Author: azeeadmin

Nathalie Walton almost didn’t become a mother. Her risky pregnancy caused her placenta to burst during childbirth, almost killing her and her son last year. Walton, who feels lucky to have survived, says the haunting experience made her an example of a reality she had long known: To be a pregnant Black woman is to be at risk, regardless of economic background.

The stress of her pregnancy led Walton to download Expectful, a meditation and sleep app for new mothers. She recalls stabilizing, emotionally and physically, within a week, bringing an otherwise “soft landing” to a volatile pregnancy.

Weeks after delivering her son, Everett, Walton just so happened to hear of an advisory role opening at Expectful. Even though she was mid-maternity leave from her managerial role at Airbnb, she jumped at the opportunity.

“I definitely had a full-time job, I had a newborn baby,” Walton said. But, she says, it was an opportunity to be entrepreneurial in a sector she cared about. Even if it was just for a few months.

And now, Walton is the chief executive of the company. The business is pivoting its product strategy to grow beyond recorded meditations. Walton helped it raise its first millions in venture capital, making her one of the few dozen Black female founders to do so. New financing and the boom of the mental health focus amid the coronavirus pandemic puts Expectful in a coveted spot. And it puts Walton, who is at the helm of a company for the first time, in a pressure-cooker spotlight.

Even in the world of startups, going from user to chief executive in less than a year is a remarkable feat. But it’s not one that she rushed.

A quarter-life crisis

Walton graduated from Georgetown and immediately joined the New York banking world. After a few years as an analyst at JP Morgan, though, she became unsatisfied with the work.

“I think I had a quarter-life crisis,” Walton said. Searching for new opportunities, she ended up at a prospective students day at Stanford University in what would become a pivotal moment in her life.

“For the first time, I met entrepreneurs and saw an actual concept that you can pursue a career you like, be successful and make a difference in the world,” she said. Walton eventually applied, and got accepted, to Stanford Graduate School of Business (GSB), a prestigious program that produces founders and top executives. It was then that she realized she wanted to be a chief executive one day.

“I admired them, but I just didn’t see the pathway for me to get there,” she said, of the entrepreneurs she met, who were then largely white and male. “I didn’t have the confidence.”

So, she set that hope aside and pursued intrapreneurship, which would let her join a stable organization and act as a mini-founder within it. Employees in this role are tasked with building a startup within a startup, whether that is rooting an innovative idea or leading an experiential team. Corporations have long embraced this idea to bring momentum to otherwise red-tapey processes.

Walton joined eBay and soon rose to work as the head of business operations and development. Her work helped the company break into 3D printing.

Over the years, this has been the defining characteristic of Walton: join an organization, build a scrappy idea from scratch, and then do it all over again. She has held roles in Airbnb and Google that all required her to have the agility of a founder convincing people on a moonshot vision, and the rigor of a manager who can get a deal done.

She had the same vision heading into an advisory role at Expectful. But when Walton landed a key Expectful partnership with Johnson & Johnson, then-CEO and founder Mark Krassner had an idea.

‘It was on my mind from day No. 1’

Before starting Expectful, Krassner experienced the benefits of meditation firsthand. He also saw his mother face depression, which made him realize how meditation could have a positive impact on others. After seeing research that showed how meditation could positively impact a pregnancy, he began thinking of a solution in this cross-section. He eventually started a course on Teachable, a startup that lets anyone create and monetize an online class, with 15 moms and a guided meditation.

Over time, the idea stuck. Krassner eventually turned his course into a 12-person startup. Under his leadership, Expectful grew to profitability and over 13,000 paid users. Its conversion rate from free to paid users was five times higher than industry standards, the company claims.

That said, from the moment Mark Krassner started Expectful, he knew he was an unlikely founder. He doesn’t have any children, so leading a meditation and sleep app for new mothers comes with its own hurdles.

“As a male founder with no kids, it was on my mind from day No. 1,” Krassner said. He eventually wanted to put a female at the head of the company, he says. Walton was the obvious choice.

Walton returned to Airbnb after her maternity leave right as Airbnb had aggressive COVID-19 layoffs. While her job was saved, her team disappeared as part of the cuts. She started looking for jobs, and received lucrative offers from Facebook, Apple, Google and Amazon. When she told Krassner she was leaning toward a lead product manager position at Amazon, he replied with an offer to take over Expectful’s entire business.

“I think it caught her off guard,” Krassner said, who is still a board member at the company. “Usually you don’t think a CEO is looking for [a new CEO] unless things are going to hell in a handbasket.”

The new Expectful

Expectful began as a guided meditation library, which will continue to be its core. But now, Walton wants to take advantage of that momentum and evolve the company into a “go-to wellness resource for hopeful, expecting and new parents.”

The language suggests that the startup is evolving in how it markets itself. Right now, the site has a number of references to “motherhood” and women. But Walton says Expectful defines a mother by anyone who identifies themselves as one. While the startup primarily has content geared toward the gestational parent, or the one who gives birth to the child, Walton says they have a “a partner’s library for non-gestational parents that identify as non-gestational mothers, fathers, or however they choose to identify.”

Walton plans to pivot the startup in three phases: content, marketplace and community.

For content, Expectful wants to organize pregnancy-related information. Currently, a lot of information or advice around pregnancy lives in books or in-person classes. But the learning experience, which Walton says is similar to middle school-style lectures, doesn’t feel built for this century.

The next step in her plan is digitizing the service providers that help women through pregnancy. In simpler words, replace the disorganized recommendations in Facebook groups for parents.

“When I went to ask my OB-GYN for recommendations for a doula, she gave me a sheet of paper with the names of 10 doulas,” she said. “You have to text the doula, ask them questions and if they want to meet up — it all feels yucky.” Expectful wants to put all that information in one platform so moms can access tips and recommendations from the ease of their homes.

The end-product here would be a peer-reviewed platform that can help a mom find everything from a therapist to a live-in nanny, with reviews built-in.

Finally, Walton wants to invest in the community. Expectful recently launched Mother Circles, which connects postpartum mothers into support cohorts led by a doula facilitator. The circles include six weekly video calls, a group chat and 500 hours of on-demand doula support.

Part of Walton’s focus through all of these priorities is to invest in Black maternal health outcomes. Her own experience, she says, showed her how even a “Stanford-educated wellness junkie” such as herself can be at a high-risk for pregnancy because of her skin color.

It’s a lofty goal, even with the promising growth and strong library of guided meditations. The competition is steep. One of Expectful’s closest competitors is Peanut, a social network for moms used by over 1.2 million people. Mahmee, a digital support network for postpartum mothers, has raised $3 million and views itself as complementary to Expectful. Headspace has launched its own motherhood meditation series, but it is not as comprehensive as Expectful’s.

“I think we’re able to connect with women in a way that some of these other companies aren’t,” Walton said. “People are paying for the service, so they clearly need it.”

While Walton declined to share new user metrics, she said that the company’s revenue has grown 100% since March 2020.

Long-term, Expectful wants to mimic Peloton’s playbook in terms of getting premium content and community to the right audience. Still, growing from a startup to a venture business requires more than just ambition and market fit. It requires the ability to exponentially grow and keep growing.

A handful of investors believe that Walton’s Expectful can do it. Expectful raised $3 million in a seed financing round led by Harlem Capital. Indicator Ventures, Sequoia Scout Fund, Joyance Partners, Break Trail Ventures, Chinagona Ventures, Powerhouse Capital, AVG Basecamp Fund and Babylist also participated. Angel investors included Ellen Pao, Mike Smith and Ashley Mayer. The round also included $1.2 million in convertible SAFE notes, making the financing round a total of $4.2 million.

“Historically when I look at what black women raise fundraising, I feel fortunate that I’ve been able to raise this round,” Walton said.

Harlem Capital founding partner Henri Pierre-Jacques said that “obviously, given our focus we weren’t going to invest in a white male.” Walton’s “founder-market fit” is what made the firm invest, even with the hairy dynamic of an exiting CEO.

Mayer, head of communications at Glossier, was the one who introduced Walton to the woman who told her about the advisory role of Expectful. She says that Nathalie’s “path to entrepreneurship feels inevitable.

“It was always just a question of finding the space where her passions collided,” Mayer said.

As a new mother and new founder, Walton has had a busy balancing act of a year.

“I’m working more now than I have really in the last decade,” she said. “But I’ve never been more fulfilled because, as someone who went through this, and I’m still going through this, I feel so personally the level of pain that so many women suffer through.”

Enterprise IT has been completely transformed by SaaS the past decade. Okta last week published a report which showed that the largest companies now use 175 apps, a doubling over the past few years. More professionals have more tools to do their jobs than ever before. It’s an explosion of creativity and expressiveness and operational latitude — but also a recipe for disaster.

It’s one thing to give people and businesses tools — and something else to train them to use those tools effectively. Worse, as the number and complexity of software has skyrocketed the past decade, it’s only become harder for end users to grapple with offering their customers the best possible experience.

That’s the opportunity for a range of new tools that are designed to guide — sometimes forcefully — people to use the software they have in the best possible way, in what you might dub best-practices-as-a-service. It’s software that is opinionated on what “best” looks like within its domain, and ensures that as many people follow that model as possible with minimal dissension. It’s simplicity in a box for a complex world.

Let me give some examples from a few major fields of startups in ecommerce, security, and web development and finally, in my chosen profession, writing to illustrate what I mean.

Enterprise IT has been completely transformed by SaaS the past decade. Okta last week published a report which showed that the largest companies now use 175 apps, a doubling over the past few years. More professionals have more tools to do their jobs than ever before. It’s an explosion of creativity and expressiveness and operational latitude — but also a recipe for disaster.

It’s one thing to give people and businesses tools — and something else to train them to use those tools effectively. Worse, as the number and complexity of software has skyrocketed the past decade, it’s only become harder for end users to grapple with offering their customers the best possible experience.

That’s the opportunity for a range of new tools that are designed to guide — sometimes forcefully — people to use the software they have in the best possible way, in what you might dub best-practices-as-a-service. It’s software that is opinionated on what “best” looks like within its domain, and ensures that as many people follow that model as possible with minimal dissension. It’s simplicity in a box for a complex world.

Let me give some examples from a few major fields of startups in ecommerce, security, and web development and finally, in my chosen profession, writing to illustrate what I mean.

SpaceX has announced its first all-civilian private spaceflight mission, a high-priced galactic tourism launch that it hopes to fly by the fourth quarter of 2021. The mission, which will use SpaceX’s Dragon crew spacecraft and its Falcon 9 rocket, will include Shift4 Payments CEO Jared Isaacman, who is CEO of Shift4 Payments, as well as three crew members to be selected and donated by Isaacman, his company and St Jude’s Children Research Hospital. That’s one way to drive product adoption.

The mission is bing called Inspiration4, and there’s already a significant digital presence for it, including a website with a countdown timer. Two of the of seats on the four person ride will be given to St. Jude recipients, with one going to an ambassador for the children’s medical research center, and another going to a member of the public that will be chosen from entrants to an online contest based on either making a donation to St. Jude. The final seat will go to an entrepreneur who builds a business on Shift4’s platform, which enables payments for online stores.

Isaacman has committed $100 million to St. Jude’s as part of the Inspiration4 campaign, and will be looking to raise another $100 million or more from contributions made through the program. Prior to starting Shift4 Payments, which now processes over $200 billion per year in transactions, Isaacman created and led a private air force, which he later sold to Blackstone, the large global private military contractor. Isaacman’s business trained pilots for the U.S. Air Force, and he himself is a trained pilot certified on both commercial and military aircraft.

He’ll serve as the Dragon flight’s commander, which makes sense given that although the spacecraft flies in a fully automated fashion, there should still be someone with some kind of expertise on board in case of emergency. Isaacman’s history as a pilot, combined with the fact that he’s extremely rich, make him a great candidate for that role.

As to the nature of the mission, it’ll involve pre-launch commercial astronaut training, including instruction in orbital mechanics and zero gravity maneuvering. The flight itself will take off from Kennedy Space Center in Florida, and it’ll then circle the globe for multiple orbits (approximately one every 90 minutes, the company says), while the spacecraft remains aloft for multiple days. It’ll then re-enter Earth’s atmosphere and make a water landing in the Atlantic Ocean, where it’ll be recovered by a SpaceX crew.

SpaceX previously revealed that it would be looking to host private missions with Dragon once it was rated for human flight by NASA. Now we know when the first dedicated private mission is looking to take off – and it might even beat other private space tourism efforts out the door, including Virgin Galactic’s suborbital spaceplane day tours.

The Inspiration4 team and SpaceX are hosting a media call shortly, and we’ll update this post with additional details from that call once available.

SpaceX has announced its first all-civilian private spaceflight mission, a high-priced galactic tourism launch that it hopes to fly by the fourth quarter of 2021. The mission, which will use SpaceX’s Dragon crew spacecraft and its Falcon 9 rocket, will include Shift4 Payments CEO Jared Isaacman, who is CEO of Shift4 Payments, as well as three crew members to be selected and donated by Isaacman, his company and St Jude’s Children Research Hospital. That’s one way to drive product adoption.

The mission is bing called Inspiration4, and there’s already a significant digital presence for it, including a website with a countdown timer. Two of the of seats on the four person ride will be given to St. Jude recipients, with one going to an ambassador for the children’s medical research center, and another going to a member of the public that will be chosen from entrants to an online contest based on either making a donation to St. Jude. The final seat will go to an entrepreneur who builds a business on Shift4’s platform, which enables payments for online stores.

Isaacman has committed $100 million to St. Jude’s as part of the Inspiration4 campaign, and will be looking to raise another $100 million or more from contributions made through the program. Prior to starting Shift4 Payments, which now processes over $200 billion per year in transactions, Isaacman created and led a private air force, which he later sold to Blackstone, the large global private military contractor. Isaacman’s business trained pilots for the U.S. Air Force, and he himself is a trained pilot certified on both commercial and military aircraft.

He’ll serve as the Dragon flight’s commander, which makes sense given that although the spacecraft flies in a fully automated fashion, there should still be someone with some kind of expertise on board in case of emergency. Isaacman’s history as a pilot, combined with the fact that he’s extremely rich, make him a great candidate for that role.

As to the nature of the mission, it’ll involve pre-launch commercial astronaut training, including instruction in orbital mechanics and zero gravity maneuvering. The flight itself will take off from Kennedy Space Center in Florida, and it’ll then circle the globe for multiple orbits (approximately one every 90 minutes, the company says), while the spacecraft remains aloft for multiple days. It’ll then re-enter Earth’s atmosphere and make a water landing in the Atlantic Ocean, where it’ll be recovered by a SpaceX crew.

SpaceX previously revealed that it would be looking to host private missions with Dragon once it was rated for human flight by NASA. Now we know when the first dedicated private mission is looking to take off – and it might even beat other private space tourism efforts out the door, including Virgin Galactic’s suborbital spaceplane day tours.

The Inspiration4 team and SpaceX are hosting a media call shortly, and we’ll update this post with additional details from that call once available.

When Google originally announced Stadia, its cloud gaming service, the company also announced a first-party game studio. Stadia Games and Entertainment was supposed to release exclusive titles for the new platform. And yet, Google has changed its mind and is now shutting down its internal game studios.

“Given our focus on building on the proven technology of Stadia as well as deepening our business partnerships, we’ve decided that we will not be investing further in bringing exclusive content from our internal development team SG&E, beyond any near-term planned games,” Google Stadia VP and GM Phil Harrison wrote in a blog post.

That’s right, the company has yet to release a single game under the Stadia brand but it’s already over. This is an odd move as Google has made some significant investments in the space. It originally created a studio in Montreal Canada and acquired Typhoon Studios. It then opened another studio in Los Angeles.

Jade Raymond was leading Google’s first-party studios. She has been working on the video game industry for more than 15 years. In particular, she was a producer for Ubisoft in Montreal working on the first Assassin’s Creed games. She also worked for Electronic Arts on an unreleased single-player Star Wars video game.

Today’s news also means that Raymond is leaving Google. Other Google employees working for Stadia Games and Entertainment will move on to new roles.

Going forward, Stadia will focus on third-party games. The company says that Cyberpunk 2077 has been quite popular on the cloud gaming platform for instance. It lets you launch the game on a server in a data center near you and stream the video feed to your device.

Many readers will likely think that Google might shut down Stadia soon as the company has shut down many, many services in the past. The company tries to be reassuring.

“We’re committed to the future of cloud gaming, and will continue to do our part to drive this industry forward. Our goal remains focused on creating the best possible platform for gamers and technology for our partners, bringing these experiences to life for people everywhere,” Harrison writes.

But do you believe him?

Otonomo, the cloud-based software startup that help companies capture and monetize connected car data, is headed to the public market. The Israeli-based startup said Monday it has agreed to merge with special purpose acquisition company Software Acquisition Group Inc. II with a valuation of $1.4 billion.

Otonomo is joining a growing pool of automotive startups that have sidestepped the traditional IPO path in favor of merging with a SPAC, or blank check company.  Arrival, Canoo, Lordstown Motors, Luminar, ChargePoint, The Lion Electric and Proterra are just some of the transportation-related companies that have announced or closed their SPAC mergers in the past several months.

The capital provided by public markets has become too tempting for companies that either have capitally intensive projects — like attempting to become a vehicle manufacturer — or for those that are hoping to speed up their growth. Otonomo falls in the latter camp.

Otonomo said it raised $172.5 million in private investment in public equity, or PIPE, from investors that included Fidelity Management & Research Company LLC, BNP Paribas Asset Management Energy Transition Fund and Senvest Management LLC, with support from strategic investors Dell Technologies Capital, and Hearst Ventures. Current Otonomo shareholders will own a majority of the combined company at closing. Otonomo will have more than $307 million in cash proceeds once the companies combine.

Otonomo said it plans to use cash proceeds from the transaction to fund growth and accelerate its entry into new markets and use cases.

Otonomo launched in 2015 with a cloud-based software platform that can capture and anonymize vehicle data, which can then be used to create apps to provide services such as electric vehicle management, mapping, subscription-based services, parking, usage-based insurance, traffic management, media and emergency services. The company’s platform is used by 16 vehicle manufacturers, fleets and more than 100 service providers, according to Otonomo.

The company has landed a dozens of customers on its pitch that it can help companies monetize all the date running through their connected vehicles. Otonomo says it securely collects the data, where its then modified so companies can use it to develop apps and services for fleets, smart cities and individual customers. The platform also enables GDPR, CCPA and other privacy regulation-compliant solutions using both personal and aggregate data.

Otonomo’s growth can be measured — at least in one way — by examining the number of data points that run through the platform. A year ago, the company said its platform was taking in 2.6 billion data points a day from more than 20 million vehicles through partnerships with automakers, fleets and farm and construction manufacturers. Today, the company said the platform ingests more than 4 billion data points per day from over 40 million global connected vehicles. 

The merger is expected to close in the second quarter of 2021. Ben Volkow continuing to serve as CEO of Otonomo, which will trade on the NASDAQ exchange.

Every sport has its practice drills and exercises to help players hone skills between games. Why would esports be any different?

Gwoop, a startup out of Minnesota, wants to be the place where gamers go to train between matches. They’re building up a collection of free browser-based training tools meant to help you measure and improve vital stats like reaction time, mouse control, and aim, and see how your stats compare to the best.

Some of the training games currently up and running:

• Reaction Training: Wait for it…. click! As soon as the screen changes from grey to orange, you click the mouse button. The lower your reaction time (measured in milliseconds), the better. Harder levels throw in more colors to fake you out and give you a bit of pause.
• Visual Speed: Target boxes spawn one-at-a-time all around a 2D plane. Click one, and another appears. The more boxes you click before time runs out, the higher your score.
• Keyboard speed: Straightforward keyboard key-finding practice, because any time spent looking at your keyboard is time not spent dodging shots.

• Mouse control: If you can’t get your mouse to go where you want it, you can’t aim. Gwoop’s mouse control exercise has you drag a ball through a curved track; the more tracks you complete, the higher your score.
• FPS Training Arena: Strafe around a 3D arena (pictured up top), scanning for randomly generated targets and clicking them as they appear. Bonus points for hitting the dead center of a target.

All of the tools are linked back to an analytics dashboard, allowing you to gauge your performance metrics over time. Each skill gets its own leaderboard so you can see, for example, how your average reaction time compares to others worldwide and amongst your friends.

Even in its 3D exercises, Gwoop’s graphics are pretty simple — and that’s intentional. They want it to work for as many players as possible. They’ve got no reason to try to look like a AAA title; the more graphically intense a game is, the more powerful your computer would have to be to run it smoothly. Co-founder Gavin Lee tells me that their goal is to keep it so that “all you need is a computer and the Internet. It doesn’t matter if your device is 10 years old.” Even its 2D exercises have switches you can flip to further simplify the graphics and improve performance.

It’s the same reason they’ve built everything to work in the browser: not requiring any downloads means more people can train, with the added benefit for the Gwoop team of not having to worry about maintaining separate Mac/PC clients.

While the existing exercises might seem focused around improving first-person shooter skills, Lee tells me that they’re aiming to be “genre-agnostic” and are planning expansions tailored to other kinds of games. He mentions a “MOBA Arena” in the works meant to help polish skills required for games like League of Legends or DOTA, and another exercise-in-progress that’s “very Rocket League centric.” Their training tools seem mostly focused on keyboard/mouse users right now, but they’re working on more functionality for players who prefer controllers.

Gwoop is entirely free to players —so how will they make money? Lee tells me they’ve got two different strategies there: they’ll sell additional advanced analytics tools to teams, and, once they’ve got enough players clicking around, hopefully be able to serve as a platform for esports recruiters. Lee says players should be able to opt-in to having their data shared with potential sponsors and esports teams, with Gwoop getting paid to connect the dots. “All these division one schools have these platforms where you can upload football films and get recruited,” says Lee “we want to become that platform [for esports].”

Why the name “Gwoop”? Is it a bit of super cool gaming lingo, or some sort of acronym? Nope! It was just a quick, memorable domain Lee had been holding onto for decades. “I wish I had a better story for you,” he says, “but I bought the domain in 2002 just because I wanted a five letter domain that you could pronounce and was available.” It’s okay, Gavin: most people don’t care why Google is called Google, after all.

The team’s timing is pretty good here. With most people being stuck at home, more people are getting into gaming than ever before. Battle Royale games like Fortnite, PUBG, and Apex Legends are blowing up… but it’s hard to get better in a game where you spend the first ten minutes looting only to get shredded in 10 seconds when a skilled team rotates through. While many titles have dedicated training areas or firing ranges to practice in, they’re usually meant more for quick pre-game warmups and don’t do things like help you track metrics and improvements over time.

The Minneapolis-based team is currently comprised of its three cofounders. It’s self-funded to date, but I’m told a seed round is underway.

Gwoop is currently in semi-closed Beta and generally requires an invite to signup, but Lee tells me that the code #TC2021# should let our readers past the signup gate.

Following its $16 million Series B last fall, event discovery network IRL is launching a new website that adds more social features around events, including profiles, chats, and the ability to join group events, among other things. With the changes, users will also be able to receive personalized event recommendations, participate in group events, as well as talk about events with their friends, across both web and mobile. The combined efforts make IRL.com feel less like an online event search engine and more like a real social network.

The startup, which had previously focused on real-world events, could have easily imploded last year due to the COVID-19 pandemic, which effectively shut down the in-person events industry overnight. But it instead quickly pivoted its event discovery app to include virtual events. In April, IRL adapted to the government lockdowns and restrictions on in-person gatherings by indexing online events, like live-streamed concerts, esports events, Zoom parties, and more.

The changes, in a way, made IRL more accessible because it became a tool that anyone could use — not only those with the time and money to travel and attend real-world events.

In fitting with those changes, the company also last year redesigned its mobile app to make it easier for users to find new events to attend remotely.

It organized events into categories like gaming, music, tv, wellness, sports, podcasts, lifestyle and more — including those sourced from partners like TikTok, Meetup, Twitch, Spotify, SoundCloud, HBO, Ticketmaster, Eventbrite and others. (We’re also seeing Apple TV+ shows on the site, but IRL can’t officially confirm if Apple is a partner. We’re told IRL does have permission to display these events, however.)

The new IRL website is meant to better mirror the recently redesigned mobile experience.

As users join IRL.com for the first time, they can pick event categories they’re interested in and find their friends who are already using the service.

Also like the mobile app, you can now click across filters at the top of the website to drill down into events by category — like gaming, music, TV, sports, wellness, lifestyle, podcasts, and others. And you can filter to see events taking place this weekend or view IRL’s own suggestions of “Top Picks.”

The site directs users to create their own group events with friends through the new built-in chat feature, which had previously only been available on mobile.

“Because everybody’s at home, there’s a big demand for a web messenger,” notes IRL founder and CEO Abraham Shafi.

He explains that the startup’s focus around messaging as the basis for a group is what allows IRL to differentiate itself from other groups-focused products. Facebook Groups, for example, are built around the idea of discussion boards, he says. But IRL is instead building its social network around messaging.

“There’s no group chatting app that also allows you to add events,” Shafi says. “We’re seeing that become really valuable for any groups that have upcoming and scheduled activities. It could be a TV show that you really like. Or it could be your friends playing Among Us or playing video games. [On IRL], you can imagine, literally, any type of group — like a book club that meets weekly and has weekly events coming up,” he says.

In addition, students who sign up with an .edu email address can now find on campus events and groups that are available only to those who attend the same school. These aren’t typically indexed publicly, and won’t appear on the IRL homepage.

The startup’s focus on group messaging has helped the app grow, despite the pandemic.

The company now reports over 10 million monthly active users, and its group messaging feature has been growing at around 30% month-over-month since August. Today, there are over 30 million chats sent on IRL per day, with over a billion chats that have been sent to date, Shafi says.

In time, IRL plans to expand the site to include more local events as well as deepen its relationship with partners.

 

For example, the IRL TikTok account has been the first to reach over a million followers. But currently, all the events TikTok posts to the site are hand-curated. IRL says it’s working on a deeper integration that will help pull in more TikTok content, including top trends.

The company also expects to attract more influencers with the website launch, like those who want to build a name for themselves as a “cool curator” of a specific type of event — such as the Sneakerheads account, for instance, which tracks sneaker drops.

As users participate on the website and app by following events, adding friends, and joining chats, IRL will be able to make better recommendations as to what sort of events they might like to try next.

And as the world recovers from COVID, allowing in-person events once again, the company believes usage will jump.

“When in-person returns — because that’s inevitable — we’ll be supporting that, for sure,” says Shafi, adding that he expects IRL to then “explode.”

“We’re not going to take virtual away. Virtual will always be there…quite honestly, it will probably always be a hybrid,” he says. “This pandemic has allowed us to focus on something that will actually help us grow once we can support both the real and the remote.”

“Me and the team are very grateful that we’ve had the opportunity to build something deeply meaningful in these times —  even though at the outset, it would have seemed like we were screwed,” Shafi adds.

Initially, IRL tested the web app’s revamp only with its existing users. But the relaunch of the site now makes the changes accessible to all.

Following its $16 million Series B last fall, event discovery network IRL is launching a new website that adds more social features around events, including profiles, chats, and the ability to join group events, among other things. With the changes, users will also be able to receive personalized event recommendations, participate in group events, as well as talk about events with their friends, across both web and mobile. The combined efforts make IRL.com feel less like an online event search engine and more like a real social network.

The startup, which had previously focused on real-world events, could have easily imploded last year due to the COVID-19 pandemic, which effectively shut down the in-person events industry overnight. But it instead quickly pivoted its event discovery app to include virtual events. In April, IRL adapted to the government lockdowns and restrictions on in-person gatherings by indexing online events, like live-streamed concerts, esports events, Zoom parties, and more.

The changes, in a way, made IRL more accessible because it became a tool that anyone could use — not only those with the time and money to travel and attend real-world events.

In fitting with those changes, the company also last year redesigned its mobile app to make it easier for users to find new events to attend remotely.

It organized events into categories like gaming, music, tv, wellness, sports, podcasts, lifestyle and more — including those sourced from partners like TikTok, Meetup, Twitch, Spotify, SoundCloud, HBO, Ticketmaster, Eventbrite and others. (We’re also seeing Apple TV+ shows on the site, but IRL can’t officially confirm if Apple is a partner. We’re told IRL does have permission to display these events, however.)

The new IRL website is meant to better mirror the recently redesigned mobile experience.

As users join IRL.com for the first time, they can pick event categories they’re interested in and find their friends who are already using the service.

Also like the mobile app, you can now click across filters at the top of the website to drill down into events by category — like gaming, music, TV, sports, wellness, lifestyle, podcasts, and others. And you can filter to see events taking place this weekend or view IRL’s own suggestions of “Top Picks.”

The site directs users to create their own group events with friends through the new built-in chat feature, which had previously only been available on mobile.

“Because everybody’s at home, there’s a big demand for a web messenger,” notes IRL founder and CEO Abraham Shafi.

He explains that the startup’s focus around messaging as the basis for a group is what allows IRL to differentiate itself from other groups-focused products. Facebook Groups, for example, are built around the idea of discussion boards, he says. But IRL is instead building its social network around messaging.

“There’s no group chatting app that also allows you to add events,” Shafi says. “We’re seeing that become really valuable for any groups that have upcoming and scheduled activities. It could be a TV show that you really like. Or it could be your friends playing Among Us or playing video games. [On IRL], you can imagine, literally, any type of group — like a book club that meets weekly and has weekly events coming up,” he says.

In addition, students who sign up with an .edu email address can now find on campus events and groups that are available only to those who attend the same school. These aren’t typically indexed publicly, and won’t appear on the IRL homepage.

The startup’s focus on group messaging has helped the app grow, despite the pandemic.

The company now reports over 10 million monthly active users, and its group messaging feature has been growing at around 30% month-over-month since August. Today, there are over 30 million chats sent on IRL per day, with over a billion chats that have been sent to date, Shafi says.

In time, IRL plans to expand the site to include more local events as well as deepen its relationship with partners.

 

For example, the IRL TikTok account has been the first to reach over a million followers. But currently, all the events TikTok posts to the site are hand-curated. IRL says it’s working on a deeper integration that will help pull in more TikTok content, including top trends.

The company also expects to attract more influencers with the website launch, like those who want to build a name for themselves as a “cool curator” of a specific type of event — such as the Sneakerheads account, for instance, which tracks sneaker drops.

As users participate on the website and app by following events, adding friends, and joining chats, IRL will be able to make better recommendations as to what sort of events they might like to try next.

And as the world recovers from COVID, allowing in-person events once again, the company believes usage will jump.

“When in-person returns — because that’s inevitable — we’ll be supporting that, for sure,” says Shafi, adding that he expects IRL to then “explode.”

“We’re not going to take virtual away. Virtual will always be there…quite honestly, it will probably always be a hybrid,” he says. “This pandemic has allowed us to focus on something that will actually help us grow once we can support both the real and the remote.”

“Me and the team are very grateful that we’ve had the opportunity to build something deeply meaningful in these times —  even though at the outset, it would have seemed like we were screwed,” Shafi adds.

Initially, IRL tested the web app’s revamp only with its existing users. But the relaunch of the site now makes the changes accessible to all.