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Can data fix healthcare?
Welcome back to The TechCrunch Exchange, a weekly startups-and-markets newsletter. It’s broadly based on the daily column that appears on Extra Crunch, but free, and made for your weekend reading. Want it in your inbox every Saturday morning? Sign up here.
Ready? Let’s talk money, startups and spicy IPO rumors.
Can data fix healthcare?
Not alone, but you might be able to make a lot of progress with the right data in the right hands. And that’s precisely what the startup we’re talking about today is up to.
The Exchange caught up with Terry Myerson and Lisa Gurry this week, the CEO and CMO of Truveta, a young company that wants to collect oodles of data from healthcare providers, anonymize it, aggregate it and make it available to third parties for research.
It’s a big task, but the team behind Truveta has experience with big projects. Myerson is best known for his time one-rung below the top of the Microsoft org chart, where he ran things you might have heard of, like Windows. Gurry was a leader inside that org, most recently working on strategy for the Microsoft Store product.
But now they are at a healthtech data company. How did that come to be? After Myerson left Microsoft he worked with Madrona, the Seattle-area venture capital firm, and the Carlyle Group, a huge investing group with a taste for private equity. A few years later, several former Microsoft co-workers of Myerson had wound up at Providence, a healthcare giant. They reached out to Myerson around when COVID-19 was first locking down the United States. The former Microsoft exec agreed to take part in a few calls, but didn’t formally join them as he was stuck at home.
During that time he learned that Providence had put together a white paper concerning the idea that Truveta would become, that by collecting data from healthcare providers a dataset of sufficient size and diversity could be compiled to allow research of all sorts to leverage it. Myerson got stuck on the concept, later founding the company. Then he called up some former colleagues, including Gurry, to help him build it.
Truveta has around 50 people today and will scale to around 100 this year, Myerson said.
Questions abound in your head, I’m sure. Things are still early at Truveta, but the company announced last week that it has signed up 14 healthcare providers to help with its data goals. Those firms are also investors in the company (Myerson put in capital in as well).
I was curious about the company’s business plan. Per Myerson, Truveta will charge different rates depending on who wants to access its data. As you can imagine, commercial entities will pay a different price than an independent researcher.
Next for Truveta is getting more data, locking down its internal data schema, collecting feedback from researchers and, later, approaching commercial access.
Healthcare in America is inequitable — something that the pair of Truveta executives stressed during our call — thus giving the company a huge market to improve and make less racist and sexist.
It was a bit odd to talk to Myerson and Gurry about their startup. In the past I’d chatted with them about some of Microsoft’s largest platforms. Let’s see how fast they can transform Truveta from an idea I can’t help but dig, to a company that is a viable commercial concern. And then how big they can grow it.
Market Notes
A lot has happened in the past few days that we couldn’t get to. Adyen’s earnings, for example. The European payments platform reported H2 revenues of €379.4 million, up 28% compared to the year ago half-year. And from that it reported EBITDA of €236.8 million. Who said fintech can’t be profitable? (Note: Adyen’s results are required reading if you care about Stripe’s valuation and future public offering.)
And there were some rounds that also fell through our fingers. Investments like CloudTalk’s recent $7.3 million Series A. The Slovakia-based startup previously raised a $1.6 million seed round in 2019. The startup, as its name suggests, offers cloud telephony services to call centers.
We suspected that CloudTalk probably had a pretty good year in 2020 thanks to global growth in remote work. It did. In an email, CloudTalk said that it has not seen “Zoom-like [growth] figures” but that in 2020 demand for its services “exceeded [its] expectations.” That helps explain its latest round.
The Exchange was also curious if the company had a perspective on subscription pricing versus consumption pricing, a rising topic amongst software dorks such as myself (more to come on this next week with notes from Appian, Fastly and others). Per the company, CloudTalk charges “for both seats and for usage,” making it a hybrid company from a pricing perspective. CloudTalk called its pricing setup “a good balance for both parties because customers like to know what they are going to be paying ahead of time.”
It’s a startup to keep in mind. As is Zolve, a globally themed neobank with a focus on helping expats have a working financial world. I couldn’t get to it, but TechCrunch wrote it up. More here.
And in case you didn’t have time to watch television during work the last few days let’s talk about Robinhood. Which enjoyed a Congressional hearing this week that was mostly dull apart from some notes on the fintech giant’s business model.
Finally, it was a busy week for crowded startup niches. There was more money for OKR startups, leading to our question about VCs putting capital into related companies in the future. Public also raised several hundred million dollars. Because why not. And low-code player OutSystems raised $150 million to round out the group. It was one hell of a week.
Various and Sundry
I will leave you with a few data points. First, that Clubhouse’s metrics are finally starting to match the hype around the product. People are showing up in droves, pushing its total download figures over the 10 million mark.
And in news that I missed, Substack crossed the 500,000 subscriber mark. That’s impressive!
And to close, a Chicago-based, home-focused insurtech startup called Kin crossed the $10 billion “total insured property value” mark this week. The Exchange reached out, asking the company about its economics. After all it’s not hard to run up premium volume if you are selling dollars for 50-cent pieces.
Ruth Awad from the company responded that her company’s “ loss rate is 53% and our gross margins are 32%.” Not bad at all. Given how quickly insurtech has gone from experiment to public-success, Kin is a company to keep tabs on.
Wrapping, please make sure to support your local heavy metal band this weekend,
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Extra Crunch roundup: Optimized SaaS pricing, recruiting growth experts, VC surveys, more
Since the pandemic began, have you been walking more, or do you know someone who bought a new car? Perhaps you ran your first errand on a rented e-bike or scooter?
Over the last year, I’ve experimented with different mobility options to see which ones best suit my needs, as have most people I know. It can be challenging to maintain a recommended physical distance on a bus or subway. (After a decade-plus hiatus, I even briefly considered rejoining the ranks of automobile owners!)
Full Extra Crunch articles are only available to members.
Use discount code ECFriday to save 20% off a one- or two-year subscription.
It took some getting used to, but I now enjoy traveling around San Francisco on a scooter or e-bike. Pre-pandemic, I was leery of riding two-wheeled vehicles in a city with a high rate of injury collisions, but there are fewer cars on the road than there used to be.
COVID-19 has spotlighted many of the weakest points in our transportation system, but some of the rapid shifts in consumer behavior are creating opportunities for tech once considered fanciful, like sidewalk delivery robots and eVTOLs (electric vertical and takeoff vehicles).
Transportation editor Kirsten Korosec reached out to 10 investors to learn more “about the state of mobility, which trends they’re most excited about and what they’re looking for in their next investments.”
Here’s who she interviewed:
- Clara Brenner, co-founder and managing partner, Urban Innovation Fund
- Shawn Carolan, partner, Menlo Ventures
- Dave Clark, partner, Expa
- Abhijit Ganguly, senior manager, Goodyear Ventures
- Rachel Holt, co-founder and general partner, Construct Capital
- David Lawee, founder and general partner, CapitalG
- Sasha Ostojic, operating partner, Playground Global
- Sebastian Peck, managing director, InMotion Ventures
- Natalia Quintero and Rachel Haot, Transit Innovation Partnership/Transit Tech Lab
Thanks very much for reading Extra Crunch this week!
Walter Thompson
Senior Editor, TechCrunch
@yourprotagonist
A fraction of Robinhood’s users are driving its runaway growth
Image Credits: Nigel Sussman (opens in a new window)
Yesterday’s House Financial Services Committee hearing on the GameStop short squeeze saga was fairly typical: Most lawmakers used their time to grandstand and little new information was revealed.
But Alex Wilhelm found one tidbit: Much of Robinhood’s revenue is generated from payment for order flow (PFOF). Under the practice, market makers pay the trading platform for executing trades.
To get a sense of how much Robinhood’s high rollers contribute to the company’s general health, he calculated its PFOF revenues for the last three months of 2020.
“Borrowing a term from the casino trade, these whales generate the bulk of the company’s revenue stream.”
Why do SaaS companies with usage-based pricing grow faster?
Image Credits: John Lund (opens in a new window) / Getty Images
HubStop introduced usage-based pricing in 2011 to boost its retention rate, then near 70%.
When it went public three years later, its net revenue retention rate was edging close to 100%, “all without hurting the company’s ability to acquire new customers.”
Offering new users frictionless onboarding, customer support and free credits is a proven method for making them more active — and loyal.
So, why do public SaaS firms with usage-based pricing see faster growth?
“Because they’re better at landing new customers, growing with them and keeping them as customers,” says Kyle Powar, VP of growth at OpenView.
Paying $115B for Stripe or $77B for Coinbase might be quite rational
Image Credits: Nigel Sussman (opens in a new window)
In October 2018, private-market money valued Coinbase at around $8 billion. As of this week, it’s valued at $77 billion.
Similarly, Stripe is valued at $115 billion on secondary markets. In the middle of last year, that figure was closer to $36 billion.
“Would I line up to pay $77 billion for Coinbase?” asked Alex. “Probably not, but that doesn’t mean that the public markets won’t.”
Pandemic-era growth and SPACs are helping edtech startups graduate early
Image Credits: Witthaya Prasongsin (opens in a new window) / Getty Images
Natasha Mascarenhas reports that some edtech startups are hitching rides with special purpose acquisition vehicles so they can speed up their journey to the public markets.
To learn more, she interviewed Susan Wolford, chairperson of $200 million SPAC Edify Acquisition, and Nerdy CEO Chuck Cohn. Nerdy, parent company of Varsity Tutors, is going through a reverse merger with TPG Pace Tech Opportunities.
“It’s less about going into the public markets and more about that this transaction allows us to take an offensive position and lean into the big opportunities,” Cohn said.
Dear Sophie: Tips for filing for a green card for my soon-to-be spouse
Image Credits: Bryce Durbin/TechCrunch
Dear Sophie:
My fiancé is in the U.S. on an H-1B visa, which is set to expire in about a year and a half.
We were originally planning to marry last year, but both he and I want to have a ceremony and party with our families and friends, so we decided to hold off until the pandemic ends. I’m a U.S. citizen and plan to sponsor my fiancé for a green card.
How long does it typically take to get a green card for a spouse? Any tips you can share?
— Sweetheart in San Francisco
Inside Rover and MoneyLion’s SPAC-led public debuts
Image Credits: Nigel Sussman (opens in a new window)
When I saw that Alex Wilhelm wrote on Tuesday about two more startups that were taking the SPAC route to public markets, I briefly wondered if we’ve been covering special purpose acquisition companies too frequently.
After I read his first sentence, I realized Alex made exactly the right call because the trend that emerged in 2020 may be turning into a actual wave: This week, pet e-commerce company Rover and fintech startup MoneyLion both announced that they’re planning SPAC-led debuts.
On Monday, Alex covered the news that Lerer Hippeau Acquisition Corp. and Khosla Ventures Acquisition Co. I, II and III. filed S-1 filings last week.
“You have to wonder if every VC worth a damn in the future will have their own raft of SPAC offerings,” says Alex.
Wrote Lerer Hippeau Acquisition Corp.:
With our portfolio now maturing to the stage at which many are considering the public markets, we view SPACs as a natural next step in the evolution of our platform.
“If we are not careful, every entry of this column could consist of SPAC news,” writes Alex.
From dorm rooms to board rooms: How universities are promoting entrepreneurship
Image Credits: CasarsaGuru (opens in a new window) / Getty Images
Fifteen U.S.-based institutions of higher learning have joined forces to create the University Technology Licensing Program LLC (UTLP).
The program makes it easier for entrepreneurs and investors to find IP that can drive their companies forward, but it’s also an attempt to repair what one participant calls “the somewhat broken interface between universities and very large companies in the tech space.”
4 strategies for deep tech companies recruiting top growth marketers
Image Credits: Mallika Wiriyathitipirm/EyeEm (opens in a new window) / Getty Images
Here’s some real talk for technical founders: if you find it frustrating to work with growth experts and marketing professionals, the feeling’s probably mutual.
“Incredible growth people are independent and creative and are drawn to environments that explicitly value these traits,” says Jessica Li, a content/growth professional who was previously a VC.
To land top talent, “demonstrate that you have a team structure in place where a growth marketer could fit in and thrive.”
9 investors discuss hurdles, opportunities and the impact of cloud vendors in enterprise data lakes
Image Credits: Donald Iain Smith (opens in a new window) / Getty Images
Before my first cup of coffee this morning, I’d already interacted with four different devices that transmitted details about my behavior to a data lake.
Hopefully, the response I sent to an automated text while waiting for the kettle to boil will generate a discount offer in my inbox later today. (And hopefully, the raw data I’m transmitting has been properly secured and cataloged.)
Enterprise reporter Ron Miller interviewed nine investors to learn more about their approach to the lucrative data lake market:
- Caryn Marooney, general partner, Coatue Management
- Dharmesh Thakker, general partner, Battery Ventures
- Casey Aylward, principal, Costanoa Ventures
- Derek Zanutto, general partner, CapitalG
- Navin Chaddha, managing director, Mayfield
- Jon Lehr, co-founder and general partner, Work-Bench
- Peter Wagner, founding partner, Wing Ventures
- Nicole Priel, managing director, Ibex Ventures
- Ilya Sukah, partner, Matrix Partners
Felicis’ Aydin Senkut and Guideline’s Kevin Busque on the value of simple pitch decks
Image Credits: Felicis Ventures / Guideline
When it comes to building a durable relationship between a founder and an investor, “the trust starts in the pitch deck,” says Guideline CEO Kevin Busque.
Busque joined Extra Crunch Live last week with Felicis Ventures’ Aydin Senku to discuss the seed round Senku declined to join — and the Series B he led a short while later.
In keeping with our new format, the pair also offered feedback on pitch decks submitted by members of the audience. Read highlights, or watch a video with the full conversation.
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Ironclad’s Jason Boehmig: The objective of pricing is to become less wrong over time
In 2017, Ironclad founder and CEO Jason Boehmig was looking to raise a Series A. As a former lawyer, Boehmig had a specific process for fundraising and an ultimate goal of finding the right investors for his company.
Part of Boehmig’s process was to ask people in the San Francisco Bay Area about their favorite place to work. Many praised RelateIQ, a company founded by Steve Loughlin who had sold it to Salesforce for $390 million and was brand new to venture at the time.
“I wanted to meet Steve and had kind of put two and two together,” said Boehmig. “I was like, ‘There’s this founder I’ve been meaning to connect with anyways, just to pick his brain, about how to build a great company, and he also just became an investor.’”
On this week’s Extra Crunch Live, the duo discussed how the Ironclad pitch excited Loughlin about leading the round. (So excited, in fact, he signed paperwork in the hospital on the same day his child was born.) They also discussed how they’ve managed to build trust by working through disagreements and the challenges of pricing and packaging enterprise products.
As with every episode of Extra Crunch Live, they also gave feedback on pitch decks submitted by the audience. (If you’d like to see your deck featured on a future episode, send it to us using this form.)
We record Extra Crunch Live every Wednesday at 12 p.m. PST/3 p.m. EST/8 p.m. GMT. You can see our past episodes here and check out the March slate right here.
Episode breakdown:
- The pitch — 2:30
- How they operate — 23:00
- The problem of pricing — 29:00
- Pitch deck teardown — 35:00
The pitch
When Boehmig came in to pitch Accel, Loughlin remembers feeling ambivalent. He had heard about the company and knew a former lawyer was coming in to pitch a legal tech company. He also trusted the reference who had introduced him to Boehmig, and thought, “I’ll take the meeting.”
Then, Boehmig dove into the pitch. The company had about a dozen customers that were excited about the product, and a few who were expanding use of the product across the organization, but it wasn’t until the ultimate vision of Ironclad was teased that Loughlin perked up.
Loughlin realized that the contract can be seen as a core object that could be used to collaborate horizontally across the enterprise.
“That was when the lightbulb went off and I realized this is actually much bigger,” said Loughlin. “This is not a legal tech company. This is core horizontal enterprise collaboration in one of the areas that has not been solved yet, where there is no great software yet for legal departments to collaborate with their counterparts.”
He listed all the software that those same counterparts had to let them collaborate: Salesforce, Marketo, Zendesk. Any investor would be excited to hear that a potential portfolio company could match the likes of those behemoths. Loughlin was hooked.
“There was a slide that I’m guessing Jason didn’t think much of, as it was just the data around the business, but I got pretty excited about it,” said Loughlin. “It said, for every legal user Ironclad added, they added nine other users from departments like sales, marketing, customer service, etc. It was evidence that this theory of collaboration could be true at scale.”
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With $20M A round, Promise brings financial flexibility to outdated government and utility payment systems
The last year has been one of financial hardship for billions, and among the specific hardships is the elementary one of paying for utilities, taxes and other government fees — the systems for which are rarely set up for easy or flexible payment. Promise aims to change that by integrating with official payment systems and offering more forgiving terms for fees and debts people can’t handle all at once, and has raised $20 million to do so.
When every penny is going toward rent and food, it can be hard to muster the cash to pay an irregular bill like water or electricity. They’re less likely to be shut off on short notice than a mobile plan, so it’s safer to kick the can down the road… until a few bills add up and suddenly a family is looking at hundreds of dollars of unpaid bills and no way to split them up or pay over time. Same with tickets and other fees and fines.
The CEO and co-founder of Promise, Phaedra Ellis-Lamkins, explained that this (among other places) is where current systems fall down. Unlike buying a TV or piece of furniture, where payment plans may be offered in a single click during online checkout, there frequently is no such option for municipal ticket payment sites or utilities.
“We have found that people struggling to pay their bills want to pay and will pay at extremely high rates if you offer them reminders, accessible payment options and flexibility. The systems are the problem — they are not designed for people who don’t always have a surplus of money in their bank accounts,” she told TechCrunch.
“They assume for example that if someone makes their first payment at 10 PM on the 15th, they will have the same amount of money the next month on the 15th at 10 PM,” she continued. “These systems do not recognize that most people are struggling with their basic needs. Payments may need to be weekly or split up into multiple payment types.”
Even those that do offer plans still see many failures to pay, due at least partly to a lack of flexibility on their part, said Ellis-Lamkins — failure to make a payment can lead to the whole plan being cancelled. Furthermore, it may be difficult to get enrolled in the first place.
“Some cities offer payment plans but you have to go in person to sign up, complete a multiple-page form, show proof of income and meet restrictive criteria,” she said. “We have been able to work with our partners to use self-certification to ease the process as opposed to providing tax returns or other documentation. Currently, we have over a 90% repayment rate.”
Promise acts as a sort of middleman, integrating lightly with the agency or utility, which in turn makes anyone owing money aware of the possibility of the different payment system. It’s similar to how you might see various payment options, including installments, when making a purchase at an online shop.
Image Credits: Promise
The user enrolls in a payment plan (the service is mobile-friendly because that’s the only form of internet many people have) and Promise handles that end of it, with reminders, receipts and processing, passing on the money to the agency as it comes in — the company doesn’t cover the cost up front and collect on its own terms. Essentially it’s a bolt-on flexible payment mechanism that specializes in government agencies and other public-facing fee collectors.
Promise makes money by subscription fees (i.e. SaaS) and/or through transaction fees, whichever makes more sense for the given customer. As you might imagine, it makes more sense for a utility to pay a couple bucks to be more sure of collecting $500, than to take its chance on getting none of that $500, or having to resort to more heavy-handed and expensive debt collection methods.
Lest you think this is not a big problem (and consequently not a big market), Ellis-Lamkins noted a recent study from the California Water Boards showing there are 1.6 million people with a total of $1 billion in water debt in the state — one in eight households is in arrears to an average of $500.
Those numbers are likely worse than normal, given the immense financial pressure that the pandemic has placed on nearly all households — but like payment plans in other circumstances, households of many incomes and types find their own reason to take advantage of such systems. And pretty much anyone who’s had to deal with an obtusely designed utility payment site would welcome an alternative.
The new round brings the company’s total raised to over $30 million, counting $10 million it raised immediately after leaving Y Combinator in 2018. The funding comes from existing investors Kapor Capital, XYZ, Bronze, First Round, YC, Village, and others.
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SailPoint is buying SaaS management startup Intello
SailPoint, an identity management company that went public in 2017, announced it was going to be acquiring Intello, an early-stage SaaS management startup. The two companies did not share the purchase price.
SailPoint believes that by helping its customers locate all of the SaaS tools being used inside a company, it can help IT make the company safer. Part of the problem is that it’s so easy for employees to deploy SaaS tools without IT’s knowledge, and Intello gives them more visibility and control.
In fact, the term “shadow IT” developed over the last decade to describe this ability to deploy software outside of the purview of IT pros. With a tool like Intello, they can now find all of the SaaS tools and point the employees to sanctioned ones, while shutting down services the security pros might not want folks using.
Grady Summers, EVP of product at SailPoint, says that this problem has become even more pronounced during the pandemic as many companies have gone remote, making it even more challenging for IT to understand what SaaS tools employees might be using.
“This has led to a sharp rise in ungoverned SaaS sprawl and unprotected data that is being stored and shared within these apps. With little to no visibility into what shadow access exists within their organization, IT teams are further challenged to protect from the cyber risks that have increased over the past year,” Summers explained in a statement. He believes that with Intello in the fold, it will help root out that unsanctioned usage and make companies safer, while also helping them understand their SaaS spend better.
Intello has always seen itself as a way to increase security and compliance and has partnered in the past with other identity management tools like Okta and OneLogin. The company was founded in 2017 and raised $5.8 million according to Crunchbase data. That included a $2.5 million extended seed in May 2019.
Yesterday, another SaaS management tool, Torii, announced a $10 million Series A. Other players in the SaaS management space include BetterCloud and Blissfully, among others.
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Acast acquires podcasting startup RadioPublic
Podcast advertising company Acast is announcing that it has acquired RadioPublic, the startup that spun out of public radio marketplace PRX in 2016.
At first, RadioPublic’s main product was a mobile app for podcast listening, and it still supports the app. But co-founder and Chief Product Officer Matt MacDonald said that over time, the team’s focus shifted to products for podcasters, specifically its Listener Relationship Management Platform, which includes an embeddable web player, custom websites called Podsites and more.
“We had a whole roadmap of things we wanted to build, but we recognized that at our scale, we could be better served by partnering up with bigger organizations,” MacDonald said.
And ultimately, they decided Acast made sense as not just a partner, but an owner. Acast’s business still revolves around podcast advertising, but it’s also expanded with new tools like the Acast Open hosting platform, and it says it now hosts 20,000 podcasts, collectively reaching 300 million monthly listeners.
“The acquisition of RadioPublic is fundamentally a partnership of values,” said Acast’s chief business and strategy officer Leandro Saucedo in a statement. “We both firmly believe in the open ecosystem of podcasting and have a shared commitment to aid listener discovery and support all creators. We’re impressed by what RadioPublic has achieved and we believe that now — as podcasting is gaining more momentum than ever before — is the ideal time to bring RadioPublic’s talented team and company missions into the Acast fold.”
The financial terms of the acquisition were not disclosed, but Acast says it will not affect RadioPublic operationally.
MacDonald and his co-founder/CTO Chris Quamme Rhoden are both joining Acast (CEO Jake Shapiro departed last fall to lead creator partnerships for Apple Podcasts), and although they’ll be working to integrate RadioPublic features into the Acast platform, MacDonald said the startup will continue to support its own products and mobile apps for “the foreseeable future.”
He added that as RadioPublic works with Acast, the team will remain focused on “strengthening and deepening that relationship, that bond, that affinity between the podcaster and the listener.” In his view, that’s where RadioPublic’s opportunity lies, even as big platforms like Spotify invest in podcasting.
“How do we enable you, as the creator, to control the relationship you have with your audience?” MacDonald said. “We believe that a podcast’s listeners are the podcast’s listeners. They are not the platform’s customers.”
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SESO Labor is providing a way for migrant farmworkers to get legally protected work status in the US
As the Biden administration works to bring legislation to Congress to address the endemic problem of immigration reform in America, on the other side of the nation a small California startup called SESO Labor has raised $4.5 million to ensure that farms can have access to legal migrant labor.
SESO’s founder Mike Guirguis raised the round over the summer from investors including Founders Fund and NFX. Pete Flint, a founder of Trulia, joined the company’s board. The company has 12 farms it’s working with and is negotiating contracts with another 46. The company’s other co-founder, Jordan Taylor, was the first product hire at Farmer’s Business Network and previously of Dropbox.
Working within the existing regulatory framework that has existed since 1986, SESO has created a service that streamlines and manages the process of getting H-2A visas, which allow migrant agricultural workers to reside temporarily in the U.S. with legal protections.
At this point, SESO is automating the visa process, getting the paperwork in place for workers and smoothing the application process. The company charges about $1,000 per worker, but eventually as it begins offering more services to workers themselves, Guirguis envisions several robust lines of revenue. Eventually, the company would like to offer integrated services for both farm owners and farm workers, Guirguis said.
SESO is currently expecting to bring in 1,000 workers over the course of 2021 and the company is, as of now, pre-revenue. The largest industry player handling worker visas today currently brings in 6,000 workers per year, so the competition, for SESO, is market share, Guirguis said.
America’s complicated history of immigration and agricultural labor
The H-2A program was set up to allow agricultural employers who anticipate shortages of domestic workers to bring to the U.S. non-immigrant foreign workers to work on farms temporarily or seasonally. The workers are covered by U.S. wage laws, workers’ compensation and other standards, including access to healthcare under the Affordable Care Act.
Employers who use the visa program to hire workers are required to pay inbound and outbound transportation, provide free or rental housing and provide meals for workers (they’re allowed to deduct the costs from salaries).
H-2 visas were first created in 1952 as part of the Immigration and Nationality Act, which reinforced the national origins quota system that restricted immigration primarily to Northern Europe, but opened America’s borders to Asian immigrants for the first time since immigration laws were first codified in 1924. While immigration regulations were further opened in the sixties, the last major immigration reform package in 1986 served to restrict immigration and made it illegal for businesses to hire undocumented workers. It also created the H-2A visas as a way for farms to hire migrant workers without incurring the penalties associated with using illegal labor.
For some migrant workers, the H-2A visa represents a golden ticket, according to Guirguis, an honors graduate of Stanford who wrote his graduate thesis on labor policy.
“We are providing a staffing solution for farms and agribusiness and we want to be Gusto for agriculture and upsell farms on a comprehensive human resources solution,” says Guirguis of the company’s ultimate mission, referencing payroll provider Gusto.
As Guirguis notes, most workers in agriculture are undocumented. “These are people who have been taken advantage of [and] the H-2A is a visa to bring workers in legally. We’re able to help employers maintain workforce [and] we’re building software to help farmers maintain the farms.”
Opening borders even as they remain closed
Farms need the help, if the latest numbers on labor shortages are believable, but it’s not necessarily a lack of H-2A visas that’s to blame, according to an article in Reuters.
In fact, the number of H-2A visas granted for agriculture equipment operators rose to 10,798 from October through March, according to the Reuters report. That’s up 49% from a year ago, according to data from the U.S. Department of Labor cited by Reuters.
Instead of an inability to acquire the H-2A visa, it was an inability to travel to the U.S. that’s been causing problems. Tighter border controls, the persistent global pandemic and travel restrictions that were imposed to combat it have all played a role in keeping migrant workers in their home countries.
Still, Guirguis believes that with the right tools, more farms would be willing to use the H-2A visa, cutting down on illegal immigration and boosting the available labor pool for the tough farm jobs that American workers don’t seem to want.
Photo by Brent Stirton/Getty Images.
David Misener, the owner of an Oklahoma-based harvesting company called Green Acres Enterprises, is one employer who has struggled to find suitable replacements for the migrant workers he typically hires.
“They could not fathom doing it and making it work,” Misener told Reuters, speaking about the American workers he’d tried to hire.
“With H-2A, migrant workers make 10 times more than they would get paid at home,” said Guirguis. “They’re taking home the equivalent of $40 an hour. The H-2A is coveted.”
Guirguis thinks that with the right incentives and an easier onramp for farmers to manage the application and approval process, the number of employers that use H-2A visas could grow to be 30% to 50% of the farm workforce in the country. That means growing the number of potential jobs from 300,000 to 1.5 million for migrants who would be under many of the same legal protections that citizens enjoy while they’re working on the visa.
Protecting agricultural workers through better paperwork
Interest in the farm labor nexus and issues surrounding it came to the first-time founder through Guirguis’ experience helping his cousin start her own farm. Spending several weekends a month helping her grow the farm with her husband, Guirguis heard his stories about coming to the U.S. as an undocumented worker.
Employers using the program avoid the liability associated with being caught employing illegal labor, something that crackdowns under the Trump administration made more common.
Still, it’s hard to deny the program’s roots in the darker past of America’s immigration policy. And some immigration advocates argue that the H-2A system suffers from the same kinds of structural problems that plague the corollary H-1B visas for tech workers.
“The H-2A visa is a short-term temporary visa program that employers use to import workers into the agricultural fields … It’s part of a very antiquated immigration system that needs to change. The 11.5 million people who are here need to be given citizenship,” said Saket Soni, the founder of an organization called Resilience Force, which advocates for immigrant labor. “And then workers who come from other countries, if we need them, they have to be able to stay … H-2A workers don’t have a pathway to citizenship. Workers come to us afraid of blowing the whistle on labor issues. As much as the H-2A is a welcome gift for a worker it can also be abused.”
Soni said the precarity of a worker’s situation — and their dependence on a single employer for their ability to remain in the country legally — means they are less likely to speak up about problems at work, since there’s nowhere for them to go if they are fired.
“We are big proponents that if you need people’s labor you have to welcome them as human beings,” Soni said. “Where there’s a labor shortage as people come, they should be allowed to stay … H-2A is an example of an outdated immigration tool.”
Guirguis clearly disagrees and said a platform like SESO’s will ultimately create more conveniences and better services for the workers who come in on these visas.
“We’re trying to put more money in the hands of these workers at the end of the day,” he said. “We’re going to be setting up remittance and banking services. Everything we do should be mutually beneficial for the employer and the worker who is trying to get into this program and know that they’re not getting taken advantage of.”
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A16z doesn’t invest, it manifests
Hello and welcome back to Equity, TechCrunch’s venture capital-focused podcast, where we unpack the numbers behind the headlines.
Natasha and Danny and Alex and Grace were all here to chat through the week’s biggest tech happenings. In very good Show News
, Chris is back! He’s working on the next iteration of the show, something that you will be able to see starting Very Soon. Get hyped!
Today though, we had a delectable dish of dynamic doings, namely news items of the following persuasion:
- Bitcoin broke the $50,000 barrier, something that we wanted to talk about. Especially in light of Coinbase’s $77 billion valuation. Natasha walked us through some growth metrics, and Alex was sad that he isn’t already retired. Danny remains a full-on crypto bull.
- And on the blockchain thing, Blockchain.com raised $120 million, proving that there are huge amounts of capital available for the guts-and-bolts tooling of the bitcoin world.
- Li Jin, who coined the term “passion economy,” has closed her debut $13 million fund for startups within the same category. She joined other investors in our latest survey on the creator economy’s changing tides.
- Off of $1 million in ARR, Circle has brought on $4 million in funding at a valuation north of $40 million.
- A16z invested in Stir, which helps creators manage and view their various income streams. The funding total was not disclosed, but is reportedly valuing the company, still in beta, at $100 million.
- TalkShopLive brought on new cash for live video shopping.
- Pipe17 closed an $8 million round that caught our eye. By building a service to help smaller e-commerce operations connect their tooling to one another, the company is betting on smaller e-commerce needing pipes to link up their various software services. This reminded us of Alloy, another neat company in e-commerce automation that also recently raised money.
- From there we riffed on the software market itself, its size and the potential for investors to loosen their rules of intra-portfolio competition.
- Public raised $220 million, OutSystems raised $150 million and Ally.io raised $50 million.
- Finally, a wave of edtech startups is over Zoom University and hopes to create much, much better. alternative.
And that’s our show! We are back early Monday morning for a packed week. So keep your podcast app warm, we’re coming for it.
Equity drops every Monday at 7:00 a.m. PST and Thursday afternoon as fast as we can get it out, so subscribe to us on Apple Podcasts, Overcast, Spotify and all the casts.
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Math learning app Photomath raises $23 million as it reaches 220 million downloads
Photomath, the popular mobile app that helps you solve equations, has raised a $23 million Series B funding round led by Menlo Ventures. The app is a massive consumer success, and chances are you might already know about it if you have a teenager in your household.
The app lets you point your phone’s camera at a math problem. It recognizes what’s written and gives you a step-by-step explanation to solve the problem. You might think that it’s the perfect app for lazy students.
But there are many different use cases for Photomath. For instance, you can write an equation in your notebook and use Photomath to draw a graph.
Typing an equation on a keyboard is quite difficult. That’s why bridging the gap between the physical world and your smartphone is key to Photomath’s success. You can just grab a pen and write something down on a piece of paper. Essentially, it’s an AR calculator.
GSV Ventures, Learn Capital, Cherubic Ventures and Goodwater Capital are also participating in today’s funding round.
There’s an interesting story behind the app’s success. Photomath was originally designed as a demo app for another company called MicroBlink. At the time, the team was working on text recognition technology. It planned to sell its core technology to other companies that might find it useful.
In 2014, they pitched MicroBlink at TechCrunch Disrupt in London. And things changed drastically overnight as Photomath reached the first spot of the iOS App Store.
Photomath has now attracted more than 220 million downloads. As of this writing, it is still No. 59 in the U.S. App Store, one rank above Tinder. Other companies tried to build competitors, but it seems they didn’t manage to crush the tiny European startup.
The app seems even more relevant as many kids are spending more time studying at home. They can’t simply raise their hand to call on the teacher for some help.
Photomath is free and users can optionally pay for Photomath Plus, a premium version with more features, such as dynamic illustrations and animated tutorials.
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Why do SaaS companies with usage-based pricing grow faster?
Today we know of HubSpot — the maker of marketing, sales and service software products — as a preeminent public company with a market cap above $17 billion. But HubSpot wasn’t always on the IPO trajectory.
For its first five years in business, HubSpot offered three subscription packages ranging in price from $3,000 to $18,000 per year. The company struggled with poor churn and anemic expansion revenue. Net revenue retention was near 70%, a far cry from the 100%+ that most SaaS companies aim to achieve.
Something needed to change. So in 2011, they introduced usage-based pricing. As customers used the software to generate more leads, they would proportionally increase their spend with HubSpot. This pricing change allowed HubSpot to share in the success of its customers.
In a usage-based model, expansion “just happens” as customers are successful.
By the time HubSpot went public in 2014, net revenue retention had jumped to nearly 100% — all without hurting the company’s ability to acquire new customers.
HubSpot isn’t an outlier. Public SaaS companies that have adopted usage-based pricing grow faster because they’re better at landing new customers, growing with them and keeping them as customers.
Image Credits: Kyle Poyar
Widen the top of the funnel
In a usage-based model, a company doesn’t get paid until after the customer has adopted the product. From the customer’s perspective, this means that there’s no risk to try before they buy. Products like Snowflake and Google Cloud Platform take this a step further and even offer $300+ in free usage credits for new developers to test drive their products.
Many of these free users won’t become profitable — and that’s okay. Like a VC firm, usage-based companies are making a portfolio of bets. Some of those will pay off spectacularly — and the company will directly share in that success.
Top-performing companies open up the top of the funnel by making it free to sign up for their products. They invest in a frictionless customer onboarding experience and high-quality support so that new users get hooked on the platform. As more new users become active, there’s a stronger foundation for future customer growth.
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