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News: Jeeves emerges from stealth with $131M in debt and equity and a16z as a lead investor

Jeeves, which is building an “all-in-one expense management platform” for global startups, is emerging from stealth today with $131 million in total funding, including $31 million in equity and $100 million in debt financing.  The $31 million in equity consists of a new $26 million Series A and a previously unannounced $5 million seed round.

Jeeves, which is building an “all-in-one expense management platform” for global startups, is emerging from stealth today with $131 million in total funding, including $31 million in equity and $100 million in debt financing. 

The $31 million in equity consists of a new $26 million Series A and a previously unannounced $5 million seed round.

Andreessen Horowitz (a16z) led the Series A funding, which also included participation from YC Continuity Fund, Jaguar Ventures, Urban Innovation Fund, Uncorrelated Ventures, Clocktower Ventures, Stanford University, 9 Yards Capital and BlockFi Ventures.

A high-profile group of angel investors also put money in the round, including NFL wide receiver Larry Fitzgerald and the founders of five LatAm unicorns — Nubank CEO David Velez, Kavak CEO Carlos Garcia, Rappi co-founder Sebastian Mejia, Bitso CEO Daniel Vogel and Loft CEO Florian Hagenbuch. Justo’s Ricardo Weder also participated in this round and Plaid co-founder William Hockey put money in the $5 million seed funding that closed in 2020 after the company completed the YC Summer 2020 batch.

The “fully remote” Jeeves describes itself as the first “cross country, cross currency” expense management platform. The startup’s offering is currently live in Mexico — its largest market — as well as Colombia, Canada and the U.S., and is currently beta testing in Brazil and Chile. 

Dileep Thazhmon and Sherwin Gandhi founded Jeeves last year under the premise that startups have traditionally had to rely on financial infrastructure that is local and country-specific. For example, a company with employees in Mexico and Colombia would require multiple vendors to cover its finance function in each country — a corporate card in Mexico and one in Colombia and another vendor for cross-border payments.

Image Credits: Left to right: Jeeves co-founders Dileep Thazhmon and Sherwin Gandhi

Jeeves claims that by using its platform, any company can spin up their finance function “in minutes” and get access to 30 days of credit on a true corporate card, noncard payment rails, as well as cross-border payments. Customers can also pay back in multiple currencies, reducing FX (foreign transaction) fees.

“We’re building an all-in-one expense management platform for startups in LatAm and global markets — cash, corporate cards, cross-border — all run on our own infrastructure,” Thazhmon said. 

“We’re really building two things — an infrastructure layer that sits across banking institutions in different countries. And then on top of that, we’re building the customer-, or end user-facing app,” he added. “What gives us the ability to launch in countries much quicker is that we own part of that stack ourselves, versus what most fintechs would do, which is plug into a third-party provider in that region.” 

Image Credits: Jeeves

Indeed, the company has seen rapid early growth. Since launching its private beta last October, Jeeves says it has grown its transaction volume (GTV) by 200x and increased revenue by 900% (albeit from a small base). In May alone, Jeeves says it processed more transaction volume than the entire year to date, and more than doubled its customer base. It says that “hundreds of companies,” including Bitso, Belvo, Justo, Runa, Worky, Zinboe, RobinFood and Muncher, “actively” use Jeeves to manage their local and international spend. On top of that, it says, the startup has a waitlist of more than 5,000 companies — which is part of why the company sought to raise debt and equity.

The shift to remote work globally due to the COVID-19 pandemic has played a large role in why Jeeves has seen so much demand, according to Thazhmon.

“Every company is now becoming a global company, and the service to employees in two different countries requires two different systems,” he said. “And then someone’s got to reconcile that system at the end of the month. This has been a big reason why we’re growing so fast.”

One of Jeeves’ biggest accomplishments so far, Thazhmon said, has been receiving approval to issue cards from its own credit BIN (bank identification number) in Mexico. It can also run SPEI payments directly on its infrastructure. (SPEI is a system developed and operated by Banco de México that allows the general public to make electronic payments.)

“This gives us a lot of flexibility and allows us to offer a truly unique product to our customers,” said Thazhmon, who previously co-founded PowerInbox, a
Battery Ventures-backed MarTech company that he says grew to $40 million in annual revenue in three years.

Jeeves says it will use the fresh capital to onboard new companies to the platform from its waitlist, scale its infrastructure to cover more countries and currencies as well as do some hiring and expand its product line.

A16z General Partner Angela Strange, who is joining Jeeves’ board as part of the investment, is extremely bullish on the startup’s potential.

Strange says she met Thazhmon about a year ago and was immediately intrigued.

“Not only were they working to provide the financial operating system within a country, starting in Mexico, they were designing their software platform to scale across multiple countries,” she said. “Finally — a multicountry/currency expense management & payouts platform, where increasingly companies have employees and operations in multiple countries from the start and can use a single company to manage their financials.”

Strange, who has been investing in Latin America for the past few years, notes that most companies in the region are unable to get a corporate credit card.

“That’s only the tip of the iceberg,” she told TechCrunch. “It’s cumbersome for companies to make bank to bank payouts, handle wires, and they usually also have expenses in the U.S. (and often other countries) so there is also FX. And they manage multiple bank accounts. Not only is paying hard, reconciliation on the backend takes weeks.”

As such, Strange said, with every country having their own bank transfer system, rules around who can issue a credit card, approved payment processors, currencies and bank accounts — payments and expense management across countries can be complex.

Jeeves, according to Strange, “gets as close to the networks/payment rails as possible” since it has its own issuing credit BIN versus needing to connect through legacy players.

Providing an orchestration layer on top of all the rails gives Jeeves the ability “to handle all the payment and reconciliation complexity” so “their customers don’t have to think about it,” she added.

 

News: Why sports tech is bigger than a game

Hello and welcome back to Equity, TechCrunch’s venture capital-focused podcast, where we unpack the numbers behind the headlines. For this week’s deep dive, Alex and Natasha dug into the burgeoning of sports media, sports gaming, and fantasy sports world today through the lens of some early-stage startups. Naturally, the Equity team is what comes to mind when you consider

Hello and welcome back to Equity, TechCrunch’s venture capital-focused podcast, where we unpack the numbers behind the headlines.

For this week’s deep dive, Alex and Natasha dug into the burgeoning of sports media, sports gaming, and fantasy sports world today through the lens of some early-stage startups. Naturally, the Equity team is what comes to mind when you consider the correct and right people to discuss sports. We are here to back up your priors.

Jokes aside, we had a good time digging into the following:

  • THE GIST raised $1 million. Both Natasha and Alex were very bullish on the company’s product, focus, and market. Especially in light of some recent media deals that have kept our hearts aflutter over the last few quarters.
  • Blaseball raised $3 million. Whether it is blah-ZAY-ball, or BLACE-ball, the Equity team thinks that having fantasy fantasy sports is meta, good fun, and perhaps appeal-broadening the larger, somewhat hoary world of baseball. Also baseball could use more whimsy in general.
  • And the fantasy talk continued as we got to cricket, which is a massively adored and obsessed over sport in India especially. Earlier this year, Dream11’s parent firm raised $225 million at an over $2.5 billion valuation to build an end-to-end sports tech company around the sport.

We’d venture out to say we are probably the only tech podcast this week that found an angle to riff on within sports and donuts, which is why we love our jobs and why we hope you love the show. Surprises keep things fun, and much love to our producers, Chris and Grace, for constantly sourcing creative material that may have flown under the radar otherwise.

Back Friday!

Equity drops every Monday at 7:00 a.m. PST, Wednesday, and Friday morning at 7:00 a.m. PST, so subscribe to us on Apple PodcastsOvercastSpotify and all the casts.

News: Taking Lyft’s new e-bike for a spin

The bike had none of the usual signage when I took it for a spin around the chaotic and construction-filled streets of Manhattan. It very much looked like a prototype, with visible soldering on the joints and a not-quite-complete AV system. But it handled well, when merging in and out of traffic — and at

The bike had none of the usual signage when I took it for a spin around the chaotic and construction-filled streets of Manhattan. It very much looked like a prototype, with visible soldering on the joints and a not-quite-complete AV system. But it handled well, when merging in and out of traffic — and at the end of the day, that’s the most important thing.

Pilots for Lyft’s new e-bike begin this month. The ride-hailing service will begin offering units in cities where it operates, starting with San Francisco, then Chicago and New York. The locations will be somewhat randomized, as a kind of “Easter egg” system where users will randomly stumble on the shiny new electric bicycles. If you’re lucky enough to experience one in the wild, Lyft will shoot you an email, asking how your experience was.

Mine was pretty good, all told — but for that moment I got clipped by a delivery driver. But that’s life in the big city — and I was probably making too wide a turn, my first time on the 80-pound e-bike (20 pounds more than their predecessor). The weight of the thing (owing primarily to a massive new battery on the downtube) concerned me at first, but the bike handles surprisingly well. The pedal assist is smooth and seamless. At a cruising speed, I found that I only had to pump a few times per block.

Image Credits: Lyft

The ride was limited — almost entirely on flat ground, meaning I didn’t get to experience many of the automated gear shifts, nor really put the pedal assist to test riding up a bridge on ramp or one of San Francisco’s notorious hills. All told, the gears shifted probably two or three times during the ride. It was noticeable, but fairly smooth.

The new bikes arrive not long after Lyft deployed their last e-bike fleet (though those were not without incident). Still, the company says it essentially built these from scratch.

“There are a ton of mom and pop as well as large-scale consumer vendors for e-bikes. But a fleet e-bike is a drastically different thing,” product manager Gary Shambat told TechCrunch. “They might look similar on the outside, but the wear and tear and the vandalism cases are so supremely different that you can’t just take an existing product, patch it up in a few ways, throw on a connected module and call it a day.”

Image Credits: Lyft

The pedal assist is powered by a 500W motor and a pretty massive battery the company says is capable of a 60-mile range — meaning it should be able to get through a couple of rides without needing a full charge. All of that is monitored by a system of sensors designed to send out alerts when there’s an issue with the battery or breaks.

The white body is reflective and there’s an LED ring light up front that can change colors. The company says it’s testing different applications, beyond a simple headlight and bike locator. The ring is segmented and can turn various colors, so something like turn signals could make sense going forward. There are nice little touches throughout, as well — like the hand-bar grip, which is designed to look like tiny mustaches as a nod to that odd accoutrement from the service’s early days.

Lyft currently operates bike-sharing in nine markets.

News: Synctera raises $33M Series A to pair fintechs with banks

Synctera, which aims to serve as a matchmaker for community banks and fintechs, has raised $33 million in a Series A round of funding led by Fin VC. The raise comes just under six months after the fintech raised $12.4 million in a seed round of funding. New investors Mastercard and Gaingels also participated in

Synctera, which aims to serve as a matchmaker for community banks and fintechs, has raised $33 million in a Series A round of funding led by Fin VC.

The raise comes just under six months after the fintech raised $12.4 million in a seed round of funding.

New investors Mastercard and Gaingels also participated in the latest round, which included follow-on investments from Lightspeed Venture Partners, Diagram Ventures, SciFi Ventures and Scribble Ventures. Several angel investors put money in the Series A including Omri Dahan, Marqeta’s Chief Revenue Officer, Feedzai Chairman and CEO Nuno Sebastiao and Greenlight co-founder and CEO Tim Sheehan. 

Alongside the Series A, Synctera is also announcing its commitment to the new Cap Table Coalition – which includes funding from Gaingels, Neythri Futures Fund, Plexo Capital and over 20 angels – alongside other startups by allocating 10% of all funding rounds to “traditionally marginalized,” or underrepresented, investors via an SPV. (Fellow fintech Finix led the initiative earlier this year before forming this coalition but more on that later).

“This has exposed us to find great folks who we otherwise might not have known,” said Synctera’s co-founder and CEO Peter Hazlehurst. “That’s why we pledge to reserve 10% of this round and all future rounds to diverse investors.”

In a nutshell, San Francisco-based Synctera has developed a platform designed to help facilitate partnership banking. It was founded on the premise that some community banks and credit unions are actually turning down deals with young fintechs because the relationships can be too complicated or time-consuming to manage. Synctera’s goal is to connect community banks and fintechs to streamline the process with its “Banking-as-a-Service” (BaaS) platform.

TechCrunch recently caught up with Hazlehurst, who most recently served as former head of Uber Money and previously also led development of Google Wallet and products related to its payments system.

Put simply, Synctera wants to make it easier for community banks and fintechs to partner with each other. It examines banks’ needs and then sets them up with a fintech that is best suited to meet those needs. It claims to “do the work for both parties,” managing the partnership from its back-end platform, while dealing with issues like regulatory compliance, which can be a deterrent for some companies. The process of managing, reconciling and billing banks can result in “a lot of operational overhead and complexity,” according to the company.

The company says it’s built a “diverse” marketplace of banks and fintech companies so that it can apply a “personalized touch to each match” and make sure that the parties “align on geography, brand ethos, and desired business goals.”

So far, Synctera has signed three banks with plans to sign on three more this month. The startup has already paired Coastal Community Bank – a local bank serving the greater Puget Sound community – with One, a new digital banking platform, and Ellevest, a new fintech. 

By using Synctera’s platform, the company claims, banks can more freely allow their fintech counterparts to offer FDIC-insured mobile checking, debit cards, savings accounts or innovations in payments to their prospective customers, the company claims. They can also make more money doing so, Hazlehurst said, by bringing in more revenue beyond interchange fees.

“Like most small businesses, community banks have been hit hard by COVID-19,” he added. “We hope to further diversify community banks’ revenue streams.”

Banks can also more easily manage multiple relationships with various fintechs as the companies agree to adopt Synctera’s tech stack, the company claims.

“We build a single dashboard for a bank, so there’s a consolidated position across all fintechs,” Hazlehurst told me at the time of the company’s last raise. “It’s all about visibility for the bank.”

Currently Synctera has about 50 employees, including about two dozen engineers, most of whom are located in Canada, Hazlehurst said. The company plans to ramp up to 160 employees by year’s end with a focus on engineering, sales, marketing and customer success staff.

Looking ahead, Hazlehurst predicts that the fourth quarter will be “all about support for small business fintechs.”

“We want to create a neobank for gig economy workers, and want to add lending as a service,” he said. “But our next big phase is to onboard a lot of fintechs, and learn from them.”

Logan Allin, managing general partner and founder at Fin VC, believes that Banking-as-a-Service in general will transform legacy national and regional banks, credit unions, fintecs, corporate tech and retailers alike “as these players either seek to vertically integrate financial services or accelerate their digitization process.”

Synctera, he adds, has taken an approach with its tech stack that allows for integration with legacy community banks and their respective cores. This, Allin believes, will help ensure a “cloud native and scalable model” and made it an attractive investment. (Fin VC has also backed the likes of other fintechs such as Pipe and SoFi).

“Synctera’s peers are simply abstracting bank cores and serving as ‘API wrappers’ in a kludgy short-term approach and having come from the legacy bank and modern fintech worlds, we recognized that these players had not built sufficiently strong bridges across the ecosystem,” Allin told TechCrunch.

For his part, Finix Founder Richie Serna is thrilled that other startups are following his lead in the pledge to make their cap tables more diverse.

“After Finix announced our special purpose vehicle for Black and Latinx investors, the response was overwhelmingly positive,” he told TechCrunch. “Startups in every sector and at every stage have asked us how to recreate our SPV. In response, we started the Cap Table Coalition to make it as easy as possible for more high-growth startups, like Synctera, to take control over their cap tables,” said Richie Serna, CEO and co-founder of Finix. “We see this as an inflection point that will completely upend how the VC world functions.”

Meanwhile, Synctera is not the only player trying to help banks and fintechs forge partnerships. Last week, TechCrunch reported on Visa said it has expanded its Visa Fintech Partner Connect program, which is designed to help financial institutions quickly connect with a “vetted and curated” set of technology providers. 

News: Coatue direct deposits $20M into Pinwheel, a payroll API for neobanks

One of the most strategically important financial relationships for neobanks is becoming the account destination for a user’s paycheck. If you’re a bank and you own that specific relationship, users will increasingly use that account for everything from daily spending to saving (after all, that’s where their money is going). That activity in turn leads

One of the most strategically important financial relationships for neobanks is becoming the account destination for a user’s paycheck. If you’re a bank and you own that specific relationship, users will increasingly use that account for everything from daily spending to saving (after all, that’s where their money is going). That activity in turn leads to expansive opportunities to upsell users to other financial products and generate the kinds of fees that banks love to make.

It just so happens though that users are often baffled in how to change their direct deposit instructions. To do so, they still have to go into ancient payroll systems, fill out account and routing data, verify that it’s correctly setup and more — all steps that can fluster users who will just give up.

Pinwheel is a “payroll connectivity” API designed to bridge this divide. It helps neobanks and other clients connect into a users’s payroll information system, offering everything from direct-deposit switching to income verification (a hot space these days), and paycheck-linked lending.

It’s proven very popular, particularly in the midst of the pandemic that saw millions switch jobs as well as neobanks reaching stratospheric growth as account holders searched for cheaper and more flexible banking options. The company saw 11x revenue growth last quarter and claims neobank Current and mobile payment service Square Cash as clients.

That early traction has drawn a new round of capital. Michael Gilroy of Coatue led a $20 million Series A round into the company. Gilroy, who came to Coatue about two years ago from Canaan, has long been interested in fintech, recently investing in companies like B2B receivables platform Melio, financial transaction API Quanto, and teenage neobank Step.

In addition to Coatue, Primary Ventures and Semper Virens newly joined the round, and seed investors First Round Capital and Upfront Ventures re-joined as well.

We last profiled Pinwheel a year ago with its $7 million seed round, exploring how the founders migrated from offering payroll benefits to solving the more fundamental problem of payroll connectivity. Co-founder Curtis Lee, who was then executive chairman and also a venture partner at Primary Ventures, has since moved full-time to become chairman and president of the startup. He said that the company has doubled down particularly on direct-deposit switching as a gateway to the rest of its API offerings.

“For us, it was really about picking one of those and using it as a wedge and then augmenting from there,” Lee said. “Direct-deposit switching was the most urgent and top priority for all of our customers, mostly since there wasn’t much of an alternative.” According to him, the company is becoming a market leader in that strategic niche. “In a quarter, we will be doing close to half of all direct-deposit switches in the neobank market,” he said.

Pinwheel co-founders Anish Basu (CTO), Curtis Lee (chairman and president) and Kurt Lin (CEO). Image Credits: Pinwheel

Once a client starts with direct deposits they start to migrate to other offerings like paycheck-linked lending. As low-fee neobanks build up their consumer bases, they are frantically seeking revenue streams to cover their massive growth. Lending is one rich target, and having direct access to payroll data can make it significantly easier to underwrite a loan.

Pinwheel has been aggressively growing its team, expanding from a small coterie a year ago to about 40 people. The company is reopening its office today in the Flatiron District in New York City, and Lee noted that the company is “remote-friendly” and has about a third of its staff outside the NYC metro.

Among notable hires, Lauren Crossett, formerly of Plaid and Quovo, has joined the company as head of commercial. The company has also signed a VP of Engineering, who will join in the next few weeks.

In addition to the institutional funds, a litany of individual investors joined the round, including Gokul Rajaram, Adam Nash, Jackie Reses, Raj Date, Tony Xu, Shishir Mehotra, Amit Agarwal and Shiva Rajaraman.

News: Spotify rolls out new personalized experiences and playlists, including a mid-year review and a blended mix with a friend

Spotify today is expanding its investment in personalization features with the launch of dedicated in-app experience called Only You, which focuses on your favorite music and how you listen. The experience is similar to Spotify’s popular annual review, Spotify Wrapped, as it highlights the artists, songs, genres and other aspects of your music listening experience

Spotify today is expanding its investment in personalization features with the launch of dedicated in-app experience called Only You, which focuses on your favorite music and how you listen. The experience is similar to Spotify’s popular annual review, Spotify Wrapped, as it highlights the artists, songs, genres and other aspects of your music listening experience that are important to you, which can then be shared across social media, just as Wrapped is. The company is also today debuting Blend, a new way to create a personalized playlist with a friend.

The Only You hub will live alongside the existing Made for You hub on the Search page inside the Spotify app. In Made for You, you’ll find your other personalized playlists like Discover Weekly, Release Radar, Daily Mixes, and others, liek Your Time Capsule or Summer Rewind, for example, as well as the more recently added trio of playlist sets, Spotify Mixes.

From now through the end of the month, Only You will be a separate hub in the Spotify app, but it will ultimately be relocated to live inside the Made for You hub.

Image Credits: Spotify

The new Only You experience, meanwhile, will help you discover new trends beyond what you might see in your personalized playlists. This includes “Your Audio Birth Chart,” where the Sun is the top artist you listened to over the last 6 months, Rising is your most recent discovery, and the Moon is an artist you listen to that shows your emotional side; “Your Dream Dinner Party,” where you pick 3 favorite artists for a custom, frequently updated Spotify Mix featuring favorite songs and fresh picks; and “Your Artist Pairs,” which features unique pairings you’ve listened to recently, like those spanning genres.

It will also contain other personalized insights like the different time periods of music you’ve enjoyed, the music or podcasts you listen to at what time of day, and your favorite music genres and podcast topics.

For example, your “Song Year” will show how you’ve traveled through different periods of time, based on the tracks you listened to throughout the year. The first year that will pop up here is the year you’ve streamed the most, while the second year that appears will represent the earlier release year that you’ve listened to. The third year is the most recent song year that’s been streamed.

To gather all this data, Only You looks at your Spotify in-app listening experience over the last 6 months (Dec. 2020 – May 2021). Users must have streamed 30 tracks across 5 different artists over the past 6 months in order to be eligible for the new experience. Spotify says the data isn’t being used for ad targeting purposes. (And despite astrology’s connection to birth months and years, the “Your Audio Birth Chart” isn’t asking for users’ birth year to create this experience.)

Image Credits: Spotify

Another key part of the Only You campaign is the launch of Blend, currently in beta.

This feature will sit on the “Made for Two” shelf within the Only You hub, allowing you to invite any other Spotify user to create a playlist with you. Using similar mixing technology that powers Spotify’s Family Mix and Duo Mix in their respective plans, Blend lets you invite any other Spotify user (free user or paid subscriber) to merge their musical tastes with yours to create a curated playlist featuring songs you both like.

This playlist is updated daily and will grow with users over time as their listening habits change, Spotify says.

Because it works with free accounts, Blend could encourage more users to try Spotify so they can create a playlist with a significant other, best friend, family member or others, even if they’re not on a shared plan.

Image Credits: Spotify

Both the Only You experience and Blend build on technology Spotify had already developed to power other features, like Wrapped and various multi-user blended mixes, rather than creating something entirely new. But the bigger message Spotify wants to convey here is that it’s far ahead of competitors when it comes to personalization features. Even if rivals are duping its playlists, it wants to be the forerunner when it comes to personalized music.

Of course, that’s not always the case. The newer Spotify Mixes, for instance, were a lot like a feature Pandora had launched years prior, which created custom playlists across a number of attributes, including genre and mood. But where Spotify succeeds is its continual release of new personalization features, as it works to make its app customized to the end user. By doing so, the switching costs increase — that is, users will find it harder to jump to rival services due to how many custom playlists they may have on hand.

Spotify will begin heavily marketing the launch of Only You with a number top artists by creating sets of stats for various fandoms, including those for Harry Styles, Selena Gomez, Lil Nas X, Doja Cat, Justin Bieber, SZA and others. The campaign will run through June 30.

News: FlixMobility raises $650M+ at a $3B valuation to double down on buses and other transport in the US

As consumers around the world slowly start to get moving again — and fingers crossed that new waves of Covid-19 cases do not set that back — one of the big players in on-demand mass transportation services is announcing a growth round to move with them. FlixMobility, the parent company of the FlixBus coach network

As consumers around the world slowly start to get moving again — and fingers crossed that new waves of Covid-19 cases do not set that back — one of the big players in on-demand mass transportation services is announcing a growth round to move with them. FlixMobility, the parent company of the FlixBus coach network and the FlixTrain rail service, has closed more than $650 million in a Series G round of funding that values the Munich-based company at over $3 billion.

Jochen Engert, who co-founded and co-leads the company with André Schwämmlein, described the round in a press call earlier today as a “balanced” mix of equity and debt, and said that the plan will be to use the funds to both expand its network in the U.S. market as well as across Europe.

New backer Canyon Partners, existing investors General Atlantic, Permira, TCV, HV Capital, Blackrock, Baillie Gifford and SilverLake, and the founders all participated in this round, which was oversubscribed, the company said, perhaps one reason why it’s not putting an exact figure on it since it could grow; the other reason is that, with debt, typically companies can easily borrow more if needed.

The size of the round and the raised valuation — it’s gone up by $1 billion since FlixMobility last raised in 2019 — are bold signs of how FlixMobility is coming out of the pandemic swinging, with investors backing its ambitions. Like others in the transportation and tourism industries, FlixMobility saw business essentially grind to a halt last year, putting it into a holding pattern to await brighter days. It’s telling that the figures it provides on its size — 62 million passengers traveled with the company in 2019 — predate the pandemic.

“The COVID-19 [pandemic] has been the most tremendous, the most challenging time for any mobility company,” said Schwämmlein in a conversation with journalists, “and obviously this also affected our business very heavily.” The company put safety measures in place, and even expanded some routes in select countries like Portugal and the UK, but mainly had to reduce or completely stop services in the last year. “We can be very proud on what we have delivered to our customers,” he added.

However, he continued that the company has been trying to focus instead on “the famous light at the end of the tunnel.”

“We see the pandemic situation is improving, vaccinations are picking up more and more, and it’s time for us to switch back to offense,” he continued. “The US is leading at the moment we are already above pre-COVID numbers in bookings in the U.S., EU and on the whole, European markets are picking up now following with a delay of one to two months. Therefore we are very optimistic on a travel and mobility rebounded summer effects nations proceed well.”

Pierre Gourdain, MD of FlixBus USA said that the company is aiming to add more buses to its U.S. fleet and expects that by July 4 it will be bigger than FlixBus was pre-pandemic in the country.

What’s less clear is what shape the new FlixBus will take. The company, back in 2019, talked about how its network — which some have described as the “Uber” for busses and trains, in that FlixMobility itself does not own the vehicles that run under its services, served some 29 countries and worked with 300 independent bus and train partners, creating some 350,000 daily connections to more than 2,000 destinations. With some of those partners inevitably disappearing in the last year, one big question will be whether FlixMobility, now armed with lots of debt capital, will be trying to take a firmer role in operating vehicles, alongside its primary objective of filling spaces on them.

More to come.

News: Amazon to stop screening employees for marijuana

Amazon in brief blog post announced it will no longer include marijuana on its drug screening program. In short, the company is now treating weed like alcohol, which means off-work employees can partake in a beer or a spliff without fear of repercussions. Of course, just like with alcohol, Amazon says it will continue to

Amazon in brief blog post announced it will no longer include marijuana on its drug screening program. In short, the company is now treating weed like alcohol, which means off-work employees can partake in a beer or a spliff without fear of repercussions. Of course, just like with alcohol, Amazon says it will continue to do impairment checks and screen for drugs after on-the-job incidents. 

The only exception mentioned involves positions regulated by the Department of Transportation — read: truck drivers and heavy equipment operators. Applicants for those jobs will still be screened for the marijuana. 

This change comes as America is quickly warming to federal legalization of cannabis. Voters across the country, including conservative strongholds, are increasing passing measures granting citizens access to the plant. From medical to recreational use, America is waking up to legal pot and Amazon doesn’t want to be on the wrong side of history.

Amazon, in its statement written by Dave Clark, CEO of Worldwide Consumer at Amazon, acknowledges the changing political landscape, which is opening doors to legal weed and criminal expungement.

And because we know that this issue is bigger than Amazon, our public policy team will be actively supporting The Marijuana Opportunity Reinvestment and Expungement Act of 2021 (MORE Act)—federal legislation that would legalize marijuana at the federal level, expunge criminal records, and invest in impacted communities. We hope that other employers will join us, and that policymakers will act swiftly to pass this law.

This updated policy is one of the latest steps Amazon is making as its workforce is drawing closer to unionization.

News: Guild Education valued at $3.75 billion with newest round

Guild Education, which pairs employees with employer-sponsored learning opportunities, has raised $150 million in a Series E round. The financing event, funded by Bessemer Venture Partners, Cowboy Ventures, D1, Emerson Collective, General Catalyst, GSV, Harrison Metal, ICONIQ, Redpoint, and Salesforce Ventures, values the company at $3.75 billion. With the money, Guild plans to grow its

Guild Education, which pairs employees with employer-sponsored learning opportunities, has raised $150 million in a Series E round. The financing event, funded by Bessemer Venture Partners, Cowboy Ventures, D1, Emerson Collective, General Catalyst, GSV, Harrison Metal, ICONIQ, Redpoint, and Salesforce Ventures, values the company at $3.75 billion.

With the money, Guild plans to grow its coaching team, expand its learning marketplaces with more short-term certificate opportunities, and double down on its outreach with historically Black colleges and universities. The cash comes at a time where lifelong learning – the concept that students learn and up-skill beyond early adulthood – is becoming more mainstream of a concept in edtech.

But Guild CEO and co-founder Rachel Carlson, who started the company in 2015 with classmate Brittany Stich, warned that lifelong learning post-pandemic isn’t a simple goal.

“I’m sort of tone deaf to the buzz because I think there are just cyclical, weird spins that happen in Silicon Valley tied to attention span on big critical issues like health care, climate and education,” she said. “But the challenge is, and I even hesitate to call it an opportunity because it’s really more of the problem, is insane.”

Carlson estimates that there will be 3 million cashiers out of work, 2.5 million women who dropped out of work, and 3 million baby boomers who dropped out before retirement age because of lack of skills. Factoring in other disadvantaged populations such as low-income students or rural communities, the founder thinks that the “buzz” around lifelong learning isn’t solving its core issue.

“I’m really worried that America needs to wake up to the problem,” she said.

Guild works with three different stakeholders: employees, employers, and colleges. The up-skilling platform partners with large employers, such as Walmart, Chipotle and The Walt Disney Company, as well low-cost universities, bootcamps, and learning providers. Then, it offers a marketplace for students to choose content, giving them optionality to pick which skills will best prepare them for the future.

Guild’s landing page for Walmart advertises the low-cost of school for working adults, emphasizing the company’s education benefit and possible impact it can have on career trajectory. In Walmart’s case, the workers are asked to make a $365 annual contribution toward tuition, or pay $1 a day. At Chipotle, another Guild customer, 100% of tuition is covered by the employer.

A platform like Guild helps employers keep talent in the pipeline and offer a solid benefit: paid education for their employees. The startup connects employers with these learning providers, and then takes a cut of tuition revenue as its core business model.

While Carlson declined to share revenue or profitability, she did confirm that Guild has more than doubled its revenue since COVID began last March. She estimates that over 4 million Americans have access to the Guild through their employer.

The up-skilling world is crowded, with platforms like Udemy, Coursera, Degreed and others all competing to help students get better employment opportunities. Guild sits in a niche spot, by helping those employed, stay employed. Or as Carlson puts it, taking people out of today’s job, for tomorrow’s job.

While the competition is steep, the co-founder thinks their angle prepares them well for the lifelong learning movement and changing tides of employment in the country,

“The data that’s flowing through our pipes is helping us have a more robust picture of the working adult learner than anyone else in the country,” she said. “We have more of a robust picture about the data that sits on both the education and the employment side of the aisle.”

News: Celonis snares $1B Series D on $11B valuation

Celonis, the late stage process mining software startup, announced a $1 billion Series D investment this morning on an eye-popping $11 billion valuation, up from $2.5 billion in its Series C in 2019, quadrupling its value in just two years. Durable Capital Partners LP and T. Rowe Price Associates co-led the round with participation from

Celonis, the late stage process mining software startup, announced a $1 billion Series D investment this morning on an eye-popping $11 billion valuation, up from $2.5 billion in its Series C in 2019, quadrupling its value in just two years.

Durable Capital Partners LP and T. Rowe Price Associates co-led the round with participation from new investors Franklin Templeton, Splunk Ventures and existing investors Arena Holdings. Other unnamed existing investors also participated.

While it was at it, the company announced it was naming experienced financial pro Carlos Kirjner as CFO. Kirjner’s most recent job was at Google where he led finance for ads and other key product areas, according to the company.

The presence of institutional investors like T. Rowe Price and Franklin Templeton and the huge influx of capital could be a signal that this is the last private fund raise for the company before it goes public, and Celonis CEO and co-founder Alexander Rinke did not shy away from IPO talk when asked about it.

“It could be, yeah. It’s kind of tough to predict the future, but look we’re very bullish about the growth and our prospects both as a private — and down the road — a public company, and obviously we now have backers that can invest capital in both [public and private markets],” Rinke told TechCrunch.

Rinke says what’s driving this interest is the tremendous potential of the market even beyond process mining, which he sees as just a starting point for a much larger market. “Process mining where we originated from is really just the gateway to build new processes and better processes for organizations, and as you think about that that’s a much much bigger market that we’re addressing,” he said.

The company’s processing mining software sits at the beginning of the process automation food chain, which includes robotic process automation, no-code workflow and other tools to bring more automated workflows to companies. It’s quite possible that the company could develop other pieces of this or use the new capital to buy talent and functionality, something that Rinke acknowledges is possible now with this much capital behind the company.

Celonis started out by mapping out exactly how work flows through an organization, something that used to take high-priced human consultants months to figure out sitting with employees and watching how work flows. Once a company knows how work moves through an organization, it’s easier to find inefficiencies and places that are ripe for using automation tools. Speeding up that first part of the operation with technology can bring down the cost and accelerate innovation and change.

The company made a huge deal with IBM recently where IBM plans on training 10,000 consultants worldwide to use Celonis tooling. That brings the power of a company the size of IBM to one that is still relatively small in comparison — Rinke thinks they’ll reach 2000 employees by year end — and that could be at least part of the reason investors were willing to pump so much capital into the company.

The company, which recently turned 10, currently has 1000 enterprise customers including Uber, Dell, Splunk (which is also an investor), L’Oreal and AstraZeneca.

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