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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?

JM: 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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Facebook has committed to using 100% renewable power for global operations by 2020

Earlier today, Facebook said that it has committed to reducing its greenhouse gas emissions by 75 percent and using 100 percent renewable energy to power global operations at the social networking giant by the end of 2020.

So, while the company may have problems keeping foreign nationals from using the platform for influence operations (or garbage influencers from engaging in influence operations), at least they’ll be doing it with less of an effect on climate change.

Facebook gave itself a well-deserved pat on the back for its pace of acquiring renewable energy. The company bought over 3 gigawatts of new solar and wind energy since its first renewable energy purchase in 2013 (that includes 2.5 gigawatts in the past 12 months alone — a rate of acquisition that makes the intervening years look… well… kind of paltry).

What’s especially good about the Facebook renewable purchases is that they’re not just offset agreements — deals where a company buys renewable energy in some far-flung geography to offset the power they’re buying in local markets that relies on traditional carbon-based fuel sources.

“All of these wind and solar projects are new and on the same grid as our data centers,” the company said. “That means that each of these projects brings jobs, investment and a healthier environment to the communities that host us — from Prineville, Oregon, and Los Lunas, New Mexico, to Henrico, Virginia, and Luleå, Sweden.”

The targets that Facebook is making public today are part of the company’s commitment to the Paris Agreement through the “We Are Still In” initiative, the company said.

For Facebook, the announcement is something of a victory lap. Back in 2015, the company set a goal of having 50 percent of its power supplied to facilities from renewable energy sources by 2018. It actually hit that target in 2017.

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LG is releasing an Android One handset with near flagship specs

Android One is one of a handful of Google projects aimed at helping the mobile operating system run better on entry level devices. As such, those handsets that qualify for the program are generally pretty middling, at best.

But LG’s G7 One bucks the trend, with some specs that wouldn’t be out of place on a 2018 flagship. Leading the way is the Snapdragon 845, Qualcomm’s top of the line processor, coupled with a 6.1 inch QHD+ display and a 3,000mAh battery. There’s also that familiar notch up top design that’s all the rage on flagships these days.

There are certain cost cutting measures. The bleeding edge dual camera tech that LG prides itself on isn’t on board here. The 4GB of RAM and 32GB of storage are not great, but perfectly acceptable for most. The headphone jack is still in place — which is a good thing for a budget device — it’s silly to expect users to have to factor in the price of bluetooth headphones.

The handset will be debuting at IFA in Berlin this week. Price is still TBD, but LG promises an “exceptional” one. At the very least, that should mean it comes in well under the company’s flagships.

If LG is able to offer up something truly exception from a price perspective, it could be the thing the company needs to help stand out in a smartphone race that has largely left it behind. It’s a strategy that has worked well for OnePlus, and LG could certainly use the hook.

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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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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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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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Huawei bags Apple’s 2nd place spot in global smartphone sales: Gartner

Another analyst has Huawei overtaking Apple in the global smartphone rankings for the second quarter this year. The latest figures from Gartner put Huawei ahead on sales to end users in Q2.

Overall, Gartner says sales of smartphones to end users grew 2% in the quarter, to reach 374 million units.

The analyst pegs the Chinese smartphone maker with a 13.3% marketshare, saying it sold ~49.8M devices in the quarter, up from 9.8% in the year before quarter — ahead of Apple, which it calculates took an 11.9% marketshare (down from 12.1% in Q2 2017), selling ~44.7M iPhones.

According to Gartner’s figures, Samsung also lost share year-over-year — declining 12.7% in the quarter.

The Galaxy smartphone maker retained its no.1 spot in the rankings, with 19.3% in Q2 (vs 22.6% in the equivalent quarter last year) and ~72.3M devices sold. Though Gartner notes it’s being squeezed by “ever-growing competition from Chinese manufacturers”, while slowing demand for its flagships are squeezing its profitability. Not a happy combination.

In recent years Huawei has been one of a handful of Chinese OEMs bucking the trend of a slowing global smartphone market. And Gartner’s data suggests Huawei’s smartphone sales grew 38.6 per cent in the second quarter.

As we noted earlier this month, when other analysts reported Huawei outstripping Apple on smartphone shipments in Q2, the handset maker has built momentum for its mid-range Honor handset brand while performing solidly at the premium end too, with devices such as the P20 Pro (albeit while copypasting Apple’s iPhone X ‘notch’ screen design in that instance.)

“Huawei continues to bring innovative features into its smartphones and expand its smartphone portfolio to cover larger consumer segments,” said research director Anshul Gupta in a statement. “Its investment into channels, brand building and positioning of the Honor devices helped drive sales. Huawei is shipping its Honor smartphones into 70 markets worldwide and is emerging as Huawei’s key growth driver.”

For Apple the quarter was a flat one (0.9% growth), though that’s to be expected given Cupertino structures its mobile release cycle around a big-bang annual smartphone refresh in the fall, ahead of the holiday quarter, rather than releasing devices throughout the year.

Even so, Gupta noted that Apple is also facing growing competition from Chinese brands, which in turn is amping up pressure on the company to innovate its handsets to keep increasingly demanding consumers happy by delivering “enhanced value” in exchange for the iPhone’s premium price.

And recent reports have suggested Apple is prepping a number of iPhone design changes for fall, including a splash of color.

“Demand for the iPhone X has started to slow down much earlier than when other new models were introduced,” he added, sounding another note of concern for Apple.

Fourth placed Chinese OEM Xiaomi is one device maker putting pressure on longer term players in the smartphone market. In Q2 Gartner reckons the company sold ~32.8M devices, carving itself an 8.8% marketshare — up from 5.8% in the year ago quarter.

The analyst’s data also shows Google’s Android operating system further extending its lead over Apple’s iOS in Q2, securing 88% market share vs 11.9% for iOS.

While the smartphone market is no longer a simple duopoly on the device maker front, with Huawei elbowing past Apple to bag the second spot in the global rankings, it remains very much the opposite story where smartphone operating systems are concerned.

And Gartner’s data now records the ‘other’ category of smartphone OSes at a 0.0% marketshare, down from 0.1% in the year ago quarter…

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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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