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News: Looking Glass launches second-gen holographic displays

Brooklyn-based Looking glass today announced the release of a pair of second-gen holographic displays. Following up on late-last year’s release of the entry-level Portrait, the startup is offering new versions of the Looking Glass 4K and 8K systems, which sport 15.6- and 32-inch displays, respectively. In addition to sizes, there’s a pretty massive gulf in

Brooklyn-based Looking glass today announced the release of a pair of second-gen holographic displays. Following up on late-last year’s release of the entry-level Portrait, the startup is offering new versions of the Looking Glass 4K and 8K systems, which sport 15.6- and 32-inch displays, respectively.

In addition to sizes, there’s a pretty massive gulf in pricing here. Joining the $299 Portrait is the $3,000 4K and $17,500 8K. The pricing difference is all the more pronounced given that the tech essentially offers the same underlying technologies for producing and consuming 3D content.

Image Credits: Looking Glass

“Volume is a part of it,” CEO Shawn Frayne tells TechCrunch. “There are actually very few 8K displays out in the world at this size that folks are driving. While we expect the sale of that to be quite profound over the next few years, in the early phases we’re just not making the same scale as the Portrait.”

The company considers the Portrait a kind of ambassador for its technology — especially over the past year, when getting the systems in front of potential buyers was next to impossible. Having seen a number of Looking Glass’ older systems in person, I can attest to the fact that the effect really isn’t the same over Zoom. Looking Glass says it has sold 11,000 units and is shipping “thousands” a month as it works to fulfil demand and navigate global supply chain issues.

Image Credits: Looking Glass

“I think of it as their first opportunity to get their own holographic display without needing their boss’s approval,” said Frayne. “Someone is curious about it and they get it, and it lives up to or exceeds expectation and they go from there. The quality level is very high for the Portrait, and the bigger units are a bigger format version of that quality.”

Image Credits: Looking Glass

The new models will be replacing their predecessors, which were effectively developer units, rather than mainstream consumer products (though the company will continue to offer support). In addition to lower cost, the second-gen units are lighter and offer improved visual fidelity over their processors — particularly around the edges, where holographic displays can encounter issues.

News: The TechCrunch List is dead. Long live commodity capital

It’s been almost exactly a year since we launched The TechCrunch List, a curated directory of venture capitalists designed to guide founders to the VCs most relevant to their startups. We had nearly 4,000 recommendations from founders — often with extensive documentation that in some cases exceeded 1000 words. From our initial edition to several

It’s been almost exactly a year since we launched The TechCrunch List, a curated directory of venture capitalists designed to guide founders to the VCs most relevant to their startups. We had nearly 4,000 recommendations from founders — often with extensive documentation that in some cases exceeded 1000 words. From our initial edition to several extensive updates, we ultimately selected 531 investors.

It was a great experiment used by hundreds of thousands of people with surprisingly deep engagement (people really love reading lists, apparently). Nonetheless, we are officially retiring the product today.

The reason is simple: the venture capital industry has radically changed over the past year, and the central thesis we used in constructing the list no longer applies.

When we designed the list — which, to be clear, was never a ranking — we organized experienced investors across three main axes:

  • Specialization: We believed that investor specialization mattered. We wanted to match biotech founders with biotech investors and ecommerce companies with ecommerce VCs. The bulk of our work reading through all those founder recommendations was identifying the brilliant investors in 31 different market categories who could offer differentiated strategic advice.
  • Stage: We wanted to match founders with investors who would invest at the stage their companies were at, ranging from pre-seed to growth.
  • Geography: We believed that local investors would have an edge over distant investors for founders, particularly at the earliest stages where regular counseling would be useful to reaching product-market fit.

In other words, we took a very strong view that capital wasn’t a commodity, and that the right investor could radically change the trajectory of a founder’s ambitions.

When we started putting together the plans for The TechCrunch List in January 2020, the pandemic was just starting to spread around the world, and many of these assumptions still held true. However, as I think we have all seen, those assumptions have been completely upended over the past year.

The reality today is that capital has never been cheaper or more commodity. VCs invest rapidly, in all geographies, at all stages, in all industries, constantly, rapidly, and all the time.

I constantly heard this feedback over the past few months from both founders and investors. For founders, the focus on terms and price seem to consistently outrank nearly any other factor in building a relationship with an investor. Few founders would ever countenance lowering the valuations of their companies for a more experienced or specialized investor or an investor who was located locally. At the same price, these factors could differentiate one investor from another, but otherwise, price prevails, pretty much every single time.

Commensurately, VCs (and this applies most heavily at big funds of course) no longer care about any guidelines or theses around investing. Any stage, any geography, any market — if there is a deal to be done, they get it done and quickly. Tiger Global and SoftBank’s Vision Fund dominate this narrative, but there are at least a good dozen other firms that have similar styles these days. And given these are some of the largest firms by assets under management, they also just dominate the term sheets flying around the startup world.

If The TechCrunch List was about bringing signal to the noise of fundraising in order to save founders serious time and work, the reality is that the market today is just complete noise and frenetic chaos, and there truly isn’t much to be done to clarify that. The upshot is that VCs make decisions with more alacrity than ever before, so the good news is that the chaos should be short-lived for founders today.

So what’s next? We’ll continue experimenting with ways to help founders fundraise and find the best investors for them. That’s the premise of Extra Crunch, our Early Stage events and the Extra Crunch stage at Disrupt (which is coming up in just a few weeks — so buy your tickets now!) as well as our Extra Crunch Live series of discussions. Who knows, maybe we’ll introduce The TechCrunch List in another form in the future. But for today, it’s burned out and taking a nice, long, post-pandemic vacation.

News: Investors don’t expect the US startup funding market to slow down

What’s driving the venture capital market in the United States to be as hot as it has proven to be? FOMO, plus the constituent belief that trying to time the market is a mistake.

Now in the opening weeks of the third quarter, The Exchange is taking a look back at the Q2 2021 venture capital market. Data indicate that it was incredibly active, with global and regional records shattered during the three-month period.


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Per data from CB Insights, for example, The Exchange reported that global venture capital activity shot to $156 billion in the second quarter, up 157% from the year-ago Q2 result of just under $61 billion. More unicorns were born in the second quarter than any similar period to date, and valuations ticked higher.

The only data that seemingly didn’t come back in superlative fashion was round counts, which failed to set all-time highs in some cases. But the general vibe of Q2 venture capital data was clear: It’s a great time for startups looking to raise capital.

To better understand what’s going on, we talked to investors from different regions to get a grip on how they view their market.

Today we’re discussing the U.S. startup world, including notes from Costanoa Ventures’ Amy Cheetham, MaC Venture Capital’s Marlon Nichols, NEA’s Vanessa Larco, and EY U.S. venture capital lead Jeff Grabow.

Why are investors writing so many checks? Let’s find out.

A boom in venture-ready startups?

Given the record capital deployed in the quarter, the fact that deal volume failed to reach all-time highs had us wondering if the market lacked venture-backable startups.

If so, the lack of possible investments would help explain both rising deal size and resulting valuations. With lots of capital provided to venture investors themselves in recent quarters, a lack of startups that fit the venture model would force investors to compete with one another fiercely, possibly leading to larger rounds and higher prices.

That’s not the case. Instead, according to NEA’s Larco, “there are more than enough venture-ready startups to fund,” adding that “the pace of innovation across all industries and geographies has been astounding.”

News: Cadoo gets $1.5M to gamify fitness with betting challenges

Cadoo, a US-startup that’s gamifying fitness by turning it into a betting opportunity, using the prospect of winning (or losing) cold hard cash to motivate people to get off the couch, has collected $1.5 million in seed funds from Sam & Max Altman’s Apollo VC and the student-focused Dorm Room Fund. The app itself has

Cadoo, a US-startup that’s gamifying fitness by turning it into a betting opportunity, using the prospect of winning (or losing) cold hard cash to motivate people to get off the couch, has collected $1.5 million in seed funds from Sam & Max Altman’s Apollo VC and the student-focused Dorm Room Fund.

The app itself has been around since 2018 but in March 2020 it launched a “challenge model” that lets users stake money to join a challenge related to a specific fitness goal — be it running 10 miles in 10 days, or walking three miles in three days.

Participants who achieve the challenge goal get their stake back and a pro-rata share of losers’ staked entry fees.

A range of fitness levels are catered to by Cadoo’s challenges (“from daily steps to marathon training”), with some 50 public challenges hosted per week.

It’s also adding private challenges this month — which will enable users to host and configure fitness challenges for themselves/family and friends, or larger groups, such as companies, clubs, or schools.

Challenge-related activity is verified by the app via API data from activity trackers and fitness apps. (Which hopefully means Cadoo is smart enough to detect if someone has attached their Fitbit to their dog… )

The app has support for a number of third party fitness services, including Strava, Fitbit and Apple Health.

CEO and founder Colm Hayden describes the startup as “DraftKings for your own fitness goals”.

“Our audience consists of 25-50 year old fitness fanatics’ who use Cadoo to stay committed to their monthly/weekly fitness goals,” he told TechCrunch, adding: “When people are serious about a goal they are trying to reach, they want intense motivation to back their ambitions.”

He says the app has attracted around 7,000 wager-loving users so far.

Cadoo’s business model is based on taking a fee from challenge losers before their entry fee stakes are distributed to challenge winners — which does potentially give the business an incentive to set harder challenges than users are able to complete.

But of course it’s up to users to pick which challenges to enter and thereby commit their hard earned cash to.

It also claims that 90% of users who sign up for Cadoo challenges successfully complete them.

Hayden says it has future plans to expand monetization potential by offering winners fitness products — and taking a margin on those products. And also by expanding into other types of verifiable goals, not just running/walking. 

“We are working to build a motivation platform that enables anybody to reach their goals,” he says. “Financial incentives is an intense motivator, and 90% of users who sign up for Cadoo challenges reach their fitness goals. We are making Cadoo much bigger than just running goals, and in the future incentivizing almost any goal verifiable on the internet.”

While the app is US-based payments are processed by PayPal and Hayden says it’s able to support participation internationally — at least everywhere where PayPal is available.

Commenting on the seed raise in a statement, Apollo VC’s Altman brothers added: “Cadoo makes it easy to motivate users to stay active with financial incentives. We believe the motivation industry that Cadoo is pioneering will be an important digital money use-case.”

Before the seed round, Cadoo says it had raised $350,000 via an angel round from Tim Parsa’s Cloud Money Ventures Angel Syndicate, Wintech Ventures, and Daniel Gross’s Pioneer.

Of course gamification of health is nothing new — given the data-fuelled quantification and goal-based motivation that’s been going on around fitness for years, fuelled by wearables that make it trivially easy to track steps, distances, calories burned etc.

But injecting money into the mix adds another competitive layer that may be helpful for motivating a certain type of person to get or stay fit.

Cadoo isn’t the only fitness-focused startup to be taking this tack, either, though — with a number of apps that pay users to lose weight or otherwise be active (albeit, sometimes less directly by paying them in digital currency that can be exchanged for ‘rewards’). Others in the space include the likes of HealthyWage (a TC50 company we covered all the way back in 2009!); Runtopia and StepBet, to name a few.  

News: Marco Financial raises $82M in debt, equity seed round to support small Latin American exporters

Small and medium-sized businesses in Latin America finding it difficult to get the funds they need to export their goods to the United States is a gap Marco Financial is looking to bridge.

Small and medium-sized businesses in Latin America can find it difficult to get the funds they need to export their goods to the United States. It’s a gap Marco Financial is looking to bridge through its tech-enabled risk assessment platform that can provide better insight on who should receive loans.

To continue its mission, the Miami-based trade finance company raised $7 million in seed funding and $75 million in a credit facility, led by Arcadia Funds LLC and Kayyak Ventures, to increase its credit line to $100 million. Marco was backed last September by a small seed round from Struck Capital and Antler and over $20 million in a credit facility underwritten by Arcadia Funds.

Additional investors in the newest seed round and expanded credit facility include Village Global VC, Flexport Ventures, Tresalia Capital, 342 Capital, Struck Capital, Antler LLC, Antler Elevate, Florida Funders and Fox Ventures. Strategic angel investors include Phil Bentley, CEO of Mitie, and Naman Budhdeo, co-founder and CEO of TripStack and FlightNetwork.

Jacob Shoihet, Marco’s co-founder and CEO, says not only is there a roughly $350 billion trade finance market to go after, but cited data learned from Javier Urrutia, director of Foreign Investments at PROCOLOMBIA, an organization that promotes foreign investment and nontraditional exports in Colombia, that for every 1% increase in export productivity, 500,000 new jobs can be created.

“For small and medium businesses in trade, this is important for companies creating a high level of job growth and lowering the poverty rate,” Shoihet told TechCrunch. “By making it easier for businesses to transcend the 30, 60, 90 and now even 120 days they wait to be paid for supplies, we can solve that gap and unlock billions in value so that companies can scale.”

Shoihet met his co-founder and COO Peter D. Spradling through the Antler accelerator, a Singapore- and New York-based early-stage investment and advisory services program that connects entrepreneurs and tech operators to launch new businesses. They started Marco in 2019 and now have offices in New York, Dallas and across Latin America.

Spradling was born in Uruguay and knows firsthand about the challenges of importing and exporting from working in his family’s slaughterhouse and later founding three of his own companies. In fact, one of his businesses imported e-cigarettes — his mother was a lifelong smoker, and he wanted to help her quit. He recalls pre-selling his inventory at a discount in order to get the money to import the goods.

“Banks don’t like risk, which means businesses spend most of their time trying to get financing rather than increasing sales,” Spradling told TechCrunch. “Banks in Latin America have a saying that ‘they lend money to people who don’t need it.’ Families with money can access the banks, but you can’t launch a business without capital, and many owners lack that access to banks.”

Marco’s factoring product enables new companies to get started without having to put up the significant amount of collateral that banks are asking. Banks typically look at financial statements for the past two years of the business and give a line of credit accordingly. Not needing as much collateral also enables more women in Latin America to become business owners because they often don’t have collateral, Spradling said.

In contrast, Marco reduces risk by basing its lines of credit on an analysis of the future potential of the business, thereby freeing up cash so that small and medium exporters can continue their operations and invest in their growth. The company is able to show what kind of financing can be obtained based on the amount of data customers provide. Marco also said it can reduce the loan origination process from over two months to one week and provide funding to approved exporters within 24 hours.

Cristóbal Silva Lombardi, general partner at Kayyak Ventures, told TechCrunch that Marco is providing an alternative for small and medium exporters to access capital that they previously had to get from friends and family.

In countries like Chile, electronic invoicing innovation has enabled the factoring industry to grow, and in turn, companies like Marco tend to become leaders in supply chain financing and shrink the high interest rates spread between small businesses and large firms.

“Marco wants to take that worldwide,” Silva Lombardi said. “There is a lot of value to tackle. Factoring is one of the corners in the financing market that hasn’t been tackled, and by using technology, Marco is building and creating value for the whole society. This is where venture capital firms should be putting their dollars — in companies where technology and talent unleash a lot of value.”

Since launching its product in January 2020, the company has processed thousands of invoices across 20 countries, amounting to more than $18 million.

However, it wasn’t easy in the beginning, according to Shoihet. Starting during the global pandemic, Marco initially had challenges accessing the market due to exports and supply chains being strained.

Today, Marco has found its groove and is lending as little as $25,000 per month and as much as $10 million, Shoihet said.

As such, the new funding will go toward simplifying cross-border payments, assessing risk and productizing ways to take unstructured data, processes and work to create a better experience for the customer. The company also said it aims to give large logistics providers the ability to finance exports on their own.

Marco was also able to attract new leadership, including Prajwal Manalwar, chief product officer, and Sabrina Teichman, chief growth officer. Manalwar worked for 13 years at PayPal, where he most recently was a product lead focused on debit card authorization rates and in-store payments. Teichman joins after 11 years with the U.S. government, most recently serving as managing director for the U.S. International Development Finance Corp.

“Now we can work on how to solve the problem at a larger scale by building infrastructure and information through the underwriting process and through partnerships from larger players in shipping, trade services and insurance — all incumbent industries that have clients with working capital,” Shoihet said. “By innovating the underwriting process, we can come to better conclusions and be the trade finance-as-a-service provider to clients in emerging markets.”

News: Ramp adds merchant ‘blocking’ to corporate credit card

Ask any employee and they’ll tell you one of their least favorite things to do is file expenses. And for companies, the process of managing corporate spend is one of their biggest challenges. Corporate credit cards help ease that pain, so it’s no surprise that the competition between startups in the space is heating up

Ask any employee and they’ll tell you one of their least favorite things to do is file expenses. And for companies, the process of managing corporate spend is one of their biggest challenges.

Corporate credit cards help ease that pain, so it’s no surprise that the competition between startups in the space is heating up by the day. 

One of the fastest growing players in the space is Ramp, a fintech company that earlier this year secured a $150 million debt facility with Goldman Sachs after having raised a $30 million Series B in late December 2020.

Today, the New York-based company is announcing a new feature that it says will give its corporate customers greater control and flexibility over the way their cards are used. Specifically, Ramp said it now offers its customers the option to approve or block merchants on the cards they offer to their employees.

In an exclusive interview with TechCrunch, Ramp co-founder and CEO Eric Glyman said the move was in response to customer demand.

“This was one of our most requested features, especially from companies with over 100 employees,” he told TechCrunch. “They said, ‘I can block a spam call. It’s crazy I can’t do this with my credit card.’ ”

Image Credits: Ramp

With the new feature, Ramp says companies “have complete control” over how their employees use their corporate cards, down to the vendor level. It allows companies to outline specifically who employees can spend with, which vendors can be charged on what card and how much they can charge. 

So, why is this a big deal? Glyman said this means that merchant-specific cards greatly reduce the risk from stolen or compromised cards. It also helps keep employees from inflating expenses or filing false reimbursement claims.

“This gives security and control back to finance teams in a way that was never before possible,” he said.

It also helps companies in their quest to save money by using corporate credit cards in the first place, Glyman added.

“For example, they can restrict spending to businesses or companies that they have discounts or preferential pricing with,” he said. “It’s another layer of enforcement for finance teams.”

The process was not an easy one since understanding and clustering unique identifiers to be able to identify merchants was “technically complex,” according to Glyman.

For its part, Ramp counts “thousands” of businesses as customers, with well into the tens of thousands individuals using its cards.

“We’re powering into 9 figures monthly and over $1 billion in spend,” Glyman said.

The company must be doing something right.

Since raising the credit line earlier this year, Ramp has seen continued growth, more than doubling volume over the past three months.

While Glyman declined to reveal specific revenue figures, he said Ramp grew by over 6,000% in 2020, compared to the year prior and has grown over 1,000 over the past 12 months. Customers are typically fast-growing startups as well as small businesses. Some of its more well-known startup customers include Ro, Sleep Eight, ClickUp, Marqeta, Candid, Better, Truebill and Nuggs.

While Ramp makes money mostly by interchange fees, Glyman said the two-year-old startup thinks of itself as a SaaS operator.

“Our long-term strategy to develop great software,” he said.

News: Volkswagen’s new business strategy puts software and autonomous driving front and center

Volkswagen will ramp up its software, mobility as a service and battery tech to stay competitive in the coming decades, as it and other automakers prepare for the largest transition in personal mobility since the invention of the car. Laying out the company strategy Tuesday, Chief Executive Officer Herbert Diess emphasized a top-to-bottom transformation in

Volkswagen will ramp up its software, mobility as a service and battery tech to stay competitive in the coming decades, as it and other automakers prepare for the largest transition in personal mobility since the invention of the car.

Laying out the company strategy Tuesday, Chief Executive Officer Herbert Diess emphasized a top-to-bottom transformation in everything from manufacturing to revenue streams. If revenue was historically driven by sales of internal combustion engine vehicles, Volkswagen CFO Arno Antlitz said the rest of the decade bring income derived not only from electric vehicle sales, but also software, autonomous driving and even ridesharing.

To that end, the company has been busy, planning six battery Gigafactories in Europe and an €800 million ($944 million) hardware platform research and development facility in West Berlin. The company’s also beefing up its in-house automotive software arm Cariad, which VW said could generate as much as €1.2 trillion ($1.4 trillion) in revenue by 2030, via subscriptions and other sales.

Volkswagen also has big plans for autonomous driving. The company wants to take a chunk of the market share from ridesharing and car rental, and it sees an integrated AV platform as the way to do it. Executives painted a vivid picture of customers being able to request a Volkswagen electric AV taxi or shuttle by the end of the decade, one that may not even include a steering wheel or driver’s seat, according to renderings shown during the presentation.

“Imagine that your grandmother or your eight-year-old son can hop in a Volkswagen cab to visit one another, whenever they want, without mom or dad behind the wheel,” Diess suggested. “You can use one of our mobility apps, and an ID Bus will pick you up and your friends.”

Personal vehicles will be powered by Cariad, which the OEM said will have “level 4 readiness” by 2025. Shared mobility vehicles, like shuttles or taxis, will also be VW-owned and operated, and run on tech developed by AV company Argo AI. Volkswagen closed a $2.6 billion investment in the startup last June.

Europe’s largest automaker anticipates its investments in MaaS will pay off: the company expects annual revenues of over $70 billion in the five largest European markets alone by 2030, Christian Senger, CTO of Volkswagen Commercial Vehicles, said. The autonomous rideshare ID Bus, which is being tested in a pilot project in Munich, will be rolled out as a commercial service in Hamburg in 2025, followed shortly by the U.S.

In line with these estimates, the automaker anticipates BEV sales will account for 25% of sales by 2025 and 50% by 2030. ICE margins will likely come under increased pressure due to declining demand, tighter emissions regulations and comparative tax disadvantages, so Volkswagen plans to decrease its number of ICE models by 60% in Europe by 2030. Cost parity between ICE and BEV should be achieved within two to three years, Antlitz said, thanks to economies of scale and lower factory costs.

It’s an optimistic future, but one in which Volkswagen is fully confident: the company upped its profit target for 2025 to 8-9%, from 7-8%.

“Until 2030, the world of mobility will have seen the greatest transformation since the transition from horses to cars at the beginning of the 20th century,” Diess said. “The future of cars, the future of individual mobility will be bright.”

News: Ring’s latest security updates are good, but still opt-in

Ring, the video doorbell maker dubbed the “largest civilian surveillance network the U.S. has ever seen,” is rolling out new but long overdue security and privacy features. The Amazon-owned company’s reputation was bruised after a spate of account breaches in late 2019, in which hackers broke into Ring user accounts and harassed children in their own

Ring, the video doorbell maker dubbed the “largest civilian surveillance network the U.S. has ever seen,” is rolling out new but long overdue security and privacy features.

The Amazon-owned company’s reputation was bruised after a spate of account breaches in late 2019, in which hackers broke into Ring user accounts and harassed children in their own homes. Then, taking advantage of Ring’s weak security practices, hackers had developed bespoke software to brute-force the passwords on Ring accounts, which at this point were only protected by the user’s password. All the while, there were several caches of Ring user passwords floating around the dark web. Ring initially blamed its users for using weak passwords (like “password” and “12345678,” which Ring allowed users to set as passwords), but a couple of months later the company acknowledged its failings by rolling out mandatory two-factor authentication by text message. It was a good start, aimed at making it more difficult — albeit only slightly — to curb the bulk of automated account hijacks.

But now Ring is going a step further by rolling out app-based two-factor authentication, which many companies already offer (and have for some time) as it provides the far more secure delivery of two-factor codes using an encrypted connection, compared to text messages, which are susceptible to interception.

Ring is also enabling CAPTCHA in its apps to add another hurdle aimed at making automated login attempts more difficult by prompting users to prove they aren’t a robot.

Also announced is the launch of video end-to-end encryption, which Ring first rolled out earlier this year as a technical preview. One of Ring’s most flaunted (though highly controversial) features is allowing users to share video footage directly with more than 1,800 local police departments that are partnered with Ring. That said, police with a search warrant can always just demand the footage from Ring instead. Video end-to-end encryption will mean that any video captured from a Ring device can only be accessed by the account owner — and not Ring, or any of its law enforcement partners.

Ring’s CTO Josh Roth said in a blog post that Ring believes that “our customers should control who sees their videos.” If that were true, Ring would have switched on end-to-end encryption to all users, giving every account owner privacy by default. But that would interfere with the company’s efforts to expand its police partnerships, which in turn help to get Ring devices into the hands of local residents.

Compared to past security updates, which didn’t go nearly far enough, Ring’s new features make meaningful changes that give users the choice to make their accounts more secure and their data private. But the keyword there is “choice,” since users will have to opt-in to the new features. That isn’t unusual in itself; companies seldom force security changes on users fearing that it would add friction to the user experience, though recovering from an account hack because of poor security controls is undoubtedly worse.

Switching to app-based two-factor authentication is easy, just go to Ring’s account settings and switch from codes sent by text message to codes delivered by an authenticator app. We have a whole explainer on why it’s important, why you should use an app, and which apps you might want to use.

But the biggest change Ring users can make is to switch on end-to-end encryption on their accounts by going through the advanced settings of Ring’s control center. Switching on end-to-end encryption won’t limit what you can do with your account or stop you from sharing video footage with friends, family, or the police, but it will give you peace of mind knowing that you will have control of your data and what you do with it, and not Ring.

News: Amperity raises $100M on a $1B+ valuation to help company’s build better profiles of their customers

Cookies and other third-party data sources are going the way of the dodo bird for many companies, regulators and platforms, and that’s giving a new emphasis on technology that will help companies better manage their customer data on their own steam. Today, one of the companies building tools for that end is announcing a big

Cookies and other third-party data sources are going the way of the dodo bird for many companies, regulators and platforms, and that’s giving a new emphasis on technology that will help companies better manage their customer data on their own steam. Today, one of the companies building tools for that end is announcing a big round of funding, underscoring its growth.

Amperity, which provides a customer data platform for its businesses, has raised $100 million in funding at a valuation of over $1 billion. The startup typically works with large, consumer-focused enterprises along the lines of Starbucks, Wyndham Hotels & Resorts, Patagonia and some 100 others, helping them to tap and organize their own data troves better to develop better profiles of their customers.

The Series D funding — led by HighSage Ventures with previous backers Tiger Global Management, Declaration Partners, Madrona Venture Group, and MaderaTechnology Partners also participating — brings the total raised by Amperity to $187 million and comes two years after the company’s Series C of $50 million.

The last year of increased online activity and online shopping has put a much bigger focus on the data that companies are amassing about thier users and how they can better leverage that information to grow further. Amperity said that in 2020, annual recurring revenues were up 100%, partly on the back of that surge of interest in how to tap into customer data, not least because the older way of doing things has fallen out of favor.

Indeed, Kabir Shahani, the CEO who co-founded the company with CTO Derek Slager, believes that the trend away from third-party to first-party data has played and will play a much bigger role in Amperity’s growth longer term.

“Covid certainly ‘helped,’” he said, “but to me the story is less about that and more about how our idea has been validated.”

The idea  he and Slager had been thinking about was the dependency, and problems with, third-party cookies, an issue that has been lingering “for decades,” he said.

“When this idea started percolating, when we looked to start the company, we thought this must have already been solved. It was mind blowing that it hadn’t.” The reason why: data is in too many silos, and it’s not connected, which renders it impossible or at the least very challenging to use.

Amperity’s approach has been to build the connectivity to bring the data together out of its silos, and then to create ways to merge and make it useful. In that regard, it’s not unlike another company that also got some funding today, Quantexa, which originally build something similar to track fraud but is now also going after the customer data platform business as well.

As with Quantexa, Amperity has taken the approach of treating this like a big-data problem that AI can help solve.

“At the root of this is a hard computer science problem, all the disparate data runs off different keys,” he said. Some customer identifiers are based on phone numbers, some on physical addresses, some on email, and so on. “To connect all that you need one single key, but no one had done that before. So we thought, what if we tried to do that using machine learning?” They engaged “the world’s leading researcher in probabilistic data,” who built the models for Amperity, and that’s what powers the service today.

It’s a massive market worth over $114 billion, so it’s no surprise to see investors like Tiger Global looking to get involved.

Amperity represents the future of how customer data can benefit both consumers and businesses by offering the most comprehensive AI-driven CDP on the market today,” said John Curtius, partner at Tiger Global Management. “The company’s technology is bringing outsized value to the biggest and most admired consumer brands in the world. Additionally, they continue to attract exceptional talent at all levels of the company to advance their mission, including the addition of Starbucks CEO Kevin Johnson to its board last year.”

News: WebOps platform Pantheon raises $100M from SoftBank Vision Fund

WebOps SaaS platform Pantheon, which started out as a Drupal and WordPress hosting service many years ago, today announced that it has raised a $100 million Series E round solely funded by the Softbank Vision Fund. With this round, Pantheon has now reached unicorn status, with a valuation of over $1 billion. Pantheon co-founder and

WebOps SaaS platform Pantheon, which started out as a Drupal and WordPress hosting service many years ago, today announced that it has raised a $100 million Series E round solely funded by the Softbank Vision Fund. With this round, Pantheon has now reached unicorn status, with a valuation of over $1 billion.

Pantheon co-founder and CEO Zack Rosen told me that the company wasn’t under any pressure to raise. “It really just helps us accelerate everything that we’re doing,” he said. “We didn’t need the funding. We had plenty of cash in the bank. We were planning to raise in a year or two years down the road. But we have a lot of conviction in and where this industry is going and our customers’ needs are pretty apparent, so we just used this as an opportunity to pull things in by six months to a year and accelerate all the things that were already on our operational plans for the company.”

Image Credits: Pantheon

As Rosen noted, the role of company websites has changed quite a bit since Pantheon launched almost a dozen years ago. While originally, they were mostly about brand building and having a publishing channel, these days, they are directly tied to revenue. “The majority of buying decisions get made before anyone talks to a customer these days,” Rosen said. “All the research is getting done — hopefully — on your company’s website. Any link in an advertisement or link in an email is going to route that customer back to the website. That’s your most important digital product. And so marketers are really starting to think about it like that.”

So while hosting and publishing may be solved problems, driving revenue through a company’s website — and measuring that — is where Pantheon sees a lot of opportunities going forward. Though at the core of the company’s offering, of course, is still its serverless hosting platform and developers remain its core audience. But it’s the collaboration between the marketing teams and developers that is driving a lot of what the company is now investing in. “In order to deliver a best-in-class digital experience — and be able to iterate it every single day and work with designers and developers and website owners and project managers — you need a system of record for that work. You need a solid workflow for those teams,” Rosen noted.

Companies, he argues, are looking for a solid SaaS platform that provides them with those workflows, in addition to the high-performance hosting, CDNs and everything else that is now table stakes for hosting websites. “[Teams] want to stop thinking about this stuff,” he said. “They just want a partner — like any other SaaS application, whether it’s Stripe, Twilio or Salesforce. They just want it to work and not to worry about it. And then, once you have that taken care of, then you can move up into the things that really drive the outcomes these teams care about.”

As for raising from the SoftBank Vision Fund, which features the likes of ByteDance, Perch, Redis Labs, Slack and Arm among its investments (and, infamously, WeWork), Rosen said that Pantheon had its choice of firms, but at the end of the day, SoftBank’s team turned out to be “huge believers in this category,” he said, and could help Pantheon reach the scale it needs to define the WebOps category.

“Digital transformation has accelerated the movement to the cloud for essential business infrastructure. By automating workflows and do-it-yourself with its SaaS offering, we believe Pantheon’s leading platform is transforming how modern website experiences are created,” said Vikas Parekh, Partner at SoftBank Investment Advisers. “We are excited to partner with Zack and the Pantheon team to support their ambition of helping organizations embrace a new and better way of building websites that deliver results.”

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