Year: 2019

18 Nov 2019

Ohi raises $2.75M to power same-day delivery for brands that aren’t Amazon

The world has gotten so much faster. Amazon has made two-day shipping the standard and same- or next-day shipping commonplace. And that doesn’t even include the collection of on-demand players who can get us everything from groceries to alcohol to services like concierge storage and in-home cleaning with the press of a button.

But the logistics around same- or next-day delivery are incredibly complicated, which usually means that only the biggest, most successful brands and platforms can pull it off.

Enter Ohi.

Ohi was founded last year by Ben Jones, with a mission to democratize e-commerce by offering Amazon-level speed to smaller brands. The company today announced the close of a $2.75 million seed round led by Flybridge Capital Partners .

Ohi partners with landlords to turn what would normally be leased as commercial retail property or office space into micro-warehouses within major cities. The company then offers those warehouses on flexible leases that can be as short as three months, which help D2C brands distribute their inventory and power same- or next-day delivery of their products. Ohi employs 1099 workers to handle pick and pack at warehouses, and partners with Postmates and Doordash for last-mile courier services.

Eventually, Ohi has plans to turn this into a full-fledged platform, paying landlords based on volume. For now, however, the startup is doing traditional leases with landlords, taking on more of a financial risk with the spaces, as it scales up the brand side of the platform.

Ohi charges brands a fixed monthly access fee to the platform, which starts at $750/month. More expensive tiers unlock premium intelligence features around matching inventory to warehouse location, as well as access to more spaces. At the transaction level, Ohi asks for a fee of $2.50 for pick and pack.

Jones says that delivery is actually a higher cost for brands than storage, and that same-day shipping can cost upwards of $50/package for a brand, with same-day pick and pack costing about $10/item. The hope is that Ohi can bring down the price of same-day and next-day delivery by using this Ohi network of commercial space, pick and pack, and courier services to compete with Amazon.

Moreover, Ohi believes that the platform can go well beyond bringing down the price of same-day delivery. The company says it’s brands are also seeing a decrease in cart abandonment when customers see that same-day or next-day delivery option.

Plus, through the data it collects by handling fulfillment for brands, Ohi expects to be able to use its tech to predict demand based on geography and category, helping brands understand their own customers and customers shopping in their particular category.

“There is a lot of positive momentum behind what we’re doing,” said Jones. “Every brand we talk to knows this is the future.”

Jones came up with the idea for Ohi after suffering a serious back injury that left him unable to get around easily or carry things for more than a year. This forced him into a situation where ecommerce was his only option for just about everything. Many of the orders he placed offered three- to five-day shipping, leaving him waiting for what he needed.

He started to investigate how a service could democratize the convenience of same-day and next-day delivery for brands and their customers. And Ohi was born.

Ohi currently offers its service in Manhattan and Brooklyn in New York City, and is launching in Los Angeles this week.

“The greatest challenge we face is how to scale quickly without making mistakes,” said Jones. “It’s not quite as simple as a piece of software that has one-to-many distribution. We’re actually holding brands’ inventory and there’s a physical aspect to this business that makes it more complex. Making sure we can scale that efficiently without making mistakes is going to be one of the biggest challenges.”

18 Nov 2019

John Legere is stepping down as CEO of T-Mobile, succeeded by deputy Mike Sievert on May 1

He’s reportedly not going to take over WeWork, but John Legere is definitely on his way out of the CEO role at T-Mobile, the carrier that is currently merging with SoftBank-controlled Sprint. Today the carrier and Legere confirmed that Mike Sievert — currently T-Mobile’s COO — will succeed Legere as CEO on May 1 of 2020. Legere will stay on the board.

Neither Legere or T-Mobile commented on what his next move will be, and specifically if this will pave the way to him taking over the top job at WeWork. There had been reports that Legere — something of a turnaround specialist — was being lined up for the job at the very troubled office-space startup, which had to shelve its IPO earlier this year after showing poor financials amid questionable management that not only led to the departure of its founder Adam Neumann as CEO, but a strong devaluation of the company that resulted in SoftBank, as a major creditor, taking control.

The reports of Legere coming in to fix things at WeWork seemed to get refuted quite swiftly. However, the same “sources” that quashed that story also insisted he had “no plans” to leave T-Mobile, so that effectively puts the WeWork rumors (or thoughts of other SoftBank roles, for that matter) back on the table. We’ve asked Legere directly and will update this post if he replies.

Legere has been with T-Mobile since 2012, where he used his irreverent personality to directly spar with the industry while at the same time position the carrier — which has long trailed bigger competitors like AT&T and Verizon (which owns us) in size — as a growth story and different from the pack (hence the “un-carrier” marketing strategy).

Sievert will be tasked with continuing that route, T-Mobile said, “demonstrating that T-Mobile will remain a disruptive force in US wireless marketplace to benefit consumers.”

“I hired Mike in 2012 and I have great confidence in him. I have mentored him as he took on increasingly broad responsibilities, and he is absolutely the right choice as T-Mobile’s next CEO,” said Legere in a statement. “Mike is well prepared to lead T-Mobile into the future. He has a deep understanding of where T-Mobile has been and where it needs to go to remain the most innovative company in the industry. I am extremely proud of the culture and enthusiasm we have built around challenging the status quo and our ongoing commitment to putting customers first.”

“The Un-carrier culture, which all our employees live every day, will not change,” Sievert said in a separate statement. “T-Mobile is not just about one individual. Our company is built around an extraordinarily capable management team and thousands of talented, committed, and customer-obsessed employees. Going forward, my mission is to build on T-Mobile’s industry-leading reputation for empowering employees to deliver an outstanding customer experience and to position T-Mobile not only as the leading mobile carrier, but as one of the most admired companies in America.”

Regardless of whether this is a sign that SoftBank indeed has a job lined up for Legere at one of its other portfolio companies, such as WeWork, the changing of the guard makes some sense, since the merger with Sprint would leave a question mark over who would lead the combined business. The two companies were reportedly close to releasing a management line-up for the merged business earlier this year, but that has yet to happen. The merger is due to be completed early next year.

 

18 Nov 2019

Cybersecurity firm Sonatype acquired by Vista Equity

Private equity firm Vista Equity Partners has acquired Sonatype, a cybersecurity-focused open source automation company.

Terms of the deal were not disclosed, but Sonatype said the acquisition will help to build out its Nexus platform, an enterprise ready repository manager and library with access to analysis on 65 million open source components. The platform helps enterprises to keep track of open source code to ensure software in the devops pipeline remains up-to-date with the latest bug and security fixes.

It’s that kind of technology that Sonatype says can help prevent another Equifax-style attack, which saw close to 150 million records stolen because an open source Apache server was not kept up to date.

The company said that several existing investors will retain a stake in the company.

Sonatype, based in Fulton, MD, hasn’t disclosed its financials but claims to have seen annual revenue grow up to 250% in the past three years. Its last fundraise was for $80 million in September 2018. The company also said it has more than 1,000 customers, including over than 60% of the Fortune 100 on its books, to monitor their code environments, including tech giants and several financial giants.

Vista, which invests almost exclusively in enterprise tech companies, has more than $52 billion in cumulative capital investments, it said.

18 Nov 2019

Salesforce, Apple partnership begins to come to life

Last year at Dreamforce, Salesforce’s enormous annual customer conference, Apple and Salesforce announced the beginnings of a partnership where the two organizations would work together to enhance Salesforce products running on Apple devices. Today, the companies announced the fruits of that labor with general availability of two new tools that were first announced at last year’s event.

For starters, Apple has been working with Salesforce to redesign the Salesforce Mobile to build in Apple iOS features into the app like being able to use Siri shortcuts to get work done faster, using your voice instead of typing, something that’s sometimes awkward to do on a mobile device.

Hey Siri example in Salesforce Mobile app.

Photo: Salesforce

For instance, you could say, “Hey Siri, next sales meeting,” and Siri can interact with Salesforce CRM to tell you who your meeting is with, the name of his or her company, when you last met and what the Einstein opportunity score is to help you predict how likely it is that you could make a sale today (or eventually).

In addition, the Mobile App takes advantage of Apple’s Handoff feature to reflect changes across devices immediately, and Apple’s Face ID for easy log on to the app.

Salesforce also announced a pilot of Einstein Voice on Salesforce Mobile, allowing reps to enter notes, add tasks and update the CRM database using voice. Einstein is Salesforce’s general artificial intelligence layer, and the voice feature use natural language understanding to do what the rep asks.

Salesforce reports that over 1000 companies participated in piloting the updated app, which constitutes the largest pilot in the history of the company.

The company also announced its new mobile development platform SDK, built specifically for iOS and iPadOS using the Swift language. The idea is to provide a tool to give Salesforce developers with the ability to build apps for iPad and iPhone, then package them up with a new tool called Swift UI and Package Manager.

Trailhead Go

Photo: Saelsforce

Trailhead Go is the mobile version of the company’s online learning platform designed specifically for iPad and iPhone. It was built using the new Mobile SDK, and allows users to access the same courses they can on the web in a mobile context. This includes the ability to “handoff” between devices along with support for picture-in-picture and split view for multi-tasking when it makes sense.

Salesforce Mobile and Trailhead Go are available starting today for free in the iOS App Store. The Salesforce Mobile SDK will be available later this year.

As this partnership continues to develop, both companies should benefit. Salesforce gets direct access to Apple features, and can work with Apple to implement them in an optimized way. Apple gets deeper access to the enterprise with help from Salesforce, one of the biggest enterprise software vendors around.

18 Nov 2019

Microsoft announces changes to cloud contract terms following EU privacy probe

Chalk up another win for European data protection: Microsoft has announced changes to commercial cloud contracts following privacy concerns raised by European Union data protection authorities.

The changes to contactual terms will apply globally and to all its commercial customers — whether public or private sector entity, or large or small business, it said today.

The new contractual provisions will be offered to all public sector and enterprise customers at the beginning of 2020, it adds.

In October Europe’s data protection supervisor warned that preliminary results of an investigation into contractual terms for Microsoft’s cloud services had raised serious concerns about compliance with EU data protection rules and the role of the tech giant as a data processor for EU institutions.

Writing on its EU Policy blog, Julie Brill, Microsoft’s corporate VP for global privacy and regulatory affairs and chief privacy officer, announces the update to privacy provisions in the Online Services Terms (OST) of its commercial cloud contracts — saying it’s making the changes as a result of “feedback we’ve heard from our customers”.

“The changes we are making will provide more transparency for our customers over data processing in the Microsoft cloud,” she writes.

She also says the changes reflect those Microsoft developed in consultation with the Dutch Ministry of Justice and Security — which comprised both amended contractual terms and technical safeguards and settings — after the latter carried out risk assessments of Microsoft’s OST earlier this year and also raised concerns.

Specifically, Microsoft is accepting greater data protection responsibilities for additional processing involved in providing enterprise services, such as account management and financial reporting, per Brill:

Through the OST update we are announcing today we will increase our data protection responsibilities for a subset of processing that Microsoft engages in when we provide enterprise services. In the OST update, we will clarify that Microsoft assumes the role of data controller when we process data for specified administrative and operational purposes incident to providing the cloud services covered by this contractual framework, such as Azure, Office 365, Dynamics and Intune. This subset of data processing serves administrative or operational purposes such as account management; financial reporting; combatting cyberattacks on any Microsoft product or service; and complying with our legal obligations.

Microsoft currently designates itself as a data processor, rather than data controller for these administrative and operations functions that can be linked to provision of commercial cloud services, such as its Azure platform.

But under Europe’s General Data Protection framework a data controller has the widest obligations around handling personal data — with responsibility under Article 5 of the GDPR for the lawfulness, fairness and security of the data being processed — and therefore also greater legal risk should it fail to meet the standard.

So, from a regulatory point of view, Microsoft’s current commercial contract structure poses a risk for EU institutions of user data ending up being processed under a lower standard of legal protection than is merited.

The announced switch from data processor to controller should raise the bar around associated purposes that Microsoft may also provide to commercial customers of its cloud services.

For the latter purpose itself, Microsoft says it will remain the data processor, as well as for improving and addressing bugs or other issues related to the service, ensuring security of the services, and keeping the services up to date.

In August a conference organized jointly by the EU’s data protection supervisor and and the Dutch Ministry brought together EU customers of cloud giants to work on a joint response to regulatory risks related to cloud software provision.

Earlier this year the Dutch Ministry obtained contractual changes and technical safeguards and settings in the amended contracts it agreed with Microsoft.

“The only substantive differences in the updated terms [that will roll out globally for all commercial cloud customers] relate to customer-specific changes requested by the Dutch MOJ, which had to be adapted for the broader global customer base,” Brill writes now.

Microsoft’s blog post also points to other global privacy-related changes it says were made following feedback from the Dutch MOJ and others — including a roll out of new privacy tools across major services; specific changes to Office 365 ProPlus; and increased transparency regarding use of diagnostic data.

18 Nov 2019

Bolt Bikes launches e-bike subscription platform for gig delivery workers in U.S., UK

Bolt Bikes, the Sydney, Australia-based startup founded in 2017, is taking its electric bike platform designed for gig economy delivery workers to the U.S. and UK.

The company is expanding on the heels of a $2.5 million seed round led by Maniv Mobility, European e-mobility firm Contrarian Ventures, individual investors and former executives of Uber and Deliveroo . The company was founded by Mina Nada, former Deliveroo and Mobike executive) and Michael Johnson, a former Bain & Co executive.

Bolt Bikes now provides its flexible subscriptions, which include vehicle servicing, in Sydney and Melbourne, Australia, San Francisco and London. The company sells its electric bikes. But the main premise is to rent them out for commercial use. The electric bikes are rented on a week-to-week contract for $39.

The Bolt Bikes platform includes a the electric bike, fleet management software, financing and servicing. Subscribers get 24-hour access to the bike. A battery charger, phone holder, phone USB port, secure U-Lock and safety induction is included. Bolt Bikes also offers the first week as a free trial.

“Being in the food delivery industry since its inception, we saw that light electric vehicles were the real future of ‘last mile’ logistics, yet no-one was offering the right vehicle, financing or maintenance solution,” Nada said in a statement.

Bolt Bikes has piqued the interest of more than investors. Postmates has been piloting a Bolt Bikes rental program in San Francisco since June.

And the company has aspirations to increase its fleet and to expand to more cities in the U.S., UK and Australia.

18 Nov 2019

Fertility startup Mojo wants to take the trial and error out of IVF

Fertility tech startup Mojo is coming out of stealth to announce a €1.7 million (~$1.8M) seed round of funding led by Nordic seed fund Inventure. Also participating are Doberman and Privilege Ventures (an investor in Ava), plus a number of angel investors including Josefin Landgard (founder and ex-CEO of Kry) and Hampus Jakobsson (partner at BlueYard, BA in Clue & Kind.app).

Mojo’s mission, says co-founder and CEO Mohamed Taha, is to make access to fertility treatment more affordable and accessible by using AI and robotics technology to assist in sperm and egg quality analysis, selection and fertilization to reduce costs for clinics. Only by reducing clinics’ costs will the price fall for couples, he suggests.

“What the AI does in our technology stack from now until our roadmap is completed, product wise, is to look at sperm, look at eggs, look at data and ensure that the woman or the couple get precise treatment or the precise embryo that yields healthy baby,” he tells TechCrunch. “The role of robotics is to ensure that the manipulations/procedures are done precisely and at reduced time compared to nowadays, and also accurately.”

The idea for the business came to Taha after he was misdiagnosed with a kidney condition while still a student. His doctor suggested freezing his sperm as a precaution against deterioration in case he wanted to father a child in the future, so he started having regular sperm tests. “I was super annoyed with one particular fact,” he says of this. “Every time I do a sperm test I get a different result.”

After speaking to doctors the consensus view of male fertility he heard was “I shouldn’t care about my fertility — worst case scenario all that they need from me is one sperm”. He was told it would be his future partner who would be put on IVF to “take the treatment for me”. Doctors also told him there was little research into male fertility, and therefore into sperm quality — such as which sperm might yield a healthy baby or could result in a miscarriage. And after learning about what IVF entailed, Taha says it struck him as a “tough” deal for the woman.

“It’s completely blackbox,” he says of male fertility. “I also learned that in terms of IVF or ART [assisted reproductive technologies] everything, pretty much, is done manually. And everything, pretty much, also is done at random — you select a random sperm, they fertilize it with a random egg. Hopefully the technician who’s doing it manually knows his or her job. And in the end there’s going to be an embryo that will be implanted.”

He says he was also struck by the fact the ‘trial and error’ process only works 25% of the time in high end laboratories, yet can prospective parents between €40,000-€100,000 for each round of treatment. “This is where the idea of the company came from,” he adds. Mojo’s expectation for their technology is that it will be able to increase IVF success rates to 75% by 2030.

The team started work in 2016 as a weekend project during their PhDs. Taha initially trained as an electrical engineer before going on to do a PhD in nanotechnology, investigating new and affordable materials for use as biosensors. It was the microscopes and robotic arms that he and his co-founders, Fanny Chesa, Tobias Boecker, Daniel Thomas, were using in the labs to examine nanoparticles and select specific particles for insertion into other media that led them to think why not adapt this type of technology for use in fertility clinics — as an alternative to purely manual selection and fertilization.

“We just completely automate everything to ensure that the procedure is done faster, better and at the same time more reliably,” Taha says of the concept for Mojo. “No randomness. Understand the good from the bad.”

That — at least — is the theory. To be clear, they don’t yet have their proposition robustly proved out nor productized at this stage. Their intended first product, called Mojo Pro, is still pending certification as a medical device in the EU, for example. But the plan, should everything go to plan, is to get it to market next summer, starting in the UK.

This product, a combination of microscopy hardware and AI software, will be sold to fertility clinics (under a subscription model) to offer an analysis service consisting of a sperm count and quality check — as a first service for couples to determine whether or not the man has a fertility problem.

Initially, Mojo’s computer vision analysis system is focused on sperm counts, automating what Taha says is currently a manual process, as well as assessing some basic quality signals — such as the speed and morphology of the sperm. For example, a sperm with two heads or two tails would be an easy initial judgement call to weed out as “bad”, he suggests.

“The first product is to look at the sperm and say if this man experiences infertility or not. So we have a smart microscopy — built custom in-house. And this is where the element of the robotics comes in,” he explains. “At the same time we put on it an AI that looks at a moving sperm sample. Then, through looking at this, the system on Mojo Pro will tell us what is the sperm count, what is the sperm mobility (how fast they move) and what is the predominant shape of the sperm.

“The second part is the selection of the sperm [i.e. if the sample is needed for IVF]. Now we ensure that good sperm is being selected. This microscopy will look at the same and visually will guide the embryologist to pick the good sperm — that’s highlighted around, for example, by a green box. Good sperm have green boxes around them, bad sperm have red boxes around them so they can pick up through their current techniques the sperm that are highlighted green.”

Mojo

Based on internal testing of Mojo Pro the system has achieved 97% of the accuracy of a manual sperm count so far, per Taha, who says further optimization is planned.

Though he admits there’s no standardization of sperm counts in the fertility industry — which means such comparative metrics offer limited utility, given the lack of robust benchmarks.

“The way we are going with this is we’re really choosing the best of the best practitioners and we are just comparing our work against them for now,” is the claim. (Mojo’s lab partner for developing the product is TDL.)

“We will try to introduce new standards for ourselves,” he adds.

The current research focus is: “What are the visuals to make sure the sperm is good or bad; how to actually measure the sperm sample, the sperm count; in terms of morphology… how we can incorporate a protocol that can be the gold standard of computer vision or AI looking at sperm?”

The wider goal for the business is to understand much more about the role that individual sperm and eggs play in yielding a healthy (or otherwise) embryo and baby.

Taha says the team’s ultimate goal is “automating the fertilization process”, again with the help of applied AI and robotics (and likely also incorporating genetic testing to screen for diseases).

He points out that in many markets couples are choosing to conceive later in life. The big vision, therefore, is to develop new assisted reproductive technologies that can support older couples to conceive healthy babies.

“Generally speaking we leave our fertility to chance — which is sex… So there’s a little bit of randomness in the process. This doesn’t necessarily mean it’s bad — it’s how the body functions. But when you hit later ages, 30 or 40, we face biological deficiencies which means the quality of the eggs are not good any more, the quality of the sperm might not be good any more, if fertilization happens with old gametes… you are not sure there is a healthy baby. So we need technology to play a role here.

“Imagine a couple at the age of 40 who want to conceive a baby ten, twelve years from now. What happens if this couple have the possibility of the sperm of the man to be shipped somewhere, the egg of the woman to be shipped somewhere and they get fertilized using high end technology, and they get informed once the embryo is ready to be implanted. This is where we believe the consumer game will be in the future,” he says.

“We envisage ourselves going from just working with clinics in the coming ten years… making our AI and our robotics really flawless at manipulation, and then we are envisaging of having as consumer-facing way where we ensure people have healthy babies. Not necessarily this will be a clinic but it will be somehow where fertilization will happen in our facilities.”

“I’m not speaking about super humans or designer babies,” he adds. “I’m speaking about ensuring at a later stage of the conception journey to have a healthy baby. And this is where we see ART can actually be the way to procreate at later stages in order to ensure that the baby is healthy then there should be new technologies that just give you a healthy baby — and not mess up with your body.”

Of course this is pure concept right now. And Taja concedes that Mojo doesn’t even have data to determine “good” sperm from “bad” — beyond some basic signifiers.

But once samples start flowing via customers of the first product they expect to be able to start gathering data (with permission) to support further research into the role played by individual sperm and eggs in reproduction — looking at the whole journey from sperm and egg selection through to embryo and baby.

Though getting permission for all elements of the research they hope to do may be one potential barrier.

“Once the first module is in the market we will be collecting data,” he says. “And this data that we’ll be collecting will go and be associated with the live births or the treatment outcome. And with that we’ll understand more and more what is a good sperm, what is a bad sperm.

“But we need to start from somewhere. And this somewhere right now what we’re relying on is the knowledge that good practitioners have in the field.”

Taha says he and his co-founders actively started building the company in January 2018, taking in some angel investment, along with government grants from France and the EU’s Horizon 2020 research pot.

They’ve been building the startup out of Lyon, France but the commercial team will shortly be moving to the UK ahead of launching Mojo Pro.

In the short term the hope is to attract clinics to adopt the Mojo Pro subscription service as a way for them to serve more customers, while potentially helping couples reduce the number of IVF cycles they have to go. Longer term the bet is that changing lifestyles will only see demand for data-fuelled technology-assisted reproduction grow.

“Now we help streamline laboratory processes in order to help the 180M people who have fertility problems have access to fertility at an affordable price and reliable manner but also we have an eye on the future — what happens when genetic testing… [plays] an important role in the procreation and people will opt for this,” he adds.

18 Nov 2019

Elavon to acquire Sage Pay, a gateway that competes with Stripe, PayPal and Adyen, for $300M

E-commerce continues to gain momentum — a trend we’ll see played out in the next two months of holiday shopping — and with that comes more consolidation. Today, Elavon, the payments company that is a subsidiary of US Bancorp, announced that it will acquire Sage Pay, one of the bigger payment processors in the UK and Ireland serving small and medium businesses.

Sage Pay’s owner Sage Group said the deal is being done for £232 million in cash (or $300 million at today’s currency rates).

Elavon is active in 10 countries and says it’s the fourth-largest merchant acquirer in Europe, competing against the likes of  Global Payments, Vantiv, FIS, Ingenico, Verifone, Stripe, Chase, MasterCard and Visa. The deal is still subject to regulatory approval (both by the Federal Reserve in the US and the Central Bank of Ireland), and if all proceeds, the deal is expected to close in Q2 of 2020.

The acquisition points to a bigger trend underway in e-commerce. The market is very fragmented, not just in terms of the companies who sell goods online but also (and perhaps especially) in terms of the companies that manage the complexities at the back end.

In keeping with that, Sage Pay has a lot of competitors in its specific area of taking and managing the payments process for online retailers and others taking transactions online or via mobile apps. They include some of the same competitors as Elavon’s: newer entrants like Stripe, Adyen, and PayPal (all of which have extensive businesses covering many countries and are each larger than Sage, valued in the billions rather than hundreds of millions of dollars), but also smaller operations like GoCardless as well as more established companies like WorldPay.

This deal is a mark of the consolidation that’s been taking place to gain better economies of scale in a market where individual transactions generally generate incremental revenues.

Sage Pay, in that context, was a relatively small player. It 2018 revenues were £41 million, but it is profitable, with an operating profit of £15 million, and Sage said it expects “to report a statutory profit on disposal of approximately £180 million on completion.”

The deal comes on the heels of Sage Group — which is publicly traded — confirming reports in September that it was looking for strategic alternatives for the payments business. Sage Group for the last couple of years has been divesting payments and banking assets to focus more on accounting, people and payroll software, which it sells through an SaaS model.

“Our vision of becoming a great SaaS company for customers and colleagues alike means we will continue to focus on serving small and medium sized customers with subscription software solutions for Accounting & Financials and People & Payroll,” said Steve Hare, Sage’s CEO, in a statement. “Payments and banking services remain an integral part of Sage’s value proposition and we will deliver them through our growing network of partnerships, including Elavon.”

Elavon, as the consolidator here, was itself acquired by US Bancorp way back in 2001 for $2.1 billion. Currently it is active in 10 countries, but in that same vein of consolidation to improve economies of scale on the technical side, and to aggregate more incremental transactions on the financial side, Elavon’s main objective is to increase its overall share of the e-commerce market in Europe. specifically by expanding with Sage Pay further into the UK and Ireland.

“We are a customer-focused company that is helping businesses succeed in a global marketplace that is changing rapidly,” said Hannah Fitzsimons, president and general manager of Elavon Merchant Services, Europe. “This acquisition brings tremendous talent and leading technology to Elavon, which can be leveraged across the European market.”

18 Nov 2019

5 reasons you need to be at Disrupt Berlin

We’re one month out from Disrupt Berlin (11-12 December) and no matter which part of the startup ecosystem you inhabit, Disrupt Berlin is a huge opportunity to learn, network and gain inspiration.

Consider these five reasons why you should buy a pass to Disrupt Berlin and join thousands of founders, investors and technologists for two potential-packed days that could change the trajectory of your business.

1. The People You Will Meet

As hard as founders work, it takes a network to make startup dreams come true. Networking at Disrupt Berlin puts you in touch with people who can help you move toward your goal. Connect with investors, developers, engineers, founders, marketers and more. Sizing up investors? Got questions about manufacturing or product development?

You’ll find the right people a lot faster and more efficiently thanks to CrunchMatch, the free business match-making platform we’re making available to all attendees. When CrunchMatch goes live (before the conference starts), we’ll email instructions on accessing the platform to all registered attendees.

You create a profile outlining your role and the type of connections you want to make. CrunchMatch suggest connections based on similar goals and then — subject to your approval — the platform handles all the scheduling details. It’s simple and it connects you with the people you really want to meet. And there will be nearly 3,000 to choose from.

2. The Interviews You’ll Watch (and questions you can ask)

TechCrunch’s editors have spent months picking speakers for the Disrupt stage who reflect the current trends and conversations in the startup ecosystem . The editors interviews focus on teasing out the information and insights everyone wants to hear. And if you have questions of your own, many of the speakers will be available for audience questions at a follow-up Q&A.

New to Disrupt Berlin this year, The Extra Crunch Stage, features experienced operators giving practical, real-world advice on how to launch, run and grow a successful startup, including the chance for you to ask our experts your questions. We launched this stage earlier this year in San Francisco, and the ”how to” programming was a huge hit. Curious about what it takes to raise a series A? Are you all about SaaS? Need help with your PR and branding strategy? Or thinking of scaling your startup globally? We have you covered.

And there’s so much more programming waiting for you across several stages— plan your time and check out the Disrupt Berlin agenda.

3. The Thrills of Startup Battlefield

There’s no better startup launch pad than our world-renowned Startup Battlefield. Since 2007, this global pitch competition has launched 857 companies — like Vurb, Dropbox, Mint and Yammer. They’ve collectively raised $8.9 billion and produced 113 exits. Who will join their ranks?

Be in the room to watch this year’s outstanding cohort go head-to-head in a fierce battle to win the judges hearts and minds. Oh, right — they’ll also win the Disrupt Cup, intense media and investor love and a $50,000 equity-free cash infusion. It all goes down live on the Main Stage, and it’s streamed live to a global audience.

4. The Serendipity of Startup Alley

Opportunity is the name of the game in Startup Alley — the expo floor and heartbeat of Disrupt Berlin. It’s where you’ll find hundreds of early-stage startups showcasing the latest products, platforms and services across the tech spectrum. Looking for potential customers, collaborators, mentors or just curious about new technology? Head to Startup Alley, because you never know who you’ll meet.

Here’s another great reason to go — you’ll find our TC Top Picks. TechCrunch editors hand-picked up to five stellar startups to represent the best of the following tech categories: AI/Machine Learning, Biotech/Healthtech, Blockchain, Fintech, Mobility, Privacy/Security, Retail/E-commerce, Robotics/IoT/Hardware, CRM/Enterprise and Education.

5. Your Inspiration, Stoked

You’re focused on making your startup dreams come true. Investing two days at Disrupt to meet new, yet like-minded people can shake things up in the best possible way. Connect with your community, refresh your thinking, share ideas and hear new perspectives. And maybe meet a future partner, investor, or employee. Go home inspired to dig deeper and work harder.

Well, there you have it. Five awesome reasons to hop off the fence, buy a pass to Disrupt Berlin and join us on 11-12 December.

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18 Nov 2019

Heetch adds $4 million to its Series B round

Ride-hailing service Heetch has added a new investor to its $38 million Series B round. AfricInvest is investing another $4 million in the startup — in total, Heetch has raised a $42 million Series B round. Previous investors in the Series B round include Cathay Innovation, Idinvest and Total Ventures.

Heetch first started as a pure peer-to-peer ride-hailing platform. Anyone could become a driver, anyone could order a ride. After some regulatory issues in France, Heetch now uses a hybrid approach. It partners with professional drivers in some markets, it partners with local taxis and even moto-taxis in others.

In its home market France, the company competes directly with Uber, Kapten and other traditional ride-hailing apps. It takes a smaller cut than many of its competitors (15%) and users can pay both in cash or card.

According to the company, Heetch is one of the top three companies in the nine French cities where it operates (Paris, Lyon, Lille, Nice, Marseille, Toulouse, Bordeaux, Strasbourg and Nantes). Heetch also operates in Belgium.

More recently, the company has expanded to other markets with a focus on French-speaking Africa. It is currently live in Morocco, Algeria and Cameroon. In Morocco, Heetch has partnered with major taxi unions to let people book taxis through its app. It is now the only legal ride-sharing app.

In Douala, Cameroon, the company has built a moto-taxi service. The company insists that it is training drivers and moto-taxis are equipped with helmets as there are many accidents.

Up next, Heetch plans to expand to six additional countries in 2020, including Tunisia and Senegal.