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Negotiatus, looking to help businesses optimize purchasing, raises $10 million

Negotiatus, a SaaS business meant to optimize and streamline the purchasing and procurement process for businesses, has today announced the close of a $10 million Series A round.

The funding was led by Rally Ventures, with participation from ERA, 645 Ventures, Green Visor Capital and Stage 2 Capital. This brings the company’s total funding to nearly $20 million.

Negotiatus was founded by Zach Garippa and Tom Jaklitsch with an idea to detangle the process of purchasing supplies for a business. Garippa told TechCrunch that most solutions to this problem focus on one piece of the puzzle, serving finance or operations or the purchasers themselves, but ultimately making the process more difficult for the other functions in the business.

Negotiatus pulls all of those stakeholders into a single platform where they can shop, place orders, track delivery information and manage spend all from one place.

For example, finance departments often have to manually review and remit payment for thousands of invoices a month, normally across at least several vendors and various formats. Negotiatus allows the finance department to view all of that in a weekly or monthly invoice.

Before Negotiatus, purchasers had to cross-reference approved brands, vendors and products each time they needed a new set of pens or toilet paper, jumping from one website to another and tracking shipments across multiple websites. Negotiatus scrapes your past purchase history to show purchasers what they want in a single place. And, of course, users can track those products directly from the Negotiatus dashboard.

Operations can centralize order requests and approvals within the Negotiatus platform, and leverage analytics provided by the company to make better purchasing decisions. Negotiatus scrapes the SKUs themselves, across vendors, to make sure that businesses are making the smartest possible decision with their budget.

The company says that it takes less than a day to get going on the platform.

Negotiatus generates revenue in two ways. The first is a regular subscription model that charges on a monthly basis for each location on the platform. The second is based on spend volume on the platform (which comes from the vendor side).

Thus far, Negotiatus has 300 customers, with a particular popularity among health and wellness businesses (SoulCycle, Orangetheory, CorePower Yoga) and co-working businesses (WeWork, Zeus, Domio). The company hopes to soon expand beyond physical products into software services.

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MoEngage lands $25M for its mobile-first customer engagement platform

MoEngage, a San Francisco and Bangalore-based startup that helps firms better understand their customers and improve their engagement, has raised $25 million in a new financing round as it looks to grow its network in North America and Europe.

The Series C was led by Eight Roads Ventures . F-Prime Capital, Matrix Partners India and Ventureast also participated in the round. The six-year-old startup, which is an Alchemist alum, has raised about $40 million to date.

MoEngage offers a product that allows clients to gain deeper insights into the way their customers or users are engaging with their apps and websites. “We can, for instance, tell at what time a customer is using the app,” said Raviteja Dodda, founder and chief executive of MoEngage, in an interview with TechCrunch.

These insights, all displayed on one dashboard, could be very useful for firms to retain their existing customers or find optimized ways to attempt to sell more to them.

“Based on your understanding about the customer, you can send them personalized notifications. Say you’re using a ride-hailing app. The firm would now know how often you use their app and at what time you tend to avail their service. Based on these learnings, they can offer you deals or reminders that could help them improve their conversion rate,” he said.

MoEngage today works with a number of major firms in North America, Europe and Asia. Some of its clients include Deutsche Telekom, CIMB Bank, Travelodge, Samsung, McAfee, Vodafone, retail chain Future Retail, ride-hailing service Ola, budget-hotel operator OYO, grocery delivery startup Bigbasket and music streaming service Gaana.

In total, Dodda said his startup has amassed “hundreds of clients” in over 35 countries and is serving more than 400 million active users for them each month.

“MoEngage, with its differentiated offering, scalable platform and a customer-first approach, will play an important role in enabling us to deliver contextual and relevant communications to our customers and drive higher customer lifetime value,” said Arun Srinivas, chief operating officer at Indian ride-hailing startup Ola, in a statement.

MoEngage, which competes with a handful of startups including India-based Clevertap, will infuse the fresh capital to find more customers in North America and Europe, and scale its product operations, said Dodda.

“What differentiates MoEngage from other engagement platforms is the combination of their ever-evolving AI-enabled customer journey capabilities, industry-best channel reachability and top-notch customer support. We are thrilled to partner with Raviteja and his team as they look to expand globally,” said Shweta Bhatia, Partner at Eight Roads Ventures.

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Impala raises $20 million to build the API of the hotel industry

Impala has raised another round of funding just a few months after raising an $11 million Series A round. This time, the startup is raising a $20 million Series B round led by Lakestar. Latitude Ventures is also participating in the round.

The company is building a service that works pretty much like Plaid, but for hotel rooms. The hotel industry relies on old-school “property management systems” to manage rooms, room types, pricing, extras, taxes, etc.

Instead of asking hotels to switch to an entirely different property management system, the company is upgrading those systems with a modern API. This way, you can build applications that query hotel data directly with a few lines of code. You get a standardized JSON response from the API.

Impala is currently compatible with a handful of property management systems. The company is still adding more systems in order to cover a wider range of hotels.

Three hundred hotels are currently working with Impala, such as Accor hotels (Mercure) and Hyatt-branded hotels. The company currently has a backlog of 3,500 hotels. It really shows that the industry has been waiting for a product like this.

While Impala is still focused on surfacing data in an easy-to-code manner, the company is already thinking beyond read-only data. The startup wants to let developers book rooms directly using the Impala API.

It could open up hotel bookings to many other services. For instance, you could imagine being able to book rooms on Lonely Planet’s website. Services selling train tickets and flights could upsell you with hotel rooms.

In order to offer rooms on the usual hotel booking services from Booking Holdings websites (Booking.com, Priceline, Agoda, Kayak…) and Expedia Group websites (Expedia, Hotels.com, HomeAway, Trivago…), many hotels currently work with channel managers to send out information to multiple services at once. In the future, Impala could replace those channel managers with its API.

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What happened to Slack today

You’ve been busy. I’ve been busy. But people are talking about Slack all over Twitter, so let me catch us both up.

All the ruckus concerning Slack and its publicly traded stock appeared to kick off with a Business Insider story, which had the following headline:

Slack just scored its biggest customer deal ever, as IBM moves all 350,000 of its employees to the chat app

Given the context of the simmering Slack versus Teams battle, having Slack win what appeared to be a huge, new contract was big news. Slack’s shares shot higher, and the news engendered all sorts of headlines that now look a bit silly.

Like this one:

Slack may survive after all, after IBM choose [sic] them as exclusive supplier for 350,000 employees 

Slack shares traded up sharply all day. They were worth 15.4% more than yesterday, and then, all of a sudden this fine afternoon, trading of Slack’s equity was halted, pending news.

This led to general chaos, with everyone trying to figure out what had happened. Had Google bought Slack? Had Slack bought a small poodle? Was IBM not a Slack customer? It wasn’t clear.

Halting a stock, to be clear, is a big deal, and instantly brings attention to the company in question. Public firms don’t hold for news much, as it’s no good and no fun. It’s also why earnings come after hours.

Later, Slack released an SEC filing, which included the fact that IBM was already one of its customers. This meant that IBM was not a new customer, and that the headline 350,000 employee figure would not manifest itself in that many novel seats of Slack sold.

The company itself put a final bit of ironmongery in the human plasticware, saying the following in the filing to tamp down the market’s enthusiasm:

IBM has been Slack’s largest customer for several years and has expanded its usage of Slack over that time. Slack is not updating its financial guidance for the fourth quarter of the fiscal year ended January 31, 2020 or for the fiscal year ended January 31, 2020.

Womp womp, I believe is the phrase.

Also this happened, but the day’s events appear to be mostly a lot of whatnot that wound up being not what we thought.

When Slack finally did begin to float in after-hours trading, it quickly gave back about half of its gains. Slack shares are currently worth $24.56 in after-hours trading. They started the day worth around $23, and traded as high as the mid $27s.

Now you know.

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CurieMD is using telehealth to plug the menopause support gap

U.S. femtech startup CurieMD is offering menopause diagnosis and treatment prescription via a telehealth platform — beginning in California, where it launched late last year.

Founder Dr. Leslie Meserve  says the goal is to widen access to treatment and support services for mid-life women, spying a business opportunity in offering an auxiliary digital service targeting an area of women’s health which she says is often overlooked within standard health service provision and suffers from a lack of trained physicians.

She also suggests there is a “unique fear” in the U.S. around the use of hormone therapy for treating the menopause that’s left an access gap in support services — blaming concerns sparked by misleading publicity attached to the 2003 Women’s Health Initiative study which implied a link with breast cancer.

“The authors of the study released a press release prematurely that then became an overnight sensationalized story about hormone therapy causing breast cancer,” she explains. “What they didn’t say was that in the estrogen-only arm of the trial there was actually a lower incidence of breast cancer. So that was never stated anywhere. The other thing they failed to state was that the slight increased risk was not statistically significant… They did women a huge disservice by releasing this press release prematurely.”

More than 15 years on, Meserve believes the time is right for telehealth services to help plug the information and support gap that still orbits menopause, in part as a consequence of “deeply rooted” but misplaced fear of hormone therapy.

Investment in products targeted women’s health and wellness has also been jumping up in recent years as VCs cotton on to an underinvested opportunity which more founders are also focusing on — led by female entrepreneurs driving attention toward women’s issues.

There are now a number of femtech startups specifically focused on menopause. Asked about competitors, Meserve points to several other U.S. startups — including Gennev and Elektra Health.

“There is a lot more interest in telehealth and I believe the time is absolutely right for more information to be given to the world… to make sure that women know that going through menopause is not the end of anything — it’s the beginning of a wonderful second half of life,” she suggests, arguing that the regular healthcare services women are accessing often don’t have the time to dedicate to discussing menopausal symptoms and potential treatments with their patients.

“Telehealth is not going to be appropriate for every single medical issue, that’s for sure, but the diagnosis and treatment of menopausal symptoms is really based on a discussion,” she says. “We do let patients know that we are an adjunct to the regular care that they need to be receiving from their gynecologist and primary care physicians. But menopausal treatment requires a lot of discussion, a lot of talk therapy — it’s a very cognitive diagnosis and treatment. And many OB-GYNs and primary care doctors really don’t have the time needed to explain the pros and cons of hormone therapy to their patients.

“They do the physical. They address immediate, urgent needs, but they may not have the time to address something that doesn’t feel as urgent. Menopausal symptoms — from insomnia to hot flushes — they don’t feel as urgent to practitioners so I don’t think that they’re always given the time needed. And we know that physicians and other practitioners are very rushed. The way our insurance models go they have to see patients every nine to 15 minutes and sometimes a 15-minute office visit just isn’t enough to perform both a pap smear, a physical and answer all of these questions. So we’re an adjunct. We’re not in place of their regular physical exams — we’re an addition to those.”

Meserve practiced in primary care for close to two decades before moving into specializing in menopause services herself — a shift that led to the idea of setting up a company to address mid-life women’s health issues via a web-based telehealth platform.

“I’ve kind of grown up with my patients and a few years ago I was noticing that my patients were having lots of menopausal symptoms so I self-trained in the treatment of menopause and then became a certified menopause practitioner,” she tells TechCrunch, explaining her own transition from practicing in primary care to focusing on menopause care. 

“I realized obviously I was only going to be able to see a very small number of patients and patients in my community. And I know that women across the country are suffering with these symptoms and they’re not able to find physicians that are comfortable talking about menopause and treating menopause. And so, through friends of friends, I was connected to another physician in our community, along with his friend who has expertise in startups and we had the idea [for the company].”

“We know that there’s a lack of trained physicians in this area, we know that women want this relief — they want symptom relief, they want to live wonderful lives,” she adds, saying the key idea is to use telehealth consultations and algorithmic triage to reach “as many women as are wanting the treatment.”

CurieMD patients fill in an online quiz about themselves and their symptoms to get treatment suggestions — which can include a prescription for an oral contraceptive or, in cases where there may be a risk associated with taking estrogen, an antidepressant for perimenopausal symptom relief; and a plant-based hormone therapy for menopausal women — with the startup using an algorithm to help the telehealth practitioners offer the right treatment suggestions.

“Based on the way that patients answer questions in our questionnaire they’re driven down a certain path to help our practitioners choose the right therapy,” she explains, noting that they’re not using AI to drive recommendations. Rather, patients’ responses are used to determine which additional questions they get asked to pull out other relevant information — in a classic decision tree algorithm.

“The first thing we have to determine is whether they’re in perimenopause or menopause,” she says, discussing the decision flow. “So in perimenopause their cycles are fluctuating, their ovaries are coming in and out of retirement. That happens in their 40s. And women start to have perimenopausal and menopausal symptoms at that time — many of them do. So they”ll be having hot flushes, night sweats, irritability, mood symptoms. But the treatment for perimenopause is different from menopause. Perimenopausal patients can be treated very effectively with low-dose oral contraceptive pills — so one of the algorithm’s branches is, first of all, are you in menopause or perimenopause?

“And then for menopausal patients they have the option of choosing bioidentical hormone therapy. And if they have had a hysterectomy they only need estrogen — and so they would go down the pathway asking about their estrogen needs. And then if they still have a uterus they will need both estrogen and progesterone. So then they have the choice of what type of estrogen they want to choose — whether they want oral estrogen or estrogen delivered through the skin, which is a patch.”

In cases where a woman is having vasomotor symptoms such as insomnia and hot flushes but has had breast cancer or where there’s another contra-indication to estrogen (such as having previously had a blood clot), CurieMD’s platform may prescribe an antidepressant to treat her symptoms.

“They are candidates for an antidepressant called Venlafaxine [that’s] very effective for treating vasomotor symptoms in all patients — but we use it mostly for women who are unable to take estrogen,” says Meserve.

For now the platform has just three doctors performing remote consultations for the “dozens” of early sign-ups it’s seen so far — with a third-party company supplying the trained physicians that are conducting the remote consultations.

“We’re working with a large, national company that hires physicians who have chosen to provide telehealth,” she says. “They’re board certified and we provide additional training in women’s health for them — especially in the medications… that we offer.”

Per Meserve CurieMD applies “narrower” prescribing guidelines than an in-person physician might use — exactly “because it is a telehealth company.”

She gives the example of a patient who has had a blood clot in the past — where an in-person physician might be able to discuss with a patient’s haematologist and come up with a plan for them to be on a very low-dose estrogen patch. In this case, CurieMD’s remote service would not be able to offer such a joined-up approach to prescribing a treatment.

“In telehealth we don’t know all the physicians in each patient’s community so we’re not going to be able to do co-ordinated care as well with specialist, outside of the box patients,” she says. “So if they have any risk factors, such as a history of clotting, or of course if they have a history of breast cancer we’re not going to be able to treat those patients with hormone therapy. So if they really want hormone therapy that’s going to be an in-person visit with a physician.”

Another exception would be patients who have migraines and who may want to be on an oral birth control pill. “It depends on the type of migraines they have,” she says. “So that’s beyond the scope of what we’re going to prescribe.”

As part of the questionnaire process patients are also asked to rate the severity of their symptoms. Meserve says she’s confident this will enable it to not only demonstrate to individual patients the efficacy of the prescribed treatment but also enable it to present findings to the wider medical community — with the aim of demonstrating “the safety and efficacy of telehealth” for this particular use-case.

“One of the things that I’d like to make sure that we’re doing is really convincing the medical community at large about the safety of telehealth in certain medical conditions,” she says. “It’s not appropriate for every medical condition… There are certain things that need to have an in-person visit. But the medical community is starting to understand and adapt and trust telehealth — but I think the more data that we have the more we’re going to be able to convince them that this is a nice adjunct to in-person visits.”

“Patients are more accepting of [telehealth] than physicians are. Physicians are very conservative and very slow to change and so I feel that one of our missions is to present the data to physicians and help them understand that this is not a substitute for good in-person care, it’s just an addition,” she adds.

The business model for the service is direct to patient — which means CurieMD is not plugging into the U.S. insurance healthcare market. Rather, there’s a sign-up fee (currently waived), a per consultation fee and recurring subscription (taken via credit card) for any ongoing prescriptions which are shipped to patients by a mail-order pharmacy contracted for that piece of the service. (In an FAQ on its website, the startup claims its consultation fees “are lower than that of most co-pays and our medication pricing is competitive with that of most pharmacies.”)

The team has raised around $1 million in angel and VC investment to fund development of the business so far.

Meserve says the plan is to scale nationwide, taking a state by state approach to building out coverage in order to get the necessary contracts and physician licences in place.

“I would like to be in another 20 states by the end of this year,” she adds.

In terms of differentiation versus the growing number of femtech startups that have also supported an opportunity to offer menopause-related treatment support, she says: “We believe we’re the only one that contracts with a pharmacy and has the prescription delivered through a mail order service.”

She also flags that the hormone therapy CurieMD’s service prescribes — and delivers “right to the door in discreet packaging” — is a bioidentical plant-based “FDA-approved” treatment, suggesting that’s another point of differentiation for its approach.

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Facebook quietly acquired another UK AI startup and almost no one noticed

Over the last few years, Facebook has been busy building out AI capabilities in areas like computer vision, natural language processing (NLP) and ‘deep learning,’ in part by acquiring promising startups in the space.

Understandably, this has seen the U.S. social networking giant look to the U.K. for AI talent, including an acqui-hire of NLP startup Bloosbury AI in 2018, and most recently, acquiring Scape Technologies, a British company using computer vision to offer more accurate location positioning for augmented reality.

Now TechCrunch has learned that a third U.K. acquisition quietly took place this December, seeing Facebook acquire Deeptide Ltd., the company behind Atlas ML, which is also the custodian of “Papers With Code,” the free and open resource for machine learning papers and code.

A regulatory filing for Deeptide reveals that Facebook became a majority owner on 13th December 2019. The same day, Atlas ML co-founder Robert Stojnic published a Medium post titled “Papers with Code is joining Facebook AI,” which went largely unnoticed outside of the machine learning research community.

Terms of the deal — or even that the acquisition took place — weren’t announced by Facebook at the time, beyond Stojnic’s sanctioned post. However, according to my sources within London’s tech community, the ballpark price is thought to have been around $40 million or thereabouts.

Founded in 2018 by Stojnic and Ross Taylor, Atlas ML wanted to “make it easier to discover and apply deep learning research”. The young startup was an alumni of Entrepreneur First (EF) — along with Bloomsbury and Scape — and raised subsequent seed funding from Episode1 and Kindred Capital.

I’ve contacted Facebook for comment and will update this post if and when I hear back.

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Localytics founders announce Demand Sage, a startup bringing marketing intelligence to small and mid-sized businesses

Just a couple days after mobile analytics and marketing company Localytics was acquired by Upland Software, two of its founders are announcing their new startup, Demand Sage.

CEO Raj Aggarwal and CTO Henry Cipolla previously co-founded and served in the same roles at Localytics, and they founded Demand Sage with Chief Product Officer Randy Dailey — whom Aggarwal described as the “perpetual all star” of the Localytics product team.

Aggarwal explained that the idea for Demand Sage emerged from their time at Localytics, where the team worked with large enterprises and used customer data to “refine their customer experience.” But he discovered that “even for a mid-sized company like ourselves, it was impossible, infeasible to take advantage of those same capabilities.”

At least, it was impossible in the past, but Aggarwal said the landscape has changed in ways that allow Demand Sage to now bring “the best of a large enterprise’s marketing intelligence capabilities to small and medium-sized companies,” (as he put it in a blog post introducing the company).

First, there’s cost. Aggarwal told me that while a smaller business can’t afford the “massive cost to cleanse and manipulate data,” many are now using online software that collects and structures the data for them, so Demand Sage can take advantage of that work.

“The problem is that the enterprise solutions are built in a way that requires customization or data manipulation as the first step to really understand what that data is,” he said. “That’s what makes it cost tens of thousands of dollars, often. That’s the first piece that we think we can eliminate immediately.”

Second, there’s the fact that marketers are increasingly creating their reports in Google Sheets, because of its flexibility. And third, Aggarwal said that while “the raw cost of computation has gone down,” the data remains “pretty difficult to access and challenging for a non-data scientist to use it.”

So Demand Sage was built to take advantage of and address these shifts. It initially plugs into HubSpot (with plans to integrate with other marketing platforms) and Google Sheets, automatically generating what Aggarwal said are “spreadsheets that are well-formatted and well structured” to highlight trends and anomalies that are relevant to marketers, which can then be used for “communicating those insights back into organizations.”

To be clear, we’re not talking about basic analytics data, but rather more nuanced analysis, the kind of thing that Dailey said smaller businesses struggled with in the past.

“We might ask them what factors influenced customer converting down the funnel, and they would say we don’t do that analysis,” Dailey said. “They often just left it on the cutting room floor.”

As for whether Demand Sage can perform this kind of analysis across different industries, Cipolla added, “Because the data is coming from a really opinionated API, typical data science tasks like anomaly detection and basic predictions should work for any industry.”

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Facebook Workplace co-founder launches downtime fire alarm Kintaba

“It’s an open secret that every company is on fire,” says Kintaba co-founder John Egan. “At any given moment something is going horribly wrong in a way that it has never gone wrong before.” Code failure downtimes, server outages and hack attacks plague engineering teams. Yet the tools for waking up the right employees, assembling a team to fix the problem and doing a post-mortem to assess how to prevent it from happening again can be as chaotic as the crisis itself.

Text messages, Slack channels, task managers and Google Docs aren’t sufficient for actually learning from mistakes. Alerting systems like PagerDuty focus on the rapid response, but not the educational process in the aftermath. Finally, there’s a more holistic solution to incident response with today’s launch of Kintaba.

The Kintaba team experienced these pains firsthand while working at Facebook after Egan and Zac Morris’ Y Combinator-backed data transfer startup Caffeinated Mind was acqui-hired in 2012. Years later, when they tried to build a blockchain startup and the whole stack was constantly in flames, they longed for a better incident alert tool. So they built one themselves and named it after the Japanese art of Kintsugi, where gold is used to fill in cracked pottery, “which teaches us to embrace the imperfect and to value the repaired,” Egan says.

With today’s launch, Kintaba offers a clear dashboard where everyone in the company can see what major problems have cropped up, plus who’s responding and how. Kintaba’s live activity log and collaboration space for responders let them debate and analyze their mitigation moves. It integrates with Slack, and lets team members subscribe to different levels of alerts or search through issues with categorized hashtags.

“The ability to turn catastrophes into opportunities is one of the biggest differentiating factors between successful and unsuccessful teams and companies,” says Egan. That’s why Kintaba doesn’t stop when your outage does.

Kintaba Founders (from left): John Egan, Zac Morris and Cole Potrocky

As the fire gets contained, Kintaba provides a rich text editor connected to its dashboard for quickly constructing a post-mortem of what went wrong, why, what fixes were tried, what worked and how to safeguard systems for the future. Its automated scheduling assistant helps teams plan meetings to internalize the post-mortem.

Kintaba’s well-pedigreed team and their approach to an unsexy but critical software-as-a-service attracted $2.25 million in funding led by New York’s FirstMark Capital.

“All these features add up to Kintaba taking away all the annoying administrative overhead and organization that comes with running a successful modern incident management practice,” says Egan, “so you can focus on fixing the big issues and learning from the experience.”

Egan, Morris and Cole Potrocky met while working at Facebook, which is known for spawning other enterprise productivity startups based on its top-notch internal tools. Facebook co-founder Dustin Moskovitz built a task management system to reduce how many meetings he had to hold, then left to turn that into Asana, which filed to go public this week.

The trio had been working on internal communication and engineering tools as well as the procedures for employing them. “We saw firsthand working at companies like Facebook how powerful those practices can be and wanted to make them easier for anyone to implement without having to stitch a bunch of tools together,” Egan tells me. He stuck around to co-found Facebook’s enterprise collaboration suite Workplace while Potrocky built engineering architecture there and Morris became a mobile security lead at Uber.

Like many blockchain projects, Kintaba’s predecessor, crypto collectibles wallet Vault, proved an engineering nightmare without clear product market fit. So the team ditched it and pivoted to build out the internal alerting tool they’d been tinkering with. That origin story sounds a lot like Slack’s, which began as a gaming company that pivoted to turn its internal chat tool into a business.

So what’s the difference between Kintaba and just using Slack and email or a monitoring tool like PagerDuty, Splunk’s VictorOps or Atlassian’s OpsGenie? Here’s how Egan breaks a site downtime situation handled with Kintaba:

You’re on call and your pager is blowing up because all your servers have stopped serving data. You’re overwhelmed and the root cause could be any of the multitude of systems sending you alerts. With Kintaba, you aren’t left to fend for yourself. You declare an incident with high severity and the system creates a collaborative space that automatically adds an experienced IMOC (incident manager on call) along with other relevant on calls. Kintaba also posts in a company-wide incident Slack channel. Now you can work together to solve the problem right inside the incident’s collaborative space or in Slack while simultaneously keeping stakeholders updated by directing them to the Kintaba incident page instead of sending out update emails. Interested parties can get quick info from the stickied comments and #tags. Once the incident is resolved, Kintaba helps you write a postmortem of what went wrong, how it was fixed, and what will be done to prevent it from happening. Kintaba then automatically distributes the postmortem and sets up an incident review on your calendar.

Essentially, instead of having one employee panicking about what to do until the team struggles to coordinate across a bunch of fragmented messaging threads, a smoother incident reporting process and all the discussion happens in Kintaba. And if there’s a security breach that a non-engineer notices, they can launch a Kintaba alert and assemble the legal and PR team to help, too.

Alternatively, Egan describes the downtime fiascoes he’d experience without Kintaba like this:

The on call has to start waking up their management chain to try and figure out who needs to be involved. The team maybe throws a Slack channel together but since there’s no common high severity incident management system and so many teams are affected by the downtime, other teams are also throwing slack channels together, email threads are happening all over the place, and multiple groups of people are trying to solve the problem at once. Engineers begin stepping all over each other and sales teams start emailing managers demanding to know what’s happening. Once the problem is solved, no one thinks to write up a postmortem and even if they do it only gets distributed to a few people and isn’t saved outside that email chain. Managers blame each other and point fingers at people instead of taking a level headed approach to reviewing the process that led to the failure. In short: panic, thrash, and poor communication.

While monitoring-apps like PagerDuty can do a good job of indicating there’s a problem, they’re weaker at the collaborative resolution and post-mortem process, and designed just for engineers rather than everyone, like Kintaba. Egan says, “It’s kind of like comparing the difference between the warning lights on a piece of machinery and the big red emergency button on a factory floor. We’re the big red button . . . That also means you don’t have to rip out PagerDuty to use Kintaba,” since it can be the trigger that starts the Kintaba flow.

Still, Kintaba will have to prove that it’s so much better than a shared Google Doc, an adequate replacement for monitoring solutions or a necessary add-on that companies should pay $12 per user per month. PagerDuty’s deeper technical focus helped it go public a year ago, though it has fallen about 60% since to a market cap of $1.75 billion. Still, customers like Dropbox, Zoom and Vodafone rely on its SMS incident alerts, while Kintaba’s integration with Slack might not be enough to rouse coders from their slumber when something catches fire.

If Kintaba can succeed in incident resolution with today’s launch, the four-person team sees adjacent markets in task prioritization, knowledge sharing, observability and team collaboration, though those would pit it against some massive rivals. If it can’t, perhaps Slack or Microsoft Teams could be suitable soft landings for Kintaba, bringing more structured systems for dealing with major screw-ups to their communication platforms.

When asked why he wanted to build a legacy atop software that might seem a bit boring on the surface, Egan concluded that, “Companies using Kintaba should be learning faster than their competitors . . . Everyone deserves to work within a culture that grows stronger through failure.”

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After $479M round on $12.4B valuation, Snowflake CEO says IPO is next step

Snowflake, the cloud-based data warehouse company, doesn’t tend to do small rounds. On Friday night word leaked out about its latest mega round. This one was for $479 million on a $12.4 billion valuation. That’s triple the company’s previous $3.9 billion valuation from October 2018, and CEO Frank Slootman suggested that the company’s next finance event is likely an IPO.

Dragoneer Investment Group led the round along with new investor Salesforce Ventures. Existing Snowflake investors Altimeter Capital, ICONIQ Capital, Madrona Venture Group, Redpoint Ventures, Sequoia, and Sutter Hill Ventures also participated. The new round brings the total raised to over $1.4 billion, according to PitchBook data.

All of this investment begs the question when this company goes public. As you might expect, Slootman is keeping his cards close to the vest, but he acknowledges that is the next logical step for his organization, even if he is not feeling pressure to make that move right now.

“I think the earliest that we could actually pull that trigger is probably early- to mid-summer timeframe. But whether we do that or not is a totally different question because we’re not in a hurry, and we’re not getting pressure from investors,” he said.

He grants that the pressure is about allowing employees to get their equity out of the company, which can only happen once the company goes public. “The only reason that there’s always a sense of pressure around this is because it’s important for employees, and I’m not minimizing that at all. That’s a legitimate thing. So, you know, it’s certainly a possibility in 2020 but it’s also a possibility the year thereafter. I don’t see it happening any later than that,” he said.

The company’s most recent round prior to this was $450 million in October 2018. Slootman says that he absolutely didn’t need the money, but the capital was there, and the chance to forge a relationship with Salesforce also was key in their thinking in taking this funding.

“At a high level, the relationship is really about allowing Salesforce data to be easily accessed inside Snowflake. Not that it’s impossible to do that today because there are lots of tools that will help you do that, but this relationship is about making that seamless and frictionless, which we find is really important,” Slootman said.

Snowflake now has relationships with AWS, Microsoft Azure and Google Cloud Platform, and has a broad content strategy to have as much quality data (like Salesforce) on the platform. Slootman says that this helps induce a network effect, while helping move data easily between major cloud platforms, a big concern as more companies adopt a multiple cloud vendor strategy.

“One of the key distinguishing architectural aspects of Snowflake is that once you’re on our platform, it’s extremely easy to exchange data with other Snowflake users. That’s one of the key architectural underpinnings. So content strategy induces network effect which in turn causes more people, more data to land on the platform, and that serves our business model,” he said.

Slootman says investors want to be part of his company because it’s solving some real data interchange pain points in the cloud market, and the company’s growth shows that in spite of its size, that continues to attract new customers at high rate.

“We just closed off our previous fiscal year which ended last Friday, and our revenue grew at 174%. For the scale that we are, this by far the fastest growing company out there…So, that’s not your average asset,” he said.

The company has 3400 active customers, which he defines as customers who were actively using the platform in the last month. He says that they have added 500 new customers alone in the last quarter.

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‘A city where you can pilot almost anything and figure out if it’s going to work’

Scott Bade
Contributor

Scott Bade is a former speechwriter for Mike Bloomberg and co-author of “More Human: Designing a World Where People Come First.”

As founding executive director of Tech:NYC, Julie Samuels is one of the state’s most prominent advocates for the tech sector, both in Albany and at City Hall.

Samuels, a lawyer by training, came to New York after serving as executive director of Engine, a San Francisco organization on which Tech:NYC is modeled. In an interview with TechCrunch, Samuels spoke about several issues, including her rationale for why, despite the controversy over Amazon’s decision not to build its second headquarters in Queens, the area is well-positioned for the next wave of tech innovation.

TechCrunch: What is the need for organizations like Tech:NYC and Engine?

Julie Samuels: As the tech industry matures, it is incredibly important that there are organizations [that] represent these companies politically, civically, making sure they have a seat at the table with so many public policy debates. There is no shortage of public policy debates surrounding technology.

It is also incredibly important that there are organizations who are talking from the viewpoint of smaller companies and startups. There are a lot of organizations that represent the biggest and most well-known companies, including Tech:NYC. But [we] also have hundreds of members who are small and growing startups. We think that diversity of the ecosystem is what really sets the technology sector apart and it is something we want to foster and celebrate.

Who are your members, then?

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