Author: azeeadmin

20 Feb 2021

As the SPAC frenzy continues, questions arise about how much the market can absorb

Another week and the biggest story in a sea of big stories continues to center on SPACs, these blank-check companies that raise capital through IPOs expressly to acquire a privately held company and take it public. But some industry watchers as starting to wonder: Is this party just getting started, with more early guests still trickling in? Have we reached the party’s peak, with the music still thumping? Or did someone just quietly barf in the corner, a sure indicator that it’s time to grab one’s coat?

It certainly feels like things are in full swing. Just today, B Capital, the venture firm cofounded by Facebook cofounder Eduardo Saverin, registered plans to raise a $300 million SPAC. Mike Cagney, the fintech entrepreneur who founded SoFI and more recently founded Figure, a fintech company in both the home equity and blockchain space, raised $250 million for his SPAC. Even Michael Dell has made the leap, with his family office registering plans this afternoon to raise a $500 million blank-check company.

Altogether, according to Renaissance Capital, 16 blank-check companies raised $3.4 billion this week, and new filers continue to flood into the IPO pipeline, with 45 SPACs submitting initial filings this week (compared with 10 traditional IPO filings). Perhaps it’s no wonder that we’re starting to see headlines like one in Yahoo News just yesterday titled, “Why some SPAC investors may get burned.”

Interestingly, such headlines could help puncture the SPAC bubble. So argues INSEAD professor Ivana Naumovska in a new Harvard Business Review piece that’s ominously titled, “The SPAC Bubble is About to Burst.”

Naumovska points to research showing that when more people adopt a practice, it will become increasingly widespread due to growing awareness and legitimacy. (See Clubhouse.) But when it comes to something that’s more controversial — which it could be argued that SPACs are — outsider concern and skepticism also grows as the practice becomes more widely used. Thus are born headlines like that one in Yahoo Finance.

Naumovska has studied this phenomenon before, focusing on earlier reverse mergers that, as she notes, “surged in the mid-2000s, outnumbering IPOs in some years, and peaked in 2010, before falling off a cliff in 2011.” She says she and fellow researchers collected a plethora of data on the use of reverse mergers and market responses to them, including how the media evaluated such vehicles. Of the 267 articles published between 2001 and 2012, she says, 6 were positive, 148 were neutral, 113 were negative.

Notably and unsurprisingly, the negative articles grew as the number of reverse merger transactions involving firms with relatively low reputations increased. Then again, the same thing happens whenever the “IPO window” is open. Great companies go public, then good companies, then half-baked companies that think they might just blend in with the others. Except that the media picks up on these companies, as do regulators, and with investors, regulators, and the media feeding off one another’s cues, the party typically comes to a screeching halt.

Anecdotally, much more of the coverage around SPACs right now remains positive to neutral. If business reporters are privately skeptical of SPACs, they are reserving judgment, possibly because save for some highly concerning cases —  like when the electric truck startup Nikola was accused of fraud — there isn’t much to criticize yet.

That’s partly because these things appeared so abruptly that public shareholders are still trying to understand them.

The argument that most investors have for creating a SPAC — which is that a lot of so-called unicorn companies are ready to be publicly traded — also resonates, particularly given how bloated the private market has become.

Further, because many of the SPACs raised over the last six months or so have yet to announce their targets (they have two years from the time they raise funds from investors to zero in on a company or else have they have give back those IPO proceeds).

In the meantime, some of the SPACs that critics have long expected would begin to unravel have not, like Virgin Galactic, the space tourism company that kicked off SPAC mania when it went public in the fall of 2019.  Sir Richard Branson founded the company in 2004 in order to fly passengers on suborbital trips to space. Even after putting off plans yet again to attempt a rocket-powered flight to suborbital space last week, its shares — which more than doubled in anticipation of the event — remain in the figurative stratosphere. (The company is currently valued at $12 billion.)

Other offerings haven’t gone quite as smoothly. Clover Health, a health insurance company that, like Virgin Galactic, was taken public via a SPAC organized by famed investor Chamath Palihapitiya, is “facing a confluence of existential threats” to its business, as observed in a lengthy story by Forbes, with “The Department of Justice, the Securities and Exchange Commission and influential short-sellers  all digging into Clover’s business practices, including how the company incentivizes doctors and patients to buy its insurance and use its technology.”

(Clover has rebutted the allegations, but it is still facing at least three class-action lawsuits that have been filed over the company’s failure to disclose ahead of its IPO that the DOJ was investigating the company.)

“I don’t get it,” said skeptic Steve Jurvetson last month in conversation with this editor of the SPAC frenzy. The veteran venture capitalist, who sits on the board of SpaceX, said there are “some good companies [being taken public]. Don’t get me wrong; they aren’t all fraudulent.” But many are “early-stage venture companies,” he noted, “and they don’t need to meet the forecasting requirements that the SEC normally requires of an IPO, so [SPAC sponsors are] specifically looking for companies that don’t have any operating numbers to show [because they] can make any forecasts they want . . .That’s the whole racket.”

If many agree with Jurvetson, they hesitate to say so publicly. Ed Sim of Boldstart Ventures in New York is one of few VCs in recent months who to say outright, when asked, that they aren’t considering raising a SPAC at any point. “I have zero interest in that honestly,” says Sim. “You can come back to me if you see my name or Boldstart [affiliated] with a SPAC two years from now,” he adds, laughing.

Many more investors stress that it’s all about who is sponsoring what.

During a call yesterday with Kevin Mayer, the former Disney exec and, briefly, the CEO of the social network TikTok, he noted that there are “many fewer public companies now than there were 10 years ago, so there is a need for supplying another way to go public.”

Mayer has a vested interest in promoting the safety and efficacy of SPACs. Just yesterday, along with former Disney colleague Tom Staggs, he registered plans for a second a SPAC, after it was announced earlier this month that their first SPAC will be used to take public the digital fitness specialist Beachbody Company.

Still, Mayer argued that not every SPAC should be judged by the same yardstick. “Do I think it’s overdone? Sure, everyone and their brother is now getting to a SPAC, so yeah, that does seem a bit ridiculous. But I think . . . the wheat will be separated from the chaff very, very soon.”

It might have to happen if SPACs are to endure. Working against SPAC sponsors already are numbers that are starting to trickle in and that don’t look so great.

Late last week, Bloomberg Law reported that based on its analysis of the companies that went public as a result of a merger with a SPAC dating back to Jan. 1, 2019, and for which at least one month of post-merger performance data is available, 14 out of 24 (or 60%) reported a depreciation in value as of one month following the completion of the merger, and one-third of the companies reported a year-to-date depreciation in value.

The number of securities lawsuits filed by SPAC stockholders post-merger is also on the rise, noted the outlet.

Certainly, SPACs — more recently heralded as a lasting fix for a broken IPO market — could still prove durable rather than vehicles whose demise will come as the quality of offerings invariably sinks.

In the meantime, given the rate at which SPACs are being formed, as well as the some of the companies in their sights — some of them still in the prototype phase — the question of whether this phenomenon is sustainable is one that more are beginning to ask.

As for Professor Naumovska, she thinks she knows the answer already.

19 Feb 2021

Daily Crunch: Uber loses UK legal challenge

Uber loses a legal battle over driver classification, we survey mobility investors and new data suggests a COVID-19 vaccine should be easier to transport. This is your Daily Crunch for February 19, 2021.

The big story: Uber loses UK legal challenge

The United Kingdom’s Supreme Court has reaffirmed earlier rulings that the Uber drivers who brought the case — which dates back to 2016 — are workers, not independent contractors.

“Drivers are in a position of subordination and dependency in relation to Uber such that they have little or no ability to improve their economic position through professional or entrepreneurial skill,” the court said in a statement. “In practice the only way in which they can increase their earnings is by working longer hours while constantly meeting Uber’s measures of performance.”

Uber, while acknowledging the decision, emphasized that it applies to the specific group of drivers who brought the case, many of whom are no longer driving through the app.

Startups, funding and venture capital

Ex-General Catalyst and General Atlantic VC announces $68M debut fund — New York-based Avid Ventures is launching its $68 million debut venture capital fund.

With $20M A round, Promise brings financial flexibility to outdated government and utility payment systems — Promise integrates with official payment systems to offer more forgiving terms for fees and debts that people can’t handle all at once.

Acast acquires podcasting startup RadioPublic — RadioPublic spun out of public radio marketplace PRX in 2016.

Advice and analysis from Extra Crunch

Ten investors predict MaaS, on-demand delivery and EVs will dominate mobility’s post-pandemic future — The COVID-19 pandemic didn’t just upend the transportation industry, it laid bare its weaknesses and uncovered potential opportunities.

A fraction of Robinhood’s users are driving its runaway growth — A closer look at payment for order flow, a controversial practice in which Robinhood is paid by market makers for executing customer trades.

Three strategies for elevating brand authority in 2021 — Advice from Fractl marketing director Amanda Milligan.

(Extra Crunch is our membership program, which helps founders and startup teams get ahead. You can sign up here.)

Everything else

Pfizer-BioNTech’s COVID-19 vaccine just got a lot easier to transport and distribute — There’s new stability data collected by Pfizer and BioNTech, which has been submitted to the U.S. Food and Drug Administration.

Dizzying view of Perseverance mid-descent makes its ‘seven minutes of terror’ feel very real — NASA has just shared a hair-raising image of the rover as it dangled from its jetpack above the Martian landscape.

Will the Texas winter disaster deter further tech migration? — It’s too early to tell the exact toll the storm has taken in loss of life, property damage and economic activity.

The Daily Crunch is TechCrunch’s roundup of our biggest and most important stories. If you’d like to get this delivered to your inbox every day at around 3pm Pacific, you can subscribe here.

19 Feb 2021

Google fires top AI ethics researcher Margaret Mitchell

Google has fired Margaret Mitchell, the founder and former co-lead of the company’s ethical AI team. Mitchell announced the news via a tweet.

Google confirmed Mitchell’s firing in a statement to TechCrunch, Google said:

After conducting a review of this manager’s conduct, we confirmed that there were multiple violations of our code of conduct, as well as of our security policies, which included the exfiltration of confidential business-sensitive documents and private data of other employees.

In January, Google revoked corporate access from AI ethicist Margaret Mitchell for reportedly using automated scripts to find examples of mistreatment of Dr. Timnit Gebru, according to Axios. Gebru says she was fired from Google while Google has maintained that she resigned.

Earlier this month, Mitchell published the email she said she sent to Google’s press team the day her corporate email access was cut off. The email spoke about Gebru’s firing and how it appeared to be “fueled by the same underpinnings of racism and sexism that our AI systems, when in the wrong hands, tend to soak up.”

Mitchell’s letter, which you can read in full here, details the different ideas and structures at play that led to Dr. Gebru’s departure from Google. Mitchell argues what happened to Gebru “appears to stem from the same lack of foresight that is at the core of modern technology, and so itself serves as an example of the problem.”

Mitchell adds:

The firing seems to have been fueled by the same underpinnings of racism and sexism that our AI systems, when in the wrong hands, tend to soak up.  How Dr. Gebru was fired is not okay, what was said about it is not okay, and the environment leading up to it was — and is — not okay.  Every moment where Jeff Dean and Megan Kacholia do not take responsibility for their actions is another moment where the company as a whole stands by silently as if to intentionally send the horrifying message that Dr. Gebru deserves to be treated this way.  Treated as if she were inferior to her peers.  Caricatured as irrational (and worse).  Her research writing publicly defined as below the bar.  Her scholarship publicly declared to be insufficient.  For the record: Dr. Gebru has been treated completely inappropriately, with intense disrespect, and she deserves an apology. 

The letter went on to discuss the ethical artificial intelligence approach to developing technology, how Mitchell came to lead and then co-lead the ethical AI team with Gebru and what ultimately happened. Within the next year, Mitchell said she wanted “those of us in positions of privilege and power” to come to terms with “the discomfort of being part of an unjust system that devalued one of the world’s leading scientists, and keep something like this from ever happening again.”

Mitchell’s firing comes shortly after Google announced the appointment of Dr. Marian Croak to lead its responsible artificial intelligence division. When we reached out to Google yesterday the company did not have a comment on Mitchell’s fate.

Earlier today, Google internally announced the results of its investigation of Gebru’s exit, according to Axios. The company did not reveal what it found, but said it would implement some new policies to enhance diversity and inclusion at Google.

19 Feb 2021

Extra Crunch roundup: Optimized SaaS pricing, recruiting growth experts, VC surveys, more

Since the pandemic began, have you been walking more, or do you know someone who bought a new car? Perhaps you ran your first errand on a rented e-bike or scooter?

Over the last year, I’ve experimented with different mobility options to see which ones best suit my needs, as have most people I know. It can be challenging to maintain a recommended physical distance on a bus or subway. (After a decade-plus hiatus, I even briefly considered rejoining the ranks of automobile owners!)


Full Extra Crunch articles are only available to members.
Use discount code ECFriday to save 20% off a one- or two-year subscription.


It took some getting used to, but I now enjoy traveling around San Francisco on a scooter or e-bike. Pre-pandemic, I was leery of riding two-wheeled vehicles in a city with a high rate of injury collisions, but there are fewer cars on the road than there used to be.

COVID-19 has spotlighted many of the weakest points in our transportation system, but some of the rapid shifts in consumer behavior are creating opportunities for tech once considered fanciful, like sidewalk delivery robots and eVTOLs (electric vertical and takeoff vehicles).

Transportation editor Kirsten Korosec reached out to 10 investors to learn more “about the state of mobility, which trends they’re most excited about and what they’re looking for in their next investments.”

Here’s who she interviewed:

  • Clara Brenner, co-founder and managing partner, Urban Innovation Fund
  • Shawn Carolan, partner, Menlo Ventures
  • Dave Clark, partner, Expa
  • Abhijit Ganguly, senior manager, Goodyear Ventures
  • Rachel Holt, co-founder and general partner, Construct Capital
  • David Lawee, founder and general partner, CapitalG
  • Sasha Ostojic, operating partner, Playground Global
  • Sebastian Peck, managing director, InMotion Ventures
  • Natalia Quintero and Rachel Haot, Transit Innovation Partnership/Transit Tech Lab

Thanks very much for reading Extra Crunch this week!

Walter Thompson
Senior Editor, TechCrunch
@yourprotagonist

A fraction of Robinhood’s users are driving its runaway growth

Yesterday’s House Financial Services Committee hearing on the GameStop short squeeze saga was fairly typical: Most lawmakers used their time to grandstand and little new information was revealed.

But Alex Wilhelm found one tidbit: Much of Robinhood’s revenue is generated from payment for order flow (PFOF). Under the practice, market makers pay the trading platform for executing trades.

To get a sense of how much Robinhood’s high rollers contribute to the company’s general health, he calculated its PFOF revenues for the last three months of 2020.

“Borrowing a term from the casino trade, these whales generate the bulk of the company’s revenue stream.”

Why do SaaS companies with usage-based pricing grow faster?

A piggy bank streaks down the road to riches on a skateboard and with a rocket strapped to his back.

Image Credits: John Lund (opens in a new window) / Getty Images

HubStop introduced usage-based pricing in 2011 to boost its retention rate, then near 70%.

When it went public three years later, its net revenue retention rate was edging close to 100%, “all without hurting the company’s ability to acquire new customers.”

Offering new users frictionless onboarding, customer support and free credits is a proven method for making them more active — and loyal.

So, why do public SaaS firms with usage-based pricing see faster growth?

“Because they’re better at landing new customers, growing with them and keeping them as customers,” says Kyle Powar, VP of growth at OpenView.

Paying $115B for Stripe or $77B for Coinbase might be quite rational

In October 2018, private-market money valued Coinbase at around $8 billion. As of this week, it’s valued at $77 billion.

Similarly, Stripe is valued at $115 billion on secondary markets. In the middle of last year, that figure was closer to $36 billion.

“Would I line up to pay $77 billion for Coinbase?” asked Alex. “Probably not, but that doesn’t mean that the public markets won’t.

Pandemic-era growth and SPACs are helping edtech startups graduate early

Start School Concept

Image Credits: Witthaya Prasongsin (opens in a new window) / Getty Images

Natasha Mascarenhas reports that some edtech startups are hitching rides with special purpose acquisition vehicles so they can speed up their journey to the public markets.

To learn more, she interviewed Susan Wolford, chairperson of $200 million SPAC Edify Acquisition, and Nerdy CEO Chuck Cohn. Nerdy, parent company of Varsity Tutors, is going through a reverse merger with TPG Pace Tech Opportunities.

“It’s less about going into the public markets and more about that this transaction allows us to take an offensive position and lean into the big opportunities,” Cohn said.

Dear Sophie: Tips for filing for a green card for my soon-to-be spouse

lone figure at entrance to maze hedge that has an American flag at the center

Image Credits: Bryce Durbin/TechCrunch

Dear Sophie:

My fiancé is in the U.S. on an H-1B visa, which is set to expire in about a year and a half.

We were originally planning to marry last year, but both he and I want to have a ceremony and party with our families and friends, so we decided to hold off until the pandemic ends. I’m a U.S. citizen and plan to sponsor my fiancé for a green card.

How long does it typically take to get a green card for a spouse? Any tips you can share?

— Sweetheart in San Francisco

Inside Rover and MoneyLion’s SPAC-led public debuts

When I saw that Alex Wilhelm wrote on Tuesday about two more startups that were taking the SPAC route to public markets, I briefly wondered if we’ve been covering special purpose acquisition companies too frequently.

After I read his first sentence, I realized Alex made exactly the right call because the trend that emerged in 2020 may be turning into a actual wave: This week, pet e-commerce company Rover and fintech startup MoneyLion both announced that they’re planning SPAC-led debuts.

On Monday, Alex covered the news that Lerer Hippeau Acquisition Corp. and Khosla Ventures Acquisition Co. I, II and III. filed S-1 filings last week.

“You have to wonder if every VC worth a damn in the future will have their own raft of SPAC offerings,” says Alex.

Wrote Lerer Hippeau Acquisition Corp.:

With our portfolio now maturing to the stage at which many are considering the public markets, we view SPACs as a natural next step in the evolution of our platform.

“If we are not careful, every entry of this column could consist of SPAC news,” writes Alex.

From dorm rooms to board rooms: How universities are promoting entrepreneurship

Teenage Girl Using Laptop in Bed Late at Night.

Image Credits: CasarsaGuru (opens in a new window) / Getty Images

Fifteen U.S.-based institutions of higher learning have joined forces to create the University Technology Licensing Program LLC (UTLP).

The program makes it easier for entrepreneurs and investors to find IP that can drive their companies forward, but it’s also an attempt to repair what one participant calls “the somewhat broken interface between universities and very large companies in the tech space.”

4 strategies for deep tech companies recruiting top growth marketers

Here’s some real talk for technical founders: if you find it frustrating to work with growth experts and marketing professionals, the feeling’s probably mutual.

“Incredible growth people are independent and creative and are drawn to environments that explicitly value these traits,” says Jessica Li, a content/growth professional who was previously a VC.

To land top talent, “demonstrate that you have a team structure in place where a growth marketer could fit in and thrive.”

9 investors discuss hurdles, opportunities and the impact of cloud vendors in enterprise data lakes

Image Credits: Donald Iain Smith (opens in a new window) / Getty Images

Before my first cup of coffee this morning, I’d already interacted with four different devices that transmitted details about my behavior to a data lake.

Hopefully, the response I sent to an automated text while waiting for the kettle to boil will generate a discount offer in my inbox later today. (And hopefully, the raw data I’m transmitting has been properly secured and cataloged.)

Enterprise reporter Ron Miller interviewed nine investors to learn more about their approach to the lucrative data lake market:

  • Caryn Marooney, general partner, Coatue Management
  • Dharmesh Thakker, general partner, Battery Ventures
  • Casey Aylward, principal, Costanoa Ventures
  • Derek Zanutto, general partner, CapitalG
  • Navin Chaddha, managing director, Mayfield
  • Jon Lehr, co-founder and general partner, Work-Bench
  • Peter Wagner, founding partner, Wing Ventures
  • Nicole Priel, managing director, Ibex Ventures
  • Ilya Sukah, partner, Matrix Partners

Felicis’ Aydin Senkut and Guideline’s Kevin Busque on the value of simple pitch decks

Aydin Senkut (Felicis) + Kevin Busque (Guideline)

Image Credits: Felicis Ventures / Guideline

When it comes to building a durable relationship between a founder and an investor, “the trust starts in the pitch deck,” says Guideline CEO Kevin Busque.

Busque joined Extra Crunch Live last week with Felicis Ventures’ Aydin Senku to discuss the seed round Senku declined to join — and the Series B he led a short while later.

In keeping with our new format, the pair also offered feedback on pitch decks submitted by members of the audience. Read highlights, or watch a video with the full conversation.

19 Feb 2021

WhatsApp details what will happen to users who don’t agree to privacy changes

WhatsApp said earlier this week that it will allow users to review its planned privacy update at “their own pace” and will display a banner to better explain them the changes in its terms. But what happens to its users who do not accept the terms by the May 15 deadline?

In an email to one of its merchant partners, reviewed by TechCrunch, Facebook-owned WhatsApp said it will “slowly ask” such users to comply with the new terms “in order to have full functionality of WhatsApp” starting May 15.

If they still don’t accept the terms, “for a short time, these users will be able to receive calls and notifications, but will not be able to read or send messages from the app,” the company added in the note. The company confirmed to TechCrunch that the note accurately characterizes its plan.

WhatsApp did not define the duration of this “short time” in the note, but linked to a newly created FAQ page that says its policy related to inactive users will apply to such users after May 15 deadline.

WhatsApp’s policy for inactive users states that accounts are “generally deleted after 120 days of inactivity.”

The instant messaging service received backlash from some of its users — including those in India, its biggest market — last month after an in-app alert said they had until February 8 to agree to the planned privacy terms, which are being made to reflect its recent push into e-commerce, if they wished to continue using the service.

Following backlash, WhatsApp said its planned privacy update had created confusion among some of its users. “We’ve heard from so many people how much confusion there is around our recent update. There’s been a lot of misinformation causing concern and we want to help everyone understand our principles and the facts,” it wrote in a blog post last month.

Since 2016, WhatsApp’s privacy policies have granted the service permission to share certain metadata such as user phone numbers and device information with Facebook. The new terms will allow Facebook and WhatsApp to share payments and transactions data in order to help them better target ads as the social juggernaut broadens its e-commerce offerings and looks to merge its messaging platforms.

WhatsApp, used by over 2 billion users, last month delayed enforcing the new policy by three months and has been explaining its terms to users ever since — though its explanations hadn’t explicitly addressed what it planned to do with users who didn’t accept the terms.

19 Feb 2021

Brex applies for bank charter, taps former Silicon Valley Bank exec as CEO of Brex Bank

Brex is the latest fintech to apply for a bank charter.

The fast-growing company, which sells a credit card tailored for startups with Emigrant Bank currently acting as the issuer, announced Friday that it has submitted an application with the Federal Deposit Insurance Corporation (FDIC) and the Utah Department of Financial Institutions (UDFI) to establish Brex Bank.

The industrial bank will be located in Draper, Utah, and be a wholly-owned subsidiary of Brex.

The company has tapped former Silicon Valley Bank (SVB) exec Bruce Wallace to serve as the subsidiary’s CEO. He served in several roles at SVB, including COO, Chief Digital Officer and head of global services. It also has named Jean Perschon, the former CFO for UBS Bank USA, to be the Brex Bank CFO.

Last May, Brex announced that it had raised $150 million in a Series C extension from a group of existing investors, including DST Global and Lone Pine Capital.

With that raise, Brex, which was co-founded by Henrique Dubugras and Pedro Franceschi, had amassed $465 million in venture capital funding to-date.

The company said in a statement today that “Brex Bank will expand upon its existing suite of financial products and business software, offering credit solutions and FDIC insured deposit products to small and medium-sized businesses (SMBs).”

Offering credit products to small businesses has become a popular product offering and source of revenue for tech companies serving entrepreneurs, including Shopify and Square in the commerce arena. Likewise, offering business-focused bank accounts, like Shopify Balance, which is currently in development with a plan to launch sometime this year in the U.S.

These financial products can provide additional opportunities for revenue on interest and cost of borrowing for these companies, who might have better insight into the risk profiles of the types of businesses they serve than traditional lenders and FIs.

“Brex and Brex Bank will work in tandem to help SMBs grow to realize their full potential,” said Wallace.

Brex is based in San Francisco and counts Kleiner Perkins Growth, YC Continuity Fund, Greenoaks Capital, Ribbit Capital, IVP, and DST Global as well as Peter Thiel and Affirm CEO Max Levchin among its investors. It currently has over 400 employees, and though it had significant layoffs mid-year in 2020, it cited restructuring rather than financial difficulty as the cause of that downsize.

Other fintechs that have made moves toward bank charters include Varo Bank, which this week raised another $63 million and SoFi, which last October was granted preliminary approval for a national bank charter.

19 Feb 2021

Brex applies for bank charter, taps former Silicon Valley Bank exec as CEO of Brex Bank

Brex is the latest fintech to apply for a bank charter.

The fast-growing company, which sells a credit card tailored for startups with Emigrant Bank currently acting as the issuer, announced Friday that it has submitted an application with the Federal Deposit Insurance Corporation (FDIC) and the Utah Department of Financial Institutions (UDFI) to establish Brex Bank.

The industrial bank will be located in Draper, Utah, and be a wholly-owned subsidiary of Brex.

The company has tapped former Silicon Valley Bank (SVB) exec Bruce Wallace to serve as the subsidiary’s CEO. He served in several roles at SVB, including COO, Chief Digital Officer and head of global services. It also has named Jean Perschon, the former CFO for UBS Bank USA, to be the Brex Bank CFO.

Last May, Brex announced that it had raised $150 million in a Series C extension from a group of existing investors, including DST Global and Lone Pine Capital.

With that raise, Brex, which was co-founded by Henrique Dubugras and Pedro Franceschi, had amassed $465 million in venture capital funding to-date.

The company said in a statement today that “Brex Bank will expand upon its existing suite of financial products and business software, offering credit solutions and FDIC insured deposit products to small and medium-sized businesses (SMBs).”

Offering credit products to small businesses has become a popular product offering and source of revenue for tech companies serving entrepreneurs, including Shopify and Square in the commerce arena. Likewise, offering business-focused bank accounts, like Shopify Balance, which is currently in development with a plan to launch sometime this year in the U.S.

These financial products can provide additional opportunities for revenue on interest and cost of borrowing for these companies, who might have better insight into the risk profiles of the types of businesses they serve than traditional lenders and FIs.

“Brex and Brex Bank will work in tandem to help SMBs grow to realize their full potential,” said Wallace.

Brex is based in San Francisco and counts Kleiner Perkins Growth, YC Continuity Fund, Greenoaks Capital, Ribbit Capital, IVP, and DST Global as well as Peter Thiel and Affirm CEO Max Levchin among its investors. It currently has over 400 employees, and though it had significant layoffs mid-year in 2020, it cited restructuring rather than financial difficulty as the cause of that downsize.

Other fintechs that have made moves toward bank charters include Varo Bank, which this week raised another $63 million and SoFi, which last October was granted preliminary approval for a national bank charter.

19 Feb 2021

Ironclad’s Jason Boehmig: The objective of pricing is to become less wrong over time

In 2017, Ironclad founder and CEO Jason Boehmig was looking to raise a Series A. As a former lawyer, Boehmig had a specific process for fundraising and an ultimate goal of finding the right investors for his company.

Part of Boehmig’s process was to ask people in the San Francisco Bay Area about their favorite place to work. Many praised RelateIQ, a company founded by Steve Loughlin who had sold it to Salesforce for $390 million and was brand new to venture at the time.

“I wanted to meet Steve and had kind of put two and two together,” said Boehmig. “I was like, ‘There’s this founder I’ve been meaning to connect with anyways, just to pick his brain, about how to build a great company, and he also just became an investor.'”

On this week’s Extra Crunch Live, the duo discussed how the Ironclad pitch excited Loughlin about leading the round. (So excited, in fact, he signed paperwork in the hospital on the same day his child was born.) They also discussed how they’ve managed to build trust by working through disagreements and the challenges of pricing and packaging enterprise products.

As with every episode of Extra Crunch Live, they also gave feedback on pitch decks submitted by the audience. (If you’d like to see your deck featured on a future episode, send it to us using this form.)

We record Extra Crunch Live every Wednesday at 12 p.m. PST/3 p.m. EST/8 p.m. GMT. You can see our past episodes here and check out the March slate right here.

Episode breakdown:

  • The pitch — 2:30
  • How they operate — 23:00
  • The problem of pricing — 29:00
  • Pitch deck teardown — 35:00

The pitch

When Boehmig came in to pitch Accel, Loughlin remembers feeling ambivalent. He had heard about the company and knew a former lawyer was coming in to pitch a legal tech company. He also trusted the reference who had introduced him to Boehmig, and thought, “I’ll take the meeting.”

Then, Boehmig dove into the pitch. The company had about a dozen customers that were excited about the product, and a few who were expanding use of the product across the organization, but it wasn’t until the ultimate vision of Ironclad was teased that Loughlin perked up.

Loughlin realized that the contract can be seen as a core object that could be used to collaborate horizontally across the enterprise.

“That was when the lightbulb went off and I realized this is actually much bigger,” said Loughlin. “This is not a legal tech company. This is core horizontal enterprise collaboration in one of the areas that has not been solved yet, where there is no great software yet for legal departments to collaborate with their counterparts.”

He listed all the software that those same counterparts had to let them collaborate: Salesforce, Marketo, Zendesk. Any investor would be excited to hear that a potential portfolio company could match the likes of those behemoths. Loughlin was hooked.

“There was a slide that I’m guessing Jason didn’t think much of, as it was just the data around the business, but I got pretty excited about it,” said Loughlin. “It said, for every legal user Ironclad added, they added nine other users from departments like sales, marketing, customer service, etc. It was evidence that this theory of collaboration could be true at scale.”

19 Feb 2021

Ironclad’s Jason Boehmig: The objective of pricing is to become less wrong over time

In 2017, Ironclad founder and CEO Jason Boehmig was looking to raise a Series A. As a former lawyer, Boehmig had a specific process for fundraising and an ultimate goal of finding the right investors for his company.

Part of Boehmig’s process was to ask people in the San Francisco Bay Area about their favorite place to work. Many praised RelateIQ, a company founded by Steve Loughlin who had sold it to Salesforce for $390 million and was brand new to venture at the time.

“I wanted to meet Steve and had kind of put two and two together,” said Boehmig. “I was like, ‘There’s this founder I’ve been meaning to connect with anyways, just to pick his brain, about how to build a great company, and he also just became an investor.'”

On this week’s Extra Crunch Live, the duo discussed how the Ironclad pitch excited Loughlin about leading the round. (So excited, in fact, he signed paperwork in the hospital on the same day his child was born.) They also discussed how they’ve managed to build trust by working through disagreements and the challenges of pricing and packaging enterprise products.

As with every episode of Extra Crunch Live, they also gave feedback on pitch decks submitted by the audience. (If you’d like to see your deck featured on a future episode, send it to us using this form.)

We record Extra Crunch Live every Wednesday at 12 p.m. PST/3 p.m. EST/8 p.m. GMT. You can see our past episodes here and check out the March slate right here.

Episode breakdown:

  • The pitch — 2:30
  • How they operate — 23:00
  • The problem of pricing — 29:00
  • Pitch deck teardown — 35:00

The pitch

When Boehmig came in to pitch Accel, Loughlin remembers feeling ambivalent. He had heard about the company and knew a former lawyer was coming in to pitch a legal tech company. He also trusted the reference who had introduced him to Boehmig, and thought, “I’ll take the meeting.”

Then, Boehmig dove into the pitch. The company had about a dozen customers that were excited about the product, and a few who were expanding use of the product across the organization, but it wasn’t until the ultimate vision of Ironclad was teased that Loughlin perked up.

Loughlin realized that the contract can be seen as a core object that could be used to collaborate horizontally across the enterprise.

“That was when the lightbulb went off and I realized this is actually much bigger,” said Loughlin. “This is not a legal tech company. This is core horizontal enterprise collaboration in one of the areas that has not been solved yet, where there is no great software yet for legal departments to collaborate with their counterparts.”

He listed all the software that those same counterparts had to let them collaborate: Salesforce, Marketo, Zendesk. Any investor would be excited to hear that a potential portfolio company could match the likes of those behemoths. Loughlin was hooked.

“There was a slide that I’m guessing Jason didn’t think much of, as it was just the data around the business, but I got pretty excited about it,” said Loughlin. “It said, for every legal user Ironclad added, they added nine other users from departments like sales, marketing, customer service, etc. It was evidence that this theory of collaboration could be true at scale.”

19 Feb 2021

Will the Texas winter disaster deter further tech migration?

Austin is known for its usually mild winters. But on February 12, a winter storm hit the state — leading to over a week of freezing temperatures. This has resulted in a statewide disaster with millions of Texas residents losing power or water, or both.

It’s too early to tell the exact toll this has all taken in loss of life, property damage and economic activity. But it’s clear that this disaster is, and will continue to be, devastating on many levels. Austin-area hospitals even lost water this week, as an indication of how bad things have been.

Since last Thursday, my own household lost power and got it back multiple times. On February 17, we lost water, with no idea of when it will be restored. I realize there are many worse off than me, so I’ll spare you the pity party, but it’s definitely been a humbling experience. Boiling snow/ice for toilet water and rationing the little bottled water we had left with fear of frozen/bursting pipes. At least we have been warm the past couple of days, as many still don’t have power.

Meanwhile, over the past few months (and years, really), Austin has been making headlines for other news — namely the fact that so many tech companies, founders (ahem, Elon) and investors are either moving their headquarters here (Oracle), building significant factories (Tesla) or offices (Apple, Google, Facebook) here, or are thinking about relocating entirely.

The lack of state income taxes has been a big draw, as well as the housing/land/office prices that are affordable when compared to those in the Bay Area. This is nothing new, but only accelerated as the pandemic has encouraged/forced more remote work.

Ironically, some of the very things that have led to the state being more attractive to companies have also contributed to the crisis: Fewer taxes means less money for infrastructure, for one.

But it goes beyond that. Many other states have had freezing cold temperatures without the loss of power and water that Texas is currently experiencing. As The Washington Post reported earlier this week, the state’s choice to deregulate electricity led to “a financial structure for power generation that offers no incentives to power plant operators to prepare for winter. In the name of deregulation and free markets, critics say, Texas has created an electric grid that puts an emphasis on cheap prices over reliable service.”

Even Elon shared his disappointment on Twitter:

It’s fair to say Texas has attracted widespread criticism of its handling of this new crisis — both in terms of its lack of preparation and mismanagement (Sen. Cruz, we’re looking at you). But are the events of the past week going to take away some of the shine on Austin as a potential relocation destination for tech and investors? Will this deter people from wanting to move here? Isn’t it also ironic that some folks who didn’t want to move here due to the scorching summer temperatures are now also slamming the city/state for the impacts of a major winter storm?

So I did what many other enterprising tech reporters might do in this situation, and took to Twitter. The results were pretty much as expected — varied and passionate on either side.

There were many tweets from Austinites who defended their city and praised how its residents have come together during crises:

Then there were some tweets from people who lived here but are disgusted and disappointed:

There were also some tweets from others who said they were so turned off they’d never contemplate moving to Texas or that they were dismayed by the lack of preparation:

And there were those who don’t live here but scoffed at the notion that this was enough to keep people away, while others pointed out that natural disasters happen all over:

Then there were those who joked that the disaster was engineered as a ploy to “keep California people away,” or at least might have that effect:

I have lived on all three coasts — East, West and Gulf. There are pluses and minuses to each. This likely is enough of a deterrent to keep people away. But I will say that the state could — and should — have been more prepared when it decided to deregulate electricity. I am heartbroken at all the suffering people in the city and state are dealing with and for now, just want to see things get back to “normal” as soon as possible so the only crisis we’re dealing with is the COVID-19 pandemic. Never thought we’d look back fondly on those days.

Here’s to hoping that migration of techies can build solutions that could maybe help prevent similar disasters in the future.