important industry, I’ll get behind it,” he wrote via email.

Historically, Moore added, apartment development has been a finance-driven industry, rather than product-driven, despite the fact that apartments are consumer products and derive their value from their use. 

“So there’s a tremendous opportunity to design buildings with the customer experience at the forefront,” he said. “What if Apple built apartment buildings? To me, that means working backwards from the experience you want to create, designing the components, supply chain and systems to support it, and working within cost as a constraint. That’s an ambitious idea, and an experiment worth undertaking.”

Sheena Jindal, principal at Comcast Ventures, notes that America’s housing stock is increasingly aged and in short supply — making it more difficult for people to buy houses. Her firm, she said, believes that everyone deserves access to an affordable home.

“When we first met the Juno team, we were struck by their first principles approach to building,” she wrote via email. “Juno fundamentally understood what was broken in multifamily housing production and tackled it head on by focusing earlier in the value chain with its design and OEM sourcing strategy. Juno partners with existing players in the value chain, rather than displacing them.”

News: Digital therapeutics startup Neuroglee raises $10M to help people with neurodegenerative conditions

Neuroglee Therapeutics, a startup developing digital therapeutics for people with neurodegenerative diseases, has raised a $10 million Series A led by Openspace Ventures and EDBI. The funding will be used to launch virtual neurology clinics and to support Neuroglee’s move to Boston. Other participants included Ramen Singh, the former chief executive officer of Mundipharma; Biofourmis

Neuroglee Therapeutics, a startup developing digital therapeutics for people with neurodegenerative diseases, has raised a $10 million Series A led by Openspace Ventures and EDBI. The funding will be used to launch virtual neurology clinics and to support Neuroglee’s move to Boston. Other participants included Ramen Singh, the former chief executive officer of Mundipharma; Biofourmis co-founders Kuldeep Singh Rajput and Wendou Liu; and Eisai Co., the Japanese pharmaceutical that led Neuroglee’s last round last year.

In an email, founder and chief executive officer Aniket Singh Rajput told TechCrunch that the company is moving to Boston because the city “is one of the largest digital health hubs in the world. As a company devoted to developing our first line of solutions for treating mild cognitive impairment related to difficult-to-treat neurodegenerative conditions such as Alzheimer’s disease, we believe Boston will offer us the strategic support in order to do so.”

Neuroglee and the Mayo Clinic are currently working together on a new platform called Neuroglee Connect. Based on the Mayo Clinic’s 10-day in-person program HABIT (Health Action to Benefit Independence and Thinking) for people with mild cognitive impairment from possible neurodegenerative conditions, Neuroglee’s technology will enable HABIT to scale, making it available to patients and caregivers in their homes. Neuroglee Connect users will also have access to health navigators who are available 24 hours and clinical care teams for assessments and interventions.

Neuroglee’s product pipeline also includes digital therapeutics for Parkinson’s disease and strokes.

Since Neuroglee’s previous funding announcement in December 2020, Rajput said it has hit milestones like the successful product development of NG-001, its prescription digital therapy software for Alzheimer’s, and began work on its proof-of-concept study to earn NG-001 a Breakthrough Designation from the Federal Drug Administration.

Neuroglee’s adaptive learning tech uses machine learning and biomarkers related to cognitive function, mood and behavior to automatically personalize therapy plans for each patient, who access the software through a smartphone or tablet.

“For example, adjustments will be made to the number and type of tasks and games that are offered, based on the speed of the patient’s finger movements, time to complete games or tasks, and their facial expression identified through the device camera,” said Rajput. “The solution also incorporates reminiscence therapy, which uses images from the patient’s past to evoke positive memories and emotions, which have been shown to improve cognitive functioning.”

 

News: Microsoft confirms investment in India’s Oyo in a multi-year strategic deal to co-develop travel and hospitality products

Microsoft has entered a “multi-year strategic alliance” with Oyo to work with the Indian startup to co-develop “next-generation” travel and hospitality products and tech. Thursday’s announcement confirms a late July TechCrunch report. TechCrunch had reported that Microsoft was in talks to invest in Oyo and was exploring ways to provide its technologies to the Indian

Microsoft has entered a “multi-year strategic alliance” with Oyo to work with the Indian startup to co-develop “next-generation” travel and hospitality products and tech.

Thursday’s announcement confirms a late July TechCrunch report. TechCrunch had reported that Microsoft was in talks to invest in Oyo and was exploring ways to provide its technologies to the Indian startup, which is one of the most valuable in the South Asian market.

In a press statement, Microsoft confirmed that it has also made a strategic equity investment in Oyo, but didn’t disclose the amount. A regulatory filing showed last month that the Windows-maker had invested $5 million in the Indian startup. The investment valued Oyo at $9.6 billion.

Oyo will switch to Microsoft Azure for its cloud-based needs and co-develop solutions with the American giant to “benefit patrons who operate small and medium hotel and home storefronts,” the firms said. “As part of this alliance, OYO will develop Smart Room experiences for travelers on the OYO platform, such as premium and customized in-room experiences for its guests. Using Microsoft’s Azure IoT, the experience will include self-check-in supported by a digital register of arrivals and departures and self-Know Your Customer (KYC) along with IoT-managed smart locks and virtual assistance,” the firms said.

“Combining the power of Azure with the tech and product stack developed by OYO, we are looking forward to accelerating innovation in travel and hospitality,” said Anant Maheshwari, President of Microsoft India, in a statement. “It is inspiring to see how the Microsoft cloud is empowering digital natives like OYO to accelerate industry transformation and innovations, turning the challenges of a post-pandemic era into opportunities for the future.”

Oyo has emerged as one of the largest hotel chains in the world, with presence in India, Southeast Asia, Europe and the U.S. But some of its missteps in its pursuit of aggressive expansion — “toxic culture,” lapse in governance and relationship with many hotel owners — have scarred its growth.

Just as the startup was pledging to improve its relationship with hotel owners, the pandemic arrived. In response, Oyo slowed its growth and laid off thousands of employees globally earlier this year as nations across the world enforced lockdowns.

The pandemic hit the seven-year-old startup like a “cyclone,” CEO Ritesh Agarwal told Bloomberg TV in July. “We built something for so many years and it took just 30 days for it drop by over 60%,” he said, adding that the firm had not made any decision on exploring the public markets.

Airbnb-backed Oyo had between $780 million to $800 million in its bank, Agarwal said at a virtual conference recently, and had pared its “monthly burn” across all businesses to $4 million to $5 million. (The startup had about $1 billion in the bank in December 2020.)

In July — after Agarwal’s remarks at the aforementioned conference — Oyo said it had raised $660 million in debt. That debt was used to pay off the previous debt, according to a person familiar with the matter.

As for Microsoft, Oyo is the latest of several strategic investments it has made in the country. The firm has backed a handful of startups in the South Asian market, including news aggregator and short-video platform DailyHunt, e-commerce giant Flipkart, and logistics SaaS firm FarEye.

News: Two UK tech figures plan to row the Atlantic for charity supporting minority entrepreneurs

Two UK tech figures are to row across the Atlantic Ocean to raise money for a charity that funds social entrepreneurs from minority backgrounds. Guy Rigby, founder and now Chair of the Entrepreneurial Services Group at Smith & Williamson, and entrepreneur, investor David Murray will raise money for UnLtd which has supported over 15,000 social

Two UK tech figures are to row across the Atlantic Ocean to raise money for a charity that funds social entrepreneurs from minority backgrounds.

Guy Rigby, founder and now Chair of the Entrepreneurial Services Group at Smith & Williamson, and entrepreneur, investor David Murray will raise money for UnLtd which has supported over 15,000 social entrepreneurs in the UK.

The pair have so far secured around £350,000 for UnLtd, with support from the UK’s Tech Nation, Founders Forum, and London Tech Week. You can donate to their fund-raising efforts on the ‘The Entrepreneur Ship’ here., will also be part of the Talisker Whisky Atlantic Challenge. Other tech orgs are invited to sponsor their efforts.

UnLtd has previously backed startup firms including Patchwork Hub which built an accessible employment platform run by disabled people, as well as EduKit, which developed an app to help school staff understand and address the mental health needs of their students.

Over the last year, UnLtd supported 662 social entrepreneurs, 42% of whom identified as being from a Black, Asian, or minority ethnic background and/or having a disability.

Rigby and Murray will row the 3,000 miles in December 2021 from the Canaries to Antigua, which they hope to reach in February 2022, rowing individually, 2 hours on, 2 hours off, around the clock for the duration of the crossing.

News: China’s WeRide unveils Robovan, its first electric, autonomous cargo van

Chinese autonomous driving company WeRide has unveiled its first cargo van, the vessel upon which it will self-drive into the world of urban logistics. WeRide will work with Chinese automobile manufacturer Jiangling Motors (JMC) and Chinese express delivery company ZTO Express to commercialize its first self-driving van at scale. The deal was signed on Wednesday

Chinese autonomous driving company WeRide has unveiled its first cargo van, the vessel upon which it will self-drive into the world of urban logistics. WeRide will work with Chinese automobile manufacturer Jiangling Motors (JMC) and Chinese express delivery company ZTO Express to commercialize its first self-driving van at scale.

The deal was signed on Wednesday by Tony Han, founder and CEO of WeRide, Wenhui Jin, executive vice president of JMC, and Renqun Jin, vice president of ZTO, during WeRide’s latest online press conference dubbed “The Next.” As part of the agreement, WeRide and JMC will jointly design purpose-built models of the Robovan for mass production on JMC’s assembly lines, and ZTO will put the Robovans to good use in their urban logistics service, according to a statement released by the company. A WeRide spokesperson told TechCrunch that the Robovans will be based on JMC’s battery electric vehicle model with a fully-redundant vehicle platform, combined with WeRide’s full-stack software and hardware autonomous driving (AD) solutions.

WeRide has been raking in cash over the past year on its route to commercialization, with over $600 million raised from Series B and C rounds in the span of five months and a current $3.3 billion valuation. In June, the company acquired MoonX.AI, a Guangzhou-based autonomous trucking company, although it hasn’t yet committed to developing a commercial product in that space yet. Either way, having ride-hailing, autonomous busing, urban logistics and even just a hint of self-driving trucks in the pipeline means WeRide’s moves to diversify its autonomous portfolio are edging it ahead of the competition.

Chinese search engine Baidu’s self-driving unit mainly focuses on robotaxi and, as of April this year, buses. Alongside its robotaxis, Pony.AI has at least piloted last-mile logistics and just recently got the go-ahead to test its trucks out in China, but so far no buses. Waymo Via knocks both last-mile and trucking off the list, and its autonomous taxis make for a very long feather in the company’s cap, but Waymo hasn’t yet released any news about self-driving buses. GM-backed Cruise seems to be sticking with small vehicles and all they can provide, which includes rideshare and delivery.

WeRide says its van already has Level 4 autonomous capabilities, which the Society of Automotive Engineers defines as a car that takes the wheel and doesn’t require human interaction in most cases, although a human still has the option to manually override. Level 4 vehicles can only operate in limited areas, which is why they have most recently catered to ridesharing, but delivery vehicles could conceivably operate within a geofence, as well.

Because WeRide already has two years of experience testing out its Robotaxi service with the public, the company says it’s confident that the Robovan will be able to handle itself in a variety of different traffic scenarios, from innercity to tunnels to highways, across ZTO’s network, which covers over 99% of China’s cities and counties, according to ZTO.

A WeRide spokesperson said the Robovan has already been built and has been quietly tested in China for some time now. It’s still too early in the process to provide a detailed timeline on when WeRide and JMC will begin mass production, but the spokesperson said the next step for WeRide will be to pick one to three locations to conduct pilot testing to verify the vehicles and the system’s stability.

“Right after that, we aim for being true driverless in a few areas and build up our know-how of operating Robovans in urban logistics application,” the spokesperson told TechCrunch. “Considering both Robovan and Robotaxi are operating in urban cities, Robovan shares similar regulatory support as Robotaxi. Regulation in China is progressing step by step to catch up with the development of self-driving technology. You will see the application of true driverless Robovan in three to five years.”

News: Printify bags $45M, led by Index, to ride the custom printing boom

The creator economy loves merch which is great news for on-demand custom printing startups such as Latvia-based Printify — today it’s announcing a $45 million Series A round, led by Index Ventures, off the back of rising demand for its services. The mission: To keep growing its global marketplace of print shops to meet rising

The creator economy loves merch which is great news for on-demand custom printing startups such as Latvia-based Printify — today it’s announcing a $45 million Series A round, led by Index Ventures, off the back of rising demand for its services.

The mission: To keep growing its global marketplace of print shops to meet rising demand for custom wares, shipped.

Also participating in the funding round: H&M Group, Virgin Group, plus the founders of Transferwise, Vinted, Squarespace, RedHat, and entertainment industry investors including Will Smith’s Dreamers VC and NBA player Kristaps Porzingis.

TechCrunch understands Printify’s post-money valuation is just over $300M.

Ecommerce and creator-focused platforms like Patreon and Shopify — which cater to micro-brand creating individual sellers (be they designers, content creators, ecommerce entrepreneurs or other highly online hustlers) — are helping to fire up demand for custom products like t-shirts, mugs, stickers etc, expanding the market for on-demand printing and shipping.

Printify says it’s now connecting some two million merchants with print providers all over the world — and shipping a million units per month.

It’s also grown to employ close to 500 people — doubling its headcount over the past year, now with a plan to add a further 200 positions by the end of the year.

“Our main audiences are creators, entrepreneurs; most of our merchants are people who want to build a side-business and earn money in addition to their main income, however, we also see a high growth of creators and entrepreneurs who use Printify as a service that helps building their core business,” the startup tells TechCrunch.

It’s one of a number of custom printing startups that have positioned themselves to step in to tackle the printing and shipping piece at scale, often building up businesses over several years from a far smaller base. (Others in the space include Printful, Gelato and Zazzle.)

The 2015-founder Printify has slightly fewer years in the business than some of its rivals but it argues that’s allowed it to be more focused on serving the micro-brand building merchants who are now sparking such a boom in demand custom wares.

“Printify gives the ability for everyone to earn additional income,” it says when asked about the competitive mix — touting a focus on product selection, quality and price as its special sauce, in addition to its marketplace’s global footprint, meaning it can print and ship products to meet demand from merchants all over the world.

“Those are the key aspects our merchants are looking for,” it adds. “Printify provides the largest selection of on-demand printed products for creators and merchants to sell online. Furthermore, Printify provides lowest prices, while ensuring reliable high quality standards.”

The most popular products being sold by merchants using its marketplace are “the classics” — aka T-shirts, hoodies, stickers, mugs, posters and hats.

“We also see a fast-growing market for baby and children’s products, sportswear, pet products and drinkware,” it adds. “Most merchants choose Printify because of our wide selection and geographical flexibility — we have 370+ products in our catalog and adding several each week, printed in 100+ locations all over the world.”

Commenting on the Series A funding in a statement, Dino Becirovic, principal at Index Ventures, said: “Printify is the leading marketplace for on-demand manufacturing, offering the largest selection of products and print providers. They have removed all the barriers to product creation and enabled over 2 million creators to launch successful merchandise businesses at the push of a button. Over time, as more manufacturers come online and more methods become available, Printify will allow any creator to bring their wildest product ideas to reality.”

 

News: The newest Roomba gets smarter as it vacuums

The Roomba is easily among the most ubiquitous robots in the world — but it has never been one of the smartest. On the whole, that’s not a major issue. The top-selling vacuum is good at what it does: cleaning floors. But a roboticist’s work is never done; iRobot has turned the vast majority of

The Roomba is easily among the most ubiquitous robots in the world — but it has never been one of the smartest. On the whole, that’s not a major issue. The top-selling vacuum is good at what it does: cleaning floors. But a roboticist’s work is never done; iRobot has turned the vast majority of its attention and resources on the line for good reason, and the company has spent virtually every generation improving the robot’s ability to perform its very specific task.

This time out, that means using on-board sensors to remember areas of the home and layout, along with areas that need a little extra cleaning time.

“We’ve turned on continuous learning, so that if you’ve changed things in your home, Roomba will figure it out,” CEO Colin Angle tells TechCrunch. “If you open a door that you’ve never opened before, the Roomba will go explore it. If you moved a couch, it will understand that the home is a bit different than it used to be, and that’s okay. The information that we’re gathering grows in richness.”

Image Credits: iRobot

The other big piece of that puzzle is identifying and avoiding specific objects. The company says it has worked on identifying hundreds of potential objects, but is starting with two specific problem areas: cords and poop. Both are big potential problem areas for a robotic vacuum system, albeit for dramatically different reasons. In either case, you don’t want to have to get down on your hands and knees and deal with the fallout.

In the case of the former, iRobot made an acronym — and a guarantee. With Pet Owner Official Promise (P.O.O.P.), the company says it will replace any j7+ that runs over animal dookie. (Fine print: Offer valid for 1 year from purchase and covers replacement product only. Available in limited jurisdictions, additional terms and conditions apply.)

“You can Google this and see some not so pleasant examples of robots running over poop,” says iRobot’s director of Product Management, Hooman Shahidi. “We’ve solved this problem with consumers. If we see animal poop, we avoid it and inform the consumers that we saw it.”

Image Credits: iRobot

Angle adds, “The glorious career of roboticists may not have been fully realized when we were sending people home and creating hundreds of models of poo. Sending people around to photograph and create synthetic models of poo. I don’t know how many tens of thousands of images of all different shapes and sizes of synthetic images were required, but this is not demo code, clearly. We can’t do pee. It has to have some 3D aspects to it, but it is something we believe you can count on for the robot to identify and avoid.”

The third piece is scheduling, with the system adapting to a user’s activities. That could mean cleaning while you’re away (using your phone as a trigger for proximity) or making sure it avoids rooms you’re in. If the robot has to traverse the house, it will drive quietly and not start up until it actually begins its job. The system also now offers a clean-time estimate to let the user know how long the job will take.

The j7 is available now in the U.S. and Canada for $649. The j7+, which includes a more compact cleaning base, will run $849. They’re also available in Europe and will be rolling out to additional markets next year. Genius 3.0, meanwhile, will be available as an OTA update for the rest of the company’s connected robots.

News: Sequoia’s Pat Grady says it isn’t clear startups “should be accelerating” right now — here’s why

Earlier today, we joined friend and former colleague Jon Fortt of CNBC in interviewing partner Pat Grady of Sequoia Capital, and it proved a wide-ranging conversation (we wound up blabbing for an hour, which was not always the plan). You can check out the video below but we thought there were some highlights worth pulling

Earlier today, we joined friend and former colleague Jon Fortt of CNBC in interviewing partner Pat Grady of Sequoia Capital, and it proved a wide-ranging conversation (we wound up blabbing for an hour, which was not always the plan). You can check out the video below but we thought there were some highlights worth pulling out for some of you, including as it pertains to the current market, which has never felt frothier.

It’s more than anecdotal. According to a recent Wilson Sonsini report that we referenced during this chat, during the first quarter of this year, the median pre-money valuation for Series C and later financings hit a record $675 million — more than double the full year 2020 median of $315 million. Meanwhile, senior liquidation preferences in so-called up rounds dropped from appearing in 35% of related deals in 2017 to 20% in the first quarter — a trend that suggests that investors are removing terms in order to win deals. In some cases, founders are feeling so empowered that they are calling out investor behavior that makes them uncomfortable, which is something you didn’t see until more recently.

But Grady said not all is what it seems to those of us on the sidelines. Indeed, he said that while Sequoia’s advice to founders as recently as March of this year was to hit the gas, things have changed more recently. Specifically, he said, “In the last couple of months, a rollout of the vaccines has kind of kind of tapered, so I would say that fog has descended onto the road [and] it’s not so clear the company should be accelerating anymore.”

We also talked about whether companies can forever stay distributed, Tiger Global, and why one of Sequoia’s biggest portfolio companies, the payments giant Stripe, isn’t a public company yet (though it has reportedly hired a law firm to help with preparations). You can find that in the video if you’re so inclined.

On how COVID has impacted Sequoia’s outlook compared with the financial crisis of 2008, when Sequoia famously published its now-famous “RIP: Good Times” memo:

PG: If you go back to that RIP memo, I’d been at Sequoia for a year or so. It was the first major disruption that I had seen —  it was the first major disruption that a lot of our founders had seen. So the question we were getting was, ‘What does this mean for us?’ It was the same sort of thing that happened in March of 2020 that caused us to put out the ‘Black Swan‘ memo [when] what we said was, ‘Hey, you need to brake when you’re going into the curve, so slow down [and] make sure you kind of have your bearings.’

In March of this year what we said was, ‘Okay, now that we’re coming out of the curve, go and accelerate.’ Unfortunately, in the last couple of months, a rollout of the vaccines has kind of kind of tapered and so I would say that fog has descended onto the road [and] it’s not so clear the company should be accelerating anymore. We’re probably in the midst of more indecision now than we were a few months ago or even a year ago . . .we’re kind of stuck in the middle. And so what we’ve been telling companies today is focus on the basics.

On the signals that suggest a slight slowdown to Sequoia, when fundraising all around continues at a record clip:

We don’t pay that much attention to the fundraising numbers, but we do pay attention to employees and we do pay attention to customers, and if you look across not just our portfolio but also public companies in the market at large, attrition has spiked dramatically. There are a lot of people who said, ‘Hey, I hunkered down, I worked hard, I put in my time, but now that the world is starting to open up a little bit again, I’m going to take some time off. I’m going to travel on the see family. I’m going to find a new job. I’m going to start a company.’ And so attrition numbers are actually spiking across the board.

If we look at the customer side of things –and this is not a number that you can get out of public companies because of the way they report [but it’s a number] you can see in private companies — a lot of companies added less revenue in the second quarter than they added in the first. So we actually have seen a little bit of a pullback on the customer side of things [and] that hasn’t necessarily shown up in the fundraising numbers.

On whether that pullback is good, bad, or neutral for founders and investors:

The good news is the whole reason startups exist is to solve important problems in the world, and never have we had a broader array of important problems to be solved than we do right now, because both consumer behavior and the way that businesses operate has changed so dramatically in the last 12 or 18 months. So if what I just said sounds like bad news, we actually think that on balance, it’s great news, because we see these jobs opening up in the world that founders are rushing to fill. I think that’s probably why the fundraising numbers are what they are, because everybody sees all those opportunities and they’re eager to jump in.

On what happens when some of these many new opportunities invariably start to converge — given the current pace of startup funding —  and portfolio companies begin to collide, as happened to Sequoia in March of last year:

We have always had a policy that we do not invest in direct competitors. What defines a direct competitor? Two companies who are going after the same customers in the same market at the same moment in time. Now, if we have a company here in the U.S. going out to the US market, and our partners in India or China or Southeast Asia have a company in their market that does something similar for their market, that’s okay, and maybe someday, down the road, they all end up targeting the same sort of customers. But as long as they’re distinct markets at time zero and they don’t look like they’re converging, that’s okay.

When we’ve ended up in companies that had conflicts, either we’ve done the right thing as in the situation you referenced, or when two companies have kind of converged over time, we’ve set up information barriers and done our best to act in good faith.

So conflicts, it is tough.

There are two products in this market. There’s a product that is faster and cheaper money. And then there’s a product that is unfair advantage. The unfair advantage could be nothing more than that Sequoia doesn’t invest in a lot of companies. We don’t invest in a new company every day. We might partner with 15 to 20 new founders in any given year, and there’s some information value in the fact that Sequoia has gotten into business with a company. So if your unfair advantage is nothing more than the fact that Sequoia chose you, so to speak, that’s still a pretty good advantage when it comes to landing customers [and] landing employees. If your product is money, feel free to give it to competitive companies, because they’re going to get money from somewhere anyway.

News: Rocket Lab’s order backlog tops $141M as the company inks five-launch deal with Kinéis

It was a busy first half of the year for U.S.-New Zealand company Rocket Lab, which posted earnings for the first six months of 2021 on Wednesday – the first such reporting since the company went public last month. Rocket Lab reported revenues for the six-month period of $29.5 million. Its order backlog also grew

It was a busy first half of the year for U.S.-New Zealand company Rocket Lab, which posted earnings for the first six months of 2021 on Wednesday – the first such reporting since the company went public last month.

Rocket Lab reported revenues for the six-month period of $29.5 million. Its order backlog also grew to $141.4 million as of June 30, up 136% from $59.9 million compared to the same period last year.

While the general trend seems to be positive, executives emphasized the continued impact of COVID-19 restrictions in New Zealand, the site of one of the company’s key launch facilities. CFO Adam Spice said the third quarter has already been impacted by the pandemic, after New Zealand introduced strict lockdown restrictions in response to an 855-person outbreak of the Delta variant. Those restrictions resulted in “no further launch activity planned” for the quarter, Spice said, and will likely result in a $10-15 million impact on revenues for the year.

Despite these setbacks, executives said they anticipated a yearly revenue of $50-54 million. GAAP operating expenses, meanwhile, hit $29.3 million for the six-month period, up from $11.9 million for the first half of last year. The majority of that increase was from R&D spending, including the development of an automated flight termination system and the Neutron launch vehicle, Spice added.

Rocket Lab, which started as a launch company, has significantly branched out since its founding in 2006. The company now fashions itself as an end-to-end space company, providing launch services, as well as the design, manufacturing and operation of spacecraft.

It is this latter business area that Rocket Lab has aggressively grown over the past eighteen months; some recent milestones include an agreement to develop three of Rocket Lab’s Photon spacecraft for space manufacturing company Varda Space Industries and plans to send two Photons to Mars on an upcoming space mission. The growth of its space systems division reflects these developments; for the six-month period, space systems made up a $5.4 million share of revenue, up from just $300,000 in the same quarter last year.

Rocket Lab also said it would start manufacturing satellite components at scale by the end of this year, starting with reaction wheels, a critical attitude and stability control system. Rocket Lab will be opening a new facility that will be capable of producing up to 2,000 reaction wheels annually, a massive increase in volumes compared to what’s ever been available to the space industry before.

“Satellite components typically have been produced in small numbers which has really limited the speed and scale of constellation development,” CEO Peter Beck said during an investor call Wednesday. “The [reaction wheel production] line has been built to solve that, enabling production at scale to meet the growing needs of customers in the industry at large.”

Rocket Lab’s space systems division was given a huge boost by the acquisition of major satellite hardware manufacturer Sinclair Interplanetary last year, and it likely won’t be the company’s last purchase. Rocket Lab has around a half dozen deals it’s actively investigating, Spice told investors Wednesday. “The Sinclair acquisition has really emboldened us to lean forward and look at opportunities.”

“What’s interesting about this market right now is it does really feel like it’s ripe for consolidation,” he said. “Not consolidation in the sense of large companies necessarily getting together but the fact [that] the invest-ability of space is a relatively new phenomenon,” he said.

Company executives stayed largely mum on the Neutron rocket, with Beck simply noting that it “continues to develop really well” and that the company will provide a more detailed development in the coming months.

“Neutron is a vehicle that is not an increment on Electron,” he said. “It is something that really sets a new standard within the space industry.”

Rocket Lab also announced today that it has inked a multi-launch contract with Kinéis, a French connectivity provider for Internet of Things devices, to deploy its satellite constellation across five Electron missions. Kinéis’ investors include the French space agency Centre National d’Études Spatiales and French space company Collecte Localisation Satellites.

The constellation will consist of 25 satellites in total, adding to the over 100 satellites Rocket Lab has launched on its Electron rocket to date. The launches are scheduled for the second quarter 2023.

Five Electron launches, 25 satellites, 1 entire constellation: we’ve signed a deal with @KineisIoT to deliver their internet-of-things constellation to space on Electron. pic.twitter.com/8UtjGQS0gm

— Rocket Lab (@RocketLab) September 8, 2021

This is just the latest multi-launch deal Rocket Lab has inked in recent months, including a contract with satellite analytics company BlackSky for five launches.

Rocket Lab has continued to rise, closing Wednesday at $15.09. That represents a nearly 50% increase since the company’s public debut at the end of August.

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