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SoftBank wants its on-demand portfolio to stop losing so much money
SoftBank wants its competing portfolio companies to stop losing so much money and, in some cases, to merge.
That’s the news out from Financial Times today, which reported that Uber and DoorDash discussed merging last year. The talks didn’t wind up in a deal.
The two companies, each heavily backed by SoftBank and its formerly active Vision Fund, compete in the food delivery space at great expense. Uber’s Eats business turned $392 million in adjusted net revenue in Q3 2019 into $316 million adjusted loss. That ocean of red ink actually makes DoorDash’s reported, projected $450 million 2019 operating loss look modest.
Perhaps by bringing the two companies together they would lose less money, and thus be in a better place to either return to their original IPO valuation or defend their existing private valuation.
Uber has famously struggled to retain value after its IPO, shedding worth during its public offering and since its debut. DoorDash, relatedly, was said to be in the market recently, but unable to close a new, large funding round. And as the two companies compete, a combination makes sense. Even more so when you consider their shared shareholder.
Other chaos
Uber and DoorDash aren’t the only examples of SoftBank-backed companies beating each other up with bricks of Vision Fund cash.
According to a report today in The Wall Street Journal, a fight in Latin America between several SoftBank-backed companies is raging:
Uber is under siege in Latin America amid a bruising price war where its ostensible rivals are Rappi and China’s Didi Chuxing Technology Co. But here’s the twist. All the combatants have as their biggest owner the same tech investor, Japan’s SoftBank Group Corp., which has injected a total of $20 billion into the three.
In the pre-unicorn era, you’ll recall the old venture maxim that no single group should invest in competing players. After all, why pay for one portfolio company to beat on another startup that you already helped finance? SoftBank, with its own investments and the Vision Fund, ignored that rule, and now it’s financing a fustercluck across the various American continents. (Though, there are some examples of other firms doing this, like Sequoia putting money into Uber and Didi.)
Which is why it might want DoorDash and Uber to link up. It might lessen one headache. Then SoftBank could work on figuring out how to keep Uber and Didi from beating each other up on rides in other markets, while disentangling Uber Eats and Rappi from a delivery scrap in yet more.
Perhaps SoftBank wants all the players to merge into a single, mega-delivery and ride corp. That would never pass regulatory oversight, of course, but at least it would centralize the losses and cash burn into a single income statement.
Think of the time it would save!
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SpaceX cautions on launch regulation that outpaces innovation
During the Federal Aviation Administration’s (FAA) 23rd annual Commercial Space Transportation Conference in Washington, D.C., one panel focused on the changing regulatory environment when it comes to private launch activities, and how those are integrated into existing rules and practices for managing commercial air transportation. Panelist Caryn Schenewerk, SpaceX senior counsel and senior director of space flight policy, emphasized that while the company always does the utmost to ensure safety in everything it does, the company also wants to focus on the actual state of the industry today and how it needs to grow as various partners work to establish new rules for the growing commercial launch sector.
“When aviation started, the Wright brothers weren’t flying over major populated cities,” Schenewerk pointed out. “They were outside Paris in an unpopulated field, and they were at Kitty Hawk on unpopulated beaches. And they were in Ohio in unpopulated areas.”
Schenewerk was directly addressing comments made by other panelists, and specifically ALPA Aviation Safety Chair Steve Jangelis, that suggested the emerging commercial launch industries may be looking far ahead to when they’re launching from spaceports located near populated areas, and launching with much more frequency than they are today. In general, Jangelis was advocating for laying the groundwork now for high levels of cooperation and integration between aviation traffic management and rocket launch operators.
Schenewerk was reluctant to concede any kind of direct equivalency between the commercial air transportation industry and the space launch sector, given their relative dissimilarity.
She noted that in terms of sheer volume, there’s a massive difference, with roughly 40 to 50 launches set for 2020 compared to millions of flights for commercial air. Airlines also use essentially the same small handful of airframes from suppliers like Boeing and Airbus, while each launch company has their own, very different vehicle with different conditions for launch and flight. Overall, she suggested then that anticipating some potential future state where the industries were more similar could result in stifling progress toward that ultimate goal.
“I hope we get to that million launches at some point, but when we are at that point, it’s going to be because we worked our way up the safety trajectory in a way that allows us to operate that way,” Schenewerk said. “Today, SpaceX can’t fly from a spaceport in the middle of the country, because we won’t get through the safety approval. We literally will not be licensed by the FAA to operate from that site, because we will then be flying over large populations of people — and we aren’t at that level of reliability and safety in this industry to fly over large populations of people with these kinds of rockets. Could we get there someday? Yeah, we can get there someday when we’ve had a million flights, and a million prove-outs of our capability, when we have such repeatability that we’re in that level.”
Ultimately, Schenewerk’s comments and Jangelis’ responses illustrate that there are still a lot of places where younger companies and emerging technologies like reusable rocket launches are conflicting with the views of more established industries and players operating in some shared spaces.
FAA Administrator Steve Dickson also addressed the agency’s ongoing work to establish launch rules, which were released as a draft last year and which Dickson said will likely be finalized sometime this fall, once the FAA has incorporated industry comments and feedback.
“Let’s think about that big vision, that big day when lots of things are happening,” Schenewerk said. “But let’s also not yell at our kid for not being able to fly an airplane when they can barely walk — and I think that’s where we are right now: We’re still figuring out how to walk and run in this industry.”
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How acquirers look at your company
Ed Byrne is an entrepreneur, investor and co-founder of Scaleworks.
More posts by this contributor
There comes a time for many founders when they are ready to pass the baton of running their business to someone else. It’s a rare founder who wants to go from zero to running and scaling a large, long-term company. When that time comes — you may have expectations on what you would like to exit for, or have read stories about other company valuations — I thought it might be useful to share some of the other side’s viewpoint. So, here are some of the criteria we use at Scaleworks when evaluating a new opportunity.
Rule 1: Don’t lose money
The cliche is “rule number two: read rule number one.” Make sure any acquisition you consider is at a fair price and that you have identified some low-hanging fruit opportunities for improvement that you are confident in your ability to execute on.
What does a fair price mean?
For us, it means a price we have confidence we can either pay back over time from cash flow, or sell the business on a profit multiple for at least the same price we bought it for.
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CloudTrucks raises $6.1 million to help truckers run their businesses
After selling autonomous driving startup Scotty Labs to DoorDash just five months ago, entrepreneur Tobenna Arodiogbu is back with a new startup. This time, he’s focused solely on truck drivers and their businesses. CloudTrucks, which aims to help truck drivers earn more money, has closed a $6.1 million round led by Craft Ventures with participation from Khosla Ventures, Kindred Ventures and Abstract Ventures.
Described as a “business in a box,” CloudTrucks is designed to make it easier for truck owners and operators to run their businesses. Through software and data science, CloudTrucks aims to reduce operating costs for truck drivers and improve revenue, cash-flow and costs.
In the U.S., about 91% of fleets are small businesses, operating six or fewer trucks, according to the American Trucking Associations. Last year, almost 800 trucking businesses went bankrupt in the U.S. Analysts attribute that to a rise in insurance costs and excess supply, which drove shipping rates down. Additionally, operators are tasked with managing safety programs, invoicing and other paperwork. This is where CloudTrucks comes in.
“CloudTrucks focuses on the owner-operator and small trucking companies because they are the lifeblood of the industry and facing the largest pressures with fast-rising insurance rates, predatory factoring options and a quickly changing landscape,” Arodiogbu told TechCrunch.
Already, CloudTrucks has a small number of early customers to fine-tune the platform. The startup is accepting new customers on a case-by-case basis.
Prior to CloudTrucks, Arodiogbu co-founded Scotty Labs to enable humans to virtually control cars and trucks. The idea was to assist drivers in long-haul trips. Before DoorDash’s acquisition of the startup, Scotty Labs had raised $6 million in funding. Now, Arodiogbu serves as an advisor to DoorDash.
“Tobenna is a proven entrepreneur and product thinker with a clear vision of the problem CloudTrucks intends to solve,” Craft co-founder and general partner David Sacks said in a statement to TechCrunch. “Trucking is at the heart of the American economy and yet technology still plays a very small role. We are excited to support the entire CloudTrucks team as they build the platform that will increase revenue and efficiency for thousands of owner-operator truck drivers.”
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The don’ts of debt for fast-growing startups
Roger Hurwitz is a founding partner at Volition Capital. He focuses primarily on investments in software and technology-enabled business services.
I work every day with company founders who are grappling with the challenges of driving business growth while keeping their finances on an even keel. One topic we often discuss is how to take advantage of debt to drive business growth — without it turning into a problem.
In my experience, debt can serve as a valuable piece of a company’s capital structure. The key is to use debt for the right purposes and to understand the implications of doing so. For example, short-term loans (one to two-year terms) are useful for financing receivables and inventory to help manage cash flow. These working capital facilities have attractive interest rates (often in the 5% range) and are well understood by the lending community.
By contrast, mezzanine loans (usually three to five-year terms) are better suited to provide the flexibility and runway needed to prove out certain initiatives prior to securing an equity investment or a liquidity event. These loans tend to have limited covenants, are not secured by specific working capital assets and are junior to the working capital loans. Given their higher-risk profile, they are more expensive than short-term loans, with lenders typically targeting a return of 15% to 20%, split between a current pay interest rate of 10%+ and expected stock appreciation from the receipt of warrant coverage.
Regardless of the type of debt a company takes on, there are certain principles to consider to keep the debt from threatening the success of the business. Should you decide to take on debt, understand the implications and consider the following five rules:
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Medloop secures €6M from Kamet Ventures and AXA for self-service patient app
Medloop, which allows patients to manage healthcare needs and providers, has secured €6 million from Kamet Ventures and AXA.
The cash will be used to enhance its product offering and continue expansion across Germany and the U.K. Medloop is also developing an evidence-based medical rule engine embedded on the Electronic Medical Record (EMR) of patients.
Medloop offers patients what it calls “intuitive” self-service features in an app that enables them to navigate their own healthcare, including online appointment bookings, electronic medical results and prescription refills, as well as chatting in-app with healthcare providers.
Founded in 2018 by Berlin-based entrepreneur Shishir Singhee, some medical practices in Germany use the Medloop doctor system to run their entire practice, using it to give an overview of their patient population.
Singhee, said: “Healthcare today has become increasingly impersonalized as ever-growing patient registers have made it challenging for doctors to treat patients in a bespoke way. Medloop strives to bridge this critical gap, by employing technology to empower patients and help doctors deliver proactive and holistic care.“
Stephane Guinet, CEO of Kamet Ventures, said: “It is no secret how overstretched doctors are in terms of the time and care they can offer each patient. Medloop’s offering is a novel solution to this challenge and we are very excited to be part of Medloop’s growth story given how critical its offering is to the U.K. market and beyond.”
Medloop achieved compatibility with EMIS last summer, enabling its entry into the U.K. market.
In Germany, its main competitors are the incumbents that were built in the early 1990s, such as Medatix and Medistar. In the U.K. it is up against patient management tools such as QMasters.
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Haus raises $4.5 million to replace your wine club membership
Millennials are tired of being drunk, but are locked into a culture that puts alcohol at the center of professional events and outside-of-work gatherings. Twenty-somethings in New York and San Francisco don’t want to spend $17 on a gin and tonic at a compulsory happy hour. That’s why Haus, a new direct-to-consumer aperitif startup, is debuting its membership program.
Co-founders Helena Price Hambrecht and Woody Hambrecht, who are married, have also secured $4.5 million in seed funding to fuel their bid for a more laid back and less alcohol-centric way to party, starting with a 15% ABV (alcohol by volume) citrus and flower-flavored aperitif. For comparison, most hard liquors are between 35 and 45% alcohol. Wine averages at 11.6%.
Members across the U.S. can now sign up for a monthly shipment of either six bottles per month for $144, two bottles per month for $63 or one bottle per month for $35. Unlike most wine clubs, it’s free to join. Haus will also begin a wholesale initiative with bars and restaurants in New York, San Francisco, Portland, Seattle and Denver.
The genesis for Haus was the founders’ idea to create a transparent alcohol brand, or a “Glossier for alcohol,” notes Helena, a Silicon Valley branding veteran. Woody, an experienced winemaker, identified a loophole that allows distributors to ship alcohol direct-to-consumer if the product is made mostly from grapes and is under 24% alcohol. Not only could a beverage be distributed straight to buyers, but it can be done with transparency, including ingredients and nutrition facts. This will allow Haus to collect user data that big alcohol companies just don’t have.
“Antiquated liquor laws have stunted innovation in the spirits space since prohibition, despite the fact that today’s drinkers are desperate for something different,” says Price Hambrecht. “Selling directly to the drinker means we can build relationships with our customers, iterate quickly based on their feedback and ultimately create the products they want.” So, Haus was born.
Co-founders and co-CEOs Helena Price Hambrecht and Woody Hambrecht.
Haus saw fundraising as a chance to grow not only an early community of stakeholders, but customers. Helena equates their fundraising process to more of a crowdfunding approach than a traditional VC round, with over 10 funds and 100 individual investors contributing. Raising capital meant crowdsourcing a community of people who believed in what they were building and were willing to seed it into their own networks. Some angels included Casey Neistat, former CEO and chairman of Campari Gerry Ruvo, Away co-founder Jen Rubio, Superhuman founder Rahul Vohra and Yelp co-founder Russell Simmons.
Contributing funds include Combine, Haystack Ventures, Homebrew, Shrug Capital, Resolute Venture Partners, Coatue, Dream Machine and Work Life Ventures, among others.
Subscriptions work when customers form habits. Haus plans to retain its community around its trendy party beverage with discounts and events, bolstered by editorial content in the future. What the founders are really pitching, however, is a lifestyle change.
In “The Art of the Gathering,” Priya Parker argues that in our modern society, we’ve lost our ability to finesse purposeful events. We end up gathering in ways that don’t actually serve us, and we aren’t connecting in the ways we ought to. Whether it’s a boring dinner party that isn’t focused on the guests, or a dreaded happy hour after a long work day.
It has yet to be determined if aperitifs could win over wine and liquor lovers at a macro scale. But Haus thinks that with a trendy product and hyper-engaged community, they can leverage this loophole to change the way we gather. Starting with how we drink.
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OpsRamp raises $37.5M for its hybrid IT operations platform
OpsRamp, a service that helps IT teams discover, monitor, manage and — maybe most importantly — automate their hybrid environments, today announced that it has closed a $37.5 million funding round led by Morgan Stanley Expansion Capital, with participation from existing investor Sapphire Ventures and new investor Hewlett Packard Enterprise.
OpsRamp last raised funding in 2017, when Sapphire led its $20 million Series A round.
At the core of OpsRamp’s services is its AIOps platform. Using machine learning and other techniques, this service aims to help IT teams manage increasingly complex infrastructure deployments, provide intelligent alerting and eventually automate more of their tasks. The company’s overall product portfolio also includes tools for cloud monitoring and incident management.
The company says its annual recurrent revenue increased by 300% in 2019 (though we obviously don’t know what number it started 2019 with). In total, OpsRamp says it now has 1,400 customers on its platform and alliances with AWS, ServiceNow, Google Cloud Platform and Microsoft Azure.
OpsRamp co-founder and CEO Varma Kunaparaju
According to OpsRamp co-founder and CEO Varma Kunaparaju, most of the company’s customers are mid to large enterprises. “These IT teams have large, complex, hybrid IT environments and need help to simplify and consolidate an incredibly fragmented, distributed and overwhelming technology and infrastructure stack,” he said. “The company is also seeing success in the ability of our partners to help us reach global enterprises and Fortune 5000 customers.”
Kunaparaju told me that the company plans to use the new funding to expand its go-to-market efforts and product offerings. “The company will be using the money in a few different areas, including expanding our go-to-market motion and new pursuits in EMEA and APAC, in addition to expanding our North American presence,” he said. “We’ll also be doubling-down on product development on a variety of fronts.”
Given that hybrid clouds only increase the workload for IT organizations and introduce additional tools, it’s maybe no surprise that investors are now interested in companies that offer services that rein in this complexity. If anything, we’ll likely see more deals like this one in the coming months.
“As more of our customers transition to hybrid infrastructure, we find the OpsRamp platform to be a differentiated IT operations management offering that aligns well with the core strategies of HPE,” said Paul Glaser, vice president and head of Hewlett Packard Pathfinder. “With OpsRamp’s product vision and customer traction, we felt it was the right time to invest in the growth and scale of their business.”
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All eyes are on the next liquidity event when it comes to space startups
At the FAA’s 23rd Annual Commercial Commercial Space Transportation Conference in Washington, DC on Wednesday, a panel dedicated to the topic of trends in VC around space startups touched on public vs. private funding, the right kinds of space companies that should even be considering venture funding, and, perhaps most notably, the big L: Liquidity.
Moderator Tess Hatch, Vice President at Bessemer Venture Partners, addressed the topic in response to an audience question that noted while we’ve heard a lot about how much money will flow into space-related startups from the VC community, we haven’t actually et seen much in the way of liquidity events that prove out the validity of these investments.
“In 2008, a company called Skybox was created and a handful of years later Google acquired the company for $500 million,” Hatch said. “Every venture capitalist’s ears perked up and they thought ‘Hey, that’s pretty good ROI in a short amount of time – maybe the space thing is an investable area’ and then a ton of venture capital investments flooded into space startups, and all of these venture capitalists made one, or maybe two investments in the area. Since then, there have not been many — if any – liquidity events: Perhaps Virgin Galactic going public via the SPAC (special uprose vehicle) on the New York Stock Exchange late last year would be the second. So we’re still waiting; we’re still waiting for those exits, we are still waiting for companies to pave the path for the 400+ startups in the ecosystem to return our investment.”
Hatch added that she’s looking at a number of companies who have the potential to break this somewhat prolonged exit drought in 2020, including five who are either quite mature in terms of their development, naming SpaceX, Rocket Lab, Planet and Spire as all likely candidates to have some kind of liquidity event in 2020, with the mostly likely being an IPO.
Space as an industry was described to me recently as a ‘maturing’ startup market by Space Angels CEO Chad Anderson, by virtue of the distribution of activity in terms of the overall investment rounds in the sector. There is indeed a lot of activity with early stage companies and seed rounds, but the fact remains that there hasn’t been much in the way of exits, and it’s also worth pointing out that corporate VCs haven’t been as acquisitive in space as some of their consumer and enterprise technology counterparts.
The panel touched on a lot more apart from liquidity, which actually only came up towards the end of the discussion, which included panelists Astranis CEO and co-founder John Gedmark; Capella Space CEO and founder Payam Banazadeh and Rocket Lab VP of Global Commercial Launch Services Shane Fleming. Both Gedmark and Banazadeh addressed aspects of the risks and benefits of seeking VC as a space technology company.
“Not every space business is a venture-backable business,” said Banazadeh earlier in the conversation. “But there are a lot of space businesses that are specifically going after raising venture money, and that’s dangerous for everyone – because at the end of the day venture is looking at high risk, high return. The ‘high return’ comes from being able to get substantial amount of revenue in a market that’s big
enough for those revenues to be coming from. But if your idea is to go build, maybe, some very specific part in a satellite, then you have to make the case of why you’ll be able to make those returns for the investors, and in a lot of cases, that’s just not possible.”
Banazadeh also concedes that doing any kind of space technology development is expensive, and the money has to come from somewhere. Gedmark talked about one popular source, government funding and grants, and why that often isn’t as obviously a positive thing for startups as it might seem.
“Small government grants can be great, and obviously a fantastic source of non dilutive capital,” Gedmark said. “But there is a little bit of a trick there, or something to be aware of: I think people are often surprised how much time is spent in the early days of a startup refining the exact idea and the product, and if you’re not certain that you have the that product market fit […] then, the government grant can be extremely dangerous, because they will fund you to do something that is sort of similar to what to what you’re doing, but it really prevents you changing your approach later; you’re going to end up spending time executing on the specific project of the program manager on the government side and you’re executing on what they want.”
VC funds, on the other hand, come with the built-in expectation that you’re going to refine and potentially even change direction altogether, Gedmark says. Depending on the terms of the public funding you’re seeking, that flexibility may not be part of the arrangement, which ultimately could be more important than a bit of equity dilution.
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UCSD hospital gets a drone delivery program powered by Matternet and UPS
Drone delivery may not make a lot of sense for food or parcel delivery yet, but for hospitals it could be a lifesaver. A new test program is being inaugurated at UC San Diego’s Jacobs Medical Center, where Matternet drones operated by UPS will fly blood samples and other items to and from other nearby facilities.
The new program will be the third under Matternet’s belt; an earlier partnership with UPS has made some 1,900 flights at WakeMed hospital in North Carolina, and flights with SwissPost in Zurich resume this month after crashes put them on ice over the summer.
Biological samples and other items that need to be moved quickly generally travel by courier service, which is of course fine sometimes, but not during rush hour. No one wants to have a second spinal tap because the first one got stuck in traffic.
The flights these drones will be undertaking will be autonomous, but with remote monitoring and line of sight from Jacobs to the Moores Cancer Center and Center for Advanced Laboratory Medicine, both of which are less than a mile away.
It’s a big month for Matternet, which in addition to these two concurrent flight test programs recently pulled in a strategic round from the healthcare-focused McKesson Ventures.
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