Category: UNCATEGORIZED

16 Oct 2020

EU’s Google-Fitbit antitrust decision deadline pushed into 2021

The deadline for Europe to make a call on the Google -Fitbit merger has been pushed out again — with EU regulators now having until January 8, 2021, to take a decision.

The latest change to the provisional deadline, spotted earlier by Reuters, could be the result of one of the parties asking for more time.

Last month the deadline for a decision was extended until December 23 — potentially pushing the decision out beyond a year after Google announced its intention to buy Fitbit, back in November 2019. So if the tech giant was hoping for a simple and swift regulatory rubberstamping its hopes have been diminishing since August when the Commission announced it was going to dig into the detail. Once bitten and all that.

The proposed Fitbit acquisition also comes as Alphabet, Google’s parent, is under intense antitrust scrutiny on multiple fronts on home turf.

Google featured prominently in a report by the House Judiciary Committee on big tech antitrust concerns earlier this month, with US lawmakers recommending a range of remedies — including breaking up platform giants.

European lawmakers are also in the process of drawing up new rules to regulate so-called ‘gatekeeper’ platforms — which would almost certainly apply to Google. A legislative proposal on that is expected before the end of this year, which means it may appear before EU regulators have taken a decision on the Google-Fitbit deal. (And one imagines Google isn’t exactly stoked about that possibility.)

Both competition and privacy concerns have been raised against allowing Google get its hands on Fitbit users’ data.

The tech giant has responded by offering a number of pledges to try to convince regulators — saying it would not use Fitbit health and wellness data for ads and offering to have data separation requirements monitored. It has also said it would commit to maintain third parties’/rivals’ access to its Android ecosystem and Fitbit’s APIs.

However rival wearable makers have continued to criticize the proposed merger. And, earlier this week, consumer protection and human rights groups issued a joint letter — urging regulators to only approve the takeover if “merger remedies can effectively prevent [competition and privacy] harms in the short and long term”.

One thing is clear: With antitrust concerns now writ large against ‘big tech’ the era of ‘friction-free’ acquisitions looks to be behind Google et al.

16 Oct 2020

EU’s Google-Fitbit antitrust decision deadline pushed into 2021

The deadline for Europe to make a call on the Google -Fitbit merger has been pushed out again — with EU regulators now having until January 8, 2021, to take a decision.

The latest change to the provisional deadline, spotted earlier by Reuters, could be the result of one of the parties asking for more time.

Last month the deadline for a decision was extended until December 23 — potentially pushing the decision out beyond a year after Google announced its intention to buy Fitbit, back in November 2019. So if the tech giant was hoping for a simple and swift regulatory rubberstamping its hopes have been diminishing since August when the Commission announced it was going to dig into the detail. Once bitten and all that.

The proposed Fitbit acquisition also comes as Alphabet, Google’s parent, is under intense antitrust scrutiny on multiple fronts on home turf.

Google featured prominently in a report by the House Judiciary Committee on big tech antitrust concerns earlier this month, with US lawmakers recommending a range of remedies — including breaking up platform giants.

European lawmakers are also in the process of drawing up new rules to regulate so-called ‘gatekeeper’ platforms — which would almost certainly apply to Google. A legislative proposal on that is expected before the end of this year, which means it may appear before EU regulators have taken a decision on the Google-Fitbit deal. (And one imagines Google isn’t exactly stoked about that possibility.)

Both competition and privacy concerns have been raised against allowing Google get its hands on Fitbit users’ data.

The tech giant has responded by offering a number of pledges to try to convince regulators — saying it would not use Fitbit health and wellness data for ads and offering to have data separation requirements monitored. It has also said it would commit to maintain third parties’/rivals’ access to its Android ecosystem and Fitbit’s APIs.

However rival wearable makers have continued to criticize the proposed merger. And, earlier this week, consumer protection and human rights groups issued a joint letter — urging regulators to only approve the takeover if “merger remedies can effectively prevent [competition and privacy] harms in the short and long term”.

One thing is clear: With antitrust concerns now writ large against ‘big tech’ the era of ‘friction-free’ acquisitions looks to be behind Google et al.

16 Oct 2020

Datto sets initial IPO price range, indicating a valuation of around $4B

It was just a few weeks ago that Datto, what TechCrunch called a “backup and disaster recovery firm,” filed to go public. This week the firm set an initial range for its debut.

The Vista Equity Partners -backed company was picked up by the private equity firm back in 2017. Vista is back in the news lately for several reasons, some stemming from executive shenanigans — read: tax evasion and huge penalties — but at least what’s coming from Datto’s camp is good tidings.

How so? Vista bought Datto for around $1.5 billion, and is set to make billions on its exit, based on the company’s expected IPO pricing.

Per the data firm’s latest S-1 filing, Datto is targeting a $24 to $27 per share price range. Here’s the math:

  • Total shares outstanding after IPO, sans underwriters’ allotment: 157,548,740 shares
  • Total shares outstanding after IPO, with underwriters’ allotment: 160,848,740
  • Max valuation at current prices, sans underwriters’ allotment: $4.25 billion
  • Max valuation at current prices, with underwriters’ allotment: $4.34 billion

Those two final numbers are dramatically bigger than the $1.5 billion that Vista is said to have paid for Datto.

How has Datto managed to generate so much value in the last few years? In financial terms, the company grew to a run rate of around $500 million, based on its Q1 and Q2 2020 revenue results. That gives the company a revenue multiple of less than 10x at its current IPO price maximum.

And that price makes sense. Datto is not growing very quickly, just 16% from H1 2019 to H1 2020, for example. The company did recently become profitable, however, which helps its valuation case. But more importantly, between 2017 and 2020 we have seen revenue multiples for software companies expand. That, plus Datto’s growth since 2017, have repriced it far above its sale price.

For Vista, it’s good news. Provided that they don’t get into tax issues over this particular set of returns. More on Datto as it prices and debuts.

16 Oct 2020

Crypto-driven marketplace Zora raises $2M to build a sustainable creator economy

Dee Goens and Jacob Horne have both the exact and precisely opposite background that you’d expect to see from two people building a way for creators to build a sustainable economy for their followers to participate in. Coinbase, crypto hack projects at university, KPMG, Merill Lynch. But where’s the art?

“Believe it or not, I used to have dreams of being a rapper,” laughs Goens. “There’s a Soundcloud out there somewhere. With that passion you explore the inner workings of the music industry. I would excitedly ask industry friends about the advance and 360 deal models only to realize they were completely broken.”

And, while many may be well intentioned, these deal structures of exploit artistry. In many cases taking the majority of an artist’s ownership. I grew curious why artists were unable to resource themselves from their community in an impactful way — but instead, were forced to seek out potentially predatory relationships. To me, this was bullshit.”

Horne says that he’d always wanted to create a fashion brand. 

“I always thought a fashion brand would be something I’d do after crypto,” he tells me. “I love crypto but it felt overly focused on just finance and felt like it was missing something. When I started to play with the idea of combining these two passions and starting Saint Fame.”

While at Coinbase, Horne hacked on Saint Fame, a side project that leveraged some of the ideas on display in Zora. It was a marketplace that allowed people to sell and trade items with cryptocurrency, buying intermediate variable-value tokens redeemable for future goods. 

“I realized that culture itself was shaped and built upon an old financial system that is systemically skewed against artists and communities,” says Horne. “The operating system of ownership was built in the 1600s with the Dutch East India Trading Company and early Nation States. Like what the fuck is up with that?” 

We have the internet now, we can literally create and share information to billions of people all at once, and the ownership system is the same as when people had to get on a boat for 6 months to send a letter. It’s time for an upgrade. Any community on the internet should be able to come together, with capital, and work towards any shared vision. That starts with empowering creators and artists to create and own the culture they’re creating. In the long term this moves to internet communities taking on societal endeavours.”

The answer that they’re working on is called Zora. It’s a marketplace with two main components but one philosophy: sustainable economics for creators. 

All too often creators are involved in reaping the rewards for their work only once, but the secondary economy continues to generate value out of their reach. Think of an artist, as an example, that creates a piece and sells it for market value. That’s great, but thereafter, every ounce of work that the artist puts into future work, into building a name and a brand and a community for themselves puts additional value into that piece. The artist never sees a dime from that, relying instead on the value of future releases to pay dividends on the work. 

That’s basically the way it has always worked. I have a little background in this as I used to exhibit and was involved in running a gallery and my father is a fine artist. If he sells a painting today for $300, gets a lot better, more popular and more valued over time, the owner of that painting may re-sell it for hundreds or thousands more. He will never see a dime of that. And god forbid that an artist like him gets too locked into the gallery system which slices off enormous chunks of the value of a piece for a square of wall space and the marketing cachet of a curator or storefront. 

The same story can be told across the recording industry, fashion, sports and even social media. Lots of middle-people and lots of vigs to pay. And, unsurprisingly, the same creators of color that drive so much of The Culture are the biggest losers hands down. 

The primary Zora product is a market that allows creators or artists to launch products and then continue to participate in their second market value. 

Here’s how the Zora team explains it:

On Zora, creators have the ability to set two prices: start price and max price. As community members buy and sell a token, it moves the price up or down. This makes the price dynamic as it opens price discovery on the items by the market. When people buy the token it moves the price closer to its maximum. When they sell, it moves closer to its minimum. 

For an excited community like Jeff [Staple’s], this new dynamic price can cause a quick increase in the value of his sneakers. As a creator, they capture the value from selling on a price curve as well as getting a take on trading fees from the market which they now own. What used to trade on StockX is now about to trade on a creator owned market.

There have been some early successes. Designer and marketer Jeff Staple launched a run of 30 Coca-Cola x Staple SB Dunk customs by Reverseland and their value is trending up around 234% since release. A Benji Taylor x Kevin Doan vinyl figure is up 210%

I have seen some other stabs at this. When he was still at StockX, founder Josh Luber launched their Intial Product Offerings, a Blind Dutch Auction system that allowed the market to set a price for an item, with some of the cut of pricing above market going back to the manufacturer or brand making the offering. The focus there was brands vs. individual creators (though they did launch with a Ben Baller slide). Allowing brands to tap into second market value for limited goods is a lot less of a revolution play, but the thesis is similar. I thought that was a good idea then, and I like it even better when it’s being used to democratize rather than maximize returns. 

Side note: I love that this team is messing around with interesting ideas like dogfooding their own marketplace with the value of being in their own TestFlight group. I’m sort of like, is that allowed, but at the same time it’s dope and I’ve never seen anything like it. 

Zora was founded in May of 2020 (right in the middle of this current panny-palooza). The team is Goens (Creators and Community), Horne (Product), Slava Kim (Design), Dai Hovey (Engineering), Ethan Daya (Engineering) and Tyson Batistella (Engineering). 

Zora has raised a $2M seed round led by Kindred Ventures with participation from Trevor McFedries of Brud, Alice Lloyd George, Jeff Staple, Coinbase Ventures and others.

Tokenized community

But this idea that physical goods or even digitally packaged works have to exist as finite containers of value is not a given either. Goens and Horne are pushing to challenge that too with the first big new product for Zora: community tokens. Built on Ethereum, the $RAC token is the first of its kind from Zora. André Allen Anjos, stage name RAC, is a Portuguese- American musician and producer who makes remixes that stream on the web, original music and has had commercial work featured in major brand ads. 

Though he is popular and has a following in the tens of thousands, RAC is not a social media superpower. The token distribution and subsequent activity in trades and sales is purely driven by the buy-in that his fans feel. This is a key learning for a lot of players in this new economy: raw numbers are the social media equivalent of a billboard that people drive by. It may get you eyeballs, but it doesn’t guarantee action. The modern creator is living in a house with their fans, offering them access and interacting via Discord and Snap and comments. 

But those houses are all other people’s houses, which leads into the reason that Zora is launching a token.

The token drop serves multiple purposes. 

  • It unites fans across multiple silos. Whether they’re on Intsa, Tiktok, Spotify or Snapchat, they can all earn tokens. That token serves as a unifying community unit of value that they all understand and pivot around. It’s a way to own a finite binary “atom” of an artist’s digital being.
  • It creates a pool of value that an artist can own and distribute themselves. Currently you cannot buy $RAC directly. You can only earn it. Some of that is retroactive for loyal supporters. If, for instance, you followed RAC on Bandcamp dating back to 2009, you’ll get some of a pool of 25,000 RAC. Bought a bit of RAC merch? You get some credit in tokens too. Future RAC distributions will be given to Patron supporters, merch purchasers etc.
  • The value stays in the artists universe, rather than being spun out into currency. It serves as a way for the artist to incentivize, reward and energize their followers. RAC fans who buy his mixtape get tokens, and they can redeem them for purchases of further merch. 
  • It allows more flexibility for creators whose work doesn’t fall so neatly into package-able categories. Performance art, activism, bite-sized entertainment. These are not easy to ‘drop’ for money. But if you have a circulating token that grows in value as you grow your audience, there is definitely something there. 

The future of Zora most immediately involves spinning up a self-service version of the marketplace, allowing creators and entrepreneurs to launch their products without a direct partnership and onboarding. There are many, many uncertainties here and the team has a lot of challenges ahead on the traction and messaging front. But as mentioned, some early releases have shown promise, and the philosophy is sound and much needed. As the creator universe/passion economy/what you call it depends on how old you are/fandom merchant wave rises there is definitely an opportunity to rethink how the value of their contributions are assigned and whether there is a way to turn the long-term labor of building a community into long-term value. 

The last traded price of RAC’s tape, BOY, by the way? $3,713, up 18,465%. 

16 Oct 2020

The need for true equity in equity compensation

I began my career at Oracle in the mid-1980s and have since been around the proverbial block, particularly in Silicon Valley working for and with companies ranging from the Fortune 50 to global consulting companies to leading a number of startups, including the SaaS company I presently lead. Throughout my career, I’ve carved out a niche not only working with technology companies, but focused on designing and implementing global compensation programs.

In short, if there’s two things I know like the back of my hand, it’s tech and how people are paid.

The compensation evolution I’ve witnessed over these past 35+ years has been dramatic. Among other things, there has been a fundamentally seismic shift in how women are perceived and paid, principally for the better. Some of it, in truth, has been window dressing. It’s good PR to say you’re a company with a strong culture focused on diversity, as it helps attract top talent. But the rubber meets the road once hires get past the recruiter. When companies don’t do what they say, we see mass exoduses and even lawsuits, as has recently been the case at Pinterest and Carta.

So with the likes of Intel, Salesforce and Apple publicly committed to gender pay equity, there’s nothing left to see here, right? Actually, we’re not even close. Yes, the glass ceiling is cracking. But significant, largely unaddressed gaps remain relative to the broader scope of long-tail compensation for women, especially at startups, where essential measures of economic reward such as stock options in companies are often not even part of the conversation around pay parity.

As a baseline, while progress is evident, gender pay is an unfinished product to say the least. Recently the U.S. Bureau of Labor Statistics found white women earn 83.3% as much as their white male counterparts, while African-American women earn 93.7% compared to men of their same race. Asian women made 77.1% and Hispanic women earned 85.1% as much respectively.

According to Payscale, the ratio of the median earnings of women to men has decreased by just $0.07 since 2015, and in 2020, women make $0.81 for every dollar a man makes. Long term, in calculating presumptive raises given over a 40-year career, women could lose as much as $900,000 over the duration of a career.

But that’s just the tip of the iceberg. Even if we solely left the gender pay gap to just a cash salary disparity, there is something further to see here. However, to quote a famous pitchman, “But wait, there’s more!” And the more — at least in my mind — is far more troubling.

As innovative startups from Silicon Valley to New York’s Silicon Alley and beyond continue to reshape the business landscape, guess how most of them are able to lure bright, entrepreneurial minds? It’s certainly not salary, as when a company has nothing beyond a great idea and maybe a lead to a VC on Sand Hill Road, there’s no fat paycheck or benefits package to offer. Instead, they dangle the proverbial carrot of stock/equity compensation.

“Look, we know you can get $180,000 a year from Apple but we’ll give you $48,000 a year plus 1,000 shares presently valuated at $62 per share. Our board — which is packed with studs from the Bay Area — is expecting that to soar within two years! Wait ‘til we go public!”

This is the pitch, at least if you’re a promising male. But women, historically, have tended to get left out of this lucrative reward package for varying reasons.

How has this happened? Beyond just a furtherance of business culture, while there have been legislative steps taken to address inequities in public company compensation and stock dispersal, there are no regulations as to how private companies distribute or manage the appreciation of stock. And, as we all know, the appreciation can be potentially massive.

It makes sense. Many companies and even naïve job-seekers consider equity as the “third pillar” of compensation beyond titles/compensation (which come hand-in-hand) and benefits. Shares of startups are just not top-of-mind — often ignored or misunderstood — by many who look at gender pay inequities, although that could not be more misguided.

A recent study published in the “Journal of Applied Psychology” found a gender gap for equity-based awards ranging from 15%-30% — even beyond accounting for typical reasons women historically earn less than men, including differences in occupation and length of service at a company. Keep in mind many of these companies will go on to massive valuations, and for some, lucrative IPOs or acquisitions.

It’s a problem I recognized long ago, and it is largely why I agreed to lead our Bay Area startup on behalf of our New York-based parent company AST. I found a commitment to a genuinely equitable culture instilled by a shared moral compass, a belief that companies who care about gender equity perform better and provide better returns, and a conviction that diversity brings unique perspectives, drives talent retention, builds a stronger culture and aids client satisfaction.

In speaking with industry colleagues, I know it’s something CEOs, both men and women, are dedicated to addressing. I believe creating a broader picture of compensation is essential for startups, global conglomerates and every company in between. If you are in a position of leadership and recognize this is a challenge in need of addressing at your company, here are some steps I recommend you implement:

  1. Look at the data: Do the analysis. See if this is truly an issue at your company, and if it is, commit to creating a level playing field. There are plenty of experienced consultants who can help you work through remediation strategies.
  2. Remove subjectivity: Hire an independent arbiter to analyze your data, as it removes the politics and emotion, as well as bias from the work product.
  3. Create compensation bands: Much like the government’s GS system, create a salary grade system that contains bands of compensation for specific roles. Prior to hiring a person, decide which band the job responsibilities should be assigned.
  4. Empower a champion: Identify and empower an internal champion to truly own parity — someone whose performance is judged based upon creating equity company-wide. Instead of assigning it to your human resources chief, create a chief diversity officer role to own it. After all, this is bigger than just pay or medical benefits. This is the culture and thus foundation of your company.
  5. Get your board on board: Educate your board as to why this matters. If your board doesn’t value this, it ultimately won’t matter. Companies have audit committee chairs or nominations chairs. Identify a “culture chair.”

One of the first reports we created is a Pay Comparison Report so there are tools anyone in management can easily use to review stock grants made to all employees and ensure equity between people of different ethnicities or gender. It’s not that hard if you care to look.

When I was graduating from college and Ronald Reagan was in office, we were talking about the potential for women to break the glass ceiling. Now, many years later, somehow we’ve managed to develop lights you can turn on and off by clapping and most of us are walking around with the power of a supercomputer in our hands. Is it really asking too much that we require gender pay equity, including all three compensation pillars (cash, benefits and stock), to be a priority?

 

16 Oct 2020

FloorFound is bringing online return and resale to direct to consumer furniture businesses

Over the next five years consumers will return an estimated 40 million to 50 million pieces of furniture that more than likely will end up in landfills, creating tons of unnecessary waste, according to Chris Richter, the founder of a new Austin-based furniture startup, FloorFound.

To reduce that waste, and give retailers another option for their used goods, Richter has launched FloorFound. The company is designed to manage furniture returns and resale for online merchants. So far, companies like Floyd Home, Inside Weather, Outer and Feather (the furniture rental company) are using FloorFound’s services.

“We have a very large pipeline and we’ve been operating since April first,” said Richter. “We can pick up in any major metro locally and inspect it locally. We have a platform layer where we can run inspections against those items.”

As consumers look to reduce their environmental footprint, an easy place to start is by buying used items, Richter said, and he expects that most brands will start to incorporate used and new products in their virtual and real showrooms. “Every brand will commingle new items with resale items,” he said. “We are trying to put retailers in the resale business with their own return inventory.” To prove his point, Richter pointed to companies like REI and The Gap, which have partnered with ThredUp to sell used clothes.

To compliment its returns business and give online sellers a way to work more seamlessly with local vendors the company has logistics partnerships with providers including Pilot Freight Services, Metropolitan Warehouse and Delivery and J.B. Hunt Transport.

Working with co-founder Ryan Matthews, the former director of technology for the Austin-based high end retailer Kendra Scott, Richter has set up a business that can tap into both the demand for better customer service for the return of large items and the growing call for greater sustainability in the furniture industry.

It was an attractive enough proposition to attract a pre-seed investment from Schematic Ventures, a venture fund focused exclusively on technological innovations for supply chain management.

“The broken experience of oversized e-commerce has kept a multi-billion dollar category offline. It’s not a simple problem: oversized items require coordination of a hyper-fragmented micro carrier network, complex physical processing, and then re-injection into an e-commerce channel that aligns with the brand,” said Julian Counihan, a general partner at Schematic Ventures. “UPS and FedEx just aren’t going to cut it. FloorFound is tackling this challenge with a team tailor-made for the task: Chris Richter, Ryan Matthews and Shannon Hardt have backgrounds spanning supply chain, delivery, e-commerce and enterprise software. FloorFound will be the final push that moves the remaining offline categories, online.” 

16 Oct 2020

FloorFound is bringing online return and resale to direct to consumer furniture businesses

Over the next five years consumers will return an estimated 40 million to 50 million pieces of furniture that more than likely will end up in landfills, creating tons of unnecessary waste, according to Chris Richter, the founder of a new Austin-based furniture startup, FloorFound.

To reduce that waste, and give retailers another option for their used goods, Richter has launched FloorFound. The company is designed to manage furniture returns and resale for online merchants. So far, companies like Floyd Home, Inside Weather, Outer and Feather (the furniture rental company) are using FloorFound’s services.

“We have a very large pipeline and we’ve been operating since April first,” said Richter. “We can pick up in any major metro locally and inspect it locally. We have a platform layer where we can run inspections against those items.”

As consumers look to reduce their environmental footprint, an easy place to start is by buying used items, Richter said, and he expects that most brands will start to incorporate used and new products in their virtual and real showrooms. “Every brand will commingle new items with resale items,” he said. “We are trying to put retailers in the resale business with their own return inventory.” To prove his point, Richter pointed to companies like REI and The Gap, which have partnered with ThredUp to sell used clothes.

To compliment its returns business and give online sellers a way to work more seamlessly with local vendors the company has logistics partnerships with providers including Pilot Freight Services, Metropolitan Warehouse and Delivery and J.B. Hunt Transport.

Working with co-founder Ryan Matthews, the former director of technology for the Austin-based high end retailer Kendra Scott, Richter has set up a business that can tap into both the demand for better customer service for the return of large items and the growing call for greater sustainability in the furniture industry.

It was an attractive enough proposition to attract a pre-seed investment from Schematic Ventures, a venture fund focused exclusively on technological innovations for supply chain management.

“The broken experience of oversized e-commerce has kept a multi-billion dollar category offline. It’s not a simple problem: oversized items require coordination of a hyper-fragmented micro carrier network, complex physical processing, and then re-injection into an e-commerce channel that aligns with the brand,” said Julian Counihan, a general partner at Schematic Ventures. “UPS and FedEx just aren’t going to cut it. FloorFound is tackling this challenge with a team tailor-made for the task: Chris Richter, Ryan Matthews and Shannon Hardt have backgrounds spanning supply chain, delivery, e-commerce and enterprise software. FloorFound will be the final push that moves the remaining offline categories, online.” 

16 Oct 2020

OnePlus co-founder Carl Pei confirms he has left the company

OnePlus co-founder Carl Pei has left the company, he confirmed on Friday. Pei, 31, said he plans to take some time off before pursuing his next step. “After nearly 7 years at OnePlus, I’ve made the difficult decision to say goodbye,” wrote Pei in a post on OnePlus forum.

TechCrunch reported earlier this week that Pei was leaving the company to start a new venture. Pei, who co-founded OnePlus in late 2013 with Pete Lau, has been the public face of the company ever since. He played an instrumental role in designing the OnePlus smartphone lineup over the years, and also how the company marketed them and itself.

“The world didn’t need another smartphone brand in 2013. But we saw ways of doing things better and dreamt of shaking things up. Better products. Built hand in hand with our users. At more reasonable prices. Fast forward to today, and OnePlus is a strong force to be reckoned when it comes to flagship smartphones. And the new Nord product line, this success will continue into new market segments,” Pei wrote in the post.

Pei’s departure comes in the same week as OnePlus launched its new flagship smartphone, the OnePlus 8T. TechCrunch reached out to OnePlus for comment on Monday and has yet to hear back.

News outlet AndroidCentral speculated earlier this week that Pei was leaving the firm possibly because of an alleged “internal power struggles” between him and Lau, 45. Lau took an additional role of SVP at Oppo. BBK Group owns OnePlus, Realme, Oppo, and Vivo. OnePlus has always avoided questions about its ownership structure.

“I am eternally grateful to Pete for taking a chance in this kid without a college degree, with nothing to his name but a dream. The trust, mentorship, and camaraderie will never be forgotten. Thanks for the opportunity of a lifetime,” Pei wrote.

Pei said he was leaving the company because OnePlus had been his singular focus for the last seven years. “I’ve never regretted trusting my gut feeling, and this time it’s no different. These past years, OnePlus has been my singular focus, and everything else has had to take a backseat. I’m looking forward to taking some time off to decompress and catch up with my family and friends,” he wrote. “And then follow my heart on to what’s next.

16 Oct 2020

OnePlus co-founder Carl Pei confirms he has left the company

OnePlus co-founder Carl Pei has left the company, he confirmed on Friday. Pei, 31, said he plans to take some time off before pursuing his next step. “After nearly 7 years at OnePlus, I’ve made the difficult decision to say goodbye,” wrote Pei in a post on OnePlus forum.

TechCrunch reported earlier this week that Pei was leaving the company to start a new venture. Pei, who co-founded OnePlus in late 2013 with Pete Lau, has been the public face of the company ever since. He played an instrumental role in designing the OnePlus smartphone lineup over the years, and also how the company marketed them and itself.

“The world didn’t need another smartphone brand in 2013. But we saw ways of doing things better and dreamt of shaking things up. Better products. Built hand in hand with our users. At more reasonable prices. Fast forward to today, and OnePlus is a strong force to be reckoned when it comes to flagship smartphones. And the new Nord product line, this success will continue into new market segments,” Pei wrote in the post.

Pei’s departure comes in the same week as OnePlus launched its new flagship smartphone, the OnePlus 8T. TechCrunch reached out to OnePlus for comment on Monday and has yet to hear back.

News outlet AndroidCentral speculated earlier this week that Pei was leaving the firm possibly because of an alleged “internal power struggles” between him and Lau, 45. Lau took an additional role of SVP at Oppo. BBK Group owns OnePlus, Realme, Oppo, and Vivo. OnePlus has always avoided questions about its ownership structure.

“I am eternally grateful to Pete for taking a chance in this kid without a college degree, with nothing to his name but a dream. The trust, mentorship, and camaraderie will never be forgotten. Thanks for the opportunity of a lifetime,” Pei wrote.

Pei said he was leaving the company because OnePlus had been his singular focus for the last seven years. “I’ve never regretted trusting my gut feeling, and this time it’s no different. These past years, OnePlus has been my singular focus, and everything else has had to take a backseat. I’m looking forward to taking some time off to decompress and catch up with my family and friends,” he wrote. “And then follow my heart on to what’s next.

16 Oct 2020

How COVID-19 and the resulting recession are impacting female founders

Last week The Exchange dug into recent data concerning the amount of venture capital raised by female founders. As a refresher, the numbers were not good.

In Q3 2020, PitchBook data reported that US-based female founders raised $434 million across 136 rounds. That dollar amount was off from $841 million in Q2 2020, for context. The numbers were a dramatic turnaround from where 2019 left the industry.


The Exchange explores startups, markets and money. Read it every morning on Extra Crunch, or get The Exchange newsletter every Saturday.


The sharp decline in available capital is slowing the pace at which women are founding new companies in the COVID-19 era. There are other factors are at play, new data from the Female Founders Alliance (FFA) indicates, but the funding drought is not helping.

Overall, the pace at which women are indicating that they intend to found a company, according to a group of women that the FFA is tracking longitudinally, is slipping.

FFA, a community of women founders and a startup accelerator working to achieve greater gender diversity in technology, built a sample of 150 women from tech hubs “with high likelihood of having entrepreneurial aspirations,” according to its dataset. It asked them about their entrepreneurial goals both before COVID-19 arrived, and again this September.

The changes in responses from before of the pandemic and today are striking. Let’s examine the data in light of what we learned last week concerning capital available for female founders and see what we can find out.

Depressing declines

In the group of 150 women, before the pandemic and its resulting economic and societal disruptions, 54.7% reported that they were “very likely to one day start a company,” with nearly 32.7% answering that they were somewhat likely to do so. Around 12.7% of the group said that they would “most likely never start a company.”

So, around 87% of the women in the group were looking to found a company at some point.

The Female Founders Alliance interviewed the same cohort in September, deep into the pandemic cycle, and the results changed:

  • 34.4% of respondents said that they were “equally likely to start a company, [albeit] later than I planned”
  • 32.8% were “equally likely to start a company, [and] on the same timeline.”
  • 16.8% reported that they were “less likely to ever start a company when this is over”
  • And 16.0% reported that they had already started a company in the last 6 months that they hadn’t planned

The data is instantly parseable, so let me help a bit. Around 51% of the group will now either delay the founding of their company, or skip the exercise altogether. This implies a narrower pool of female founders generally, and inside of the technology industry as well.

That around a third of respondents were not changing their timeline is heartening. And that around one in six had already founded a company was exciting.

Happily, concerning the 16% of the women who wound up founding a company early, only 5% did so due to job loss. And the majority, some 64% did so because they “found a great idea/opportunity and jumped on it.” (Here’s a recent example! Here’s another! One more! How about a fourth?)

But inside the 51% of women sampled who were less likely to found a company, or were expecting to delay their plans, the reasons given were dispiriting:

  • 47.8% for “financial reasons”
  • 20.3% due to a need for “corporate benefits”
  • 20.3% due to “additional caretaking responsibilities”
  • 5.8% due to “stress, fear and lack of motivation”
  • 4.3% thanks to “all of the above”

Our current economic recovery will allay some of those issues, but not all. An improved economy will likely limit financial concerns, and caretaking responsibilities could decline once schools and daycares fully reopen (or men step up more and shoulder their half of the work). But given the slow pace of recovery what the numbers tell us about today, it’s safe to say that some women who would have founded companies will wind up not doing so.

This drain of potential innovation is to our society’s detriment.

To close, let’s go back to the top. Recall that we began with another look at recent declines in capital available to female founders? Well, among the FFA data that says nearly half of women reported planning on delaying or cancelling their entrepreneurial plans for financial reasons, there’s a nuance worth considering.

Here’s how the Female Founders Alliance described that answer, adding a bit more detail (bolding via TechCrunch): “The most common reason [for responding women to delay or cancel their entrepreneurial plans] was financial security, including the need for a steady paycheck, and the lack of funding for women entrepreneurs.”

Unsurprisingly, lack of access to capital means that less women founded companies. Sure, some of the declines were probably caused by women dropping out of the founder game before they raised, but the same thread pulls both ways: Some women didn’t found a company because they could not access capital.

So, here’s today’s founder and VC market, going backwards in time and becoming less diverse than before. 2020 really has been a year of letdowns.