Startups
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Isovalent, a startup that aims to bring networking into the cloud-native era, today announced that it has raised a $29 million Series A round led by Andreessen Horowitz and Google. In addition, the company today officially launched its Cilium Enterprise platform (which was in stealth until now) to help enterprises connect, observe and secure their applications.
The open-source Cilium project is already seeing growing adoption, with Google choosing it for its new GKE data plane, for example. Other users include Adobe, Capital One, Datadog and GitLab. Isovalent is following what is now the standard model for commercializing open-source projects by launching an enterprise version.
The founding team of CEO Dan Wendlandt and CTO Thomas Graf has deep experience in working on the Linux kernel and building networking products. Graf spent 15 years working on the Linux kernel and created the Cilium open-source project, while Wendlandt worked on Open vSwitch at Nicira (and then VMware).
“We saw that first wave of network intelligence be moved into software, but I think we both shared the view that the first wave was about replicating the traditional network devices in software,” Wendlandt told me. “You had IPs, you still had ports, you created virtual routers, and this and that. We both had that shared vision that the next step was to go beyond what the hardware did in software — and now, in software, you can do so much more. Thomas, with his deep insight in the Linux kernel, really saw this eBPF technology as something that was just obviously going to be groundbreaking technology, in terms of where we could take Linux networking and security.”
As Graf told me, when Docker, Kubernetes and containers, in general, become popular, what he saw was that networking companies at first were simply trying to reapply what they had already done for virtualization. “Let’s just treat containers as many as miniature VMs. That was incredibly wrong,” he said. “So we looked around, and we saw eBPF and said: this is just out there and it is perfect, how can we shape it forward?”
And while Isovalent’s focus is on cloud-native networking, the added benefit of how it uses the eBPF Linux kernel technology is that it also gains deep insights into how data flows between services and hence allows it to add advanced security features as well.
As the team noted, though, users definitely don’t need to understand or program eBPF, which is essentially the next generation of Linux kernel modules, themselves.
“I have spent my entire career in this space, and the North Star has always been to go beyond IPs + ports and build networking visibility and security at a layer that is aligned with how developers, operations and security think about their applications and data,” said Martin Casado, partner at Andreesen Horowitz (and the founder of Nicira). “Until just recently, the technology did not exist. All of that changed with Kubernetes and eBPF. Dan and Thomas have put together the best team in the industry and given the traction around Cilium, they are well on their way to upending the world of networking yet again.”
As more companies adopt Kubernetes, they are now reaching a stage where they have the basics down but are now facing the next set of problems that come with this transition. Those, almost by default, include figuring out how to isolate workloads and get visibility into their networks — all areas where Isovalent/Cilium can help.
The team tells me its focus, now that the product is out of stealth, is about building out its go-to-market efforts and, of course, continuing to build out its platform.
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Explo, a member of the Y Combinator Winter 2020 class, which is helping customers build customer-facing business intelligence dashboards, announced a $2.3 million seed round today. Investors included Amplo VC, Soma Capital and Y Combinator, along with several individual investors.
The company originally was looking at a way to simplify getting data ready for models or other applications, but as the founders spoke to customers, they saw a big need for a simple way to build dashboards backed by that data and quickly pivoted.
Explo CEO and co-founder Gary Lin says the company was able to leverage the core infrastructure, data engineering and production that it had built while at Y Combinator, but the new service they created is much different from the original idea.
“In terms of the UI and the output, we had to build out the ability for our end users to create dashboards, for them to embed the dashboards and for them to customize the styles on these dashboards, so that it looks and feels as though it was part of their own product,” Lin explained.
While the founders had been working on the original idea since last year, they didn’t actually make the pivot until September. They made the change because they were hearing this was really what customers needed more than the tool they had been building while at Y Combinator. In fact, Chen says that their YC mentors and investors have been highly supportive of the switch.
The company is just getting started with the four original co-founders — Lin, COO Andrew Chen, CTO Rohan Varma and product designer Carly Stanisic — but the plan is to use this money to beef up the engineering team with three to five new hires.
With a diverse founding team, the company wants to continue looking at diversity as it builds the company. “One of the biggest reasons that we think diversity is important is that it allows us to have a bigger perspective and a grander perspective on things. And honestly, it’s in environments where I have personally […] been involved where we’ve actually been able to create the best ideas was by having a larger perspective. And so we definitely are going to be as inclusive as possible and are definitely thinking about that as we hire,” Lin said.
As the company has grown up during the pandemic, the founding core is used to working remotely and the goal moving forward is to be a distributed company. “We will be a remote distributed company so we’re hiring people no matter where they are, which actually makes it a lot easier from a hiring perspective because we’re able to reach a much more diverse and large pool of applicants,” Lin said.
They are in the process of thinking about how they can build a culture as they bring in distributed employees. “I think the way that we’ve started to see it is that working distributed is not a reduced experience, but just a different one and we are thinking about different things like how we organize new people when they on-board, and maybe we can meet up as a team and have a retreat where we are located in the same place [when travel allows],” he said.
For now, they will remain remote as they take their first half-dozen customers and begin to build the company with the new investment.
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Now that COVID-19 has accelerated the adoption of digital education tools, edtech has become one of the hottest areas of investment.
As someone who has been in edtech for nearly 20 years, this sounds like the precise moment to capitalize on all the newfound interest. Which is why what I’m about to say might be surprising: I’m leaving edtech for the world of gaming with my new company, Solitaired.
I first got into edtech in high school, when a friend and I founded EasyBib, a website that helped students cite sources for their papers. At the time, we were just students who felt there had to be a better way than formatting tedious citations for research papers by hand. But as we dove into the business further, we realized there was a lot to like about bibliographies and education technology in general.
For one, the education market is large. There are more than 56 million K-16 students in the U.S., and over 1.3 billion globally. Federal, state and local governments spend an aggregate of 5% of GDP on education, and that doesn’t even include what students and parents spend on content and technology.
Secondly, it’s structured. Students generally all go through the same curriculum together. That means most students have the same problem in the same way; if you solve a problem for one group of users, you’ve probably solved it for most users.
The citation problem was just like that. When we sold our company to Chegg, we were already reaching four out of five students that needed bibliographies, or over 30 million students in the U.S. Edtech companies that help students with math, chemistry, homework help, tutoring and other curricular needs can build massive audiences quickly.
Edtech that’s part of the curriculum also has high engagement. EasyBib users stayed on our site for nearly ten minutes per session, creating one citation after another for their bibliographies. For direct-to-consumer edtech companies that are ad and subscription driven, this behavior creates many monetization opportunities.
While we grew fast, our endemic market opportunity was limited. Why? The strengths of edtech can also be its downsides, especially for a startup. On the user growth front, we focused on school relationships, marketing and SEO. But once we reached four out of every five students in the U.S., there wasn’t much more room to grow.
To increase engagement even further, we tried a number of things: encouraging more citation creation, adding research and note-taking features and building a Chrome extension to be more ever-present in the user’s research journey. Those efforts fell short too. Ultimately, the school calendar dictated how often students needed to use us, and we were constrained by the number of research papers teachers assigned.
These challenges can certainly be overcome. But as a startup, we had to decide if we wanted to pursue adjacencies and expansions ourselves. Ultimately, this realization was one of the reasons we decided to sell our company to Chegg, which had a wider user base and product synergies that we couldn’t achieve on our own. As anyone who follows Chegg might know, they’ve been very successful in accelerating the edtech digital transformation.
When we began thinking about our second business, we had these lessons in the back of our mind. That’s when we discovered gaming.
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JumpCloud, the cloud directory service that debuted at TechCrunch Disrupt Battlefield in 2013, announced a $75 million Series E today. The round was led by BlackRock with participation from existing investor General Atlantic.
The company wasn’t willing to discuss the current valuation, but has now raised more than $166 million, according to Crunchbase data.
Changes in the way that IT works have been evolving since the company launched. Back then, most companies used Microsoft Active Directory in a Windows-centric environment. Since then, things have gotten more heterogeneous with multiple operating systems, web applications, the cloud and mobile, and that has required a different way of thinking about directory structures.
JumpCloud co-founder and CEO Rajat Bhargava says that the pandemic has only accelerated the need for his company’s kind of service as more companies move to the cloud. “Obviously now with COVID, all these changes made it much more difficult for IT to connect their users to all the resources that they needed, and to us that’s one of the most critical tasks that an IT organization has is making their team productive,” he said.
He said their idea was to build an “independent cloud directory platform that would connect people to really whatever it is they need and do that in a secure way while giving IT complete control over that access.”
The product, which includes a free tier for 10 users on 10 systems for an unlimited amount of time, has 100,000 users. Of those, Bhargava says that about 3,000 are paying.
The company has 300 employees, with plans to add 200-250 in the next year with a goal of adding 500 in the next couple of years. As he does that, Bhargava, who is South Asian, sees diversity and inclusion as an important component of the hiring process. In fact, the company tries to make sure it always has diverse candidates in the hiring pool.
“Some of the things that we’ve tried to do is make sure that every role has some diversity candidates involved in the hiring process. That’s something that our recruiting team is working on and making sure that we’re having that conversation with every single hire,” he said. He acknowledges that it’s a work in progress, and a problem across the entire tech industry that he and his company continue to try to address.
Since the pandemic, the company, which is based in Colorado, has made the decision to be remote first, and they will be hiring from across the country and across the world as they make these new hires, which could help contribute to a more diverse workforce over time.
With a $75 million investment, and having reached Series E, it’s fair to ask if the company is thinking ahead to an IPO, but Bhargava didn’t want to discuss that. “We just raised this $75 million round. There’s so much work to be done, so we’re just looking forward to that right now,” he said.
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Qualcomm Ventures, Qualcomm’s investment arm, today announced four new strategic investments in 5G-related startups. These companies are private mobile network specialist Celona, mobile network automation platform Cellwize, the edge computing platform Azion and Pensando, another edge computing platform that combines its software stack with custom hardware.
The overall goal here is obviously to help jumpstart 5G use cases in the enterprise and — by extension — for consumers by investing in a wide range of companies that can build the necessary infrastructure to enable these.
“We invest globally in the wireless mobile ecosystem, with a goal of expanding our base of customers and partners — and one of the areas we’re particularly excited about is the area of 5G,” Quinn Li, a senior VP at Qualcomm and the global head of Qualcomm Ventures, told me. “Within 5G, there are three buckets of areas we look to invest in: one is in use cases, second is in network transformation, third is applying 5G technology in enterprises.”
So far, Qualcomm Ventures has invested more than $170 million in the 5G ecosystem, including this new batch. The firm did not disclose how much it invested in these four new startups, though.
Overall, this new set of companies touches upon the core areas Qualcomm Ventures is looking at, Li explained. Celona, for example, aims to make it as easy for enterprises to deploy private cellular infrastructure as it is to deploy Wi-Fi today.
“They built this platform with a cloud-based controller that leverages the available spectrum — CBRS — to be able to take the cellular technology, whether it’s LTE or 5G, into enterprises,” Li explained. “And then these enterprise use cases could be in manufacturing settings, could be in schools, could be in hospitals, or it could be on campus for universities.”
Cellwize, meanwhile, helps automate wireless networks to make them more flexible and manageable, in part by using machine learning to tune the network based on the data it collects. One of the main investment theses for this fund, Li told me, is that wireless technology will become increasingly software-defined, and Cellwize fits right into this trend. The potential customer here isn’t necessarily an individual enterprise, though, but wireless and mobile operators.
Edge computing, where Azion and Pensando play, is obviously also a hot category right now, and one where 5G has some obvious advantages, so it’s maybe no surprise that Qualcomm Ventures is putting a bit of a focus on these today with its investments in Azion and Pensando.
“As we move forward, [you will] see a lot of the compute moving from the cloud into the edge of the network, which allows for processing happening at the edge of the network, which allows for low latency applications to run much faster and much more efficiently,” Li said.
In total, Qualcomm Ventures has deployed $1.5 billion and made 360 investments since its launch in 2000. Some of the more successful companies the firm has invested in include unicorns like Zoom, Cloudflare, Xiaomi, Cruise Automation and Fitbit.
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Xpressbees, an Indian logistics firm that works with several e-commerce firms in the country, said on Monday it has raised $110 million in a new financing round as online shopping booms in the world’s second largest internet market.
The Pune-headquartered startup’s Series E financing round was led by private equity firms Investcorp, Norwest Venture Partners and Gaja Capital, the five-year-old startup said. Xpressbees, which concluded its Series D round three years ago, has raised $175.8 million to date, according to research firm Tracxn. The new round valued the startup at more than $350 million.
Xpressbees helps more than 1,000 customers — including financial and e-commerce services giant Paytm, social commerce startup Meesho, eyewear seller Lenskart, phone maker Xiaomi, online pharmacy NetMeds and online marketplace Snapdeal — deliver their products across the country. It has presence in over 2,000 cities and towns, and it processes more than 2.5 million orders a day — up from about 600,000 daily orders last year.
“We have been truly impressed by their strong customer centricity and capital efficiency which has resulted in exceptional feedback from top players in the e-commerce sector!” said Niren Shah, managing director and head of Norwest Venture Partners in India, in a statement.
Xpressbees started its journey within FirstCry, an e-commerce for baby products, in 2012. But in 2015, it became an independent company with Amitava Saha, co-founder and chief operating officer of FirstCry, moving out of FirstCry to become chief executive of Xpressbees. Supam Maheshwari, who co-founded FirstCry and serves as its chief executive, is the other co-founder of Xpressbees.
The startup said it plans to deploy the fresh capital to further automate its hubs and sorting centres, and expand its delivery footprint to cover the entire country. “I am delighted to see the impact we are making in the logistics ecosystem in the country,” said Saha in a statement.
At stake is India’s growing logistics industry, which NVP’s Shah estimated to be worth $200 billion. “We continue to believe that new age technology led logistics players such as Xpressbees will continue to play a pivotal role both in the growth of the e-commerce sector in India,” he added.
E-commerce sales, which account for less than 5% of all retail sales in India, skyrocketed during the pandemic after New Delhi enforced a two-month nationwide lockdown. During their festival sales last month, Amazon India and Walmart-owned Flipkart reported a record surge in their sales. The firms have created more than 150,000 seasonal jobs to accommodate the growing demand of orders. Xpressbees works with over 30,000 delivery staff.
Xpressbees competes with a handful of established firms and startups, including SoftBank-backed Delhivery, which became a unicorn last year, and Ecom Express, which has presence in about 2,400 Indian cities and towns.
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Year-in, year-out, the gender gap in venture capital investment continues to be a problem women founders face. While the gender gap in other areas (such as the number of women entering tech in general) may be on the right path, this disparity in funding seems to be stagnant. There has been little movement in the amount of VC dollars going to women-founded companies since 2012.
In fintech, the problem is especially prominent: Women-founded fintechs have raised a meager 1% of total fintech investment in the last 10 years. This should come as no surprise, given that fintech combines two sectors traditionally dominated by men: finance and technology. Though by no means does this mean that women aren’t doing incredible work in the field and it’s only right that women founders receive their fair share of VC investment.
In the short term, women founders can take action to boost their chances at VC success in the current investment climate, including leveraging their community and support network and building the necessary self-belief to thrive. In the long term, there needs to be foundational change to level the playing field for women entrepreneurs. VC funds must look at ways they can bring in more women decision-makers, all the way up to the top.
Let’s dive into the state of gender bias in VC investing as it stands, and what founders, stakeholders and funds themselves can do to close the gap.
In 2019, less than 3% of all VC investment went to women-led companies, and only one-fifth of U.S. VC went to startups with at least one woman on the founder team. The average deal size for female-founded or female co-founded companies is less than half that of only male-founded startups. This is especially concerning when you consider that women make up a much bigger portion of the founder community than proportionately receive investment (around 28% of founders are women). Add in the intersection of race and ethnicity, and the figures become bleaker: Black women founders received 0.6% of the funding raised since 2009, while Latinx female founders saw only 0.4% of total investment dollars.
The statistics paint a stark picture, but it’s a disparity that I’ve faced on a personal level too. I have been faced with VC investors who ask my co-founder — in front of me — why I was doing the talking instead of him. On another occasion, a potential investor asked my co-founder who he was getting into business with, because “he needed to know who he’d be going to the bar with when the day was up.”
This demonstrates a clear expectation on the part of VC investors to have a male counterpart within the founding team of their portfolio companies, and that they often — whether subconsciously or consciously — value men’s input over that of the women on the leadership team.
So, if you’re a female founder faced with the prospect of pitching to VCs — what steps can you take to set yourself up for success?
Women founders looking to receive VC investment can take a number of steps to increase their chances in this seemingly hostile environment. My first piece of advice is to leverage your own community and support network, especially any mentors and role models you may have, to introduce you to potential investors. Contacts that know and trust your business may be willing to help — any potential VC is much more likely to pay you attention if you come as a personal recommendation.
If you feel like you’re lacking in a strong support network, you can seek out female-founder and startup groups and start to build your community. For example, The Next Women is a global network of women leaders from progress-driven companies, while Women Tech Founders is a grassroots organization on a mission to connect and support women in technology.
Confidence is key when it comes to fundraising. It’s essential to make sure your sales, pitch and negotiation skills are on point. If you feel like you need some extra training in this area, seek out workshops or mentorship opportunities to make sure you have these skills down before you pitch for funding.
When talking with top male VCs and executives, there may be moments where you feel like they’re responding to you differently because of your gender. In these moments, channeling your self-belief and inner strength is vital: The only way that they’re going to see you as a promising, credible founder is if you believe you are one too.
At the end of the day, women founders must also realize that we are the first generation of our gender playing the VC game — and there’s something exciting about that, no matter how challenging it may be. Even when faced with unconscious bias, it’s vital to remember that the process is a learning curve, and those that come after us won’t succeed if we simply hand the task over to our male co-founder(s).
While there are actions that women can take on an individual level, barriers cannot be overcome without change within the VC firms themselves. One of the biggest reasons why women receive less VC investment than men is that so few of them make up decision-makers in VC funds.
A study by Harvard Business Review concluded that investors often make investment decisions based on gender and ask women founders different questions than their male counterparts. There are countless stories of women not being taken seriously by male investors, and subsequently not being seen as a worthwhile investment opportunity. As a result of this disparity in VC leadership teams, women-focused funds are emerging as a way to bridge the funding gender gap. It’s also worth noting that women VCs are not only more likely to invest in women-founded companies, but also those founded by Black entrepreneurs. In addition to embracing women and minority-focused investors, the VC community as a whole should ensure they’re bringing in more women leaders into top positions.
From day one, the Prometeo team has made concerted efforts to have both men and women in decision-maker roles. Having women in the founding team and in leadership positions has been crucial in not only helping to fight the unconscious bias that might take place, but also in creating a more dynamic work environment, where diversity of thought powers better business decisions.
Striving for gender equality, both within the walls of VC funds and in the founder community, is also better for businesses’ bottom line. In fact, a study by Boston Consulting Group found that women-founded startups generate 78% for every dollar invested, compared to 31% from men-founded companies.
Here in Latin America, women founders receive a higher proportion of VC investment than anywhere else in the world, so it’s no surprise that women are leading the region’s fintech revolution. Having more women in leadership positions is ultimately a better bet for business.
Closing the gender gap in VC funding is no simple task, but it’s one that must be undertaken. With the help of internal VC reform and external initiatives like community building, training opportunities and women-focused support networks, we can work toward finally making the VC game more equitable for all.
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The election is over, but not without a hitch or two. Some voters in Georgia and Ohio had to use paper ballots after hand sanitizer leaked into voting machines — an unexpected casualty of the pandemic. And a slew of robocalls across a number of swing states urged voters to “stay safe and stay home,” in an effort to disenfranchise voters from going to the polls. With record voter turnout, there’s little evidence to show it worked.
But we saw nothing like the hack-and-leak operations like we did four years ago, which delivered an “October surprise” that derailed the election for Hillary Clinton, despite winning the popular vote by three million votes.
Government officials and cybersecurity firms said there were no significant or damaging cyberattacks during Election Day. One Homeland Security official called it “another Tuesday on the internet,” but conceded there was still cause for concern in the election aftermath.
With the bulk of the votes counted, government officials pointed to the threat of “foreign influence” campaigns — or misinformation — that would try to cast doubt on the election results. In reality, much of the false and misleading claims ended up coming from inside the White House as the Trump administration tried to cling onto power. After being caught out four years ago, the social media giants put into place measures and policies that limited the spread of false news — including Trump’s repeated attempts to claim victory.
Fears that the 2020 election could turn into a national, or even an international security matter did not come to fruition. The U.S. is in a better place than it was four years ago by simply learning the lessons from Russia’s efforts to interfere with the election. Imagine where we could be in another four?
Since you, like us, were glued to the television screens last week, here’s more from the week you might have missed.
Grayshift, the secretive startup behind the U.S. government’s favorite phone unlocking technology, has raised $47 million in fresh funding. The Series A round was led by PeakEquity Partners, and — as first reported by Forbes — is a huge round for a little-known phone forensics firm.
One of only a few photos of the mysterious GrayKey phone unlocking devices. Image Credits: Malwarebytes
Grayshift exploded onto the mobile forensics scene in 2018, months after the company began quietly selling its proprietary GrayKey technology to federal agencies for about $15,000 each. The FBI and other agencies use their purchased GrayKey devices to break into encrypted phones without needing the passcode.
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A recent article in Entrepreneur magazine listed “inadequate testing” as the top reason why startups fail. Inadequate testing essentially means inadequate or sub-par user research that leads to poor UX design which, not surprisingly, usually ends in failure. While working with startups and tech companies, I have also seen how even when people know how important user research is, they may not necessarily know how to conduct it in optimal ways.
Let’s look, then, at some of the biggest UX research mistakes companies make and what I wish I had known when I first started.
When considering any potential product or service, it’s best to get certain questions answered as soon as possible. Is it actually going to be something useful and feasible for the target users and their organizations? Are your initial; assumptions correct? Ideas that seem good at first may not seem so great after research, and many commonly criticized failures were likely results of insufficient research. This is why it’s vital to begin user research early before product development has even begun.
While it is important to conduct foundational research early on, you also want to make sure to conduct evaluative research by continuously testing your product as you build or upgrade it. One of the reasons why Google products product like Gmail or YouTube are relatively easy to use for most people is that Google has teams continuously testing their products, making sure that their users know where to find what they’re looking for.
One of the mistakes I see many startups and entrepreneurs make (and that I myself made early on) is doing all of the UX research themselves. In some ways, books like “Lean Startup” have bolstered this tendency by stressing the need to “get out of the building” and get to know your users. In itself this isn’t a bad idea—it’s good to know who your users are and to build empathy for their experiences. Likewise, this isn’t to say that you should not do any research yourselves.
However, you also want to be sure to complement that by having professional, third party UX researchers do research for you as well. When you are heavily invested in your research, as you invariably would be if it is your own product, it is difficult to conduct it in an unbiased way. And when your research participants know that you are asking them about your own project, they are not likely to provide you with good signal that can actually help you improve your product.
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Could there be a tech sector more thrilling and daunting than space? We think not. If that’s your orbit, don’t miss TC Sessions: Space 2020 on December 16-17. It’s where you’ll find the industry’s greatest thinkers, makers, shakers and investors.
More on that in a minute. Right now, a reminder that the $125 admission price remains in play for just five more days. Buy your Early-Bird ticket — and keep $100 in your wallet — before November 13 at 11:59 p.m. (PT).
We have an impressive slate of presenters ready to talk about the current state of space tech, what the future holds, investment strategies and what it takes to build successful cosmic startups.
Here are just some of the luminaries you’ll hear from and engage with during main stage interviews, panel discussions, breakout sessions and interactive Q&As.
Check out some of the topics and find more in the event agenda.
Building Up a Business Looking Down at Earth: Earth observation is one of the real moneymakers in the space category. See what’s ahead for the industry.
Bridging Today and Tomorrow’s Tech: Corporate VC funds are a key source of investment for space startups, in part because they often involve partnerships that help generate revenue, and because they understand the timelines involved. We’ll discuss how they fit with more standard ventures to power the ecosystem.
We offer discount ticket options for students ($50) and for government, military and nonprofits ($95). Buy yours before November 13 at 11:59 p.m. PST. Bonus: Extra Crunch subscribers receive a 20% discount on passes.
Strut your right stuff: Want to increase your exposure to event attendees around the world? Buy a Startup Exhibitor Package. The $360 package includes three tickets, digital exhibition space and the ability to generate leads. Bonus: Exhibiting founders get five minutes to pitch their company — live — to thousands of attendees.
TC Sessions: Space 2020 takes place on December 16-17. Whether you’re a founder, investor, engineer, student or an aspiring entrepreneur, it’s where you’ll find the space industry’s most important people across public, private and defense sectors. Buy your pass before November 13 at 11:59 p.m. (PT) and save $100.Could that be any more exciting?
Is your company interested in sponsoring TC Sessions: Space 2020? Click here to talk with us about available opportunities.
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