Category: UNCATEGORIZED

07 Apr 2020

Cloud Foundry Foundation executive director Abby Kearns steps down to pursue a new executive role elsewhere

The Cloud Foundry Foundation (CFF), the home of the Cloud Foundry open-source developer platform, today announced that its executive director Abby Kearns is stepping down from her role to pursue an executive role elsewhere.

If you’ve followed the development of the CFF for a while, it won’t come as a surprise that its current CTO, Chip Childers, is stepping into the executive director role. For the last few years, Kearns and Childers shared duties hosting the foundation’s bi-annual conferences and were essentially the public faces of the organization.

Both Kearns and Childers stepped into their roles in 2016 after CFF founding CEO Sam Ramji departed the organization for a role at Google . Before joining the Cloud Foundry Foundation, Kearns worked on Pivotal Cloud Foundry and spent over eight years as head of product management for integration services at Verizon (which, full disclosure, is also the corporate parent of TechCrunch).

Today, according to its own data, the Linux Foundation-based Cloud Foundry project is used by more than half the Fortune 500 enterprises. And while some use the open-source code to run and manage their own Cloud Foundry platforms, most work with a partner like the now VMware-owned Pivotal.

“I am tremendously proud of Cloud Foundry and of the Foundation we have all built together,” said Kearns in today’s announcement. “Cloud Foundry offers the premier developer experience for the cloud native landscape and has seen massive adoption in the enterprise. It also has one of the strongest, kindest, most diverse communities (and staff) in open source. I leave the organization in the best hands possible. Chip was the first Foundation staff member and has served as CTO for more than four years. There is literally nobody else in the world more qualified for this job.”

During her role as executive director, Kearns helped shepherd the project through a number of changes. The most important of those was surely the rise of Kubernetes and containers in general, which quickly changed the DevOps landscape. Unlike other organizations, the CFF adapted to these changing times and started integrating these new technologies. Over the course of the last two years, the Cloud Foundry community started to deeply integrate these cloud-native technologies into its own platform, despite the fact that the community had already built its own container orchestration system in the past.

As Childers told me last year, though, the point of Cloud Foundry isn’t any specific technology, though. Instead, it’s about the developer experience. Ideally, the developers who use it don’t have to care about the underlying infrastructure and can simply integrate it into their DevOps workflow. With a lot of the recent technical changes behind it,

“We as a Foundation are turning the page to a new chapter; raising the profiles of our technical contributors, highlighting the community’s accomplishments and redefining the Cloud Foundry platform as the best Kubernetes experience for enterprise developers,” said Childers today. “Abby has done a tremendous job leading the Foundation through a period of massive growth and upheaval in the cloud native world. Her leadership was instrumental in building Cloud Foundry as a leading cloud development tool.”

As the CFF also today announced, Paul Fazzone, SVP Tanzu R&D at VMware, has been named Chairman of the Board of Directors, where he replaces Dell EMC global CTO John Roese.

“This next chapter for Cloud Foundry will be a shift forward in focusing on evolving the technology to a Kubernetes-based platform and supporting the diverse set of contributors who will make that outcome possible,” said Fazzone. “In my new role as Chairman of the Board, I look forward to helping guide the Foundation toward its goal of expanding and bolstering the ecosystem, its community and its core of users.”

07 Apr 2020

Taiwan’s government bars its agencies from using Zoom over security concerns

Taiwan’s Executive Yuan issued an advisory on Tuesday barring the country’s government agencies from using Zoom and other video software with “associated security or privacy concerns.” Instead, the government said alternatives, including software from Google and Microsoft, should be considered.

Many organizations have been relying on Zoom to holding meetings during the COVID-19 pandemic, but the video conferencing app has also been criticized for security and privacy issues.

Government agencies in other countries have also restricted the use of Zoom, though Taiwan’s ban is one of the most sweeping so far. For example, New York City officials said that schools are no longer allowed to use Zoom for remote teaching and Australia’s Defence Force and its MPs are no longer allowed to use the service.

The announcement from the Taiwanese government said, “The Executive Yuan’s Department of Cyber Security (DCS) today formally issued an advisory to all government organizations and specific non-government agencies that should it become operationally necessary to engage in video conferencing, the underlying video software to be used should not have associated security or privacy concerns, such as the Zoom video communication service.”

The DCS added that “if the organization must use non-domestically produced software for international exchanges or some other special situation, many global and communication giants—like Google and Microsoft—are offering such technology for free amid the current pandemic. Organizations should consider these options after evaluating any associated data security risks.”

On April 1, Zoom founder and CEO Eric Yuan wrote on the company’s blog that “usage of Zoom has ballooned overnight—far surpassing what we expected when we first announced our desire to help in late February,” with more than 200 million daily meeting participants in March, up from 10 million in December.

He apologized for the company’s security issues, writing that “we are looking into each and every one of them and addressing them as expeditiously as we can.”

In March, as usage suddenly increased due to the pandemic, “ZoomBombing” became an issue, with people using the software’s screen-sharing feature to interrupt meetings with inappropriate content, including violent images and pornography. The Intercept also reported that Zoom video calls are not end-to-end encrypted, like the company claimed. Last week, Citizen Lab researchers said they had found that some calls were routed through China.

TechCrunch has contacted Zoom for comment.

07 Apr 2020

HubSpot unveils new content management system aimed at marketers

HubSpot, the Boston-based inbound marketing firm, announced today it was launching a stand-alone content management system designed to make it easy for marketing personnel to add and update content.

While content management in a sense has been core to HubSpot from the beginning — many companies use their blogging platform, for example — the company built this one from the ground up for marketers, says chief marketing officer Kipp Bodnar.

“For me, the marketer owning the website is one of the most thankless jobs you have. There’s a lot of pain associated with it. Your CEO asks you to update a bio or your legal team needs a new terms of service. Everybody’s coming at you from everywhere and the actual management of websites has just a huge amount of pain associated with it,” he said.

Angela DeFranco, the company’s director of product management says that HubSpot wanted to address that problem with a product designed specifically for the marketing team. “We wanted to build a content management system and a suite of tools that could stand on its own and take away the pain of content management, not only from the marketer but also from the developer and the people that help the site run,” she said.

The product is built on the notion of themes that allow the marketer and developer helping to build the site to get the look and feel they want, while balancing what De Franco calls “the paradox between powerful and easy-to-use.”

It allows developers to use the languages they want to build the site, while taking advantage of the HubSpot CMS’s modular structure. At the same time, the modules give marketers a friendly interface to make frequent changes required in a modern website.

“When you actually get into the editor and you’re dragging in, for example, your event registration theme module, it inherits the styling and the characteristic, the look and feel of that theme overall that the developers had set up and custom built for your team,” she said.

DeFranco adds,” The theme module is really the crux of how we were able to achieve some of these more complex functionality features and power, while also allowing that with drag-and-drop ease of use to build a full site as a marketer.”

HubSpot was founded in 2006. It raised over $100 million, according to Crunchbase data, before going public in 2014.

07 Apr 2020

TrueNorth raises $3M to make independent trucker operations more seamless

As the COVID-19 pandemic makes health officials urge us all to stay at home, truckers are doing the exact opposite of that to help us live our lives inside. Now, more than ever, package delivery and stocked grocery shelves are luxuries we rely on – and the trucking industry is working hard to keep it up.

To help optimize this industry, San Francisco’s TrueNorth has developed a platform so independent truckers can better manage the way they do business. The company offers software for truckers to streamline all the moving parts that come with a delivery, from the routes they take to how long they spend on billing invoices.

TrueNorth, which graduated from Y Combinator just a few weeks ago, has raised $3 million at a $15 million valuation from a crop of investors, including OpenAI CEO Sam Altman, the former president of YC, and Kevin Lin, the co-founder of Twitch. The company raised $600,000 during YC from investors like Jack Altman, Parker Conrad, and Peter Fishman.

Co-founded by Jin Stedge and Sanjaya Wijeratne, TrueNorth wants to help independent truckers solve various pain points that come with running your own operation, like finding good routes and consistent well-paying jobs. Other focuses include optimizing trucker paperwork and billing.

Truenorth isn’t tackling the truckers that work for large companies like JB Hunt. It’s tackling the ones that

While TrueNorth is trying to solve long-existent inefficiencies within trucking, tech has already taken a few swings at the sector. Despite this overwhelming reliance, Stedge, the co-founder of TrueNorth, says that little innovation has happened to bring tech to the trucking industry.

KeepTruckin, a hardware and software company that helps truck drivers better manage their rigs, gained unicorn status last April when it raised $149 million at a $1.25 billion valuation.

As mandated by the government, truckers must track their days in 15-minute increments on an electronic logging device. KeepTruckin’s hardware helps them do this.

Samsara is another competitor that helps drivers track their hours through hardware and software. While KeepTruckin and Samsara are trucking startups, they’re not direct competitors of TrueNorth. The two startups help truckers remain compliant by tracking data, and TrueNorth manages the hour tracking and invoice inputs on the truckers’ behalf.

Samsara allows TrueNorth to track driver location and hours of service, help with mileage reports to fuel tax filings, and track fleet safety using the Samsara device’s data to understand speed and hard-brake events more closely.

When asked why Samsara wouldn’t just pivot to start doing what TrueNorth is doing because it already has the presence, Stedge compared both companies to the hospital system. Hospitals use electronic medical record systems to log patient records. Those systems are highly regulated and complex because of HIPAA-compliance and patient tracking, so hospitals lean heavily on them for that very specific need. But, Stedge said, there are a lot of other activities that go into taking care of patients at hospitals.

So think of Samsara as the highly complex electronic medical record system and TrueNorth as the hospital. Samsara is a core piece of technology of truckers, and TrueNorth as an outsider that comes in and optimizes that technology all under one roof. That’s increasingly important for an independent trucker that doesn’t have the backing of a large fleet of resources — which is exactly the customer that Stedge is trying to onboard.

She has a personal competitive edge when it comes to understanding her customer: Stedge was adopted as a child by a family of truckers, and for over 40 years her family has been part of the industry.

The capital will be used to build out the development team, and Stedge plans to hire three to four more people.

When it came to fundraising, Stedge talked to 30 to 40 investors in a span of four days.

Stedge tells me that she raised the round within a week after Demo Day, which for the first time ever, was fully digital due to COVID-19.

However, don’t jump to assuming that a fully Digital Demo day meant deal-making was any easier for this batch. The investors in TrueNorth’s seed round were largely from warm intros from the $600,000 round it raised during YC. In fact, Sam Altman invested after his brother, Jack Altman, put capital into the company.

So instead, TrueNorth’s seed financing is an example of a longtime truth in the YC funding craze: The best companies are often able to secure funding, or at least seedlings of it, before Demo Day itself.

As for the valuation, TrueNorth’s latest round brings it to the aforementioned $15 million in valuation. That number is high for normal startup standards, as one report shows that the average seed stage startup valuation hovers around $7 million.

For YC, $15 million is on-par and perhaps even a little conservative. Stedge claims that she had “multiple other offers at higher valuations.” The company’s choice to pursue a lower valuation could offer a glimmer into the changing attitudes around absurdly high valuations in the seed stage world.

Stedge mentioned that investors felt like they had to move pretty fast this time because of market fluctuations. As for the founder, she took a second to rewind to 2008 to better understand what she was up against.

“I researched what happened in the 2008 downturn, and what happened was a lot of the independent truckers went out of business first,” she said. “If your costs are high, you have very little wiggle room for your revenue to decrease, and they struggled to find jobs quickly.”

That history lesson, Stedge said, gave TrueNorth some welcomed validation and even more of a drive to speed up its plan to help truckers operate more efficiently.

07 Apr 2020

Utah’s Podium raises $125M Series C led by YC after reaching $100M ARR

This morning, Utah-based SaaS startup Podium announced that it has closed a $125 million Series C led by Y Combinator’s Continuity fund, with participation from Sapphire Ventures. Prior investors Alkeon, IVP, GV, Summit, Accel and Recruit Co. also took part in the funding event.

The new capital values Podium at around $1.5 billion, and brings the company’s known capital raised to just under $218 million.

Notably, the venture round wasn’t put together back in Q4 2019 only to be announced now. Instead, according to Podium CEO Eric Rea, discussions began in mid-February, resulting in multiple term sheets. The startup signed the winning contract toward the end of the month, and both YC and Sapphire followed through with the money. Rea praised the pair of investors in a call, citing their “integrity” for following through with the deals sans chicanery despite the U.S. economy falling off a cliff after terms were reached.

The Podium round, then, is one of the last put together before disruptions stemming from COVID-19 shook the domestic economy and stock market. Let’s explore, then, why Podium was able to raise the money before the crisis, and what it’s up to now that the world has changed.

Growth

Podium’s software service that provides messaging tools for small business has grown rapidly, allowing the company to both attract capital and expand its offerings. As TechCrunch reported in March, the company has expanded into payments, allowing its SMB-skewing customer base to more quickly accept payment for goods and services.

Since launch, Podium’s payments transaction volume has been around twice what the company expected, the CEO told TechCrunch. Asked if payments would constitute a small, secondary revenue stream or a more material income that could rival its more traditional SaaS offerings, Rea placed it in the second category.

Podium’s growth is worth writing down in aggregate, based on both our prior reporting and new information from the company. Here’s the growth that the startup’s new payments revenue is now helping to continue:

  • $12 million ARR around the time of its $32 million May, 2017 Series A
  • $30 million ARR around the end of 2017
  • $50 million ARR around the time of its $60 million November 2018 Series B
  • Expected to reach $60 million ARR by the end of 2018 (unclear if it met that timetable)
  • $100 million ARR around the end of 2019 (as previously projected; confirmed this week by TechCrunch)

Past giving a valuation peg and confirming that it met its 2019 goal of reaching $100 million ARR (plus or minus a month is our read of the achievement), Podium didn’t share more. So, we don’t know precisely how large it is today. But we do know that investors paid less than a 15x revenue multiple for the firm.

That almost feels cheap in a pre-COVID-19 mindset. Now, in the new reality, it seems like a fair price.

So, what’s ahead for one of Silicon Slopes’ brightest lights? Free stuff, it turns out.

Plans

Along with its fundraising announcement, Podium told TechCrunch that it is rolling out a free tier of its service, called Podium Starter. The company is doing what a number of tech firms are, namely offering parts of their technology at zero cost to people and businesses that might need it; here’s Boston’s Drift doing something along similar lines, for example. Podium Starter’s wait list is live today, with the startup promising to offer the service to “every local business in the United States” in time.

But before Podium put together a free tier to help the suddenly flailing economy, it was seeing big growth; Rea told TechCrunch that the first few months of 2020 were record-setting. Then, of course, things changed for the economy. So where does that leave Podium, which has a big footprint with small businesses?

The company is upbeat, noting that as many individuals are avoiding face-to-face communication, messaging tooling fits the moment. As does its payments service, as folks don’t want to exchange money in person. What will happen to the firm’s growth rate, of course, isn’t clear. It seems doubtful that the startup will continue to grow as it did before while the economy remains depressed.

But, no dip is forever, and Podium has never had more money than it does right now. That should help it survive the downturn. We’ll check back with the company in a few months when it may have new data to share.

07 Apr 2020

Cookie consent still a compliance trash-fire in latest watchdog peek

The latest confirmation of the online tracking industry’s continued flouting of EU privacy laws which — at least on paper — are supposed to protect citizens from consent-less digital surveillance comes by via Ireland’s Data Protection Commission (DPC).

The watchdog did a sweep survey of around 40 popular websites last year — covering sectors including media and publishing; retail; restaurants and food ordering services; insurance; sport and leisure; and the public sector — and in a new report, published yesterday, it found almost all failing on a number of cookie and tracking compliance issues, with breaches ranging from minor to serious.

Twenty were graded ‘amber’ by the regulator, which signals a good response and approach to compliance but with at least one serious concern identified; twelve were graded ‘red’, based on very poor quality responses and a plethora of bad practices around cookie banners, setting multiple cookies without consent, badly designed cookies policies or privacy policies, and a lack of clarity about whether they understood the purposes of the ePrivacy legislation; while a further three got a borderline ‘amber to red’ grade.

Just two of the 38 controllers got a ‘green’ rating (substantially compliance with any concerns straightforward and easily remedied); and one more got a borderline ‘green to amber’ grade.

EU law means that if a data controller is relying on consent as the legal basis for tracking a user the consent must be specific, informed and freely given. Additional court rulings last year have further finessed guidance around online tracking — clarifying pre-checked consent boxes aren’t valid, for example.

Yet the DPC still found examples of cookie banners that offer no actual choice at all. Such as those which serve a dummy banner with a cookie notice that users can only meaningless click ‘Got it!’. (‘Gotcha data’ more like.. )

In fact the watchdog writes that it found ‘implied’ consent being relied upon by around two-thirds of the controllers, based on the wording of their cookie banners (e.g. notices such as: “by continuing to browse this site you consent to the use of cookies”) — despite this no longer meeting the required legal standard.

“Some appeared to be drawing on older, but no longer extant, guidance published by the DPC that indicated consent could be obtained ‘by implication’, where such informational notices were put in place,” it writes, noting that current guidance on its website “does not make any reference to implied consent, but it also focuses more on user controls for cookies rather than on controller obligations”.

Another finding was that all but one website set cookies immediately on landing — with “many” of these found to have no legal justification for not asking first, as the DPC determined they fall outside available consent exemptions in the relevant regulations.

It also identified widespread abuse of the concept of ‘strictly necessary’ where the use of trackers are concerned. “Many controllers categorised the cookies deployed on their websites as having a ‘necessary’ or ‘strictly necessary’ function, where the stated function of the cookie appeared to meet neither of the two consent exemption criteria set down in the ePrivacy Regulations/ePrivacy Directive,” it writes in the report. “These included cookies used to establish chatbot sessions that were set prior to any request by the user to initiate a chatbot function. In some cases, it was noted that the chatbot function on the websites concerned did not work at all.

“It was clear that some controllers may either misunderstand the ‘strictly necessary’ criteria, or that their definitions of what is strictly necessary are rather more expansive than the definitions provided in Regulation 5(5),” it adds.

Another problem the report highlights is a lack of tools for users to vary or withdraw their consent choices, despite some of the reviewed sites using so called ‘consent management platforms’ (CMPs) sold by third-party vendors.

This chimes with a recent independent study of CPMs — which earlier this year found illegal practices to be widespread, with “dark patterns and implied consent… ubiquitous”, as the researchers put it.

“Badly designed — or potentially even deliberately deceptive — cookie banners and consent-management tools were also a feature on some sites,” the DPC writes in its report, detailing some examples of Quantcast’s CPM which had been implemented in such a way as to make the interface “confusing and potentially deceptive” (such as unlabelled toggles and a ‘reject all’ button that had no effect).

Pre-checked boxes/sliders were also found to be common, with the DPC finding ten of the 38 controllers used them — despite ‘consent’ collected like that not actually being valid consent.

“In the case of most of the controllers, consent was also ‘bundled’ — in other words, it was not possible for users to control consent to the different purposes for which cookies were being used,” the DPC also writes. “This is not permitted, as has been clarified in the Planet49 judgment. Consent does not need to be given for each cookie, but rather for each purpose. Where a cookie has more than one purpose requiring consent, it must be obtained for all of those purposes separately.”

In another finding, the regulator came across instances of websites that had embedded tracking technologies, such as Facebook pixels, yet their operators did not list these in responses to the survey, listing only http browser cookies instead. The DPC suggests this indicates some controllers aren’t even aware of trackers baked into their own sites.

“It was not clear, therefore, whether some controllers were aware of some of the tracking elements deployed on their websites — this was particularly the case where small controllers had outsourced their website management and development to a third-part,” it writes.

The worst sector of its targeted sweep — in terms of “poor practices and, in particular, poor understanding of the ePrivacy Regulations and their purpose” — was the restaurants and food-ordering sector, per the report. (Though the finding is clearly based on a small sampling across multiple sectors.)

Despite encountering near blanket failure to actually comply with the law, the DPC, which also happens to be the lead regulator for much of big tech in Europe, has responded by issuing, er, further guidance.

This includes specifics such as pre-checked consent boxes must be removed; cookie banners can’t be designed to ‘nudge’ users to accept and a reject option must have equal prominence; and no non-necessary cookies be set on landing. It also stipulates there must always be a way for users to withdraw consent — and doing so should be as easy as consenting.

All stuff that’s been clear and increasingly so at least since the GDPR came into application in May 2018. Nonetheless the regulator is giving the website operators in question a further six months’ grace to get their houses in order — after which it has raised the prospect of actually enforcing the EU’s ePrivacy Directive and the General Data Protection Regulation.

“Where controllers fail to voluntarily make changes to their user interfaces and/or their processing, the DPC has enforcement options available under both the ePrivacy Regulations and the GDPR and will, where necessary, examine the most appropriate enforcement options in order to bring controllers into compliance with the law,” it warns.

The report is just the latest shot across the bows of the online tracking industry in Europe.

The UK’s Information Commission’s Office (ICO) has been issuing sternly worded blog posts for months. Its own report last summer found illegal profiling of Internet users by the programmatic ad industry to be rampant — also giving the industry six months to reform.

However the ICO still hasn’t done anything about the adtech industry’s legal blackhole — leading to privacy experts to denouncing the lack of any “substantive action to end the largest data breach ever recorded in the UK”, as one put it at the start of this year.

Ireland’s DPC, meanwhile, has yet to put the decision trigger on multiple cross-border investigations into the data-mining business practices of tech giants including Facebook and Google, following scores of GDPR complaints — including several targeting their legal base to process people’s data.

A two-year review of the pan-EU regulation, set for May 2020, provides one hard deadline that might concentrate minds.

07 Apr 2020

Glassbox raises $40M for tools to track and optimise web user experience

A lot of attention is focused on how some tech services are seeing a big boost in demand during the coronavirus pandemic — for example, streaming services and other online media, and anything to do with food delivery, are all seeing unprecedented levels of use. Today comes news from another startup highlighting another important aspect of how tech companies are faring. With many now staying at home, online services are seeing new levels of “stress testing,” and are realising, sometimes with urgency, where user experience is failing or could be better.

Glassbox — which provides analytics and other tools to businesses that run online customer interfaces to track how they are used and when they are not working, and also to suggest how to fix them — is today announcing that it has raised $40 million in funding, money that it will use to continue expanding its tech and its business overall.

The funding, a Series C, is being led by Brighton Park Capital, with existing investors Updata Partners, Ibex Investors, Gefen Capital and CEIIF also participating. The London-based startup has now raised $70 million, and it’s not disclosing valuation.

Yaron Morgenstern, the CEO (the company was co-founded by Yaron Gueta, Hanan Blumstein and Yoav Schreiber) said that revenues have doubled in the last year, and that this is an upround. Glassbox does not disclose a lot of customer names — a few on the site currently include insurers like Seguros and airlines like Air Canada. Morgenstern notes that others include 10 of the largest banks in the world, and “a few very large S&P 500 retailers.”

The funding underscores an interesting trend that we’re in the middle of right now: with more people going online and relying on digital interfaces to shop, entertain, and get and send critical information, the failings of websites and apps are more apparent than ever and need fixing more urgently than before.

But that is not the only reason why this funding is notable.

Last year, we published an expose about how Glassbox’s SDK was being adopted by some customers, where they were not fully disclosing to their own customers just how their online actions were being monitored and tracked in the name of quality control; and how and if sensitive data was being sucked up in the process.

It turns out that the story did open up some cracks and help both Glassbox, its customers, and platform operators like Apple and Google (in the case of apps) get on the same page with how well these tools worked, and when.

Notably, it didn’t make much of a dent on Glassbox’s business — which has doubled over the year and continues to grow at a very fast pace, Morgenstern said today in an interview.

“We managed to have a very successful year last year and more than doubled our business. This whole thing is behind us,” he said. “For use, the safety and security of our customers, and our customers’ customers, is the most important thing. We are working with the relevant vendors that are responsible for the apps and app management to understand their requirements and what are the measurements we need to do to comply with rules and regulations.”

There is an argument to be made about how privacy issues like these are being treated at the moment, and whether they are continuing to get the same scrutiny as before in a climate where going online, and being tracked, has taken on a new kind of priority (a different kind of stress test, as it happens).

But at least for now, there has been an interesting turn in user experience, where services that were never necessarily designed for full accessibility, or with bugs slipping through, are now no longer as acceptable — with hopefully the fixes and detections happening in a way that is transparent to users.

“I think that what we are seeing is that organizations have had to change how they behave with customers,” Morgenstern said.

He noted that this is playing out on two fronts. On one side, new audiences and a new segment of the market “that is being forced into digital channels.” For example, elderly consumers now often “have no choice but in online” for some services, he said. “Our customers are serving new parts of the population, and what they are providing may not not fit.”

On another side is the company itself. “Many are finding that they now need to shift a lot of their products and services into online and digital experiences in ways they had never done before,” he said. “According to the digital transformation curve, many are now finding themselves doing this years before they had ever planned to do so.” In other words, it means services like Glassbox’s have become “mission critical,” he added.

“Glassbox stood out as the best product in an important, growing market,” said Zach Gut at Brighton Capital, in a statement. “The company’s approach enables businesses to seamlessly enhance their capabilities and remain competitive in a rapidly evolving world defined by digitization. We are thrilled to be partnering with Glassbox’s talented team and join them on their exciting journey.” Gut and Lisa Hammitt, Global VP of Data & AI at VISA and special advisor to Brighton Park, are both joining the startup’s board.

07 Apr 2020

Bringg nabs $30M to expand its delivery logistics platform used by Walmart and others

Over the last several years, delivery services have become a key component of how retailers, or anyone selling or distributing products and services, do business. Now, with a global health pandemic in full swing keeping people indoors (and away from physical storefronts), delivery has become an essential must-have if you want your business to stay alive. Today, a startup called Bringg, which helps companies build and run delivery operations, is announcing a growth round of $30 million to meet expanding demand for its services.

Tel Aviv-based Bringg already counts giants like Walmart, McDonalds and Coke among its customers, and most recently introduced a last-mile delivery platform called BringgNow aimed at small and medium businesses to mobilise and manage their own and third-party fleets of delivery people.

The funding, a Series D, is being led by Viola Growth, with Next47, Salesforce, OG Tech Ventures, and GLP (all previous investors) also participating.

It brings the total raised to around $83 million, and while Bringg is not disclosing its valuation, for context, PitchBook placed its last valuation ($25 million Series C in January 2019) at $214.7 million. Its revenues have been on the rise over the last year and Guy Bloch, the CEO, said in an interview that it’s definitely an up round.

“The company is growing very fast, and closing a round in ‘corona times’ says a lot,” he said.

Indeed, Bringg’s funding is coming at a key time for the delivery and logistics sector overall.

Delivery services, and businesses based around offering them, have been on an expansion tear over the last several years fuelled by the rise of the on-demand economy. But the past several weeks — where consumers have been staying at home to slow the spread of the coronavirus pandemic, staying away from going outside; and businesses have been severely curtailing operations to limit people congregating in enclosed physical spaces — have turned all growth modelling on its head.

Those that already delivered as part of their service (for example take-out food or groceries) are seeing unprecedented levels of demand, and businesses that have never had that option now are finding that offering customers a delivery service is the only way to stay in business.

“We have been building the company on a vision of the market that we believed would come in a couple of years’ time, say between 2022 and 2025,” Bloch said. “Now it’s just happening in front of our eyes, right now. We are being pulled into a vacuum.”

Alongside businesses seeing huge demand for delivery options — with that being the only way to deliver their products and services in some cases — Bloch and Bringg’s founder Lior Sion (who had previously helped to build the tech underpinning Uber competitor Gett) both noted that another significant shift has been among consumer preferences.

Trust had been a big gating factor in the growth of delivery services, something that is now moving significantly and may never go back to the way it was before, something that will mean that Bringg’s current surge of business — growth 24% just in the last week — will be sustained even after COVID-19 (hopefully) subsides.

“Delivery will never be 100% but this is about offering a better experience,” Sion said. “Now with for groceries, restaurants, and other services, people are being exposed to using them when they hadn’t before. Or, they used to use one service, but now are realising what happens when that disappears, and they are now using more than one. They will say to themselves, I need to diversify.”

Bringg’s platform essentially gives businesses — it works with obvious customers like retailers, restaurants and grocery stores, but also large distributors, field service providers and healthcare companies — an end-to-end offering to manage their delivery operations. These include tools (AI-based or otherwise) not only to optimise and understand where and how much stock exists, but to route it in the most efficient way to sync up with online ordering platforms to make sure stock and services and people can get to who needs them. The last-mile services both work with retailers’ existing fleets of vehicles and people, but also brings in third-party services to complement that when needed.

While a lot of what Bringg is doing has been focused on for-profit businesses, the startup has been doing its own part to give something to the wider volunteer effort that we’ve seen surging throughout the tech industry. In its case, it’s working with local government organizations pro bono to help mobilise people to deliver goods to those in need, and has essentially opened its door to any and all other non-profits needing help. (Contact them if this applies to you.)

The bigger picture is that Bringg is bringing (sorry) something to everyone, at a time when we really need it, but will be relying on that model for years to come, even without a crisis hanging over us.

“We’re living in a ‘delivery economy’ and the latest market upheaval brought on by COVID-19 will only expedite this new reality in which brands won’t be able to afford to do business without this kind of solution” said Eran Westman, Partner at Viola Growth, in a statement. “Bringg enables brands to take full control of their data, increase customer satisfaction, and ultimately their revenues. We believe this market has major expansion potential and that Bringg, with its exceptional vision and execution, is ripe to take leadership, which is why we decided to lead this round.”

“Today with COVID-19 keeping consumers homebound, delivery is not a business differentiator but a critical logistics model, keeping businesses afloat. Our latest investment demonstrates our belief in the value Bringg delivers to the market, providing businesses of all sizes the capabilities to connect logistics data across different silos and optimize their operational models for rapid, convenient delivery service,”  said Matthew Cowan, General Partner at Next47, in a separate statement.

07 Apr 2020

Korean grocery startup Kurly raises $150M

Kurly, a startup that operates a grocery delivery service in Korea, has secured $150 million in a new financing round months after reports claimed that the firm might be heading to an acquisition.

Sequoia Capital, Hillhouse Capital and Digital Sky Technologies invested in the Korean startup’s Series E financing round, which according to news outlet Korean Investors, valued the firm at around $780 million.

The five-year-old startup, which raised $113 million in its Series D round last year, has raised about $346 million to date, according to CBInsights.

The new financing round for Kurly, also known as Market Kurly, comes at a time when e-commerce sales have surged in Korea as people grow cautious of going out for shopping.

Local media reports have suggested in recent months that rivals Shinsegae and CJ Corp have considered acquiring Kurly.

Launched in 2015 by former Goldman Sachs and Temasek analyst Sophie Kim, Kurly is designed to provide groceries and produce to customers who don’t have the time or interest to visit regular retail stores for their shopping. Kurly Market delivers orders by 7am each morning, with customers given until 11pm the previous day to place their order.

Kurly also competes with Coupang, which counts SoftBank’s Vision Fund among its investors. Coupon, often seen as “the Amazon of Korea” and valued over $9 billion, allows same and next-day delivery to “millions” of its customers.

Kurly differentiates itself by operating through its own brands that are run using a marketplace model to connect retailers with consumers. Kurly is also focused on convenience over cost savings.

07 Apr 2020

Korean grocery startup Kurly raises $150M

Kurly, a startup that operates a grocery delivery service in Korea, has secured $150 million in a new financing round months after reports claimed that the firm might be heading to an acquisition.

Sequoia Capital, Hillhouse Capital and Digital Sky Technologies invested in the Korean startup’s Series E financing round, which according to news outlet Korean Investors, valued the firm at around $780 million.

The five-year-old startup, which raised $113 million in its Series D round last year, has raised about $346 million to date, according to CBInsights.

The new financing round for Kurly, also known as Market Kurly, comes at a time when e-commerce sales have surged in Korea as people grow cautious of going out for shopping.

Local media reports have suggested in recent months that rivals Shinsegae and CJ Corp have considered acquiring Kurly.

Launched in 2015 by former Goldman Sachs and Temasek analyst Sophie Kim, Kurly is designed to provide groceries and produce to customers who don’t have the time or interest to visit regular retail stores for their shopping. Kurly Market delivers orders by 7am each morning, with customers given until 11pm the previous day to place their order.

Kurly also competes with Coupang, which counts SoftBank’s Vision Fund among its investors. Coupon, often seen as “the Amazon of Korea” and valued over $9 billion, allows same and next-day delivery to “millions” of its customers.

Kurly differentiates itself by operating through its own brands that are run using a marketplace model to connect retailers with consumers. Kurly is also focused on convenience over cost savings.