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News: Why South Africa-based car subscription company Planet42 is going carbon neutral

Since ride-hailing companies like Uber and Bolt disrupted the transportation industry, one of the thorns on their sides has been traffic congestion and pollution. Research has shown that trips from ride-hailing cars have more emissions than those from personal cars. To reduce their carbon footprint and solve the latter problem, both companies have floated the

Since ride-hailing companies like Uber and Bolt disrupted the transportation industry, one of the thorns on their sides has been traffic congestion and pollution. Research has shown that trips from ride-hailing cars have more emissions than those from personal cars.

To reduce their carbon footprint and solve the latter problem, both companies have floated the idea of ridesharing and other transportation models, like bike and scooter-sharing services. They also have toyed with integrating public transportation scheduling and providing drivers with incentives to switch to electric cars. However, these models have found little or no success.

So in 2018, Lyft decided to go a step further by promising to attain carbon neutrality. According to The Atlantic, the company planned to execute this by purchasing carbon credits from 3Degrees, a sustainability company based in San Francisco.

In 2019, Lyft said it had eliminated the amount of carbon that would take 2.4 million acres of trees to remove in a single year. It achieved this by purchasing 2,062,500 metric tons of carbon offsets, but the company reverted to its old ways in 2020.

But while the program made Lyft rides carbon neutral, it was an expensive process. The company claimed that net emissions from its rides would still increase in the long run. So Lyft promised to offer rides only in electric vehicles by 2030. This is the same with most car companies worldwide, each promising to attain carbon neutrality via electric cars in the future.

However, Planet, a car company based in South Africa wants to achieve carbon neutrality now, not later. But Planet42 isn’t a ride-hailing company. It offers a car subscription product that buys second-hand cars from dealerships and rents to customers via a subscription model.

Founded by Marten Orgna and Eerik Oja, Planet42 targets individuals in emerging markets but has a presence only in Africa. The company has bought nearly 3,000 cars in South Africa and plans to increase this number to 100,000 in the next few years — and 1 million cars globally by 2025.

So despite not being a ride-hailing company and having a huge positive social impact because it gives cars to people who otherwise would not have them, there is a limited negative environmental impact Planet42 has due to the emissions produced by its cars.

While most car companies seem lethargic toward becoming carbon neutral, Planet42, studying how it indirectly contributes to emissions, decided to act last year.

“Few people would argue that becoming carbon neutral is not a worthwhile goal, but it seemed to us that the world is not moving towards carbon neutrality fast enough,” Oja told TechCrunch. “So instead of introducing a vacuous grand plan of becoming carbon neutral by 2040 or something like that, we decided to become carbon neutral now.”

Planet42

Image Credits: Planet42

Because there are hardly any electric vehicles in Africa for mass consumption and planting trees can be costly, how has the company gone about it?

Before helping Lyft embark on its tree-planting project, 3Degrees engaged in a couple of wind farms and captured greenhouse gases from landfill projects. Planet42 chose to neutralize its carbon emission through the former; however, it works with local companies in South Africa to reach this.

Its first project is a wind farm in Northern Cape, South Africa; with the money from carbon offset credits, Planet42 has been able to finance the farm for months. The power produced from wind turbines offsets other, more harmful energy production methods like burning coal and supporting a low carbon global economy.

“We are offsetting this negative impact by investing into carbon offset projects in the markets we operate in. To put it another way, the investments we make into carbon neutrality represent a self-imposed tax. We are leading by example and hope that companies in Africa and beyond will follow us.”

When the company, which has raised $20 million in debt and equity, first launched, attaining carbon neutrality wasn’t even an afterthought. But now, not only is it certified as a carbon-neutral company by Natural Capital Partners, its investors feel enthused about the project.

Oja says what’s next for the company will be to achieve carbon neutrality via electric cars ultimately. However, that might be a reach. The adoption of electric vehicles in Africa faces additional problems different from what the U.S., Europe and even other emerging markets face. Top of mind is the dire power situation where unreliable power supply is provided at high electricity prices. Then there is a general lack of tax incentives, subsidies and policies, and the sole fact that they are too expensive for the average African car owner.

For instance, there are more than a million electric vehicles on U.S. roads and over 317,000 on U.K. roads. In South Africa — Planet42’s main market and Africa’s top electric car market, this number is just about 1,000. So, until electric cars become mainstream, wind farms will remain vital to the company’s carbon-neutral efforts.

Ideally, what we could be doing is for our cars to be electric, and that’s what we’re planning for the future. When we do that, there wouldn’t be any need for offsets on a day to day side but we’re not there right now. Everyone understands that ultimately electric cars will be ideal; however, that future is not now and we need to act right now,” the CEO said.

News: Getlabs, an at-home medical labs company, launches with a $3 million raise

When you’re not feeling well and your doctor asks you to get labs drawn, you know that can increase the time between a diagnosis and care. But Getlabs, a company that brings the lab to you with its at-home, blood-drawing service, is aiming to eliminate that friction, and today announced a $3 million seed round

When you’re not feeling well and your doctor asks you to get labs drawn, you know that can increase the time between a diagnosis and care. But Getlabs, a company that brings the lab to you with its at-home, blood-drawing service, is aiming to eliminate that friction, and today announced a $3 million seed round led by PivotNorth Capital. The funding will be used to launch in Phoenix, Philadelphia, and Dallas, all of which have been soft launches so far.

“Seventy percent of all medical decisions are based on lab results, yet 30% of patients are non-compliant and skip their lab orders,” Getlabs said in a statement. For many, getting their labs drawn is just one more tedious step in getting the care they need.

With Getlabs, once a phlebotomist draws your blood, it can get processed in any lab of your choice, though the company has partnerships with Labcorp and Quest Diagnostics.

The company charges for drawing the labs, but insurance pays for the blood work to be processed, as it normally would. To get your blood drawn at home, Getlabs charges the patient between $29-$49, and it’s based on when you want them to come to you. 

“[Brick and mortar] labs usually charge a $25 blood drawing fee, which isn’t covered by insurance, so the $29 fee charged by Getlabs is only a couple more dollars,” Kyle Michelson, Getlabs founder and CEO, told TechCrunch.

Kyle Michelson, founder and CEO, Getlabs. Image Credits: Getlabs

Getlabs is the result of a challenge Michelson himself faced.

“I needed my labs done all the time while I was in Y Combinator [for another idea],” he said. “I was there for three months, and you’re scrambling to build a business, and I had no time, and the little time I had I spent driving to the lab and waiting for an hour. So it was just a miserable experience,” he said.

“I started looking into why people didn’t get their labs done, and the top reason was inconvenience,” he added.

Getting healthcare today often includes four trips: going to the doctor, the lab, back to the doctor and then the pharmacy. But with the massive growth of virtual care and with companies like Capsule, Amazon Pharmacy and PillPack (owned by Amazon) offering prescription delivery to your door, Michelson saw a gap in the market for a more convenient lab service, too.

Getlabs, which is fully remote and has 37 employees, plans to use the funding to expand to Phoenix, Philadelphia and Dallas and also to expand to other verticals of home health. Other investors in the round include Tusk Venture Partners, Rosecliff Ventures, Liquid 2 Ventures, CityLight Capital, Karlin Asset Management and angel investor Matthew Dellavedova.

“I believe Getlabs is the final step in delivering at-home healthcare that will be so crucial as more organizations and individuals see the benefits of telemedicine,” said Tim Connors, founder and managing partner at PivotNorth Capital.

While not all ailments can be treated virtually, when possible, “The end goal for Getlabs is to fully partner with telemedicine services so patients never have to leave the home,” the company said. 

According to Edvard Engesaeth, co-founder of Nurx, “Getlabs could play an important part for healthcare companies like Nurx to treat more complex conditions where in-person blood draws are required by providing remote care in the home.”

News: Grab to go public in the US following $40 billion SPAC deal

Ride-hailing and delivery company Grab has announced plans to go public in the U.S. Based in Singapore, the company has evolved from a ride-hailing app to a Southeast Asian super app that offers several consumer services, including food delivery, financial services, such as an e-wallet so that you can send and receive money. It operates

Ride-hailing and delivery company Grab has announced plans to go public in the U.S. Based in Singapore, the company has evolved from a ride-hailing app to a Southeast Asian super app that offers several consumer services, including food delivery, financial services, such as an e-wallet so that you can send and receive money.

It operates in Singapore, Malaysia, Cambodia, Indonesia, Myanmar, Philippines, Thailand and Vietnam. According to Crunchbase, the company has raised over $10 billion, including from SoftBank’s Vision Fund.

In order to go public, Grab has chosen to merge with a SPAC named Altimeter Growth Corp. A SPAC is a publicly-traded blank-check company based in the U.S. Going public through this process should be much easier for Grab — especially because it’s a foreign company.

If the deal goes through, it would be the world’s largest SPAC merger. Grab would be listed on NASDAQ under the symbol ‘GRAB’.

A part of the announcement, Grab has shared some metrics and some big numbers. In 2020, the company managed to generate around $12.5 billion in gross merchandise value (GMV). The merger would value Grab at $39.6 billion and the company would keep $4.5 billion in cash.

The company thinks there’s still a lot of room to grow when it comes to food delivery and on-demand mobility in Southeast Asia. It expects to see the total addressable market jump from $52 billion to $180 billion by 2025.

“This is a milestone in our journey to open up access for everyone to benefit from the digital economy. This is even more critical as our region recovers from COVID-19. It was very challenging for us too, but it taught us immensely about the resiliency of our business,” Grab co-founder and CEO Anthony Tan said in the announcement.

“Our diversified superapp strategy helped our driver-partners pivot to deliveries, and enabled us to deliver growth while improving profitability. As we become a publicly-traded company, we’ll work even harder to create economic empowerment for our communities, because when Southeast Asia succeeds, Grab succeeds,” he added.

Altimeter has agreed to a three-year lockup period for its sponsor shares, which means that Altimeter should remain committed to the company for a while.

News: Elder tech company, Papa, raises $60M Led by Tiger Global

Papa, the elder tech company that offers care and companionship to seniors, today announced a $60 million Series C led by Tiger Global Management, bringing its total raised to date to $91 million. The money will be used to propel the company’s growth this year, building on 600% year-over-year growth as of the start of

Papa, the elder tech company that offers care and companionship to seniors, today announced a $60 million Series C led by Tiger Global Management, bringing its total raised to date to $91 million.

The money will be used to propel the company’s growth this year, building on 600% year-over-year growth as of the start of 2021, the company said in a statement.

Andrew Parker, the company’s founder and CEO, launched Papa as a consumer product in 2017. Seniors signed up for the service and a college student, called a Papa Pal, would show up at their door to help with anything from taking them to doctor appointments, helping around the house, providing tech support and offering companionship. 

The idea was always to spend about six months collecting data and feedback and to then approach insurance companies. The Miami-based company has since partnered with 80 insurance providers who offer Papa nationwide as a benefit to their members. Employers can also offer Papa as a benefit. And while individuals can still sign up for the service, it is largely available through insurance.

“We have about 1 million eligible members on the platform, and about 15% use Papa every month,” Parker told TechCrunch. The company expects there to be between 5-6 million members on the platform starting January 2022.

 

“We’ve been able to prove that we improve the lives and health outcomes of older adults and families,” Parker said. “Most of all they’re trying to reduce loneliness and isolation to seniors.” The pandemic has only exacerbated loneliness and so Papa started offering virtual services, too.

The company has expanded its core offering to also include Papa Health, a suite of benefits that includes care navigation, virtual primary care and chronic care management, all of which are offered through the Papa platform. Additionally, the company’s services are now offered to families through Medicaid Managed Care, Parker said. “For example, maybe there’s a single mother with children who is trying to get a job – a Papa pal can help her out,” he added.

The idea for Papa came from a personal need within the Parker family. “I started Papa originally to help my grandfather – who we called Papa – who came from Argentina. He needed support and help and companionship, but he didn’t need bathing and toileting,” Parker said. To get help for his grandfather, Parker put an ad on Facebook asking, “Who wants to be a pal to my Papa?” 

A virtual Papa visit

 

“We wanted someone young and energetic who would also benefit from my grandfather’s life experiences,” Parker said. While the company originally focused on students, it now works with anyone from the age of 18-45, though Parker reinforced that the company is stringent in who it accepts and has an acceptance rate below 10%. The company gets about 20,000 applications per month from people wanting to be pals.

For those who do work with Papa, Parker said their main role is to provide a sense of, “Hey, I’m here, and I care about you, and I’m here to support you.” 

“There’s so much nuance to older adults’ lives, and 50% of older adults consider themselves lonely,” Parker added.

 

News: On-demand pediatrics app Biloba adds prescriptions and raises $1.7 million

French startup Biloba has raised a $1.7 million funding round (€1.4 million) a few months after launching its pediatrics app that lets you chat with a doctor whenever you have a question. In addition to raising some money, the startup also recently added in-app prescriptions. Biloba’s concept is surprisingly simple. It’s a mobile app that

French startup Biloba has raised a $1.7 million funding round (€1.4 million) a few months after launching its pediatrics app that lets you chat with a doctor whenever you have a question. In addition to raising some money, the startup also recently added in-app prescriptions.

Biloba’s concept is surprisingly simple. It’s a mobile app that lets you reach a general practitioner and a nurse whenever you have a medical question about your child. The service is available from 8 AM to 10 PM.

When you start a conversation, it looks like a messaging app. You can send and receive messages but also send photos and videos. There’s no real-time video conversation, no appointment. The company says that you usually get an answer in less than 10 minutes.

Last year, Biloba raised a €1.2 million pre-seed round. This year’s €1.4 million’s seed round is led by Aglaé Ventures and ID4. Existing investors Calm/Storm Ventures, Inventures, Acequia Capital and several business angels are also participating once again.

A text conversation will never replace a visit to the pediatrician. And there are many medical interactions and milestones after a baby is born. But you may have questions and you don’t want to wait for the next appointment.

And if it’s a relatively harmless issue that doesn’t need an in-person appointment, Biloba can now issue prescriptions. You receive the prescriptions in the app and it is accepted in all French pharmacies. The startup uses Ordoclic for that feature.

Biloba thinks people shouldn’t pay per consultation — even though people are particularly well covered by the French national healthcare system and private health insurance. Instead, the startup has opted for a subscription model.

Parents pay €12.99 per month, €24.99 for a three-month subscription or €79.99 per year. After that, you can start as many conversations as you want. Biloba subscriptions aren’t covered by the French national healthcare system.

Basically, if you can afford a subscription, Biloba can increase the frequency of interactions with doctors, which should lead to better medical advice.

Image Credits: Biloba

News: MFS Africa leads $2.3M seed round in Ugandan fintech startup Numida

Small businesses in Africa need digital banking services including plenty of credit. Although these businesses drive economic growth and contribute up to one-third of the continent’s GDP, they are often financially excluded from credit and other financial services due to their size and informality. One such company tackling this challenge in the eastern part of

Small businesses in Africa need digital banking services including plenty of credit. Although these businesses drive economic growth and contribute up to one-third of the continent’s GDP, they are often financially excluded from credit and other financial services due to their size and informality.

One such company tackling this challenge in the eastern part of Africa is Ugandan fintech startup Numida. And today, the company is announcing the close of its $2.3 million seed round.

Mina Shahid, Catherine Denis and Ben Best founded Numida in 2017 and capitalized on the opportunity to build one of East Africa’s first digital fintechs targeting semi-formal micro and small businesses. Typically, these businesses access credit from family, loan sharks and informal money lenders that offer poorly designed consumer credit. They can also get loans from a traditional microfinance institution, although with ridiculous interest rates.

But the founders didn’t set out to offer credit to businesses when they first started. An initial pilot in 2016 was centered around a bookkeeping tool that enabled traditional microfinance institutions (MFIs) to provide unsecured credit to semi-formal businesses.

“One of the major reasons why financial institutions don’t give loans to these businesses is because they don’t have good financial track records and cash flow history,” Shahid said to TechCrunch. “That was the problem we set out to solve — to create the mechanisms to get that cashflow data and present it in a form that can be used and incorporated into the underwriting processes.”

The founders thought that these microfinance institutions would begin to use the data obtained from months of bookkeeping to serve these businesses. But they didn’t envisage what happened after nine months. Shahid stated that even though the MFIs claimed to love the data that Numida could bring out, they were unwilling to adjust their underwriting practices. In turn, they rejected all Numida’s customers who applied for loans on the platform because they lacked collateral.

“So we thought among ourselves that if our mission is to unlock access to resources that these mom and pop shops need in order to grow their businesses, we’re not going to do that by partnering with these traditional MFIs; we had to do that ourselves,” he continued.

Via a proprietary credit score, Numida offers risk-based pricing on an applicant’s first loan. After that, businesses can access unsecured working capital loans of up to $3,500 in less than two hours, according to the company.

Two business people using Numida

Numida business owners

From May 2017, when it pivoted to September 2019, Numida kept its outstanding portfolio very small and iterated on its underwriting process and credit risk algorithm. After making several iterations, the company went full on to the market in October 2019, and the CEO says the company has grown 6x in lending volumes.

To date, it has provided more than $2 million in unsecured credit to 3,000 micro and small businesses in Uganda, disbursing around $250,000 per month. This is with outstanding collections, repayment rates and client retention, the CEO added.

Although the consumer digital lending space in East Africa has seen an abundance of transactions in recent years, the same cannot be said for startups targeting the micro and small business segment. As one of the few facing this segment, the business has faced issues around getting relevant data to improve its model but doesn’t collate data it thinks isn’t necessary (social media activities, SMS or mobile money transactions) for the sake of aggregating data.

“We look at the business fundamentals, the cash flow of the business, and some demographic data about the applicants. We’ve had to build our own data set because there are no readily available cashflow data on semi-formal, micro and small businesses in Africa,” remarked Shadid.

Its underwriting model was built off 15,000 loans, which took a long time to execute, and this timing puts some strain on how fast it can onboard customers and serve them. However, the pandemic helped in accelerating this model, and with this new investment, Numida is poised to grow further.

Pan-African payments company MFS Africa led the seed round. There was also participation from firms like DRK Foundation, Equilibria Capital and Segal Family Foundation alongside angel investors.

The last time MFS Africa was in the news regarding an investment dates back to June 2020, when it acquired Ugandan fintech startup Beyonic for an undisclosed amount.

Numida is another Ugandan fintech, and a similar play might be in the cards. According to Shahid, the most obvious acquisition path for any successful lending startup to small businesses in Africa is a payments platform. His reason? Because credit is one of the core financial products that will create loyalty and retention to a specific payments platform.

He adds that MFS is a strategic investor in Numida and not the typical VC. He sees the Pan-African company as owning infrastructure, which his company can ride on as a solid foundation for scale. “That’s an opportunity we see in the future. We were concerned about scaling across the continent and who would be the best partner for this. We thought MFS has a lot of expertise and footprint on the continent that will allow us to scale moving forward.”

With this new financing, Numida plans to expand aggressively in Uganda and pilot in a new market, preferably in West Africa. There are some parallels between Uganda and Ghana, Numida’s primary choice in the region. They both have similar mobile money penetration, issues with traditional financial service providers and similar businesses that Shahid says make an enticing market. Per plans, Numida will introduce additional financial services like payments, micro-insurance and deposits to its customers.

News: With two new funds, LocalGlobe has more latitude than ever

“You wanted me to record this?” asks Saul Klein, LocalGlobe founding partner. “Just in case you say anything interesting,” I quip back. “I won’t be doing most of the talking, so maybe someone will say something interesting,” Klein replies poker-faced, before grinning. Once again, I’ve agreed to an ensemble-style interview with multiple members of the

“You wanted me to record this?” asks Saul Klein, LocalGlobe founding partner.

“Just in case you say anything interesting,” I quip back.

“I won’t be doing most of the talking, so maybe someone will say something interesting,” Klein replies poker-faced, before grinning.

Once again, I’ve agreed to an ensemble-style interview with multiple members of the LocalGlobe investment team: Klein, George Henry, Suzanne Ashman, Julia Hawkins, Mish Mashkautsan and Remus Brett. Unlike in 2015, however, when I visited the early-stage VC’s then offices in Tileyard Studios, the interview is taking place over Zoom, rather than the firm’s new Phoenix Court premises in the King’s Cross area of London.

Also in contrast to last time, when I wanted to scoop LocalGlobe’s latest fundraise and Klein rather I didn’t, this time it’s the other way round: I’ve been invited to write a piece partly anchored on news of two new funds that were quietly raised last year.

LocalGlobe, the entity that invests at seed stage, has an additional $150 million of capital to deploy in the U.K. and Europe (and further afield). Running alongside is Latitude, a growth-stage fund now with $220 million more to invest, which allows the LocalGlobe team to take a fresh look at breakout portfolio companies that have proven their growth potential or to back other scale-ups, which, for myriad reasons, didn’t take or weren’t offered LocalGlobe’s cash earlier.

“Latitude was born out of the idea of building continuity,” says LocalGlobe general partner George Henry. “When it comes to existing LocalGlobe companies, Latitude is very much building on top of what we’ve done. It’s giving us the capital to continue to invest more into those companies”.

However, the firm doesn’t think of Latitude as follow-on funding, in the classic sense. Not only is it able to back companies that LocalGlobe hasn’t previously invested in, but even for those it has, the LocalGlobe team, including Julian Rowe, who heads up Latitude, uses the opportunity to take a fresh look before writing a Latitude cheque.

“I think 80% of Latitude companies have at least one LocalGlobe partner fully engaged,” says Klein.

Internally, whichever fund the firm is investing from and at what stage, LocalGlobe frames its strategy as “insights and access”. Though no one explicitly explains what this means, I interpret it as having the expertise in the team (and wider LocalGlobe network) to understand a problem space and its addressable market, and having the access to see and then get in on a deal, should it want to.

“Of course, it’s easier to have insight and access when you’ve already been inside the company from pre-seed or seed,” explains Henry. “But we’ve [also] seen opportunities where we feel we had the insight and access because we know the founders already, we know the theme, we know the market [and] we know the investors really well. And then it puts us in a position where we feel confident to participate at Series B or beyond”.

LocalGlobe isn’t the only European early-stage VC firm to launch a separate later-stage fund, either to avoid too much dilution for the most promising portfolio companies or to opportunistically back companies later when there’s arguably less risk. Yet I can’t help wonder what the conversation is like when Latitude wants to invest in a company that LocalGlobe previously turned down.

One example is Monzo, the popular U.K.-based bank with its instantly recognisable hot coral pink-coloured debit card. “We were very aware of Monzo from the earliest days,” says Klein. “We weren’t big believers at the time in consumer neobanks. We thought the neobank was something that would work for SMEs or for business banking, where the incumbents were really not focused… but also it’s kind of typically a better business than consumer retail banking. And we took the view that consumer neobanks weren’t going to be a thing”.

Instead, LocalGlobe invested in Cleo, a financial assistant chatbot and app that runs on top of consumer bank accounts, and Tide, a business bank account for SMEs.

“And it turns out, you know, we were wrong,” admits Klein, before revealing that LocalGlobe general partner Suzanne Ashman was the outlier in the team. After becoming an early customer of Monzo, she backed the challenger bank’s equity crowd fund in a personal capacity.

“When we had an opportunity later on through Latitude to get involved with Monzo, we felt it’s an exceptional company,” continues Klein. “We love the investors, we work very closely with General Catalyst, and they were getting involved with the business at the time, and with Accel. And we thought it was a great opportunity to enter”.

Another example of missing out first time around is Cazoo, the used car retailer founded by Alex Chesterman. Klein and Chesterman go way back to their time at Lovefilm, and LocalGlobe was an early investor in Zoopla, the proptech company Chesterman took all the way to IPO. Access, therefore, wasn’t a problem. Instead, a perceived conflict of interest was.

LocalGlobe had invested in Motorway (curiously, as had Chesterman), which at the time looked like a potential Cazoo competitor. No longer deemed as such, Latitude would go on to write a later-stage (and more expensive) check. Then, last month, Cazoo announced plans to SPAC its way to going public with a valuation of $7 billion, proving that conflicts of interest can be costly.

These near misses are the exception, says Klein, underlining that Latitude’s core thesis is to be able to support LocalGlobe portfolio breakouts. “LocalGlobe is about that startup phase of pre-seed and seed. Latitude is the breakout phase where things are really starting to hit an inflection point,” he says.

That is, of course, true, but it can also be argued that having a later stage fund does provide additional optionality and I posit that this could make LocalGlobe less risk-taking. With Latitude potentially able to mop up deals that didn’t happen at seed, LocalGlobe can take a wait and see approach for investments where early insights are less forthcoming.

Henry shakes his head ferociously, prompting Klein to suggest he takes this question.

“You want to get in as early as possible, because that’s the way you build the relationship… There’s nothing that gives you more credit than to be the first believer in a team,” says Henry.

“Also, in the market we’re in, you don’t want to make a bet on something that looks exciting, but you’re not sure and say, ‘it’s okay, we’ll get into Series B’. Because the reality is, the more you wait, the harder it gets to get into a great company”.

In LocalGlobe’s own (interesting) words…

On capital going into private markets

“The amount of capital that is now in the private markets looking to invest in tech, it’s not just extraordinary, but, arguably, it’s necessary and important, because this is where growth comes from and this is where innovation comes from. I’ve been doing this for 20-25 years, and it took 20 years to get to the starting line. Now it gets interesting.” — Saul Klein.

On investing in regulated industries

“Opportunities in the highly regulated industries are just massive. And they were largely untouched by wave one of VC, and even five years ago, we tended not to see that many founders building in heavily regulated spaces. So it feels to me that, yes, while the base of capital has gotten much larger, the opportunity in all of these segments is now much larger.” — Suzanne Ashman

On healthcare opportunities

“We think overall, obviously, healthcare is one of the largest markets, and we are very, very bullish on that, on the opportunity at large. We’ve doubled down on specific themes within healthcare. So, for example, developing communication rails for healthcare, improving how patients get connected with hospital systems… Mental health is another enormous market and opportunity, not just in terms of market, but in terms of impact.” — Julia Hawkins

On successful exits

“You’re just the supporting cast, and obviously, you are delighted for them. But you’re never the main show. What’s lovely about being a seed investor, and then supporting with Latitude, is it is not a quick journey, and you get to know people over time, you get to know their friends, their partners. And honestly, it’s just a privilege to sit on the sidelines.” — Suzanne Ashman

On fintech’s longevity

“Over the next five years, on all dimensions, from payments to core banking to insurance, you know, we’re going to see many more interesting companies. Just when you think the market map is pretty clear, and the winners are emerging, you’ll still see these companies that emerge and completely destroy the market.” — Remus Brett

On frontier tech need for more capital

“Proper frontier tech, and foundational tech, requires even more patience and focus on what’s beyond the horizon… The available capital for proper frontier tech startups is much more limited than startups in general. And that’s something we all know and feel daily.” — Mish Mashkautsan

News: African crypto usage spurs Luno as customers reach 7M

The crypto industry as a whole has seen a momentous year of growth, heavily spurred on by the entrance of institutional investors adopting bitcoin due to its store of value properties. The 2020 spike bitcoin experienced was also accelerated by its global adoption as the number of global cryptocurrency users surpassed 100 million in Q3

The crypto industry as a whole has seen a momentous year of growth, heavily spurred on by the entrance of institutional investors adopting bitcoin due to its store of value properties. The 2020 spike bitcoin experienced was also accelerated by its global adoption as the number of global cryptocurrency users surpassed 100 million in Q3 2020.

For Luno, a U.K.-based crypto company founded by Marcus Swanepoel and Timothy Stranex in 2013, it grew to 6 million customers from January 2020 to January 2021. However, that number has since gone up to 7 million. Today the company, headquartered in London, has nearly 400 employees across London, South Africa, Malaysia, Indonesia, Nigeria and Singapore, with customers in 40 countries globally

According to CEO Swanepoel, Luno’s numbers have been increasing month-on-month over the last seven years. However, this is the first time it is observing an acceleration of this magnitude.

There are a couple of reasons for Luno’s surge in numbers (like any other crypto exchange startup). Generally, despite talks of bitcoin being used in everyday life by crypto enthusiasts and interests from institutional entrants like BNY Mellon, Mastercard and Tesla, it is a long shot before becoming mainstream.

For now, crypto mainly serves investment purposes. This singular factor has particularly made it very popular with Africans — a demographic that has been a major part of Luno’s growth and the huge traction it is witnessing.

Last year, the company surveyed the markets in which it currently operates. It featured 15,000 respondents from South Africa, U.K., France, Italy, Indonesia, Malaysia and Nigeria; the answers helped Luno understand how the pandemic influenced attitudes towards the current financial system. According to the survey, 54% of Africans were ready to adopt a single global digital currency, compared to 41% for Asia and 35% for Europe

Africa’s dominance also shows in its numbers. Out of the 7 million customers it has globally, 4.7 million people are in Africa. This number was 2.3 million in January 2020. Luno’s app installs across the continent have increased by 271% within this time frame, and trading volumes skyrocketed 12x, from $555 million to $7 billion. For context, Luno did $8.3 billion in total trading volume.  

But a large part of this growth is down to Luno’s early play in the market. Over the last few years, infrastructure in parts of the world that could not previously support the crypto market has improved substantially. Luno has played a vital role as one of the first platforms to improve the crypto marketplace experience by including local currencies. It also helped to lay the groundwork for educating people on digital currencies.  

“The last time bitcoin went up as it did during the past year was in 2017 and 2018, and it was mostly driven by retail, but it was still very difficult to buy crypto. There were trust issues; it would take days to get your account verified and even set up a wallet,” Swanepoel told TechCrunch. “Now, over the last three years, companies like ours, especially in Africa, have built up this infrastructure, KYCs, new payment methods, customer experience and support. The experience is much better and education levels are a lot higher. To me, I think that’s played a large role in crypto adoption in the continent.”

In September last year, Luno got acquired by Digital Currency Group (DCG), an investment firm that builds, buys and invests in blockchain companies. Some of its portfolio companies include Coindesk, Genesis and Grayscale Investments. Before acquiring Luno, BCG first invested in the company’s seed round in 2014. Then last year, Swanepoel said he saw the opportunity to take Luno to a larger scale after noticing the immense growth and adoption on its platform.

“The first five to six years for us was on a small scale and now, we want to go big. So it helps to have a global platform like DCG to do it from because they have large amounts of capital and are committed to investing in Africa as well as outside the continent,” he remarked

The CEO adds that DCG has more visibility on the crypto industry and trends. The acquisition was simply for Luno to leverage DCG’s insights and stay ahead of the curve, which looks to have paid off. Since the acquisition, Luno has seen the number of active users increase by 167%. As of January, the average user held more than $7,000 in their wallet, up 56% from December 2020.

Nothing lasts forever, but if the crypto market bull run is anything to go by, crypto isn’t the fad people once thought it was. In Q1 2021, companies like Coinbase (going public Wednesday) and Robinhood experienced monster numbers showing strong growth projections. For Luno, it expects to continue growing exponentially, a trajectory that sets the company on track to reach 1 billion customers by 2030.

News: Berlin Brands Group raises $240M to buy and scale up third-party Amazon Marketplace brands

The race is on for companies building e-commerce empires by rolling up smaller, promising businesses that sell via Amazon and other marketplaces and growing by using some economies of scale to operate them as one. In the latest development, Berlin Brands Group has raised $240 million that it says it will be using to acquire

The race is on for companies building e-commerce empires by rolling up smaller, promising businesses that sell via Amazon and other marketplaces and growing by using some economies of scale to operate them as one. In the latest development, Berlin Brands Group has raised $240 million that it says it will be using to acquire smaller but promising enterprises in Europe and North America — specifically the U.S. — that are already making between $1 million and $100 million in sales via marketplaces like Amazon.

The funding is coming in the form of debt, not equity, and it is coming specifically from UniCredit, Deutsche Bank and Commerzbank, BBG founder and CEO Peter Chaljawski said in an interview. BBG is profitable and earlier this year it committed more than $300 million off its balance sheet for buying up and operating companies, and so with this debt round (which we reported earlier this year was in the works), it now has $540 million for that purpose.

“We’re in a wonderful situation with a proven business model, and this is the cheapest money you could get,” he said of the decision to go for debt, a choice often made by startups that are in capital-intensive modes but either reluctant or do not need to give up equity to raise capital to scale if they are generating cash. In the case of BBG it’s the latter, since the company is profitable. “This is better than equity. BBG does not have any debt as of 2020, and we had cash on hand for our first acquisitions, 20 brands that we bought in cash from our balance sheet. Now we want to accelerate that even more.”

Chaljawski said that BBG may well tap an equity round in the near future to bring on investors to shape its own growth and set a valuation for the company. (For a point of comparison, competitors like Thrasio are now valued in the multiple billions of dollars.)

BBG has to date mostly built its business around starting up and scaling its own in-house brands that sell on Amazon and elsewhere — starting first with home audio equipment, coming out of Chaljawski’s own interests in sound technology from a previous life as a budding dance music DJ. Its brands include Klarstein (kitchen appliances), auna (home electronics and music equipment), Capital Sports (home fitness) and blumfeldt (garden).

In a big move to scale and build out what it’s established itself, last year BBG shifted over to the roll-up model: leveraging a more buying power to cut better deals with manufacturers and other suppliers, consolidating some of the other functions like marketing, and providing a more comprehensive set of analytics around what is selling best, who is buying, how best to market an item, and more. It says it has 1.3 million square feet of warehouse space in Europe, Asia and the U.S. and is one of the biggest Amazon sellers in Europe today.

The basic idea of rolling up businesses that sell on the Amazon platform with FBA (Fulfillment by Amazon) has been around for years in fact, but the notable and more recent shift is that it has taken on a startup profile in part because of how some of the latest entrants are leveraging big data analytics, the latest innovations in manufacturing and logistics technology and a founder-led, e-commerce ethos to grow the model.

“Without data, you would go nowhere in this business,” Chaljawski said. “But on top of that, there is something you can’t pull from market data — a toolbox of manufacturing and engineering expertise that we use to evaluate products.” He says that BBG’s data scientists build algorithms that millions of products, and hundreds of thousands of sellers, to produce the data that it uses both to source potential acquisitions and to run the business.

U.S. players like Thrasio — which itself closed a $1.2 billion Series C for the same purposes: rolling up and scaling — have led the charge. But in recent months we’ve seen a number of others also move into the space, buoyed by hundreds of millions of dollars in funding from investors very keen to ride the e-commerce wave and the vision of tapping into some of the economies of scale and the marketplace model that have been such a juggernaut for Amazon.

It’s a two-sided marketplace, and Amazon has focused primarily on earning money from operating the marketplace itself and sales to consumers, so that leaves a huge opportunity on the table for someone else (or as it happens, many others) to tackle the opportunity to address the needs and services of the other side of that marketplace: the sellers.

In addition to BBG and Thrasio, others in the same space include Branded, which launched its own roll-up business on $150 million in funding earlier this year; SellerXHeydayHeroesPerch, among several others. Even removing the very-highly capitalized Thrasio and BBG from the equation, these companies have collectively raised or committed from their own balance sheets hundreds of millions of dollars to buy up small but promising third-party merchants.

If that sounds like a crowded market, well, it probably is. These are also startups, after all, and so the chances that some of these roll-up consolidators will not be that skilled at running multiple companies — with their disparate supply chains, customer bases, replacement cycles and marketing strategies — are as risky as in any other area of e-commerce startup interest.

On the other hand, though, there are a lot of opportunities to play for here.

By one estimate, there are about 5 million third-party sellers on Amazon today, a number that appears to be growing exponentially, with more than 1 million sellers joining the platform in 2020 alone. Out of those, Thrasio estimates that there are probably 50,000 businesses selling on the Amazon platform with FBA (Fulfillment by Amazon) that are making $1 million or more per year in revenues.

We have pointed out before that within that bigger number of merchants, there are a huge amount of clones and companies of questionable quality. What is interesting is that there are distinct companies, built around more originality and flair, swimming in that sea: some of them have broken through and floated, while others that have not.

So for a company like BBG, the opportunity lies in the fact that for many of these smaller but promising merchants, they have not been built with longer-term growth visions in place. The merchants might not be prepared for the kind of scaling, investment or operational commitment that would need to be made to keep their businesses going, or they simply don’t have the appetite for it. BBG’s selling point — as it is with others in this space — is that they do.

And BBG’s added pitch is that they can help open another door, to Europe. In the region, Amazon on average has about a 10% market share of marketplaces, BBG estimates, with regional players accounting for more marketplace activity than in the U.S. BBG not only has the links into selling on these other marketplaces, but the promise is that it can help improve how a brand will sell on Amazon itself in the region, given its traction in the market already. Conversely, it hopes to do the same for European brands by giving them a better window into selling in the U.S.

Chaljawski is however realistic about the profusion of companies like his, and is “sure” there will be some casualties down the road. He also believes that we may start to see some emerge around specific verticals as an alternative.

“Yes, I’m sure consolidation will happen, but I also think that we’ll see some specialization, with roll-ups focusing on one vertical or another. I think it will be a mix,” he said.

News: Pine Labs acquires Southeast Asian startup Fave for $45 million

Pine Labs said on Tuesday it has acquired Southeast Asian startup Fave in a deal valued at $45 million as the Indian firm looks to strengthen its consumer-focused offerings in the domestic and international markets. Fave helps an offline merchant connect and retain customers by using gift cards and vouchers. The startup allows merchants to accept

Pine Labs said on Tuesday it has acquired Southeast Asian startup Fave in a deal valued at $45 million as the Indian firm looks to strengthen its consumer-focused offerings in the domestic and international markets.

Fave helps an offline merchant connect and retain customers by using gift cards and vouchers. The startup allows merchants to accept digital payments by having a customer scan a QR code. Once the payment is made, the customer automatically receives a cashback / loyalty point through the Fave app that can only be redeemed at that specific business during future transactions.

“Customers love us because they get safe money, cashback and rewards for being on the platform. And merchants love us because they get a lot of new and repeat customers,” explained Joel Neoh, co-founder and chief executive of Fave, which like Pine Labs, is backed by Sequoia Capital India. Five-year-old Fave, which started as a fitness subscription service, raised over $32 million prior to being acquired.

This offering has especially proven useful to merchants in the pandemic as they scramble for ways to drive sales from existing customers, said Amrish Rau, chief executive of Pine Labs, in an interview. “Consumers, too, were looking for ways of cost-savings or ways to optimize their purchases.”

Pine Labs, which acquired a gift cards solution provider Qwikcilver in 2019, made its first investment in Fave last year.

Amrish Rau, who ran PayU business in India, joined Pine Labs last year. Mastercard and PayPal have backed Pine Labs, which is now valued at $2 billion.

Rau drew comparisons between Fave and Honey, saying the Southeast Asian startup is doing to offline businesses what the PayPal-owned business has achieved in the online world. “For the first time with QR, what I realized was you can do a wonderful job when it comes to loyalty, rewards, and the redemption in the offline world,” said Rau.

Leadership of Fave will continue to work at the startup post the acquisition and Rau said the team is working to bring Fave’s offering to customers in 3,700 Indian cities. (This is one of the rare times when a Southeast Asian startup is launching its offering in India.) Neoh said in the interview that Fave, which will be hiring an additional 100 employees, also plans to launch a buy now and pay later product in the next one to two months.

“India has the digital advantage with young demography, growing aspirational middle class with rising disposable income and increasing digital savviness. We are confident that the APAC e-payments landscape will continue to achieve exponential growth in the coming decade. Together, we will be stronger, faster and better,” said Neoh.

Within the next 30 days, Fave Pay will launch in India with QR code transactions, and then Rau said, the team will work with Pine Labs’ merchants community to deliver rewards, coupons, and redemption programs to Indian consumers.

“After looking at the business for nine-ten months, I thought it was time for us to do something more important and strategic,” said Rau, who added that the acquisition will help Pine Labs make further inroads in the consumer space.

Rau said Pine Labs is exploring more merger and acquisition opportunities and broadly focusing on two themes: Bridging the gap between offline and online payments, and business applications where Pine Labs’ prepaid cards offerings could be leveraged.

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