Friday 31 August 2018

Mynewsdesk acquires web monitoring service Mention

Communications workflow company Mynewsdesk is acquiring French startup Mention for an undisclosed sum. Norwegian business media group NHST currently owns Mynewsdesk.

Mention lets you monitor keywords around the web. It’s a good way to hear what customers are saying about your brand on their blog, on Twitter, on Facebook or anywhere that is public.

You can also use Mention to generate reports, study competitors to see if people are talking about them and find influencers who use your products. It can be a useful tool for PR and marketing companies for instance.

Mynewsdesk wants to be an all-in-one tool for PR agencies. It can also help you track media coverage, but it goes a bit further than that. You can organize your media contacts in the service and segment your distribution list, write and distribute press releases and measure your campaigns.

It’s clear that Mention fits well with Mynewsdesk. Mention will stick around as a standalone product for now. But it feels like the monitoring feature of Mynewsdesk could benefit from Mention’s expertise in this area.

Mention currently has 750,000 users, including 4,000 customers. It generates $6 million in annual recurring revenue with a 35 percent growth rate year-over-year. Investors include eFounders, Alven and Point Nine Capital. Mention co-founder and CEO Matthieu Vaxelaire is becoming COO at Mynewsdesk.



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Enveritas’ technology lets small growers tap into the market for sustainable coffee

Demand for sustainable coffee is growing, a boon for socially conscious coffee lovers — but many small growers are missing out because they lack the ability to verify that their coffee beans are grown using fair labor and eco-friendly practices. In fact, verification is often accessible only to large coffee estates or cooperatives. Enveritas wants to change that. The nonprofit, which recently completed Y Combinator’s accelerator program, uses geospatial analysis to make the process more efficient, enabling it to offer free verification to small farms.

Enveritas’ goal is to end poverty in the coffee sector by 2030. Before founding Enveritas in 2016, CEO David Browning and head of operations Carl Cervone worked at TechnoServe, a nonprofit that serves businesses in developing economies. Browning led TechnoServe’s global coffee practice, while Cervone advised coffee growers in Africa, Asia and Latin America about sustainability trends.

Browning tells TechCrunch that TechnoServe’s coffee team spent a lot of time working with small farmers, many of whom don’t have access to sustainability verification because their farms are too remote or small. The typical coffee grower served by Enveritas has less than two hectares of land, lives on less than $2 a day and relies on cash crops for their family’s income.

“The existing solutions work well for large estates and it can also be effective for farmers organized into cooperatives, but many of the world’s coffee farmers are smaller farmers and not organized into estates,” Browning explains. “For those farmers, the existing solutions can be more difficult to access.”

Part of the reason is because many verification solutions rely on field workers who visit farms and track sustainability standards using pen and paper, a time-consuming and costly process.

To develop a more efficient and scalable system, Enveritas uses geospatial and machine learning to identify coffee farms through satellite imagery and monitor for issues like deforestation. Though it still relies on local partners to visit farms and confirm that sustainability standards are being followed, its technology enables Enveritas to provide verification services for free.

Enveritas checks for 30 standards, which it divides into three categories: social, environmental and economic. “Social” includes no child labor and workers’ rights; “environmental” checks for problems like deforestation, pollution or banned pesticides; and “economic” covers fair wages, ethical business practices and transparent pricing, among other standards.

The organization currently operates in 10 countries, including Uganda, Indonesia, Ethiopia, Nicaragua and Costa Rica, with plans to expand into more markets.

Sustainable coffee isn’t just in demand by caffeine lovers with a penchant for social justice. Many of the world’s biggest coffee companies, including Illy and Starbucks, have launched sustainability initiatives as part of their corporate responsibility measures. Offering coffee grown using fair labor or environmentally friendly practices also helps differentiate their products in a crowded marketplace. Research by the National Coffee Association, an American trade group, recently found that many millennials prefer sustainable coffee, with up to two-thirds of 19 to 24-year-olds surveyed said they pick their coffee based on whether it was grown using environmentally friendly practices and fair labor.

While coffee is currently its main focus, Browning says Enveritas’ system can be applied to other agricultural products that need more visibility in their supply chains. For example, it also can be used to verify the sustainability of cocoa, cotton and palm oil.

As a nonprofit, Enveritas faces different funding challenges from other tech startups. Browning says it is currently at the equivalent of being ready for a Series A. Much of its backing comes from coffee companies (Enveritas can’t disclose which ones) that hope to benefit from Enveritas’ solutions.

“One of the advantages of this system is that it reduces the cost for coffee companies relative to the traditional pen and paper system, but it’s also simultaneously free for farmers,” Browning says. “That’s one of the most compelling innovations, so it’s a win-win for both.”



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Clinc is building a voice AI system to replace humans in drive-through restaurants

Clinc is expanding its focus on fintech into new verticals that could take advantage of its conversational artificial intelligence. The Ann Arbor-based company recently took the wraps off its new system that aims to provide quick service restaurants like McDonald’s and Taco Bell with a voice assistant in the drive-through window.

I got a demo of the new system. For the most part, even in its early state, it works as advertised. Want a double cheeseburger without pickles and mayo with a side of fries and a Coke? With Clinc’s system, a person can order food as if they were talking to a human. Have questions or want to make changes to the order? Again, the person ordering the food does not have to modify their speech pattern or use a voice menu tree — just talk to the system normally.

This is Clinc’s second implementation of it conversational AI system. This isn’t Siri or Alexa. This technology is from the next generation.

The company started with a solution for fintech and currently has several contracts with major banks such as USAA, Barclays and S&P Global. In most cases, when integrated into the bank’s system, Clinc’s technology emulates human intelligence and can interpret unstructured, unconstrained speech. The idea is to let users converse with their bank account using natural language without pre-defined templates or hierarchical voice menus.

Clinc was founded by University of Michigan professor Jason Mars and Johann Hauswald, PhD.

Mars tells me Clinc spun up the quick service restaurant (QSR) product in about two weeks. He explains that Clinc’s platform allows programmers to drag and drop a restaurant’s menu to add items to the voice service.

I watched a Clinc engineer use the system for about an hour. Over and over again, the system processed the order correctly, but occasionally it got it wrong. It seems changing an order is just as easy as placing one though, and the engineer was able to modify the order on the fly.

When using the system, it’s obvious a computer is speaking. Good or bad, if implemented by restaurants, this could be one of the largest barriers to adoption by consumers. For the most part, ordering from a fast food restaurant is an easy affair but occasionally it gets complicated and Clinc’s system has to be able to handle everything — or have triggers that cause the system to connect the orderer with a live person to resolve the issue.

The QSR product is coming to market at a critical time. Fast food restaurants are increasingly looking for ways to reduce the number of workers in their stores while also looking for new ways for customers to order food. It’s clear this product can be modified to address other voice-heavy industries, too, such as call centers and appointment booking services.



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Thursday 30 August 2018

Porter Road wants to herd the meat industry in a new direction

Down a two-lane road on the outskirts of Princeton, Ky., next to a cemetery and past the Light of Truth Church, is the Porter Road Butcher Meat Co. facility — a staging ground for what the Nashville-based startup Porter Road hopes will be a revolution in the American meatpacking industry.

For the company’s co-founders, James Peisker and Chris Carter, the refashioning of the meat business in America is the next step in a nearly decade-long journey since the former chefs first met working in the restaurant of Nashville’s historic Hermitage Hotel. 

The two men started their butcher business selling locally sourced meat from the East Nashville Farmer’s Market in 2010, and eventually moved to a storefront in the same neighborhood a year later.

“We ended up going around and raising funds and opened the brick and mortar shop in 2011,” Peisker said. “Chris worked a job at a friend of ours’ deli in the morning and I worked at a restaurant at night.”

But from the beginning the two men had bigger ambitions, and as the business became increasingly successful, they began thinking about how to bring their approach to the meat industry to the entire country.

“What we see the future is is being able to reach as many people as we can in the country and offer them the best quality, most sustainably raised products,” said Carter in an interview. 

As they began building the business in earnest, the two men realized there was a critical part of the process over which they had no control — the meat processing itself.

“I would love to be Omaha Steaks,” said Carter. “But I would love to bring change to the system that Omaha Steaks buys into.” To do that meant not just sourcing from sustainable farms, but making sure that their slaughterhouse and processing facility was operating to standards that the two co-founders set for themselves.

“They put up the curtain to hide what’s happening,” said Peisker of the meat industry — although the dirty side of industrial animal husbandry is well known. “Ninety-nine percent of the meat is coming from these really disgusting places where the animals are near death and kept alive with injections… Tyson can say they get their chickens from family farms, but they sell the farmers feed, and chicks… small family farms are raising these animals but are doing it in a way that harms the animal. And our beef is born in the same manner. It’s how they spend the end of their lives. They’re force-fed chicken shit, chicken feathers, scrap and harvested in a manner that’s doing 60,000 head a day.”

Peisker and Carter envision a different path, one that’s decentralizing the commodity meat industry. Instead of industrial farms producing thousands of head, smaller sustainable farms could raise livestock in the hundreds. Those sustainably raised animals could then be sent to local processing plants and slaughtered in facilities that are better for workers and (more) humane for animals.

“One of the first things we did was to take away the electric prod sticks and cattle paddles,” said Peisker. Ultimately the men recognize that there’s only so much that can be done to make the industry operate more efficiently and humanely, but every little bit helps.

The alternative is continuing to operate at scales that are toxic for the entire country. For example, earlier this month a jury in North Carolina awarded residents near a Smithfield Farms hog farm $470 million to address their complaints about the stench and the industrial pollution coming from the farm.

In all, industrial animal farms operated by just four companies produce 80 percent of the meat U.S. consumers eat. And the environmental impact of these industrial farms is well understood.

For Ryan Darnell, a managing partner of Max Ventures (and childhood friend of Carter’s), the Porter Road business makes good business sense beyond its social and environmental benefits.

“In this category there’s roughly $55 billion of revenue tied up in the traditional supply chain,” Darnell wrote in an email. “Porter Road isn’t just selling meat online. They are rearchitecting the back-end system to eliminate a lot of the things we don’t like (and aren’t good for us). They are building an entirely new meat company from the ground up.”

Companies like Crowd Cow and ButcherBox offer organic meat for sale, but Darnell said the vertical integration that Porter Road has built makes it a fundamentally different company from those startups.

“Most of the competitors in this space have a digital storefront (for distribution) and buy out of the existing supply chain. A few will try to backwards integrate, but it’s difficult to learn how to accurately evaluate farmers and implement best practices in a processing facility,” Darnell wrote.

All of this attention to detail in the process is also reflected in the price of Porter Road’s meats (they aren’t cheap). But the notion for Peisker is that people can eat fewer, higher-quality meat meals with Porter Road products (which may also be better for the environment too).

You should eat less meat but better meat,” said Peisker. “There’s a movement across the country of people who want flavor back in their food… and people who want to make a choice with their dollar about what they buy.”

Porter Road’s evolution — which culminated in the company launching an online presence in 2017 — is coming at a time when shifting consumption patterns are changing the ways Americans shop and eat.

The Amazon acquisition of Whole Foods has changed the organic market as the once-mighty grocery chain becomes more incorporated into the Seattle e-commerce giant’s commercial operations. That’s opened the doors for direct to consumer competitors to come in — including companies like Thrive Market, Crowd Cow and Porter Road.

“Whole Foods, post-Amazon is just another grocery store now,” said Peisker. 

And Americans continue to love organic foods. Sales of organic food products hit a record $45.2 billion in 2017, according to the Organic Trade Association. While growth slowed to 6.7 percent from 9 percent in 2016, the overall numbers are still surpassing the anemic 1 percent growth of the U.S. food business overall, according to the report.

Porter Road’s founders say those numbers are reflected in its own business. “We get busier every day,” said Carter. Over the summer the company was averaging 60 boxes shipped per-day with roughly 5-8 pounds of meat in a box.

With the boost from the $3.7 million in venture funding it received earlier in the year backed by investors including Max Ventures, Slow Ventures, BoxGroup, Tribeca Venture Partners, Collaborative Fund and Great Oaks VC, Porter Road is hoping to expand its operations.

“Our plan is to build,” Carter said. “We’ve built this amazing model in this location. We have a year or two before we see ourselves busting at the seams here. And we will move to communities across the country.”

The co-founders of Porter Road see opportunities to open a similar processing facility to the one already operating in Princeton — and ideally will be able to build a network of abattoirs around the country. “If we can make a better life for the animals that go into our food system and better food for consumers, why wouldn’t we do it?” said Peisker. 



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InVision deepens integrations with Atlassian

InVision today announced a newly expanded integration and strategic partnership with Atlassian that will let users of Confluence, Trello and Jira see and share InVision prototypes from within those programs.

Atlassian’s product suite is built around making product teams faster and more efficient. These tools streamline and organize communication so developers and designers can focus on getting the job done. Meanwhile, InVision’s collaboration platform has caught on to the idea that design is now a team sport, letting designers, engineers, executives and other shareholders be involved in the design process right from the get-go.

Specifically, the expanded integration allows designers to share InVision Studio designs and prototypes right within Jira, Trello and Confluence. InVision Studio was unveiled late last year, offering designers an alternative to Sketch and Adobe.

Given the way design and development teams use both product suites, it only makes sense to let these product suites communicate with one another.

As part of the partnership, Atlassian has also made a strategic financial investment in InVision, though the companies declined to share the amount.

Here’s what InVision CEO Clark Valberg had to say about it in a prepared statement:

In today’s digital world creating delightful, highly effective customer experiences has become a central business imperative for every company in the world. InVision and Atlassian represent the essential platforms for organizations looking to unleash the potential of their design and development teams. We’re looking forward to all the opportunities to deepen our relationship on both a product and strategic basis, and build toward a more cohesive digital product operating system that enables every organization to build better products, faster.

InVision has been working to position itself as the Salesforce of the design world. Alongside InVision and InVision Studio, the company has also built out an asset and app store, as well as launched a small fund to invest in design startups. In short, InVision wants the design ecosystem to revolve around it.

Considering that InVision has raised more than $200 million, and serves 4 million users, including 80 percent of the Fortune 500, it would seem that the strategy is paying off.



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Instacart now serves 70 percent of U.S. households

Toward the end of 2017, Instacart penned a partnership with one of the country’s biggest grocery retailers, Kroger. At the time, it was a smaller deal with one of Kroger’s chains called Ralphs.

But today Instacart is expanding its partnership with Kroger, bringing Instacart delivery to 75 additional Kroger markets, growing Instacart’s Kroger footprint by 50 percent nationwide. The expansion will be completed by late October, bringing Instacart delivery to more than 1,600 Kroger stores.

This builds on Instacart’s momentum, following partnership deals with chains like Albertsons, Aldi, Sam’s Club, and Loblaw.

In all, Instacart is now available to 70 percent of all households across the country. Last year, the company announced its goal to reach 80 percent of U.S. households by the end of 2018, and its most recent funding round seems to be propelling the startup to achieve that goal.

In February, Instacart raised $200 million led by Coatue Management, as well as Glade Brook Capital Partners and existing investors. The round valued Instacart at $4.2 billion.

Since Amazon’s acquisition of Whole Foods, Instacart has been put in a challenging position. But, in many ways, that challenge has represented opportunity. The nearly $14 billion acquisition has spurred an even more rapid evolution of the grocery industry, leaving incumbents with a choice: Acquire (or build) your own delivery platform or partner with Instacart to compete with online grocery purchase and delivery from Amazon.

Some retailers, like Target, have chosen to purchase their own platform. But other big players, such as Albertsons and Sam’s Club, seem to have been motivated by the Whole Foods deal to partner up with Instacart.

This has grown Instacart’s marketplace to feature more than 300 different retail partners on the platform, which has in turn helped grow Instacart’s community of shoppers, which has topped 50,000 this year.

As this growth continues, a great deal is dependent on Instacart’s ability to maintain the quality of the product. But the company is also taking steps toward shoring up the platform. Instacart has begun testing a partnership with Postmates to help make deliveries during peak hours in San Francisco.



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Wednesday 29 August 2018

Space investors are coming to Disrupt SF 2018

In the past couple decades, Elon Musk’s efforts with SpaceX have partially kicked off a space race in the VC-funded rocket startup scene. At Disrupt SF 2018, we’re thrilled to host a panel of some of Silicon Valley’s top investors whose firms are eying the stars.

Rob Coneybeer from Shasta Ventures, Tess Hatch from Bessemer Venture Partners and Matt Ocko from DCVC will all be joining us to discuss their points of view on the commercial space industry and where the major opportunities lie for startups looking to penetrate the market.

We’ll hopefully get a closer look at some of the dominating trends in the industry from the trio whose careers have taken them through legacy space companies and led them to make several investments in young space startups.

Rob Coneybeer is a managing director at Shasta Ventures, a firm he co-founded back in 2004. He has a masters in mechanical engineering from the Georgia Institute of Technology and worked as an engineer in Martin Marietta’s Astro Space division earlier in his career. Coneybeer has directed a number of investments in the space sector, including Accion Systems, Spire and Vector.

Tess Hatch is an investor at Bessemer Venture Partners. Hatch has a masters in aeronautical engineering from Stanford and has had stints at NASA, SpaceX, Northrup Grumman and Boeing previous to joining Bessemer. She’s currently the board observer for a number of the firm’s investments including Spire and Rocket Lab.

Matt Ocko co-founded DCVC 7 years ago and has continued to serve as the firm’s co-managing director. Ocko has several decades of experience as an investor and entrepreneur in Silicon Valley. Since its co-founding, DCVC has made investments in Akash Systems, Capella Space, Descartes Labs, Planet and Rocket Lab.

We’ll be dialing into the attitudes among investors regarding the competitive arena and we’ll be looking for insights into how the esteemed group sees the industry transforming in the next decade.

Disrupt SF will take place in San Francisco’s Moscone Center West from September 5 to 7. The full agenda is here, and you can still buy tickets right here.



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AirTM raises $7 million to fight hyperinflation

If you want to convert Netflix gift cards into dollars on a PayPal account, you usually have to find someone willing to do the same transaction in the other direction. It can quickly go wrong if you never receive your money.

Meet AirTM, a service that makes it easier to convert any form of money into any other form of money. You can deposit money using banks, gift cards, cash through Western Union and other equivalent services, cryptocurrencies and more. You can withdraw money through any of those protocols as well. AirTM is raising a $7 million Series A with BlueYard leading the round.

While many of you probably don’t see why you’d use a service like this, AirTM’s users in Venezuela are willing to pay high fees to convert their bolívars into anything else. Multiple years of hyperinflation have turned everyone’s savings into piles of bills that are worth close to nothing.

AirTM accounts aren’t bank accounts. When you create an account, you get an e-wallet in AirUSD. You can deposit and withdraw money as well as send and receive money. Depending on your payment method, you’ll get different fees.

For instance, there’s a huge supply of money from PayPal, which means that you’ll pay quite a lot to deposit money using PayPal and convert it into AirUSD.

While AirTM sounds great for money laundering, the company is a registered money service business and follow anti-money laundering and know-your-customer requirements. The company is just getting started as it manages $9 million in monthly transaction volume with 4,000 daily active users. But it’s clear that it has the potential of creating an alternative to traditional banking in countries with volatile currencies.



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Sinemia takes aim at MoviePass again, with new $9.99 plan

Sinemia continues its campaign to take advantage of MoviePass’ high-profile struggles and win over the better-known movie ticket subscription service’s customers. Today, it announced a new plan priced at $9.99 per month.

MoviePass, after all, recently announced that it would be keeping its monthly subscription price at $9.95, but limiting subscribers to three movies per month (with discounts on additional tickets).

The new Sinemia tier also includes three tickets each month, but it has the additional benefit of allowing subscribers to buy tickets for any 2D, non-IMAX screen, and to buy those tickets in advance. MoviePass, in contrast, is rotating the available movies each day, and it requires subscribers to buy their tickets at the theater, on the same day as the screening.

Just a couple weeks ago, Sinemia announced a refer-a-friend program that rewards subscribers who convince their friends to leave other subscription services. The company makes no secret of the fact that it’s targeting MoviePass in particular — in today’s announcement, it describes the new plan as one that “matches MoviePass’ latest.”

Sinemia offers a variety of other options, ranging from $3.99 per month for one ticket, to $14.99 for three tickets, with IMAX and 3D access.



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Deliveroo offers free OpenClassrooms courses to riders

If you’re a rider on Deliveroo, you can now follow courses on OpenClassrooms and get certificates of achievement for free. You get a free Premium Solo account, which is worth €20 per month ($23.44).

You’ll find courses in French, English and Spanish on many technical and non-technical topics. For instance, you can learn a programming language, UI or project management skills. But you can also follow courses on marketing, leadership and more.

OpenClassrooms is a freemium platform, which means that anyone can access courses for free. But a premium account lets you access additional materials and more features to study at your own pace. You also get certificates of achievement when you go through an entire course.

This isn’t groundbreaking news for Deliveroo riders, but it’s good to see that the company wants to take care of its “partners” with perks — I’m sure they’d rather become employees with traditional benefits.

As long as you’ve worked with Deliveroo for the past three months, you can renew your free Premium Solo subscription. It is limited to some countries for now. In the future, Deliveroo and OpenClassrooms plan to offer Premium Plus subscriptions with grants.

This subscription tier lets you sign up to a path that leads to a diploma and a job. It usually costs €300 per month and replaces traditional universities for those who want to work on the side. It takes months or even years to complete a path.

OpenClassrooms and Deliveroo received a $1 million grant from Google.org to develop this partnership. They pitched the idea to Google’s charitable arm in order to help freelancers learn new skills. As part of this project, OpenClassrooms will create new courses on accounting, business opportunities and other useful skills for freelancers.



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George Church’s genetics on the blockchain startup just raised $4.3 million from Khosla

Nebula Genomics, the startup that wants to put your whole genome on the blockchain, has announced the raise of $4.3 million in Series A from Khosla Ventures and other leading tech VC’s such as Arch Venture Partners, Fenbushi Capital, Mayfield, F-Prime Capital Partners, Great Point Ventures, Windham Venture Partners, Hemi Ventures, Mirae Asset, Hikma Ventures and Heartbeat Labs.

Nebula has also has forged a partnership with genome sequencing company Veritas Genetics.

Veritas was one of the first companies to sequence the entire human genome for less than $1,000 in 2015, later adding all that info to the touch of a button on your smartphone. Both Nebula and Veritas were cofounded by MIT professor and “godfather” of the Human Genome Project, George Church.

The partnership between the two companies will allow the Nebula marketplace, or the place where those consenting to share their genetic data can earn Nebula’s cryptocurrency called “Nebula tokens” to build upon Veritas open-source software platform Arvados, which can process and share large amounts of genetic information and other big data. According to the company, this crossover offers privacy and security for the physical storage and management of various data sets according to local rules and regulations.

“As our own database grows to many petabytes, together with the Nebula team we are taking the lead in our industry to protect the privacy of consumers while enabling them to participate in research and benefit from the blockchain-based marketplace Nebula is building,” Veritas CEO Mirza Cifric said in a statement.

The partnership will work with various academic institutions and industry researchers to provide genomic data from individual consumers looking to cash in by sharing their own data, rather than by freely giving it as they might through another genomics company like 23andMe.

“Compared to centralized databases, Nebula’s decentralized and federated architecture will help address privacy concerns and incentivize data sharing,” added Nebula Genomics co-founder Dennis Grishin. “Our goal is to create a data flow that will accelerate medical research and catalyze a transformation of health care.”



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Datree gets $3M seed round to build DevOps policy engine in GitHub

Datree, an early-stage startup based in Israel, wants to help companies create a set of policies for their applications, and apply them in GitHub before a commit goes live. Today, it announced $3 million in seed funding from TLV partners.

The check was actually written last September, according to the founders, and they are making the investment public today.

Like many Israeli startups, before they wrote a line of code, they did their research talking to 40 companies, and found a common pain point in modern development techniques. Code was being committed ever faster and teams were more widely distributed. Instead of a monolithic application, you had containerized microservices, often being built by disparate teams. All of this came together in GitHub.

The team decided that the best way to deal with this kind of chaos was to try and bring some order to it by creating a catalogue of development teams and their work. The idea was to bring these teams and their work together in a central place, then apply a set of internal best practices to their code to catch any policy violations before they committed the code. It’s important to note that they only extract metadata to build this catalogue.

Datree Smart Policy Editor. Screenshot: Datree

If you can use Datree to confirm that each pull request in GitHub complies with a set of internal policies in an automated fashion, you could potentially save your development teams a lot of pain trying to track down issues after the commit.

This is of course, the whole idea behind the DevOps model. The developers develop as fast as they can and operations is responsible for making sure the code is in decent shape, secure and complies with company policy before it gets published. Datree has created a report engine to scan all this code and report on what aligns with the policies and what doesn’t in an automated fashion. They also recognized that not every policy is rigid and that there will be exceptions, and they allow for that too.

Right now, it’s early days and the company consists of the three founders and 5 additional people “in a garage in Tel Aviv.” They are working with six design partners including HoneyBook, SimilarWeb and PlayBuzz on early versions of the solution, but they have a vision, and they have $3 million to build it out and see if it has a market fit. They plan to split their time between San Francisco and Tel Aviv as they attempt to expand their market.



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Contraception app Natural Cycles’ Facebook ad banned for being misleading

Natural Cycles, a Swedish startup which touts its body temperature-based algorithmic method for tracking individual fertility as an effective alternative to hormonal birth control, has been wrapped by the UK advertising regulator which today upheld three complaints that an advert the company ran last year via Facebook’s platform was misleading.

The ad had stated that “Natural Cycles is a highly accurate, certified, contraceptive app that adapts to every woman’s unique menstrual cycle. Sign up to get to know your body and prevent pregnancies naturally”, and in a video below the text it had also stated: “Natural Cycles officially offers a new, clinically tested alternative to birth control methods”.

The regulator has banned Natural Cycles from running the advert again, and warned it against exaggerating the efficacy of its product.

“We told Natural Cycles Nordic AB Sweden not to state or imply that the app was a highly accurate method of contraception and to take care not to exaggerate the efficacy of the app in preventing pregnancies,” said the Advertising Standards Authority (ASA) handing down its decision.

The company has leaned heavily on social media marketing to target its ‘digital contraception’ app at young women.

While Natural Cycles gained EU certification for its app as a contraceptive in February 2017, and most recently FDA clearance for marketing the app as a contraception in the US (with the regulator granting its De Novo classification request this month), those regulatory clearances come with plenty of caveats about the complexity of the product.

The FDA, for example, warns that: “Users must be aware that even with consistent use of the device, there is still a possibility of unintended pregnancy.”

At the same time, Natural Cycles has yet to back up the efficacy claims it makes for the product with the scientific ‘gold standard’ of a randomized control trial. So users wanting to be able to compare the product’s efficacy against other more tried and tested birth control methods (such as the pill or condoms) are not able to do so.

No birth control method (barring abstention) is 100% effective of course but, as we’ve reported previously, Natural Cycles’ aggressive marketing and PR has lacked nuance and attempted to downplay concerns about the complexity of its system and the chance of failure even as the product’s performance is impacted by multiple individual factors — from illness, to irregular periods.

In the ruling, the ASA flags up the relative complexity of Natural Cycles’ system vs more established forms of contraception — pointing out that:

The Natural Cycles app required considerably more user input than most forms of contraception, with the need to take and input body temperature measurements several times a week, recording when intercourse had taken place, supplemented with LH measurements, abstention or alternative methods of contraception during the fertile period.

The company also remains under investigation in Sweden by the medical regulator after a local hospital reported a number of unwanted pregnancies among users of the app.

Despite all that, Natural Cycles’ website bills its product as “effective contraception”, claiming the app is “93% effective under typical use” and making the further (and confusing worded) claim that: “With using the app perfectly, i.e. if you never have unprotected intercourse on red days, Natural Cycles is 99% effective, which means 1 woman out of 100 get pregnant during one year of use.”

Perfect use of the app actually means a woman would accurately perform daily measurement of her body temperature without fail or fault, and before she’s even sat up in bed, at least several times a week, correctly inputting the data. Forgetting to do so once because — say — you got up to go to the toilet or were otherwise interrupted before taking or inputting a reading could constitute imperfect use.

The BBC spoke to a women who says she made the decision to use the app after seeing that 99% effective claim in Natural Cycles’ marketing on Instagram — and subsequently fell pregnant while using it. “I was sort of sucked into this “99% effective” [claim],” the women told the broadcaster. “You know “even more effective than the pill”… What could possibly go wrong?”

In its ruling, the regulator said it investigated two issues related to the advert run by Natural Cycles on Facebook on July 20, 2017, and both issues were upheld.

The complaints were that Natural Cycles’ advert included misleading and unsubstantiated claims — specifically that the product was: 1. “Highly accurate contraceptive app”; and 2. “Clinically tested alternative to birth control methods”.

Natural Cycles told the ASA that the latter claim is in fact a quote from a Business Insider article which it “considered to be correct” and had thus reproduced in its marketing.

After taking expert evidence, and reviewing three published papers on accumulated data obtained from the app, the regulator deemed the combination of the two claims to be misleading.

It writes:

We considered that in isolation, the claim “clinically tested alternative to birth control methods” was unlikely to mislead. However, when presented alongside the accompanying claim “Highly accurate contraceptive app”, it further contributed to the impression that the app was a precise and reliable method of preventing pregnancies which could be used in place of other established birth control methods, including those which were highly reliable in preventing unwanted pregnancies. Because the evidence did not demonstrate that in typical-use it was “highly accurate” and because it was significantly less effective than the most reliable birth control methods, we considered that in the context of the ad the claim was likely to mislead.

The ASA also found the advert to have breached rules for substantiation and exaggeration of marketing messages in the Medicines, medical devices, health-related products and beauty products category, as well as being misleading.

At the time of writing Natural Cycles had not responded to requests for comment.



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Cleo Capital sets $10M target to fund female entrepreneurs

Sarah Kunst has filed to raise $10 million for her debut venture capital fund, Cleo Capital. According to Axios, the firm will give cash to female entrepreneurs who will act as scouts. 

Scouts look for viable early-stage startups for firms to invest in and then receive a cut of the profits on the investments. Kunst, pictured above, is a scout for Sequoia; it’s unclear if that will change now that she’s running her own firm. She’s also the founder of ProDay, a fitness tech startup that had raised at least $500,000 from angel investors, including Arielle Zuckerberg, but folded earlier this year.

We’ve reached out to Kunst for comment.

Cleo isn’t the only female-focused fund with which Kunst is involved. She joined Bumble as a senior adviser in February, and earlier this month, the popular dating app announced the launch of a VC fund targeting early-stage startups with women at the helm. Kunst is co-leading fund strategy alongside Bumble’s COO, Sarah Jones Simmer.

It’s no surprise Kunst is working to deploy capital to the next generation of female-founded companies. She’s been actively championing female and minority founders at least for the last several years and was one of the most vocal in the industry during tech’s #MeToo moment.

She spoke to The New York Times last year about her experience with 500 Startups founder Dave McClure, who sent her inappropriate messages on Facebook in 2014. McClure followed up with a public apology in the form of a Medium post titled “I’m a creep. I’m sorry,” and shortly after resigned from the accelerator. 

Kunst spoke at TechCrunch Disrupt last year a few months after The New York Times piece was published. On a panel focused on diversity in tech, she called out tech founders for a lack of diverse hiring practices: “I do this crazy thing that is hiring people that aren’t just white dudes. It works really great — you guys should try it,” she said.

In 2017, only 11.3 percent of partners at VC firms were women, according to PitchBook data. Female founders, meanwhile, raised just 2.2 percent of all venture funding.

On the bright side, it looks like more women are fundraising on the other side of the table. Women-run VC firms have gathered nearly $2.5 billion so far this year, putting them on pace to surpass last year’s decade high of $3.2 billion. That includes Cowboy Ventures’ $95 million fundraise and Aspect Ventures’ $181 million sophomore vehicle. Cowboy is led by Aileen Lee, a former partner at Kleiner Perkins, while Aspect is co-led by former Draper Fisher Jurvetson managing director Jennifer Fonstad and former Accel partner Theresia Gouw.



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Another food delivery startup, Foodsby, rakes in venture capital funding

Venture capitalists are still hungry for food delivery startups.

Foodsby, the provider of a lunch delivery service based out of Minneapolis, has raised a $13.5 million Series B led by Piper Jaffray Merchant Banking. Greycroft Partners, Corazon Capital and Rally Ventures also participated. With the new capital, Foodsby plans to expand to 15 to 25 new markets. The round brings Foodsby’s total raised to $21 million.

“We have established a successful model for new market entry with a tried and true combination of talent and technology,” Foodsby founder and CEO Ben Cattoor said in a statement. “We look forward to building on our early successes and learnings to deliver continued growth for our investors and our team.”

Founded in 2012, the company connects employees in office buildings in 15 cities with local restaurants. How it works: A hungry worker uses Foodsby to pre-order a meal from a restaurant in its network, Foodsby aggregates all the orders it receives, sends the orders to the restaurants and the restaurants then make all the deliveries at once, streamlining what can be a logistically complicated process. 

That strategy, the company says, sets Foodsby apart from competitors. Because Foodsby only works with businesses and has restaurants make the deliveries rather than its own fleet of delivery agents, the overall costs of the operation are lower. It’s free to join the Foodsby network as both a company that wants to provide the service to its employees and as a restaurant. Deliveries cost $1.99 per person. 

While continued VC support may give the company a vote of confidence, the food delivery space is crowded and competitive. Foodsby is not unlike Peach, a Seattle-based office lunch delivery service that shed one-third of its staff in March. Peach had also landed VC support, raising about $11 million from Madrona and others. Munchery, another similar meal delivery service, also looks to be in hot water, laying off 30 percent of its workforce in May and ceasing operations in Los Angeles, Seattle and New York.

Food delivery startups are hit or miss, but VCs continue to flock to investment rounds in hopes of betting on the next Uber of food delivery — though Uber itself is really the Uber of food delivery, its food delivery service is reportedly the most profitable arm of the ride-hailing giant. And Uber, much like Amazon, is not a company you want to be going head-to-head with. 



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New Knowledge just raised $11 million more to flag and fight social media disinformation meant to bring down companies

Back in January, we told you about a young, Austin, Tex.-based startup that fights online disinformation for corporate customers. Turns out we weren’t alone in finding it interesting. The now four-year-old, 40-person outfit, New Knowledge, just sealed up $11 million in new funding led by the cross-border venture firm GGV Capital, with participation from Lux Capital. GGV had also participated in the company’s $1.9 million seed round.

We talked yesterday with co-founder and CEO Jonathon Morgan and the company’s director of research, Renee DiResta, to learn more about its work, which appears to be going well. (They say revenue has grown 1,000 percent over last year.) Our conversation, edited for length, follows.

TC: A lot of people associate coordinated manipulation by bad actors online with trying to disrupt elections here in the U.S. or with pro-government agendas elsewhere, but you’re working with companies that are also battling online propaganda. Who are some of them?

JM: Election interference is just the tip of the iceberg in terms of social media manipulation. Our customers are a little sensitive about being identified, but they are Fortune 100 companies in the entertainment industry, as well as consumer brands. We also have national security customers, though most of our business comes from the private sector.

TC: Renee, just a few weeks ago, you testified before the Senate Intelligence Committee about how social media platforms have enabled foreign-influence operations against the United States. What was that like?

RD: It was a great opportunity to educate the public on what happens and to speak directly to the senators about the need for government to be more proactive and to establish a deterrent strategy because [these disinformation campaigns] aren’t impacting just our elections but our society and American industry.

TC: How do companies typically get caught up in these similar practices?

RD: It’s pretty typical for consumer-facing brands, because they are so high-profile, to get involved in quasi-political conversations, whether or not they like it. Communities that know how to game the system will come after them over a pro-immigration stance for example. They mobilize and use the same black market social media content providers, the same tools and tactics that are used by Russia and Iran and other bad actors.

TC: In other words, this is about ideology, not financial gain.

JM: Where we see this more for financial gain is when it involves state intelligence agencies trying to undermine companies where they have nationalized an industry that competes with U.S. institutions like oil and gas and agriculture companies. You can see this is the promotion of anti-GMO narratives, for example. Agricultural tech in the U.S. is a big business, and on the fringes, there’s some debate about whether GMOs are safe to eat, even though the scientific community is clear that they’re completely safe.

Meanwhile, there are documented examples of groups aligned with Russian intelligence using purchased social media to circulate conspiracy theories and manipulate the public conversation about GMOs. They find a grain of truth in a scientific article, then misrepresent the findings through quasi-legitimate outlets, Facebook pages and Twitter accounts that are in turn amplified by social media automation.

TC: So you’re selling software-as-a-service that does what exactly?

JM: We have a SaaS product and a team of analysts who come out of the intelligence community and who help customers understand threats to their brand. It’s an AI-driven system that detects subtle social signs of manipulation across accounts. We then help the companies understand who is targeting them, why, and what they can do about it.

TC: Which is what?

JM: First, they can’t be blindsided. Many can’t tell the difference between real and manufactured public outcry, so they don’t even know about it when it’s happening. But there’s a pretty predictable set of tactics that are used to create false public perception. They plant a seed with accounts they control directly that can look quasi-legitimate. Then they amplify it via paid automation, and they target specific individuals who may have an interest in what they have to say. The thinking is that if they can manipulate these microinfluencers, they’ll amplify the message by sharing it with their followers. By then, you can’t put the cat back in the bag.  You need to identify [these campaigns] when they’ve lit the match, but haven’t yet started a fire.

At the early stage, we can provide information to social media platforms to determine if what’s going on is acceptable within their policies. Longer term, we’re trying to find consensus between governments and also social media platforms themselves over what is and what isn’t acceptable — what’s aggressive conversation on these platforms and what’s out of bounds.

TC: How can you work with them when they can’t even decide on their own policies?

JM: First, different platforms are used for different reasons. You see peer-to-peer disinformation, where a small group of accounts drives a malicious narrative on Facebook, which can be problematic at the very local level. Twitter is the platform where media gets its pulse on what’s happening, so attacks launched on Twitter are much more likely to be made into mainstream opinion. There are also a lot of disinformation campaigns on Reddit, but those conversations are less likely to be elevated into a topic on CNN, even while they can shape the opinions of large numbers of avid users. Then there are the off-brand platforms like 4chan, where a lot of these campaigns are born. They are all susceptible in different ways.

The platforms have been very receptive. They take these campaigns much more seriously than when they first began looking at election integrity. But platforms are increasingly evolving from more open to more closed spaces, whether it’s WhatsApp groups or private Discord channels or private Facebook channels, and that’s making it harder for the platforms to observe. It’s also making it harder for outsiders who are interested in how these campaigns evolve.



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Puls raises $50 million for in-home technical support

A fund affiliated with the Singaporean government has a great interest in making sure that American consumers are getting the tech support they need.

Temasek, the multi-billion-dollar investment fund associated with the government in Singapore, has led a $50 million round for Puls Technologies, Inc., a San Francisco-based company aiming to be the tech support for American homes and offices.

Current investors Sequoia Capital, Red Dot Capital Partners, Samsung NEXT and Viola Ventures all participated in the new financing, alongside additional new investors Hanaco Ventures and Hamilton Lane.

Founded only three years ago, Puls pitches a service that can match consumers with the appropriate technician in a little over an hour, any day of the week.

The company has built a network of 2,500 technicians in the top 50 cities in the United States, and will provide same-day installation and repair of over 200 products.

Some things the company’s technicians can service include smartphones, televisions, antennas, garage door openers and smart home devices like voice-activated speakers, video doorbells, keyless locks, AI cameras, thermostats and security systems.

It’s the full circle of consumer electronics crap.

“As consumers depend on electronic devices for every aspect of daily life, the world needs a new service model,” said Eyal Ronen, Puls co-founder and CEO, in a statement. “No one should have to drive across town and stand in line to speak to an expert, or wait hours at home for a local repair van to show up.”

With the new funding, the company said it’s poised to take a large chunk of the $50 billion in home automation services around the world. By the end of 2018, the company predicts there will be 11 billion connected devices globally (although that statistic likely includes connected equipment in factories and other technologies related to the Internet of Things that may not have a place in the home).

The company’s projections are also based on a forecast that predicts an average household will have 50 connected devices (to which I can only say… bless their hearts).

“We’re delighted to have Temasek leading this round,” said Ronen in a statement. “As investors in global online leaders, Temasek brings incredible expertise to our board. It’s a huge vote of confidence in our vision, team and execution, as we accelerate our direct-to-consumer business and expand strategic partnerships with big name retailers, insurance companies, and hardware OEMs.”

Puls raised a $25 million round last year as it completed its rebrand from the cell phone servicing business it had been running under the CellSavers brand.



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Tuesday 28 August 2018

WeTransfer is getting weird…

What do you do if you’re a European startup competing against the likes of Box and Dropbox, and are looking to make a splash in international markets like the U.S.?

Well, if you’re the Dutch startup WeTransfer (which raised a cool $25 million about three years ago to take the U.S. market by storm), you get weird. Really, really, avant garde-level weird.

The latest overture to the hipsterati is the company’s three video set collaboration with King Krule (which I applaud for no other reason than it lets me write about King Krule on the site).

Here’s the first video from the collaboration between the (Beyonce-and-Tyler-the-Creator-and-New-Yorker-approved) artist and the file transfer and storage service.

On the WePresent “platform” (which, back in my day, we would have called a “web zine”), Krule discusses the process for creating the video — as he will for all subsequent releases — with its directors and creative team.

The first video in the series was directed by longtime Krule collaborators Michael and Paraic Morrissey who work under the nom de video cc. Wade.

The King Krule collab isn’t the first time that WeTransfer looked to cash in on some cultural cache. The company has teamed up with McSweeney’s on a story collaboration called “Clean” written by Shelly Oria and Alice Sola Kim.

Whether or not these forays into the world of the Kool Kidz are the result of a shift in strategy brought on by the company’s relatively new chief executive, Gordon Willoughby (formerly of Amazon), they’re pretty great. (At least, in the sense that we’re writing about WeTransfer for the first time in a few years.)

I can’t say whether WeTransfer’s file sharing service is notably better or worse than Box or Dropbox, but their hipster cred is undeniable. Points to you, WeTransfer. Points to you.



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Very Good Security makes data ‘unhackable’ with $8.5M from Andreessen

“You can’t hack what isn’t there,” Very Good Security co-founder Mahmoud Abdelkader tells me. His startup assumes the liability of storing sensitive data for other companies, substituting dummy credit card or Social Security numbers for the real ones. Then when the data needs to be moved or operated on, VGS injects the original info without clients having to change their code.

It’s essentially a data bank that allows businesses to stop storing confidential info under their unsecured mattress. Or you could think of it as Amazon Web Services for data instead of servers. Given all the high-profile breaches of late, it’s clear that many companies can’t be trusted to house sensitive data. Andreessen Horowitz is betting that they’d rather leave it to an expert.

That’s why the famous venture firm is leading an $8.5 million Series A for VGS, and its partner Alex Rampell is joining the board. The round also includes NYCA, Vertex Ventures, Slow Ventures and PayPal mafioso Max Levchin. The cash builds on VGS’ $1.4 million seed round, and will pay for its first big marketing initiative and more salespeople.

“Hey! Stop doing this yourself!,” Abdelkader asserts. “Put it on VGS and we’ll let you operate on your data as if you possess it with none of the liability.” While no data is ever 100 percent unhackable, putting it in VGS’ meticulously secured vaults means clients don’t have to become security geniuses themselves and instead can focus on what’s unique to their business.

“Privacy is a part of the UN Declaration of Human Rights. We should be able to build innovative applications without sacrificing our privacy and security,” says Abdelkader. He got his start in the industry by reverse-engineering games like StarCraft to build cheats and trainer software. But after studying discrete mathematics, cryptology and number theory, he craved a headier challenge.

Abdelkader co-founded Y Combinator-backed payment system Balanced in 2010, which also raised cash from Andreessen. But out-muscled by Stripe, Balanced shut down in 2015. While transitioning customers over to fellow YC alumni Stripe, Balanced received interest from other companies wanting it to store their data so they could be PCI-compliant.

Very Good Security co-founder and CEO Mahmoud Abdelkader

Now Abdelkader and his VP from Balanced, Marshall Jones, have returned with VGS to sell that as a service. It’s targeting startups that handle data like payment card information, Social Security numbers and medical info, though eventually it could invade the larger enterprise market. It can quickly help these clients achieve compliance certifications for PCI, SOC2, EI3PA, HIPAA and other standards.

VGS’ innovation comes in replacing this data with “format preserving aliases” that are privacy safe. “Your app code doesn’t know the difference between this and actually sensitive data,” Abdelkader explains. In 30 minutes of integration, apps can be reworked to route traffic through VGS without ever talking to a salesperson. VGS locks up the real strings and sends the aliases to you instead, then intercepts those aliases and swaps them with the originals when necessary.

“We don’t actually see your data that you vault on VGS,” Abdelkader tells me. “It’s basically modeled after prison. The valuables are stored in isolation.” That means a business’ differentiator is their business logic, not the way they store data.

For example, fintech startup LendUp works with VGS to issue virtual credit card numbers that are replaced with fake numbers in LendUp’s databases. That way if it’s hacked, users’ don’t get their cards stolen. But when those card numbers are sent to a processor to actually make a payment, the real card numbers are subbed in last-minute.

VGS charges per data record and operation, with the first 500 records and 100,000 sensitive API calls free; $20 a month gets clients double that, and then they pay 4 cent per record and 2 cents per operation. VGS provides access to insurance too, working with a variety of underwriters. It starts with $1 million policies that can be much larger for Fortune 500s and other big companies, which might want $20 million per incident.

Obviously, VGS has to be obsessive about its own security. A breach of its vaults could kill its brand. “I don’t sleep. I worry I’ll miss something. Are we a giant honey pot?,” Abdelkader wonders. “We’ve invested a significant amount of our money into 24/7 monitoring for intrusions.”

Beyond the threat of hackers, VGS also has to battle with others picking away at part of its stack or trying to compete with the whole, like TokenEx, HP’s Voltage, Thales’ Vormetric, Oracle and more. But it’s do-it-yourself security that’s the status quo and what VGS is really trying to disrupt.

But VGS has a big accruing advantage. Each time it works with a clients’ partners like Experian or TransUnion for a company working with credit checks, it already has a relationship with them the next time another clients has to connect with these partners. Abdelkader hopes that, “Effectively, we become a standard of data security and privacy. All the institutions will just say ‘why don’t you use VGS?'”

That standard only works if it’s constantly evolving to win the cat-and-mouse game versus attackers. While a company is worrying about the particular value it adds to the world, these intelligent human adversaries can find a weak link in their security — costing them a fortune and ruining their relationships. “I’m selling trust,” Abdelkader concludes. That peace of mind is often worth the price.



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Spotinst, excess cloud capacity management service, snares $35M Series B

Spotinst, the startup that helps companies purchase and manage excess cloud infrastructure capacity, announced a hefty $35 million Series B today led by Highland Capital.

Existing investors Leaders Fund, Intel Capital and Vertex Ventures also participated. Today’s round brings the total investment to over $52 million.

Cloud infrastructure vendors like Amazon Web Services, Microsoft Azure and Google Cloud Platform run massive data centers to have enough capacity at any given moment to respond to customer demand. That means there are always going to be some machines sitting idle. To make use of this excess capacity, the vendors offer deep discounts of up to 80 percent, but there’s a catch.

If the vendor needs that virtual machine at any given moment, the discount customers are going to get kicked off. That leaves developers wary of putting anything critical on the discounted servers, no matter how much they are saving.

That’s where Spotinst comes in. “With machine learning and artificial intelligence, Spotinst can predict trends of availability. We know how long an instance will live and we can smoothly move our customers from one instance to another, allowing them to run complex or mission critical applications,” Spotinst co-founder and CEO Amiram Shachar told TechCrunch.

He sees the two trends of developers moving toward serverless and containerization really helping to drive his business growth. The company announced support for Lambda, AWS’s serverless product, last fall and they are also seeing a big rise in the use of containers. “What we’ve seen in the past six months is that our containers offering is growing exponentially month over month. And as customers are deploying containers we’re able to run them on excess capacity, and save them huge amounts of money,” he explained.

Spotinst management console. Screenshot: Spotinst.

Shachar is clear that they are not offering a brokerage service here. Instead, his customers sign up for Spotinst as a cloud service, and his company makes money by taking a percentage of the money customers save by using this spot capacity.

The company began by working with AWS spot instances, but has since expanded its market to include Google and Microsoft extra capacity as well. In the future, depending on their requirements, customers could potentially move across clouds seamlessly if they wish, moving to wherever the best available price is at any given moment, using Spotinst to manage the transitions. While that’s not something they offer now, it is on the roadmap, he says.

It’s worth noting that just yesterday, VMware bought CloudHealth Technologies, a company that helps customers manage a multi-cloud environment from a single console. Shachar acknowledges that a company like his could be also be an attractive target for a large company, but he and his co-founders are only looking toward building the business and continuing to improve the product.

The company currently has 100 employees, but with the additional investment, Shachar expects to double that in the next year between their U.S. office in San Francisco and their engineering office in Tel Aviv.



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Planday raises €35M Series C for its shift-based work collaboration platform

Planday, the workforce collaboration platform for shift workers, has raised €35 million in new funding. The Series C round is led by SEB Private Equity, with participation from previous backers, including Creandum and Idinvest.

The Danish startup plans to use the additional investment to further develop the cloud-based software and to expand into new markets across Europe and North America. This will also include establishing a U.K.-based technology development hub — which represents a major market for Planday — as well as to grow sales and customer support teams in its London office.

Founded in 2013, Planday has developed a flexible rota scheduling platform that is used by businesses to help manage shift workers. The cloud software enables “real-time, contextual communication” between employees, managers and co-workers in shift-based industries that have been traditionally underserved by tech.

Specifically, employees can communicate with each other, swap shifts and clock in and out. Managers can also create ‘smart’ schedule templates, measure their target revenue compared to wage costs and track hours worked.

Planday is also arguably a platform in the true sense of the word, in terms of integrating with integrating with various third-party software offerings that are used by shift-based businesses. This includes payroll/accounting software from from Intuit and Sage, and EPOS software from Lightspeed and iZettle.

“Our mission is to deliver fully integrated solutions that provide a seamless experience for our customers,” says John Coldicutt, Chief Commercial Officer at Planday.

Meanwhile, Planday says its customer base spans 39 countries, and in the U.K., where it is estimated that 26 percent of all work is shift-based, the startup is growing 250 percent annually, although it doesn’t break out actual numbers.



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Eventbrite just made some pricing changes as it moves toward an IPO

Reaching event organizers to help them sell tickets isn’t cheap. Eventbrite — the 12-year-old, San Francisco-based ticketing company that announced plans last week to go public and sell $200 million worth of shares on the NYSE — has been losing money since 2016, posting losses of $40.4 million in 2016, $38.5 million for 2017 and $15.6 million so far this year.

Now the company is trying to make up for some of those losses by announcing a new pricing scheme. Today, it sent customers a note explaining that for those using its “Essentials” package (unlike its “Professional” package, whose bells and whistles include customer support, customer questions for attendees and more), reduced prices are coming for many of its customers. Specifically, payment processing fees are dropping from 3 percent to 2.5 percent. Fees for ticket are falling from .99 cents to .70 cents.

The moves don’t really mean that Eventbrite is charging less. In fact, instead of charging one percent of every ticket price as a service fee, Eventbrite will now take a 2 percent cut, which should add up for organizers that use the service for bigger events. It’s also removing a service fee cap of $19.99 that it used to institute no matter how much an event organizer was charging.

Asked about the pricing changes, a spokesperson sent us a fairly bland statement: “At Eventbrite we have always been committed to enabling event creators to deliver a diverse range of live experiences by offering a superior product at a fair price. The changes we announced today will mean lower ticket fees for the vast majority of our creators, and the millions of people that attend the events they plan, promote and produce each year. We succeed when our creators succeed and this change is indicative of a focus on ensuring we make the best decisions for the majority of our customers.”

It isn’t surprising that Eventbrite is looking for ways to fight rising acquisition costs owing to the competition it faces from all corners. In addition to platforms for smaller get-togethers like Paperless Post and competition for bigger events like Ticketmaster (which owns Live Nation), Eventbrite acknowledged in its S-1 filing that it could face competition from large internet companies like Facebook, Google and Twitter, too.

Eventbrite had reportedly filed confidentially for an IPO back in July. As noted on TechCrunch’s “Equity” podcast last week by Susan Mac Cormac, a partner at the global law firm Morrison Foerster, companies often file confidentially first if they are exploring other options, including, most notably, M&A.

“These unicorns,” says Mac Cormac, “it’s difficult for them to go public because they have such a huge valuation to begin with that M&A is often a better option. You don’t want to go out and have your stock fall 30, 40, 50 percent as sometimes happens.”

Partly through acquisitions, Eventbrite saw its revenue rise from $133 million in 2016 to $201 million last year. Last year, for example, Eventbrite acquired Ticketfly, a ticketing company that focused largely on the live entertainment industry and which had sold to the streaming music company Pandora in 2015 for a reported $335 million but Eventbrite was able to nab last year at the discounted price of $200 million.

Eventbrite has also made a broader international push in recent years, acquiring Ticketea, one of Spain’s leading ticketing providers, back in April, and acquiring Amsterdam-based Ticketscript back in January of last year. And those deals followed roughly half a dozen others.

Over the years, the company has raised roughly $330 million from investors, according to Crunchbase. Its biggest shareholders, shows its S-1, are Tiger Global Management, Sequoia Capital and T. Rowe Price. Collectively, the three entities own roughly half of Eventbrite’s pre-IPO shares.



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VMware acquires CloudHealth Technologies for multi-cloud management

VMware is hosting its VMworld customer conference in Las Vegas this week, and to get things going it announced that its acquiring Boston-based CloudHealth Technologies. They did not disclose the terms of the deal.

CloudHealth provides VMware with a crucial multi-cloud management platform that works across AWS, Microsoft Azure and Google Cloud Platform, giving customers a way to manage cloud cost, usage, security and performance from a single interface.

Although AWS leads the cloud market by a large margin, it is a vast and growing market and most companies are not putting their eggs in a single vendor basket. Instead, they are looking at best of breed options for different cloud services.

This multi-cloud approach is great for customers in that they are not tied down to any single provider, but it does create a management headache as a consequence. CloudHealth gives multi-cloud users a way to manage their environment from a single tool.

CloudHealth multi-cloud management. Photo: CloudHealth Technologies

VMware’s chief operating officer for products and cloud services, Raghu Raghuram, says CloudHealth solves the multi-cloud operational dilemma. “With the addition of CloudHealth Technologies we are delivering a consistent and actionable view into cost and resource management, security and performance for applications across multiple clouds,” Raghuram said in a statement.

CloudHealth began offering support for Google Cloud Platform just last month. CTO Joe Kinsella told TechCrunch why they had decided to expand their platform to include GCP support: “I think a lot of the initiatives that have been driven since Diane Greene joined Google [at the end of 2015] and began really driving towards the enterprise are bearing fruit. And as a result, we’re starting to see a really substantial uptick in interest.”

It also gave them a complete solution for managing across the three of the biggest cloud vendors. That last piece very likely made them an even more attractive target for a company like VMware, who apparently was looking for a solution to buy that would help customers manage across a hybrid and multi-cloud environment.

The company had been planning future expansion to manage not just the public cloud, but also private clouds and data centers from one place, a strategy that should fit well with what VMware has been trying to do in recent years to help companies manage a hybrid environment, regardless of where their virtual machines live.

With CloudHealth, VMware not only gets the multi-cloud management solution, it gains its 3000 customers which include Yelp, Dow Jones, Zendesk and Pinterest.

CloudHealth was founded in 2012 and has raised over $87 million. Its most recent round was a $46 million Series D in June 2017 led by Kleiner Perkins. Other lead investors across earlier rounds have included Sapphire Ventures, Scale Venture Partners and .406 Ventures.



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