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News: Indian crypto exchange CoinSwitch Kuber in talks to raise funds at unicorn valuation

Indian crypto exchange CoinSwitch Kuber is in advanced stages of talks to raise a new financing round at up to $2 billion in valuation, several sources familiar with the matter told TechCrunch. If the talks materialize in a deal, CoinSwitch Kuber will become the second crypto startup in the world’s second largest internet market to

Indian crypto exchange CoinSwitch Kuber is in advanced stages of talks to raise a new financing round at up to $2 billion in valuation, several sources familiar with the matter told TechCrunch.

If the talks materialize in a deal, CoinSwitch Kuber will become the second crypto startup in the world’s second largest internet market to attain the unicorn status.

The four-year-old startup, which counts Tiger Global, Sequoia Capital India, and Ribbit Capital among its existing investors, was valued at over $500 million valuation in its Series B financing round in April this year.

It’s unclear who is positioning to lead the round. The firm has engaged closely with Andreessen Horowitz and Coinbase in recent weeks, several people aware of those discussions told TechCrunch.

A deal may finalize within this month, sources said. The size of the deal, according to one source, is over $100 million. Usual caveats apply: terms of the proposed deal may change or the talks may not result in a deal.

The startup declined to comment. Coinbase and A16z, which has yet to back any Indian startup, did not respond to a request for comment Monday. Tiger Global and Sequoia Capital India did not respond to a request for comment last week.

The investment talks come at a time when CoinSwitch Kuber has almost doubled its userbase in recent months — even as local authorities push back against crypto assets. Its eponymous app had over 7 million monthly active users in India last month, up from about 4 million in April this year, according to mobile insight platform App Annie (data of which an industry exec shared with TechCrunch).

B Capital backed CoinSwitch Kuber’s rival CoinDCX last month in a $90 million round that valued the Indian startup at about $1.1 billion. CoinDCX reported 3.5 million users last month.

Policymakers in India have been debating on the status of digital currencies in the South Asian market for several years. India’s central bank, Reserve Bank of India, has expressed concerns about private virtual currencies though it is planning to run trial programs of its first digital currency as soon as December.

More than two dozen Indian startups have become a unicorn this year, up from 11 last year, as several high-profile investors, including Tiger Global, SoftBank and Falcon Edge, have increased the pace of their investments in the South Asian market. TechCrunch reported last week that Tiger Global is engaging with Apna to fund a new round that values the 21-month-old Indian firm at over $1 billion.

News: Financial comparison “super app” Jeff raises $1.5M seed extension

Financial services, especially those for people who don’t have access to traditional bank accounts or lines of credit, are proliferating in Southeast Asia. Jeff App wants to give consumers a “super app” where they can compare many financial products and apply for them using the startup’s proprietary data-scoring models. For service providers, Jeff serves as

Financial services, especially those for people who don’t have access to traditional bank accounts or lines of credit, are proliferating in Southeast Asia. Jeff App wants to give consumers a “super app” where they can compare many financial products and apply for them using the startup’s proprietary data-scoring models. For service providers, Jeff serves as a distribution channel, helping them find and retain customers. The startup announced today it has raised a seed extension of $1.5 million, led by J12 Ventures. Other participants included iSeed Ventures and Toy Ventures, and returning investors EstBAN, Startup Wise Guys and other angels.

The funding brings Jeff’s total raised to about $2.5 million. It announced a $1 million seed round back in March. Founder and chief executive officer Tom Niparts told TechCrunch that Jeff had a net profitable second quarter and wasn’t planning on raising again, but investors were interested because of its strong growth since the beginning of the year. The startup claims that since the end of January, its users have tripled to 700,000, who compared a total of four million products over the past six months.

Founded in 2019, the startup is operational in Vietnam and has applied for a license to launch in Indonesia. It also plans to enter the Philippines in the third quarter. Part of the funding will be used to increase Jeff’s team from about 15 people now to more than 40 employees for its offices in Latvia and Southeast Asia.

Before launching Jeff, Niparts was CEO of Spain for Digital Finance International, a fintech company that is part of the Finstar Financial Group. During that time, Niparts saw that in many Southeast Asian countries, people struggled to get loans not because of their credit history or income, but because they simply didn’t have enough personal financial data. Jeff was created to develop alternative data scoring models for financial services.

Niparts said Jeff’s goal is to become a main distribution channel for financial services in Southeast Asia and the top place for consumers to compare products and apply for them.

One of the reasons Jeff enjoyed strong growth during the first half of this year was by honing its user acquisition strategy in Vietnam. At first, it relied on global channels for user acquisition, like Google and Facebook ads, but now its top acquisition channel is through partnering with local affiliates, including bloggers and social media influencers who have grown considerable followings with educational content about finances.

“What we were surprised about is that in Europe, for instance, TikTok would never work for financial services, but in Vietnam we saw that it is a pretty amazing channel,” said Niparts.

While one of Jeff’s main features is loan comparison, the company has started expanding its offerings because most people only borrow money once in a while.

To create incentives to return to Jeff, instead of offloading the app once they secure a loan, Jeff is also offering coupons, like Shopee discounts and planning to launch telecom top-ups with cashback offers and a user referral functionality. It is also working on neobank and mobile wallet comparisons, payment functionalities, installment financing, services for micro-to small-sized merchants and a data science model to increase conversions for providers.

News: Ledgy is an equity management tool for European startups

Every startup founder faces the same issue — how do you manage your cap table and equity plans in a transparent and lightweight manner? If you’re based in the U.S., chances are you’re using an equity management solution like Carta. But if you’re not based in the U.S., you don’t have a ton of options.

Every startup founder faces the same issue — how do you manage your cap table and equity plans in a transparent and lightweight manner? If you’re based in the U.S., chances are you’re using an equity management solution like Carta. But if you’re not based in the U.S., you don’t have a ton of options.

Ledgy wants to become the ownership management tool for the rest of the world. Based in Switzerland, several well-known European startups are already using Ledgy, such as Wefox, Kry, Bitpanda, Gorillas and Trade Republic.

The company recently closed a $10 million Series A funding round led by Sequoia Capital. Other investors in the round include Xavier Niel, Harry Stebbings, Visionaries Club, UiPath’s Daniel Dines and Front’s Mathilde Collin. Some of Ledgy’s existing investors also invested once again, such as Myke Näf, Paul Sevinç, btov Partners, Creathor Ventures and VI Partners.

A few years ago, when Ledgy co-founder and CEO Yoko Spirig talked with an entrepreneur, the founder showed her how he managed ownership. He opened an Excel spreadsheet and scrolled, scrolled, scrolled… “Each line represented a share. You can imagine how error-prone it is,” she told me.

While the implementation was odd, most companies in Europe are still using Excel spreadsheets to manage ownership. And Ledgy wants to convince those companies that switching to a software solution that has been specifically designed to solve this issue could be beneficial.

“The key has really been to focus on the software infrastructure. What we do is that we have implemented automation workflows that are adaptable depending on countries,” Spirig said. “We’re not focusing on one regulation and we’re really offering the infrastructure layer,” she added.

That’s why Ledgy already supports 32 countries. It has tweaked its product even more specifically for Germany, Austria and Switzerland. There will be more country-specific releases in the near future for startups based in the U.K. and France. 1,500 companies are using Ledgy right now.

When you switch to Ledgy, there are three main advantages. First, like other software-as-a-service products, Ledgy acts as a single source of truth for all stakeholders — the HR team, the finance team, investors, lawyers and employees.

The second selling point is that you can automate some of the most tedious tasks. For instance, Ledgy can automatically generate documents based on templates and different variables. Signed documents are stored on Ledgy. You can export data every quarter or every year for compliance reasons.

Third, it fosters transparency across the company. Employees can check the value of their options. They can see how much their options could be worth if the leadership team is in the process of raising a new round of funding.

With today’s funding round, Ledgy plans to expand into new markets. The company also plans to roll out support for public companies so that some of its existing customers can go public and keep using Ledgy.

News: Portcast gets $3.2M to create more transparent and sustainable supply chains

For many manufacturers and freight forwarders, managing logistics is still a very manual process: tracking shipments with a call or online lookup, and entering that data into an Excel spreadsheet. Portcast, which describes itself as a “next-generation logistics operating system,” makes the process more efficient by gathering data from myriad sources and not only track

A photo of Portcast founders Dr. Lingxiao Xia and Nidhi Gupta

Portcast founders Dr. Lingxiao Xia and Nidhi Gupta

For many manufacturers and freight forwarders, managing logistics is still a very manual process: tracking shipments with a call or online lookup, and entering that data into an Excel spreadsheet. Portcast, which describes itself as a “next-generation logistics operating system,” makes the process more efficient by gathering data from myriad sources and not only track shipments in real-time, but also predicts what might affect its progress, like major weather events, the tide and pandemic-related issues.

The company announced today it has raised $3.2 million in pre-Series A funding, led by Newtown Partners, through the Imperial Venture Fund, with participation from Wavemaker Partners, TMV, Innoport and SGInnovate. Based in Singapore, Portcast serves clients in Asia and Europe, and will use part of its funding to expand into more markets.

Co-founders Nidhi Gupta and Dr. Lingxiao Xia met at Entrepreneur First in Singapore. Before launching Portcast, Gupta, its chief executive officer, served in leadership roles across Asia at DHL. During that time, she realized the logistic sector’s “inefficiencies are actually an opportunity in this space to create something.” Dr. Xia, who holds a PhD in machine learning and has a background in product development and cloud computing, “was a great complementary fit” and is now Portcast’s chief technology officer.

Portcast says it tracks more than 90% of world trade volume that travels by ocean carriers, and 35% of air cargo, and can forecast demand for 30,000 trade routes. Sources include geospatial data, like satellite data about where ships are, what speed and direction they’re moving in, what ports they are headed for, wind speed and wave height. Portcast also looks at economic patterns (for example, Brexit’s impact on ports around the United Kingdom, and how vaccine rollouts around the world changes airline and ship capacity), weather events like typhoon and disruptions like the Suez Canal blockage.

Other data sources include proprietary transactional data from customers including large shipping companies and freight forwarders.

“The challenge for us is how do we let all of this data speak the same language,” Gupta told TechCrunch. “This data is coming in at different frequencies, different granularities, so how do you consolidate that and make sure the machine can start understanding it and interpreting it.”

Portcast’s two main solutions are currentlu Intelligent Container Visibility for real-time tracking of shipment containers, and Forecasting and Demand Management, which tracks booking patterns. Portcast doesn’t use IoT to track containers since it is cost-prohibitive to place a device in every one, but is working with IoT providers on hybrid solutions—for example, putting a tracking device in one container and then using that data to help manage the rest of the shipment.

The startup’s goal is to make predictions that help companies improve the efficiency of their operations, and reduce their reliance on manual processes. “There are logistics operators with hundreds of cargo coming in every single week, they’re going and checking this manually every day. That goes into an Excel sheet and that’s what the planning of downstream operations is based off of,” said Gupta.

But the COVID-19 pandemic created an “urgent need to digitize, and it’s transformed supply chains from being a cost function to the core of getting products on time, so we work with some of the largest manufacturers as well as freight forwarders,” she added. For example, a food and beverage company in Europe sent a shipment to Taipei, a trip that usually takes about 70 days. But it took more than three months to arrive. Portcast was able to track the shipment as it moved across different ports and ships, helping its customers understand what caused the delay.

“Besides just predicting when there will be a likely disruption, we’re able to pinpoint and say there’s a delay of X days because there will likely be a typhoon or a transshipment, and that empowers them because they can tell their trucking and warehousing teams how many containers are going to come in,” said Gupta. “This reduces port fees, detention charges and the number of hours spent on manually checking different company’s websites and trying to figure out what happened to their supply chain.”

One of Portcast’s advantages over other logistics tech startups that want to fix supply chain visibility is that it launched out of the Asia-Pacific region, where ships usually go through multiple ports and have to work around frequent weather events like tropical storms and typhoons. The technology Portcast developed to create shorter voyages between Singapore and Malaysia (for example) is also applicable to intercontinental routes like Asia and Europe, or Asia and the United States.

“Our technology is global in scale and that allows us to compete against other players in this market,” said Gupta. “The other thing that differentiates us is that we work not just with manufacturers, but also with shipping companies, logistics companies and cargo airlines, and that allows us to create network effects. There is a really strong synergy between what’s happening in ocean freight and air freight, and that allows us to understand patterns in the industry and creates leverage for any other company that comes onto our platform.

Portcast’s future plans include moving from predictive AI to include prescriptive AI within the next two quarters. Right now, the platform can tell companies what is causing delays, but prescriptive AI will also enable it to make automated suggestions. For example, it can tell clients what ports are faster, other ships and modes of transport that can help them get around a disruption and how to optimize their capacity.

The company is also planning to launch Order Visiblity by the end of this year, a feature that will track containers filled with a specific item. Consumer prices for many different kinds of products are rising, due in part to overwhelmed supply chains. By enabling companies to track specific SKUs in real-time, Portcast can not only help items arrive more quickly, but also show how much CO2 emissions each shipment creates.

“Carbon offsetting or carbon trading can only happen once you have visibility into how much you are actually spending, and that’s the piece we can get involved in,” said Gupta. “By allowing predictions like, for example, if you will arrive early, that’s an opportunity for a shipping company to slow down and save fuel like bunker fuel, which not only brings an immense amount of savings, but also reduces CO2 emissions.

 

News: After years of inaction against adtech, UK’s ICO calls for browser-level controls to fix ‘cookie fatigue’

In the latest quasi-throwback toward ‘do not track‘, the UK’s data protection chief has come out in favor of a browser- and/or device-level setting to allow Internet users to set “lasting” cookie preferences — suggesting this as a fix for the barrage of consent pop-ups that continues to infest websites in the region. European web

In the latest quasi-throwback toward ‘do not track‘, the UK’s data protection chief has come out in favor of a browser- and/or device-level setting to allow Internet users to set “lasting” cookie preferences — suggesting this as a fix for the barrage of consent pop-ups that continues to infest websites in the region.

European web users digesting this development in an otherwise monotonously unchanging regulatory saga, should be forgiven — not only for any sense of déjà vu they may experience — but also for wondering if they haven’t been mocked/gaslit quite enough already where cookie consent is concerned.

Last month, UK digital minister Oliver Dowden took aim at what he dubbed an “endless” parade of cookie pop-ups — suggesting the government is eyeing watering down consent requirements around web tracking as ministers consider how to diverge from European Union data protection standards, post-Brexit. (He’s slated to present the full sweep of the government’s data ‘reform’ plans later this month so watch this space.)

Today the UK’s outgoing information commissioner, Elizabeth Denham, stepped into the fray to urge her counterparts in G7 countries to knock heads together and coalesce around the idea of letting web users express generic privacy preferences at the browser/app/device level, rather than having to do it through pop-ups every time they visit a website.

In a statement announcing “an idea” she will present this week during a virtual meeting of fellow G7 data protection and privacy authorities — less pithily described in the press release as being “on how to improve the current cookie consent mechanism, making web browsing smoother and more business friendly while better protecting personal data” — Denham said: “I often hear people say they are tired of having to engage with so many cookie pop-ups. That fatigue is leading to people giving more personal data than they would like.

“The cookie mechanism is also far from ideal for businesses and other organisations running websites, as it is costly and it can lead to poor user experience. While I expect businesses to comply with current laws, my office is encouraging international collaboration to bring practical solutions in this area.”

“There are nearly two billion websites out there taking account of the world’s privacy preferences. No single country can tackle this issue alone. That is why I am calling on my G7 colleagues to use our convening power. Together we can engage with technology firms and standards organisations to develop a coordinated approach to this challenge,” she added.

Contacted for more on this “idea”, an ICO spokeswoman reshuffled the words thusly: “Instead of trying to effect change through nearly 2 billion websites, the idea is that legislators and regulators could shift their attention to the browsers, applications and devices through which users access the web.

“In place of click-through consent at a website level, users could express lasting, generic privacy preferences through browsers, software applications and device settings – enabling them to set and update preferences at a frequency of their choosing rather than on each website they visit.”

Of course a browser-baked ‘Do not track’ (DNT) signal is not a new idea. It’s around a decade old at this point. Indeed, it could be called the idea that can’t die because it’s never truly lived — as earlier attempts at embedding user privacy preferences into browser settings were scuppered by lack of industry support.

However the approach Denham is advocating, vis-a-vis “lasting” preferences, may in fact be rather different to DNT — given her call for fellow regulators to engage with the tech industry, and its “standards organizations”, and come up with “practical” and “business friendly” solutions to the regional Internet’s cookie pop-up problem.

It’s not clear what consensus — practical or, er, simply pro-industry — might result from this call. If anything.

Indeed, today’s press release may be nothing more than Denham trying to raise her own profile since she’s on the cusp of stepping out of the information commissioner’s chair. (Never waste a good international networking opportunity and all that — her counterparts in the US, Canada, Japan, France, Germany and Italy are scheduled for a virtual natter today and tomorrow where she implies she’ll try to engage them with her big idea).

Her UK replacement, meanwhile, is already lined up. So anything Denham personally champions right now, at the end of her ICO chapter, may have a very brief shelf life — unless she’s set to parachute into a comparable role at another G7 caliber data protection authority.

Nor is Denham the first person to make a revived pitch for a rethink on cookie consent mechanisms — even in recent years.

Last October, for example, a US-centric tech-publisher coalition came out with what they called a Global Privacy Standard (GPC) — aiming to build momentum for a browser-level pro-privacy signal to stop the sale of personal data, geared toward California’s Consumer Privacy Act (CCPA), though pitched as something that could have wider utility for Internet users.

By January this year they announced 40M+ users were making use of a browser or extension that supports GPC — along with a clutch of big name publishers signed up to honor it. But it’s fair to say its global impact so far remains limited. 

More recently, European privacy group noyb published a technical proposal for a European-centric automated browser-level signal that would let regional users configure advanced consent choices — enabling the more granular controls it said would be needed to fully mesh with the EU’s more comprehensive (vs CCPA) legal framework around data protection.

The proposal, for which noyb worked with the Sustainable Computing Lab at the Vienna University of Economics and Business, is called Advanced Data Protection Control (ADPC). And noyb has called on the EU to legislate for such a mechanism — suggesting there’s a window of opportunity as lawmakers there are also keen to find ways to reduce cookie fatigue (a stated aim for the still-in-train reform of the ePrivacy rules, for example).

So there are some concrete examples of what practical, less fatiguing yet still pro-privacy consent mechanisms might look like to lend a little more color to Denham’s ‘idea’ — although her remarks today don’t reference any such existing mechanisms or proposals.

(When we asked the ICO for more details on what she’s advocating for, its spokeswoman didn’t cite any specific technical proposals or implementations, historical or contemporary, either, saying only: “By working together, the G7 data protection authorities could have an outsized impact in stimulating the development of technological solutions to the cookie consent problem.”)

So Denham’s call to the G7 does seem rather low on substance vs profile-raising noise.

In any case, the really big elephant in the room here is the lack of enforcement around cookie consent breaches — including by the ICO.

Add to that, there’s the now very pressing question of how exactly the UK will ‘reform’ domestic law in this area (post-Brexit) — which makes the timing of Denham’s call look, well, interestingly opportune. (And difficult to interpret as anything other than opportunistically opaque at this point.)

The adtech industry will of course be watching developments in the UK with interest — and would surely be cheering from the rooftops if domestic data protection ‘reform’ results in amendments to UK rules that allow the vast majority of websites to avoid having to ask Brits for permission to process their personal data, say by opting them into tracking by default (under the guise of ‘fixing’ cookie friction and cookie fatigue for them).

That would certainly be mission accomplished after all these years of cookie-fatigue-generating-cookie-consent-non-compliance by surveillance capitalism’s industrial data complex.

It’s not yet clear which way the UK government will jump — but eyebrows should raise to read the ICO writing today that it expects compliance with (current) UK law when it has so roundly failed to tackle the adtech industry’s role in cynically sicking up said cookie fatigue by failing to take any action against such systemic breaches.

The bald fact is that the ICO has — for years — avoided tackling adtech abuse of data protection, despite acknowledging publicly that the sector is wildly out of control.

Instead, it has opted for a cringing ‘process of engagement’ (read: appeasement) that has condemned UK Internet users to cookie pop-up hell.

This is why the regulator is being sued for inaction — after it closed a long-standing complaint against the security abuse of people’s data in real-time bidding ad auctions with nothing to show for it… So, yes, you can be forgiven for feeling gaslit by Denham’s call for action on cookie fatigue following the ICO’s repeat inaction on the causes of cookie fatigue…

Not that the ICO is alone on that front, however.

There has been a fairly widespread failure by EU regulators to tackle systematic abuse of the bloc’s data protection rules by the adtech sector — with a number of complaints (such as this one against the IAB Europe’s self-styled ‘transparency and consent framework’) still working, painstakingly, through the various labyrinthine regulatory processes.

France’s CNIL has probably been the most active in this area — last year slapping Amazon and Google with fines of $42M and $120M for dropping tracking cookies without consent, for example. (And before you accuse CNIL of being ‘anti-American’, it has also gone after domestic adtech.)

But elsewhere — notably Ireland, where many adtech giants are regionally headquartered — the lack of enforcement against the sector has allowed for cynical, manipulative and/or meaningless consent pop-ups to proliferate as the dysfunctional ‘norm’, while investigations have failed to progress and EU citizens have been forced to become accustomed, not to regulatory closure (or indeed rapture), but to an existentially endless consent experience that’s now being (re)branded as ‘cookie fatigue’.

Yes, even with the EU’s General Data Protection Regulation (GDPR) coming into application in 2018 and beefing up (in theory) consent standards.

This is why the privacy campaign group noyb is now lodging scores of complaints against cookie consent breaches — to try to force EU regulators to actually enforce the law in this area, even as it also finds time to put up a practical technical proposal that could help shrink cookie fatigue without undermining data protection standards. 

It’s a shining example of action that has yet to inspire the lion’s share of the EU’s actual regulators to act on cookies. The tl;dr is that EU citizens are still waiting for the cookie consent reckoning — even if there is now a bit of high level talk about the need for ‘something to be done’ about all these tedious pop-ups.

The problem is that while GDPR certainly cranked up the legal risk on paper, without proper enforcement it’s just a paper tiger. And the pushing around of lots of paper is very tedious, clearly. 

Most cookie pop-ups you’ll see in the EU are thus essentially privacy theatre; at the very least they’re unnecessarily irritating because they create ongoing friction for web users who must constantly respond to nags for their data (typically to repeatedly try to deny access if they can actually find a ‘reject all’ setting).

But — even worse — many of these pervasive pop-ups are actively undermining the law (as a number of studies have shown) because the vast majority do not meet the legal standard for consent.

So the cookie consent/fatigue narrative is actually a story of faux compliance enabled by an enforcement vacuum that’s now also encouraging the watering down of privacy standards as a result of such much unpunished flouting of the law.

There is a lesson here, surely.

‘Faux consent’ pop-ups that you can easily stumble across when surfing the ‘ad-supported’ Internet in Europe include those failing to provide users with clear information about how their data will be used; or not offering people a free choice to reject tracking without being penalized (such as with no/limited access to the content they’re trying to access), or at least giving the impression that accepting is a requirement to access said content (dark pattern!); and/or otherwise manipulating a person’s choice by making it super simple to accept tracking and far, far, far more tedious to deny.

You can also still sometimes find cookie notices that don’t offer users any choice at all — and just pop up to inform that ‘by continuing to browse you consent to your data being processed’ — which, unless the cookies in question are literally essential for provision of the webpage, is basically illegal. (Europe’s top court made it abundantly clear in 2019 that active consent is a requirement for non-essential cookies.)

Nonetheless, to the untrained eye — and sadly there are a lot of them where cookie consent notices are concerned — it can look like it’s Europe’s data protection law that’s the ass because it seemingly demands all these meaningless ‘consent’ pop-ups, which just gloss over an ongoing background data grab anyway.

The truth is regulators should have slapped down these manipulative dark patterns years ago.

The problem now is that regulatory failure is encouraging political posturing — and, in a twisting double-back throw by the ICO! — regulatory thrusting around the idea that some newfangled mechanism is what’s really needed to remove all this universally inconvenient ‘friction’.

An idea like noyb’s ADPC does indeed look very useful in ironing out the widespread operational wrinkles wrapping the EU’s cookie consent rules. But when it’s the ICO suggesting a quick fix after the regulatory authority has failed so spectacularly over the long duration of complaints around this issue you’ll have to forgive us for being sceptical.

In such a context the notion of ‘cookie fatigue’ looks like it’s being suspiciously trumped up; fixed on as a convenient scapegoat to rechannel consumer frustration with hated online tracking toward high privacy standards — and away from the commercial data-pipes that demand all these intrusive, tedious cookie pop-ups in the first place — whilst neatly aligning with the UK government’s post-Brexit political priorities on ‘data’.

Worse still: The whole farcical consent pantomime — which the adtech industry has aggressively engaged in to try to sustain a privacy-hostile business model in spite of beefed up European privacy laws — could be set to end in genuine tragedy for user rights if standards end up being slashed to appease the law mockers.

The target of regulatory ire and political anger should really be the systematic law-breaking that’s held back privacy-respecting innovation and non-tracking business models — by making it harder for businesses that don’t abuse people’s data to compete.

Governments and regulators should not be trying to dismantle the principle of consent itself. Yet — at least in the UK — that does now look horribly possible.

Laws like GDPR set high standards for consent which — if they were but robustly enforced — could lead to reform of highly problematic practices like behavorial advertising combined with the out-of-control scale of programmatic advertising.

Indeed, we should already be seeing privacy-respecting forms of advertising being the norm, not the alternative — free to scale.

Instead, thanks to widespread inaction against systematic adtech breaches, there has been little incentive for publishers to reform bad practices and end the irritating ‘consent charade’ — which keeps cookie pop-ups mushrooming forth, oftentimes with ridiculously lengthy lists of data-sharing ‘partners’ (i.e. if you do actually click through the dark patterns to try to understand what is this claimed ‘choice’ you’re being offered).

As well as being a criminal waste of web users’ time, we now have the prospect of attention-seeking, politically charged regulators deciding that all this ‘friction’ justifies giving data-mining giants carte blanche to torch user rights — if the intention is to fire up the G7 to send a collect invite to the tech industry to come up with “practical” alternatives to asking people for their consent to track them — and all because authorities like the ICO have been too risk averse to actually defend users’ rights in the first place.

Dowden’s remarks last month suggest the UK government may be preparing to use cookie consent fatigue as convenient cover for watering down domestic data protection standards — at least if it can get away with the switcheroo.

Nothing in the ICO’s statement today suggests it would stand in the way of such a move.

Now that the UK is outside the EU, the UK government has said it believes it has an opportunity to deregulate domestic data protection — although it may find there are legal consequences for domestic businesses if it diverges too far from EU standards.

Denham’s call to the G7 naturally includes a few EU countries (the biggest economies in the bloc) but by targeting this group she’s also seeking to engage regulators further afield — in jurisdictions that currently lack a comprehensive data protection framework. So if the UK moves, cloaked in rhetoric of ‘Global Britain’, to water down its (EU-based) high domestic data protection standards it will be placing downward pressure on international aspirations in this area — as a counterweight to the EU’s geopolitical ambitions to drive global standards up to its level.

The risk, then, is a race to the bottom on privacy standards among Western democracies — at a time when awareness about the importance of online privacy, data protection and information security has actually never been higher.

Furthermore, any UK move to weaken data protection also risks putting pressure on the EU’s own high standards in this area — as the regional trajectory would be down not up. And that could, ultimately, give succour to forces inside the EU that lobby against its commitment to a charter of fundamental rights — by arguing such standards undermine the global competitiveness of European businesses.

So while cookies themselves — or indeed ‘cookie fatigue’ — may seem an irritatingly small concern, the stakes attached to this tug of war around people’s rights over what can happen to their personal data are very high indeed.

News: Commerce platform ShopUp raises $75 million led by Valar in Bangladesh’s largest funding

ShopUp, a startup that is digitizing neighborhood stores in Bangladesh, has raised $75 million in a new financing round that is also the largest in the South Asian market. Peter Thiel’s Valar Ventures led ShopUp’s $75 million Series B round. Prosus Ventures as well as existing investors Flourish Ventures, Sequoia Capital India, and VEON Ventures

ShopUp, a startup that is digitizing neighborhood stores in Bangladesh, has raised $75 million in a new financing round that is also the largest in the South Asian market.

Peter Thiel’s Valar Ventures led ShopUp’s $75 million Series B round. Prosus Ventures as well as existing investors Flourish Ventures, Sequoia Capital India, and VEON Ventures also invested in the round. The new investment, which brings the startup’s all-time raise to over $100 million, is also Valar’s and Prosus’ first deals in Bangladesh, home to over 100 million internet users.

Like its neighboring nation, India, more than 95% of all retail in Bangladesh goes through neighborhood stores. There are about 4.5 million such mom-and-pop stores in the country and the vast majority of them have no digital presence.

As is the case in India, Pakistan and several other Asian countries, these small shops face a number of challenges in Bangladesh. They don’t have access to a large catalog for inventory selection and they can’t negotiate good pricing and faster delivery. And for these small retailers, more than two-thirds of all their sales are still processed on credit instead of cash or digital payments, creating a massive liquidity crunch.

ShopUp is attempting to address these challenges. It has built what it calls a full-stack business-to-business commerce platform. The startup provides a number of core services to these stores including a wholesale marketplace to secure inventory, logistics (including last-mile delivery to customers) and working capital. (Like many startups in India, ShopUp has banking and other partners to provide working capital.)

In the past year, the startup has expanded its offerings and deepened its footprints within Bangladesh, said Afeef Zaman, co-founder and chief executive of ShopUp​, in an interview with TechCrunch. For instance, it has partnered with country’s largest manufacturers, producers and distributors to secure and supply inventories to small shops, he said. And its logistics offerings is already the third-largest in Bangladesh.

The startup, like several others, was hit by the pandemic, but as the country begins to open up, ShopUp is beginning to see recovery, he said. Overall, business has grown over 13 times in the last one year, he said.

“The leadership team at ShopUp has shown strong execution capabilities over the last twelve months. They became clear market leaders with double digit growth across three products built for the underserved small businesses in Bangladesh. In fast-growing frontier economies like Bangladesh, small businesses are the primary driver of the economy. We are excited to partner with Afeef’s vision of building a connected ecosystem of products to fast-track their transition to the online economy,” said James Fitzgerald, founding partner of Valar Ventures, in a statement.

Zaman said the past one year has accelerated the adoption of technology among these small shops in Bangladesh. “They are using several internet-based services now. Not just ShopUp, but also messaging, and virtual payments,” he said. “We expect this to continue going forward.”

The Dhaka-headquartered startup, which has an office in Bangalore, where the large portion of its tech and engineering talent is based, plans to deploy the fresh funds in part to expand its team. As part of the new round, Zaman said the startup has expanded its employee stock option pool by three times.

“This investment marks our entry into Bangladesh – among the fastest-growing economies in the past decade. ShopUp has demonstrated strong execution focus in solving for a cross-section of needs for small businesses in a fragmented market. We are thrilled to support their efforts to empower millions of retailers and enable them to participate in the country’s economic growth,” said Ashutosh Sharma, Head of Investments for India at Prosus Ventures, in a statement.

News: H2O Hospitality secures $30M Series C to expedite hotel digital transformation

The pandemic has triggered more demand for contactless and staff-less operations in the hospitality sector, and now H2O Hospitality, the unmanned hotel management company, has closed a $30 million round on the back of that boost. The South Korea and Japan-based startup automates front and backend processes including accommodation reservation, room management and front desk

The pandemic has triggered more demand for contactless and staff-less operations in the hospitality sector, and now H2O Hospitality, the unmanned hotel management company, has closed a $30 million round on the back of that boost. The South Korea and Japan-based startup automates front and backend processes including accommodation reservation, room management and front desk duties, and it will be using the funds to continue expanding its business.

The Series C round (equivalent to about 34 billion won) is being led by Kakao Investment and Korea Development Bank (KDB), Gorilla Private Equity, Intervest and NICE Investment also participated. With Southeast Asia’s joint fund, Kejora-Intervest Growth Fund also joined in the round, it is a sign that H2O Hospitality will be focusing specifically on the Southeast Asian Market. H2O Hospitality has raised $7 million Series B round from Samsung Ventures, Stonebridge Ventures, IMM Investment and Shinhan Capital in February 2020.

H2O Hospitality will expand its business further by adding various types of accommodations in South Korea and Japan in 2021 and 2022 and plans to enter Singapore and Indonesia in 4Q in 2022 in line with its Southeast Asia penetration strategy, according to H2O Hospitality co-founder and CEO John Lee.

“H2O Hospitality is currently speaking with several global hotel chain companies to partner with their digital transformation and operation outside of Korea and Japan,” Lee told TechCrunch.

H2O will invest in R&D to advance its customer channel solutions and contactless check-in systems depending on customer needs of each country in Asia, Lee continued.

“We need optimal system development and customization for each accommodation and situation to lead successful hotel digital transformation even after COVID-19,” Lee said in an email interview.

H2O Hospitality was founded in South Korea 2015 by CEO John Lee, and it has been on something of an acquisition-expansion spree. It entered Japan in 2017, for example, by acquiring several Japanese hospitality management companies. In 2021, H2O acquired two South Korean companies such as the contactless hotel solution company, ImGATE, and a local creator startup, Replace, in order to enhance its technology and ESG competence.

These days, the company operates approximately 7,500 accommodations including hotels, ryokans and guest houses, in Tokyo, Osaka, Seoul, Busan, and Bangkok.

 

H2O Hospitality’s Information and Communications Technology (ICT)-based hotel management system, which enables hotel management to automate and digitize, includes the Channel Management System (CMS), Property Management System (PMS), Room Management System (RMS), and Facility Management System (FMS).

Its integrated hotel management system can reduce hotel management’s fixed operating costs by 50%, while increasing revenue by as much as 20%, according to its statement.

“COVID-19 hit the hospitality industry the most and most of the hotels wanted to decrease their fixed cost level, but it was impossible with their current operational flow,” Lee continued, “They had to go through digital transformation”.

When asked how the pandemic affected H2O as COVID-19 still freezes most of the tourism industry, Lee said H2O’s revenue has been increased by as much as 30% before the pandemic, but that percentage has been dropped to 5-15% post COVID-19. Revenue drivers these days are based around tools it’s built to improve the efficiency of its customers. They include its automated dynamic pricing (ADR) tool and diverse sales channels like online and offline travel agencies in domestic and overseas, he said.

Lee also pointed out that H2O has been onboarding a lot of properties and that has also contributed to H2O’s revenue growth in the last 18 months. H2O was the only company in Asia, he claims, and many property owners have started to get onboard since August 2020, he explained.

“Every single hotel that we onboarded during the pandemic turned around their profits & losses statements and started to recover their financial loss,” Lee said.

There are currently about 16.4 million hotel rooms in the world that generate $570 billion a year, according to Lee. H2O believes that it can digitize all the lodging accommodations in the world as the company’s main goal is not building a hotel brand but allowing hotel owners to operate their properties with better operation, he said.

Lee explained that the current hotel operation process looks a lot like that of “2G phones”, that was at a stage before turning to smartphones, and H2O is turning the overall hotel operation into a “smartphone”.

“This is a very natural transition for the (hospitality) industry as it was also natural for the cellphone users to transit from 2G phone to smartphone,” Lee said.

Unfortunately, the cross-border inbound tourism market has still been stopped for both Korea and Japan even though each domestic market is still pumping demand for the market, Lee mentioned.

“We believe the inbound tourism market will recover within a year as the vaccinations grow for both countries (Korea and Japan),” Lee said.

Managing Director at Kejora-Intervest Growth Fund Jun-seok Kang told TechCrunch: “We knew this new wave for hotel digital transformation trend was coming even before the pandemic; however, COVID-19 definitely expedited the transition period, and we believe H2O will thrive in the transforming hotel market.”

News: A.ID closes Pre-Seed funding for ID verification platform aimed at high-risk clients

A.ID, an identity and compliance platform with a focus on high-risk clients, has closed a pre-seed investment round of $500,000 from angel investors including former employees of RobinHood, Square and Snap. The startup says it is addressing a market that traditional Fintech companies and banking instutions can’t seem to deal with: namely the rise of

A.ID, an identity and compliance platform with a focus on high-risk clients, has closed a pre-seed investment round of $500,000 from angel investors including former employees of RobinHood, Square and Snap.

The startup says it is addressing a market that traditional Fintech companies and banking instutions can’t seem to deal with: namely the rise of apparently ‘risky’ customers who are simply dealing in products deemed problematic. A case in point is that the legal cannabis industry grows by 67% every year, and crypto by over 46%. Meanwhile, the unbanked and underbanked population grows every day, but existing financial institutions seem unable to cater to these exploding markets.

Founded by Ekaterina Romanovskaya, a third-time entrepreneur with experience in both finance and consumer tech, and Justinas Kaminskas, who has launched compliance products in Europe, A.ID is a B2B2C platform.

Romanovskaya said: “Our end-game is to build trust: end-users trust companies with their sensitive data, while companies trust users not to engage in unlawful activity. We strongly believe that this kind of trust is essential, and we see it being eagerly anticipated everywhere.”

A.ID says its solution allows clients to verify their customers’ identities and onboard them, perform standard and enhanced due diligence, screen individuals and businesses against watchlists, monitor their payments, create and solve compliance cases, and report suspicious activities to regulators. The client can integrate it via API (application programming interface) or use it as a web application, or SDK.

So far it counts Arival, a digital bank for emerging industries, and Clos, a social network for creators for user verification.

“I permanently moved to the US in 2017. But I struggled to get the proper attention from VCs: I fell into several categories that were unpopular with venture investors at the same time, such as being a female founder, an immigrant founder, and a founder without technical expertise. The company that I bootstrapped grew organically until the COVID-19 pandemic killed it. I used the 2020 lockdown to study data science and learn to code, and became a data engineer. In September 2020 I founded A.ID,” Romanovskaya told TechCrunch.

Romanovskaya became a Twitter celebrity Russia when she co-founded a satirical political account criticizing the Kremlin which had 2M followers at its peak. In 2016 she co-founded Nimb, a fashionable smart ring with an in-built panic button aimed at women.

A.ID is headquartered in Los Angeles, California, the US. The European branch operates in EU with an office in Lithuania.

News: Financial automation startup Aurelia raises $3M Seed round led by Blossom Capital

Financial automation platform, Aurelia has raised $3 million in seed funding, led by Blossom Capital. Billing itself as a sort of “IFTTT for finance” aimed at small businesses that want to integrate their bank accounts with financial tools, Aurelia says this then gives them greater control over cash flow, taxes etc to automate normally manual

Financial automation platform, Aurelia has raised $3 million in seed funding, led by Blossom Capital.

Billing itself as a sort of “IFTTT for finance” aimed at small businesses that want to integrate their bank accounts with financial tools, Aurelia says this then gives them greater control over cash flow, taxes etc to automate normally manual tasks, with no knowledge of code needed.

Angel investors include Guillaume Pousaz (Founder & CEO at Checkout.com) through his Zinal Growth investment vehicle and Erez Mathan (ex-COO and CRO at GoCardless).

Aurelia was founded by Sebastian Trif, one of the first engineers at Transferwise; Jasper August Toes, and Dragos Apostol.

Trif said: “We see lots of fintech apps and banks that try to capture everything a business has but many small businesses aren’t keen on moving their company’s financial life into a new product.”

Ophelia Brown, founder of Blossom Capital, said: “As a small business owner ourselves, we know first-hand how painful and broken it is for SMEs to manage their finances and accounts. After searching for years for the right solution, we committed to Aurelia on the spot.”

Trif added: “On a feature-by-feature basis, we’re competing with established packs of plugins you must have on top of your accounting software like Xero and Quickbooks. We’re also competing with smart SME banking solutions, such as Tide, Revolut for Business and Wise for Business, which have more limited features.”

Aurelia’s beta platform is now going live in Estonia, Romania, Germany and the UK.

News: Fractory raises $9M to rethink the manufacturing supply chain for metalworks

The manufacturing industry took a hard hit from the Covid-19 pandemic, but there are signs of how it is slowly starting to come back into shape — helped in part by new efforts to make factories more responsive to the fluctuations in demand that come with the ups and downs of grappling with the shifting

The manufacturing industry took a hard hit from the Covid-19 pandemic, but there are signs of how it is slowly starting to come back into shape — helped in part by new efforts to make factories more responsive to the fluctuations in demand that come with the ups and downs of grappling with the shifting economy, virus outbreaks and more. Today, a businesses that is positioning itself as part of that new guard of flexible custom manufacturing — a startup called Fractory — is announcing a Series A of $9 million (€7.7 million) that underscores the trend.

The funding is being led by OTB Ventures, a leading European investor focussed on early growth, post-product, high-tech start-ups, with existing investors Trind VenturesSuperhero CapitalUnited Angels VCStartup Wise Guys and Verve Ventures also participating.

Founded in Estonia but now based in Manchester, England — historically a strong hub for manufacturing in the country, and close to Fractory’s customers — Fractory has built a platform to make it easier for those that need to get custom metalwork to upload and order it, and for factories to pick up new customers and jobs based on those requests.

Fractory’s Series A will be used to continue expanding its technology, and to bring more partners into its ecosystem.

To date, the company has worked with more than 24,000 customers and hundreds of manufacturers and metal companies, and altogether it has helped crank out more than 2.5 million metal parts.

To be clear, Fractory isn’t a manufacturer itself, nor does it have no plans to get involved in that part of the process. Rather, it is in the business of enterprise software, with a marketplace for those who are able to carry out manufacturing jobs — currently in the area of metalwork — to engage with companies that need metal parts made for them, using intelligent tools to identify what needs to be made and connecting that potential job to the specialist manufacturers that can make it.

The challenge that Fractory is solving is not unlike that faced in a lot of industries that have variable supply and demand, a lot of fragmentation, and generally an inefficient way of sourcing work.

As Martin Vares, Fractory’s founder and MD, described it to me, companies who need metal parts made might have one factory they regularly work with. But if there are any circumstances that might mean that this factory cannot carry out a job, then the customer needs to shop around and find others to do it instead. This can be a time-consuming, and costly process.

“It’s a very fragmented market and there are so many ways to manufacture products, and the connection between those two is complicated,” he said. “In the past, if you wanted to outsource something, it would mean multiple emails to multiple places. But you can’t go to 30 different suppliers like that individually. We make it into a one-stop shop.”

On the other side, factories are always looking for better ways to fill out their roster of work so there is little downtime — factories want to avoid having people paid to work with no work coming in, or machinery that is not being used.

“The average uptime capacity is 50%,” Vares said of the metalwork plants on Fractory’s platform (and in the industry in general). “We have a lot more machines out there than are being used. We really want to solve the issue of leftover capacity and make the market function better and reduce waste. We want to make their factories more efficient and thus sustainable.”

The Fractory approach involves customers — today those customers are typically in construction, or other heavy machinery industries like ship building, aerospace and automotive — uploading CAD files specifying what they need made. These then get sent out to a network of manufacturers to bid for and take on as jobs — a little like a freelance marketplace, but for manufacturing jobs. About 30% of those jobs are then fully automated, while the other 70% might include some involvement from Fractory to help advise customers on their approach, including in the quoting of the work, manufacturing, delivery and more. The plan is to build in more technology to improve the proportion that can be automated, Vares said. That would include further investment in RPA, but also computer vision to better understand what a customer is looking to do, and how best to execute it.

Currently Fractory’s platform can help fill orders for laser cutting and metal folding services, including work like CNC machining, and it’s next looking at industrial additive 3D printing. It will also be looking at other materials like stonework and chip making.

Manufacturing is one of those industries that has in some ways been very slow to modernize, which in a way is not a huge surprise: equipment is heavy and expensive, and generally the maxim of “if it ain’t broke, don’t fix it” applies in this world. That’s why companies that are building more intelligent software to at least run that legacy equipment more efficiently are finding some footing. Xometry, a bigger company out of the U.S. that also has built a bridge between manufacturers and companies that need things custom made, went public earlier this year and now has a market cap of over $3 billion. Others in the same space include Hubs (which is now part of Protolabs) and Qimtek, among others.

One selling point that Fractory has been pushing is that it generally aims to keep manufacturing local to the customer to reduce the logistics component of the work to reduce carbon emissions, although as the company grows it will be interesting to see how and if it adheres to that commitment.

In the meantime, investors believe that Fractory’s approach and fast growth are strong signs that it’s here to stay and make an impact in the industry.

“Fractory has created an enterprise software platform like no other in the manufacturing setting. Its rapid customer adoption is clear demonstrable feedback of the value that Fractory brings to manufacturing supply chains with technology to automate and digitise an ecosystem poised for innovation,” said Marcin Hejka in a statement. “We have invested in a great product and a talented group of software engineers, committed to developing a product and continuing with their formidable track record of rapid international growth

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