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Sight Diagnostics, the Israel-based health-tech company behind the FDA-cleared OLO blood analyzer, today announced that it has raised a $71 million Series D round with participation from Koch Disruptive Technologies, Longliv Ventures (which led its Series C round)and crowd-funding platform OurCrowd. With this, the company has now raised a total of $124 million, though the company declined to share its current valuation.

With a founding team that used to work at Mobileye, among other companies, Sight made an early bet on using machine vision to analyze blood samples and provide a full blood count comparable to existing lab tests within minutes. The company received FDA clearance late last year, something that surely helped clear the way for this additional round of funding.

Image Credits: Sight Diagnostics

“Historically, blood tests were done by humans observing blood under a microscope. That was the case for maybe 200 years,” Sight CEO and co-founder Yossi Pollak told me. “About 60 years ago, a new technology called FCM — or flow cytometry — started to be used on large volume of blood from venous samples to do it automatically. In a sense, we are going back to the first approach, we just replaced the human eye behind the microscope with machine vision.”

Pollak noted that the tests generate about 60 gigabytes of information (a lot of that is the images, of course) and that he believes that the complete blood count is only a first step. One of the diseases it is looking to diagnose is COVID-19. To do so, the company has placed devices in hospitals around the world to see if it can gather the data to detect anomalies that may indicate the severity of some of the aspects of the disease.

“We just kind of scratched the surface of the ability of AI to help with with a wish with blood diagnostics,” said Pollak. “Specifically now, there’s so much value around COVID in decentralizing diagnostics and blood tests. Think keeping people — COVID-negative or -positive —  outside of hospitals to reduce the busyness of hospitals and reduce the risk for contamination for cancer patients and a lot of other populations that require constant complete blood counts. I think there’s a lot of potential and a lot of a value that we can bring specifically now to different markets and we are definitely looking into additional applications beyond [complate blood count] and also perfecting our product.”

So far, Sight Diagnostics has applied for 20 patents and eight have been issued so far. And while machine learning is obviously at the core of what the company does — with the models running on the OLO machine and not in the cloud — Pollak also stressed that the team has made breakthroughs around the sample preparation to allow it to automatically prepare the sample for analysis.

Image Credits: Sight Diagnostics

Pollok stressed that the company focused on the U.S. market with this funding round, which makes sense, given that it was still looking for its FDA clearance. He also noted that this marks Koch Disrupt Technologies’ third investment in Israel, with the other two also being healthcare startups.

“KDT’s investment in Sight is a testament to the company’s disruptive technology that we believe will fundamentally change the way blood diagnostic work is done,’ said Chase Koch, President of Koch Disruptive Technologies . “We’re proud to partner with the Sight team, which has done incredible work innovating this technology to transform modern healthcare and provide greater efficiency and safety for patients, healthcare workers, and hospitals worldwide.”

The company now has about 100 employees, mostly in R&D, with offices in London and New York.

SpaceX achieved a big win in their Starship spacecraft development program on Tuesday evening, flying the SN5 prototype of that future vehicle to a height of around 500 feet, propelled by a single Raptor engine. The test, which took place at SpaceX’s rocket development and testing facility in Boca Chica, Texas, marks the first time that a full-scale Starship prototype has left the ground.

The company released a video of the whole test, including footage captured both from a drone’s-eye-view, as well as from a camera mounted on board Starship SN5, inside the fuselage and offering a look at the Raptor engine in action, as well as the landing legs activating in preparation for landing.

Following the successful test, SpaceX CEO and founder Elon Musk outlined next steps for the Starship development process, which includes “several” more short hops, followed by high altitude testing. The landing legs will also go through some changes, first extending in length and then becoming much wider and taller, with the ability to land on more uneven terrain, according to Musk.

Last month, American tech companies were dealt two of the most consequential legal decisions they have ever faced. Both of these decisions came from thousands of miles away, in Europe. While companies are spending time and money scrambling to understand how to comply with a single decision, they shouldn’t miss the broader ramification: Europe has different operating principles from the U.S., and is no longer passively accepting American rules of engagement on tech.

In the first decision, Apple objected to and was spared a $15 billion tax bill the EU said was due to Ireland, while the European Commission’s most vocal anti-tech crusader Margrethe Vestager was dealt a stinging defeat. In the second, and much more far-reaching decision, Europe’s courts struck a blow at a central tenet of American tech’s business model: data storage and flows.

American companies have spent decades bundling stores of user data and convincing investors of its worth as an asset. In Schrems, Europe’s highest court ruled that masses of free-flowing user data is, instead, an enormous liability, and sows doubt about the future of the main method that companies use to transfer data across the Atlantic.

On the surface, this decision appears to be about data protection. But there is a choppier undertow of sentiment swirling in legislative and regulatory circles across Europe. Namely that American companies have amassed significant fortunes from Europeans and their data, and governments want their share of the revenue.

What’s more, the fact that European courts handed victory to an individual citizen while also handing defeat to one of the commission’s senior leaders shows European institutions are even more interested in protecting individual rights than they are in propping up commission positions. This particular dynamic bodes poorly for the lobbying and influence strategies that many American companies have pursued in their European expansion.

After the Schrems ruling, companies will scramble to build legal teams and data centers that can comply with the court’s decision. They will spend large sums of money on pre-built solutions or cloud providers that can deliver a quick and seamless transition to the new legal reality. What companies should be doing, however, is building a comprehensive understanding of the political, judicial and social realities of the European countries where they do business — because this is just the tip of the iceberg.

American companies need to show Europeans — regularly and seriously — that they do not take their business for granted.

Europe is an afterthought no more

For many years, American tech companies have treated Europe as a market that required minimal, if any, meaningful adaptations for success. If an early-stage company wanted to gain market share in Germany, it would translate its website, add a notice about cookies and find a convenient way to transact in euros. Larger companies wouldn’t add many more layers of complexity to this strategy; perhaps it would establish a local sales office with a European from HQ, hire a German with experience in U.S. companies or sign a local partnership that could help it distribute or deliver its product. Europe, for many small and medium-sized tech firms, was little more than a bigger Canada in a tougher time zone.

Only the largest companies would go to the effort of setting up public policy offices in Brussels, or meaningfully try to understand the noncommercial issues that could affect their license to operate in Europe. The Schrems ruling shows how this strategy isn’t feasible anymore.

American tech must invest in understanding European political realities the same way they do in emerging markets like India, Russia or China, where U.S. tech companies go to great lengths to adapt products to local laws or pull out where they cannot comply. Europe is not just the European Commission, but rather 27 different countries that vote and act on different interests at home and in Brussels.

Governments in Beijing or Moscow refused to accept a reality of U.S. companies setting conditions for them from the outset. After underestimating Europe for years, American companies now need to dedicate headspace to considering how business is materially affected by Europe’s different views on data protection, commerce, taxation and other issues.

This is not to say that American and European values on the internet differ as dramatically as they do with China’s values, for instance. But Europe, from national governments to the EU and to courts, is making it clear that it will not accept a reality where U.S. companies assume that they have license to operate the same way they do at home. Where U.S. companies expect light taxation, European governments expect revenue for economic activity. Where U.S. companies expect a clear line between state and federal legislation, Europe offers a messy patchwork of national and international regulation. Where U.S. companies expect that their popularity alone is proof that consumers consent to looser privacy or data protection, Europe reminds them that (across the pond) the state has the last word on the matter.

Many American tech companies understand their commercial risks inside and out but are not prepared for managing the risks that are out of their control. From reputation risk to regulatory risk, they can no longer treat Europe as a like-for-like market with the U.S., and the winners will be those companies that can navigate the legal and political changes afoot. Having a Brussels strategy isn’t enough. Instead American companies will need to build deeper influence in the member states where they operate. Specifically, they will need to communicate their side of the argument early and often to a wider range of potential allies, from local and national governments in markets where they operate, to civil society activists like Max Schrems .

The world’s offline differences are obvious, and the time when we could pretend that the internet erased them rather than magnified them is quickly ending.

Springboard, an online education platform that provides upskilling and reskilling training courses to people looking to learn in-demand roles, has raised $31 million in a new financing round as it looks to expand to more geographies.

The Series B financing round for the San Francisco-headquartered startup was led by investment firm Telstra Ventures . Vulcan Capital and SJF Ventures, as well as existing investors Costanoa Ventures, Pearson Ventures, Reach Capital, International Finance Corporation (IFC), 500 Startups, Blue Fog Capital, and Learn Capital also participated in the round, said the seven-year-old startup, which has raised more than $50 million to date.

Springboard offers a range of six-month and nine-month courses on data-science, design, coding, analytics and other upskilling subjects to help students and those who are already employed somewhere land better jobs.

The startup, which expanded to India last year, also connects students with mentors — people who are working at Fortune 500 companies — to guide them better navigate professional decisions, Vivek Kumar, Managing Director at Springboard, told TechCrunch in an interview.

Springboard offers these courses at customized price points to students based on where they live. For instance, a nine-month course that sells for around $7,500 in the U.S., is priced at $3,300 in India, explained Kumar.

“Technology used to be a niche area but that’s no longer the case. As more and more companies are built on tech, the need to understand concepts like Data Science, AI, ML, UI/UX has become more homogenous. For learning to be meaningful, it needs to encompass state-of-the-art curriculum with real-world projects as well as mentorship and that is what Springboard stands for. With this funding we are in a good position to build on our strengths to provide in-demand job skills and holistic support at every step,” he said.

This is a developing story. More to follow…

Electric vehicle charging network ChargePoint raised $127 million in funding in a bid to expand its platform for businesses and fleets in North America and Europe.

A mix of existing investors from the oil and gas, utilities and venture industries added to the round, including American Electric Power, Chevron Technology Ventures, Clearvision and Quantum Energy Partners.

This latest addition, which was an extension of its Series H round, pushes ChargePoint’s total funding to $660 million. The company didn’t provide a valuation.

An increasing number of businesses and municipalities are turning to electric vehicles as governments enact stricter emissions regulations. Meanwhile, an increasing number of new electric passenger cars, SUVs and soon pickup trucks are coming to market. In the next 18 months, GM, Ford, Nissan, Volvo along with startups Polestar and Rivian will have electric vehicles in production. Then there’s Tesla, which has continued to scale its existing portfolio while preparing to add new vehicles, including its Cybertruck.

The upshot: ChargePoint is aiming to keep up with the pace of electric vehicle adoption. But it’s not all about expanding the network for privately owned passenger vehicles.

ChargePoint designs, develops and manufactures hardware, and accompanying software as well as a cloud subscription platform, for electric vehicles. The company might be best known for its branded public and semi-public charging spots that consumers use to charge their personal electric cars and SUVs as well as its home chargers. However, ChargePoint also has a commercial-focused business that provides hardware and software to help fleet operators manage their delivery vans, buses and cars. In all, the company has more than 114,000 charging spots globally. 

ChargePoint President and CEO Pasquale Romano said the shift towards electrification is intensifying for mainstream businesses and fleet operators. The new capital will help the company’s expansion plans keep on pace with the market, he added. Specifically, the funds will be used to commercial and fleet portfolio in North America and Europe and continue to scale policy, marketing and sales efforts.

Internet device search engine Censys is one of the biggest search engines you’ve probably never heard of.

If Google is the search engine for finding information sitting on the web, Censys is the search engine for finding internet devices, like computers, servers, and smart devices, that hosts the data to begin with. By continually mapping the internet looking for connected devices, it’s possible to identify devices that are accessible outside a company’s firewall. The aim is to help companies keep track of which systems can be accessed from the web and know which devices have exploitable security vulnerabilities.

Now, Censys has raised $15.5 million in a Series A fundraise, led by GV and Decibel with participation from Greylock Partners.

David Corcoran, chief executive and co-founder of the Ann Arbor, Mich.-based internet security startup, said the company plans to “aggressively” invest in top security talent and plans to double its headcount from about 50 to 100 in the next year, including expanding its sales, engineering, and leadership teams.

“We’re thrilled to have the support of world-class investors as we keep the momentum building and continue to revolutionize how businesses manage their security posture in an ever-changing environment,” said Corcoran.

The fundraise couldn’t come at a more critical time for the company. Censys is not the only internet device search engine, rivaling Binary Edge and Shodan. But Censys says it has spent two years on bettering its internet mapping technology, helping it see more of the internet than it did before.

The new scan engine, built by the same team that developed and maintains its original open-source ZMap scanner, claims to see 44% more devices on the internet than other security companies. That helps companies see new vulnerable systems as soon as the come online, said Censys’ chief scientist Zakir Durumeric.

Censys is one of a number of growing security companies in the Ann Arbor area, alongside NextHop Technologies, Interlink Networks, and Duo Security, co-founded by Dug Song, who also sits on Censys’ board.

“You can’t protect what you can’t see — but in today’s dynamic IT environment, many organizations struggle to find, much less keep track of, every system and application at risk before the attackers do,” said Song. “Censys empowers defenders with the automated visibility they need to truly understand and to get ahead of these risks, enabling even small security teams to have an outsized impact.”

Amazon has found a new partner to expand the reach of its cloud services business AWS in India, the world’s second largest internet market.

On Wednesday, the e-commerce giant announced it has partnered with Bharti Airtel, the third-largest telecom operator in India with more than 300 million subscribers, to sell a wide-range of AWS offerings under Airtel Cloud brand to small, medium, and large-sized businesses in the country.

The deal could help AWS, which leads the cloud market in India, further expand its dominance in the country. The move follows a similar deal Reliance Jio, India’s largest telecom operator, struck with Microsoft last year to sell cloud services to small businesses. The two announced a 10-year partnership to “serve millions of customers.”

Airtel, which serves over 2,500 large enterprises and more than a million emerging businesses, itself signed a similar cloud deal with Google in January this year. That partnership is still in place.

“AWS brings over 175 services. We pretty much support any workload on the cloud. We have the largest and the most vibrant community of customers,” said Puneet Chandok, President of AWS in India and South Asia, said on a call with reporters.

The two companies, which had a similar partnership in 2015, will also collaborate on building new services and help existing customers migrate to Airtel Cloud, they said.

Today’s deal illustrates Airtel’s push to build businesses beyond its telecom venture, said Harmeen Mehta, Global CIO and Head of Cloud and Security Business at Airtel, said on the call.

Deals with carriers were very common a decade ago in India as tech giants looked to acquire new users in the country. Replicating a similar strategy now illustrates the phase of the cloud adoption in the nation.

Nearly half a billion people in India came online last decade. And slowly, small businesses and merchants are also beginning to use digital tools, storage services, and accept online payments.

India has emerged as one of the emerging leading grounds for cloud services. The public cloud services market of the country is estimated to reach $7.1 billion by 2024, according to research firm IDC.

This is a developing story. More to follow…

First there was same-day delivery. Then came one-hour delivery. Now a new London startup wants to make 15 minute delivery a thing.

Putting the hyper hyper-local into online grocery shopping, Weezy combines its own strategically located fulfilment centres with a fleet of electric moped and bicycle couriers, ready to accept orders via the Weezy app. Its founders, Kristof Van Beveren and Alec Dent, think they’ve spotted a gap in the market for an online grocery service that targets “time-poor professionals and parents” who want the speed of an on-demand service but without it being prohibitively expensive.

Investors appear to agree, with Weezy launching out of stealth off the back of £1 million in pre-seed funding from Heartcore Capital, in addition to various individual backers made up of former executives of Ocado, Tesco, Sainsbury’s Chop Chop and Deliveroo.

Starting in London’s affluent Fulham and Chelsea districts, customers use Weezy’s app to select items on their shopping lists -– spanning fresh fruits, vegetables, bread and cupboard fillers, to over-the-counter medicines, cleaning products and alcoholic drinks — and pay. The order is then picked and packed at Weezy’s own fulfilment centre, before being delivered on electric scooters or bicycles within 15 minutes. The service runs between 10am and 10pm every day, charging £2.95 for delivery.

Notably, groceries are sourced not only from selected wholesalers, but also from local independent bakers, butchers and markets, seeing Weezy talk up its support for local businesses. The startup plans to open up to 15 more fulfilment centres in the U.K. capital city by the end of next year, before setting its sights on broader U.K. expansion.

“No other service delivers as quickly,” says Weezy CEO and co-founder Van Beveren. “Our hyperlocal fulfilment centre model works since we are able to optimise the space for fast picking and packing while having low property and fit-out costs, thereby keeping prices in check. This, coupled with our in-house team of riders, allows us to offer the fastest and friendliest grocery delivery service. And, compared to convenience stores, Weezy has better pricing and a broader and more premium range of products”.

In comparison, Van Beveren notes that Sainsbury’s Chop Chop takes up to 60 minutes to deliver (and outsources delivery to courier company Stuart). Amazon Prime Now promises 1-2 hours delivery via Morrisons and its own warehouses, while Amazon Fresh in London offers same or next day delivery.

“Next to speed, we have a full range of carefully curated products and pricing in line with recommended retail prices,” adds Weezy co-founder and COO Dent. “We also only use electric vehicles or bicycles for deliveries. We are committed to creating a supportive culture and the best working conditions for our team of riders, who are also trained to work in the fulfilment centre, and offered opportunities for career progression. Happy staff make happy customers”.

Wahyoo’s team, including CEO Peter Shearer (third from left)

While growing up, Peter Shearer watched his mother get up every day at 2AM or 3AM to prepare for her catering business. For many people who own small food businesses in Indonesia, “everything is handled on their own, so I really, really wanted to create a system so they can have better operations and get more quality of life,” Shearer told TechCrunch.

His startup, Wahyoo, was founded in 2017 to help small eateries, called warung makan, digitize and automate more tasks, from ordering supplies to managing finances. Today, Wahyoo announced that it has raised $5 million in Series A funding led by Intudo Ventures, a venture capital firm focused on Indonesia.

Other investors in the round included Kinesys Group, Amatil X (the corporate venture program of Coca-Cola Amatil, one of the world’ five largest Coca-Cola bottlers), Arkblu Capital, Indogen Capital, Selera Kapital, Gratyo Universal Indonesia and Isenta Hioe. The capital will be used on hiring, developing Wahyoo’s tech platform and expanding beyond the Greater Jakarta area.

In a press statement about the investment, Intudo Ventures founding partner Patrick Yip said, “Small-and medium enterprises represent one of the major engines of economic growth in Indonesia and are being transformed through new innovative businesses like Wahyoo, bringing greater economic prosperity to small business owners throughout the country. Through the company’s digitization efforts, Wahyoo’s highly targeted support for warung makan businesses is creating positive economic and social impact for Indonesia’s working class.”

Wahyoo launched its app almost exactly a year ago and has onboarded about 13,800 warung makan so far. The company’s co-founders are Shearer, the chief executive officer; chief operating officer Daniel Cahyadi; and chief technology officer Michael Dihardja.

With about 268 million people, Indonesia is Southeast Asia’s largest markets, and there are already startups, like Warung Pintar and BakuWarung, that focus on helping warung, or small corner stores, digitize more of their operations.

Shearer said he wanted to focus on Indonesian eateries in particular because “my background is in the food industry and I love anything related to food. Second, the potential is very big because no one has tapped into this type of warung before. Everyone focuses on retail, but no one taps into the culinary business.”

Wahyoo currently employs about 170 people, including on-the-ground teams who meet with warung makan owners. The eateries are “usually run by a family, from generation to generation,” with almost all tasks performed manually, including bookkeeping and going to markets early in the morning to buy ingredients, Shearer said.

A warung makan owner on Wahyoo’s platform

Wahyoo’s features include a next-day grocery delivery service from its own warehouses and integration with Go Food, a popular delivery app. The startup also runs an education program called Wahyoo Academy, with financial courses to help warung makan owners increase customer traffic and revenue, and offers advertising and brand partnerships.

For example, a restaurant on Wahyoo’s platform can earn money by placing ad banners or brochures in their stores. That is one of the way Wahyoo monetizes. It is free to use for restaurant owners, and makes revenue by taking a percentage of brand commissions.

Another revenue stream is Wahyoo’s fried chicken franchise, which gives warung makan owners the option of opening a small stall in front of their stores. It currently has about 350 stalls and keeps costs low by partnering with one of Indonesia’s largest poultry suppliers. Shearer said the company’s goal is to increase the number of stalls to 1,000 by the end of this year.

While eateries on Wahyoo saw a drop in their business in April and May because of the COVID-19 pandemic, Shearer said that it began to recover in June and July, and is now back to normal, partly because of the platform’s Go Food integration.

In the future, Wahyoo may face competition from other warung-focused startups if they decided to expand their services to restaurants as well, and new startups that want to tap into the business opportunity offered by the 59.3 million small- to medium-sized businesses in Indonesia, many of which haven’t digitized their operations yet.

Shearer said Wahyoo’s value proposition is its portfolio of complementary services. “We are basically creating an ecosystem,” he added. “We are not only focusing on the supply chain, but also our own brand. We have the fried chicken brand and in the future we will tap into financial technology and the catering business as well.”