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Supply Chain

MSCHF drops tiny action figures of your favorite failed startup hardware



Hardware is hard. You can browse the archives of this site and come up with dozens of bold attempts to make new consumer electronics gadgets work — some of them very close to home. But, like all startups, most hardware companies run into the hard core grind of turning atoms into something worth buying. 

To commemorate the hardness of hardware, idea factory/art house MSCHF is releasing a set of 5 Dead Startup Toys as vinyl figurines that you can buy for $39.99 each or $159.99 for the set. It bills these as ‘iconic failed startups’ and the sales site offers a brief history of the rise and fall of each endeavor. They range from products that never really existed like the Theranos minilab to poorly timed early movers like Jibo to exercises in over-engineering like Juicero. 

Given that I have spent much of my career absorbing and trying to understand the difficult and complicated process of bringing consumer hardware to market, I love these things. There could be a lens of malice here, but I choose not to see it that way. Fraud is fraud and the people behind Theranos and debacles like the Coolest Cooler have or will see the business end of the legal system. 

But big visions and hardware dreams are not always so clearly pocketed into the hole of ‘failure’. Sometimes the hardware works but the supply chain doesn’t. Sometimes the vision is sound but the product is just too early. There are any number of reasons products fail — but (in as much as they were actually real) you often have to give it up for the teams of people and visionaries that wanted a thing to exist in the universe and dragged it kicking and screaming to that point. And off the cliffs.

The figures themselves are really well done, with crisp stamping and accurate detailing with readable text and nicely printed logos. Some of them are articulated as well, and accessorized. The Coolest Cooler gets its infamous blender and the Juicero has a removable (proprietary of course) ‘fresh veg’ pouch. The quality on these is quite high overall, I’d rank them up with some of the better novelty toys I’ve bought over the years — it’s not phoned in, much like the Cooler’s feature set.

The packaging, too, is quite impressive, each gets a customized box and the big set of all of them comes in a bigger rack box. Each one also comes with a ’cause of death’ on the back that tells you why each venture went under. MSCHF went the lengths to make this a pretty premium ‘toy’ drop, which is only fitting given that it’s a monument to physical products. 

As with much of MSCHF’s work, there’s an element of ‘wait, is this legal’ as well, because there are likely a bunch of holes that the IP connected to these products fell into but some of those holes could still have legal entities attached. But that element of danger is what has made many of its projects resonate so far so I don’t think they’re worried. 

After all, none of these products have the sign of the beast on them. Physically, anyway.

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Real Estate

Austin-based Fetch Package secures $60M in equity & debt after tripling ARR in 2020



Fetch Package, a last-mile package delivery company for apartment communities, has raised $50 million in a Series C round of funding and closed on a $10 million venture debt facility.

Michael Patton founded Fetch in May 2016 after being frustrated by having packages lost at the apartment community in which he was living. 

“I took the time to research how communities were handling packages. What I found was that some communities are receiving up to 300 to 400 packages a week and trying to manage that volume manually, adding a significant time burden on the team,” he told TechCrunch. “I knew there had to be a better way and that solution needed to be one that could easily handle the future of package delivery as e-commerce was gaining significant traction.”

Fetch launched its operations in Dallas in February of 2017 with the goal of solving “the package problem” for apartment communities. The startup, which later moved its headquarters to Austin, has seen impressive growth.

By the end of 2017, the SaaS company was servicing approximately 2,000 apartments in the Dallas area. Over the next three years that number grew to almost 150,000 doors being serviced out of 25 warehouses in 15 markets, including Atlanta, Austin, Charlotte, Chicago, Denver, Houston, Orlando, Portland, Phoenix, Arizona and Seattle.

Fetch currently has just over 200,000 doors, or around 700 communities, across the country under contract. It says it works with seven of the top 10 nationally recognized apartment management companies in the country, in addition to “a majority of the largest owners and developers.” Last December, it inked a national preferred vendor agreement with management giant Greystar. Fetch delivered about 3.5 million packages in 2020, and hit the 2.5 million mark for volume in June 2021. The company says it’s currently on track to deliver more than 8 million packages by the end of the year. 

While the company would not disclose hard revenue figures, Patton says it tripled its year-over-year ARR (annual recurring revenue) in 2020 and GAAP revenue grew 6x year-over-year. Over the last two years, Fetch has seen “record sales,” he added, and is on pace to surpass 300,000 units by year’s end. Austin-based Ocelot Capital led its Series C round, which also included participation from Greenpoint Partners, Alpaca VC and Rose Park Advisors. Existing backers Iron Gate Capital, Signal Peak Ventures, Venn Ventures, Pando Ventures and Seamless also put money in the round. 

In addition to the equity raise, Signature Bank provided the company with a $10 million venture debt facility. The latest financing brings Fetch’s total funding to more than $92 million, and triples its valuation from its $18 million Series B raise last August.

Andrew Townsend, managing member at Ocelot Capital, believes that Fetch is “solving for a major bottleneck within the supply chain that is often overlooked.”

“We expect e-commerce delivery volume to continue to grow for the foreseeable future and Fetch is the only scalable solution available to multifamily operators,” he said. 

What makes Fetch stand out, in his view, is that the company can “efficiently” manage the fluctuations in package volume in ways that traditional parcel storage solutions cannot. It also provides apartment residents with the “unique convenience of on-demand doorstep delivery that aligns with the varied schedules of apartment dwellers,” Townsend added.

All packages at Fetch’s client communities are sent to the company’s facilities using a unique code identifier. The company then coordinates scheduled, direct-to-door delivery with residents directly via its app in a time frame that it says “works best for their schedule.”

“This takes the property out of the package management business and provides residents with a convenient amenity,” Patton said.

Fetch works with a mix of W2 employees as well as 1099 contractors to fulfill their service. On the W2 side, Fetch has had a 50% increase in total employees since the middle of last year, with about 350 employees today. This is in addition to the “thousands” of independent contractors/gig economy workers who also serve as drivers in all their markets.

Looking ahead, Fetch will use its new capital primarily to expand into new markets, with plans to launch in South Florida, Philadelphia, San Francisco, Nashville, Minneapolis and a “few other markets” over the next two quarters. Over the next 18 months, the company intends to launch around 20 new markets. The money will also go toward investing in its tech stack and operational infrastructure, Patton said.

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Supply Chain

Collectiv raises $16M Series A to connect food producers directly with kitchens



In the modern world, we tend to like to know where our food comes from and this has massively influenced professional kitchens. For decades, food suppliers have sat on one side and distribution channels (restaurants and the like) on the other. But large wholesalers in the middle have traditionally crushed producers on prices and late payments. Professional kitchens can circumvent this by going direct to food producers. But they can’t manage hundreds of direct relationships. It’s just not been possible. Until the Internet.

Collective Food is a new startup that addresses this with a new take on the food supply chain model. It directly sources products from suppliers, unlocking price advantages for both suppliers and buyers, it says. Its competitors include Brakes, Bidfood, and Transgourmet.

It’s now raised £12M / $16M in its Series A funding round led by VNV Global, along with VisVires New Protein (VVNP), Octopus Ventures, Norrsken VC, and existing investors, including Partech, Colle Capital, and Mustard Seed. Frontline Ventures was the earliest investor in 2017.

Launched in 2019, Collectiv so far operates in the UK and France. It operates by sourcing food directly from producers, disintermediating the wholesaler middleman, and delivering straight to professional kitchens. Customers include restaurants, hotels, catering firms, meal-kit companies, and dark kitchens. The company claims that this approach generates 50% less CO2 emissions than traditional supply methods better prices, fresher products, transparency, traceability, and more reliable service.

Customers include Big Mamma Group, The Hush Collection, Dirty Bones, Megan’s, Crussh, Butchies, Cocotte, Tossed, and Fresh Fitness Food. 

Collectiv founder Jeremy Hibbert-Garibaldi said in a statement: “We’re being pushed by a combination of strong tailwinds: end-consumers demanding a better understanding of provenance; cities implementing air pollution regulations that limit large freight; a post-Covid hospitality industry desperate to improve margins but with limited staff availability to facilitate this in-house. Combined with our innovative model, we’re able to set our sights on not only becoming a European leader in food distribution over the next few years, but even a global one.”

Björn von Sivers, Investment Manager at VNV Global, said: “Collectiv’s innovative managed marketplace connects a fragmented supply of producers with the very fragmented demand of professional kitchens, creating improved transparency amongst other clear network improvements for all stakeholders.”

In his former profession as a Forensic Accountant, Hibbert-Garibaldi came across the business model for Collective after he investigated one of the largest supermarket chains in the UK and their food wholesale leg, mainly for violations of codes of conduct, such as how they were behaving with their suppliers. “I quickly realized that food supply chains were broken, with too much opacity and malpractice, and at the end of the day not benefiting any sides of the marketplace,” he said.

Engrained with a passion for food from his French and Italian origins, he quit his job and spend months in restaurant kitchens to understand the problems they faced: “I wanted to understand why it was so hard for them to source good products, know exactly where their food was coming from, and receive these products reliably and sustainably whenever they needed them. Using this I built my case study to get out to investors and start the business.”

It remains to be seen if Collectiv can scale, or take a chunk out of the vast food supply chain industry, but if it ends up appealing both to suppliers and distributors it will be very interesting to watch.

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Supply Chain

Microsoft confirms it’s buying cybersecurity startup RiskIQ



Microsoft has confirmed it’s buying RiskIQ, a San Francisco-based threat intelligence company that provides cloud-based software as a service for organizations.

Terms of the deal, which will see RiskIQ’s threat intelligence services integrated into Microsoft’s flagship security offerings, were not disclosed, although Bloomberg previously reported that Microsoft will pay more than $500 million in cash for the company. Microsoft declined to confirm the reported figure.

The announcement comes amid a heightened security landscape as organizations shift to remote and hybrid working strategies.

RiskIQ scours the web, mapping out details about websites and networks, domain name records, certificates and other information, like WHOIS registration data, providing customers visibility into what assets, devices and services can be accessed outside of a company’s firewall. That helps companies lock down their assets and limit the attack surface that hackers would use to launch their attacks.

Microsoft says that by embedding RiskIQ’s technologies into its core products, its customers will be able to build a more comprehensive view of the global threats to their businesses as workforces continue to work outside of the traditional office environment.

The deal will also help organizations to keep an eye on supply-chain risks, Microsoft says. This is likely a growing priority for many: an attack on software provider SolarWinds last year saw affected at least 18,000 of its customers, and just this month IT vendor Kaseya fell victim to a ransomware attack that spread to more than 1,000 downstream businesses.

Eric Doerr, vice president of cloud security at Microsoft, said: “RiskIQ helps customers discover and assess the security of their entire enterprise attack surface — in the Microsoft cloud, AWS, other clouds, on-premises, and from their supply chain. With more than a decade of experience scanning and analyzing the internet, RiskIQ can help enterprises identify and remediate vulnerable assets before an attacker can capitalize on them.”

RiskIQ was founded in 2009 and has raised a total of $83 million over four rounds of funding. Elias Manousos, who co-founded RiskIQ and serves as its chief executive, said he was “thrilled” at the acquisition.

“The vision and mission of RiskIQ is to provide unmatched internet visibility and insights to better protect and inform our customers and partners’ security programs,” said Manousos. “Our combined capabilities will enable best-in-class protection, investigations, and response against today’s threats.”

The acquisition is one of many Microsoft has made recently in the cybersecurity space in recent months. The company last year bought Israeli security startup CyberX in a bid to boost its Azure IoT business, and just last month it acquired Internet of Things security firm ReFirm Labs.

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What’s The Weakest Link in Supply Chain Management? Hint: It’s Not Blockchain




Anthony Brady Hacker Noon profile picture

@anthonybradyAnthony Brady

A word-obsessed, 25-year-old grad student who more notably squats 475.

Blockchain technology (BCT) integration within multi-continental supply chains bolsters efficiency, transparency, and traceability and leads to billions in capital savings.(2) Blockchain-focused startups saw significant capital investment in Q1 2021 at $2.6B — more than the entirety of 2020. Clearly, the world is waking up to BCTs potential.

Supply chain management (SCM) professionals fulfill two fundamental roles within an organization.  

1) SCM professionals plan, implement, and control activities that deliver value to customers.

2) SCM professionals integrate and coordinate business processes within and across participating firms.(5) 

A core duty of SCM professionals is in the realm of technological advancement. SCM professionals seek new strategies and maturing modalities to elevate the customer experience and bring new-found transparency to increasingly complex networks.(1) It is essential for organizations to have transparent material tracing, sourcing standard adherence, ethically operating contract manufacturers, and a development process void of child labour.(3) These critical supply chain (SC) attributes become increasingly more viable with BCT intervention.

The significance of communication technology and information management is widely acknowledged within the SCM space with industry professionals often embracing new technologies. The fourth industrial revolution brought advances in smart machinery capable of forming self-coordinating systems such as “smart” factories.(5) Discovered within the slipstream of such SCM technological innovations has been a natural convergence with BCT. 

Kindling won’t sustain the flame

Touted for its capabilities of producing a trusted and transparent ledger, BCT has use-cases far beyond cryptocurrency. Nearly 82 percent of Fortune 100 companies have dabbled in BCT in some capacity, showing a keen interest globally in its potential.(2) 

The proliferation of BCT in SCM happened to intersect with all-time low consumer trust in organizations. Across the globe, nearly 75% of customers, consumers, and clients cite a growing mistrust with their favourite businesses. This coincidental convergence may have inspired much of the initial investment in BCT, specifically in the realm of corporate application and integration. Is it enough to keep the ball rolling?

Much of the exciting potential of BCT can be compartmentalized into four key tenets: transparency, validation, automation, and tokenization.(5) Within these tenets lies its disruptive and revolutionary use-cases. Here’s a summary of the defining five.

  1. BCT integration can remedy inefficiencies caused by a lack of end-to-end transparency, typically leading to the bullwhip effect, a distribution channel phenomenon characterized by an erratic relationship between consumer demand and inventory volume.(5)
  2. BCT enables the automatic recording of an asset’s birth information. Users can record point of creation data, seal the asset’s birth information and changelogs within immutable records, and track the asset content every step along the way. BCT integration, in this vein, would enforce responsible sourcing and enable enhanced detection of counterfeit and other fraudulent behaviour. 
  3. BCT’s smart contract capabilities could bring new levels of autonomy and efficiency to SCs. In the event of a machine failure, the machine could order the part from the supplier, request maintenance service, and inform downstream participants of inevitable delays.
  4. Leveraging BCT’s tokenization capabilities, IT developers could develop a logical representation of physical hardware in software. This approach is more commonly known as “virtualization” and could increase the utilization and flexibility of IT assets. In addition to leveraging a logical representation of physical hardware in software, SC assets, such as inventory or technical equipment, could be tokenized. Capacity claims or ordering options could be created as a token and circulated outside the typical bi-lateral contractual relationship, allowing the excess product to be monetized. Parties bound to contractual relationships could have newfound contract flexibility and risk reallocation.
  5. BCT integration could expedite settlement conclusions in multi-tier and multi-party contractual agreements and enhance transparency and autonomy, alleviating some burden from accounting departments.(5) 

BCT has theoretical potential in SCM but has it shown any promise in real-world application? 

At its conception, BCT garnered significant recognition as a disruptive innovation with SCM. Touted for its potential to cut costs, enhance transparency, and elevate sustainability. It seemed like the next big thing.(2) Unfortunately, much of the existing note-worthy attempts at integrating BCT into SCM have hit a wall. BCT implementations in SCM often get stuck at the demonstration and pilot study stages.(2) 

Why is this? Is there a core problem with BCT? Is BCT’s nascency impinging on its adoption rate within SCM, or are there fundamental compatibility problems? 

Organizational sentiment is certainly not the issue, with Deloitte citing year-after-year increases regarding how highly blockchain is ranked as a strategic priority. Could BCT just not be capable of facilitating SC’s ever-growing complexity? 

Despite this, you don’t have to look far to find successful small-scale blockchain integrations. 

USA-born Walmart partnered with IBM in 2016 to tackle traceability lag in the event of food-borne disease. This pilot project was powered by the Hyperledger Fabric and required certificate uploads for pork sourced from China and mangoes from the USA. 

The time needed to trace product origins shrunk from seven days to 2.2 seconds. Sounds promising, right? Walmart has since expanded this service to 25 products from five suppliers, bringing more trust and transparency to the food people consume. Walmart announced they had plans to include more products in the network, but little expansion has been done since 2018.

North of the border, Canada-based joined forces with the UN to enhance traceability within the Mongolian Cashmere supply chain. The Mongolian nomadic community is one of profound pride, with their agricultural trade lodged in the upper echelons of their cultural significance. Unfortunately, the life of a Mongolian herder or agriculture worker, comprising nearly 30 percent of the population in 2011, is rife with income instability. This is principally attributed to the overgrazing practices of other producers globally and not to cashmere production, which is quite sustainable. 

The UN and chose Mongolian herders as they are considered some of the most sustainable and ethical in the world. The pilot program involved over 70 herders and eight cooperatives and utilized an intuitive Android app to register cashmere and RFID tags, subsequently pinned to a virtual map. Since its conception, over 471 kg of cashmere has been funnelled through this system, flowing from nomadic small-scale producers to the doorstep of a willing consumer.

Provenance, a consulting firm pioneering a movement towards transparent supply chains, streamlines the BCT integration process for willing organizations. Provenance envisions a future where every bottle of wine, pair of socks, or smartphone, comes with accessible and trustworthy information regarding its origin, journey, and environmental impact. Trusted by over 200 retailers, with detailed case studies listed on their website, Provenance has proliferated and helped facilitate hundreds of organizational transitions to a more sustainable approach.

Where is the downside?

Cited within this article are three successful examples of BCT integration. Despite very positive results, this growth doesn’t come without concerns and unique problems. There are technological, SC-specific, internal, external, and environmental barriers that hinder its adoption.

Technological concerns and public perception

BCT is still a developing technology and needs advancements in scalability, usability, and interoperability. In addition to these areas of improvement, throughput and latency issues must also be tackled.(2) 

A substantial obstacle is the level of technological complexity and understanding required to recognize its benefits. Improving BCT’s palatability and public perception are two adoption hurdles likely to be spanned with time. 

Blockchain is most commonly associated with the inexorably linked crypto sector, which some still believe to be rife with illegal activity.(7) Those holding this belief typically point to high-profile incidents such as the Silk Road darknet marketplace shut down in 2013. The FBI seized over 26,000 BTC, and the reputation of blockchain and cryptocurrency took a hit.(7) However, these beliefs are not true. Between the years 2012-2020, less than 1 percent of BTC transactions were cited as having a connection to illicit activity.(7)

It can be troublesome for both organizations interested in BCT and “crypto-curious” individuals that have latched onto these incidents to look past these illegal activities. Substantial investments in BTC from firms such as Tesla, Square, and MicroStrategy, in addition to numerous other organizations, have served to bring newfound legitimacy to the sector. Successful integration can even be found in the public sector at the National Research Council of Canada, where the Ethereum blockchain was employed to publish grants and funding data.

To what extent have organizations brought blockchain into production? Twenty-three percent of firms noted BCT usage in 2019 and over 39 percent in 2020. BCT perceptions are improving. 

Internal organizational barriers

Integrating new technology is not a cheap endeavour and requires commitment from C-level executives. It is challenging for small businesses to migrate to a new inventory management program which may only require barcode adjustments and data migration. Can you imagine the perceived complexity for a multi-continental supply chain to incorporate a new form of asset integrity?

Costs associated with BCT integration often increase with the organization’s size and make that initial pitch to management a tough pill to swallow.(2) Provenance distills what is ultimately very complex into a palatable, non-offensive elevator pitch that anyone can understand. Further saturation of BCT consulting companies should positively affect adoption rates and further legitimize the technology.

External organizational hurdles

Despite organizations facing considerable pressure from consumers and central governments to elevate their sustainability efforts, progress has been relatively slow. A lack of a clear, standardized framework for SC sustainability integrations may be impinging on BCT’s potentially disruptive effects.(2) Government regulations and perceptions are still not fully onboard with BCT, reducing adoption benefits.(6) If investing in BCT rewards organizations sustainability “points,” it may inspire more deliberate action.

BCT’s global proliferation

BCT may still be recognized as a fad that will fail to meet the test of time; just as the technology is immature, so are some developing perspectives. Integrating BCT into SCM is fraught with typical emerging technology growing pains. Risk-averse adopters need to be convinced that their commitment of time and capital will be rewarded through enhanced sustainability, reliability and interoperability. This disconnect presents a lucrative opportunity for consulting firms to facilitate transitions to more sustainable and ethical product delivery systems.

Airbnb became the largest hotel chain in only seven years, boasting more than 850,000 rooms without any hotel asset ownership. Between 2012 and 2014, Uber devoured over 65 percent of San Francisco’s taxi market. Evolution in AI and robotics is expected to put 47 percent of U.S. workers (nearly 60 million jobs) at risk of being replaced. Over ten million autonomous vehicles per year may enter U.S. highways by the year 2030. 

What do these all have in common? The power of exponential growth. 

Is your organization ready to embrace the power of BCT?


Dietrich, F., Ge, Y., Turgut, A., Louw, L., & Palm, D. (2021). Review and analysis of blockchain projects in supply chain management. Procedia Computer Science, 180, 724-733. doi:10.1016/j.procs.2021.01.295

Kouhizadeh, M., Saberi, S., & Sarkis, J. (2021). Blockchain technology and the sustainable supply chain: Theoretically exploring adoption barriers. International Journal of Production Economics, 231, 107831. doi:10.1016/j.ijpe.2020.107831

Francisco, K., & Swanson, D. (2018). The Supply Chain Has No Clothes: Technology Adoption of Blockchain for Supply Chain Transparency. Logistics, 2(1), 2. doi:10.3390/logistics2010002

Apte, S., & Petrovsky, N. (2016). Will blockchain technology revolutionize excipient supply chain management? Journal of Excipients and Food Chemicals. Retrieved April 28, 2021, from

Blossey, G., Eisenhardt, J., & Hahn, G. (2019). Blockchain Technology in Supply Chain Management: An Application Perspective. Proceedings of the 52nd Hawaii International Conference on System Sciences. doi:10.24251/hicss.2019.824

Choi, D., Chung, C. Y., Seyha, T., & Young, J. (2020). Factors Affecting Organizations’ Resistance to the Adoption of Blockchain Technology in Supply Networks. Sustainability, 12(21), 8882. doi:10.3390/su12218882

Kirshner, J., Schoenberger, T., & Morell, M. (2021). An Analysis of Bitcoin’s Use in Illicit Finance. Retrieved May 4, 2021.


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