funding
Auto Added by WPeMatico
Auto Added by WPeMatico
Mixhalo — the startup co-founded by Incubus guitarist Mike Einziger and his wife, violinist Ann Marie Simpson-Einziger — has raised $10.7 million in Series A funding.
The company’s initial goal was to bring better sound quality to concerts. Instead of hearing music blasted out of speakers, users can connect their smartphone to a network (the startup creates its own wireless channel that doesn’t rely on the venue’s potentially overloaded Wi-Fi or cell networks). Then, through their earbuds, they’ll hear the same sound mix that the musicians receive through their in-ear monitors.
Mixhalo launched two years ago at TechCrunch Disrupt NY, where Incubus and investor Pharrell Williams took the stage to play a couple of songs. The sound arrived loud and clear through my earbuds, and the experience didn’t feel too different from a normal concert.
Since then, Mixhalo has also been used at Y Combinator Demo Day and deployed on tours by Charlie Puth, Incubus and Metallica, as well as Aerosmith’s current Las Vegas residency.
And at the beginning of this year, Marc Ruxin joined as CEO. Ruxin previously led the music discovery startup TastemakerX (which was acquired by Rdio), so this is clearly an area that interests him, but he told me that he wasn’t actually eager to return to the music business. However, he was wowed by Mixhalo’s sound quality, and as he talked to Einziger (who serves as the startup’s chief creative officer), he became convinced that the technology could be used at a wide range of events and venues — conferences, sports, museums, megachurches and more.
Plus, unlike other music startups, Ruxin said the business model here seemed appealingly straightforward: “We sell enterprise software to event organizers.”
When I’ve described the idea in the past, there’s usually some skepticism about whether concertgoers really care that much about sound, and concern about whether wearing headphones diminishes the social experience.
Ruxin countered Mixhalo offers a number of benefits beyond sound quality — there’s the ability for each listener to control their own volume, and an opportunity to create unique experiences, like offering multiple mixes for a single concert, or watching one band at a festival (or one presenter at Demo Day) while listening to another via Mixhalo.
He also argued that people don’t realize how bad most concert audio is until Mixhalo gives the chance to experience something better.
“We’re definitely solving a problem in music that people don’t realize they have,” he said, comparing it to watching an old TV and thinking it was fine, until you had the chance to watch in HD: “Now, sports that’s not in HD looks crappy.”
As for the effect on the social experience, Ruxin said the idea isn’t to turn the whole event into a silent disco. Instead, Mixhalo allows the audience members to choose the experience they want. And that can change from song to song — he recalled seeing some fans listen to Mixhalo for most of a concert, then take their headphones off to sing along with the hits. Others did the opposite, wanting to get the best sound quality on their favorite songs.
Ruxin said he’s primarily focused on music and sports for now, but he’s also open to working with partners outside those areas, because the technology can be installed in, say, a Broadway musical with “no technical tweaks.”
The funding was led by Foundry Group, with participation from Sapphire Sport, Founders Fund, Defy Partners, Cowboy Ventures, Red Light Management, Another Planet Entertainment, Rick Farman and Rich Goodstone of Superfly and Charlie Walker of C3. Mixhalo has now raised a total of $15 million.
NEW YORK, NY – MAY 17: (L-R) Pharrell Williams, founder and CEO of MIXhalo Mike Einziger and TechCrunch senior writer Anthony Ha speak onstage during TechCrunch Disrupt NY 2017 – Day 3 at Pier 36 on May 17, 2017 in New York City. (Photo by Noam Galai/Getty Images for TechCrunch)
Powered by WPeMatico
Arrcus has a bold notion to try and take on the biggest names in networking by building a better networking management system. Today it was rewarded with a $30 million Series B investment led by Lightspeed Venture Partners.
Existing investors General Catalyst and Clear Ventures also participated. The company previously raised a seed and Series A totaling $19 million, bringing the total raised to date to $49 million, according to numbers provided by the company.
Founder and CEO Devesh Garg says the company wanted to create a product that would transform the networking industry, which has traditionally been controlled by a few companies. “The idea basically is to give you the best-in-class [networking] software with the most flexible consumption model at the lowest overall total cost of ownership. So you really as an end customer have the choice to choose best-in-class solutions,” Garg told TechCrunch.
This involves building a networking operating system called ArcOS to run the networking environment. For now, that means working with manufacturers of white-box solutions and offering some combination of hardware and software, depending on what the customer requires. Garg says that players at the top of the market like Cisco, Arista and Juniper tend to keep their technical specifications to themselves, making it impossible to integrate ArcOS with those companies at this time, but he sees room for a company like Arrcus .
“Fundamentally, this is a very large marketplace that’s controlled by two or three incumbents, and when you have lack of competition you get all of the traditional bad behavior that comes along with that, including muted innovation, rigidity in terms of the solutions that are provided and these legacy procurement models, where there’s not much flexibility with artificially high pricing,” he explained.
The company hopes to fundamentally change the current system with its solutions, taking advantage of unbranded hardware that offers a similar experience but can run the Arrcus software. “Think of them as white-box manufacturers of switches and routers. Oftentimes, they come from Taiwan, where they’re unbranded, but it’s effectively the same components that are used in the same systems that are used by the [incumbents],” he said.
The approach seems to be working, as the company has grown to 50 employees since it launched in 2016. Garg says that he expects to double that number in the next six-nine months with the new funding. Currently the company has double-digit paying customers and more than 20 in various stages of proofs of concepts, he said.
Powered by WPeMatico
Since co-founding Heap, CEO Matin Movassate has been saying that he wants to take on the analytics incumbents. Today, he’s got more money to fund that challenge, with the announcement that Heap has raised $55 million in Series C funding.
Movassate (pictured above) previously worked as a product manager at Facebook, and when I interviewed him after the startup’s Series B, he recalled the circuitous process normally required to collect and analyze user data. In contrast, Heap automatically collects data on user activity — the goal is to capture literally everything — and makes it available in a self-serve way, with no additional code required to answer new queries.
The company says it now has more than 6,000 customers, including Twilio, AppNexus, Harry’s, WeWork and Microsoft.
With this new funding, Heap has raised a total of $95.2 million. The plan is to fund international growth, as well as expand the product, engineering and go-to-market teams.
The Series C was led by NewView Capital, with participation from new DTCP, Maverick Ventures, Triangle Peak Partners, Alliance Bernstein Private Credit Investors, Sharespost and existing investors (NEA, Menlo Ventures, Initialized Capital and Pear VC). NewView founder and managing partner Ravi Viswanathan is joining the startup’s board of directors.
“Heap offers an innovative approach to automating a company’s analytics, enabling a variety of teams within an organization to obtain the data they need to make educated and, ultimately, smarter decisions,” Viswanathan said in a statement. “We are excited to team up with Heap, as they continue to develop their cutting edge software, expand their analytics automation offerings and help serve their growing numbers of customers.”
Powered by WPeMatico
There comes a time for many startup companies where they either realize they need to do a nationwide rollout, or they need to actively target buyers in the middle of the country. If you are a startup on either the East or the West Coasts, it’s worth thinking about how this market might present its own set of unique challenges, and how you plan to overcome them.
There are a lot of misconceptions about what some people call “flyover country,” and as a San Francisco native who spent two decades in New York, Washington DC, and Boston before moving to Pittsburgh, I can assure you they are almost all wrong. Without getting into specifics, the reality of “middle America” is that it’s the same as anywhere else.
Income, education, world view, and waistlines are all varied. It’s pretty accurate that San Francisco possesses a culture obsessed with fitness and entrepreneurship, but California isn’t necessarily all like that, and if you think it is, I encourage you to go to Bakersfield, the Central Valley, or Eureka sometime.
In addition, just because the stereotypes are wrong doesn’t mean there’s nothing different about doing business here. As you think about how to conduct your rollout, here are some things you should consider:
As with any market, research is key since it informs every other aspect of the rollout. Start by looking into who your competition is.
Since there are fewer VC-backed startups in middle America, and smaller companies tend to get less press, the research may be harder. However, there are some major universities that are actively putting money into their own Entrepreneurship programs and those spinoffs often do very well.
Powered by WPeMatico
Billionaire businessman and philanthropist Michael Bloomberg recently pledged to rapidly spend $500 million in a bid to push the U.S. “Beyond Carbon,” aiming to end this country’s use of coal and natural gas power in a generation or less.
In another recent piece, I featured an in-depth interview with Carl Pope, the veteran environmental leader who has essentially been the inspirational force behind Bloomberg’s evolution. The former New York City Mayor had never given a major gift to environmental causes as of a decade or so ago, until Pope “convinced” him to get involved.
My previous piece was an attempt to understand the ethical vision influencing Bloomberg’s work, by looking at Pope’s personal story and the history of the environmental movement he has helped to shape. Below, Pope joins me again to look at the details of Bloomberg’s “Beyond Carbon” plan, including how he was able to persuade Bloomberg to take it on, and some areas of controversy that could arise as the $500 million is distributed.
Greg Epstein: You and Michael Bloomberg met around a decade ago or so, right?
Carl Pope: About 12 years ago, actually. 2007.
Epstein: Bloomberg had never given a major gift to an environmental group before he met you, and, as he writes in the book, you “convinced him” to get massively involved, to the tune now of many hundreds of millions of dollars. What do you think it is about you, the way that you approach things, or the work you do that made the two of you, in this relatively unlikely partnership, work so well?
Pope: We both like big ideas, and we both like to pursue them very pragmatically. We set very high expectations for what we want to get, and we’re willing to take necessarily small steps to get there. That’s one thing.
The second thing is, my original environmental frame was air pollution, [which] I worked on the first seven or eight years I was an environmentalist. Mike is a big public health advocate. So the fact that I was talking about saving people’s lives made a lot of sense to him.
Epstein: He talked about how you ‘showed him the numbers,’ back in 2011, on just how deadly coal actually is.
Pope: Yeah, that was the deal sealer.
Epstein: Interpersonally, what the interactions between you and him like?
Pope: We’re both public figures who are actually somewhat introspective, and so it works.
Epstein: I’ve read the “Beyond Carbon” plans as they’re presented by the Bloomberg organization. They do seem quite promising as far as broad, sweeping PR statements go.
But whether or not they will work is all in the details, right? You’re a detail-oriented person, as you just mentioned, so, what are some of the practical steps the plan calls for that you think deserve the most attention, beyond the headlines?
Pope: In A Climate of Hope, Mike and I articulated an approach to climate in which we gave our reasons for thinking that most climate leadership is going to come not from national governments but from businesses, cities, provinces, civic organizations, from the bottom up.
Powered by WPeMatico
Round sizes are up. Valuations are up. There are more investors than ever hunting unicorns around the globe. But for all the talk about the abundance of venture funding, there is a lot less being said about what it all means for entrepreneurs raising their early funding rounds.
Take for instance Seed-stage dilution. Since 2014, enterprise-focused tech companies have given up significantly more ownership during Seed rounds. What gives?
Scale is an investor in early-in-revenue enterprise technology companies, so we wanted to better understand how this trend in Seed-stage dilution impacts companies raising Series A and Series B rounds.
Using our Scale Studio dataset of performance metrics on nearly 800 cloud and SaaS companies as well as Pitchbook fundraising records covering B2B software startups, we started connecting the dots between trends in valuations, round sizes, and winner-take-all markets.
Bottom line for founders: Don’t let all the capital in venture mislead you. There’s an important connection between higher Seed-stage dilution and increased investor expectations during Series A and Series B rounds.
These days, successful startups are growing up faster than ever.
Powered by WPeMatico
Lidar is a critical method by which robots and autonomous vehicles sense the world around them, but the lasers and sensors generally take up a considerable amount of space. Not so with Voyant Photonics, which has created a lidar system that you really could conceivably balance on the head of a pin.
Before getting into the science, it’s worth noting why this is important. Lidar is most often used as a way for a car to sense things at a medium distance — far away, radar can outperform it, and up close, ultrasonics and other methods are more compact. But from a few feet to a couple hundred feed out, lidar is very useful.
Unfortunately, even the most compact lidar solutions today are still, roughly, the size of a hand, and the ones ready for use in production vehicles are still larger. A very small lidar unit that could be hidden on every corner of a car, or even inside the cabin, could provide rich positional data about everything in and around the car with little power and no need to disrupt the existing lines and design. (And that’s not getting into the many, many other industries that could use this.)
Lidar began with the idea of, essentially, a single laser being swept across a scene multiple times per second, its reflection carefully measured to track the distances of objects. But mechanically steered lasers are bulky, slow and prone to failure, so newer companies are attempting other techniques, like illuminating the whole scene at once (flash lidar) or steering the beam with complex electronic surfaces (metamaterials) instead.
One discipline that seems primed to join in the fun is silicon photonics, which is essentially the manipulation of light on a chip for various purposes — for instance, to replace electricity in logic gates to provide ultra-fast, low-heat processing. Voyant, however, has pioneered a technique to apply silicon photonics to lidar.
In the past, attempts in chip-based photonics to send out a coherent laser-like beam from a surface of lightguides (elements used to steer light around or emit it) have been limited by a low field of view and power because the light tends to interfere with itself at close quarters.
Voyant’s version of these “optical phased arrays” sidesteps that problem by carefully altering the phase of the light traveling through the chip. The result is a strong beam of non-visible light that can be played over a wide swathe of the environment at high speed with no moving parts at all — yet it emerges from a chip dwarfed by a fingertip.
“This is an enabling technology because it’s so small,” said Voyant co-founder Steven Miller. “We’re talking cubic centimeter volumes. There’s a lot of electronics that can’t accommodate a lidar the size of a softball — think about drones and things that are weight-sensitive, or robotics, where it needs to be on the tip of its arm.”
Lest you think this is just a couple yahoos who think they’ve one-upped years of research, Miller and co-founder Chris Phare came out of the Lipson Nanophotonics Group at Columbia University.
“This lab basically invented silicon photonics,” said Phare. “We’re all deeply ingrained with the physics and devices-level stuff. So we were able to step back and look at lidar, and see what we needed to fix and make better to make this a reality.”
The advances they’ve made frankly lie outside my area of expertise, so I won’t attempt to characterize them too closely, except that it solves the interference issues and uses a frequency modulated continuous wave technique, which lets it measure velocity as well as distance (Blackmore does this as well). At any rate, their unique approach to moving and emitting light from the chip lets them create a device that is not only compact, but combines transmitter and receiver in one piece, and has good performance — not just good for its size, they claim, but good.
“It’s a misconception that small lidars need to be low-performance,” explained Phare. “The silicon photonic architecture we use lets us build a very sensitive receiver on-chip that would be difficult to assemble in traditional optics. So we’re able to fit a high-performance lidar into that tiny package without any additional or exotic components. We think we can achieve specs comparable to lidars out there, but just make them that much smaller.”
The chip-based lidar in its test bed.
It’s even able to be manufactured in a normal fashion like other photonics chips. That’s a huge plus when you’re trying to move from research to product development.
With this first round of funding, the team plans to expand and get this tech out of the lab and into the hands of engineers and developers. The exact specs, dimensions, power requirements and so on are all very different depending on the application and industry, so Voyant can make decisions based on feedback from people in other fields.
In addition to automotive (“It’s such a big application that no one can make lidar and not look at that space,” Miller said), the team is in talks with numerous potential partners.
Although being at this stage while others are raising nine-figure rounds might seem daunting, Voyant has the advantage that it has created something totally different from what’s out there, a product that can safely exist alongside popular big lidars from companies like Innoviz and Luminar.
“We’re definitely talking to big players in a lot of these places, drones and robotics, perhaps augmented reality. We’re trying to suss out exactly where this is most interesting to people,” said Phare. “We see the evolution here being something like bringing room-size computers down to chips.”
The $4.3 million raised by Voyant comes from Contour Venture Partners, LDV Capital and DARPA, which naturally would be interested in something like this.
Powered by WPeMatico
Chinese startups continue to weather tough times as private investors, caught in a cash crunch, are concentrating money into fewer deals.
China’s deal-making activity for startups in the six months ended June halved from a year ago to 1,910, according to data from consulting firm ChinaVenture’s research arm. The amount invested in domestic startups during the first half of 2019 plummeted 54% to $23.2 billion.
The slide in startup investment comes as the money behind the money shrinks amid a cooling economy in China that is exacerbated by a trade war with the U.S. Fundraising for investors was already showing signs of slowdown a year earlier. In the first half of this year, private equity and venture capital firms in China secured 30% less than what they had raised over the same period a year ago, amounting to a total of $54.44 billion; 271 funds managed to raise, down 52%.
That money from limited partners is also flowing to a small rank of investors. Twelve institutions accounted for 57% of all the capital landed by VCs and PEs in the period. Investment coffers that have gotten a big boost include the likes of TPG Capital, Warburg Pincus, DCG Capital, Legend Capital and Source Code Capital.
Healthcare was the most-backed sector during the six months, although proptech startups scored the biggest average deal size. Some of the highest funded companies from the period were artificial intelligence chip maker Horizon Robotics, shared housing upstart Danke and China’s Starbucks challenger, Luckin.
Powered by WPeMatico
Tennis superstar and mom to a 22-month-old, Serena Williams has joined Mark Cuban to invest $3 million seed funding in Mahmee, a startup working toward filling the critical care gap in postpartum care.
For those who’ve never given birth or who (count your blessings!) never had any mishaps in the hospital or afterwards, the weeks and months following childbirth can be extremely hard on the new mom, with estimates as high as one in five women suffering from postpartum depression or anxiety and about 9% of women experiencing post traumatic stress disorder (PTSD) following childbirth — and those are just the mood and mental health disorders.
Physical recovery, even for those with a healthy, run-of-the-mill birth, takes at least six weeks — eight weeks if you’ve had a C-section. And then there are all the medical complications. Williams, who has a history of blood clots, ended up basically shouting at the doctors to give her a CT scan that saved her life.
The real issue, at the heart of all this, according to Mahmee co-founder Melissa Hanna, is that “the data is fragmented.” She says this is why she built a network to get new moms the support they need — from their community, other moms and medical providers.
Mahmee provides not only online group discussions with other moms going through the same thing and at the same stage but also connection to your medical provider. On top of that, it adds support from a trained “maternity coach” who can flag if something is wrong.
One example Hanna used was a new mom who was exhibiting symptoms of septic shock. The co-founder says a coach was able to call this mom on the spot and get her to contact her OB-GYN right away.
There are other online services like Postpartum Support International (PSI) and the Bloom Foundation, which both provide a sort of digital network and resources for new moms, but Hanna believes it is that missing link to medical professionals after mom has gone home from the hospital that really makes a difference.
“We’re so focused on delivering a healthy baby that mom gets side-lined,” she told TechCrunch. Adding in a statement, “And this industry is lacking the IT infrastructure needed to connect these professionals from different organizations to each other, and to follow and monitor patients across practices and health systems. This missing element creates gaps in care. Mahmee is the glue that connects the care ecosystem and closes the gaps.”
While other sites mentioned above are free to use, Mahmee, which goes beyond social support to providing engagement and patient monitoring, makes money through group and individual video calls (the introductory session with a coach is free) and various support groups. There are also different payment tiers starting at $20 a month and up toward $200 per month where new parents can ask unlimited questions through a HIPAA-secure, online dashboard connecting them with their medical providers and Mahmee coaches.
Do new moms need to pay someone to help them out and monitor them medically after they get home from the hospital? Possibly. Some local hospitals and medical networks also provide various types of help — both through counseling and new parent support groups. But often it can take weeks to get a counseling session at a busy hospital and your OB may have too many patients to call and check up on you. Having this type of support could just save your life — and, if anything else, checking in with a group of moms going through the same thing could be the key to saving your sanity.
Hanna admits it’s early days for her startup, but tells TechCrunch there are more than 1,000 providers in the Mahmee network so far. She plans to use the $3 million to grow her team, including engineers, clinicians and sales staff, and hints she’s working on several partnerships within the healthcare industry right now.
Powered by WPeMatico
Could Roblox create a new entertainment and communication category, something it calls “human co-experience”?
When it was a small startup, few observers would have believed in that future. But after 15 years — as told in the origin story of our Roblox EC-1 — the company has accumulated 90 million users and a new $150 million venture funding war chest. It has captured the imagination of America’s youth, and become a startup darling in the entertainment space.
But what, exactly, is human co-experience? Well, it can’t be described precisely — because it’s still an emerging category. “It’s almost like that fable where the nine blind men are touching and describing an elephant.
Everyone has a slightly different view,” says co-founder and CEO Dave Baszucki. In Roblox’s view, co-experience means immersive environments where users play, explore, talk, hang out, and create an identity that’s as thoroughly fleshed out (if not as fleshy) as their offline, real life.
But the next decade at Roblox will also be its most challenging time yet, as it seeks to expand from 90 million users to, potentially, a billion or more. To do so, it needs to pull off two coups.
First, it needs to expand the age range of its players beyond its current tween and teen audience. Second, it must win the international market. Accomplishing both of these will be a puzzle with many moving parts.
One thing Roblox has done very well is appeal to kids within a certain age range. The company says that a majority of all 9-to-12-year-old children in the United States are on its platform.
Within that youthful segment, Roblox has arguably already created the human co-experience category. Many games are more cooperative than competitive, or have goals that are unclear or don’t seem to matter much. One of Roblox’s most popular games, for instance, is MeepCity, where players can run around and chat in virtual environments like a high school without necessarily interacting with the game mechanics at all.
What else separates these environments from what you can see today on, say, the App Store or Steam? A few characteristics seem common.
For one, the environments look rough. One Robloxian put the company’s relaxed attitude toward looks as “not over-indexing on visual fidelity.”
Roblox games also ignore the design principles now espoused by nearly every game company. Tutorials are infrequent, user interfaces are unpolished, and one gets the sense that KPIs like retention and engagement are not being carefully measured.
That’s similar to how games on platforms like Facebook and the App Store started out, so it seems reasonable to say Roblox is just in a similarly early stage. It is — but it’s also competing directly with mobile games that are more rigorously designed. Over half of its players are on smartphones, where they could have chosen a free game that looks more polished, like Fortnite or Clash of Clans.
The more accurate explanation of why Roblox draws big player numbers is that there’s a gap in the kids entertainment market. So far, only Roblox fills that gap, despite its various shortcomings.
“The amount of unstructured, undirected play has been declining for decades. [Kids] have much more homework, and structured activities like theater after school.
One of the big unmet needs we solve is to give kids a place to have imagination,” explains Craig Donato, Roblox’s chief business officer. “If you play the experiences on our platform, you’re not playing to win. You go into these worlds with people you know and share an experience.”
Games like The Sims tried to do the same, but eventually faded in the children’s demo. Roblox’s trick has been continued growth: it provides kids with an endless array of games that unlock their imagination. But just like we don’t expect adults to have fun with Barbie dolls, it’s unlikely most adults would enjoy Roblox games.
Of course, it would be easy to point at Roblox and laugh off its ambitions to win over people of all ages. That laughter would also be short-sighted.
As David Sze, the Greylock Partners investor who led Roblox’s most recent round, pointed out: “When we invested in Facebook there was a huge amount of pushback that nobody would use it outside college.” Companies that have won over one demographic have a good chance of winning others.
Roblox has also proven its ability to evolve. At one time, the platform’s players were 90 percent male. Now, that’s down to about 60 percent. Roblox now has far more girls playing than the typical game platform.
Powered by WPeMatico