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Pivoting from offline into virtual events for enterprises nets Tame a $5.5M seed round

In March 2020, Tame had a digital event suite for offline corporate events. But with the pandemic hitting, it did a hard pivot into providing a highly customizable virtual events platform, primarily used by companies for their sales events. The result is that it has now raised a seed round of $5.5 million, a large round for its native Denmark, led by VF Venture (The Danish Growth Fund), along with byFounders and three leading angels: Mikkel Lomholt (CTO and co-founder, Planday); Sune Alstrup (Ex-CEO and co-founder, The Eye Tribe); and Ulrik Lehrskov Schmidt.

The investment will be used to scale from 20 to 60 new employees across Copenhagen, London, and Krakow; expand to the U.K.; and grow revenues.

Founder Jasenko Hadzic, CEO and co-founder, said the pivot to virtual grew revenues “by 700% organically last year. No sales. No marketing. Organically. Therefore, Tame sees a huge opportunity and is going all-in on expanding aggressively to position itself as a market leader.”

Jacob Bratting Pedersen, partner, VF Venture, said: “At VF Venture, we want to help develop and drive innovation. The corona[virus] crisis has brought digital momentum with it, and here Danish IT entrepreneurs have the opportunity to seize that agenda and bring Danish technology and expertise to the global market. Tame is a really good example of that. Tame has great potential to create a strong, global business for the benefit of growth and jobs in Denmark.”

Hadzic himself is already a success story — he eventually made it into the tech industry after arriving in Denmark as a child refugee from war-torn Bosnia during the Yugoslavian civil war.

But don’t mistake Tame for a Hopin. Hadzic told me: “We’re not interested in getting TechCrunch Disrupt as a customer, or the big trade fairs. We just want to focus on those enterprise companies which we sell to a marketing department or an HR department.”

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IAC’s NurseFly rebrands to Vivian Health as it expands its healthcare jobs marketplace

NurseFly, the healthcare jobs marketplace owned by IAC, has rebranded to Vivian Health as it expands its range of services. Originally launched for traveling nurses (or nurses willing to travel for short-term positions), Vivian Health now includes listings for permanent positions, per diem shifts and local openings. It also added employer reviews and a pay database that uses information gathered from the 1.7 million jobs that have come through its system.

Founded in 2017, NurseFly was acquired by IAC in August 2019. It is used by providers like AMN Healthcare, Cross Country Healthcare, Host Healthcare, Trinity Health, SSM Health and Honor Health. During the pandemic, Vivian Health quadrupled its employee headcount in order to meet demand, founder and chief executive officer Parth Bhakta told TechCrunch in an email.

“Over the past year, we’ve grown to fill nearly 10% of all travel nursing positions across the United States, oftentimes helping fill a crisis position in a matter of hours rather than weeks,” Bhakta said. During that time, the platform heard from major health systems “that their challenges around hiring for permanent roles were oftentimes even more dire than filling their travel positions,” he added. “Permanent roles at health systems were taking months to fill, costing tens of thousands of dollars to hire, and leading to short-staffed facilities in the meantime.”

As a result of these conversations, Vivian Health’s team spent three months rebuilding the platform to serve a wider range of healthcare providers and employers. Its rebranding and expansion comes at a time when many healthcare professionals are reporting burnout as a result of the pandemic.

In a study of 1,300 respondents published earlier this month, Vivian Health found that 83% said their mental health had been affected by working in healthcare over the past year. About 43% said they had considered quitting the profession.

One of the main reasons for burnout is working overtime, with 86% of their respondents reporting that their facilities are short-staffed, even as demand for healthcare professionals accelerates. According to the Bureau of Labor Statistics (BLS), about 17.3 million people were employed in the healthcare sector in 2018, and that number is expected to increase 15% to 19.9 million by 2028, making it one of the fastest-growing sectors.

“Crisis-level staffing shortages” are compounded by the amount of time, sometimes up to 120 days, it can take to hire a permanent employee. Shortening the amount of time it takes to fill positions has a ripple effect because clinicians need to work less overtime. Meanwhile, recruiters can focus on the right leads. Bhakta said employers have been able to use Vivian Health to fill permanent positions in as little as one week, and are typically able to do so within 30 days.

Vivian Heath built a proprietary data set of healthcare industry information through the 1.7 million jobs that have come through its systems and asks all of its staffing agency partners to include pay rates in their listings. As a result, job seekers are able to see how a position’s compensation compares against the market, while employers can quickly adjust their rates to be more competitive.

Bhakta said Vivian Health added pay information because “our business is built on transparency, which we believe is a crucial element in solving the healthcare hiring crisis.”

 

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Evening Fund debuts with $2M micro fund focused on investments between $50K and $100K

We tend to think of venture capital in tens or hundreds of millions, even billions of dollars, so it’s refreshing to find Evening Fund, a new $2 million micro fund that focuses on small investments between $50,000 and $100,000 as it seeks to help young startups with early funding.

The new fund was launched by Kat Orekhova and Rapha Danilo. Orekhova, who started her career as a math professor, is a former Facebook data scientist who has been dabbling in angel investing and working with young startups for awhile now. They call it Evening Fund because they work as founders by day and investors by night.

She says that she wanted to create something more formal to help early-stage startups get off the ground and has help from limited partners that include Sarah Smith at Bain Capital, Lee Linden, general partner at Quiet Capital and a long list of tech industry luminaries.

Orekhova says she and her partner invest small sums of money in B2B SaaS companies, which are pre-seed, seed and occasionally A rounds. They will invest in consumer here and there as well. She says one of their key value propositions is that they can help with more than just the money. “One way in which I think Rapha and I can really help our founders is that we give very specific, practical advice, not just kind of super high level,” she told me.

That could be something like how to hire your first designer where the founders may not even know what a designer does. “You’re figuring out ‘how do I hire my first designer?’ and ‘what does the designer even do?’ because most founders have never hired a designer before. So we give them extremely practical hands-on stuff like ‘here are the competencies’ or ‘what’s the difference between a graphic designer, a visual designer, a UX designer and a researcher,’ ” she said. They go so far as to give them a list of candidates to help them get going.

She says that she realized while she was at Facebook that she wanted to eventually start a company, so she began volunteering her time to work with companies going through Y Combinator. “I think a lot of people don’t know where to start, but in my case I looked at the YC list, found a company that I thought I could be helpful to. I reached out cold and said ‘Hey, I don’t want money. I don’t want equity. I just want to try to be helpful to you and see where that goes,’ ” she said.

That lead to scouting for startups for some larger venture capital firms and eventually dabbling in financing some of these startups that she was helping. Today’s announcement is the culmination of these years of work and the groundwork she laid to make herself familiar with how the startup ecosystem works.

The new firm already has its first investment under its belt, Dala, an AI-powered internal search tool that helps connect users to workplace knowledge that’s often locked in applications like Google Suite, Slack and Notion.

As though Evening isn’t enough to keep her and Danilo busy, they are also each working on their own startups. Orekhova wasn’t ready to share much on that just yet as her company remains in stealth.

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Personalized nutrition startup Zoe closes out Series B at $53M total raise

Personalized nutrition startup Zoe — named not for a person but after the Greek word for ‘life’ — has topped up its Series B round with $20M, bringing the total raised to $53M.

The latest close of the B round was led by Ahren Innovation Capital, which the startup notes counts two Nobel laureates as science partners. Also participating are two former American football players, Eli Manning and Ositadimma “Osi” Umenyiora; Boston, US-based seed fund Accomplice; healthcare-focused VC firm THVC and early stage European VC, Daphni.

The U.K.- and U.S.-based startup was founded back in 2017 but operated in stealth mode for three years, while it was conducting research into the microbiome — working with scientists from Massachusetts General Hospital, Stanford Medicine, Harvard T.H. Chan School of Public Health, and King’s College London.

One of the founders, professor Tim Spector of King’s College — who is also the author of a number of popular science books focused on food — became interested in the role of food (generally) and the microbiome (in particular) on overall health after spending decades researching twins to try to understand the role of genetics (nature) vs nurture (environmental and lifestyle factors) on human health.

Zoe used data from two large-scale microbiome studies to build its first algorithm which it began commercializing last September — launching its first product into the U.S. market: A home testing kit that enables program participants to learn how their body responds to different foods and get personalized nutrition advice.

The program costs around $360 (which Zoe takes in six instalments) and requires participants to (self) administer a number of tests so that it can analyze their biology, gleaning information about their metabolic and gut health by looking at changes in blood lipids, blood sugar levels and the types of bacteria in their gut.

Zoe uses big data and machine learning to come up with predictive insights on how people will respond to different foods so that it can offer individuals guided advice on what and how to eat, with the goal of improving gut health and reducing inflammatory responses caused by diet.

The combination of biological responses it analyzes sets it apart from other personalized nutrition startups with products focused on measuring one element (such as blood sugar) — is the claim.

But, to be clear, Zoe’s first product is not a regulated medical device — and its FAQ clearly states that it does not offer medical diagnosis or treatment for specific conditions. Instead it says only that it’s “a tool that is meant for general wellness purposes only”. So — for now — users have to take it on trust that the nutrition advice it dishes up is actually helpful for them.

The field of scientific research into the microbiome is undoubtedly early — Zoe’s co-founder states that very clearly when we talk — so there’s a strong component here, as is often the case when startups seek to use data and AI to generate valuable personalized predictions, whereby early adopters are helping to further Zoe’s research by contributing their data. Potentially ahead of the sought for individual efficacy, given so much is still unknown around how what we eat affects our health.

For those willing to take a punt (and pay up), they get an individual report detailing their biological responses to specific foods that compares them to thousands of others. The startup also provides them with individualized ‘Zoe’ scores for specific foods in order to support meal planning that’s touted as healthier for them.

“Reduce your dietary inflammation and improve gut health with a 4 week plan tailored to your unique biology and life,” runs the blurb on Zoe’s website. “Built around your food scores, our app will teach you how to make smart swaps, week by week.”

The marketing also claims no food is “off limits” — implying there’s a difference between Zoe’s custom food scores and (weight-loss focused) diets that perhaps require people to cut out a food group (or groups) entirely.

“Our aim is to empower you with the information and tools you need to make the best decisions for your body,” is Zoe’s smooth claim.

The underlying premise is that each person’s biology responds differently to different foods. Or, to put it another way, while we all most likely know at least one person who stays rake-thin and (seemingly) healthy regardless of what (or even how much) they eat, if we ate the same diet we’d probably expect much less pleasing results.

“What we’re able to start scientifically putting some evidence behind is something that people have talked about for a long time,” says co-founder George Hadjigeorgiou. “It’s early [for scientific research into the microbiome] but we have shown now to the world that even twins have different gut microbiomes, we can change our gut microbiomes through diet, lifestyle and how we live — and also that there are associations around particular [gut] bacteria and foods and a way to improve them which people can actually do through our product.”

Users of Zoe’s first product need to be willing (and able) to get pretty involved with their own biology — collecting stool samples, performing finger prick tests and wearing a blood glucose monitor to feed in data so it can analyze how their body responds to different foods and offer up personalized nutrition advice.

Another component of its study of biological responses to food has involved thousands of people eating “special scientific muffins”, which it makes to standardized recipes, so it can benchmark and compare nutritional responses to a particular blend of calories, carbohydrate, fat, and protein.

While eating muffins for science sounds pretty fine, the level of intervention required to make use of Zoe’s first at-home test kit product is unlikely to appeal to those with only a casual interest in improving their nutrition.

Hadjigeorgiou readily agrees the program, as it is now, is for those with a particular problem to solve that can be linked to diet/nutrition (whether obesity, high cholesterol or a disease like type 2 diabetes, and so on). But he says Zoe’s goal is to be able to open up access to personalized nutrition advice much more widely as it keeps gathering more data and insights.

“The idea is, as always, we start with a focused set of people with problems to solve who we believe will have a life-changing experience,” he tells TechCrunch. “At this point we are not trying to create a product for everyone — and we understand that that has limitations in terms of how much we scale in the beginning. Although even still within this focused group of people I can assure you there’s tonnes of people!

“But absolutely the whole idea is that after we get a first [set of users]… then with more data and with more experience we can simplify and start making this simpler and more accessible — both in terms of its simplicity and also it’s price. So more and more people. Because at the end of the day everyone has this right to be able to optimize and understand and be in control — and we want to make that available to everyone.

“Regardless of background and regardless of socio-economic status. And, in fact, many of the people who have the biggest problems around health etc are the ones who have maybe less means and ability to do that.”

Zoe isn’t disclosing how many early users it’s onboarded so far but Hadjigeorgiou says demand is high (it’s currently operating a wait-list for new sign ups).

He also touts promising early results from interim trial with its first users — saying participants experienced more energy (90%), felt less hunger (80%) and lost an average of 11 pounds after three months of following their AI-aided, personalized nutrition plan. Albeit, without data on how many people are involved in the trials it’s not possible to quantify the value of those metrics.

The extra Series B funding will be used to accelerate the rollout of availability of the program, with a U.K. launch planned for this year — and other geographies on the cards for 2022. Spending will also go on continued recruitment in engineering and science, it says.

Zoe already grabbed some eyeballs last year, as the coronavirus pandemic hit the West, when it launched a COVID-19 symptom self-reporting app. It has used that data to help scientists and policy makers understand how the virus affects people.

The Zoe COVID-19 app has had some 5M users over the last year, per Hadjigeorgiou — who points to that (not-for-profit) effort as an example of the kind of transformative intervention the company hopes to drive in the nutrition space down the line.

“Overnight we got millions and millions of people contributing to help uncover new insights around science around COVID-19,” he says, highlighting that it’s been able to publish a number of research papers based on data contributed by app users. “For example the lack of smell and taste… was something that we first [were able to prove] scientifically, and then it became — because of that — an official symptom in the list of the government in the U.K.

“So that was a great example how through the participation of people — in a very, very fast way, which we couldn’t predict when we launched it — we managed to have a big impact.”

Returning to diet, aren’t there some pretty simple ‘rules of thumb’ that anyone can apply to eat more healthily — i.e. without the need to shell out for a bespoke nutrition plan? Basic stuff like eat your greens, avoid processed foods and cut down (or out) sugar?

“There are definitely rules of thumb,” Hadjigeorgiou agrees. “We’ll be crazy to say they’re not. I think it all comes back to the point that although there are rules of thumb and over time — and also through our research, for example — they can become better, the fact of the matter is that most people are becoming less and less healthy. And the fact of the matter is that life is messy and people do not eat even according to these rules of thumb so I think part of the challenge is… [to] educate and empower people for their messy lives and their lifestyle to actually make better choices and apply them in a way that’s sustainable and motivating so they can be healthier.

“And that’s what we’re finding with our customers. We are helping them to make these choices in an empowering way — they don’t need to count calories, they don’t need to restrict themselves through a Keto [diet] regime or something like that. We basically empower them to understand this is the impact food has on your body — real time, how your blood sugar levels change, how your bacteria change, how your blood fat levels changes. And through that empowerment through insight then we say hey, now we’ll give you this course, it’s very simple, it’s like a game — and we’ll given you all these tools to combine different foods, make foods work for you. No food is off limits — but try to eat most days a 75 score [based on the food points Zoe’s app assigns].

“In that very empowering way we see people get very excited, they see a fun game that is also impacting their gut and metabolism and they start feeling these amazing effects — in terms of less hunger, more energy, losing weight and over time as well evolving their health. That’s why they say it’s life changing as well.”

Gamifying research for the goal of a greater good? To the average person that surely sounds more appetitizing than ‘eat your greens’.

Though, as Hadjigeorgiou concedes, research in the field of microbiome — where Zoe’s commercial interests and research USP lie — is “early”. Which means that gathering more data to do more research will remain a key component of the business for the foreseeable future. And with so much still to be understood about the complex interactions between food, exercise and other lifestyle factors and human health, the mission is indeed massive.

In the meanwhile, Zoe will be taking it one suggestive nudge at a time.

“Sugar is bad, kale’s great but the whole kind of magic happens in the middle,” Hadjigeorgiou goes on. “Is oatmeal good for you? Is rice good for you? Is wholewheat pasta good for you? How do you combine wholewheat pasta and butter? How much do you have? This is where basically most of our life happens.

“Because people don’t eat ice-cream the whole day and people don’t eat kale the whole day. They eat all these other foods in the middle and that’s where the magic is — knowing how much to have, how to combine them to make it better, how to combine it with exercise to make it better? How to eat a food that doesn’t dip your sugar levels three hours after you eat it which causes hunger for you. Theses are all the things we’re able to predict and present in a simple and compelling way through a score system to people — and in turn help them [understand their] metabolic response to food.”

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SAP CEO Christian Klein looks back on his first year

SAP CEO Christian Klein was appointed co-CEO with Jennifer Morgan in October 2019. He became sole CEO just as the pandemic was hitting full force across the world last April. He was put in charge of a storied company at 38 years old. By October, its stock price was down and revenue projections for the coming years were flat.

That is definitely not the way any CEO wants to start their tenure, but the pandemic forced Klein to make some decisions to move his customers to the cloud faster. That, in turn, had an impact on revenue until the transition was completed. While it makes sense to make this move now, investors weren’t happy with the news.

There was also the decision to spin out Qualtrics, the company his predecessor acquired for $8 billion in 2018. As he looked back on the one-year mark, Klein sat down with me to discuss all that has happened and the unique set of challenges he faced.

Just a pandemic, no biggie

Starting in the same month that a worldwide pandemic blows up presents unique challenges for a new leader. For starters, Klein couldn’t visit anyone in person and get to know the team. Instead, he went straight to Zoom and needed to make sure everything was still running.

The CEO says that the company kept chugging along in spite of the disruption. “When I took over this new role, I of course had some concerns about how to support 400,000 customers. After one year, I’ve been astonished. Our support centers are running without disruption and we are proud of that and continue to deliver value,” he said.

Taking over when he couldn’t meet in person with employees or customers has worked out better than he thought. “It was much better than I expected, and of course personally for me, it’s different. I’m the CEO, but I wasn’t able to travel and so I didn’t have the opportunity to go to the U.S., and this is something that I’m looking forward to now, meeting people and talking to them live,” he said.

That’s something he simply wasn’t able to do for his first year because of travel restrictions, so he says communication has been key, something a lot of executives have discussed during COVID. “I’m in regular contact with the employees, and we do it virtually. Still, it’s not the same as when you do it live, but it helps a lot these days. I would say you cannot over-communicate in such times,” he said.

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Twitter acquires distraction-free reading service Scroll to beef up its subscription product

Twitter this morning announced it’s acquiring Scroll, a subscription service that offers readers a better way to read through long-form content on the web, by removing ads and other website clutter that can slow down the experience. The service will become a part of Twitter’s larger plans to invest in subscriptions, the company says, and will later be offered as one of the premium features Twitter will provide to subscribers.

Premium subscribers will be able to use Scroll to easily read their articles from news outlets and from Twitter’s own newsletters product, Revue, another recent acquisition that’s already been integrated into Twitter’s service. When subscribers use Scroll through Twitter, a portion of their subscription revenue will go to support the publishers and the writers creating the content, explains Twitter in an announcement.

Scroll’s service today works across hundreds of sites, including The Atlantic, The Verge, USA Today, The Sacramento Bee, The Philadelphia Inquirer and The Daily Beast, among others. For readers, the experience of using Scroll is similar to that of a “reader view” — ads, trackers and other website junk is stripped so readers can focus on the content.

Image Credits: Twitter

Scroll’s pitch to publishers has been that it can end up delivering cleaner content that can make them more money than advertising alone.

Deal terms were not disclosed, but Twitter will be bringing on the entire Scroll team, totaling 13 people.

For the time being, Scroll will pause new customer sign-ups so it can focus on integrating its product into Twitter’s subscriptions work and prepare for the expected growth. It will, however, continue to onboard new publishers who want to participate in Scroll’s network, following the deal’s closure.

And Scroll itself will be headed back into private beta as the team works to integrate the product into Twitter.

Image Credits: Twitter

Twitter says it will also be winding down Scroll’s news aggregator product, Nuzzel, but will work to bring some of Nuzzel’s core elements to Twitter over time. Nuzzel’s blog post has more details, explaining that the product will need to be rebuilt in order to scale with Twitter.

“Twitter exists to serve the public conversation. Journalism is the mitochondria of that conversation. It initiates, energizes and informs. It converts and confounds perspectives. At its best it helps us stand in one another’s shoes and understand each other’s common humanity,” said Tony Haile, Scroll CEO, in the company’s post about Scroll’s acquisition.

“The mission we’ve been given by Jack and the Twitter team is simple: take the model and platform that Scroll has built and scale it so that everyone who uses Twitter has the opportunity to experience an internet without friction and frustration, a great gathering of people who love the news and pay to sustainably support it,” he added.

Twitter earlier this year detailed its plans to head into subscriptions as a way to diversify beyond ad revenue for its own business. The company unveiled what it’s calling “Super Follow,” a creator-focused subscription that would give paid subscribers access to an expanded array of perks, like exclusive content, subscriber-only newsletters, deals, badges, paywalled media and more. The company is aiming to use this new product to help it achieve its goal of doubling company revenue from $3.7 billion in 2020 to $7.5 billion or more in 2023, it said.

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Persona lands $50M for identity verification after seeing 10x YoY revenue growth

The identity verification space has been heating up for a while and the COVID-19 pandemic has only accelerated demand with more people transacting online.

Persona, a startup focused on creating a personalized identity verification experience “for any use case,” aims to differentiate itself in an increasingly crowded space. And investors are banking on the San Francisco-based company’s ability to help businesses customize the identity verification process — and beyond — via its no-code platform in the form of a $50 million Series B funding round. 

Index Ventures led the financing, which also included participation from existing backer Coatue Management. In late January 2020, Persona raised $17.5 million in a Series A round. The company declined to reveal at which valuation this latest round was raised.

Businesses and organizations can access Persona’s platform by way of an API, which lets them use a variety of documents, from government-issued IDs through to biometrics, to verify that customers are who they say they are. The company wants to make it easier for organizations to implement more watertight methods based on third-party documentation, real-time evaluation such as live selfie checks and AI to verify users.

Persona’s platform also collects passive signals such as a user’s device, location, and behavioral signals to provide a more holistic view of a user’s risk profile. It offers a low code and no code option depending on the needs of the customer.

The company’s momentum is reflected in its growth numbers. The startup’s revenue has surged by “more than 10 times” while its customer base has climbed by five times over the past year, according to co-founder and CEO Rick Song, who did not provide hard revenue numbers. Meanwhile, Persona’s headcount has more than tripled to just over 50 people.

When we look back at the space five to 10 years ago, AI was the next differentiation and every identity verification company is doing AI and machine learning,” Song told TechCrunch. “We believe the next big differentiator is more about tailoring and personalizing the experience for individuals.”

As such, Song believes that growth can be directly tied to Persona’s ability to help companies with “unique” use cases with a SaaS platform that requires little to no code and not as much heavy lifting from their engineering teams. Its end goal, ultimately, is to help businesses deter fraud, stay compliant and build trust and safety while making it easier for them to customize the verification process to their needs. Customers span a variety of industries, and include Square, Robinhood, Sonder, Brex, Udemy, Gusto, BlockFi and AngelList, among others.

“The strategy your business needs for identity verification and management is going to be completely different if you’re a travel company verifying guests versus a delivery service onboarding new couriers versus a crypto company granting access to user funds,” Song added. “Even businesses within the same industry should tailor the identity verification experience to each customer if they want to stand out.”

Image Credits: Persona

For Song, another thing that helps Persona stand out is its ability to help customers beyond the sign-on and verification process. 

“We’ve built an identity infrastructure because we don’t just help businesses at a single point in time, but rather throughout the entire lifecycle of a relationship,” he told TechCrunch.

In fact, much of the company’s growth last year came in the form of existing customers finding new use cases within the platform in addition to new customers signing on, Song said.

“We’ve been watching existing customers discover more ways to use Persona. For example, we were working with some of our customer base on a single use case and now we might be working with them on 10 different problems — anywhere from account opening to a bad actor investigation to account recovery and anything in between,” he added. “So that has probably been the biggest driver of our growth.”

Index Ventures Partner Mark Goldberg, who is taking a seat on Persona’s board as part of the financing, said he was impressed by the number of companies in Index’s own portfolio that raved about Persona.

“We’ve had our antennas up for a long time in this space,” he told TechCrunch. “We started to see really rapid adoption of Persona within the Index portfolio and there was the sense of a very powerful and very user friendly tool, which hadn’t really existed in the category before.”

Its personalization capabilities and building block-based approach too, Goldberg said, makes it appealing to a broader pool of users.

“The reality is there’s so many ways to verify a user is who they say they are or not on the internet, and if you give people the flexibility to design the right path to get to a yes or no, you can just get to a much better outcome,” he said. “That was one of the things we heard — that the use cases were not like off the rack, and I think that has really resonated in a time where people want and expect the ability to customize.”

Persona plans to use its new capital to grow its team another twofold by year’s end to support its growth and continue scaling the business.

In recent months, other companies in the space that have raised big rounds include Socure and Sift.

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Starboard Value puts Box on notice that it’s looking to take over board

Activist investor Starboard Value is clearly fed up with Box and it let the cloud content management know it in no uncertain terms in a letter published yesterday. The firm, which bought a 7.7% stake in Box two years ago, claims the company is underperforming, executing poorly and making bad business decisions — and it wants to inject the board of directors with new blood.

While they couched the letter in mostly polite language, it’s quite clear Starboard is exasperated with Box. “While we appreciate the dialogue we have had with Box’s management team and Board of Directors (the “Board”) over the past two years, we have grown increasingly frustrated with continued poor results, questionable capital allocation decisions, and subpar shareholder returns,” Starboard wrote in its letter.

Box, as you can imagine, did not take kindly to the shot across its bow and responded in a press release that it has bent over backwards to accommodate Starboard, including refreshing the board last year when they added several members, whom they point out were approved by Starboard.

“Box has a diverse and independent Board with directors who bring extensive technology experience across enterprise and consumer markets, enterprise IT, and global go-to-market strategy, as well as deep financial acumen and proven track records of helping public companies drive disciplined growth, profitability, and stockholder value. Furthermore, seven of the ten directors on the Box Board will have joined the Board within the last three years,” the company wrote in a statement. In other words, Box is saying it already has injected the new blood that Starboard claims it wants.

Box recently got a $500 million cash injection from KKR, widely believed to be an attempt to bulk up cash reserves with the goal of generating growth via acquisition. Starboard was particularly taken aback by this move, however. “The only viable explanation for this financing is a shameless and utterly transparent attempt to “buy the vote” and shows complete disregard for proper corporate governance and fiscal discipline,” Starboard wrote.

Alan Pelz-Sharpe, founder and principal analyst at Deep Analysis, a firm that closely tracks the content management market, says the two sides clearly aren’t aligned, and that’s not likely to change. “Starboard targeted and gained a seat on the board at Box at a difficult time for the firm, that’s the modus operandi for activist investors. Since that time there has clearly been a lot of improvements in terms of Box’s financial goals. However, there is and will remain a misalignment between Starboard’s goals, and Box led by Levie as a whole. Though both would like to see the share price rise, Starboard’s end goal is most likely to see Box acquired, sooner rather than later, and that is not Box’s goal,” he said.

Starboard believes the only way to resolve this situation is to inject the board with still more new blood, taking a swipe at the Box leadership team while it was at it. “There is no good reason that Box should be unable to deliver improved growth and profitability, at least in-line with better performing software companies, which, in turn, would create significant shareholder value,” Starboard wrote.

As such the firm indicated it would be putting up its own slate of board candidates at the company’s next board meeting. In the tit for tat that has been this exchange, Box indicated it would be doing the same.

Meanwhile Box vigorously defended its results. “In the past year, under the oversight of the Operating Committee, the company has made substantial progress across all facets of the business — strategic, operational and financial — as demonstrated by the strong results reported for the full year of fiscal 2021,” the company wrote, pointing to its revenue growth last fiscal year as proof of the progress, with revenue of $771 million up 11% year over year.

It’s unclear how this standoff will play out, but clearly Starboard wants to take over the Board and have its way with Box, believing that it can perform better if it were in charge. That could result ultimately, as Pelz-Sharpe suggested, in Box being acquired.

We would appear to heading for a showdown, and when it’s over, Box could be a very different company, or the current leadership could assert control once and for all and we could proceed with Box’s current growth strategy still in place. Time will tell which is the case.

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Acronis raises $250M at a $2.5B+ valuation to double down on cyber protection services

As cybersecurity continues to grow in profile amid an increasingly complex and dangerous landscape of malicious activity, a cybersecurity vendor that specializes in “all-in-one” services covering the many aspects of security IT has closed a big round of funding.

Acronis has raised $250 million in equity, and co-founder and CEO Serguei Beloussov said in an interview the company plans to use the financing both to grow organically, as well as for acquisitions to bring more “proactive” technology into its portfolio. The funding is being led by CVC and values Acronis at over $2.5 billion.

Originally a spinoff from the parent company of virtualization giant Parallels, Acronis initially made its name in data recovery and backup, but has, over time, and to better differentiate itself from competitors like Commvault, Veeam and Barracuda (among others), expanded to provide an all-in-one package of services to include continuous data protection, patch management, anti-malware protection and more.

Integrating with a range of popular enterprise software packages and platforms and service providers, its business is now profitable, with some 10,000 managed service providers and 500,000 businesses (SMBs and bigger) among its customers.

“We didn’t need the money, but now we will invest it to grow faster and capitalise on our leadership,” Beloussov said in an interview.

New-wave revenues, based on its newer (not legacy) products such as Acronis Cyber Protect, grew 100% during the pandemic, he added. “We are spending the money on engineers and M&A to complement our cyber protection,” he said. “We have a single mission, which is to protect all data applications, providing privacy and security in one package. We protect about 10 million workloads today and we are aiming to grow that to 100x. There is a lot to do in terms of making that protection easier and deeper for our customers.”

He said that while the company is continuing to remain private, it’s also starting to think about its next steps, which could involve a public listing or a sale, in the next 12-24 months.

“With private equity investors like Goldman Sachs [which led its previous round in 2019] and CVC, they definitely expect liquidity at some point,” Beloussov said.

The funding and Acronis’s strategy to double down on growing its business comes at a key moment in the world of cybersecurity. The bigger landscape in the world of business has seen a huge shift in the last year to more people working remotely and across a wider set of geographies and devices. Although that shift was pushed along by the COVID-19 pandemic, many believe that the longer-term effect will be a very different working environment, with a greater acceptance that fewer people will be spending all of their time in their offices, and that it won’t necessarily impact productivity.

What it has impacted is how IT provisions and manages networks and the device that run on them, and specifically has exposed some of the loopholes in company’s cybersecurity policies. Malicious hackers, who were hard at work well before the pandemic, have jumped on this and exploited it.

Acronis has been one of the companies that has seen a growing demand for its services as a result of all that, with  Acronis’s software sold via managed service providers seeing a particular lift.

“Last year definitely pushed customers to understand that IT is mission critical and that is for every business,” Beloussov said, with security coming along with that by association. With security, though, organizations have realized that “managing by in-house resources is not always ideal so outsourcing to special service providers can guarantee service levels. With internal IT people, you can only shout at them, and that is okay because they are used to it.” Third parties, by contrast, operate with service-level agreements that are easier to enforce if something goes wrong.

“Acronis’ talented management and R&D teams have invested significant resources developing an innovative cloud-native ‘MSP in a box’ solution, with integrated backup, disaster recovery, cybersecurity, remote management, and workflow tools,” said Leif Lindbäck, senior managing director of CVC Capital Partners. “Acronis provides mission-critical solutions to more than 10,000 MSPs and half a million small and medium businesses. CVC has a strong track record in cybersecurity and partnering up with successful entrepreneurs, and we are looking forward to teaming up with Serguei Beloussov and the Acronis team to accelerate the company’s growth.”

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Riot Games and Konvoy Ventures back games publisher Carry1st in $6M Series A

Africa is the last frontier for basically anything. Mobile gaming is no exception. For a continent that is home to more than 1 billion millennials and Gen Zers, mobile gaming has never really picked up, despite the continent witnessing rapid economic growth and smartphone adoption.

Two issues have proved detrimental to this growth: distribution and payments. With fragmented and unresolved distribution and digital payments ecosystems, game studios have found it difficult to serve African consumers and make a ton of money doing so. Carry1st is a mobile games publishing platform fixing this problem, and today it is announcing the close of its $6 million Series A round.

This month last year, we reported that the company had just raised a $2.5 million seed investment. CRE Ventures led that round, but this time, the company, which has offices in Cape Town and New York, brought in a blue-chip group of investors spanning gaming, media and fintech.

U.S. VC firm Konvoy Ventures led the Series A round. The firm is known for its investment in the video gaming industry’s infrastructure, technology, tools and platforms. Riot Games (developer of League of Legends), Tokyo’s Akatsuki Entertainment Technology Fund (the company behind Dragon Ball Z), Raine Ventures and fintech VC TTV Capital participated.

Carry1st was founded by Cordel Robbin-Coker, Lucy Hoffman and Tinotenda Mundangepfupfu in 2018. The company started as a game studio, developing and launching its own mobile games. But a projection on what it could be in the long run made the company switch tactics.

Instead of the studio model (quite popular among gaming companies in Africa), Carry1st sought to become a regional publisher, thereby opening the continent to international studios. Also, the company helps local studios that find it difficult to create games with a global appeal by pairing them with strong operators.

“We learned that African users don’t need their own games; they want to play the best games in the world,” CEO Robbin-Coker told TechCrunch.

COO Hoffman said that the company provides a full-stack publishing platform for its partners. It also handles localization, distribution, user acquisition, monetization, customer experience for studios and licenses their games on exclusive, long-term contracts.

“We fund user acquisition so that the games are played by as many users as possible, and then send our partners a royalty in return for the ability to leverage their IP,” Hoffman said.  

Carry1st

L-R: Cordel Robbin-Coker (CEO), Lucy Hoffman (COO) and Tinotenda Mundangepfupfu (CTO). Image Credits: Carry1st

This is somewhat akin to how Tencent-backed Sea Limited (parent company of Garena) took off. The company was the publisher of League of Legends across Southeast Asia but launched its own game, Free Fire. Now, the company has built out the largest consumer payments and e-commerce platform in the region, which is now worth over $130 billion. Carry1st aspires to do the same for Africa.

Although there aren’t many details about its e-commerce activity, Carry1st is tackling payments and difficult monetization issues by partnering with some fintechs like Paystack, Safaricom and Cellulant. These partnerships have been pivotal to developing its in-house payments platform Pay1st, which allows customers to pay in their preferred way. “For global studios, this is the difference between making money and not,” Robbin-Coker added

Demand for Carry1st has grown rapidly. Since its seed round last year, the company has signed seven games with well-known mobile gaming studios. They include Sweden’s Raketspel (the company has more than 120 million downloads across its portfolio), Cosi Games and Ethiopia’s Qene Games.

All these signups happened in 2020 and the catalyst for this growth has pandemic-induced lockdowns written all over it. The African mobile gaming market has always pointed toward a strong growth market, but being forced indoors surely skyrocketed mobile usage and gaming.

People who might not have previously needed a mobile phone have now come to rely on them to keep in touch with family and friends. For the average user using a smartphone for the first time, there’s a natural tendency to explore the fun things available on their device.

Typically, the first things people do when they get their first smartphone is to chat with friends and play games. This is the same all over the world — Africa is no different. For that reason, we are seeing more and more mobile gamers across Africa,” remarked Robbin-Coker.

The company has also grown its team from 18 to 26 across 11 countries with recruits from Carlyle, King, Jumia, Rovio, Socialpoint, Ubisoft and Wargaming — a testament to the company’s global ambitions to be a top gaming publisher. 

Expanding the team, which cuts across product, engineering and growth departments, is one way Carry1st will put the new investment to use. The company also plans to secure new partnerships with global gaming studios while launching and scaling its existing games like Carry1st Trivia and All-Star Soccer.

Carry1st

User playing a Carry1st game. Image Credits: Carry1st

With this investment, Carry1st has raised a total of $9.5 million. On the caliber of investors brought on, Robbin-Coker said their investment in the company would put them in a place to “delight millions of users across Africa and the globe.”

Carry1st is Konvoy Ventures first foray into the African gaming market (same can be said for Riot Games), and representatives from both teams (Konvoy managing partner Jackson Vaughan and Riot Games head of corporate development Brendan Mulligan) believe the company is unequivocally solving the continent’s distribution and gaming experience problems. Vaughan will also join the company’s board.

Africa’s gaming industry has lacked innovation in times past. While we’ve seen companies try to change the narrative, most have operated as studios. Carry1st is one of the few companies to operate a hybrid model, but the endgame for the company really is to be one of the region’s dominant consumer internet companies. 

We think social games and payments is the best first step to doing so, but we have very large ambitions. If we execute this, we will catalyze massive growth in the digital ecosystem across the region, creating tons of high-quality jobs in the process. We think all of the ingredients are in place — we want to be the catalyst,” Hoffman said. 

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