Saturday, April 30, 2022

Felicis Ventures partners share the four pillars of scaling a SaaS startup

For investors, one factor will almost always stand head and shoulders above the rest: Your TAM (total addressable market) needs to break at least $1 billion.

But alongside a massive addressable market, investors are also looking to see that you have existing customers, even they’re few in number, who truly love your product.

However, communicating the steps between your existing users (wedge) and your long-term potential as a company (TAM) can be incredibly tricky.

At TechCrunch Early Stage this month, we sat down with Felicis Ventures partners Viviana Faga and Niki Pezeshki to talk about scaling, product-market fit, and why it’s crucial to be “10x better” than the incumbents.

Product-market fit

Startups must be able to demonstrate that they have users that love their product. But what does “love” really mean?

Faga and Pezeshki believe that startups need a framework to measure their initial push into a niche audience. They suggest running a survey with your first cohort of users that asks how they would feel should the product no longer exist. Anything below the 50% threshold — in other words, one of every two users should be upset were this product to stop existing — isn’t good enough to move on to the next step.

Even then, they warn, it’s important to stay focused on the niche you’re building for before moving on.

Faga described a founder she’s currently working with who is building in the beauty space, and they’re interested in applying what they’re building to the CPG market.

“We had to take a step back and say, ‘Let’s own beauty,'” she explained. “Let’s do that really well. Let’s repeat it. Let’s scale it. And then, that affords you the right to move into the CPG space, because what will happen is that the CPG space might take you in a totally different direction. You can eventually get there, but own beauty first. Do it really well. That gives you that graph that’s up and to the right and gets a lot of investors really excited.”

While maintaining focus on your niche and working to hit that 50% threshold of users who couldn’t continue on without your product, start paying close attention to your Net Promoter Score (NPS). Using that, find the group of users that are rating your product a nine out of 10 and charge them for it. If your NPS drops down to two, you don’t have product-market fit.



Slice and dice it all you want, that’s a seed round

Welcome to Startups Weekly, a fresh human-first take on this week’s startup news and trends. To get this in your inbox, subscribe here.

There’s a clash happening in the early-stage market.

In one world, late-stage investors are reacting to tech stonk corrections by clamoring toward the early-stage investment world, forcing seed investors to go even earlier to defend ownership and potential returns. This trend was underscored by firms like Andreessen Horowitz launching a pre-seed program months after launching a $400 million seed fund. Even more, Techstars, an accelerator literally launched to help startups get off the ground, debuted a fund to back companies that are too early for its traditional programming.

While all that is going on, early-stage investors are enduring a valuation correction and portfolio markdowns. Some are admitting that they’re telling portfolio companies to refocus on cash conservation, profitability and discipline, not just growth.

Let’s pretend these two vastly different worlds are in the same universe: Early-stage investors are getting more disciplined and cash rich, but at the same time, the earliest investors are going earlier. Investors are pushing founders to be lean but also green, but at the same time, offering them $10,000 to take PTO for a week and try their hand at entrepreneurship. Growth, gross margin and burn are the new top priorities for CEOs, but at the same time, venture capitalists are clamoring to offer more funds, earlier, in newly invented subcategories of early-stage investment.

It’s a lot happening at once, and makes me worry about the race to the bottom — or race to the earliest stage — and its consequences. For more thoughts, read my TechCrunch+ piece: “If the earliest investors keep going earlier, what will happen?”

In this newsletter, we’ll talk about news that has to do with Elon Musk, and news that has nothing to do with Elon Musk. As always, you can support me by forwarding this newsletter to a friend, following me on Twitter or subscribing to my personal blog.

Let’s talk about Elon Musk

As I’m sure many of you know all too well, Elon Musk’s $44 billion dollar bid for Twitter was accepted this week, marking a massive moment in tech history and a looming return to the private markets for a fundamental social media platform. We wrote up the entire timeline of Musk’s acquisition, from tweet to close, but just know the saga is nowhere near done — the deal is yet to officially close.

Here’s why it’s important: I mean, for once this format doesn’t work because there’s way too many angles for why Musk’s buy of Twitter is important. Instead, I’ll just bullet list some specific angles that TechCrunch dug into.

And finally, I’ll just remind you all that Twitter, in its earnings this week, said that it has overcounted its users over the past 3 years. By 1.9 million accounts. Jeez. It’s a bad look for Twitter, but also bad news for advertisers — a revenue stream that the platform is very dependent on. As Sarah Perez put it, “for a company as dependent on advertising revenues as Twitter currently is, it’s a wonder why they would agree to a deal that puts a free speech absolutist in charge.”

Elon Musk with twitter wings

Image Credits: Bryce Durbin / TechCrunch

Ok, now let’s not talk about Elon Musk for the rest of the newsletter

Yes, we’re at that point of the [insert high–profile news cycle] story. First, there are the leaks and scoops. Then there are the slightly hedged thought pieces. Then, there is the Major Confirmation. Then, there are the straight-up savage threads and op-eds, sprinkled with more leaks, more scoops and key details. And finally, the stories that want to provide brief respite from the aforementioned madness. Let’s embrace this last stage!

The deal of the week, that may have snuck under your radar, is that Robinhood is laying off 9% of full-time staff.

Here’s why it’s important: Robinhood announced its layoffs just days before Q1 2022 earnings, and after its seen its value erode in the public markets. The move thus seems defensive, and the company’s attempt at proving that it’s en route to becoming a more efficient and growth-oriented financial institution. Also in fintech news, PayPal is shuttering its San Francisco office.

Things are getting tense:

Goldfish jumping into a bigger bowl

Image Credits: Orla (opens in a new window) / Getty Images

Across the week

Seen on TechCrunch
How Lydia wants to make payments more personal and social

Does it smell like teen spirit, or teen bankruptcy?

Airbnb commits to fully remote workplace: ‘Live and work anywhere’

AppDynamics founder’s Midas touch strikes again as Harness valuation hits $3.7B

Snap announces a mini drone called Pixy

Seen on TechCrunch+

How to get into Y Combinator, according to YC’s Dalton Caldwell

Please don’t YOLO your 401(k) into shitcoins

Having some crypto in your 401(k) is neither irrational nor exuberant

Why Latin America’s freight-forwarding opportunity is still attracting capital

Charged with billions in capital, meet the 9 startups developing tomorrow’s batteries today

Until next time,

N



On putting toothpaste back into the tube

Welcome to The TechCrunch Exchange, a weekly startups-and-markets newsletter. It’s inspired by the daily TechCrunch+ column where it gets its name. Want it in your inbox every Saturday? Sign up here

Good news! We’re not talking about crypto, Elon Musk or SaaS multiples today. We’re also not talking IPOs, global venture capital trends or the like. Instead, we’re going to talk about putting toothpaste back in the tube. Sound fun? Let’s go.

China’s technology industry

Since the Ant IPO was pulled and the Chinese Communist Party executed off a flat-wild period of regulatory action in 2021, you have probably heard less about China’s technology. That’s because the companies that tended to make the biggest splash in foreign media were concerns like Alibaba, ByteDance and the like — tech companies that touched lots of individuals, including folks outside the country’s national borders.

China’s government decided that such companies had too much influence, and thus needed to be cut down to size. This meant, variously, the decapitation of the for-profit edtech sector, social media regulation, the effective curtailment of foreign listings, punitive data reviews, video game limits along with a long pause in new titles, new rules regarding algorithms and more.

After a period of comparative freedom to innovate, compete and, yes, at times act anticompetitively, China’s domestic tech industry entered 2022 in a very different state than it kicked off 2020. (This isn’t to discount the impacts of COVID-19 on Chinese tech companies; but the move toward remote work and the like was global, and for our purposes today we care more about the regulatory environments shifts in particular.)

The result of the fusillade of regulatory action, a full nelson of top-down control, was probably about what you expected. Some recent headlines for flavor:

Those should paint a fair enough picture of market sentiment regarding the crackdown. In more monetary terms, the value of many Chinese tech companies fell sharply. After peaking at more than $300 per share in late 2020, Alibaba is worth less than $100 per share today. Didi, which got caught between the Chinese government and the American markets after its IPO, saw its shares peak at a penny over $18 per share. Today it’s worth less than $2 per share.

Stories began to crop up about layoffs and other misery from Chinese tech companies. A few more headlines for context:

Given that this was pretty much what anyone with a pulse might have expected from the Chinese government throwing its absolute control around like gravity in a rollercoaster, pushing to remake one of its key economic engines by autocratic fiat in a short period of time, you are probably not surprised. And yet it appears that the Chinese government is, at least to some degree!

How do we know that? Well, observe:

The context here is that while the rest of the world is largely figuring out a path out of COVID, China’s government is locking down hundreds of millions of its citizens as it chases an impossible goal of zero COVID-19 cases. (The government previously touted its success at keeping the pandemic at bay as evidence of its superiority; such a stance makes any retreat from the goal difficult.) The result of lockdowns and a sharply diminished local tech industry is, surprise, economic malaise.

Not that the Chinese government intends to accept that. After indicating that besting American economic growth is a priority, debt-fueled infrastructure spending is back on the table, along with more real estate speculation, and, it appears, some softening of the rules deluge that its domestic tech market has been forced to endure without complaint.

Good luck?

Can the Chinese government put the tech toothpaste back in the tube? We’ll find out, but if I was an investor or founder I would not build inside the country. Sure, it’s a big market, but not one that you can count on. More when we get Q2 2022 Chinese venture capital data.



Affirm’s CTO talks transparency and the tech that makes BNPL possible

BNPL is not a new concept; it’s just taken off in recent years and become far more mainstream.

Buy now, pay later lets people do exactly what its name suggests — buy something and pay for it later. The difference between BNPL and credit cards is that rather than charge the full amount of a purchase on a card, consumers can choose to pay for an item in installments.

However, there are some that argue BNPL is just another form of debt, which could lead to a discussion on whether companies that enable it are doing it responsibly. In the case of Affirm, one of the space’s largest players, co-founder Max Levchin (who also founded PayPal) has been vocal about what he describes as a “mission-based” approach.

Ukraine-born Levchin started Affirm in January 2012. The fintech went public in 2021, and while it’s trading considerably lower than its 52-week-high (which stock isn’t?), Affirm is today valued at nearly $9 billion, and its executives remain bullish on the company’s future.

TechCrunch sat down with Libor Michalek, president of technology at Affirm, to understand just how the company differentiates itself from its plethora of competitors, what is unique about its technology and strategy, and why he thinks using BNPL is much better than using a credit card to pay for purchases.

(Editor’s note: This interview has been edited for length and clarity.)

TC: I grew up in the era of layaways, where you could pay in installments for an item but had to wait to take it home. So when I heard about BNPL, I was intrigued. In your view, what makes Affirm stand out?

We have this notion of a vertically integrated stack where we are able to handle the full touchpoint — that really gives us a lot of visibility into the customer, in the transaction, and that lets us underwrite accurately.

Libor Michalek: Our main focus is doing right by the customer. And that really translates into this idea of aligning our interests with that of the customer. So if they get the unexpected or unwanted, then we share in the negative outcomes.

The second pillar for us is building modern technology that enables us to do this. How do you deliver a financial product with no late fees, with no gimmicks and no deferred interest tricks? It’s really the ability to have access to real-time data, deliver it on the phone and do it at e-commerce sites in real time, and then bringing all that together to make real-time decisions and deliver those decisions clearly to the customer.

Another advantage we have is the scale of our merchant network. We work with 170,000 merchants, which enhances our ability to provide access to à la carte credit wherever the customer might want it and need it.

I recently learned that Affirm (and other BNPL players) do charge interest at times, but often at a lower rate than traditional credit card providers. Tell us more about how those decisions are made — how do you decide who is charged interest, and who isn’t?

For us, the most important and biggest difference is that unlike a credit card, the customer knows how much interest in dollars they’re going to pay for that purchase. There’s no way for them to pay more for that purchase, and they will know it upfront before they click.

We’ll communicate it to them obviously, as an interest rate as we’re legally required to, but also in dollars and cents. A lot of times people get surprised when I tell them that a $1,000 purchase at 15% for a year actually translates to $83 because of the amortization schedules. A calculator on our website lets you play with all of those numbers.

I think the transparency part is pretty key, because I feel like with credit cards, you do run that risk of — depending on how long it takes you to pay or what your minimum payments are — how much you pay in interest potentially ranging wildly. With us, it’s a fixed amount that’s communicated to the customer upfront.

And even if they miss a payment, there are no late fees and nothing gets tacked on in any way that would ever result in a different outcome. In fact, if they pay early, the number can be lower, but it won’t ever exceed the figure we give them.

How many people are usually able to use BNPL through Affirm without being charged interest?



Friday, April 29, 2022

Clerk bags new capital to improve in-store grocery shopping experience

Much of the grocery focus over the past three years has been around online adoption, but as long as 90% of U.S. grocery sales still happen in stores, companies like Clerk want to bring some digitization to the brick-and-mortar grocery experience.

CEO Marlow Nickell founded Austin-based Clerk in 2016, and while he saw Amazon and Walmart plowing ahead in the marketing and product merchandising spaces, he saw a need from the rest of the space that didn’t have the capacity to innovate there.

The company created a digital advertising network called Grocery TV and provides screens, initially in the checkout aisle, for brands and retailers to leverage with the aim of improving the shopping experience.

Clerk took in $5 million in Series A funding two years ago, led by Silverton Partners, and since that time, grew its network size by 350%, going from 750 stores to now 2,700 stores. Next month, the company is planning for its largest install to date that will push it to over 3,000, Nickell told TechCrunch.

The company is now in all 50 states and has over 14,000 displays in retailers like ShopRite, Bashas’ and Cub Foods. It has partnerships with programmatic networks, including The Trade Desk and Yahoo DSP, to make it easier for agencies and brands like Chase and Anheuser-Busch to reach an audience of over 30 million grocery shoppers.

In addition, the company launched a SaaS merchandising product that uses machine learning to make sure products are in-stock and shelved correctly. One of its partnerships there is with Dotdash Meredith, announced in 2021, which uses Clerk’s technology to manage its publications in over 15,000 stores per quarter.

Clerk’s digital screens are not a new concept, in fact there have been a handful of companies over the past decade or so bringing digital signage into grocery aisles, mainly for in-store advertising. Those include NoviSign, ScreenCloud, Cooler Screens, EasyScreen and In-Store Broadcasting Network. You also might remember Premier Retail Networks as one of the pioneers in this space with its Checkout TV product that was in U.S. Walmart stores.

Nickell noted that technology costs and an engineering focus — which is his background — was needed to keep technology costs down.

“We saw companies raise more, but struggle to get hardware out there,” he added. “Hardware is hard and if you don’t do it right, it can be expensive.”

Clerk, grocery tv

Clerk’s team. Image Credits: Clerk

Where he believes Clerk is getting it right is by having a “First Principles approach,” which enables the company to offer a cheaper cost structure. The rise of social media is also making in-store retail advertising easier because more people are used to absorbing a lot of content.

However, there remains a delicate balance between throwing up screens and interfering with the customer experience. “You have to be thoughtful there because things will struggle to take off if it does, and grocery stores don’t want to mess with what they already have,” Nickell added.

Meanwhile, in addition to growth of stores and screens, Clerk also tripled its revenue in the past two years and became profitable last year. With an efficient business going, the company decided to invest in growth, raising $30 million in a Series B funding round led by Sageview Capital.

As part of the investment, Sageview partner Dean Nelson will join Clerk’s board of directors, while Sageview principal Roberto Avila will join as a board observer.

Whereas the Series A was scaling the market and team, the Series B is a pure growth round. Clerk has 30 employees and will be growing both the team, partnerships and store count over the next two to three years. In addition, the funding will go toward technology and product development, including new merchandising analytics.

“When we have the opportunity for growth, we want to take it,” Nickell said. “We will use this round to catapult us into the market. Something that is unique about this space is that grocery stores want to know you are going to stick around, so to be a successful technology company in the space, you have to be building a lasting company and one that will be a tech partner for the future.”



Thursday, April 28, 2022

Airbnb commits to fully remote workplace: ‘Live and work anywhere’

Airbnb is going all in on the “live anywhere, work anywhere” philosophy that much of the business world has been forced to adopt, committing to full-time remote work for most employees and a handful of perks like 90 days of international work/travel. It’s a strong, simple policy that so few large companies have had the guts to match.

In an email to employees posted to the company blog (or was it a blog post emailed to employees?), and in a Twitter thread for those who can’t be bothered, Airbnb CEO Brian Chesky outlined the new policy, summing it up in five points:

  • You can work from home or the office
  • You can move anywhere in the country you work in and your compensation won’t change
  • You have the flexibility to travel and work around the world
  • We’ll meet up regularly for gatherings
  • We’ll continue to work in a highly coordinated way

They’re pretty self-explanatory, obviously, but just to be clear let’s run them down.

Apart from “a small number of roles” for whom presence in an office or location is required (and who probably already know this), all employees can work from wherever they want.

If you want to move, as long as you stay within the country, your pay won’t change. Wherever you go in the U.S., for instance, you’ll get the same pay, and one hopes it’ll be enough whether you live in a small town in Colorado or midtown Manhattan. Sadly if you decide you want to move permanently to London or Seoul, this is “much more complex, so we won’t be able to support those this year.”

Though workers will need a permanent address, they’ll have dozens of companies and locations to work from for up to 90 days a year — so stay over in Lisbon for a bit and work from that villa for a week or two after your vacation. Why not? Well, possibly because remote work visas may not be available for those areas, but that’s all a work in progress. (They’re adding partners to a big list over here.)

Chesky says they’ll all “meet up regularly,” even though Airbnb probably has about 15,000 employees at this point. That’s even more than TechCrunch! They’ll have “limited off-sites” in 2022, which is probably smart, but next year you can “expect to gather in person every quarter for about a week at a time.” I really don’t understand how they can possibly get any work done over there.

The last point seems kind of superfluous and self-congratulatory, but it is probably good to officially note that the general shape of working at the company, or how people are managed and so on, won’t change due to this new policy.

Many companies have announced tentative policies with the understanding that they would be revisited in a few months. There’s a lot of talk about the “hybrid” or “flex” model where employees work from the office a few days, then from home the rest of the time. Depending on where and how you work, this could be the best or worst of both worlds. But it does suggest a certain lack of decisiveness in leadership. (Among the early adopters of full time remote work was Twitter, which may soon be under new leadership.)

And then there’s the safety and liability question. Activision Blizzard, already kind of fubar, mandated a return to the office, then lifted their vaccine mandate. As someone noted at the time, “do not die for this company,” or any company for that matter.

Perhaps Airbnb will be the guinea pig for this particular type of “fully remote workplace” and all the other companies will be watching and waiting for the company to stub its toe on some huge new tax burden or productivity issue. But the simplicity and flexibility of the policy, international legal restrictions notwithstanding, may outweigh any new troubles it creates.



Glorang scores $10M Series A to expand its edtech marketplace across Asia 

Glorang, a Seoul-based edtech startup that offers after-school classes and extracurricular activities via online for students between the ages of 3 and 18, said Friday it has raised a $10 million Series A funding co-led by Korea Investment Partners and Murex Partners, along with Japan’s Pksha Capital. 

The new funding, which brings its total raised to $18 million, values Glorang at around $40 million, Glorang CEO and founder Taeil Hwang told TechCrunch.  

The startup has aspirations to become Outschool of Asia. Hwang said that its business model is similar to Outschool, the San Francisco-based after-school marketplace for children. Glorang will use the Series A to expand its service to Japan and Malaysia by the fourth quarter of this year and Taiwan, Thailand and Vietnam in the following years, Hwang said. It also plans to increase its headcount. 

“The education market in the English-speaking and North American regions is undoubtedly large, but we [at Glorang] understand that each country’s local D2C education market in Asia can be just as substantial,” Hwang said.

The coronavirus pandemic has forced students in many parts of the globe to become online learners; the education technology industry has experienced a sudden surge and demand globally due to the pandemic. The Asia Pacific is one of the fastest-growing regions in the adoption of Edtech, increasing to $64.5 billion in 2027, from $17.6 billion in 2019.

Glorang was founded in 2017 by Hwang, who started off this company with an AI-powered platform helping students match with study abroad programs. Before the COVID-19 pandemic, Glorang pivoted its main business, the online class platform, and launched Gguge in 2020, Hwang said. The company claims Gguge has more than 100,000 users in South Korea. 

What sets Gguge apart from its peers is providing education services in local languages, Hwang said adding that it currently offers Korean but will add the Japanese language soon. 

Gguge offers a selection of more than 5,000 online classes via Zoom. Instructors help students engage with active learning methods, ranging from reading newspapers through solving puzzles to incorporating Minecraft and Pokemon games into the classes. 

“As a team that understands both the local culture and strategies in Asia, we are confident that our platform will have a strong standing in Asia’s ever-growing D2C education market,” Hwang said. 

Students can take a one-day class or subscription-based semester classes via Gguge. The company has a team of 35 in Korea. 



Daily Crunch: In latest earnings release, Twitter admits to miscounting users for the second time

To get a roundup of TechCrunch’s biggest and most important stories delivered to your inbox every day at 3 p.m. PT, subscribe here.

It’s Thursday, April 28, 2022, and Haje’s blood pressure is slowly returning to what passes for normal after raging about Social Security numbers for a few minutes. Look, it’s hard to get used to the quirks and foibles of a new country, OK? Nobody tell him about how healthcare works in this country, please; we’d never hear the end of it.

In other news, TechCrunch has a shiny new fintech newsletter launching on Sunday. Sign up today so you don’t miss it this weekend! The third ep of our crypto and blockchain podcast, “Chain Reaction,” is out today, so fill your ears with the dulcet tones of Lucas and Anita’s calming voices.

Friday tomorrow, woohoo! – Christine and Haje

The TechCrunch Top 3

  • Twitter admits it overcounted accounts: Hey guess what? Twitter announced its first-quarter earnings today. And it didn’t count right, revealing that it was reporting more users than it really had — by nearly 2 million — something Sarah points out is “a predicament that may have encouraged the company to more seriously consider its acceptance of Elon Musk’s proposal to take the company private in a $44 billion deal.” Meanwhile, Alex looked into what the acquisition could mean for Twitter’s advertising revenue.
  • Death and taxes are indeed certain: It’s not every day that we get to quote Ben Franklin in a story, but in this case, it’s tied to technology making it easier for us to do things like pay our taxes. To that point, mobile tax-filing app Taxfix brought in a $220 million round to become a unicorn. Taxes are not always easy, so it’s good to have someone who knows what to do. We like how CEO Martin Ott put it, “We’ve hacked the brain of a tax accountant into codes.”
  • There’s a Google of Russia: Its name is Yandex, and it’s selling its media division to, get this, a company called VKontakte, which is considered “the local Facebook equivalent.” Not sure it gets better than that. This is news Natasha was following for a month now, and she reports the sale was fallout from Russia’s invasion of Ukraine, which resulted in many companies reassessing their media assets.

Startups and VC

One of our favorite things about putting the Daily Crunch together is that we get to cheer on our colleagues and read their fantastic work. Today, it’s a Kyle-o-rama. He wrote about how Synthesis AI raised $17 million to create synthetic data to improve computer vision and how payroll provider Symmetrical.ai raised $18.5 million to make employee payouts smoother. CommandBar landed $19 million to continue creating a search-and-browse plugin for web apps, and Deepset raised $14 million to help companies build natural-language processing apps. Kyle, your fingers must be exhausted — go treat yourself to a cup of coffee and a round of baseball or something.

We love Christine’s story of Lemon Perfect’s investor journey with the queen bee: Two years after Lemon Perfect was spotted in Beyoncé’s limo, the superstar is now a backer.

Also! We kicked off a series of pitch deck teardowns, and we are looking for startups that want to have their pitch decks reviewed. Get involved!

More news than you can shake a cap table at:

GV’s Frederique Dame on product-market fit: ‘You have one chance at a good experience’

Laptop computer streaming data.(Digital composite.)

Image Credits: John Lamb (opens in a new window) / Getty Images

In a fireside chat at TechCrunch Early Stage, Frederique Dame, an investing partner at GV who previously led product and engineering teams at Uber, Yahoo and Smugmug, shared her thoughts about product-market fit.

Dame addressed several issues, including the need to collect customer data as early as possible, strategies for iterating and testing without tapping engineering resources, and, notably, why founders should make themselves vulnerable when pitching investors:

“Trust me with what you don’t know or what’s not working” she said, “because once we invest, we’re going to have to work on this stuff anyway.”

(TechCrunch+ is our membership program, which helps founders and startup teams get ahead. You can sign up here.)

Big Tech Inc.

Get your popcorn ready: We already talked about Google and Facebook in the Top 3, so let’s start off this section with a little bit of Amazon. The company launched its movie rental service in India, with over 40 original and co-produced shows and movies that will enable customers to get early access to both Indian and foreign movies.

Rounding up some earnings: Today’s earnings are brought to you by the letter “T,” which rhymes with “P,” and that spells Peacock, which added 4 million paid subscribers. Meta’s metaverse is not doing so hot, but Facebook gained users.

Ac(quisi)tion news: It looks like Microsoft will be adding another company to its family. Activision Blizzard shareholders voted to approve the sale. Meanwhile, Hackerone acquired PullRequest, a YC-backed company that will give the bug bounty company some code-review skills.

Judge sides with Elon Musk: He is probably going to win with the Twitter deal, but he can definitely put a checkmark in the “win” category here. A Delaware judge ruled in his favor following a lawsuit brought by Tesla shareholders that accused Musk of coercing Tesla’s board into buying SolarCity back in 2016.

Oh Snap!: Our reporters were busy covering Snap today in assorted stories we will bullet below. We would like to highlight that it created a new gadget that will have you forgetting what a selfie stick is. Pixy, Snap’s mini drone, is your camera when you don’t have anyone else to hold your phone. Also:



Why Latin America’s freight-forwarding opportunity is still attracting capital

“Investors are pouring money into Latin America’s logistics and shipping businesses,” our former colleague Jon Shieber wrote in 2019. But a pandemic later, amid unrest over gasoline prices across the globe, it’s time for a revisit.

Nowports (YC W19) is a good starting point for comparison. In February 2019, the Mexican startup was just graduating from Y Combinator, and in Shieber’s words, “sett[ing] itself up to be the Flexport of Latin America.” Fast-forward to today, and Nowports has raised $92.6 million in funding, including a $60 million Series B round led by Tiger.

Examples like this abound as investors have shown bullishness for freight forwarding all over the world. The pandemic played a role in boosting logistics startups, shining a light on how essential supply chains are. But venture capital keeps on flowing even as COVID-19 wanes, recent news shows.

Just this month, TechCrunch reported on three fundraising events in the freight-forwarding world. Seattle-based Convoy is valued at up to $3.8 billion following a $260 million Series E round. Nigeria’s OnePort landed a $5 million investment that will help it expand to three major African hubs by the end of the year. And in Latin America, DeltaX has its eyes set on the Andean region and $1 million in the bank.

Digitizing freight forwarding is a global challenge because the sector still lacks transparency and efficiency. Latin American startups have a steeper hill to climb, but this also drives them to innovate and help each other in interesting ways.

Much more than copycats

In Latin America, the problem isn’t just that freight forwarding is still very much analog — it is also suboptimized. In the region, “trucking demand outpaces capacity, yet 40% of the time trucks roll empty,” according to Mexican startup BeGo (YC W20).

According to Jonathan Lewy, whose fund Investo backed BeGo and Nowports, the two startups represent the sector’s main models: marketplaces and freight forwarders. Other examples would be Brazil’s CargoX on the marketplace side and Nuvocargo on the freight-forwarding side.

However, business models in Latin America are often blended, and Nuvocargo is a good example of this.



DeltaX wants to digitize the Andean region’s trucking sector

Transportation startup DeltaX is accelerating its plans to digitize the trucking industry in its native Bolivia and beyond thanks to a recent $1 million seed round.

DeltaX operates in the same space as Convoy, Loadsmart and Sennder – freight forwarding (plainly, helping companies move goods from point A to point B). But the startup focuses on a region of Latin America where trucking is still in dire need of a digital transformation, unlike other countries where this transition has already begun and accelerated amid the pandemic.

“We are working to solve a huge logistics problem in the Andean region,” DeltaX CEO Luis Fernando Ortiz said. “Over-the-road transportation in this economic zone is inefficient and expensive, which has enormous implications for the competitiveness of our countries and the well-being of our truck drivers.”

Millions of tons of cargo are transported each year via the Pan-American Highway and its branches across Colombia, Ecuador, Peru, Chile, Bolivia and Paraguay. The cargo includes commodities, such as minerals from the Lithium Triangle and beyond; grain, fruit, and vegetables; as well as containerized imports. But the process is deficient, and it’s drivers who pay the toll.

There are around 1 million truck drivers in the region, most of them independent, Ortiz said. In its current form, this fragmentation has many downsides, which DeltaX is hoping to address through technology.

There are several layers to DeltaX’s activities: It facilitates communication between parties, automates cargo tracking and reporting, and adds visibility to shipment documentation, with upcoming elements of fintech and machine learning.

“Everyone in our sector follows this model, but we are going to be the first ones to apply it to our region,” Ortiz said.

Adapting to Latin America

Digitization is undeniably a shared need around the world for logistics, a sector that until recently largely operated on phone calls, printouts and faxes. But while this has started to change in many countries, Bolivia still lagged behind.

Ortiz knew this problem firsthand: He used to work for the Chilean port of Arica, a major hub for the region. There, he co-founded a club for truck drivers, most of whom came from neighboring countries and needed more support. This is how he knows that they typically spend 25 days in a row on the road away from their families — and the harm that a lack of work predictability causes to their quality of life.

Thanks to a Fulbright scholarship, Ortiz went on to study in the U.S., obtaining a Master in Business Administration from Babson and a Master of Public Administration from Harvard. Now that he has moved back to Bolivia, both are proving relevant to his new endeavor, where business acumen matters perhaps just as much as an understanding of regulation and of the social context of the drivers.

Understanding the needs of drivers has deeply shaped DeltaX’s technology. When it first launched in February 2020, it was a mobile application for truck drivers. Mobile still plays a key role in its strategy, as does WhatsApp, with bots providing answers to frequent questions on the go.

Better serving the 1,300 drivers affiliated with DeltaX is also why the startup is planning to add an embedded fintech element to its platform, as is now common among Latin American startups. It would take the form of a microcredit lending program for working capital – providing advances on upcoming revenue.

“Truck drivers are underbanked because their income isn’t stable; that’s why the fintech side is important to us,” Ortiz said.

DeltaX also hopes that algorithms will be able to improve its prediction abilities, and therefore the working conditions of drivers. Instead of having to pay intermediaries and not being sure they’ll secure work, Ortiz explained, “A driver can say: I’m staying home this weekend because I know I have a journey planned for Monday.”

Hiring the data scientists who can make this happen is one of the ways DeltaX plans to use the proceeds of its seed round. With a current team of 23, it also plans to add UX experts, software engineers, and product managers to keep on improving its platform.

Neighbors helping neighbors

DeltaX’s seed round was backed by several funds from the U.S. and Latin America: Magma Partners, out of Chile, which led the round; Duro Ventures, from California; 99 Startups, from Mexico; and Cibersons, from Paraguay. Bolivian angel network SC Angeles, which Ortiz co-founded, also participated.

While these names carry quite a bit of weight, as does the fact that DeltaX participated in the Harvard Alumni Entrepreneurs Accelerator, the profile of some of its individual backers is also worth noting. Indeed, several of them have high-level roles in Latin America’s transportation sector, including two startup founders: Nowports CEO Alfonso de los Rios and Nuvocargo CEO Deepak Chhugani.

Ortiz said that DeltaX is complementary to these startups because of its geographic focus and the sub-verticals it is concentrating on. A key aspect is its exclusive focus on over-the-ground transportation, which is tied to a sore point in Bolivia’s history: The country is landlocked, having lost access to the sea in 1884 after a war with Chile.

DeltaX’s fundraising event is an important milestone for Bolivia’s startup scene: It is one of the country’s largest venture capital rounds to date. This shows that the ecosystem is still nascent, but also confirms the progress it has been making over the last few years.

Recent exits include NetComidas’ acquisition by PedidosYa and Venezuelan super app company Yummy buying up Yaigo.

But Bolivia isn’t just fodder for expansion-oriented M&As: It also has startups with regional ambitions, such as TuGerente and Ultra. DeltaX is one of these; in the coming months, it plans to open offices in neighboring countries to expand its operations, starting with Peru.

In the longer term, DeltaX hopes to further expand to Chile, Colombia, Ecuador and Paraguay, Ortiz told TechCrunch. Will there be more consolidation in Latin America’s transportation sector in the meantime? It will be interesting to watch.



Wednesday, April 27, 2022

Raising monster rounds for self-driving mobility startups on TechCrunch Live

Raquel Urtasun founded Waabi in 2021 after spending nearly three years as Uber’s R&D head of Advanced Technology Group (ATG). Waabi’s mission is to develop an AI-first approach to speed up the commercial deployment of autonomous vehicles, starting with long-haul trucks. To do so, her company raised an $83.5 million Series A with Khosla Venture’s Sven Strohband leading the round. Both will speak to Urtasun’s unique (and commanding) perspective, and what allowed the company to raise the massive Series A.

This event opens on May 11 at 11:30 am PT / 2:30 pm ET with networking and pitch practice submissions. The interview begins at 12 pm PT followed by the TCL Pitch Practice at 12:30 pm PT. Register here for free.

TechCrunch Live records weekly on Wednesday at 11:30 am PT / 2:30 pm ET. Join us! Click here to register for free and gain access to Waabi’s pitch deck, enter the pitch practice session and access the livestream where you can ask the speakers questions



Dat Bike is the creator of Vietnam’s first domestic electric motorbike

A photo of Son Nguyen, founder and CEO of Dat Bike, with one of the Vietnamese startup's electric motorbikes

Dat Bike founder and CEO Son Nguyen

Dat Bike is on a journey to reduce the amount of gasoline used in Vietnam. The startup makes electric motorbikes with key components that it designs and produces domestically to reduce costs and improve performance. Today, Dat Bike announced it has raised a $5.3 million Series A led by Jungle Ventures, with participation from Wavemaker Partners.

Both are returning investors. Jungle Ventures led Dat Bike’s seed round a year ago, when TechCrunch first profiled the company. The latest funding brings Dat Bike’s total to $10 million raised since it was founded in 2019 by Son Nguyen.

Dat Bike is recognized by the Vietnam Ministry of Transportation as the first domestically-made electric bike. Nguyen said that Dat Bike uses vertical integration instead of relying on third-party, imported electric drivetrains and parts because that keeps costs down while improving quality. Most of the parts on Dat Bike’s vehicles are designed by the company and 80% of its suppliers are located in Vietnam. It also uses a direct-to-consumer distribution model, pushing prices down lower.

Part of the funding will be invested in its technology. Nguyen explained that the three most important parts of an electric bike are its battery, motor and controller. Right now, Dat Bike owns technology for its battery packaging and controller. With its new capital, it will be able to invest in its engine technology. Nguyen added that the company will also upgrade its mobile app, adding new features and shortening the feedback loop on its error reporting feature.

One major thing the company had to address was consumer concerns about the performance of e-bikes compared to their gasoline counterparts. The company says its first product line, the Weaver, displayed three times the performance (5 kW versus 1.5 kW) and two times the range of (100 km vs 50 km) of most competing electric bikes. Dat Bike’s second model, the Weaver 200, was launched last year with higher performance, or a range of 200 km and 6 kW power. It also reduced charging time from 1 hour for 100 km to 2.5 hours for its full 200 km charge.

“We aim to develop a new product every year and research for faster charging,” Nguyen said.

Dat Bike currently has two stores in Ho Chi Minh City and Hanoi, and its bikes can be ordered online, too. Part of the funding will be used to expand its offline-to-online model into more large cities, including Thai Nguyen, Bac Ninh, Hai Phong, Hai Duong, Ha Long, Vinh, Quy Nhon, Nha Trang, Danang, Can Tho and Vung Tau.



Sumutasu secures $10M to digitize Japan’s real estate market

Sumutasu, a Tokyo-based proptech startup that offers a direct online real estate purchase service, has secured $8.2 million in equity and $1.6 million in debt. The company has raised a total of $16 million since its 2018 inception.  

Takahiro Sumi (CEO) and Tomoya Ito (COO) co-founded Sumutasu four years ago to streamline the buying and selling of residential real estate.

In Japan, where the real estate market is fragmented, homeowners have faced uncertain selling prices riddled with brokerage fees and an average selling period of between four and eight months, Ito said. Those factors have led to a low percentage of existing homes in circulation in Japan — around 15% compared to the 80% typically seen in countries like the U.S. and the U.K., per the 2020 report of the Ministry of Land, Infrastructure, Transport and Tourism (MLIT). Sumutasu says its platform enables users to access a fair house valuation in an hour. 

Sumutasu has adopted an iBuyer model — meaning it buys houses directly from homeowners, renovates them at scale, then resells them to buyers. While the U.S. and Europe have a more competitive iBuyer market with Opendoor, Zillow, Offerpad and Redfin, Japan has a nascent iBuyer industry, according to the company.

“The business model is similar in the way that it is an arbitrage model where the difference between the purchase price and the sales price is the profit,” Ito told TechCrunch. “The difference is that we purchase from the seller at a discount from the market price. The reason we are able to purchase at a discount is that we offer sellers the value of being able to sell at their own time and hassle-free.” 

Additionally, unlike the iBuyers that charge service fees, Sumutasu does not charge a commission or processing fee because the transaction is conducted directly with the seller — without an agent in between, Ito said in an interview. When purchasing an existing house in Japan, brokerage fees usually amount to about 3% of the property price, Ito added. 

The Japanese real estate tech startup operates its service in Tokyo but plans to take it to more areas like Osaka and Nagoya. With the latest funding, the company plans to continue to buy more houses, and launch its mortgage brokering service next year, aiming to increase sales five-fold compared to 2021. It also intends to expand its headcount. 

Sumutasu has purchased approximately 100 properties and currently maintains 30 property listings due to smooth progression of sales, Ito told TechCrunch. The company is partnered with more than 20 banks and remodeling companies. 

Existing backer World Innovation Lab (WiL) and new investor Mobile Internet Capital co-led the Series B, with participation from other new investors Mercuria Investment, Carta Ventures and Kiraboshi Capital. Japan Finance Corporation led the debt financing.

“Despite the iBuyer business having a huge potential in terms of the market size, we haven’t seen this business model in Japan for a long time due to it being financially intensive,” said partner of World Innovation Lab Toshimichi Namba. “We are confident that they [Sumutasu] can leverage this less competitive landscape to further fuel their growth.” 

The company has a team of 30 people. 



Daily Crunch: US dangles reward up to $10M for info on 6 elite Russian military hackers

To get a roundup of TechCrunch’s biggest and most important stories delivered to your inbox every day at 3 p.m. PT, subscribe here.

It’s April 27, 2022, and here’s a thing we didn’t see coming: May. What the hell happened to this month, this year? As the summer equinox draws closer, the weather warms up and the days get longer, we long drinks with tiny rainbow umbrellas in them. If you’re reading this in the Southern Hemisphere: Sorry for our summery optimism. Please enjoy some hot chocolate and fuzzy socks as we take a dip in the pool. – Christine and Haje

The TechCrunch Top 3

  • Gov wants to make the worm squirm: In what reads like a plot Jack Bauer would be proud of, the U.S. government has stepped up its hunt for six Russian intelligence officers, best known as the state-backed hacking group dubbed “Sandworm.” It’s offering a $10 million bounty for information that identifies or locates its members. If you’ve got 1337 doxxing skillz, here’s your chance to actually do some good. Go on. Удачи.
  • Nervous as a service: After a lengthy period of experimentation, investors have decided that consumer fintech trading businesses are not SaaS companies. Alex explains why that matters: In a nutshell, those fintech revenues should not be valued as if they were annual recurring revenue (ARR), the main product of software-as-a-service concerns.
  • OK, fine, we’ll let you open the phone you bought and own: Apple, which historically has taken a “keep your filthy mitts off our precious products” approach, is starting self-service repair for the most common iPhone fixes: battery replacements, screen restorations, and the like. The right-to-repair hackers that live somewhere deep within us are mighty pleased.

Startups and VC

It’s fundraising season for venture funds, apparently! MassMutual Ventures closed a $300 million fund to back Asian and European startups. Lightspeed India Partners announced a half-billion-dollar fund. Crypto-focused Dragonfly Capital officially announced its third fund, weighing in at $650 million.

A little less aspiration, a little more traction, please:

How to get into Y Combinator, according to YC’s Dalton Caldwell

Image of closed doors with one cracked open.

Image Credits: Third Eye Images (opens in a new window) / Getty Images

In a conversation with Editor Greg Kumparak at TechCrunch Early Stage, YC managing director and group partner Dalton Caldwell spoke about the application process founders must navigate before they’re accepted to one of the world’s top accelerators.

“The first thing I look at when I read an application is the team. What I’m looking for is technical excellence on the team,” said Caldwell.

“Our teams that rely on trying to hire outsourced engineers or consultants or whatever to build their product tend to move much slower than folks with a technical founder,” he added. “They tend to get ripped off.”

(TechCrunch+ is our membership program, which helps founders and startup teams get ahead. You can sign up here.)

Big Tech Inc.

Robinhood announced plans to lay off 9% of its staff just before the investing and trading service was poised to come out with its earnings. We’ll have to see what happens Thursday — and whether that sheds light on the situation.

In earnings talk, Spotify’s stats told us what we already assumed: that the controversy around having a Joe Rogan podcast did little to sway subscriber numbers, which grew 15%. Yesterday, we prepared you for the General Motors earnings, and today, we are able to share that GM has some big ambitions and some serious cash to put behind it. Stay tuned for Ford. Meanwhile, Alphabet’s earnings showed some mixed results — Google doing well, YouTube not so much, though the number of channels making $10,000 in revenue grew 40%. Not bad.

Salesforce updated its low-code workflow tool, Salesforce Flow, which Ron described as “a bold attempt to pull together all of the pieces in the Salesforce arsenal in a more coherent fashion, using a popular tool that has been around since 2019 to do the job.”

Twitter news continues, from what happened at the company’s all-hands meeting to Devin’s opinion piece to how much Elon Musk and Twitter will have to pay each other should the deal fizzle. Follower counts on high-profile accounts fluctuated all over the place, with Twitter saying the undulations were mostly organic. Alex and Amanda came together to chat about all things Elon Musk and Twitter for the latest Equity podcast. We also have the skinny on Musk’s attempt to end an SEC settlement regarding Tesla tweets.

Here are some others we think you might like:



Dear Sophie: When should I sponsor engineers for green cards?

​​Here’s another edition of “Dear Sophie,” the advice column that answers immigration-related questions about working at technology companies.

“Your questions are vital to the spread of knowledge that allows people all over the world to rise above borders and pursue their dreams,” says Sophie Alcorn, a Silicon Valley immigration attorney. “Whether you’re in people ops, a founder or seeking a job in Silicon Valley, I would love to answer your questions in my next column.”

TechCrunch+ members receive access to weekly “Dear Sophie” columns; use promo code ALCORN to purchase a one- or two-year subscription for 50% off.


Dear Sophie,

The engineers that we’re trying to recruit are increasingly requesting that we sponsor them for green cards. I don’t have an HR background, but I’ve been assigned HR duties at our startup.

Can you give me a rundown of the green cards that are available?

Is it possible to sponsor someone for a green card without them getting an H-1B or other visa first? Which green card is the fastest?

— Targeting Talent

Dear Targeting,

With the ongoing and intensifying competition for tech talent in the wake of the Great Resignation, I find myself addressing questions like yours quite frequently. That’s no surprise: Turnover in tech last year was remarkably higher than in health care, according to the Harvard Business Review. Resignations within the tech industry increased 4.5% last year compared to the previous year, while in health care, resignations increased 3.6%.

As you explore this process, consider looking at green cards and other immigration support not only as a way to recruit candidates and retain employees, but as an opportunity to shape your company culture. Now is the time to present your company as one that values innovation, diversity, creativity, inclusivity and the security and well-being of your employees. This will ultimately bring resilience to your company.

Let’s get into it.

Which green card is the fastest?

Of all the employment-based green cards, the EB-1A extraordinary ability green card is the quickest option. This option requires significant proof of accomplishment in your field — which can be a challenge for some (more details below).

The EB-1A is the fastest for two main reasons: It currently allows for Premium Processing, where you can pay $2,500 extra and the government will adjudicate the petition in 15 calendar days, and, for people subject to the India/China-green card backlogs, the EB-1 First Preference green card category always has the most movement and availability.

Good news for green card processing: U.S. Citizenship and Immigration Services just announced that it will be adding premium processing to more categories. This fiscal year, it will be adding a Premium Processing option to both the EB-1C Multinational Manager and Executive green card category as well as the EB-2 National Interest Waiver green card category. In the coming months, USCIS will launch this option: You will be able to pay an additional $2,500, and USCIS will promise to adjudicate your I-140 petition in EB-1C or EB-2NIW in 45 (not 15!) days.

A composite image of immigration law attorney Sophie Alcorn in front of a background with a TechCrunch logo.

Image Credits: Joanna Buniak / Sophie Alcorn (opens in a new window)



5 investors discuss what’s in store for venture debt following SVB’s collapse

There are many questions around the implications of Silicon Valley Bank’s (SVB) collapse that won’t be answered for a long time. But there’s...