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Melio raises $110M on a $1.3B valuation to bring B2B payments for SMBs into the 21st century

Payments for consumers have made a huge shift to the online world in the last year, a time when they have moved more of their purchasing to the internet to minimize in-person transactions in the midst of a virus-based health pandemic. Today, a startup that has built a similar kind of payments infrastructure — but specifically targeting small businesses and the payments they need to make — has raised a big round of funding to double down on its own slice of the market.

Melio, which provides a platform for SMBs to pay other companies electronically using bank transfers, debit cards or credit — along with the option of cutting paper checks for recipients if that is what the recipients request — has closed $110 million in funding at a valuation that the company said was now $1.3 billion.

The company’s focus to date has been building and growing a system to replace the paper invoices, snail mail and bank transfers that might take multiple days to clear and still dominate payments for small and medium enterprises. The company was founded in Israel but has to date focused a lot of its attention on the U.S. market, where it saw growth of 2,000% last year (it doesn’t disclose the actual number of customers that it has). CEO Matan Bar said that this is where the company will continue to focus for now.

This latest round was led by Coatue and also included participation from previous backers Accel, Aleph, Bessemer Venture Partners, Corner Ventures, General Catalyst and Latitude. It caps off a huge year for the company, which raised $130 million in 2020 (and $256 million overall), with other recent backers including others like American Express and Salesforce.

The latter two are strategic backers: AmEx is one of the options given to customers paying other businesses through Melio’s rails.

Salesforce, meanwhile, is not yet an integration partner, but Bar — who co-founded the company with Ilan Atias and Ziv Paz (respectively CTO and COO) — described its interest as similar to that of Intuit-owned accounting giant QuickBooks. QuickBooks connects with Melio so that users of one can seamlessly import activity from one platform into the other, and Bar hinted that there is an interest from the CRM giant, which provides a number of other business and productivity tools, to work together in a similar fashion.

Bar came to found Melio on the heels of years of experience in peer-to-peer payments focused on the consumer market. He previously ran PayPal’s business unit focused on peer-to-peer payments, which included Venmo in the U.S. and equivalent services (not branded Venmo) outside of it. He came to PayPal, which at the time was a part of eBay, through eBay’s acquisition of his previous startup, a social gifting platform called The Gifts Project.

As Bar describes it, PayPal “was the first time I experienced what the digitization of payments looked like as they were shifting from cash to mobile payments. Consumers were buying online instead of at brick-and-mortar stores, and even when they were getting physical items, they were paying online.” What he quickly realized, though, was that the same was not applying to the businesses themselves.

“There are still trillions being transferred via paper checks in the B2B space,” he said, with paper invoices and paper checks dominating the market. “The space is way behind other payment areas. I would be talking with SMB owners who would be using fancy Square or PayPal point of sale devices, but when they had to pay, say, a coffee bean supplier, they stuffed checks in envelopes. That’s very intriguing obviously, and it triggered our interest.”

Interestingly this isn’t a problem that hasn’t been identified before, but many of the solutions, such as Bill.com or Tipalti, are really designed for larger enterprises. “They are too overwhelming for SMBs,” he said. “Even their names say it all: Accounts Payable Automation Solutions. It’s about tens of thousands of payments, and accounting departments, not an order from a wine shop.”

That formed the basis of what the startup started to build, which has been, in essence, a very pared-down version of these other payments platforms with SMB needs in mind.

The first of these is a focus on cashflow, Bar said. Specifically, the Melio platform lets payments be made automatically but businesses themselves can delay the timing on when money actually leaves their accounts: “Buyers keep cash longer, vendors get paid faster,” is how Bar describes it.

This is in part enabled by the tech that Melio has built, which builds in risk assessment, as well as fraud management, and balances payments across the whole of its platform to send money in and out without the need for the company to raise debt to back up those payments.

“We leverage data to assess risk,” said Bar. “Every dollar in this round is going towards R&D and sales and marketing. We don’t need the capital in our model.” It also works with the likes of AmEx and its own credit system in cases where people are paying on credit, but Bar also noted that currently most of the transactions that happen on its platform are not credit based. Most are bank transfers.

While others like Stripe have also built B2B payment services to pay out suppliers, Bar points out that what it has created is unique in that it is a standalone service: no need to be a part of Stripe’s wider ecosystem of services to use this if you already use another payments provider you are happy with.

Given that focus on cashflow for SMBs, what’s also interesting is the low bar to entry that Melio has built into its platform. Specifically, the service is completely free for businesses to use — that is, no fee is charged — as long as companies are making bank transfers or using debit cards. It takes a 2.9% fee when a business elects to use a credit card for a transaction (and even then Melio says that the fee is tax deductible in the U.S.).

He noted that one of the reasons that Melio has to date targeted the U.S. market is because of how antiquated it still is. “The average bank transfer still takes three to four business days, if you don’t want to take any risk,” he said. “We have developed models to do it same day. We take the risk that the buyer might not have the funds in that account but think about how that impacts cash flows. With Melio you still pay in three days, but money will be delivered the same day. That is how you can keep cash longer, without a payments risk.”

Targeting a market that remains very underserved at a time when so much has gone virtual in payments is why investors are also interested.

“Melio has identified both the opportunity and duty to help small businesses manage their finance remotely and improve cash flow, in normal times as well as during this crisis, as physical payments supply chains are interrupted and overwhelmed,” said Michael Gilroy, a general partner at Coatue, in a statement. “Going digital is the only way small businesses can compete against larger rivals and stay ahead of the curve.”

In terms of more product development, Bar said that the company has received “a lot of incoming interest from partners to enable B2B payments within their products on their product,” similar to what QuickBooks is doing and Salesforce is likely to do. “Payments are contextual and they want to enable a quicker way to get there. The SMB is underserved. And yes, from a unit economics it’s much better to go after Nike. But this is also to really create some financial inclusion. We want to enable services for the small shop that the big guys already have.”

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Proving voicemail doesn’t have to be wack, the Slack-backed startup Yac raises $7.5 million

Yac, the Orlando, Florida-based startup that’s digitizing voice messages for remote offices, has raised $7.5 million in a new round of funding.

The company’s service has garnered enough attention to pick up a pretty sizable new round from investors led by GGV Capital and a return investment from the Slack Fund.

Apparently, reinventing voicemail is a multi-million-dollar endeavor.

“The future of meetings will be asynchronous, in your ears and hands-free,” says Pat Matthews, the chief executive and founder of Active Capital, when the company announced its seed round nearly a year ago.

Co-founded by Justin Mitchell, Hunter McKinley and Jordan Walker, Yac was spun out of the digital agency SoFriendly, and was developed as a pitch for Product Hunt’s Maker Festival. The voice messaging service won that startup competition at the event and attracted the interest of Boost VC and its founder, the third-generation venture capitalist Adam Draper.

About six months after that seed round, Yac received outreach from Slack thanks to a referral from another entrepreneur. Throughout their negotiations last year, the teams used Yac to conduct due diligence, according to Mitchell. At the time of the company’s August announcement that Slack had come on to finance the company, Yac had a bit over 5,000 users on its service; it charges per seat, in the same way Slack does.

 

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Wolt closes $530M round to continue expanding beyond restaurant delivery

Wolt, the Helsinki-based online ordering and delivery company that initially focused on restaurants but has since expanded to other verticals, has raised $530 million in new funding. The round was led by Iconiq Growth, with participation from Tiger Global, DST, KKR, Prosus, EQT Growth and Coatue.

Previous backers 83North, Highland Europe, Goldman Sachs Growth Equity, EQT Ventures and Vintage Investment Partners also followed on. The new round takes the total amount of financing Wolt has raised to $856 million. Wolt declined to disclose the company’s latest valuation, although we know from the previous D round that the company is one of Europe’s so-called unicorns.

“We operate in an extremely competitive and well-funded industry, and this round allows us to have a long-term mindset when it comes to doubling down on our different markets,” says co-founder and CEO Miki Kuusi in a statement. “Despite the turbulence of 2020, we’ve remained focused on growth, tripling our revenue to a preliminary $330 million against a net loss of just $38 million. Compared to the $670 million in new capital that we’ve raised during this year, this puts us into a strong position for investing in our people, technology, and markets when thinking about the next few years ahead”.

Since launching with 10 restaurants in its home city in 2015, five years on Wolt has expanded to 23 countries and 120 cities, mostly in Europe but also including Japan and Israel. More recently, like others in the restaurant delivery space, Wolt has expanded beyond restaurants and takeout food into the grocery and retail sectors. This, says the company, sees it offer anything from cosmetics to pet food and pharmaceuticals on its platform.

“This was mostly a primary raise,” Kuusi tells me when I ask if the new round includes secondary funding (i.e. shareholders that exited to new investors). “We’re not looking to disclose the valuation at this time, but we’ve previously shared that the Series D round that we raised in early 2020 valued the company at above €1 billion,” he adds.

Kuusi says that the latest funding round is based on the belief that local services in the offline world will gradually be brought online by players “that can execute and maintain a great customer experience”. “We started with an exclusive focus on the restaurant, as it’s the biggest local service with an underlying high-frequency use case,” he says. “We quickly learnt that the magical product market fit for bringing the restaurant online was to offer a quick and predictable delivery experience from restaurants that didn’t use to be available for delivery. We do this by handling the complexity of the delivery on the restaurant’s behalf”.

However, this was especially difficult to do efficiently and sustainably in a small and difficult home market in the Nordics. To solve this, Wolt needed to build an “optimization-heavy logistics setup for last-mile delivery” that Kuusi says lets the service operate even in “very small cities with low income disparity, limited population density and high labor costs”.

“This means that we can operate efficiently even with relatively low order volumes, enabling us to grow and expand rapidly with much less financing than some of the other players in the market. We simply had no other choice than to do it this way as we came from such a difficult home market”.

On this foundation, Wolt is expanding into other ordering and local delivery verticals, aiming to be what Kuusi dubs as “the everything app” of goods and services. “Today, Wolt is much more than a restaurant delivery service; you can order groceries, electronics, flowers, clothes and many other things on our platform,” he explains. “We believe that the future of how people buy Nike shoes is a few taps on Wolt and some 30 minutes later you get any pair of shoes brought to your door. This is what we strive to make into a reality with our team at Wolt”. (I’m an Adidas guy myself, steadfastly European.)

Asked what he thinks about all the money being pumped into the dark convenience store model, Kuusi says Wolt is investing into its own dark store operation called Wolt Market. “It’s not surprising to also see a growing amount of financing going into this sector”, he admits. “We’re huge believers in a hybrid model where there will be both offline/online retailers as well as focused online retailers in the mix. Obviously the latter category is only getting started, and we should see a massive amount of growth for the coming years ahead”.

 

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Sano Genetics, a startup helping with Long COVID research, raises £2.5M in seed funding

Sano Genetics, a startup with a broad mission to support personalised medicine research by increasing participation in clinical trials, has raised £2.5 million in seed funding.

The round is led by Episode1 Ventures, alongside Seedcamp, Cambridge Enterprise, January Ventures and several Europe and U.S.-based angel investors. It adds to £500,000 in pre-seed funding from 2018.

Sano Genetics says part of the new capital will be to fund free at-home DNA testing kits for 3,000 people affected by Long COVID. It will also further invest in the development of its tech platform and grow the team.

Founded in 2017 by Charlotte Guzzo, Patrick Short and William Jones after they met at Cambridge University while studying genomics as postgrads, Sano Genetics has built what it describes as a “private-by-design” tech platform to help patients take part in medical research and clinical trials. This includes at-home genetic testing capabilities, and is seeing the company support research into multiple sclerosis, ankylosing spondylitis, NAFLD and ulcerative colitis2, with a research programme for Parkinson’s disease on the agenda for later in 2021.

“For participants in medical research, the process is not user friendly,” says Sano Genetics CEO Patrick Short. “There is usually little to no benefit for participants beyond altruism, taking part is difficult and time-consuming and people are also concerned about the privacy of their sensitive genetic and medical information.

“[Therefore], for researchers in biotech, pharma and academia, it is very difficult to attract and retain research participants, which adds substantial costs and time to their research. In particular for research involving genetics and precision therapies, it is doubly challenging to find the ‘right’ patients because genetic testing is not routine in the healthcare system”.

To help solve this, Sano Genetics matches relevant participants to research via its platform. It then makes participation easier by enabling at-home genetic testing and by guiding participants through the process.

“The system is designed so users know exactly what will happen with their data, and we give them straightforward ways to control their data,” explains Short. “We keep our users engaged and involved in the research process by giving them updates on the research they have been a part of, and with free personalised content including genetic reports, and stories from other people like them on our blog”.

A typical end user is someone who has a chronic or rare disease and is using the platform to take part in research that helps them personally (e.g. access to a new therapy via a clinical trial) or to help others like them.

Meanwhile, Sano Genetics generates revenue by charging biotech and pharma companies fees to find the right patients for their studies. “The typical study for us consists of a set-up fee, a per-test fee for our at-home genetic testing and analysis, and a fee for each referral we make of an interested and eligible participant to their research study,” adds the Sano Genetics CEO.

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Virtual social network IMVU raises $35M from China’s NetEase and others

The line between social networking and gaming is increasingly blurring, and internet incumbents are taking notice. NetEase, the second-largest gaming company in China (behind Tencent), is among a group of investors who just backed IMVU, an avatar-focused social network operating out of California.

Menlo Park-based Structural Capital among other institutions that also joined in the strategic round totaling $35 million. IMVU has raised more than $77 million from five rounds since it was co-founded by “The Lean Startup” author Eric Ries back in 2004. The company declined to disclose its post-money valuation.

The fresh investment will be used to fund IMVU’s product development and comes fresh off a restructuring at the company. A new parent organization called Together Labs was formed to oversee its flagship platform IMVU, in which users can create virtual rooms and chat with strangers using custom avatars, a product that’s today considered by some a dating platform; a new service called Vcoin, which lets users buy, gift, earn and convert a digital asset from the IMVU platform into fiat; and other virtual services.

“NetEase operates some of the most successful, biggest in scale, and evergreen MMO [massively multiplayer online] games in China and they see in IMVU business highlights echoing theirs,” Daren Tsui, chief executive officer at Together Labs, told TechCrunch.

“IMVU operates one of the world’s oldest, yet most vibrant and young — in terms of our user base — metaverses. We have many shared business philosophies and complementary know-how. It is a natural fit for us to become partners,” he added.

Founded in 2005, NetEase is now known for its news portal, music streaming app, education products and video games that compete with those of Tencent. It has over the years made a handful of minority investments in companies outside China, though it’s not nearly as aggressive as Tencent in terms of investment pace and volume.

A NetEase spokesperson declined to comment on the investment in IMVU.

The partnership, according to Tsui, would allow the virtual networking company to tap NetEase’s game development and engineering capabilities as well as leverage NetEase’s knowledge in global market strategy as Together Labs launches future products, including one called WithMe.

In 2020, IMVU saw record growth, with over 7 million monthly active users and 400,000 products created every month by IMVU users. The service currently has a footprint in more than 140 countries and is “always looking to expand” in existing markets, including Asia, in which it already has a localized Korean app, according to Tsui.

“With IMVU’s accelerating growth over recent years, the launch of VCOIN, and the development of the new WithMe platform, we felt timing was right to bring all of these products under a new roof to reinforce our commitment for creating authentic human connections in virtual spaces,” said the chief executive.

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Kenyan insurtech startup Pula raises $6M Series A to derisk smallholder farmers across Africa

Pula, a Kenyan insurtech startup that specialises in digital and agricultural insurance to derisk millions of smallholder farmers across Africa, has closed a Series A investment of $6 million.

The round was led by Pan-African early-stage venture capital firm, TLcom Capital, with participation from nonprofit Women’s World Banking. The raise comes after Pula closed $1 million in seed investment from Rocher Participations with support from Accion Venture Lab, Omidyar Network and several angel investors in 2018.  

Founded by Rose Goslinga and Thomas Njeru in 2015, Pula delivers agricultural insurance and digital products to help smallholder farmers navigate climate risks, improve their farming practices and bolster their incomes over time.

Agriculture insurance has traditionally relied on farm business. In the U.S. or Europe with typically large farms, an average insurance premium is $1,000. But in Africa, where smallholding or small-scale farms are the norm, the number stands at an average of $4.

It is particularly telling that the value of agricultural insurance premiums in Africa represents less than 1% of the world’s total when the continent has 17% of the world’s arable land. 

This disparity stems from the fact that the traditional method of calculating insurance through farm visits is often unaffordable for these smallholder farmers. Thus, they are often neglected from financial protection against climate risks like flood, drought, pestilence and hail.

Pula is solving this problem by using technology and data. Through its Area Yield Index Insurance product, the insurtech startup leverages machine learning, crop-cut experiments and data points relating to weather patterns and farmer losses, to build products that cater to various risks.

But getting farmers on board has never been easy, Goslinga told TechCrunch. According to her, Pula has understood not to sell insurance directly to small-scale farmers, because they can suffer from optimism bias. “Some think a climate disaster wouldn’t hit their farms for a particular season; hence, they don’t ask for insurance initially. But if they witness any of these climate risks during the season, they would want to get insurance, which is counterproductive to Pula,” said the founder in a phone call.

Image Credits: Pula

So the startup instead partners with banks. Banks provide loans to farmers and make it compulsory for them to have insurance. With the loan, banks can pay the insurance on behalf of the farmers at the start of the season. But at the end of the season, the farmer has to repay the loan with interest.

“The unit economics doesn’t work for us to work with farmers directly. But with banks, we know they provide loans to farmers with much better margins to pay for insurance. Also, we work together with government subsidy programs since they’re also interested in protecting their farmers.”

Through its partnerships with banks, governments and agricultural input companies, Pula is at the center of an ecosystem that provides insurance to smallholder farmers and has amassed 50 insurance partners and six reinsurance partners. 

Its clientele includes the likes of the World Food Programme and Central Bank of Nigeria, as well as the Zambian and Kenyan governments. Social enterprises like One Acre Fund, startups like Apollo Agriculture and agribusiness giants like Flour Mills and Export Trading Group are also among Pula’s clients.

Co-CEOs with agricultural backgrounds

When Goslinga met Njeru in 2008, she worked for Syngenta Foundation for Sustainable Agriculture (SFSA). There, she started Kilimo Salama as a micro-insurance program for more than 200,000 farmers in Kenya and Rwanda. She met Njeru, who was the lead actuary at UAP Insurance, a partner to the Kilimo Salama program, at the time.

After staying with Syngenta for six years and recognising the need to provide standard insurance products for smallholder farmers, Goslinga left to start Pula with Njeru in 2015. However, it wasn’t until two years later that Njeru joined fulltime as he had a six-year engagement with Deloitte South Africa from 2012 as a consultant actuary. The pair both act as co-CEOs.

“When Thomas and I launched Pula in 2015, we had one goal in mind: to build and deliver scalable insurance solutions for Africa’s 700 million smallholder farmers,” Goslinga said. “With our latest funding, now is the time to break into new ground. In our five years since launching, we’ve built strong traction for our products. However, the fact remains that across Africa and other emerging markets, there are still millions of smallholder farmers with risks to their livelihoods that have not been covered.”

According to Goslinga, the COVID-19 pandemic helped Pula double its footprint and size as rural farming activities and operations continued despite pandemic-induced lockdowns. 

Pula co-founders and Co-CEOs (Rose Goslinga and Thomas Njeru)

Therefore, the new financing will scale up operations in its existing 13 markets across Africa, where it has insured over 4.3 million farmers. They include Senegal, Ghana, Mali, Nigeria, Ethiopia, Madagascar, Tanzania, Kenya, Rwanda, Uganda, Zambia, Malawi and Mozambique. Likewise, the Kenyan startup hopes to propel its expansion for smallholder farmers in Asia and Latin America.

Pula is one of the few African startups disrupting the farming industry with technology. Its Series A investment attests that investors’ appetite for agritech startups is still on the rise.

A week ago, Aerobotics, a South African startup that uses artificial intelligence to help farmers protect their trees and fruits from risks, raised a Series B round of $17 million. Last month, SunCulture, a Kenyan startup that provides solar power systems, water pumps and irrigation systems for small-scale farmers, raised $14 million. 

Another startup is Apollo Agriculture which raised $6 million Series A, akin to Pula. Not only did the pair raise the same round, Apollo Agriculture and Pula both deal with providing financial resources to smallholder farmers. But while both companies might look like competitors, even to the admission of Goslinga, she argues that the startups are partners and complement each other.

As part of the new fundraise, TLcom’s senior partner Omobola Johnson will join Pula’s board. However, it was her colleague, Maurizio Caio, the firm’s managing partner, who had something to say about the round. 

“The potential for the insurance market for smallholder farmers in Africa is huge, and under the leadership of Rose and Thomas, Pula has rapidly established a strong presence throughout the continent and has several high-profile clients on their books. We are confident of Pula’s potential for growth in spite of the pandemic and look forward to partnering with them as they execute the next phase of their journey,” he said in a statement.

For the lead investor, Pula’s investment marks the culmination of its busiest run of investments having led and co-led rounds in Okra, Shara, Autochek and Ilara Health within the past year.

Christina Juhasz, CIO at Women’s World Banking, the other investor in the round, explained that the organisation cut a check for Pula “given the legions of women engaged in small-hold farming and securing the food supply for communities around the globe.”

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Alma raises $59.4 million for its Klarna-like payment option

French startup Alma is raising a $59.4 million Series B funding round (€49 million). The company has been building a new payment option for expensive goods. You can choose to pay over three or four installments. This product sounds familiar if you’ve used Klarna in the past. But Klarna isn’t available in France.

Cathay Innovation, Idinvest, Bpifrance’s Large Venture fund, Seaya Ventures and Picus Capital are participating in today’s funding round. In addition to today’s equity round, Alma is raising a credit line of $25.5 million (€21 million) to finance merchant payments.

What makes Alma attractive to merchants is that the startup is handling 100% of the risk involved with a payment over multiple installments. When a customer buys a bike over four installments, they’ll get charged over several months. But the merchant gets paid on day one.

Since I first covered Alma, the startup has launched the ability to pay later. You enter your card information right now but you get charged 15 days or a month later. It can be particularly useful if you’re unsure about something you’re buying and if you think there’s a chance you’ll send it back.

And it’s an attractive option in France where debit cards are the norm — not credit cards. Alma also plans to offer longer plans, such as the ability to buy now and pay over 6, 10 or 12 installments.

Thanks to the new influx of cash, the startup plans to triple the size of its team and reach €1 billion in annual payment volume within two years. It’s also going to expand to other countries, but with a specific focus on helping French merchants reach European customers living in other European countries.

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Wingcopter raises $22 million to expand to the U.S. and launch a next-generation drone

German drone technology startup Wingcopter has raised a $22 million Series A – its first significant venture capital raise after mostly bootstrapping. The company, which focuses on drone delivery, has come a long way since its founding in 2017, having developed, built and flown its Wingcopter 178 heavy-lift cargo delivery drone using its proprietary and patented tilt-rotor propellant mechanism, which combines all the benefits of vertical take-off and landing with the advantages of fixed-wing aircraft for longer distance horizontal flight.

This new Series A round was led by Silicon Valley VC Xplorer Capital, as well as German growth fund Futury Regio Growth. Wingcopter CEO and founder Tom Plümmer explained to the in an interview that the addition of an SV-based investor is particularly important to the startup, since it’s in the process of preparing its entry into the U.S., with plans for an American facility, both for flight testing to satisfy FAA requirements for operational certification, as well as eventually for U.S.-based drone production.

Wingcopter has already been operating commercially in a few different markets globally, including in Vanuatu in partnership with Unicef for vaccine delivery to remote areas, in Tanzania for two-way medical supply delivery working with Tanzania, and in Ireland where it completed the world’s first delivery of insulin by drone beyond visual line of sight (BVLOS, the industry’s technical term for when a drone flies beyond the visual range of a human operator who has the ability to take control in case of emergencies).

Wingcopter CEO and co-founder Tom Plümmer. Credit: Jonas Wresch

While Wingcopter has so far pursued a business as an OEM manufacturer of drones, and has had paying customers eager to purchase its hardware effectively since day one (Plümmer told me that they had at least one customer wiring them money before they even had a bank account set up for the business), but it’s also now getting into the business of offering drone delivery-as-a-service. After doing the hard work of building its technology from the ground up, and seeking out the necessary regulatory approvals to operate in multiple markets around the world, Plümmer says that he and his co-founders realized that operating a service business not only meant a new source of revenue, but also better-served the needs of many of its potential customers.

“We learned during this process, through applying for permission, receiving these permissions and working now in five continents in multiple countries, flying BVLOS, that actually operating drones is something we are now very good at,” he said. This was actually becoming a really good source of income, and ended up actually making up more than half of our revenue at some point. Also looking at scalability of the business model of being an OEM, it’s kind of […] linear.”

Linear growth with solid revenue and steady demand was fine for Wingcopter as a bootstrapped startup founded by university students supported by a small initial investment from family and friends. But Plümmer says the company say so much potential in the technology it had developed, and the emerging drone delivery market, that the exponential growth curve of its drone delivery-as-a-service model helped make traditional VC backing make sense. In the early days, Plümmer says Wingcopter had been approached by VCs, but at the time it didn’t make sense for what they were trying to do; that’s changed.

“We were really lucky to bootstrap over the last four years,” Plümmer said. “Basically, just by selling drones and creating revenue, we could employ our first 30 employees. But at some point, you realize you want to really plan with that revenue, so you want to have monthly revenues, which generally repeat like a software business – like software as a service.”

Wingcopter 178 cargo drone performing a delivery for Merck.

Wingcopter has also established a useful hedge regarding its service business, not only by being its own hardware supplier, but also by having worked closely with many global flight regulators on their regulatory process through the early days of commercial drone flights. They’re working with the FAA on its certification process now, for instance, with Plümmer saying that they participate in weekly calls with the regulator on its upcoming certification process for BVLOS drone operators. Understanding the regulatory environment, and even helping architect it, is a major selling point for partners who don’t want to have to build out that kind of expertise and regulatory team in-house.

Meanwhile, the company will continue to act as an OEM as well, selling not only its Wingcopter 178 heavy-lift model, which can fly up to 75 miles, at speeds of up to 100 mph, and that can carry payloads up to around 13 lbs. Because of its unique tilt-rotor mechanism, it’s not only more efficient in flight, but it can also fly in much windier conditions – and take-off and land in harsher conditions than most drones, too.

Plümmer tells me that Wingcopter doesn’t intend to rest on its laurels in the hardware department, either; it’s going to be introducing a new model of drone soon, with different capabilities that expand the company’s addressable market, both as an OEM and in its drones-as-a-service business.

With its U.S. expansion, Wingcopter will still look to focus specifically on the delivery market, but Plümmer points out that there’s no reason its unique technology couldn’t also work well to serve markets including observation and inspection, or to address needs in the communication space as well. The one market that Wingcopter doesn’t intend to pursue, however, is military and defense. While these are popular customers in the aerospace and drone industries, Plümmer says that Wingcopter has a mission “to create sustainable and efficient drone solutions for improving and saving lives,” and says the startup looks at every potential customer and ensures that it aligns with its vision – which defense customers do not.

While the company has just announced the close of its Series A round, Plümmer says they’re already in talks with some potential investors to join a Series B. It’s also going to be looking for U.S. based talent in embedded systems software and flight operations testing, to help with the testing process required its certification by the FAA.

Plümmer sees a long tail of value to be built from Wingcopter’s patented tilt-rotor design, with potential applications in a range of industries, and he says that Wingcopter won’t be looking around for any potential via M&A until it has fully realized that value. Meanwhile, the company is also starting to sow the seeds of its own potential future customers, with training programs in drone flights and operations it’s putting on in partnership with UNICEF’s African Drone and Data Academy. Wingcopter clearly envisions a bright future for drone delivery, and its work in focusing its efforts on building differentiating hardware, plus the role it’s playing in setting the regulatory agenda globally, could help position it at the center of that future.

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Chinese esports player VSPN closes $60M Series B+ round to boost its international strategy

eSports “total solutions provider” VSPN (Versus Programming Network) has closed a $60 million Series B+ funding round, joined by Prospect Avenue Capital (PAC), Guotai Junan International and Nan Fung Group.

VSPN facilitates esports competitions in China, which is a massive industry and has expanded into related areas such as esports venues. It is the principal tournament organizer and broadcaster for a number of top competitions, partnering with more than 70% of China’s eSports tournaments.

The “B+” funding round comes only three months after the company raised around $100 million in a Series B funding round, led by Tencent Holdings.

This funding round will, among other things, be used to branch out VSPN’s overseas esports services.

Dino Ying, Founder, and CEO of VSPN said in a statement: “The esports industry is through its nascent phase and is entering a new era. In this coming year, we at VSPN look forward to showcasing diversified esports products and content… and we are counting the days until the pandemic is over.”

Ming Liao, the co-founder of PAC, commented: “As a one-of-its-kind company in the capital market, VSPN is renowned for its financial management; these credentials will be strong foundations for VSPN’s future development.”

Xuan Zhao, Head of Private Equity at Guotai Junan International said: “We at Guotai Junan International are very optimistic of VSPN’s sharp market insight as well as their team’s exceptional business model.”

Meng Gao, Managing Director at Nan Fung Group’s CEO’s Office said: “Nan Fung is honored to be a part of this round of investment for VSPN in strengthening their current business model and promoting the rapid development of emerging services and the esports streaming ecosystem.”

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South African startup Aerobotics raises $17M to scale its AI-for-agriculture platform

As the global agricultural industry stretches to meet expected population growth and food demand, and food security becomes more of a pressing issue with global warming, a startup out of South Africa is using artificial intelligence to help farmers manage their farms, trees and fruits.

Aerobotics, a South African startup that provides intelligent tools to the world’s agriculture industry, has raised $17 million in an oversubscribed Series B round.

South African consumer internet giant Naspers led the round through its investment arm, Naspers Foundry, investing $5.6 million, according to Aerobotics. Cathay AfricInvest Innovation, FMO: Entrepreneurial Development Bank and Platform Investment Partners also participated.

Founded in 2014 by James Paterson and Benji Meltzer, Aerobotics is currently focused on building tools for fruit and tree farmers. Using artificial intelligence, drones and other robotics, its technology helps track and assess the health of these crops, including identifying when trees are sick, tracking pests and diseases, and analytics for better yield management. 

The company has progressed its technology and provides to farmers independent and reliable yield estimations and harvest schedules by collecting and processing both tree and fruit imagery from citrus growers early in the season. In turn, farmers can prepare their stock, predict demand and ensure their customers have the best quality of produce.

Aerobotics has experienced record growth in the last few years. For one, it claims to have the largest proprietary data set of trees and citrus fruit in the world, having processed 81 million trees and more than a million citrus fruit.

The seven-year-old startup is based in Cape Town, South Africa. At a time when many of the startups out of the African continent have focused their attention primarily on identifying and fixing challenges at home, Aerobotics has found a lot of traction for its services abroad, too. It has offices in the U.S., Australia and Portugal — like Africa, home to other major, global agricultural economies — and operates in 18 countries across Africa, the Americas, Europe and Australia. 

Image Credits: Aerobotics

Within that, the U.S. is the company’s primary market, and Aerobotics says it has two provisional patents pending in the country, one for systems and methods for estimating tree age and another for systems and methods for predicting yield.  

The company said it plans to use this Series B investment to continue developing more technology and product delivery, both for the U.S. and other markets. 

“We’re committed to providing intelligent tools to optimize automation, minimize inputs and maximize production. We look forward to further co-developing our products with the agricultural industry leaders,” said Paterson, the CEO in a statement.

Once heralded as a frontier for technology centuries ago, the agriculture industry has stalled in that aspect for a long while. However, agritech companies like Aerobotics that support climate-smart agriculture and help farmers have sprung forth trying to take the industry back to its past glory. Investors have taken notice and over the past five years, investments have flowed with breathtaking pace. 

For Aerobotics, it raised $600,000 from 4Di Capital and Savannah Fund as part of its seed round in September 2017. The company then raised a further $4 million in Series A funding in February 2019, led by Nedbank Capital and Paper Plane Ventures.

Naspers Foundry, the lead investor in this Series B round, was launched by Naspers in 2019 as a 1.4 billion rand (~$100 million) fund for tech startups in South Africa. 

Phuthi Mahanyele-Dabengwa, CEO of Naspers South Africa, said of the investment, “Food security is of paramount importance in South Africa and the Aerobotics platform provides a positive contribution towards helping to sustain it. This type of tech innovation addresses societal challenges and is exactly the type of early-stage company that Naspers Foundry looks to back.”

Besides Aerobotics, Naspers Foundry has invested in online cleaning service SweepSouth, and food service platform Food Supply Network.

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