Startups
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AdHawk raises $13M as it expands into the flooring industry
Why is an adtech startup going after the flooring industry?
That was my big question when I got on the phone with AdHawk CEO Todd Saunders and COO Dan Pratt. The company announced earlier this week that it’s raised a $13 million Series B round of funding in conjunction with the launch of a new website, FlooringStores.
“We look at AdHawk as the umbrella company,” Saunders explained. “Our core is a digital marketing company that’s built very strong machine learning. Now FloorForce is the brand we’re using to go after with the flooring vertical.”
FloorForce is actually a recent AdHawk acquisition, offering a variety of digital services for flooring companies — not just AdHawk’s specialty of Facebook and Google advertising, but also website building, reputation management and chatbots. FlooringStores, meanwhile, is the consumer-facing side of the business, a website where homeowners looking for flooring services can browse different providers
Saunders said FloorForce’s potential customer base includes the 20,000 independent flooring companies in the United states, all in an industry that, in his words, “hasn’t been touched by technology.”
Pratt added, “The vast majority of these retailers need to be convinced why … websites are important — or if they have one, it was built in 1997, which is obviously a really bad experience for consumers. In the same conversation where we’re pitching these websites for our retailers, we’re talking to them about other opportunities, like chatbots, and the universe of what is possible for these folks is magnified by 10x.”
Ultimately, Saunders and Pratt said they’re hoping to take a similar approach and expand into other home service verticals, all while taking advantage of the consumer data gathered through AdHawk and FloorForce.
AdHawk’s Series B was led by Entrée Capital, with participation from Table Management, Accomplice and others. The startup has now raised a total of $17.7 million, and Pratt said it’s been growing quickly — going from 30 employees a year ago to more than 100 currently, with the aim of approaching a headcount of 200 by the end of the year.
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Which type of funding is actually best for your business?
Jared Hecht is the co-founder and CEO of Fundera, an online marketplace for small business financial solutions including small business loans. Prior to Fundera, Hecht co-founded group messaging app, GroupMe.
When starting a tech company, there seems to be a playbook that most entrepreneurs follow. While some may start with a bit of bootstrapping, most will dive straight into raising seed money through investors. In many cases, this is a great path. It’s a path I’ve taken twice myself, first with GroupMe, and then again with Fundera.
Ironically, though, my second venture-backed company is a business focused on helping entrepreneurs find debt financing—a process I’ve gone through only once myself. But after five years of building and scaling this business, it’s made me take a step back and consider the question of when and where debt financing might be a better option for a business than equity financing, and vice versa.
I view these financing vehicles differently now than I did half a decade ago, and think it’s time we start to think a bit wider and diversely about how we finance our growing endeavors.
After all, when entrepreneurs take venture capital, they usually sign up to provide a 10x return on an investor’s capital. This expectation ultimately influences how they operate their business in the short-term. Maybe they’re not always ready for that expectation.
Or maybe they know they need to focus on building a good business before a great one. In this case, debt may be the better vehicle, where the only expectation is to pay it back.
Whether it’s money to get your business off the ground, capital to fuel additional growth, or cash to cover a gap, and whether you’re guiding the growth of a burgeoning startup, a smaller business, or even consulting firm helping other entrepreneurs, you should think critically about how you finance your business.
Here’s what to consider.
The power of debt
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Yellowbrick Data raises $81M Series C for hybrid data warehouse
There’s lots of data in the world these days, and there are a number of companies vying to store that data in data warehouses or lakes or whatever they choose to call it. Old-school companies have tended to be on prem, while new ones like Snowflake are strictly in the cloud. Yellowbrick Data wants to play the hybrid angle, and today it got a healthy $81 million Series C to continue its efforts.
The round was led by DFJ Growth with help from Next47, Third Point Ventures, Menlo Ventures, GV (formerly Google Ventures), Threshold Ventures and Samsung. New investors joining the round included IVP and BMW i Ventures. Today’s investment brings the total raised to a brisk $173 million.
Yellowbrick sees a world that many of the public cloud vendors like Microsoft and Google see, one where enterprise companies will be living in a hybrid world where some data and applications will stay on prem and some in the cloud. They believe this situation will be in place for the foreseeable future, so its product plays to that hybrid angle, where your data can be on prem or in the cloud.
The company did not want to discuss valuation in spite of the high amount of raised dollars. Neither did it want to discuss revenue growth rates, other than to say that it was growing at a healthy rate.
Randy Glein, partner at DFJ Growth, did say one of the things that attracted his company to invest in Yellowbrick was its momentum along with the technology, which in his view provides a more modern way to build data warehouses. “Yellowbrick is quickly providing a new generation of ultra-high performance data warehouse capabilities for large enterprises. The technology is a step function improvement on every dimension compared to legacy solutions, helping modern enterprises digest and interpret massive data workloads in a fraction of the time at a fraction of the cost,” he said in a statement.
It’s interesting that a company with just 100 employees would require this kind of money, but as company COO Jason Snodgress told TechCrunch, it costs a lot of money to build out a data warehouse. He’s not wrong. Snowflake, a company that’s building a cloud data warehouse, has raised almost a billion dollars.
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AntiToxin sells safetytech to clean up poisoned platforms
The big social networks and video games have failed to prioritize user well-being over their own growth. As a result, society is losing the battle against bullying, predators, hate speech, misinformation and scammers. Typically when a whole class of tech companies have a dire problem they can’t cost-effectively solve themselves, a software-as-a-service emerges to fill the gap in web hosting, payment processing, etc. So along comes AntiToxin Technologies, a new startup that wants to help web giants fix their abuse troubles with its safety-as-a-service.
It all started on Minecraft. AntiToxin co-founder Ron Porat is cybersecurity expert who’d started ad blocker Shine. Yet right under his nose, one of his kids was being mercilessly bullied on the hit children’s game. If even those most internet-savvy parents were being surprised by online abuse, Porat realized the issue was bigger than could be addressed by victims trying to protect themselves. The platforms had to do more, research confirmed.
A recent Ofcom study found almost 80% of children had a potentially harmful online experience in the past year. Indeed, 23% said they’d been cyberbullied, and 28% of 12 to 15-year-olds said they’d received unwelcome friend or follow requests from strangers. A Ditch The Label study found of 12 to 20-year-olds who’d been bullied online, 42% were bullied on Instagram.
Unfortunately, the massive scale of the threat combined with a late start on policing by top apps makes progress tough without tremendous spending. Facebook tripled the headcount of its content moderation and security team, taking a noticeable hit to its profits, yet toxicity persists. Other mainstays like YouTube and Twitter have yet to make concrete commitments to safety spending or staffing, and the result is non-stop scandals of child exploitation and targeted harassment. Smaller companies like Snap or Fortnite-maker Epic Games may not have the money to develop sufficient safeguards in-house.
“The tech giants have proven time and time again we can’t rely on them. They’ve abdicated their responsibility. Parents need to realize this problem won’t be solved by these companies” says AntiToxin co-founder and CEO Zohar Levkovitz, who previously sold his mobile ad company Amobee to Singtel for $321 million. “You need new players, new thinking, new technology. A company where ‘Safety’ is the product, not an after-thought. And that’s where we come-in.” The startup recently raised a multimillion-dollar seed round from Mangrove Capital Partners and is allegedly prepping for a double-digit millions Series A.
AntiToxin’s technology plugs into the backends of apps with social communities that either broadcast or message with each other and are thereby exposed to abuse. AntiToxin’s systems privately and securely crunch all the available signals regarding user behavior and policy violation reports, from text to videos to blocking. It then can flag a wide range of toxic actions and let the client decide whether to delete the activity, suspend the user responsible or how else to proceed based on their terms and local laws.
Through the use of artificial intelligence, including natural language processing, machine learning and computer vision, AntiToxin can identify the intent of behavior to determine if it’s malicious. For example, the company tells me it can distinguish between a married couple consensually exchanging nude photos on a messaging app versus an adult sending inappropriate imagery to a child. It also can determine if two teens are swearing at each other playfully as they compete in a video game or if one is verbally harassing the other. The company says that beats using static dictionary blacklists of forbidden words.
AntiToxin is under NDA, so it can’t reveal its client list, but claims recent media attention and looming regulation regarding online abuse has ramped up inbound interest. Eventually the company hopes to build better predictive software to identify users who’ve shown signs of increasingly worrisome behavior so their activity can be more closely moderated before they lash out. And it’s trying to build a “safety graph” that will help it identify bad actors across services so they can be broadly deplatformed similar to the way Facebook uses data on Instagram abuse to police connected WhatsApp accounts.
“We’re approaching this very human problem like a cybersecurity company, that is, everything is a Zero-Day for us” says Levkowitz, discussing how AntiToxin indexes new patterns of abuse it can then search for across its clients. “We’ve got intelligence unit alums, PhDs and data scientists creating anti-toxicity detection algorithms that the world is yearning for.” AntiToxin is already having an impact. TechCrunch commissioned it to investigate a tip about child sexual imagery on Microsoft’s Bing search engine. We discovered Bing was actually recommending child abuse image results to people who’d conducted innocent searches, leading Bing to make changes to clean up its act.
AntiToxin identified publicly listed WhatsApp Groups where child sexual abuse imagery was exchanged
One major threat to AntiToxin’s business is what’s often seen as boosting online safety: end-to-end encryption. AntiToxin claims that when companies like Facebook expand encryption, they’re purposefully hiding problematic content from themselves so they don’t have to police it.
Facebook claims it still can use metadata about connections on its already encrypted WhatApp network to suspend those who violate its policy. But AntiToxin provided research to TechCrunch for an investigation that found child sexual abuse imagery sharing groups were openly accessible and discoverable on WhatsApp — in part because encryption made them hard to hunt down for WhatsApp’s automated systems.
AntiToxin believes abuse would proliferate if encryption becomes a wider trend, and it claims the harm that it causes outweighs fears about companies or governments surveiling unencrypted transmissions. It’s a tough call. Political dissidents, whistleblowers and perhaps the whole concept of civil liberty rely on encryption. But parents may see sex offenders and bullies as a more dire concern that’s reinforced by platforms having no idea what people are saying inside chat threads.
What seems clear is that the status quo has got to go. Shaming, exclusion, sexism, grooming, impersonation and threats of violence have started to feel commonplace. A culture of cruelty breeds more cruelty. Tech’s success stories are being marred by horror stories from their users. Paying to pick up new weapons in the fight against toxicity seems like a reasonable investment to demand.
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Uber eats Uber Eats, embedding it in the main app
Uber’s best hope to beat all its ride sharing and food delivery competitors is that it does both. Through cross-promotion, it can combine activities people might only do a few times per week or month into a product they open daily.
Uber CEO Dara Khosrowshahi said cryptically on the company’s first earnings call last month that “Suffice it to say we are starting to experiment in ways in which we can upsell our ride customers to Eats deals in a way that — you know, to be plain spoken — isn’t annoying . . . I will tell you that we are very, very early in the stages of exploring the many, many ways in which our Ride business can help continue to build our Eats business and vice versa by the way . . . I don’t want to give away too much.”
But TechCrunch has discovered that specifically, Uber is starting to make a web view of Uber Eats accessible from its main app. A tipster in Boston first clued us in to the feature and now Uber confirms that it’s merging a fully functional web version of Uber Eats into its ride-hailing product. Uber quietly began rolling out a pilot of the merged app in late April. Uber Eats app will remain available as a standalone app.
The move could give Uber a customer acquisition and retention edge on single-product competitors like Lyft or DoorDash, while helping it keep up with multi-product peers like Careem and Bolt (which recently added food delivery), and its biggest global foe Didi from China which just launched food delivery in Uber stronghold Mexico. Combining functionality means Uber’s ride hailing customers could see a promotion for Eats and instantly try it without downloading a new app as their tummy rumbles. It could also get the 50% of Eats customers who don’t ride in Ubers to try it for transportation.
“We’re rolling out a new way to order Eats directly in the Uber app on Android (we’ve already been experimenting on iOS)” an Uber spokesperson tells me. “This cross-promotion gives riders who are new to Eats a seamless way to order a meal via a webview instead of opening up the App Store for download.”
The merged app is now available to all iOS users in cities where Uber doesn’t offer bikes and scooters that already clutter the interface of its car service app such as SF, LA, and NYC. The Android version is out to 17% of riders in Uber Eats’ 500 other markets with the goal of the cross-promotional tool being available to all riders.
“We believe our platform model allows us to acquire, engage and retain customers with the cost, as well as efficiency and effectiveness advantage over our rivals, typically monoline competitors” Khosrowshahi said on the earnings call. “What we found is that with Rides and Eats . . . we are seeing early signal where essentially you can have very little if any cannibalization of a Ride and throw a significant amount of potential demand onto the Eats side.”
The CEO also mentioned Uber’s loyalty and subscription programs are vital to cross-promotion. Its Uber Rewards that rolled out in January earns users points for both rides and food orders, and higher reward tiers score users free Eats deliveries that could get them hooked on the convenience. And last month, TechCrunch broke the news of Uber prototyping a $9.99 Uber Eats Pass subscription that offers unlimited free Eats deliveries.
“Really what we are looking to do is significantly increase the percentage of our MAPCs [monthly active platform consumers] that use both products [ride-hailing and Eats] and when we see customers using more than one product, their engagement with the platform more than doubles” Khosrowshahi concluded on the call. “So not only does engagement with Uber increase, but the engagement with our individual products increases as well, so it’s kind of a win, win, win.”
Uber’s market is all about lifetime value. If it can lock users in now, it could earn a fortune off them in the decades to come. That’s why it’s spending so much on marketing and expansion now even if it means racking up earnings losses. But its best (and cheapest) marketing channel is likely cross-promotion through the apps it’s already gotten people to install.
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VCs bet $12M on Troops, a Slackbot for sales teams
Slack wants to be the new operating system for teams, something it has made clear on more than one occasion, including in its recent S-1 filing. To accomplish that goal, it put together an in-house $80 million venture fund in 2015 to invest in third-party developers building on top of its platform.
Weeks ahead of its direct listing on The New York Stock Exchange, it continues to put that money to work.
Troops is the latest to land additional capital from the enterprise giant. The New York-based startup helps sales teams communicate with a customer relationship management tool plugged directly into Slack. In short, it automates routine sales management activities and creates visibility into important deals through integrations with employee emails and Salesforce.
Troops founder and chief executive officer Dan Reich, who previously co-founded TULA Skincare, told TechCrunch he opted to build a Slackbot rather than create an independent platform because Slack is a rocket ship and he wanted a seat on board: “When you think about where Slack will go in the future, it’s obvious to us that companies all over the world will be using it,” he said.
Troops has raised $12 million in Series B funding in a round led by Aspect Ventures, with participation from the Slack Fund, First Round Capital, Felicis Ventures, Susa Ventures, Chicago Ventures, Hone Capital, InVision founder Clark Valberg and others. The round brings Troops’ total raised to $22 million.
Launched in 2015 by New York tech veterans Reich, Scott Britton and Greg Ratner, the trio weren’t initially sure of Slack’s growth trajectory. It wasn’t until Slack confirmed its intent to support the developer ecosystem with a suite of developer tools and a fund that the team focused its efforts on building a Slackbot.
“People sometimes thought of us, at least in the early days, as a little bit crazy,” Reich said. “But now Slack is the fastest-growing SaaS company ever.”
“We think the biggest opportunity in the [enterprise SaaS] category is going to be tools oriented around the customer-facing employee (CRM), and that’s where we are innovating,” he added.
Troops’ tools are helpful for any customer-facing team, Reich explains. Envoy, WeWork, HubSpot and a few hundred others are monthly paying subscribers of the tool, using it to interact with their CRM in a messaging interface and to receive notifications when a deal has closed. Troops integrates with Salesforce, so employees can use it to search records, schedule automatic reports and celebrate company wins.
Slack, in partnership with a number of venture capital funds, including Accel, Kleiner Perkins and Index, has also deployed capital to a number of other startups, like Lattice, Drafted and Loom.
With Slack’s direct listing afoot, the Troops team is counting on the imminent and long-term growth of the company’s platform.
“We think it’s still early days,” Reich said. “In the future, we see every company using something like Troops to manage their day-to-day.”
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Fitness startup Mirror nears $300M valuation with fresh funding
Today, Peloton is a bonafide success. The company, which sells $2,245 internet-connected exercise bikes, boasts a $4 billion valuation and a cult following.
That hasn’t always been the case. For years, Peloton battled for venture capital investment and struggled to attract buyers. Now that it’s proven the market for tech-enabled home exercise equipment and affiliated subscription products, a whole bunch of startups are chasing down the same customer segment.
Mirror, a New York-based company that sells $1,495 full-length mirrors that double as interactive home gyms, is closing in a round of funding expected to reach $36 million, sources and Delaware stock filings confirm, at a valuation just under $300 million. It’s unclear who has signed on to lead the round; we’ve heard a number of high-profile firms looked at Mirror’s books and passed. The company has previously raised a total of $38 million from Spark Capital, First Round Capital, Lerer Hippeau, BoxGroup and more.
Mirror declined to comment for this story.
Like Peloton, Mirror is sold for a hefty fee with a subscription to the service’s unlimited live and on-demand workouts that comes at an additional cost. The company hasn’t disclosed subscriber numbers, though The New York Times reported in February the business was selling $1 million worth of Mirrors — or some 650 units — per month.
The company has not only benefited from the Peloton effect, but also from a near-immediate interest from celebrities and influencers in its product. Kate Hudson, Alicia Keys, Reese Witherspoon, Jennifer Aniston and Gwyneth Paltrow are among the many celebrities to have publicly boasted about Mirror, undoubtedly boosting sales for the up-and-coming startup.
Venture capitalists were quick to show support for Mirror, too; in fact, the business attracted money at a $200 million valuation prior to launching its first product. Mirror began selling its sleek equipment, dubbed by The New York Times as “The Most Narcissistic Exercise Equipment Ever,” in September.
SAN FRANCISCO, CA – SEPTEMBER 06: Mirror Founder and CEO Brynn Putnam (L) and moderator Lucas Matney speak onstage during Day 2 of TechCrunch Disrupt SF 2018 at Moscone Center on September 6, 2018, in San Francisco, California. (Photo by Steve Jennings/Getty Images for TechCrunch)
The round comes amid a distinct boom in funding for fitness-related startups evidenced not only by Peloton’s mammoth valuation and hyped-over initial public offering expected soon but by the rapid uptick in small upstarts looking to capitalize on rising interest in fitness apps and equipment. In total, VCs bet some $2 billion on U.S. fitness startups in 2018, a record amount of funding for the space. So far this year, nearly $500 million has been allocated to the growing sector, per PitchBook, as entrepreneurs strive to bring the gym into the home.
Tonal, which sells personal exercise equipment that combines on-demand training with smart features, is among a small class of venture-backed fitness companies to have accumulated a large following. The company has raised $91.7 million in equity funding at a valuation of $185 million, according to PitchBook, from investors including L Catterton, Shasta Ventures, Mayfield and Sapphire Sport.
When it comes to early-stage efforts, there’s no shortage of recent fundraises. Last week, Livekick, which gives customers access to one-on-one personal training and yoga from their home, closed a $3 million seed round led by Firstime VC. Two weeks ago, fitness startup Future secured an $8.5 million round led by Kleiner Perkins’ Mamoon Hamid. For a $150 monthly fee, Future assigns personalized workout plans and a coach who tracks customers’ fitness activity through an Apple Watch. To keep users committed to their workout regimens, Future sends daily text messages with motivational feedback.
The AI-based personal training company Aaptiv, Plankk, which sells live fitness lessons led by Instagram stars, and audio coaching app Eastnine, have also recently launched.
Mirror was founded in late 2016 by Brynn Putnam, an entrepreneur behind Refine Method, a chain of boutique fitness studios located in New York. The former professional dancer spoke to TechCrunch’s Lucas Matney at Disrupt San Francisco in September about the future of the business.
“[We want] to enhance the human touch rather than to replace it,” Putnam said. “Our goal is not to be the next treadmill in your life, our goal is to be the next screen in your home,” Putnam said.
Ultimately, Putnam added, Mirror plans to scale beyond fitness content with potential extensions including physical therapy, fashion, beauty and education.
“We have the ability to create personalized premium content across a wide range of verticals, with fitness being our first vertical,” Putnam said.
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Cookware startup Great Jones launches Potline, a text service for recipes and advice
Great Jones, a startup selling pots, pans and even an oven directly to consumers, is introducing a new way to get help in the kitchen.
Potline is a free text message service where anyone can ask for recipe ideas, or get advice when things are going wrong in the middle of the cooking process, or get tips on how to clean up afterwards. Great Jones co-founder Sierra Tishgart argued this is “a really natural extension” of the brand, particularly since the company has already been getting customer service queries that aren’t really about its cookware.
“It’s great to see someone write in to say, ‘Hey I’m cooking for my new girlfriend or boyfriend, and I want a roast chicken recipe,’” Tishgart said.
As for why it’s doing this via text message, she said, “We really want this to feel like that you are in the middle of making pasta and your sauce isn’t landing — how would you look for help there? I would text somebody. We really realized that is just the fastest, most immediate and natural form of communication.”
Initially, Potline will be available from 4pm to 8pm Eastern time on Monday and Wednesday evenings. That’s only eight hours each week, but Tishgart said you’re going to be getting real-time feedback from an actual human being — namely Great Jones customer experience lead Gavy Scelzo.
“We don’t have a large team doing this,” Tishgart added. “This is very much an experiment for us. Gaby is answering the questions. We’re on our own text thread with seven of us in the office contributing, but it’s really going to be relying on Gaby’s expertise [and] a large database of recipes.”
Of course, if it’s successful, Potline could eventually expand to other days and times. Meanwhile, you can try it out for yourself by texting 1-814-BISCUIT.
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Flash, the e-scooter startup from Delivery Hero founder, re-brands as ‘Circ’ and announces 1M rides
Flash, the micro-mobility startup from Delivery Hero and Team Europe founder Lukasz Gadowski, is re-branding today and disclosing that the e-scooter rental service has clocked up 1 million rides in just 4.5 months since launch.
This, the company claims, is a milestone passed quicker than any of its competitors, although Voi recently announced that it reached 2 million rides in less than 8 months, while I understand that Tier, which launched later than Voi, is on track to hit that same number any day now, if it hasn’t already. The takeaway: e-scooter rentals in Europe remains a hot and fast-growing market to be in.
Quietly launched in Zurich, Switzerland in mid-January this year, Berlin-based Circ says it has since expanded to 21 cities across 7 countries. The re-brand is in preparation for further international expansion, with Germany up next to coincide with new German regulations permitting e-scooter services.
With regards to the name change, I’m told the decision was both practical and more conceptual. When people think of “flash” they tend to think of lightning or comic book superheroes, while the word itself is intrinsically linked with connotations of speed. While newly named Circ has moved very fast to reach 1 million rides, riding fast is not what the company is about.
“We wanted a name that better reflects who we are and how seriously we take the responsibility of moving people. Circ is all about circles, connections and there is great symmetry with what we do, working with others to help people move around their city in a reliable, safe and enjoyable way,” a company spokesperson tells me.
Reading between the lines, it’s almost certain that the startup is also thinking about its brand beyond e-scooters alone. Gadowski has always described the company as a “micro-mobility” service that isn’t just concerned with scooters and one that wants to play an integral role within a city’s broader transportation system.
On that note, Circ says it has joined the Union Internationale des Transports Publics (UITP), the worldwide association for public transportation. It has also formed a partnership with Swiss public transport operator Swiss Federal Railways (Schweizerische Bundesbahnen, SBB).
“The comprehensive partnership entails the creation of designated parking spaces at key strategic locations in railway stations and explores digital integration as Circ and SBB introduce ways to create seamless mobility for rail and e-scooter users,” says Circ.
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Is your event strategy paying off? How to calculate your event ROI
Sarah Shewey is the Founder & CEO of Happily, a platform that rapidly assembles experiences for the fastest growing brands in the world with the largest network of freelance event producers. She is also the co-founder of TEDActive, the founder of EXP, a co-founder of The Margin, and the board president of dublab.
Events have increasingly become an important channel in the marketing mix, despite how notoriously “impossible” it is to measure the ROI, or return on investment. When people show up to your event, they are willingly giving you their attention for hours on end – not trying to avoid attention-grabbing ads.
A well produced experience provides a great way to reach outside of your existing networks, build a pipeline of new customers, transform existing customers into superfans, and position your brand as a thought leader. In 2017, only 7% of marketers said that events were their most important marketing channel. Last year, that number rose to 41% according to a survey done by Bizzabo.
As the founder of Happily, the largest network of event producers in the United States, I’ve had backstage access to thousands of events – some wildly successful like TED and others that didn’t ever get traction in building an engaged community.
What has defined the successful ones?
The experiential marketing industry has long struggled to measure success in a meaningful way. They propose all the same KPIs (key performance indicators), but rarely do those KPIs provide a benchmark to determine if an event is successful or give marketers the ability to tell what worked and what didn’t. They especially fall down when customers aren’t won until months after an event.
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