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Cockroach Labs, makers of CockroachDB, have been on a fundraising roll for the last couple of years. Today the company announced a $160 million Series E on a fat $2 billion valuation. The round comes just eight months after the startup raised an $86.6 million Series D.
The latest investment was led by Altimeter Capital, with participation from new investors Greenoaks and Lone Pine, along with existing investors Benchmark, Bond, FirstMark, GV, Index Ventures and Tiger Global. The round doubled the company’s previous valuation and increased the amount raised to $355 million.
Co-founder and CEO Spencer Kimball says the company’s revenue more than doubled in 2020 in spite of COVID, and that caught the attention of investors. He attributed this paradoxical rise to the rapid shift to the cloud brought on by the pandemic that many people in the industry have seen.
“People became more aggressive with what was already underway, a real move to embrace the cloud to build the next generation of applications and services, and that’s really fundamentally where we are,” Kimball told me.
As that happened, the company began a shift in thinking. While it has embraced an open-source version of CockroachDB along with a 30-day free trial on the company’s cloud service as ways to attract new customers to the top of the funnel, it wants to try a new approach.
In fact, it plans to replace the 30-day trial with a newer version later this year without any time limits. It believes this will attract more developers to the platform and enable them to see the full set of features without having to enter credit card information. What’s more, by taking this approach, it should end up costing the company less money to support the free tier.
“What we expect is that you can do all kinds of things on that free tier. You can do a hackathon, any kind of hobby project […] or even a startup that has ambitions to be the next DoorDash or Airbnb,” he said. As he points out, there’s a point where early-stage companies don’t have many users, and can remain in the free tier until they achieve product-market fit.
“That’s when they put a credit card down, and they can extend beyond the free tier threshold and pay for what they use,” he said. The newer free tier is still in the beta testing phase, but will be rolled out during this year.
Kimball says the company wasn’t necessarily looking to raise, although he knew that it would continue to need more cash on the balance sheet to run with giant competitors like Oracle, AWS and the other big cloud vendors, along with a slew of other database startups. As the company’s revenue grows, he certainly sees an IPO in its future, but he doesn’t see it happening this year.
The startup ended the year with 200 employees and Kimball expects to double that by the end of this year. He says growing a diverse group of employees takes good internal data and building a welcoming and inclusive culture.
“I think the starting point for anything you want to optimize in a business is to make sure that you have the metrics in front of you, and that you’re constantly looking at them […] in order to measure how you’re doing,” he explained.
He added, “The thing that we’re most focused on in terms of action is really building the culture of the company appropriately and that’s something we’ve been doing for all six years we’ve been around. To the extent that you have an inclusive environment where people actually really view the value of respect, that helps with diversity.”
Kimball says he sees a different approach to running the business when the pandemic ends, with some small percentage going into the office regularly and others coming for quarterly visits, but he doesn’t see a full return to the office post-pandemic.
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The ongoing push for social distancing to slow the spread of COVID-19 has meant that more people than ever are using internet-based services to get things done. And that is having a direct impact on digital customer service, which is seeing unprecedented traffic and demands when things are not running smoothly. Today, one of the startups that’s built an interesting, very “hands-on” approach to addressing that problem is announcing a round of funding to expand its business.
Glia, which has built a platform that not only integrates and helps manage different customer support channels, but also provides tools to help agents proactively get into a customer’s app or web page to help them find things or fix issues, is today announcing that it has picked up $78 million in a Series C round of funding. Dan Michaeli, the co-founder and CEO who is based out of New York (the company has a substantial operation in Estonia too), said it will be used to continue developing its technology and expanding to address inbound interest for its services after seeing its revenues grow by 150% in 2020.
The company’s original focus was around financial services and it counts a large base of customers in that area, but it is also seeing a lot of activity in adjacent industries like insurance, as well as education, retail and other categories Michaeli said.
“We’ve had overwhelming demand and it’s incredible to see how businesses want to adopt us right now,” he said in an interview. “The plan is to significantly scale up and continue to define and meet that demand for digital customer service.” The company is likely also to use some of the funding for acquisitions in what appears to be a rapidly consolidating market.
The round is being led by Insight Partners, with Don Brown (an entrepreneur in the world of customer service, with his company Interactive Intelligence acquired by Genesys for $1.4 billion) also participating.
Glia isn’t disclosing other investors, but past backers include Tola Capital, Temerity Capital, Grassy Creek and Wildcat Capital, as well as Insight. Prior to this, the company, which has been around since 2012 and was previously known as SaleMove, had raised just $28 million and its valuation was a modest $69 million according to PitchBook data (and it’s not disclosing valuation today).
There are a lot of customer service startups in the market today, and a number of them are seeing huge boosts in their business, and even some consolidation as others snap up tech to make sure they have their own customer service strategies going in the right direction. (Witness Facebook of all companies acquiring omnichannel customer support and CRM leader Kustomer for $1 billion in November.)
Glia is not unlike many of the new guard of these companies, in that its focus is very squarely on providing a platform to be able to manage and interact across whatever digital channel a customer happens to be using. Glia, I should point out, means “glue” in Greek.
What makes Glia quite interesting and different from these are some of the twists it uses to engage with users. One of these involves being able to give agents the ability to actually get on the screen of the user in question, in order to both guide the user around the screen, and to see what the user is doing on that screen.
To be clear, the connection and ability to track what the user is doing is just on the screen in question, and it’s done with the user’s awareness of what is going on. In the demo of the service that I went through, it’s a very smooth service, which reminded me just a little of things like Clippy on Microsoft Word.
Alongside this, Glia provides tools to agents to coach them on questions to ask, phrasing to use and links for answers, and Glia also develops virtual customer service assistants, to help with more basic questions. These also have the ability to interact with people’s screens when they make contact with a company. This in effect sees the company combining a number of technologies in one place, from natural language to suggest (and in some cases run) customer service responses, through to computer vision to help detect what is going on on the remote screen, through to more fundamental CRM technology to run those services across multiple platforms.
While screen sharing has been a well-used tool in other areas — for example in workforce collaboration environments, or for presenting online — Glia is seen as one of the pioneers in leveraging that for customer service. For investors, the interest in Glia has been to tap into that.
“We are proud to expand our investment in Glia as the company continues to lead the evolution of Digital Customer Service for businesses across the globe,” said Lonne Jaffe, managing director at Insight Partners, in a statement. “Glia’s platform provides the modern technology necessary for businesses to meet customers in their digital journeys and communicate through the customer’s channel of choice. With this capital, the company will continue to scale and keep up with skyrocketing demand.”
We are in a key moment of digital transformation in customer services. Surprisingly, there are still many who opt for calling in to ask questions, but as Michaeli noted, these days, even when they are still using phones, customers will do so with “their screens in front of them.”
Brown believes that this is the other opportunity to seize. “Many companies are still focused on moving antiquated, on-premises telephony systems to cloud contact centers that essentially offer the same functionality,” he said in a statement. “Instead, businesses can leapfrog this process and move directly to a digital-first cloud approach by partnering with Glia. If I were to build Interactive Intelligence for today’s contact center, I would take Glia’s approach.”
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As the pandemic took hold in 2020, companies accelerated their move to cloud services. Lacework, the cloud security startup, was in the right place at the right time as customers looked for ways to secure their cloud native workloads. The company reported that revenue grew 300% year over year for the second straight year.
It was rewarded for that kind of performance with a $525 million Series D today. It did not share an exact valuation, only saying that it exceeded $1 billion, which you would expect on such a hefty investment. Sutter Hill and Altimeter Capital led the round with help from D1 Capital Management, Coatue, Dragoneer Investment Group, Liberty Global Ventures, Snowflake Ventures and Tiger Global Management. The company has now raised close to $600 million.
Lacework CEO Dan Hubbard says one of the reasons for such widespread interest from investors is the breadth of the company’s security solution. “We enable companies to build securely in the cloud, and we span across multiple different categories of markets, which enable the customers to do that,” he said.
He says that encompasses a range of services, including configuration and compliance, security for infrastructure as code, build time and runtime vulnerability scanning and runtime security for cloud native environments like Kubernetes and containers.
As the company has grown revenue, it has been adding employees quickly. It started the year with 92 employees and closed with more than 200, with plans to double that by the end of this year. As he looks at hiring, Hubbard is aware of the need to build a diverse organization, but acknowledges that tech in general hasn’t done a great job so far.
He says they are working with the various teams inside the company to try and change that, while also working to support outside organizations that are helping educate underrepresented groups to get the skills they need and then building from that. “If you can help solve the problem at an earlier stage, then I think you’ve got a bigger opportunity [to have a base of people to hire] there,” he said.
The company was originally nurtured inside Sutter Hill and is built on top of the Snowflake platform. It reports that $20 million of today’s total comes from Snowflake’s new venture arm, which is putting some money into an early partner.
“We were an alpha Snowflake customer, and they were an alpha customer of ours. Our platform is built on top of the Snowflake data cloud and their new venture arm has also joined the round with an investment to further strengthen the partnership there,” Hubbard said.
As for Sutter Hill, investor Mike Speiser sees Lacework as one of his firm’s critical investments. “[Much] like Snowflake at a similar point in its evolution, Lacework is growing revenue at over 300% per year making Lacework one of Sutter Hill Ventures’ most important and promising portfolio companies,” he said in a statement.
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In April 2020, when the entire world was laser-focused on the coronavirus pandemic, we realized that startupland was in unprecedented territory. How should startups navigate fundraising, operations, and better understand the market?
In a matter of a couple weeks, we spun up a little series called Extra Crunch Live, giving Extra Crunch members the chance to hear from and connect with leaders across the industry. We brought on some of the biggest names in tech and VC, including the likes of Roelof Botha, Kirsten Green, Zach Perret, Charles Hudson, Aileen Lee, Mark Cuban, Howard Lerman, Niko Bonatsos and Alexa Von Tobel — and the list could go on and on and on.
Somehow, we did 44 episodes of the show in 2020, the year of our Lord.
By any measure, it’s been a huge success. But we’re not ones to rest on our laurels here at TechCrunch. Which is why I’m thrilled to announce Extra Crunch Live 2.0.
In 2021, we’ll be tweaking the format of ECL to provide even more interactivity between founders and audience members and the speakers we host on the show. You’re going to love it.
What’s New:
We’re super excited about our ECL plans for 2021 and we hope you are, too. More on upcoming speakers soon.
Remember, Extra Crunch Live events are for EC members only, so if you haven’t joined Extra Crunch, get over here!
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Coral reefs all over the world are struggling to survive, with millions of people and billions of dollars in business that rely on them at risk — on top of the fundamental tragedy of losing such a crucial ecosystem. Coral Vita aims to modernize both coral restoration techniques and the economy surrounding them, and has raised a $2 million seed round to kick things off in earnest.
I wrote about Coral Vita late in 2019 when I encountered co-founder Gator Halpern on the Sustainable Ocean Alliance’s Accelerator at Sea. At the time, the operation was both smaller and under siege by Hurricane Dorian, which wiped out the team’s coral farm in the Bahamas — and then, of course, the pandemic arrived just in time to spoil the team’s 2020 plans along with everyone else’s.
But despite the general chaos of the last year, Coral Vita managed to start and at last close a $2 million round, with the intention to come back bigger and better and demonstrate a new global model for the field.
“We decided rather than just rebuilding our pilot farm to that pilot level, we’d just take the next step forward in our journey. We really believe this is an opportunity to jump start a restoration economy,” said Sam Teicher, co-founder and chief reef officer.
To picture how reef restoration looks today, imagine (as Teicher invited me to) an underwater garden near the shore, with floating ropes and structures on which grow coral fragments that are occasionally harvested and transported to the area in need of young, healthy corals.
“But when you think about the scale of the problem — half the world’s reefs are dead and 90 percent of the other half are predicted to die in the next 30 years — relying on underwater facilities alone isn’t possible,” he said.
The plan Coral Vita has is to transition away from ocean-based farms to land facilities that allow for much improved yield and survivability, and employ advanced techniques to speed up coral’s growth and increase its survival rate. One such technique is coral microfragmenting, developed by the restoration community at large, in which corals are broken up into tiny pieces, which can grow as much as 50 times faster in aggregate. And by doing so on land they can exert much more control over the coral’s attributes.
“We’ve got tanks on land with clean sea water pumping through and the ability, among other things, to control conditions,” he explained. “So if you think of what it’ll be like off the coast of Grand Bahama in 40-50 years, we can essentially simulate that to harden the corals against those conditions. Up front, an ocean-based nursery is much cheaper, but when you start thinking about the need to grow millions or billions of corals around the world, land-based facilities start to look a lot more realistic. The cost goes down with scale, too — ocean-based nurseries go to about $30-$40 per coral; we can get it down to $10 as we get up to a hundred or a thousand tanks.”
On the left, a Bahamanian tourism official (far left) listens to Sam Teicher. On the right, Gator Halpern (center) talks with others before the pandemic. Image Credits: Coral Vita
Not only is the physical scale limited at present, but the income sources are as well: Often it’s government money instead of the inexhaustible well of private cash. Coral Vita hopes to be able to change that by increasing and diversifying supply and income, and going directly to those affected.
As the world starts to open back up, Coral Vita hopes to be able to rely again on eco-tourism, with people coming by the coral farm as they might go to a hatchery or wildlife reserve. That helps balance far-flung income and projects with more local ones (and connects the company to smaller communities like those where it’s based).
While things were still locked down, the company took the opportunity to allow distant support for its local operations, however, by expanding its “adopt a coral” campaign. Anyone who’s contributed to one of these for an endangered animal or ravaged forest will be familiar with how it works, but until earlier this year Coral Vita hadn’t actively pursued the concept.
“We’re trying to transform the space away from grants and aid — we’re selling to customers that depend on the ecosystems of reefs,” Teicher said. “If you’re a hotel that relies on scuba or snorkel tourists, if you’re a coastal property owner or insurer, a government, a development bank, a cruise line, you can hire Coral Vita to restore the reefs that you depend on.”
This superficially mercenary business model where commercially important reefs get priority wouldn’t be necessary, of course, if governments and industry hadn’t systematically neglected these reefs to begin with. Not that privately funded projects are somehow fundamentally tainted, but this type of restoration work tends to be seen as the milieu of nonprofits and government agencies. One might consider this approach a direct, if late, tax that cuts out the government middle man.
The fact is this is globally crucial work that needs to start now, not in five or 10 years when the correct conservation funds are organized by concerned parties. Every month counts when reefs are actively deteriorating, and private money is the only realistic option to scale up fast and do what needs to be done. Plus, as the process becomes cheaper, it becomes easier to fund projects without commercial backing.
“On top of that is the ability to innovate,” added Teicher. “What we’re trying to do with this round is to make advances to the science and engineering, including 3D printing and robotics in the process. We’re launching R&D projects not just for restoration but protection.”
He cited Tom Chi, co-founder of Google X and an early advisor and investor, as someone who has pushed on the automation side, comparing the industry to agriculture, where robotics is currently having a transformative effect.
Proving out the scalable land-based farms opens up the possibility of a global presence, as well — lowering costs and lead times for corals to be brought to where they’re needed.
“We’re at a point where we need to rethink adaptation and how to fund it,” said Teicher. “The two-year plan is to launch more farms in other countries — ultimately we want them in every nation with reefs and for this to be the biggest coral farm that ever existed.”
Of course he, like most, would rather that restoration never had to happen in the first place. If people would stop the practices that kill reefs, it would certainly help — though as with most of these global-scale problems, stopping the behavior doesn’t mean the problem disappears. Coral farming will still be crucial for recovery, just as other mitigations and contributions will be needed to help nature reestablish balance, or at least something approaching balance.
Leading the $2 million round was the environment-focused Builders Collective, with participation from Apollo Projects’ Max Altman and baseball’s Max and Erica Scherzer. Earlier investors (in a pre-seed or “seed one” round) include the Sustainable Ocean Alliance, Tom Chi as mentioned, Adam Draper, Yale University, and Sven and Kristin Lindblad.
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Chronosphere, the scalable cloud native monitoring tool launched in 2019 by two former Uber engineers, announced a $43.4 million Series B today. The company also announced that their service was generally available starting today.
Greylock, Lux Capital and venture capitalist Lee Fixel, all of whom participated in the startup’s $11 million Series A in 2019, led the round with participation from new investor General Atlantic. The company has raised $54.4 million.
The two founders, CEO Martin Mao and CTO Rob Skillington, created the open-source M3 monitoring project while they were working at Uber, and left in 2019 to launch Chronosphere, a startup based on that project. As Mao told me at the time of the A round, the company wanted to simplify the management of running the open source project:
M3 itself is a fairly complex piece of technology to run. It is solving a fairly complex problem at large scale, and running it actually requires a decent amount of investment to run at large scale, so the first thing we’re doing is taking care of that management,
He said that the company spent most of last year iterating the product and working with beta customers, adding that they certainly benefited from building the commercial service on top of the open-source project.
“I think we’re lucky that we have the foundation already from the open-source project, but we really wanted to focus a lot on building a product on top of that technology and really have this product be differentiated, so that was most of the focus of 2020 for us,” he said.
Mao points out that he and Skillington weren’t looking for this new round of funding as they still had money left from the A round, but the company’s previous investors approached them and they decided to strike to add additional money to the balance sheet, which would help grow the company, attract employees and help reassure customers they had plenty of capital to continue building the product and the company.
As the company has developed over the last year, it has been adding employees at a rapid clip, growing from 13 at the time of the A round in 2019 to 50 today with plans to double that by the end of next year. Mao says the founders have been thinking about how to build a diverse company from its early days.
“So [ … ] beginning last year we were making sure we were hiring the right leaders, and the right recruiting team who also care about diversity, then following that we made company-wide goals and targets for both gender and ethnic diversity, and then [we have been] holding ourselves accountable on these particular goals and tracking against them,” Mao said.
The company has been spread out from the beginning, even before COVID, with offices in Seattle, New York and Lithuania, and that has helped in terms of having a broader base to recruit from. Mao wants to remain mostly remote whenever it’s possible to return to the office, but maintain hubs on each coast where employees can meet and see each other in person.
With the product generally available today, the company will look to expand its customer base, and with the open-source project to drive interest, they have a proven way to attract new customers to the commercial product.
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Healthcare startup Color has raised a sizable $167 million in Series D funding round, at a valuation of $1.5 billion post-money, the company announced today. This brings the total raised by Color to $278 million, with its latest large round intended to help it build on a record year of growth in 2020 with even more expansion to help put in place key health infrastructure systems across the U.S. — including those related to the “last mile” delivery of COVID-19 vaccines.
This latest investment into Color was led by General Catalyst, and by funds invested by T. Rowe Price, along with participation from Viking Global investors as well as others. Alongside the funding, the company is also bringing on a number of key senior executives, including Claire Vo (formerly of Optimizely) as chief product officer, Emily Reuter (formerly of Uber, where she played a key role in its IPO process) as VP of Strategy and Operations, and Ashley Chandler (formerly of Stripe) as VP of Marketing.
“I think with the [COVID-19] crisis, it’s really shone the light on that lack of infrastructure. We saw it multiple times, with lab testing, with antigen testing and now with vaccines,” Color CEO and co-founder Othman Laraki told me in an interview. “The model that we’ve been developing, that’s been working really well and we feel like this is the opportunity to really scale it in a very major way. I think literally what’s happening is the building of the public health infrastructure for the country that’s starting off from a technology-first model, as opposed to, what ends up happening in a lot of industries, which is you start off taking your existing logistics and assets, and add technology to them.”
Color’s 2020 was a record year for the company, thanks in part to partnerships like the one it formed with San Francisco to establish testing for healthcare workers and residents. Laraki told me they did about five-fold their prior year’s business, and while the company is already set up to grow on its own sustainably based on the revenue it pulls in from customers, its ambitions and plans for 2021 and beyond made this the right time to help it accelerate further with the addition of more capital.
Laraki described Color’s approach as one that is both cost-efficient for the company, and also significant cost-saving for the healthcare providers it works with. He likens their approach to the shift that happened in retail with the move to online sales — and the contribution of one industry heavyweight in particular.
“At some point, you build Amazon — a technology-first stack that’s optimized around access and scale,” Laraki said. “I think that’s literally what we’re seeing now with healthcare. What’s kind of getting catalyzed right now is we’ve been realizing it applies to the COVID crisis, but also, we started actually working on that for prevention and I think actually it’s going to be applying to a huge surface area in healthcare; basically all the aspects of health that are not acute care where you don’t need to show up in hospital.”
Ultimately, Color’s approach is to rethink healthcare delivery in order to “make it accessible at the edge directly in people’s lives,” with “low transaction costs,” in a way that’s “scalable, [and] doesn’t use a lot of clinical resourcing,” Laraki says. He notes that this is actually very possible once you reasses the problem without relying on a lot of accepted knowledge about the way things are done today, which result in a “heavy stack” versus what you actually need to deliver the desired outcomes.
Laraki doesn’t think the problem is easy to solve — on the contrary, he acknowledges that 2021 is likely to be even more difficult and challenging than 2020 in many ways for the healthcare industry, and we’ve already begun to see evidence of that in the many challenges already faced by vaccine distribution and delivery in its initial rollout. But he’s optimistic about Color’s ability to help address those challenges, and to build out a “last mile” delivery system for crucial care that expands accessibility, while also making sure things are done right.
“When you take a step back, doing COVID testing or COVID vaccinations … those are not complex procedures at all — they’re extremely simple procedures,” he said. “What’s hard is doing them massive scale and with a very low transaction cost to the individual and to the system. And that’s a very different tooling.”
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ShareChat, an Indian social network that added Twitter as an investor in 2019, may soon receive the backing of two more American firms.
The Bangalore-based startup is in advanced stages of talks to raise money from Google and Snap, as well as several existing investors, including Twitter, three sources familiar with the matter told TechCrunch.
The new financing round — a Series E — is slated to be larger than $200 million, with Google alone financing more than $100 million of it, four sources said, requesting anonymity as the talks are private. The round values ShareChat at more than $1 billion, two of the sources said.
ShareChat, Google and Snap did not immediately respond to a request for comment. ShareChat has raised about $264 million to date and was valued at nearly $700 million last year.
The terms of the deal could change and the talks may not materialize into an investment, the sources cautioned. Local TV channel ET Now reported last year that Google was in talks to acquire ShareChat.
ShareChat’s marquee and eponymous app caters to users in 15 Indian languages and has a large following in small Indian cities and towns. Twitter and Snap, on the other hand, are struggling to gain users beyond urban cities in the world’s second-largest internet market. Both Twitter and Snapchat have about 50 million monthly active users in India, according to a popular mobile insight firm.
In an interview with TechCrunch last year, Ankush Sachdeva, co-founder and chief executive of ShareChat, said the app was growing “exponentially” and that users were spending, on average, more than 30 minutes on the app each day.
If the deal goes through, it would be the first investment from Snapchat’s parent company into an Indian startup. Google, on the other hand, has been on a spree of late. The Android-maker last month invested in DailyHunt and InMobi’s Glance, both of which operate short-video apps.
Like the two, ShareChat also operates a short-video app. Its app, called Moj, had amassed more than 80 million monthly active users as of September last year, the startup said at the time. Several of these short videos apps, as well as Times Internet’s MX TakaTak (operated by MX Player), have witnessed an accelerated growth in recent quarters thanks in part to New Delhi banning ByteDance’s TikTok and hundreds of other Chinese apps mid-last year.
Last year, Google announced that it plans to invest $10 billion in India over the course of five to seven years. Days later, the company invested $4.5 billion in Indian telecom giant Jio Platforms. Google and Facebook, which invested $5.7 billion in Jio Platforms last year, reach more than 400 million users in the country.
Google, Facebook, ShareChat, DailyHunt and Glance generate most of their revenue through ads. About 85% of the ad market in India is currently commanded by Facebook and Google, analysts at Bank of America wrote in a report to clients last year. “We estimate this market to be $10 billion by 2024 and see room for Facebook to increase its market-share by 4 percentage points in 4 years led by partnership with Jio. We estimate Facebook may have $4.7 billion revenues by 2024,” they wrote in the equity research report, obtained by TechCrunch.
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Bangalore-based CRED is kickstarting the new year on a high note.
The two-year-old startup, led by high-profile entrepreneur Kunal Shah, said on Monday it has raised $81 million in a new financing round and bought shares worth $1.2 million (about 90 million Indian rupees) from employees.
The Series C financing round, as first reported by TechCrunch in late November, was led by DST Global. Existing investors Sequoia Capital, Ribbit Capital, Tiger Global and General Catalyst also participated in the round, and so did a few new names, including Satyan Gajwani of Indian conglomerate Times Internet, Sofina and Coatue.
The round gave CRED — which operates an eponymous app to reward customers for paying their credit card bill on time and offers deals from interesting online brands — a post-money valuation of $806 million.
In an interview with TechCrunch, Shah said that about 10% of CRED’s cap table is currently allocated to employees, and those who held vested stocks were eligible to sell up to 50% of their shares back to the startup in its first ESOP liquidity program. “We believe that startups should think about creating wealth for every shareholder, including employees.”
CRED has nearly doubled its customer base to about 5.9 million in the past year, or about 20% of the credit card holder base in India. The startup said that the median credit score of its customer was about 830, and about 30% of its customer base today holds a premium credit card. (On a side note, more than 50% of CRED customers pay their bills using UPI.)
CRED is one of the most talked-about startups in India, in part because of the scale at which its valuation has soared and the amount of capital it has been able to raise in such a short period.
One of the biggest questions surrounding CRED is just how it makes money, given how most fintech startups in the country — and there are many of them — are struggling to find a business model.
Shah said CRED makes money by cross-selling financing products — for which it has a revenue-sharing arrangement with banks and other financial institutions — and levies a similar cut from merchants who are on the platform today. More than 1,300 brands — including big names Starbucks, TAGG, Eat.Fit, Nykaa and emerging premium direct-to-consumer brands such as The Man Company, Sleepy Cat and Crossbeats –have joined the platform in recent years.
Direct-to-consumer market in India is still in its nascent stage, though some estimates say it could be worth $100 billion by 2025.
“I don’t think we were very deliberate to make D2C happen. It just so happened that in the early days when we offered rewards for D2C brands, they started to see huge traction,” he said, adding that CRED drove more than 30% sales for some brands.
“We realized that we were able to solve the discovery problem for customers. We are approaching this with themes — work-from-home and coffee — and it’s working out well. We are now playing matchmaking role between customers and brands that otherwise had to spend a lot of money in marketing.”
One of the biggest propositions of CRED is that it has been able to court some of the most sought-after customers in India. Unlike many other startups and giants such as Google and Facebook, CRED is not going after the next billion users.
“About 20 million customers account for 90% of all online consumption in India. These are the customers we are focusing on,” said Shah, who previously ran financial services firm Freecharge and delivered one of the rare successful exits in the country. The core challenge in chasing customers in smaller cities and towns in India is that very few people have the financial capacity to buy things, Shah said.
For that model to work, the GDP of India — where the average annual income of an individual is about $2,000 — needs to grow. And for that, we need more participation from females, said Shah. Less than 10% of the female population in India are currently part of the workforce, compared to over 90% in China.
An interesting use case for CRED today is that it could potentially license to venture firms data about the traction D2C brands are seeing on its platform, which could use it as a signal to inform their investment decisions.
Shah cautioned that the startup is “extraordinarily sensitive about data” but said the team is thinking about ways to help venture firms discover these firms. “We are planning to create a newsletter to showcase many of these brands to the investor world,” he said.
And finally, will CRED launch a credit card or other banking products? “Can we partner with banks to cross-sell every product that they today offer? The answer is yes,” said Shah, though he cautioned that the startup is in no hurry to supercharge its offerings.
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CommonGround, a startup developing technology for what its founders describe as “4D collaboration,” is announcing that it has raised $19 million in funding.
This isn’t the first time Amir Bassan-Eskenazi and Ran Oz have launched a startup together — they also founded video networking company BigBand Networks, which won two technology-related Emmy Awards, went public in 2007 and was acquired by Arris Group in 2011. Before that, they worked together at digital compression company Optibase, which Oz co-founded and where Bassan-Eskenazi served as COO.
Although CommonGround is still in stealth mode and doesn’t plan to fully unveil its first product until next year, Bassan-Eskenazi and Oz outlined their vision for me. They acknowledged that video conferencing has improved significantly, but said it still can’t match face-to-face communication.
“Some things you just cannot achieve through a flat video-conferencing-type solution,” Bassan-Eskenazi said. “Those got better over the years, but they never managed to achieve that thing where you walk into a bar … and there’s a group of people talking and you know immediately who is a little taken aback, who is excited, who is kind of ‘eh.’”
CommonGround founders Amir Bassan-Eskenazi and Ran Oz. Image Credits: CommonGround
That, essentially, is what Bassan-Eskenazi, Oz and their team are trying to build — online collaboration software that more fully captures the nuances of in-person communication, and actually improves on face-to-face conversations in some ways (hence the 4D moniker). Asked whether this involves combining video conferencing with other collaboration tools, Oz replied, “Think of it as beyond video,” using technology like computer vision and graphics.
Bassan-Eskenazi added that they’ve been working on CommonGround for more than year, so this isn’t just a response to our current stay-at-home environment. And the opportunity should still be massive as offices reopen next year.
“When we started this, it was a problem we thought some of the workforce would understand,” he said. “Now my mother understands it, because it’s how she reads to the grandkids.”
As for the funding, the round was led by Matrix Partners, with participation from Grove Ventures and StageOne Ventures.
“Amir and Ran have a bold vision to reinvent communications,” said Matrix General Partner Patrick Malatack in a statement. “Their technical expertise, combined with a history of successful exits, made for an easy investment decision.”
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