Author: azeeadmin

07 Jul 2020

Berlin’s Cavalry Ventures closes €80M, backed by DACH founders and EIF

Cavalry Ventures, the Berlin-based early-stage venture fund which was the lead inceptor into BRYTER, has closed its second fund of €80M, more than 3.5x the size of its maiden fund.

Geared somewhat like a large Angel syndicate, Cavalry’s LPs tend to be active founders and other LPs in early-stage funds in the DACH region, and the fund is best known for its focus on key SaaS and B2B infrastructure startups such as those in HR, sales, PR, fundraising, legal and internationalization.

In a statement Stefan Walter, managing partner at Cavalry, said: “Our mantra has always been ‘what’s best for the startup?’. If that is staying on the sidelines and letting you as a founder do your job, that’s what we’re going to do. But if you request our support, you can count on us to be there – any time of the day.”

Typically, Cavalry invests alongside angels, both external and from within its network.

Among these angels are Martin Henk (Pipedrive), Nico Rosberg (former F1 World Champion), Viktoriya Tigipko (TA Ventures), Myke Naef (Doodle), Emmanuel Thomassin (Delivery Hero), Gero Decker (Signavio), Joshua Cornelius & Mehmet Yilmaz (Freeletics), Tobias Balling (Blinkist) and Felix Jahn (Rocket Internet, McMakler).

The Cavalry II fund is the partnership’s first vintage with institutional funds including the European Investment Fund .

Cavalry was launched by Rouven Dresselhaus, Claude Ritter and Stefan Walter in 2016 and has since invested in McMakler, Rekki and PlanRadar among others.

07 Jul 2020

K Fund has another €70M to back early-stage Spanish startups and is launching a pre-seed program

K Fund is officially outing its fund II today, which sits at €70 million, up from €50 million the first time around.

The remit remains the same, however: targeting Spanish startups with an international outlook, the seed-stage firm plans to invest from €200,000 to €2 million, writing first checks in 25-30 companies. A portion of the fund will also be set aside for follow-on funding for the most promising of its portfolio.

“We’re business model and sector agnostic, and we currently have a healthy mix of B2B and B2C companies across a wide variety of sectors, including travel, fintech, insurtech and others,” says K Fund .

Following in the footsteps of Europe’s Heartcore Capital, K Fund is launching a pre-seed funding program, too. Dubbed “K Founders,” it will seek out companies that are less than 6 months old, and invest up to €100,000 pre-seed. The program will initially be quite modest in size, targeting between 10 and 20 startups.

“We won’t take board seats in these companies and we won’t have preferential rights. We’ll use convertible notes to speed up the process and we have a commitment of taking no more than three weeks from first meeting to money in the bank,” explains K Fund’s Jaime Novoa.

“Since we also believe in building bridges with other co-investors (funds and business angels), we’ll be super happy to share deals with co-investors to reach the capital needed by the companies.”

Meanwhile, K Fund’s first fund portfolio includes online travel agency Exoticca (which says that in 2019 more than 35,000 people from 6 different countries traveled to 50 destinations using its platform), HR software Factorial (which has more than 60,000 clients in 40 different countries and just raised a $16 million Series A round from CRV), insurtech startup Bdeo, and conversational messaging tech provider Hubtype.

“We continue to be super bullish on the Spanish startup ecosystem and Southern Europe in general, with markets such as Portugal or Italy that we believe are punching above their weight,” adds the VC firm. “We’ve already invested in four Spanish startups with the new fund; all of them are going after huge markets, and have experienced professionals in their founding team”.

One of those is sales prospecting platform Bloobirds. The others will be disclosed in the coming weeks.

07 Jul 2020

OwnBackup lands $50M as backup for Salesforce ecosystem thrives

OwnBackup has made a name for itself primarily as a backup and disaster recovery system for the Salesforce ecosystem, and today the company announced a $50 million investment.

Insight Partners led the round with participation from Salesforce Ventures and Vertex Ventures. This chunk of money comes on top of a $23 million round from a year ago, and brings the total raised to over $100 million, according to the company.

It shouldn’t come as a surprise that Salesforce Ventures chipped in when the majority of the company’s backup and recovery business involves the Salesforce ecosystem, although the company will be looking to expand beyond that with the new money.

“We’ve seen such growth over the last two and a half years around the Salesforce ecosystem. and the other ISV partners like Veeva and nCino that we’ve remained focused within the Salesforce space. But with this funding, we will expand over the next 12 months into a few new ecosystems,” company CEO Sam Gutmann told TechCrunch.

In spite of the pandemic, the company continues to grow, adding 250 new customers last quarter, bringing it to over 2000 customers and 250 employees, according to Gutmann.

He says that raising the round, which closed at the beginning of May had some hairy moments as the pandemic began to take hold across the world and worsen in the U.S. For a time, he began talking to new investors in case his existing ones got cold feet. As it turned out, when the quarterly numbers came in strong, the existing ones came back and the round was oversubscribed, Gutmann said.

“Q2 frankly was a record quarter for us, adding over 250 new accounts, and we’re seeing companies start to really understand how critical this is,” he said.

The company plans to continue hiring through the pandemic, although he says it might not be quite as aggressively as they once thought. Like many companies, even though they plan to hire, they are continually assessing the market. At this point, he foresees growing the workforce by about another 50 people this year, but that’s about as far as he can look ahead right now.

Gutmann says he is working with his management team to make sure he has a diverse workforce right up to the executive level, but he says it’s challenging. “I think our lower ranks are actually quite diverse, but as you get up into the leadership team, you can see on the website unfortunately we’re not there yet,” he said.

They are instructing their recruiting teams to look for diverse candidates whether by gender or ethnicity, and employees have formed a diversity and inclusion task force with internal training, particularly for managers around interviewing techniques.

He says going remote has been difficult, and he misses seeing his employees in the office. He hopes to have at least some come back, before the end of the summer and slowly add more as we get into the fall, but that will depend on how things go.

07 Jul 2020

Organise, a platform for worker rights, raises £570K seed funding led by Ada Ventures

Organise, a U.K. startup that has built a platform to help workers organise and campaign for better rights, has raised £570,000 in seed funding.

The round is led by Ada Ventures, fitting into the VC firm’s remit to back “overlooked markets and founders”. Also participating is Form Ventures, RLC Ventures (a seed-stage fund who commit a portion of their profits back to charitable causes chosen by founders), and Ascension Ventures via its Fair By Design Fund.

Founded in 2017 by CEO Nat Whalley and CTO Bex Hay, Organise describes itself as a “worker-driven network” that provides and range of digital tools and support to enable anyone to start a campaign to improve their working conditions. The idea is to combine the power of collective action, traditionally harnessed by trade unions, with the reach and insight of modern digital campaigns.

That makes sense. given its founders’ resumes. Whalley has a background in political campaigning at 38 Degrees and Avaaz, and also ran ChangeLab, a digital agency building campaigning technology.  And Hay was formerly the tech director at 38 Degrees, and also ran Amazon Anonymous, leading her to be dubbed “the thorn in Jeff Bezos’ side”.

“With so many people working remotely, it’s harder to share your problems with colleagues or raise issues about work,” says Whalley. “When people run into issues around unsafe environments or concerns about unfair pay or maternity rights, they have nowhere to turn for support. We provide a way to bring workers together and give them the tools needed to make themselves heard. Our platform empowers individuals, groups and workplaces, helping them to affect meaningful change”.

Whalley explains that users discover Organise in one of three ways: they’re looking to change something in their workplace and discover Organise as a way to make that happen; they join a campaign someone else in their workplace has already started; or they join a campaign calling for a national-level change related to the world of work.

“When people join Organise, we ask them to share their workplace and employment status,” she says. “The platform is then able to connect employees to existing networks of people from the same organisation, immediately enabling them to speak with one, much louder voice. For new campaigns, we can help people build up the awareness they need to get colleagues or workers from across their industry on board.

“Once part of the network, users are in control of their campaigns. They decide what change they want and we provide the tools to make it happen. This might be through surveys, calls to sign petitions, or open letters to decision makers”.

To date, Organise has enabled workers to mount successful campaigns against unjust working practices at companies including McDonald’s, Ted Baker, Amazon, Uber and Deliveroo. No doubt helped by the coronavirus crisis and resulting pressure on workers, the platform has grown from 90,000 to 400,000 members in the last three months.

Asked if Organise is designed to be an alternative to unions or to work with them, Whalley says the platform is complementary to union activities and that many of its members are union members too.

“They use the Organise tools to enhance their impact and increase their reach,” she adds. “For others, Organise makes it possible to bring colleagues together around a single issue where time is of the essence. The dynamic nature of the tools we provide and the speed at which campaigns can get off the ground can be exactly what employees need to drive through meaningful change”.

On competitors, Whalley says Organise is the only platform empowering workers’ rights at scale. There are also whistleblowing platforms in existence, like Vault, which she points out is paid for by companies, “meaning it’s not ultimately in the interests or control of the workers”.

Meanwhile, the business model is simple enough and, I’m told, is working. Organise is free for anyone to join but also offers paid-for, enhanced support for those who need it.

Around 5% of users pay a subscription (usually £1 – £2 a week, depending on income) for enhanced support. This includes employment advice and access to a peer-to-peer forum. “Because it’s paid for by the individuals who will ultimately benefit from it, we can scale and sustain impact at the same time,” says Whalley.

07 Jul 2020

Facebook-backed Unacademy acquires PrepLadder for $50 million

Indian online learning platform Unacademy said on Tuesday it has acquired Chandigarh-based startup PrepLadder for $50 million as the Facebook-backed edtech giant scouts for deals to expand its presence in the country.

PrepLadder, which employs about 150 people, offers courses aimed at medical students. The two-year-old startup, which never raised any capital from external investors, has more than 80,000 subscribers, said PrepLadder co-founder Deepanshu Goyal.

The acquisition of PrepLadder comes as both Unacademy and Byju’s — the two edtech leaders in India — have engaged with several startups in recent months to further their dominance in the nation. In a call with reporters today, Gaurav Munjal, co-founder and chief executive of Unacademy, said he was open to talking with more startups to see opportunities to work together.

TechCrunch reported last month that Byju’s was in talks to acquire Doubtnut, another edtech startup, for as much as $150 million. The nine-year-old firm, which was valued at $10.5 billion last month, is also in talks with Whitehat Jr, an online platform that teaches kids how to code, Indian daily the Economic Times reported last week.

Unacademy, which was already growing at an impressive pace, has accelerated its growth in recent months as schools across the country were closed in a bid to prevent the spread of Covid-19. The startup, which began as a YouTube channel in 2015, has amassed over 30 million learners on the platform. More than 700,000 users access its app and website each day.

The startup, which offers dozens of courses for school-going students at no charge, last year launched a paid subscription service. Munjal said today that Unacademy has amassed over 200,000 subscribers.

More to follow…

07 Jul 2020

TikTok faces ban in the US; pulls out of Hong Kong

The world’s most popular short video app continues to be in the crosshairs of politicians globally.

On Monday night, Secretary of State Mike Pompeo told Fox News that the United States is “certainly looking at” banning TikTok over concerns that it could be used by the Beijing government as a surveillance and propaganda tool.

The potential ban would deal another blow to TikTok after it recently went down in its biggest market, India.

On the heel of Pompeo’s statement, TikTok announced that it would pull out of Hong Kong, which is facing an unprecedented wave of control from the Beijing government after the promulgation of the national security law.

“In light of recent events, we’ve decided to stop operations of the TikTok app in Hong Kong,” said a TikTok spokesperson. The company declined further comment on the decision.

The vagueness of the statement leaves many questions unanswered. One has to wonder whether ByteDance will relaunch a censored version of the app in Hong Kong, presumably replacing it with its sister app Douyin that’s operated by ByteDance’s Chinese team.

ByteDance, founded by Chinese serial entrepreneur Zhang Yiming, has been working to disassociate TikTok from its Chinese ownership and Beijing censorship. Efforts have ranged from keeping an overseas data center for TikTok that’s supposedly out of reach by the Chinese authority, giving outside experts a glimpse into its moderation process, through to hiring Disney’s Kevin Mayer as the app’s new global face.

But its response to Hong Kong’s circumstances, presumably made by Mayer who is now the app’s chief executive, is a stark contrast to the decisions by Western tech giants. Facebook, Google, Twitter, and Telegram uniformly said this week they would either stop or suspend data review requests from the Hong Kong government.

Many see their move as an outright rejection of Chinese censorship and surveillance, while others think they are simply buying time to ponder their next step in Hong Kong: exit voluntarily, wait and get banned, or comply with Beijing rules — which seems the least likely.

TikTok said it had 150,000 users in Hong Kong as of last September, a nearly neglectable share given the app had 2 billion downloads globally by April. TechCrunch understands that the app operates a very small team in Hong Kong, so the impact of this regional exit on staff looks to be limited across the company.

07 Jul 2020

Secretive data startup Palantir has confidentially filed for an IPO

Secretive surveillance startup Palantir said late Monday it has confidentially filed paperwork with the U.S. Securities and Exchange Commission to go public. 

Its statement for the secretive, government-friendly big data operation, co-founded by Peter Thiel, said little more. “The public listing is expected to take place after the SEC completes its review process, subject to market and other conditions.” 

Palantir did not say when it plans to go public nor did it provide other information such as how many shares it would potentially sell or the share price range for the IPO. Confidential IPO filings allow companies to bypass the traditional IPO filing mechanisms that give insights into their inner workings such as financial figures and potential risks. Instead, Palantir can explore the early stages of setting itself up for a public listing without the public scrutiny that comes with the process. The strategy has been used by companies such as Spotify, Slack and DoorDash. However, a confidential filing doesn’t always translate to an IPO.

A Palantir spokesperson, when reached, declined to comment further.

Palantir is one of the more secretive firms in Silicon Valley, a provider of big data and analytics technologies, including to the U.S. government and intelligence community. Much of that work has drawn controversies from privacy and civil liberties activists. For example, investigations show that the company’s data mining software was used to create profiles of immigrants and consequently aid deportation efforts by the ICE.

As the coronavirus pandemic spread throughout the world, Palantir pitched its technology to bring big data to tracking efforts. 

Last week, Palantir filed its first Form D in four years indicating that it is raising $961 million. According to the filing, $550 million has already been raised and capital commitments for the remaining allotment have been secured. 

With today’s news, the cash raise looks complementary to the company’s ambitions to go public. One report estimates that the company’s valuation hovers at $26 billion

Palantir’s filing is another example of how the IPO market is heating up yet again, despite the freeze COVID-19 put on so many companies. Last week, insurance provider Lemonade debuted on the public market to warm waters. Accolade, a healthcare benefits company, similarly is sold more shares than expected. 

07 Jul 2020

Victress Capital, a fund founded by women to back women founders, just closed its second fund

Women start 40 percent of the businesses in the U.S., but they receive just 3 percent of venture funding. It doesn’t take a math whiz to recognize that such an extreme funding gap could spell opportunity, but it might help if you are math minded, a longtime investor, and happen to be woman and so conceivably understand certain products and pitches better than some men.

That was certainly the thinking of both Lori Cashman and Suzanne Norris, who came together in 2016 to form Victress Capital outside of Boston, a consumer-focused seed- and early-stage firm that just closed its second fund with nearly $22 million in funding to back gender diverse teams, meaning there is at least one woman on the founding team.

Cashman is a Duke grad who has spent her career as an investor, including previously cofounding a private equity firm, Linear Capital, to invest exclusively in owner-managed businesses. Norris, meanwhile, who has two degrees from Harvard, has been an investment banking analyst, a management consultant, and spent nearly four years as a VP focused on e-commerce with Kate Spade.

The two friendly acquaintances originally joined forces to enhance their “cognitive diversity,” says Cashman, scraping together a total of $2 million from friends and family so they could establish a track record, money they used to fund 14 startups by writing checks ranging from $100,000 to $150,000.

A couple of those startups have already been acquired. Moxxly, which sold silent, wearable breast pumps, was acquired by Medela, a leading breast pump maker, in 2017. Last. summer, it was shut down, but Cashman and Norris suggest that investors (another of whom was Randi Zuckerberg) got their money back and that they were happy to see it acquired by what what seemed at the time like a very strong strategic partner. A second portfolio company, Werk, more recently sold to a Chicago-based startup called The Mom Project for undisclosed terms.

Others of their bets include Daily Harvest, a direct-to-consumer organic food delivery business that has so far raised $43 million from investors, according to Crunchbase; Mented Cosmetics, a cosmetics company catering to women with darker skin tones that has raised $4 million to date, according to Crunchbase; and Copper Cow Coffee, a young L.A.-based startup that makes organic Vietnamese coffee and has raised $3 million, per Crunchbase.

Of course, the idea all along was to raise a larger fund so that as its young portfolio matures, it can invest more into its breakout winners, as well as continue backing startups that are selling products that resonate with Victress or else the infrastructure to support retailers more broadly.  In fact, toward that end, Victress — whose newest fund came largely came from family offices — has added to its team in recent years. It brought in Kate Castle, a longtime marketing partner at Flybridge Capital Partners who later cofounded XFactor Ventures as a partner. It also hired HBS alum Madeline Keulen, who previously interned with Victress and is now a vice president. (Because of Norris’s background and network, Victress receives some of its deal from Harvard and HBS and typically brings in HBS students to shadow them and help with due diligence.)

It wasn’t easy assembling that team — or the fund. Norris half-kiddingly calls $20 million “no man’s land” in the eyes of institutional investors. Though they are just now closing the vehicle, they began assembling checks for it in late 2018 and have already funded seven startups that represent 25% of their new investing capital.

Still, they’re playing the long game and think the relationship-building they’ve done along the way will pay off — both with institutional investors that will be tracking this second fund and with the venture firms around the country with whom they’ve been co-investing and that now reach out to Victress when they are looking at nascent startups with diverse founding teams.

A big win would also help, of course. While it’s impossible to know now whether they’ll have one, the team seems particularly excited about a Minneapolis-based startup that they’ve backed called Rae that makes what it markets as libido-enhancing vegan vitamins and that not only sells them directly to consumers but has shelf space at Target, a retail giant that has remained open throughout the pandemic.

It’s very valuable real estate, and Rae was able to secure because its cofounder and CEO, Angie Tebbe, spent the previous 12 years as a senior director in merchandising where she was responsible in part for overseeing the private label products in the chain’s beauty and wellness aisles.

Rae’s products are also priced affordably — it costs $14 for a 30-day supply. That’s important to Victress, too, incidentally. The team is focused on tech-enabled consumer services, marketplaces and digitally native brands. But if a startup in the last camp wants its attention, it had better also feature an “authentic, accessible price point for majority of America,” says Cashman. “That’s important to us.”

06 Jul 2020

Email is broken and Hey’s Jason Fried is here to fix it

Email is a critical tool in modern-day communications, so it’s natural that many entrepreneurs have tried to overhaul it over the years.

In the last decade, email client Mailbox came and went, Slack launched to try to give people an alternative to email and Superhuman emerged to help people more easily reach the promised land of Inbox Zero.

The latest startup to tackle email is project management software maker Basecamp, which launched Hey last month. Within its first 11 days of release, Hey received 125,000 signups, Basecamp founder and CEO Jason Fried tells TechCrunch. Those initial days also included some drama with the Apple App Store, but that’s not what this story is about. Instead, it’s about Hey’s approach, why Fried felt the need to try to rebuild email from the ground up and how he approaches product development.

“The last time people were really excited about email, really, in a broad scale was 16 years ago when Gmail came out in 2004,” Fried says. “I remember it feeling different in a lot of ways. It was really fast, they had archiving, which was a new concept at the time. It worked differently than what I was coming from, which was Yahoo Mail, which was sort of stuck in the past. And I think that’s where Gmail is today — stuck in the past and we’re trying to bring out something brand new with new thinking and new philosophies and a new point of view.”

At its core, Hey is about giving people control over their email and minimizing clutter so users can hear from the people who matter most, Fried says. But control comes at a price: Hey costs $99 per year, with additional fees for three- and two-character email addresses (two-character email addresses are $999 per year and three-character addresses are $349 per year).

“We got a taste of our own medicine because it was not cheap to buy hey.com,” Fried says. “So anything that short in the domain world just costs more. It’s like beachfront property almost, because it’s scarce — more desirable. So given that we have a three-letter domain, two- and three-letter email addresses are just going to cost more. There’s fewer of them and they’re more desirable.”

Hey’s current iteration is targeted toward individual users, but by the end of the year, the plan is to launch a formal enterprise version with collaborative features like shared messages and inboxes. In this unified Imbox (not a typo), people will be able to specify that they don’t want to see work email past a certain time or on weekends.

“A lot of email is collaborative in nature,” Fried says. “People end up forwarding emails around to show someone to get their take. We think that’s totally broken and really antiquated. So we have some stuff built into Hey for work, which lets people share threads with one another in a very different way and be able to have backchannel conversations about threads without having to have those conversations in another product or somewhere that is separate from the actual thread itself.”

There’s much more to this conversation, like how Hey landed on its hypothesis, why control is so important, how email shouldn’t feel like work and more. Below are Fried’s insights.

06 Jul 2020

Email is broken and Hey’s Jason Fried is here to fix it

Email is a critical tool in modern-day communications, so it’s natural that many entrepreneurs have tried to overhaul it over the years.

In the last decade, email client Mailbox came and went, Slack launched to try to give people an alternative to email and Superhuman emerged to help people more easily reach the promised land of Inbox Zero.

The latest startup to tackle email is project management software maker Basecamp, which launched Hey last month. Within its first 11 days of release, Hey received 125,000 signups, Basecamp founder and CEO Jason Fried tells TechCrunch. Those initial days also included some drama with the Apple App Store, but that’s not what this story is about. Instead, it’s about Hey’s approach, why Fried felt the need to try to rebuild email from the ground up and how he approaches product development.

“The last time people were really excited about email, really, in a broad scale was 16 years ago when Gmail came out in 2004,” Fried says. “I remember it feeling different in a lot of ways. It was really fast, they had archiving, which was a new concept at the time. It worked differently than what I was coming from, which was Yahoo Mail, which was sort of stuck in the past. And I think that’s where Gmail is today — stuck in the past and we’re trying to bring out something brand new with new thinking and new philosophies and a new point of view.”

At its core, Hey is about giving people control over their email and minimizing clutter so users can hear from the people who matter most, Fried says. But control comes at a price: Hey costs $99 per year, with additional fees for three- and two-character email addresses (two-character email addresses are $999 per year and three-character addresses are $349 per year).

“We got a taste of our own medicine because it was not cheap to buy hey.com,” Fried says. “So anything that short in the domain world just costs more. It’s like beachfront property almost, because it’s scarce — more desirable. So given that we have a three-letter domain, two- and three-letter email addresses are just going to cost more. There’s fewer of them and they’re more desirable.”

Hey’s current iteration is targeted toward individual users, but by the end of the year, the plan is to launch a formal enterprise version with collaborative features like shared messages and inboxes. In this unified Imbox (not a typo), people will be able to specify that they don’t want to see work email past a certain time or on weekends.

“A lot of email is collaborative in nature,” Fried says. “People end up forwarding emails around to show someone to get their take. We think that’s totally broken and really antiquated. So we have some stuff built into Hey for work, which lets people share threads with one another in a very different way and be able to have backchannel conversations about threads without having to have those conversations in another product or somewhere that is separate from the actual thread itself.”

There’s much more to this conversation, like how Hey landed on its hypothesis, why control is so important, how email shouldn’t feel like work and more. Below are Fried’s insights.