

Over the years, we’ve seen a lot of B2B companies apply ineffective demand generation strategies to their startup. If you’re a B2B founder trying to grow your business, this guide is for you.
Rule #1: B2B is not B2C. We are often dealing with considered purchases, multiple stakeholders, long decision cycles, and massive LTVs. These unique attributes matter when developing a growth strategy. We’ll share B2B best practices we’ve employed while working with awesome B2B companies like Zenefits, Crunchbase, Segment, OnDeck, Yelp, Kabbage, Farmers Business Network, and many more. Topics covered include:
We often crack growth for companies that didn’t think it was possible, based on their prior experience with agencies and/or internal resources. There are many misconceptions out there about B2B growth, rooted in the misapplication of B2C strategies and leading to poor performance. Study the differences and you’ll develop a filter for all the advice you get that’s good for one context (ex: B2C) but bad for another (ex: B2B). This guide will get you off on the right foot.
The best growth strategy for your company ultimately depends on whether you’re in an incubation, iteration, or scale stage. One of the most common mistakes we see is a company acting like they’re in the scale phase when they’re actually in the iteration phase. As a result, many of them end up developing inefficient growth strategies that lead to exorbitant monthly ad spends, extraneous acquisition channels, hiring (and later firing) ineffective team members, and de-emphasizing critical customer feedback. There is often an intense pressure to grow, but believing your own hype before it’s real can kill early-stage ventures. Here’s a breakdown of each stage:
Incubation is when you are building your minimum viable product (MVP). This should be done in close partnership with potential customers to ensure you are solving a real problem with a credible solution. Typically a founder is a voice of the customer, as someone who experienced the problem and sought out the solution s/he is now building. Other times, founders enter a new space and build a panel of prospective buyers to participate in the product development process. The endpoint of this phase is a working MVP.
Iteration is when you have customers using your MVP and you are rapidly improving the product. Success at this stage is rooted in customer insights – both qualitative and quantitative – not marketing excellence. It’s valuable to include in this iterative process customers with whom the founder(s) have no prior relationship. You want to test the product’s appeal, not friends’ willingness to help you out. We want a customer set that is an accurate sample of a much larger population you will later sell to. The endpoint of the iteration phase is product/market fit.
Scale is when you have product/market fit and are trying to grow your customer base. The goal of this phase is to build a portfolio of tactics that maximize market penetration with minimal – or at least profitable – cost. Success is rooted in growing lifetime value through retention and margin, maximizing funnel conversion to efficiently convert leads to customers, and finding repeatable tactics to drive prospective buyers’ awareness and consideration of your product. The endpoint of this phase is ultimately market saturation, leading to the incubation and iteration of new features, customer segments, and geographies.
Here’s a list of B2B customer acquisition tactics we commonly employ and recommend. Later in this article, we’ll connect each channel to the growth stage it’s best used in. This list is generally sorted by early stage to later stage:
1. Leverage your network. This is particularly valuable for founders who are building a product based on their own past experience.
Powered by WPeMatico
Shiru, a new company that’s launching from the latest batch of Y Combinator-backed startups, is joining the ranks of the businesses angling for a spot at the vanguard of the new food technology revolution.
The company was founded by Jasmin Hume, the former director of food chemistry at Just (the company formerly known as Hampton Creek) and takes its name from a homophone of the Chinese shi rou (which Hume has roughly translated to an examination of meat). At Just, Hume was working with a team that was fractionating plants to look at their physical properties to identify what products could be made from the various proteins and chemicals researchers found in the plants.
Shiru, by contrast, is using computational biology to find the ideal proteins for specific applications in the food industry.
The company’s looking at what proteins are best for creating certain kinds of qualities that are used in food additives — things like viscosity building, solubility, foam stability, emulsification and binding, according to Hume.
In some ways, Hume’s approach looks similar to the early product roadmap for Geltor, a company backed by SOSV and IndieBio that was also looking to make functional proteins. The company, which has raised over $18 million to date, shifted its attention to proteins for the beauty industry and cosmetics instead of food — potentially leaving an opening for Shiru to exploit.
Still in its early days, Shiru doesn’t have a product nailed down yet, but the science the company is exploring is increasingly well understood, and Hume says it’s looking at several different genetically engineered feedstocks — from yeasts to undisclosed strains of bacteria and fungi to make its proteins.
“We use the power of molecular design and machine learning to identify protein structures that are more functional than existing alternatives,” says Hume. “The proteins that we are screening for are inspired by nature.”
Hume’s path to founding Shiru involves quite the pedigree. Before Just, she received her doctorate in materials chemistry from New York University, and she’d spent a stretch as a summer associate at the New York-based frontier technology-focused investment firm Lux Capital.
Hume expects to begin pilot production of initial proteins later this year and be producing small but repeatable quantities by the end of 2020.
The company hasn’t raised any outside capital before Y Combinator and is currently in the process of raising a round, Hume said.
Powered by WPeMatico
We love a good how-to, especially one that saves early-stage startup founders money and positions them for mad success. We’re talking about how to apply to be a TC Top Pick and exhibit at Disrupt Berlin 2019 — for free.
Our TC Top Picks program is what we call a pre-Disrupt competition. If you’re a founder of an early-stage startup this is your chance to win a free Startup Alley Exhibitor Package and a VIP experience in Berlin. How does it all work? Read on!
First, fill out an application if your startup falls into one of these tech categories: AI/Machine Learning, Biotech/Healthtech, Blockchain, Fintech, Mobility, Privacy/Security, Retail/E-commerce, Robotics/IoT/Hardware, CRM/Enterprise and Education.
TechCrunch editors closely vet each application — and these editors have an almost-mystical ability to spot serious success potential. Ultimately, they’ll choose up to five of the best representatives for each category.
A Startup Alley Exhibitor Package includes one exhibit day, three Founder passes, access to the full conference and all programming at the event.
TC Top Picks attract a lot of attention at the show, and it’s a networking wonderland. You’ll meet investors, potential customers and future collaborators who can help you move to the next level. Plus, you’ll be interviewed by a TechCrunch editor live on the Showcase Stage. We’ll record that interview and promote it on our social media platforms. Talk about a great long-term marketing tool.
Take a page from Caleb John’s playbook. Here’s what the CEO of Cedar Robotics said about exhibiting as a TC Top Pick:
“It blew away my expectations. The number of people we met, the connections we made and the amount of media exposure we received is worth its weight in gold.”
And another thing! You — and all the other exhibiting startups — might even win a chance to compete in Startup Battlefield. TechCrunch editors will choose a startup as a Wild Card competitor, and they’ll compete for $50,000. It’s a longshot, but it sure paid off for RecordGram. They won the Wild Card and then won the Battlefield. Can lightning strike twice?
Disrupt Berlin 2019 takes place on 11-12 December. Don’t miss your opportunity to showcase your outstanding startup in Startup Alley and enjoy a VIP experience — for free. Apply to our TC Top Picks program today.
Powered by WPeMatico
Is there room for another social media platform? ShareChat, a four-year-old social network in India that serves tens of million of people in regional languages, just answered that question with a $100 million financing round led by global giant Twitter .
Other than Twitter, TrustBridge Partners, and existing investors Shunwei Capital, Lightspeed Venture Partners, SAIF Capital, India Quotient and Morningside Venture Capital also participated in the Series D round of ShareChat.
The new round, which pushes ShareChat’s all-time raise to $224 million, valued the firm at about $650 million, a person familiar with the matter told TechCrunch. ShareChat declined to comment on the valuation.
Screenshot of Sharechat home page on web
“Twitter and ShareChat are aligned on the broader purpose of serving the public conversation, helping the world learn faster and solve common challenges. This investment will help ShareChat grow and provide the company’s management team access to Twitter’s executives as thought partners,” said Manish Maheshwari, managing director of Twitter India, in a prepared statement.
Twitter, like many other Silicon Valley firms, counts India as one of its key markets. And like Twitter, other Silicon Valley firms are also increasingly investing in Indian startups.
ShareChat serves 60 million users each month in 15 regional languages, Ankush Sachdeva, co-founder and CEO of the firm, told TechCrunch in an interview. The platform currently does not support English, and has no plans to change that, Sachdeva said.
That choice is what has driven users to ShareChat, he explained. In the early days of the social media platform, the firm experimented with English language. It saw most of its users choose English as their preferred language, but this also led to another interesting development: Their engagement with the app significantly reduced.
“For some reason, everyone wanted to converse in English. There was an inherent bias to pick English even when they did not know it.” (Only about 10% of India’s 1.3 billion people speak English. Hindi, a regional language, on the other hand, is spoken by about half a billion people, according to official government figures.)
So ShareChat pulled support for English. Today, an average user spends 22 minutes on the app each day, Sachdeva said. The learning in the early days to remove English is just one of the many things that has shaped ShareChat to what it is today and led to its growth.
In 2014, Sachdeva and two of his friends — Bhanu Singh and Farid Ahsan, all of whom met at the prestigious institute IIT Kanpur — got the idea of building a debate platform by looking at the kind of discussions people were having on Facebook groups.
They identified that cricket and movie stars were popular conversation topics, so they created WhatsApp groups and aggressively posted links to those groups on Facebook to attract users.
It was then when they built chatbots to allow users to discover different genres of jokes, recommendations for phones and food recipes, among other things. But they soon realized that users weren’t interested in most of such offerings.
“Nobody cared about our smartphone recommendations. All they wanted was to download wallpapers, ringtones, copy jokes and move on. They just wanted content.”
So in 2015, Sachdeva and company moved on from chatbots and created an app where users can easily produce, discover and share content in the languages they understand. (Today, user generated content is one of the key attractions of the platform, with about 15% of its user base actively producing content.)
A year later, ShareChat, like tens of thousands of other businesses, was in for a pleasant surprise. India’s richest man, Mukesh Ambani, launched his new telecom network Reliance Jio, which offered users access to the bulk of data at little to no charge for an extended period of time.
This immediately changed the way millions of people in the country, who once cared about each megabyte they consumed online, interacted with the internet. On ShareChat people quickly started to move from sharing jokes and other messages in text format to images and then videos.
That momentum continues to today. ShareChat now plans to give users more incentive — including money — and tools to produce content on the platform to drive engagement. “There remains a huge hunger for content in vernacular languages,” Sachdeva said.
Speaking of money, ShareChat has experimented with ads on the app and its site, but revenue generation isn’t currently its primary focus, Sachdeva said. “We’re in the Series D now so there is obviously an obligation we have to our investors to make money. But we all believe that we need to focus on growth at this stage,” he said.
ShareChat also has many users in Bangladesh, Nepal and the Middle East, where many users speak Indian regional languages. But the startup currently plans to focus largely on expanding its user base in India.
It will use the new capital to strengthen the technology infrastructure and hire more tech talent. Sachdeva said ShareChat is looking to open an office in San Francisco to hire local engineers there.
A handful of local and global giants have emerged in India in recent years to cater to people in small cities and villages, who are just getting online. Pratilipi, a storytelling platform has amassed more than 5 million users, for instance. It recently raised $15 million to expand its user base and help users strike deals with content studios.
Perhaps no other app poses a bigger challenge to ShareChat than TikTok, an app where users share short-form videos. TikTok, owned by one of the world’s most valued startups, has over 120 million users in India and sees content in many Indian languages.
But the app — with its ever growing ambitions — also tends to land itself in hot water in India every few weeks. In all sensitive corners of the country. On that front, ShareChat has an advantage. Over the years, it has emerged as an outlier in the country that has strongly supported proposed laws by the Indian government that seek to make social apps more accountable for content that circulates on their platforms.
Powered by WPeMatico
Domestic abuse comes in digital forms as well as physical and emotional, but a lack of tools to address this kind of behavior leaves many victims unprotected and desperate for help. This Cornell project aims to define and detect digital abuse in a systematic way.
Digital abuse may be many things: hacking the victim’s computer, using knowledge of passwords or personal date to impersonate them or interfere with their presence online, accessing photos to track their location, and so on. As with other forms of abuse, there are as many patterns as there are people who suffer from it.
But with something like emotional abuse, there are decades of studies and clinical approaches to address how to categorize and cope with it. Not so with newer phenomena like being hacked or stalked via social media. That means there’s little standard playbook for them, and both abused and those helping them are left scrambling for answers.
“Prior to this work, people were reporting that the abusers were very sophisticated hackers, and clients were receiving inconsistent advice. Some people were saying, ‘Throw your device out.’ Other people were saying, ‘Delete the app.’ But there wasn’t a clear understanding of how this abuse was happening and why it was happening,” explained Diana Freed, a doctoral student at Cornell Tech and co-author of a new paper about digital abuse.
“They were making their best efforts, but there was no uniform way to address this,” said co-author Sam Havron. “They were using Google to try to help clients with their abuse situations.”
Investigating this problem with the help of a National Science Foundation grant to examine the role of tech in domestic abuse, they and some professor collaborators at Cornell and NYU came up with a new approach.
There’s a standardized questionnaire to characterize the type of tech-based being experienced. It may not occur to someone who isn’t tech-savvy that their partner may know their passwords, or that there are social media settings they can use to prevent that partner from seeing their posts. This information and other data are added to a sort of digital presence diagram the team calls the “technograph” and which helps the victim visualize their technological assets and exposure.
The team also created a device they call the IPV Spyware Discovery, or ISDi. It’s basically spyware scanning software loaded on a device that can check the victim’s device without having to install anything. This is important because an abuser may have installed tracking software that would alert them if the victim is trying to remove it. Sound extreme? Not to people fighting a custody battle who can’t seem to escape the all-seeing eye of an abusive ex. And these spying tools are readily available for purchase.
“It’s consistent, it’s data-driven and it takes into account at each phase what the abuser will know if the client makes changes. This is giving people a more accurate way to make decisions and providing them with a comprehensive understanding of how things are happening,” explained Freed.
Even if the abuse can’t be instantly counteracted, it can be helpful simply to understand it and know that there are some steps that can be taken to help.
The authors have been piloting their work at New York’s Family Justice Centers, and following some testing have released the complete set of documents and tools for anyone to use.
This isn’t the team’s first piece of work on the topic — you can read their other papers and learn more about their ongoing research at the Intimate Partner Violence Tech Research program site.
Powered by WPeMatico
In the latest episode of Flux podcast, I sit down with Eric Marcotulli, the co-founder of Elysium, a life sciences company developing consumer-facing health products based on aging research. The company’s first product is Basis, a supplement that combines compounds designed to increase NAD levels and activate sirtuins, boosting cellular health and longevity.
In this conversation we discuss why precursor companies failed, including Cambridge-based Sirtris Pharmaceuticals, which was bought for $720 million in 2008. Eric explains how Elysium is a platform-based company that will sell a host of products and diagnostics, why he believes direct to consumer is the best market strategy, and what the current user base looks like. The company just announced a new clinical trial this week. Eric gets into the importance of bringing academic rigor and peer review to the supplement category, how he plans to build consumer trust and ultimately pull it into the mainstream. He shares why he believes in open source research, how cellular senescence is a particular area of interest right now, what his personal health routine is and how he thinks about the singularity.
An excerpt of our conversation is published below. Full transcript on Medium.
ALG: Welcome everyone to the latest episode of Flux. I’m excited to have Eric Marcotulli here today. He is the co-founder and CEO of Elysium Health a company that is rethinking healthcare whose first product is a science based supplement that promotes cellular health. Welcome.
EM: Thank you.
ALG: Appreciate it. I’ve been excited about your company for a long time. It’s nice to meet in person.
EM: Likewise.
ALG: As a New York based VC it’s also great to meet New York based companies, especially science focused companies. I’d love to start by hearing the beginnings of Elysium. You started the company in 2014. I talked to one of your investors last summer, he said to ask you the story of how you met your co-founder at Equinox — is that true?
EM: So there’s two co-founders and they both have their own stories. I’ll start with my scientific co-founder, Leonard Guarente. Leonard’s run the biology of aging Lab at MIT for the last 25 to 30 years. I didn’t set out to become an entrepreneur. It was a confluence of events.
If you go back to 2011, 2012 I was in business school and in one of my classes we were studying a company that in the field of aging is well known but outside is not. It’s called Sirtris Pharmaceuticals and it was a Boston based biotech company going back to the mid 2000s. What’s interesting about this company is they were studying processes of aging and they identified one in particular. It was a class of genes that we now affectionately refer to as longevity genes. They’re called sirtuins. What they identified was that these genes are found in every living thing and that the activity level of these genes decreases through the normal course of aging. And when they reactivated these genes they saw amazing benefits, regardless of which model or organism you were looking at. They would live to the human equivalent of 120 years old. They don’t get cancer. They don’t gain weight.
ALG: You mean the mice?
EM: That’s right. Life is pretty good at this point if you’re a mouse. It was a monumental discovery in terms of aging research and it got the researchers nominated for the Nobel Prize. One of the researchers involved in that series of discoveries in the late 90s early 2000s went off to Harvard to open his own lab. And being more risk-seeking he was screening for natural molecules that could potentially activate these genes. The hypothesis there, which has since carried over to Elysium, is that aging itself isn’t a disease. It’s about the interconnected degradation or failure of our own biological processes and metabolisms. There is a prevailing hypothesis we are seeing develop that natural compounds will be the most effective interventions. That was the approach taken there, and the researcher’s name is David Sinclair. He screened natural product libraries for potential hits that could activate these genes.
And he found one, a derivative of red wine called resveratrol. Some people have heard of this. If you look back at the ‘04 ‘05 time frame there was a massive spike in red wine sales due to all the media coverage around it. So they started a company, Sirtris. So they make you the protagonist in this case study, and you have to make a decision as the management of the company. What was interesting was that you have a natural product and that aging isn’t a disease. To try and create a traditional pharmaceutical company and go after diseases you’d be trying to fit a square peg in a round hole. You’d likely have to modify the molecule, you would have to start looking at disease models. On the other hand, you could build a direct to consumer company, where you don’t have to modify the molecule, and aging isn’t a disease so you don’t have to go through a laborious long-term and huge cost effort from an approval standpoint. We debated the merits of both of these business models. I was firmly in the camp of the consumer facing effort, because I was reading this research and saying, how could anybody sitting in this room not want this for themselves or their parents or their friends?
ALG: Right.
EM: It ends up not mattering which position you take. [In 2008] GlaxoSmithKline stepped in and bought the company for almost three quarters of a billion in cash, before they read any human data. I was fascinated at this point with the research. If you had played word association with me going into that class and you said “anti-aging” and “longevity” I would have just rattled off “late-night infomercials” and “snake oil.”
ALG: So that class awakened you to the industry and got you interested?
EM: That’s right. I didn’t know this was something you could study. Aging — most people think it’s an unstoppable ambiguous force. But it’s not. It’s something that we can now quantify and measure and potentially intervene. That was new to me, the fact that people at MIT and Harvard were studying this and making progress. So I left that fascinated. Shortly thereafter I reached out directly to the the the MIT professor who was the original discoverer of these genes, the sirtuins. I reached out to the scientific co-founder at Harvard. The question I had was, whatever happened to this? Because now it’s almost a decade since the acquisition. There had been little news on it. If you fast forward to today the MIT professor, the one where they made the original discoveries of the longevity genes, is now the co-founder of Elysium.
Elysium Health co-founders Eric Marcotulli, Dan Alminana, Leonard Guarente.
ALG: Leonard?
EM: Yes. Dr. Guarente. Or Lenny as we call him. Lenny and I just started off with conversations around how the research had progressed. At one point Lenny called me and said, “I’ve been approached by a Japanese venture capitalist who has invested in a company in Taiwan. They believe they have a potent sirtuin activating compound that’s very different from the resveratrol molecule.” He said, “I know nothing about the business side of things. We’re dealing with a venture capitalist and you’re a venture capitalist.” I was at the time — before business school I was at Bain Capital Ventures, after I was at Sequoia. He said, “would you want to go with me to look at this potential molecule?”
I said, “I don’t know how much help I can be but I’m happy to go with you.” So Lenny and I met for the first time six months after our first phone call. This was late 2012. We met in San Francisco International Airport and went to Taiwan for a few days. It was a fascinating experience. We ultimately passed on that molecule despite some interesting research. But it was through that that Lenny and I came up with this idea that you could build a direct to consumer facing effort and that there would be more of these types of products, that it wasn’t limited to a single product idea. So this was the vision for creating a platform-based company.
ALG: So that’s how you met him. And it sounds like you explored a couple of different routes in terms of what molecules could stimulate sirtuins right?
EM: That’s right.
ALG: And the one you ultimately went for first is NAD?
EM: So there’s two components to the product we have today, which is called Basis. One of the things that Lenny and his constituencies in the research community had identified was that sirtuins are dependent on a coenzyme called NAD. We didn’t know that at the time that Sirtris was founded. It’s the production of NAD — a coenzyme, a fuel that’s used in a variety of reactions at the metabolic level — it was actually the production of this coenzyme that was decreasing in all of these living things. So NAD itself is not new. We’ve known about it for a hundred years. Two Nobel prizes have been awarded for elucidating its function. It’s important for things like DNA maintenance and repair, the creation of energy, the way the cells communicate both internally and with one another. Without NAD you’d be dead in under a minute. It’s very important. So this idea that it was decreasing, which we didn’t know until 2012, was a monumental discovery.
ALG: Decreasing over a mouse or human lifespan?
EM: Universally. Whether you’re a plant, animal, bacteria — doesn’t matter. You have NAD, you use it for these critical functions and it declines in its production in everything that ages. But not every living thing ages. Jellyfish don’t age for example.
ALG: Oh wow. What’s going on with their NAD?
EM: Well we don’t know yet. But it’s a small number [of organisms]. In everything else you see this decrease [in NAD] when the organism ages. Since we didn’t know this, Lenny said trying to activate these sirtuins would have been a failure regardless. So what we first need to do is restore levels of NAD. Then we need to activate these sirtuins. And we know that resveratrol does not work in humans. So that was another discovery that happened in the subsequent time period after the acquisition.
ALG: So all the red wine articles are baloney?
EM: Well interestingly if you drink red wine you do get the benefit of sirtuin activation. You just have to drink quite a bit of it.
ALG: I can do that.
EM: Ha most people say that. So that’s just an example of removing a high purity molecule from its natural carrier state in the wine to a pill as an example, which was a failure in humans. So we identified a cousin of resveratrol called pterostilbene [an antioxidant], which from a structural standpoint, at the molecular level, is more stable.
ALG: The stuff found in blueberries?
EM: That’s right. If you could choose one food for the rest of your life my recommendation would be blueberries. Some people would disagree with me. Maybe it’s wine. But that was the idea behind Basis. First we need to restore levels of NAD. Secondly we can then go in and activate these longevity genes. And that there would be a synergy associated with that. The best way to think about it would be sports cars. If you’re activating sirtuins it’s like putting a turbo in the engine, but the car still requires some energy source. So if there’s no gasoline, or if you own a Tesla and there’s no battery power, it’s not going to work. But once you have the two of them together there’s a supercar.
ALG: It’s actually an analogy a lot of people use for aging. I don’t know if you know Aubrey de Grey and the SENS foundation, but he talks about aging as a disease. That it’s just like a car and we need to figure out how to repair the car and the many different things that go into that. I also want to ask you more about this reframing of how we think about living longer, and how the healthcare system doesn’t consider aging a problem so far or something to tackle. How does the shift happen?
EM: Part of it is, we are going to have to deal with it regardless. Everything we’re seeing now given the advancements in medicine is somehow related to aging. If you survive cancer you are unfortunately going to die from Alzheimer’s or cardiovascular disease or Type 2 diabetes. I won’t get the number exactly right, but if you cured every single form of cancer it would only add about three years of lifespan collectively, on average.
ALG: Because there’s going to be another disease that kills you.
EM: Correct. So for example, one of the areas we’re interested in is something called acute kidney injury. Thirty percent of people who go in for cardiovascular surgery will develop acute kidney injury, and with too much of it you’ll get kidney failure and dialysis. In 2004 there were just shy of a million cases in the United States of acute kidney injury. In 2014 just 10 years later there were four million cases. It’s not that our surgical techniques changed, it’s that older people are going in for these surgeries more often because our healthcare system is actually getting better. So we’re going to have to deal with these things. Two, from a diagnostic standpoint we are moving — out of necessity, at the research level — into an area where we’re now able to quantify aging. As an example there is an epigenetic test, a cheek swab or a spit tube type test, developed at UCLA in conjunction with the National Institutes of Health. It can basically tell you your biological age. The age on your passport or your driver’s license is your chronological age. But there’s something that the gene activity expression data we collect can tell you about how you are aging.
ALG: Is that a hard test to do? I’m sure everyone would want to do that if they could.
EM: So we are commercializing this test. Think of it as rings of a tree. Over time you can get a pretty accurate understanding of a single tree. How old is it. Did it go through a bountiful spring or a terrible winter. Was there a forest fire. That’s at the individual level. Then when you look at the macro level, at the forest, you can learn a lot about that particular ecosystem. It’s an oversimplification of the idea but it’s the same thing every time, looking at something called methylation. Every time one of these sites is methylated it leaves a mark. So we can quantify that and say does this intervention or product reverse, slow, or stop the aging process.
ALG: That’s a game changer for you right. Because everyone thinks it’s a good idea to take [the product], why not. But without being able to measure a result, it is hard to say. People do report feeling better in the short term — less hangovers etc. I saw one of your advisers say something about his elbows getting softer—
EM: Oh Rich.
ALG: Yeah. A lot of great side effects that sound like they are worth having anyway. Like great energy peaks.
EM: Right. As we move towards aging, we would argue that it should be classified as a disease. But today it’s difficult because it’s not a moment in time diagnosis. It’s not like one day you wake up feeling symptoms and you go to the doctor and he says, “yes we ran the tests and you have aging.” It’s a decades long accumulation of mutations and failures and other things. So these types of diagnostics have been developed by the research community out of necessity. They need to understand does this intervention actually slow, stop, or reverse aging. That’s just one measure. We’re going to see other diagnostics that take shape and form over the next several years. So to your point, that’s important for us. Because one, the conversation today has been around, OK if you can reverse this fundamental process of aging what does it mean for me? It’s one thing to say, the models that exist today could show efficacy in cancer or neurodegenerative diseases et cetera. But there’s been nothing between showing the reversal of that process and the outcome of it from a disease standpoint. So this idea that there’s a middle ground, something where you can say, well the speed at which you’re aging has changed for the better. That is an important step in the entire process.
ALG: That’s super exciting. So what does the roadmap look like? Lets get into the product so that listeners who haven’t seen it know. Out the gate, your first product was Basis, the daily supplement which is $50 a month for a subscription, or $480 for the year. And it’s recommended that you take two pills in the morning. So that’s product one. It sounds like there’s a lot of other things in the works? How do the diagnostics fit in?
EM: Sure. Going back to the hypothesis for the company — we sought early on to commercialize these technologies on a platform basis. We knew the diagnostics were coming. We knew that there would be other interventions. The third leg of the stool would be things on the digital front or the wearable front. We’re still a bit aways away from seeing the commensurate rigor in that camp. One is — as you mentioned earlier — the diagnostics are important to show the efficacy broadly speaking for these products. The other thing that’s exciting is this idea of N of 1. We’re finally going to be able to move into the realm of personalization. First, is this product working for me? Second, what is it doing for me? Third, how would I have to modify my lifestyle or administration of the product?
That’s how we think about the world from a product development standpoint, through these systems. Apple is an exaggerated example but they’ve done a fantastic job from a platform basis — of providing the app store and cloud services to integrate all the devices you have. What’s interesting about these diagnostics that we’re developing is that they are very much a subscription in nature. What you’re doing today is going to be different to what you’re doing tomorrow. Your health status may change for a whole host of reasons, genetic or otherwise. Since these aren’t just genetic tests looking at your ancestry, our hope is that 5 or 10 years in the future this is part of your annual checkup.
ALG: And there’s no negative side effects that we know?
EM: No. By and large this is one of the safest products we’ve ever seen, with all of the data that we have and millions and millions of data points in ongoing safety testing. Moving beyond that requires us to prove more digestible and accessible points of understanding. This idea of rate of aging is a step in that direction. We’re also, as an example, doing a study on photo aging of the skin based on both the existing body of literature that’s out there as well as feedback we’ve had from customers. The conversation changes a lot if I can put you under a special camera that shows the UV damage to your skin and then shows you the before and after of someone who has taken the product for six months and how it changed them. Even just showing wrinkles and things like that. Things that people are used to, from a marketing standpoint, but they might not actually see the science in it today. So there is that evolution. The evolution from, yes we can reverse this fundamental process of aging to, well what does that mean for me? Well it means it’s actually going to change the rate at which you age, which is tied to your health and all these diseases. Well OK, now I can actually tell you that it’s going to do XYZ for your skin, brain or whatever it might be.
ALG: You say upfront that this is about improving cellular function, but there’s no guarantee of longevity, though of course the name has connotations there. I’d like to ask your thoughts on longevity. There’s now things like cryo and people are signing up for places like Alcor. Do you think if we all had the ability to live forever, that that would be a good thing?
EM: So you skipped over the easier question. We’re focused on healthspan first and foremost. If you go into a room of people, and we do this all the time, and you say to the audience, “We’re going to take a quick poll. How many of you want to live forever? How many of you want to live to 120 or 150? How many of you want to live to 80?” It’s interesting to see the distribution. If you then say, “you are going to live to that age but you’re going to be as healthy as you are today, would you change your answer?” Most people do. So we are first and foremost focused on quality of life and healthspan. The belief is, ultimately if you improve every day, that you’ll have more days on the back end.
ALG: So it would be fine to go to 90 with a 20 year old’s full health, then kick the bucket. That’s more the goal.
EM: That’s exactly it. We’ve all dealt with it ourselves with loved ones. No one wants to live for another 10 or 20 years in a certain state. Usually the conversation is, what are the implications of that. From our standpoint, every time humanity has had an order of magnitude improvement in health — the introduction of antibiotics for example — I don’t think we’ve ever seen humanity broadly say, we don’t need this or we don’t want it. I do think the question changes with the singularity. Which is living forever.
ALG: We should probably do another 40 minutes on the singularity, it’s an important topic.
EM: It is. I always say without question in our lifetime we will see a merging with something digital. Musk has announced his Neurolink technology recently and is claiming to make progress on it, so it may happen. We’re not going to be able to predict when it happens. And when it happens it’s going to happen quickly. That’s dangerous for a whole host of reasons. But I’m not sure we have a good answer for, “should we?”
ALG: I guess the answer is in splitting the question into healthspan and lifespan. People are generally in agreement on healthspan. Lifespan is more of a question mark.
EM: Without question. If you talk to anybody in the aging community at the research level, we would be surprised to hear them say, let’s focus on longevity first. Everybody is actually focused on understanding its implications and its role in human health more broadly and how interventions might change that. Then of course the idea is, well if we can get rid of all these diseases of aging, you would think that you’re going to live longer too. In a higher quality state.
ALG: It does amaze me. From a personal perspective I am signed up at Alcor. Do I think it’s going to work? Not really. But I did it for other reasons—
EM: Yes. I think we as a group need to hold companies in this space to a higher standard than we have in the last 10 years in terms of these types of things. I always say when someone brings me a product — even the products that I’m interested in — What is the research behind it? Where are the studies published? What do they find? How are they designed? If you just look at the supplement portion of our business, the consumer facing interventions, it’s a $35 billion dollar market in the United States.
ALG: And that’s with the current low standards and general snake oil perceptions [in supplements.]
EM: Of course. The other thing is, if you stop someone on the street and ask, “what’s your favorite supplement company?” you’re going to get a puzzled look back. No one walks around with a hat or a bag that has one of these companies on it. That’s because they lack legitimacy. That’s a huge part of Elysium’s mission. Hiring with the rigor that you would see in life sciences on the pharma side, into the consumer market. This is part of the shift. We will see legitimate companies not just Elysium, but others in the consumer sphere, changing this conversation. The market will look like a lot of other markets as opposed to this fragmented, untrustworthy one that we see today. That evolution might take a little longer. But ultimately we’re going to end up in a place where people feel good about the products they’re buying, because only the products that work are going to survive.
The global supplements market was estimated at USD $115.06 billion in 2018. It is expected to grow at a CAGR of 7.8% in coming years. [Source]
ALG: It’s interesting because you’re a pioneer in this area of supplements. There are other supplements startups, such as prenatal which is also taking off. But there’s less controversy — people say, prenatal vitamins? Of course, why wouldn’t you take that. With yours there’s more questions. My point on Alcor and backlash was that people have strong opinions on human longevity.
EM: It’s interesting. Our category is hot right now. In a lot of these established categories — take prenatal — there’s great literature supporting the use of folic acid. There’s companies that sell products around that. But they’ll make unique claims or link to literature that’s been done by other companies on other formulations or other delivery methodologies. Those can be dangerous. The data might appear to be good but in fact their own product hasn’t been tested. We have to do it by virtue of what you highlighted, the fact that we are new. But the buyer should beware of whether this exact formulation or exact product was tested for what it’s claiming to accomplish for you.
ALG: So you’re trying to do as much as you can in-house, which includes all R&D at the moment?
EM: Yes. We have a very open source model. One of the things we did, going back two or three years, was we did a randomized, placebo-controlled, double blind study on Basis to show that it could actually restore levels of NAD. We had to show that it actually did what it did. Now that’s mechanism of action in terms of what we’re showing. We didn’t show any tangible health benefits in that particular study, it was just the reversal—
ALG: That was the 2017 study?
EM: That’s right. It was an important first step to show that.
ALG: NAD levels increased by an average of 40 percent in your users?
EM: Yes. In a one month span. Then that was sustained over a period of time after that. And it was done safely. But if a traditional pharmaceutical company had done that study they would have just internally validated that the product works, then continued their research. We chose to publish and announce it. What we found was an influx of research interest from MDs and PHDs all around the world who said, “I’m interested in NAD repletion or sirtuin activation, and I now know that your product can safely and sustainably reverse this decline. Would you be willing to work on this particular health problem with me?” So a lot of it we do internally. And a lot of it is also driven by the scientific advisory board or collaborators that approach us and say we’d love to do something with you. This idea of open source is something that’s important to us and we encourage others to pursue it as well.
ALG: A lot of exciting stuff going on there. To wrap up is there anything else you want to share about the company or what we should expect in the next six to eight months?
EM: In terms of 2019, it is our plan to launch new products in both of the categories we talked about. You’ll see new diagnostics and you’ll see new interventions from us.
ALG: Exciting. I can’t wait to see. Thanks Eric for coming on. It’s great to meet and I look forward to seeing the products when they come out.
EM: Great. Thank you.
ALG: Thank you.
Powered by WPeMatico
With all of the progress we’ve seen in deep learning tech in the past few years, it seems pretty inevitable that security cameras become smarter and more capable in regards to tracking, but there are more options than we think in how we choose to pull this off.
Traces AI is a new computer vision startup, in Y Combinator’s latest batch of bets, that’s focused on helping cameras track people without relying on facial recognition data, something the founders believe is too invasive of the public’s privacy. The startup’s technology actually blurs out all human faces in frame, only relying on the other physical attributes of a person.
“It’s a combination of different parameters from the visuals. We can use your hair style, whether you have a backpack, your type of shoes and the combination of your clothing,” co-founder Veronika Yurchuk tells TechCrunch.
Tech like this obviously doesn’t scale too well for a multi-day city-wide manhunt, and leaves room for some Jason Bourne-esque criminals to turn their jackets inside out and toss on a baseball cap to evade detection. As a potential customer, why forego a sophisticated technology just to stave off dystopia? Well, Traces AI isn’t so convinced that facial recognition tech is always the best solution; they believe that facial tracking isn’t something every customer wants or needs and there should be more variety in terms of solutions.
“The biggest concern [detractors] have is, ‘Okay, you want to ban the technology that is actually protecting people today, and will be protecting this country tomorrow?’ And, that’s hard to argue with, but what we are actually trying to do is propose an alternative that will be very effective but less invasive of privacy,” co-founder Kostya Shysh tells me.
Earlier this year, San Francisco banned government agencies from the use of facial recognition software, and it’s unlikely that they will be the only city to make that choice. In our conversation, Shysh also highlighted some of the backlash to Detroit’s Project Green Light, which brought facial recognition surveillance tech city-wide.
Traces AI’s solution can also be a better option for closed venues that have limited data on the people on their premises in the first place. One use case Shysh highlighted was being able to find a lost child in an amusement park with just a little data.
“You can actually give them a verbal description, so if you say, ‘it’s a missing 10-year-old boy, and he had blue shorts and a white t shirt,’ that will be enough information for us to start a search,” Shysh says.
In addition to being a better way to promote privacy, Shysh also sees the technology as a more effective way to reduce the racial bias of these computer vision systems that have proven less adept at distinguishing non-white faces, and are thus often more prone to false positives.
“The way our technology works, we actually blur faces of the people before sending it to the cloud. We’re doing it intentionally as one of the safety mechanisms to protect from racial and gender biases as well,” Shysh says.
The co-founders say that the U.S. and Great Britain are likely going to be their biggest markets due to the high quantity of CCTV cameras, but they’re also pursuing customers in Asian countries like Japan and Singapore, where face-obscuring facial masks are often worn and can leave facial tracking software much less effective.
Powered by WPeMatico
Being the CTO for one of the three major hypercloud providers may seem like enough of a job for most people, but Mark Russinovich, the CTO of Microsoft Azure, has a few other talents in his back pocket. Russinovich, who will join us for a fireside chat at our TechCrunch Sessions: Enterprise event in San Francisco on September 5 (p.s. early-bird sale ends Friday), is also an accomplished novelist who has published four novels, all of which center around tech and cybersecurity.
At our event, though, we won’t focus on his literary accomplishments (except for maybe his books about Windows Server) as much as on the trends he’s seeing in enterprise cloud adoption. Microsoft, maybe more so than its competitors, always made enterprise customers and their needs the focus of its cloud initiatives from the outset. Today, as the majority of enterprises is looking to move at least some of their legacy workloads into the cloud, they are often stumped by the sheer complexity of that undertaking.
In our fireside chat, we’ll talk about what Microsoft is doing to reduce this complexity and how enterprises can maximize their current investments into the cloud, both for running new cloud-native applications and for bringing legacy applications into the future. We’ll also talk about new technologies that can make the move to the cloud more attractive to enterprises, including the current buzz around edge computing, IoT, AI and more.
Before joining Microsoft, Russinovich, who has a Ph.D. in computer engineering from Carnegie Mellon, was the co-founder and chief architect of Winternals Software, which Microsoft acquired in 2006. During his time at Winternals, Russinovich discovered the infamous Sony rootkit. Over his 13 years at Microsoft, he moved from Technical Fellow up to the CTO position for Azure, which continues to grow at a rapid clip as it looks to challenge AWS’s leadership in total cloud revenue.
Tomorrow, Friday, August 16 is your last day to save $100 on tickets before prices go up. Book your early-bird tickets now and keep that Benjamin in your pocket.
If you’re an early-stage startup, we only have three demo table packages left! Each demo package comes with four tickets and a great location for your company to get in front of attendees. Book your demo package today before we sell out!
Powered by WPeMatico
After 18 years at the helm, Mitchell Reichgut is stepping down as CEO of Jun Group, with COO and president Corey Weiner taking over as chief executive.
The news comes just about a year after Jun Group was acquired by Advantage Solutions, but Reichgut said the acquisition was a “non-factor” in his decision.
“I think it is the right time for the company to have a leadership change,” he said. “I have been stepping back more and more, so it’s a natural progression, with a bunch of managers here taking on larger roles as I move on.”
In addition to Weiner (who’s been at Jun Group since 2003), other Jun Group executives taking on new roles include Mishel Alon becoming COO, Leslie Bargmann becoming vice president of client services and Jeremy Ellison becoming vice president of technology.
Reichgut, meanwhile, said he’s “stepping back entirely to focus on artwork and writing and community service after a long, long career.”
Looking ahead, Weiner plans to double down on Jun Group’s approach to advertising, where it builds custom audience segments by polling users in its network, then shows video ads and branded content to interested viewers.
“Our primary motivation is to evangelize that format,” he said. “As you know, most advertising is interruptive and consumers don’t like that kind of advertising very much — in some cases, they’re annoyed by it. This value exchange flips the advertising paradigm on its head. By choosing to engage with advertising, they are getting something amazing in return.”
Powered by WPeMatico
The right people to solve the trillion-dollar student debt crisis might be the ones who are suffering from it the hardest.
If you’re a recent college graduate, there’s a 50% chance you took on debt when you moved off campus. If you’re like the average student borrower, you graduated with $29,800 of loan debt, and are making a monthly re-payment of between $200 and $300, according to a recent report from the New York Fed.
GradJoy is a new Y Combinator-backed startup that wants to help the 45 million student debt borrowers in the U.S. manage their repayment plans. Within seven days of being a live platform and a marketing strategy that consisted of reaching out to a few universities, GradJoy is already managing $20 million in loans.
Co-founders Jose Bethancourt and Marco del Carmen turned down roles at Cloudflare and MongoDB, respectively, upon learning they’d been accepted to Y Combinator’s Summer 2019 class. GradJoy bills itself as a “student loan co-pilot,” and currently exists as a platform that helps users manage student loan repayments — whether that’s assessing pros and cons of refinancing, what a monthly payment should look like and if they have any wiggle room based on greater income and spending habits. GradJoy hopes to hammer a few cracks in the $1.5 trillion federal student loan debt crisis by giving new borrowers more insight into their repayment journey.
Loan companies will always advise borrowers to pay the minimum because they benefit from the outrageous interest fees amassed over time. GradJoy wants to tap into your bank account and monitor your finances to deliver more transparent loan-management advice with a feature that lets you simulate how different payment amounts would affect your loans.
Bethancourt, a recent University of Texas graduate, was his own first user. He built the GradJoy platform for himself while calculating his optimal student loan repayment plan in Excel. He’d met his co-founder in a coding bootcamp in the Rio Grande Valley at the border of Mexico and South Texas — where Bethancourt is originally from.
Jose Bethancourt (Left) Marco del Carmen (Right)
Student lending is a predatory industry that benefits off the ignorance of first-time borrowers and has been known to purposefully constrict resources for customers. New borrowers must navigate landmines like refinancing scams, the “7-minute rule” for customer service assistance and tricky requirements buried within the public service loan forgiveness program.
A question is posed for new startups that want to punch up against greedy student loan servicers like Navient and AES. Without replicating the corrupt business models that lenders have in order to make money off the student loan debt problem, how can newcomers like GradJoy become profitable?
Gradjoy bills itself as a “student loan co-pilot”
Aside from venture capital, which GradJoy will be seeking upon its graduation from Y Combinator, it will make money in a few ways. In order to align with users’ goals, GradJoy’s business model is tied to their savings. If a user refinances using GradJoy, they get a referral payment from their lending partners. The platform is currently beta testing their robo-advisor for debt, and in the future they plan on charging a small fee per month if they’re able to save a user money.
Student loans don’t only burden millennial bank accounts. The student loan debt crisis is creating an economic trend. Inability to repay student loans causes young people to rely on credit cards to make ends meet and delay major life choices like investing in property. Not to mention the affect of student debt on mental health for young people at an already volatile point in their lives.
In five years, GradJoy’s founders say they’d like to be running a more robust financial services product that was first focused on helping its customers pay off student loans. They hope to mobilize customers while they’re at the nascence of their financial independence, and scale up to launch a larger suite of financial service products.
Powered by WPeMatico