Tag Archives: Blog

News: Impact raises $150M at a $1.5B valuation as affiliate and other marketing partnerships come into their own

Affiliate marketing may have started as a kind of side hustle for bloggers and others that were making the majority of their revenues through advertising or other channels, but with the rise of influencers and the huge profusion of spon-con on social media, the idea of leveraging a person’s own presence to make some money

Affiliate marketing may have started as a kind of side hustle for bloggers and others that were making the majority of their revenues through advertising or other channels, but with the rise of influencers and the huge profusion of spon-con on social media, the idea of leveraging a person’s own presence to make some money and give a huge sales boost to a product, brand or service has taken on a life of its own. And to underscore that, today a company that’s built a marketplace to help connect people and companies in that larger set of relationships is announcing a big round of funding.

Impact — which has built a partnership management platform that lets brands engage people for influencer and affiliate marketing or wider business development; lets publishers also connect with brands and influencers; and provides the infrastructure both to track that content and collect revenues around it — has closed $150 million in funding on a $1.5 billion valuation.

Qatar Investment Authority (QIA) is leading this round, with Providence Public also participating. The company will be using the funds to continue expanding its partnership network as well as the kinds of tools it builds for brands, agencies and publishers.

Impact runs what it calls a “partnership cloud” — somewhat akin to a “marketing cloud” — that it targets at what it terms the “partnership economy.” Those who use affiliate or influencer marketing to spread the word about their products; those who leverage their personalities or content to do that; and those platforms that house the content can all use Impact to engage with each other, and run their business operations within it.

“We started as a platform that was mostly used in a private marketplace setting,” said David A. Yovanno, Impact’s CEO, in an interview. “We were the first with a product and tech-led product in the affiliate space. We call this category partnerships but we didn’t come up with that term, our customers did after they started to use us in innovative ways.”

Impact has seen a big boom with the rise and increasing ubiquity of influencer marketing and spon-con. In the last year, the New York startup passed $100 million in annual recurring revenue, with its customers a list of some of the biggest names in the worlds of technology, retail and more, including Lenovo, Microsoft, Uber, eBay, Amex, CapitalOne, Disney, NBC’s Peacock, Walmart, Target, lots of D2C brands, and some other really huge tech companies that I’m not allowed to name… In all, its customer list has grown by 50% in the last year.

Spon-con and related marketing techniques have been on an upward trend for years, making gradually bigger dents in the 60% committment that brands typically dedicate to online advertising to get the word out. The last year of Covid-19 living has, perhaps unsurprisingly, worked as a particular boost, however: people spending a lot more time online, and much more time idling hours away on social media rather than engaging in the physical world, has led to a much bigger rush of brands leveraging that landscape to get their names in front of would-be buyers.

The snag in the market that Impact has been building to fix reminds me somewhat of the challenges in the digital music industry: initially, and frankly currently, it remains a challenge for rights owners in the world of music to accurately and efficiently track where and when music gets used, and then to collect revenues based on that, particularly when that music is used across the long tail of user-generated content.

A similar scenario exists in the spon-con world, especially when you consider how video clips are sampled and occasionally go viral, with those re-uses wander far from their origins in the process.

The play that Impact is providing here, therefore, is not just one of accounting and providing a marketplace for entities to discover and engage with one another, but potentially a big data play to track how and where content will be used and engaged with wherever that happens to be. If the space continues to grow as it look like it will, that means a bigger job and more investment needed to track the space.

News: ZoomInfo drops $575M on Chorus.ai as AI shakes up the sales market

ZoomInfo announced this morning it intends to acquire conversational sales intelligence tool Chorus.AI for $575 million. Shares of ZoomInfo are unchanged in pre-market trading following the news, per Yahoo Finance data. Sales intelligence, Chorus’s market, is a hot space that uses AI to “listen” to sales conversations to help improve interactions between salespeople and customers.

ZoomInfo announced this morning it intends to acquire conversational sales intelligence tool Chorus.AI for $575 million. Shares of ZoomInfo are unchanged in pre-market trading following the news, per Yahoo Finance data.

Sales intelligence, Chorus’s market, is a hot space that uses AI to “listen” to sales conversations to help improve interactions between salespeople and customers. ZoomInfo is mostly known for providing information about customers, so the acquisition expands the acquiring company’s platform in a significant way.

The company sees an opportunity to bring together different parts of the sales process in a single platform by “combining ZoomInfo’s historic top-of-the-funnel strength with insights driven from the middle of the funnel in the customer conversations that Chorus captures,” it said in a release.

“With Chorus, the entire organization can make better decisions by surfacing insights and analytics that you would only get if you sat in on every sales or customer success call,” ZoomInfo CEO and founder Henry Schuck said in a blog post announcing the deal.

Ahead of the transaction, ZoomInfo was valued at just under $21 billion.

Chorus looks for what it calls “smart themes” in sales calls, which help managers steer sales teams towards the types of conversation and tone that is likely to drive more revenue. In fact, Chorus holds the largest patent portfolio related to conversational intelligence, according to the company.

Chorus was founded in 2015 and raised over $100 million along the way, according to Pitchbook data. The most recent round was a $45 million Series C last year.

Crunchbase News reports that at the time of its Series C round of funding, Chorus had “doubled its headcount to more than 100 employees and tripled its revenue over the past year.” That’s the sort of growth that venture capitalists covet, making the company’s 2020 funding round a non-surprise.

Notably PitchBook data indicates that the company’s final private valuation was around the $150 million mark; if accurate, it would imply that the company’s last private round was expensive in dilution terms. And that its investors did well in the exit, quickly more than trebling the capital that was last invested, with investors who put capital in earlier doing even better.

But we’re slightly skeptical of the company’s available valuation history given the growth that it claimed at the time of its Series C; it feels low. If that’s the case, the company’s exit multiple would decrease, making its final sale price slightly less impressive.

Of course a half-billion dollar exit is always material, even if venture capitalists in today’s red-hot, and expensive market are more interested in $1 billion exits and larger.

Chorus.ai will likely not be the final exit in the conversational intelligence space. Its rival Gong (often known by its URL, Gong.io) is one of the hotter startups in this space, having raised over $500 million. Its most recent raise was $250 million on a $7.25 billion valuation last month.

The implication of the Chrous.ai exit and Gong’s enormous private valuation is that the application of AI to audio data in a sales environment is incredibly useful, given the number of customers the two companies’ aggregate valuation implies.

News: Perch acquires Web Deals Direct for $100M+ to boost to its Amazon roll-up play

On the heels of raising $775 million earlier this year, Perch has made a big acquisition that will bring on a number of new brands and operations infrastructure to enhance its position in the race to roll up smaller merchants that sell and fulfill sales through Amazon. The company has acquired Web Deals Direct, an

On the heels of raising $775 million earlier this year, Perch has made a big acquisition that will bring on a number of new brands and operations infrastructure to enhance its position in the race to roll up smaller merchants that sell and fulfill sales through Amazon. The company has acquired Web Deals Direct, an Amazon seller that owns 30 brands of its own pulling in $80 million in revenue annually and also operates its own warehouse.

Terms of the deal are not being disclosed but I understand from sources that it was a nine-figure deal valued between $100 million and $200 million.

There are millions of merchants currently on Amazon’s marketplace, leveraging the e-commerce giant’s storefront, search tools, fulfillment infrastructure, payment tools, warehouses and delivery network to sell products to buyers.

Companies like Perch compete against the likes of Elevate Brands (which yesterday announced $250 million in funding), Thrasio, Heyday, SellerX, Branded, Razor Group and many others that are seizing an opportunity to snap up and roll up the more successful of these to bring better economies of scale into the model, while also building technology to better measure and leverage sales analytics and more.

While these companies are, essentially, acting as marketplace consolidators, this latest acquisition is significant because, in a sense, it underscores an interesting shift towards a consolidation of the consolidators themselves.

WDD’s categories span home goods, sports, arts and crafts, pet supplies and office products, and Perch’s VP of acquisitions, Nate Jackson, said Perch was interested in them because they are one of the more successful Amazon merchants. In a market where visibility is based on how well engaged previous buyers are with your products, WDD has picked up some 110,000 reviews and 2.3 million customers.

For WDD the idea is that joining Perch will give it more reach in terms of targeting more customers, and to bring it better analytics leveraging insights and sales from Perch’s other brands, which currently number at around 70 and cover the same categories.

“We took our business from zero to $80 million in sales in 5 short years,” said Adam Feinberg, CEO of Web Deals Direct, in a statement. “But, with Perch, who are proven eCommerce operators, we think the possibilities of growth in the next 5 years are just as exciting. I’ve been so impressed with the caliber of their team, and I trust their long-term vision to steward our business into the next phase of growth. This was a complex deal, but Perch has made the process fair and transparent. I want to thank all of the great Web Deals Direct team members for the organization we’ve built together; our employees could not be in better hands with Perch.”

It’s also a signal of what the next steps might be for these roll-up companies, with Perch gaining a 230,000 square foot warehouse in California and now looking to get more warehouse space on the East Coast. While Amazon might still be an important storefront for visibility, it’s a sign of how these companies may be looking at taking on more of the process themselves on the fulfillment side to grow margins.

“This deal marks a major milestone for Perch,” said Perch founder and CEO, Chris Bell, in a statement. “The complexity and size of the business is a testament to the excellent organization Adam and the entire team at Web Deals Direct have built, and it is a pleasure to work with such inspirational entrepreneurs.”

This is not a completely new area for Perch, and perhaps the writing has always been on the wall that it would eventually bring more fulfillment into its own e-commerce operations to lessen some of the reliance on Amazon.

Before founding Perch, Bell and Perch’s COO designed and built the Wayfair Delivery Network for online furniture company Wayfair — a service that handled 3 million “heavy bulky orders” annually, and did so with a view to speeding up the turnaround time, turning what typically takes a month to deliver into a two-day process. That will be some of what the team now hopes to bring to Perch, it seems.

News: Programming robots to put jackets on people is harder than it looks

If there’s one thing we’ve learned from some of our favorite YouTube shitty robots, it’s that human-robot interaction can be a tricky business. Developing methods to get rigid robotic arms to perform delicate tasks around soft human bodies is easier said than done. This week, a team at MIT’s CSAIL department is showcasing its work

If there’s one thing we’ve learned from some of our favorite YouTube shitty robots, it’s that human-robot interaction can be a tricky business. Developing methods to get rigid robotic arms to perform delicate tasks around soft human bodies is easier said than done.

This week, a team at MIT’s CSAIL department is showcasing its work using robotic arms to help people get dressed. The promise of such technology is clear: helping people with mobility issues perform tasks that many of us take for granted.

Among the biggest hurdles is creating algorithms that are able to navigate around the human form efficiently, without hurting the person it’s trying to help. Preprogrammed modes can run into all sorts of variables, including shapes and human reactions. Overreacting to variables, on the other hand, can effectively freeze the robot, unsure of the best route to take.

So, the team set out to develop a system that could adapt to different scenarios and learn as it goes.

Image Credits: MIT CSAIL

“To provide a theoretical guarantee of human safety, the team’s algorithm reasons about the uncertainty in the human model. Instead of having a single, default model where the robot only understands one potential reaction, the team gave the machine an understanding of many possible models, to more closely mimic how a human can understand other humans,” MIT writes in a blog post. As the robot gathers more data, it will reduce uncertainty and refine those models.”

The team says it will also be researching how human subjects react to these sorts of tasks.

News: Arctic Wolf secures $150M at Series F, tripling its valuation

Arctic Wolf, a managed cybersecurity company that offers “security operations-as-a-concierge” service, has raised $150 million at Series F. This round was led by Viking Global Investors, Owl Rock, and other existing investors, and lands less than a year after the company’s last round of investment when it became the first managed detection and response (MDR)

Arctic Wolf, a managed cybersecurity company that offers “security operations-as-a-concierge” service, has raised $150 million at Series F.

This round was led by Viking Global Investors, Owl Rock, and other existing investors, and lands less than a year after the company’s last round of investment when it became the first managed detection and response (MDR) companies to secure a valuation of over $1 billion. This latest round brings its total amount of funding raised to date to just shy of $500 million, and sees the company’s valuation soar from $1.3 billion to $4.3 billion.

“This is a recognition on our part, and our investors’ part, of the challenge that our industry is facing,” Arctic Wolf CEO Brian NeSmith told TechCrunch.

As a result of this challenging cybersecurity landscape, fueled by pandemic turbulence and a mass shift to remote working, Arctic Wolf has seen impressive growth over the last 12 months. The company, which provides round-the-clock security monitoring for small and mid-sized organizations through its cloud security operations platform, saw its revenues double on rapid platform adoption growth, with nearly 60% of its 3,000 customers using at least three of its security operations solutions. This, the company claims, makes it fastest-growing company at scale in the fastest-growing area of the cybersecurity market.

The company’s headcount has also increased dramatically: the company onboard approximately 400 employees over the past 12 months and plans to add 500 new roles in the coming year. 

The newly-raised funds will be used to keep its momentum going, NeSmith said, and to step up its mergers and acquisitions strategy. Arctic Wolf has made three acquisitions since it was founded 2012 — including cybersecurity vulnerability assessment startup RootSecure in 2018 — and it’s planning to increase this number significantly over the next 12 months.

“We’ve got letters of intent for a couple more, and I expect that over the next year we’ll probably do between 5 and 10 acquisitions,” said NeSmith.

With Series F funding under its belt, Arctic Wolf is now starting to think about its exit strategy. NeSmith tells TechCrunch that while the company is weighing up its options, an IPO is likely the next logical move for the company. 

“I think ultimately the exit is IPO. That’s the most likely outcome,” he says. “Frankly, from some of the companies I’ve seen IPO over the last 3-6 months, we could be a public company today. We’re a little more measured, so we want to realize that not being public is an end point, you’re just changing the way you run the company.”

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News: Female Founder Fund closes third fund with $57M for female, BIPOC founders

Female Founders Fund announced Tuesday the closing of its Fund III after raising $57 million to create what it considers “the largest fund for seed capital specifically for female founders.”

Female Founders Fund announced Tuesday the closing of its Fund III after raising $57 million to create what the seven-year-old New York-based early-stage fund considers “the largest fund for seed capital specifically for female founders.”

The oversubscribed fund is backed by institutional investors including Goldman Sachs, Cambridge Associates, Melinda French Gates’ Pivotal Ventures, Twitter, Plexo Capital and the Doris Duke Charitable Foundation. It also includes investments from 23andMe founder Anne Wojcicki, YouTube CEO Susan Wojcicki and Houseparty co-founder Sima Sistani.

“I firmly believe we are missing out on transformational ideas by not putting resources behind women,” said Melinda French Gates, founder of Pivotal Ventures, in a statement. “I’ve invested in the Female Founders Fund because we need women founders and funders at the table if we want to build a more prosperous and inclusive economy for everyone. New and innovative ideas come from everywhere; we can’t keep looking in the same old packages.”

Fund III brings FFF’s total assets under management to over $95 million since it was formed in 2014 to invest in female-founded technology companies and lifestyle brands. The fund’s portfolio is already 70% invested in BIPOC founders, which stands for Black, Indigenous and people of color, Anu Duggal, founding partner of Female Founders Fund, told TechCrunch.

FFF began raising its third fund in 2020, making its first close just before the global pandemic locked everything down. That didn’t slow down Duggal’s ability to meet potential investors, which she said was done from her kitchen table.

“It was an incredible testament to how fast so much can be done without the flights and in-person meetings, which does take a bunch of time,” she said. “I think investors felt the same because March through June was preoccupied with making sure portfolio companies were in a good spot.”

The new fund is a continuation of FFF’s existing strategy — essentially doubling down on investing in female, women of color and LGBTQ+ founders who are building companies at the seed stage. The biggest differentiator with the third fund is that FFF will be able to increase its check sizes to between $750,000 to $1 million, Duggal said. Half of the fund will go to follow-on funding.

While fundraising over the past 18 months, Duggal said she was inspired by the momentum of female-led companies going public, including Bumble, 23andMe and Figs, which also drove investor backing of the new fund, she added.

Fund III’s fundraising goal is in line with the transition from FFF’s previous funds: Fund I was $6 million and Fund II was $25 million. So far, FFF has invested in more than 50 female-led companies nationwide.

To date, FFF has invested in seven companies from Fund III, including a few that haven’t been announced yet or are in stealth mode. Duggal expects to be able to invest in 25 companies from this fund.

Many of the companies are pre-launch, so there aren’t early successes quite yet, but one of the first investments was in an at-home blood test created by one of Facebook’s female engineers, she said. FFF was able to bring in Anne Wojcicki as an angel investor.

“One of our themes is consumerization of digital health, and this is a great example,” Duggal said. “It can be annoying to have to go get blood drawn, and this is putting the experience and the data in the hands of the consumer.”

The Female Founders Fund is also looking at startups focused on the development of the workplace — tools for employees, small businesses and creators. Most everyone had to adjust to a pandemic working lifestyle, and the firm doesn’t see that ending soon.

Two newer areas of focus are climate change and education. Within education, FFF sees a trend in opportunities for technology to enable senior citizens to remain mentally engaged through continuing education. The firm is also looking at the climate market for technology to replace plastic food containers, refillable solutions, alternatives to meat and ways to record carbon usages on a daily basis.

“From day one, we have been committed to building the largest and most powerful network of female operators in technology,” Duggal added. “We are happy with the support we have received from Anne Wojcicki and Susan Wojcicki, Houseparty and some of our founders, as well as Melinda French Gates. This shows that we are developing something that is unique.”

 

News: Micromobility operator Veo raises $16M to fund U.S. expansion

Shared micromobility operator Veo has raised $16 million in new funding as the company ramps up its expansion plans in the United States. The Series A funding round, which follows permit awards in Santa Monica, San Diego and New York, will be used to expand Veo’s fleet and focus on developing city and community partnerships.

Shared micromobility operator Veo has raised $16 million in new funding as the company ramps up its expansion plans in the United States. The Series A funding round, which follows permit awards in Santa Monica, San Diego and New York, will be used to expand Veo’s fleet and focus on developing city and community partnerships.

Veo, which was founded in 2017, has sought venture funding a bit later in the game than other micromobility companies. Veo’s co-founder and CEO Candice Xie has been vocal about creating a sustainable business model that’s profitable on its own before seeking external funding, which the company says it’s done. But as Veo expands its footprint, it needs the additional funds to purchase the vehicles necessary to deploy in new markets, according to the company. 

“We want to make sure we have very high-quality vehicles as well because vehicle depreciation cost is a huge factor in unit economics, and we have a very good control of that,” Edwin Tan, co-founder and president of Veo, told TechCrunch. “By leveraging our design and supply chain, we want to show that we can continue to develop high quality, long-lasting vehicles.”

The company, which has always designed and manufactured its own electric scooters and bikes rather than partnering with a manufacturer, recently rolled out its newest Astro 4, which Tan said can last about three years. Veo’s previous vehicle generation can last two years.

New features on the vehicle can help greatly reduce operational costs and help users get more for their money, said Tan. The Astro 4 is the first shared e-scooter with turn signals, according to Veo. It will also feature a new lighting feature that asks passerby to “Please pick me up” on the bottom of the board if knocked over — an effort to alert people with disabilities to the presence of the scooter while solving the public nuisance problem. A brighter headlight, decklight and taillight have also been added along with and other features like improved suspension and IoT will be helpful in keeping costs down, Tan said.

“We are expanding out R&D budget,” said Tan. “We want to make sure we can create new technology or a new product that can solve for new form factors. We believe this industry is still very early, and think we can create more form factors and really change how people move around with different vehicles. That unmet demand is really important for us.”

Veo averages one new vehicle each year, according to Tan. The company plans to launch a new vehicle in the first quarter of 2022 that will solve for the “winter problem” and overcome the seasonality of rides. The company said it already has a solution for that but isn’t ready to share more details. 

Veo also wants to address the needs of people who don’t feel safe or comfortable riding a stand-up kick scooter or a bike. Veo’s Cosmo model, which is a sit-down scooter design, is an example of the company’s attempt to meet that demand. Veo plans to offer additional models that are accessible to a wider range of people, a move that aligns with requests from cities. 

The funding round was led by Autotech Ventures, with participation from UP Partners, FJ Labs and Interplay Ventures.

News: Product-led sales startup Endgame raises over $17M

Endgame, enabling software companies to turn customer observations into go-to-market strategies, raised a total of $17 million raised in back-to-back seed and Series A funding rounds.

Endgame, enabling software companies to turn customer observations into go-to-market strategies, announced Tuesday it raised a total of $17 million in back-to-back seed and Series A funding rounds.

The $12.25 million Series A was led by Menlo Ventures, while the $5 million seed round was led by Upfront Ventures. Also participating in the round are a group of investors including Todd and Rahul’s Fund, Liquid 2 Ventures and Gainsight CEO Nick Mehta.

Los Angeles-based Endgame was founded in 2020 and provides a self-service look at what’s happening in a software trial so that a sales team can prioritize accounts based on user behavior signals and act on them faster without having to be a data scientist or engineer.

Company CEO Alex Bilmes told TechCrunch that the concepts of product-led sales and product-led growth have taken over the sale of software. Today’s customers sign up for a trial, and if they like it, they invite their friends to try it.

However, at a certain point, some sales pressure is needed to close the deal. That’s where Endgame comes in: It shows who is doing what, and what features are being used — data that is typically opaque to sales and revenue teams.

Traditional customer relationship management systems are designed to be user-driven, meaning the sales rep is responsible for adding notes. It’s simpler if a rep only has a few accounts, but across tens of millions of users, Endgame analyzes the data and identifies which accounts are most likely to convert, who are the users to engage, what makes a good customer and how to take action with the right people.

Endgame is not competing against other companies so much as in-house developers that are cobbling a bunch of apps together in efforts to create a system that works for them, Bilmes said.

“Most of this is solved with do-it-yourself,” he added. “I have built Endgame a number of times at other companies using databases and other piece-meals to put together something so I could mash data from lots of places and build subscriptive views for revenue teams. We compete with those data scientists and internal teams stitching together horizontal tools.”

Endgame is pre-revenue and is already catering to a group of beta customers like Figma, Loom, Airtable, Clubhouse, Mode, Retool and Algolia that are looking for a dedicated software platform to capture product-led value.

Bilmes said the customer relationship management market, both huge and fast-growing at 35% annually, is expected to reach $114 billion by 2027. To meet demand, he intends to use the new funds to continue hiring aggressively. He has already tripled the size of the team to nine in the past few months, and expects to double that in the coming year. In addition, funds will go toward R&D and to further define the product-led sales landscape.

Growth over the next year will be customer-focused as Endgame works to get into the hands of the right customers and making it as accessible as possible for people to begin doing product-led motions.

“Our efforts are product-focused,” Bilmes said. “We’ve seen more demand than we can possibly hope to fill given the problem is so real for so many.”

As part of the investment, Upfront Ventures Partner Kara Nortman and Menlo Ventures Partner Naomi Ionita will join Endgame’s board of directors. Sandhya Hegde, partner at Unusual Ventures, which also participated in both rounds, joins as a board observer to create an all-women investor board.

When Endgame was raising its seed fund, it wanted to work with Nortman, who has expertise in applying consumer concepts to enterprise, Bilmes said. When it came to the Series A, Bilmes said he felt Ionita was the perfect partner due to her similar background to Bilmes and expertise in teaching salespeople how to engage.

Ionita told TechCrunch she learned about Endgame from Nortman, with whom she has invested in other startups. The company understands the pain point and is also providing something self-serve that gives the “why and how.”

“This intelligence doesn’t exist, and I know that because I lived it — building in-house or seeing companies flying blind,” she added. “Alex just gets this, and I see Endgame being the system of record and intelligence for bridging self-serve. They will be the final bridge that needs to exist between product teams and product-facing sales reps for which accounts to address and why.”

 

News: Remote raises $150M on a $1B+ valuation to manage payroll and more for organizations’ global workforces

For many of us, going to work these days no longer means going into a specific office like it used to; and today one of the startups that’s built a platform to help cater for that new, bigger world of employment — wherever talent might be — is announcing a major round of funding on

For many of us, going to work these days no longer means going into a specific office like it used to; and today one of the startups that’s built a platform to help cater for that new, bigger world of employment — wherever talent might be — is announcing a major round of funding on the back of strong demand for its tools.

Remote, which provides tools to manage onboarding, payroll, benefits and other services for tech and other knowledge workers located in remote countries — be they contractors or full-time employees — has raised $150 million. Job van der Voort, the Dutch-based CEO and co-founder of New York-based Remote, confirmed in an interview that funding values Remote at over $1 billion.

Accel is leading this Series B, with participation also from previous investors Sequoia, Index Ventures, Two Sigma, General Catalyst and Day One Ventures.

The funding will be used in a couple of areas. First and foremost, it will go towards expanding its business to more markets. The startup has been built from the ground up in a fully-integrated way, and in contrast to a number of others that it competes with in providing Employer of Record services, Remote fully owns all of its infrastructure. It now provides its HR services, as fully-operational legal entities, for 50 countries has a target of growing that to 80 by the end of this year. The platform is also set to be enhanced with more tools around areas like benefits, equity incentive planning, visa and immigration support and employee relocation.

“We are doubling down on our approach,” Van der Voort said. “We try to fully own the entire stack: entity, operations, experts in house, payroll, benefits and visa and immigration — all of the items that come up most often. We want to to build infrastructure products, foundational products because those have a higher level of quality and ultimately a lower price.”

In addition, Remote will be using the funding to continue building more tools and partnerships to integrate with other providers of services in what is a very fragmented human resources market. Two of these are being announced today to coincide with the funding news: Remote has launched a Global Employee API that HR platforms that focus on domestic payroll can integrate to provide their own international offering powered by Remote. HR platform Rippling (Parker Conrad’s latest act) is one of its first customers. And Remote is also getting cosier with other parts of the HR chain of services: applicant tracking system Greenhouse now integrating with it to help with the onboarding process for new hires.

$150 million at a $1 billion+ valuation is a very, very sizable Series B, even by today’s flush-market standards, but it comes after a bumper year for the company, and in particular since November last year when it raised a Series A of $35 million. In the last nine months, customer numbers have grown seven-fold, with users on the platform increasing 10 times. Most interestingly, perhaps, is that Remote’s revenues — it’s packages start at $149 per month but go up from there — have increased by a much bigger amount: 65x, the company said. That basically points to the fact that engagement from those users — how much they are leaning on Remote’s tech — has skyrocketed.

Although there are a lot of competitors in the same space as Remote — they include a number of more local players alongside a pretty big range of startups like Oyster (which announced $50 million in funding in June), Deel, which is now valued at $1.25 billionTuring; Papaya Global (now also valued at over $1 billion); and many more — the opportunity they are collectively tackling is a massive one that, if anything, appears to be growing.

Hiring internationally has always been a costly, time-consuming and organizationally-challenged endeavor, so much so that many companies have opted not to do it at all, or to reserve it for very unique cases. That paradigm has drastically shifted in recent years, however.

Even before Covid-19 hit, there was a shortage of talent, resulting in a competitive struggle for good people, in company’s home markets, which encouraged companies to look further afield when hiring. Then, once looking further afield, those employers had to give consideration to employing those people remotely — that is, letting them work from afar — because the process of relocating them had also become more expensive and harder to work through.

Then Covid-19 happened, and everyone, including people working in a company’s HQ, started to work remotely, changing the goalposts yet again on what is expected by workers, and what organizations are willing to consider when bringing a new person on board, or managing someone it already knows, just from a much farther distance.

While a lot of that has played out in the idea of relocating to different cities in the same country — Miami and Austin getting a big wave of Silicon Valley “expats” being two examples of that — it seems just a short leap to consider that now that sourcing and managing is taking on a much more international provide. A lot of new hires, as well as existing employees who are possibly not from the US to begin with, or simply want to see another part of the world, are now also a part of the mix. That is where companies like Remote are coming in and lowering the barriers to entry by making it as easy to hire and manage a person abroad as it is in your own city.

“Remote is at the center of a profound shift in the way that companies hire,” said Miles Clements, a partner at Accel, in a statement. “Their new Global Employee API opens up access to Remote’s robust global employment infrastructure and knowledge map, and will help any HR provider expand internationally at a speed impossible before. Remote’s future vision as a financial services provider will consolidate complicated processes into one trusted platform, and we’re excited to partner with the global leader in the quickly emerging category of remote work.”

And it’s interesting to see it now partnering with the likes of Rippling. It was a no-brainer that as the latter company matured and grew, that it would have to consider how to handle the international component. Using an API from Remote is an example of how the model that has played out in communications (led by companies like Twilio and Sinch) and fintech (hello, Stripe), also has an analogue in HR, with Remote taking the charge on that.

And to be clear, for now Remote has no plans to build a product that it would sell directly to individuals.

“Individuals are reaching out to us, saying, ‘I found this job and can you help me and make sure I get paid?’ That’s been interesting,” Van der Voort said. “We thought about [building a product for them] but we have so much to do with employers first.” One thing that’s heartening in Remote’s approach is that it wouldn’t want to provide this service unless it could completely follow through on it, which in the case of an individual would mean “vetting every major employer,” he said, which is too big a task for it right now.

In the meantime, Remote itself has walked the walk when it comes to remote working. Originally co-founded by two European transplants to San Francisco, the pair had first-hand experience of the paradoxical pains and opportunities of being in an organization that uses remote workforces.

Van der Voort had been the VP of product for GitLab, which he scaled from 5 to 450 employees working remotely (it’s now a customer of Remote’s); and before co-founding Remote CTO Marcelo Lebre had been VP of engineering for Unbabel — another startup focused on reducing international barriers, this time between how companies and global customers communicate.

Today, not only is the CEO based out of Amsterdam in The Netherlands and CTO in Lisbon, Portugal, but New York-based Remote itself has grown to 220 from 50 employees, and this wider group has also been working remotely across 47 countries since November 2020.

“The world is looking very different today,” Van der Voort said. “The biggest change for us has been the size of the organization. We’ve gone from 50 to more than 200 employees, and I haven’t met any of them! We have tried to follow our values of bringing opportunity everywhere so we hire everywhere as we solve that for our customers, too.”

News: Google fined $592M in France for breaching antitrust order to negotiate copyright fees for news snippets

France has hit Google with a fine of half a billion euros after finding major breaches in how it negotiated with publishers to remunerate them for reuse of their content — as is required under a pan-EU reform of digital copyright law which extended neighbouring rights to news snippets. The size of the fine is

France has hit Google with a fine of half a billion euros after finding major breaches in how it negotiated with publishers to remunerate them for reuse of their content — as is required under a pan-EU reform of digital copyright law which extended neighbouring rights to news snippets.

The size of the fine is notable as it’s over half of the entire $1BN news licensing pot that Google announced last October — when it said it would be paying news publishers “to create and curate high-quality content” to appear on its platforms.

At the time, the move that looked intended to shrink Google’s exposure to legal mandates to pay publishers for content reuse by pushing them to accept commercial terms which give it broad rights to ‘showcase’ their content.

France’s watchdog has now called out — and sanctioned — the practice.

The half a billion euro penalty is also notable for being considerably more than Google had already agreed to pay French publishers, according to Reuters — which reported, back in February, that the tech giant had inked a deal with a group of 121 publishers to pay them just $76M over three years.

France’s competition authority said today that it’s applying the sanction of €500 million ($592M) against the tech giant for failing to comply with a number of injunctions related to its earlier, April 2020 decision — when the watchdog ordered Google to negotiate in good faith with publishers to remunerate them for displaying their protected content.

Initially, Google sought to evade the neighbouring news right by stopping displaying snippets of content alongside links it showed in Google News in France. But the watchdog found that was likely to be an abuse of its dominant position — and ordered Google to stop circumventing the law and negotiate with publishers to pay for the reuse in good faith.

The Autorité de la Concurrence is not happy with how Google has gone about this, though.

A number of publishers complained to it that the negotiations were not carried out in good faith and that Google did not provide them with key information necessary to inform payments.

The Syndicate of magazine press publishers (SEPM), the Alliance de Presse d’Information Générale (APIG) and Agence France Presse (AFP) made complaints in August/September 2020 — kicking off the investigation by the watchdog and today’s announcement of a major penalty.

Further fines — of up to €900,000 per day — could be headed Google’s way if it continues to breach the watchdog’s injunctions and fails to supply publishers with all the required information within a new two-month deadline.

In a press release detailing its investigation, the Autorité said Google sought to unilaterally impose its global news licensing product, aka ‘Showcase’, under a partnership the tech giant calls Publisher Curated News — in negotiations with publishers — pushing for the legal neighbouring right to be incorporated as “an ancillary component with no separate financial valuation”.

Publishers requests to break out copyright remuneration negotiations were denied, per the watchdog’s investigation.

It also found Google “unjustifiably” reduced the scope of negotiations with regard to the scope of income derived from the display of protected news content — with Google telling publishers that only advertising income from Google Search pages posting news content should be taken into account in determining the level of remuneration due.

The authority found this exclusion of income from other Google services and all indirect income related to this content to be in breach of the copyright law and its earlier compliance order.

Google also “deliberately circumscribed” the scope of the law on neighboring rights by excluding titles that do not have a Political and General Information certificate — which the watchdog couched as a “bad faith” interpretation of the code on intellectual property.

It also found the tech giant sought to exclude press agencies from renumeration related to their content when used by third party publishers — highlighting that as another breach of its April 2020 decision, by further noting: “The French legislator has been very explicit on the need to include press agencies.”

In another finding, it said Google had only provided publishers with “partial” and “insufficient” information for a “transparency assessment of renumeration due”; and further accused the tech giant of delaying until just a few days before the injunction deadline to provide it — so of being “late” too.

The authority’s investigation highlights compliance problems with another injunction — related to an obligation of neutrality in how protected content is presented on Google’s platforms — with the watchdog writing on that: “The strategy put in place by Google has thus strongly encouraged publishers to accept the contractual conditions of the Showcase service and to renounce negotiations relating specifically to the current uses of protected content, which was the subject of the Injunctions, under penalty of seeing their exposure and their remuneration degraded compared to their competitors who would have accepted the proposed terms. Google cannot therefore claim to have taken the necessary measures to prevent its negotiations from affecting the presentation of protected content in its services.”

Another injunction sought to prevent Google from seeking to leverage its dominance by offsetting remunerations paid to publishers for the neighbouring rights.

On this the watchdog also took issue with its approach — noting that its Showcase product requires publishers to make not just snippets of their content available for display on Google’s platforms but “large extracts” and even whole articles.

It also found that Google linked participation in the Showcase program to subscription to another service called Subscribe with Google (SwG) — enabling it to link negotiation on neighboring rights with the subscription of new services that could financially benefit its business.

Under a subhead which denounces what it found as “extremely serious practices”, the authority goes on to accuse Google of “a deliberate, elaborate and systematic strategy of non-compliance” — and of continuing an already years-long “opposition strategy” to the principle of neighbouring rights; and then, after they’d been baked into EU and French law, seeking to “minimize the concrete scope of those rights as much as possible”.

Google has, the authority asserts, sought to use a global strategy to close down publishers’ ability to negotiate for remuneration for their content reuse at a national level — using its Showcase product as a cloak for “avoiding or limiting as much as possible” payments to publishers; and, simultaneously, seeking to use negotiations on neighboring rights as an opportunity to obtain access to new content by press publishers that could allow it to collect additional income, such as from subscriptions to press titles.

“The sanction of 500 million euros takes into account the exceptional seriousness of the breaches observed and that the behavior of Google has further delayed the proper application of the law on neighboring rights, which aimed to better take into account the value of content from publishers and news agencies included on the platforms. The Authority will be extremely vigilant about the correct application of its decision, as non-execution can now lead to periodic penalty payments,” added the watchdog’s president, Isabelle de Silva, in a statement (which we’ve translated from French).

The half a billion euro fine and the warning to Google that its practices will attract daily fines if it persists in ignoring the injunctions put the tech giant on notice that the detail of commercial deals won’t be allowed to fly under the radar in France.

Any more attempts to shape a self-serving version of ‘compliance’ are likely to attract further sanction from the watchdog — which also recently applied a number of interoperability requirements on Google’s ad business (and slapped it with a $268M fine), also acting on complaints from publishers.

While anything Google agrees to in France on the neighbouring rights issue is likely to set the bar for what it can achieve with commercial deals elsewhere — at least in other EU markets, where the copyright extension also applies (once it’s been transposed into a Member State’s national law).

In a statement responding to the authority’s sanction, Google expressed disappointment with the outcome of the investigation — claiming to have acted in good faith throughout negotiations with publishers:

“We are very disappointed with this decision — we have acted in good faith throughout the entire process. The fine ignores our efforts to reach an agreement, and the reality of how news works on our platforms. To date, Google is the only company to have announced agreements on neighbouring rights. We are also about to finalize an agreement with AFP that includes a global licensing agreement, as well as the remuneration of their neighbouring rights for their press publications.”

The tech giant went on to suggest that the authority’s decision is “primarily” related to negotiations in France which took place between May and September 2020, further claiming it has continued to engage with publishers and press agencies since then to find “solutions”.

By way of example it pointed to a January 2021 framework agreement inked with the Alliance de la Presse d’Information Générale — which it claims covers every IPG title (Information de Presse Générale) in a “transparent and non-discriminatory way”. It also pointed to agreements it has inked with other publications in the market, including Le Monde, Courrier International, L’Obs, Le Figaro, Libération, and L’Express.

Google also reiterated its confident it can sign a global licensing agreement with Agence France Presse — which it said it also wants to include remuneration of neighbouring rights for press publications from the agency.

“Our objective remains the same: We want to turn the page with a definitive agreement,” it added, saying it would take the French Competition Authority’s “feedback into consideration and adapt our offers” and that: “We are already engaging with press publishers and agencies beyond IPG, by covering publications that are recognised by the CPPAP as ‘online press services’, and we reiterate our offer to have an independent third party in a position to evaluate our offers and allow us to base our discussions on facts.”

Other major fines for Google in France in recent years include the aforementioned $268M for adtech abuses last month; $120 for dropping tracking cookies without consent back in December; $166M in December 2019 for opaque and inconsistent ad rules; and $57M for privacy violations in January 2019.

Beyond the EU, Australia recently passed a law which requires tech giants, Google and Facebook, to enter mandatory arbitration with publishers for reuse of their content if they fail to agree commercial terms on their own.

Its law has attracted considerable attention worldwide as legislators grapple with how to rein in powerful tech platforms and ensure the sustainability of traditional news businesses whose revenues have been hit by the Internet-driven shift to digital publishing.

The UK’s Competition and Markets Authority has, for example, described Australia’s backstop of mandatory arbitration if commercial negotiations fail as a “sensible” approach — at at time when the government is working on shaping an ex ante regulation regime to enable competition authorities to pro-actively tackle abuses by platforms with strategic market power.

Ahead of Australia’s law being passed, Google had warned that it might have to close its services in the country if legislators went ahead and also suggested the quality could degrade or that it may have to start to charge for products. In the event, it did not shut up shop down under.

The tech giant was also an active lobbyist against the EU’s plan to extend digital copyright to cover snippets of news content — and, as recently as 2019, it was vowing never to pay for news.

A few years later it announced the $1BN pot to pay publishers to licence content. But Google’s eventual bill for its ad business piggybacking upon others’ journalism may be rather larger than that.

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