Pear, the eight-year-old, Palo Alto, Calif.-based seed-stage venture firm that has, from its outset, attracted the attention of VCs who think the firm has an eye for nascent talent, staged its seventh annual demo day earlier this week, and while it was virtual, one of the startups has already signed a term sheet from a top-tier venture firm.
To give the rest of you a sneak peak, here’s a bit about all of the startups that presented, in broad strokes:
- ) AccessBell
What it does: Video conferencing platform for enterprise workflows
The pitch: Video has emerged as one of the prominent ways for enterprises to communicate internally and externally with their customers and partners. Current video conferencing tools like Zoom and WebEx are great for standalone video, but they have their own ecosystems and don’t integrate into thousands of enterprise workflows. That means that API tools that do integrate, like Agora and Twilio, still require manual work from developer teams to customize and maintain. AccessBell is aiming to provide the scalability and reliability of Zoom, as well as the customizability and integrations of Twilio, in a low code integration and no code extensible customization platform.
It’s a big market the team is chasing, one that’s expected to grow to $8.6 billion by 2027. The cost right now for users who want to test out AccessBell is $27 per host per month.
What it does: Unlock financial opportunities for farmers to create sustainable farms and improve their livelihoods
The pitch: Over half of American farms don’t have the tools or bandwidth they need to identify ways to improve their farms and become profitable. The startup’s API links to farmers’ bank accounts, where its algorithm assesses financials to provide a “farm read,” scoring the farms’ financial health. It then regularly monitors farm data to continuously provide clean financials and recommendations on how to improve its customers’ farms, as well as to connect farmers with capital in order to improve their score. (It might suggest that a farm invest in certain sustainability practices, for example.)
Eventually, the idea is to also use the granular insights it’s garnering and sell these to hedge funds, state governments, and other outfits that want a better handle on what’s coming — be it around food security or climate changes.
What it does: Re-engineering life’s essential products – starting with tampons
The pitch: Founded by student athletes from Stanford, Sequel argues that seven out of 10 women don’t trust tampons, which were first designed in 1931 (by a man). New brands like Lola have catchy brands, but the primary difference is in the material and not the design and performance of the product. Sequel has focused instead on fluid mechanics and specifically on slowing flow rates so a tampon won’t leak before it’s full, instilling more confidence in its customers, whether they’re in the “boardroom or the stadium.”
The company says it has already filed patents and secured manufacturing partners and that it expects that the product will be available to buy directly from its website, as well as in other stores, next year.
4.) Interface Bio
What it does: Unlocking the therapeutic potential of the microbiome with a high-throughput pipeline for characterizing microbes, metabolites, and therapeutic response, based on years of research at Stanford
The pitch: The microbiome plays a major role in a wide range of human diseases, including heart disease, kidney disease, liver disease, and cancer. In fact, Interface’s founders — both of whom are PhDs — say that microbiome-influenced diseases are responsible for four of the top 10 causes of death in the United States. So how do they better seize on the opportunity to identify therapeutics by harnessing the microbiome? Well, they say they’ll do it via a “high-speed pipeline for characterizing metabolites and their immune phenotypes,” which they’ll create by developing the world’s largest database of microbiome-mediated chemistry . . . which the startup will then screen for potential metabolites that can lead to new therapies. (We spilled our coffee during this pitch so missed some details, but presumably you can learn more from the startup’s founders and site.)
What it does: Gryps is tackling construction information silos to create a common information layer that gives building and facility owners both rich and permanent access to document-centric information
The pitch: The vast size and complexity of the construction industry has resulted in all kinds of software and services that address various aspects of the construction processes. Ye that has led to data and documents being spread across many siloed tools. Gryps says it picks up where all the construction-centered tools leave off: Taking delivery of the projects at the end of a construction job and providing all the information that facility owners need to operate, renovate, or build future projects through a platform that ingests data from various construction tools, mines the embedded information, then provides operational access through owner-centered workflows.
What it does: Automation infrastructure for supply chain businesses, starting with AI-powered freight forwarder solutions
The pitch: Freight forwarders take care of all the logistics of shipping containers including financials, approvals and paper work for all the local entities on both sides of the sender and receiver geographies, but communications with these local entities are often done through unstructured data, including forms, documents, and emails and can subsequently eat up to 60% of operational expenses. Expedock is looking to transform the freight forwarding industry by digitizing and automating the processing and inputting of unstructured data into various local partner and governmental systems, including via a “human in the loop” AI software service.
What it does: A new way to share praise
The pitch: The process of thanking people is full of friction. Paper cards have to be purchased, signed, passed around; greetings on Facebook only mean so much. Using Illume, teams and individuals can download its app or come together on Slack and create a customized, private, and also shareable note. The nascent startup says one card typically has 10 contributors; it’s charging enterprises $3 per user per month, ostensibly so sales teams, among others, can use them.
What it does: Quansa improves Latin American workers’ financial lives via employer-based financial care
The pitch: Fully 40% of employees across Latin America have missed work in the past 12 months due to financial problems. Quansa wants to help them get on the right track financially with the help of employers that use its software to link their employees’ payroll data with banks, fintechs and other financial institutions.
There is strength in numbers, says the firm. By funneling more customers to lenders through employers, for example, these staffers should ultimately be able to access to cheaper car loans, among other things.
What it does: Spotlight turns sensitive customer information from a burden to an asset by using NLP techniques to identify, anonymize, and manage access to PII and other sensitive business data
Founder: Austin Osborne (CEO)
The pitch: Data privacy legislation like GDPR and CCPA is creating an era where companies can no longer use their customer data to run their business due to the risks of fines, lawsuits, and negative media coverage. Spotlight’s software plugs into existing data storage engines via APIs and operates as a middleware within a company’s network. Using advanced NLP and OCR techniques, it says it’s able to detect sensitive information in unstructured data, perform multiple types of anonymization, and provide a deep access control layer.
What it does: Bennu closes the loop on management communication
Founder: Brenda Jin (CEO)
The pitch: Today’s work communication is done through forms, email, Slack, and docs; the timelines are unnatural. Bennu is trying to solve the problem with communication loops that use integrations and smart topic suggestions to help employees prepare for substantive management conversations in seconds, not hours.
What it does: Playbook automates the people coordination in your repeatable workflows with a simple system to create, execute and track any process with a team, customers, and more
The pitch: Whether you’re collecting time cards from 20 hourly workers every week, or managing 30 customer on-boardings – you’re coordinating repetitive workflows across people over email and tracking it over spreadsheets. Playbook says it coordinates workflows between people at scale by taking programming concepts such as variables and conditional logic that let its customers model any workflow — and all packaged in an interface that enables anyone to build out their workflows in minutes.
12.) June Motherhood
What it does: Community-based care for life’s most important transitions
The pitch: June is a digital health company focused on maternal health, with community at the core. Like a Livongo for diabetes management, June combines the latest research around shared appointments, peer-to-peer support and cognitive behavioral therapy to improve outcomes and lower costs, including through weekly programs.
What it does: Challenge anyone to a friendly bet
The pitch: Wagr will allow sports fans to bet with peers in a social, fair, and simple way. Sending a bet requires just three steps, too: pick a team, set an amount, and send away. Wagr sets the right odds and handles the money.
Users can challenge friends, start groups, track leaderboards, and see what others are betting on, so they feel connected even if they aren’t together. Customers pay a commission when they use the platform to find them a match, but bets against friends are free. The plan is to go live in Tennessee first and expand outward from there.
What it does: Intelligence for a new era of risk
The pitch: Insurance companies are struggling to manage risk as natural catastrophes continue to grow in volume and severity. Reinsurance is no longer a reliable backstop, with some of the largest insurers taking $600 million-plus single-quarter losses net of reinsurance.
Federato is building an underwriter workflow that uses dynamic optimization across the portfolio to steer underwriters to a better portfolio balance. The software ostensibly lets actuaries and portfolio analysts drive high-level risk analysis into the hands of underwriters on the front lines to help them understand the “next best action” at a given point in time.
15.) rePurpose Global
What it does: A plastic credit platform to help consumer brands of any size go plastic neutral
The pitch: Consumers worldwide are demanding businesses to take action on eliminating plastic waste, 3.8 million pounds of which are leaked into the environment every few minutes. Yet even as brands try, alternatives are often too expensive or worse for the environment.
Through this startup, a brand can commit to the removal of a certain amount of plastic, which will then be removed by the startup’s local waste management partners and recycled on the brand’s behalf (with rePurpose verifying that the process adheres to certain standards). The startup says it can maintain a healthy margin while running this plastic credit market, and that its ultimate vision is to become a “one-stop shop for companies to create social, economic, and environmental impact.”
What it does: A professional community platform for the next generation
The pitch: LinkedIn sucks, everyone hates it. Ladder (which may have a trademark infringement battle ahead of it) is building a platform around community instead of networks. The idea is that users will opt in to join communities with like-minded individuals in their respective industries and roles of interest. Once engaged, they can participate in AMAs with industry experts, share opportunities, and have 1:1 conversations.
The longer term ‘moat’ is the data it collects from users, from which it thinks it can generate more revenue per user than LinkedIn. (By the way, this is the startup that has already signed a term sheet.)
How it works: Exporta is building a B2B wholesale marketplace connecting suppliers in Latin America with buyers in North America.
The pitch: The U.S. now imports more each year from Latin America than from China, but LatAm sourcing remains fragmented and manual. Exporta builds on-the-ground relationships to bring LatAm suppliers onto a tech-enabled platform that matches them to U.S. buyers looking for faster turnaround times and more transparent manufacturing relationships.
What it does: Via helps companies build their own teams in new countries as simply as if they were in their HQ.
The pitch: Setting up a team in a new country is very complex. Companies need local entities, contracts, payroll, benefits, accounting, tax, compliance, and more. Via enables companies to build their own teams in new countries quickly and compliantly by leveraging local entities to legally employ teams on their behalf, then integrating local contracts, payroll, and benefits in one platform. By plugging into the local hiring ecosystem, Via does all the heavy lifting for its customers, even promising to stand up a team in 48 hours and at less expense than traditional alternatives. (It’s charging $600 per employee per month in Canada and Mexico, where it says it has already launched.)
Enterprise investor Jason Green on SPAC hopefuls versus startups bound for traditional IPOs
Jason Green has a pretty solid reputation as venture capitalists go. The enterprise-focused firm he co-founded 17 years ago, Emergence Capital, has backed Saleforce, Box and Zoom, among many other companies, and even while every firm is now investing in software-as-a-service startups, his remains a go-to for many top founders selling business products and services.
To learn more about the trends impacting Green’s slice of the investing universe, we talked with him late last week about everything from SPACs to valuations to how the firm differentiates itself from the many rivals with which it’s now competing. Below are some outtakes edited lightly for length.
TC: What do you make of the assessment that SPACs are for companies that aren’t generating enough revenue to go public the traditional route?
JG: Well, yeah, it’ll be really interesting. This has been quite a year for SPACs, right? I can’t remember the number, but it’s been something like $50 billion of capital raised this year in SPACs, and all of those have to put that money to work within the next 12 to 18 months or they give it back. So there’s this incredible pent-up demand to find opportunities for those SPACs to convert into companies. And the companies that are at the top of the charts, the ones that are the high-growth and profitable companies, will probably do a traditional IPO, I would imagine.
[SPAC candidates are] going to be companies that are growing fast enough to be attractive as a potential public company but not top of the charts. I think [sponsors are] going to target companies that are probably either growing slightly slower than the top-quartile public companies but slightly profitable, or companies that are growing faster but still burning a lot of cash and might actually scare all the traditional IPO investors.
TC: Are you having conversations with CEOs about whether or not they should pursue this avenue?
JG: We just started having those conversations now. There are several companies in the portfolio that will probably be public companies in the next year or two, so it’s definitely an alternative to consider. I would say there’s nothing impending I see in the portfolio. With most entrepreneurs, there’s a little bit of this dream of going public the traditional way, where SPACs tend to be a little bit less exciting from that perspective. So for a company that maybe is thinking about another private round before going public, it’s like a private-plus round. I would say it’s a tweener, so the companies that are considering it are probably ones that are not quite ready to go public yet.
TC: A lot of the SPAC fundraising has seemed like a reaction to uncertainty around when the public window might close. With the election behind us, do you think there’s less uncertainty?
JG: I don’t think risk and uncertainty has decreased since the election. There’s still uncertainty right now politically. The pandemic has reemerged in a significant way, even though we have some really good announcements recently regarding vaccines or potential vaccines. So there’s just a lot of potential directions things could head in.
It’s an environment generally where the public markets tend to gravitate more toward higher-quality opportunities, so fewer companies but higher quality, and that’s where SPACs could play a role. In the first half of next year, I could easily see SPACs being the more likely go-to-market for a public company, then the latter half of next year, once the vaccines have kicked in and people feel like we’re returning to somewhat normal, I could see the traditional IPO coming back.
TC: When we sat down in person about a year ago, you said Emergence looks at maybe 1,000 deals a year, does deep due diligence on 25 and funds just a handful or so of these startups every year. How has that changed in 2020?
JG: I would say that over the last five years, we’ve made almost a total transition. Now we’re very much a data-driven, thesis-driven outbound firm, where we’re reaching out to entrepreneurs soon after they’ve started their companies or gotten seed financing. The last three investments that we made were all relationships that [date back] a year to 18 months before we started engaging in the actual financing process with them. I think that’s what’s required to build a relationship and the conviction, because financings are happening so fast.
I think we’re going to actually do more investments this year than we maybe have ever done in the history of the firm, which is amazing to me [considering] COVID. I think we’ve really honed our ability to build this pipeline and have conviction, and then in this market environment, Zoom is actually helping expand the landscape that we’re willing to invest in. We’re probably seeing 50% to 100% more companies and trying to whittle them down over time and really focus on the 20 to 25 that we want to dig deep on as a team.
TC: For founders trying to understand your thinking, what’s interesting to you right now?
JG: We tend to focus on three major themes at any one time as a firm, and one we’ve termed ‘coaching networks.’ This is this intersection between AI and machine learning and human interaction. Companies like [the sales engagement platform] SalesLoft or [the knowledge management system] Guru or Drishti [which sells video analytics for manual factory assembly lines] fall into this category.
The second [theme] is going deep into more specific industry verticals. Veeva was the best example of this early on with with healthcare and life sciences, but we now have one called p44 in the transportation space that’s doing incredibly well. Doximity is in the healthcare space and going deep like a LinkedIn for physicians, with some remote health capabilities. And then [lending company] Blend, which is in the financial services area. These companies are taking cloud software and just going deep into the most important problems of their industries.
The third theme [centers around] remote work. Zoom, which has obviously has been [among our] best investments is almost a platform, just like Salesforce became a platform after many years. We just funded a company called ClassEDU, which is a Zoom-specific offering for the education market. Snowflake is becoming a platform. So another opportunity is is not just trying to come up with another collaboration tool, but really going deep into a specific use case or vertical.
TC: What’s a company you’ve missed in recent years and were any lessons learned?
JG: We have our hall of shame. [Laughs.] I do think it’s dangerous to assume that things would have turned out the same if if we had been investors in the company. I believe the kinds of investors you put around the table make a difference in terms of the outcome of your company, so I try to not beat myself up too much on the missed opportunities because maybe they found a better fit or a better investor for them to be successful.
But Rob Bernshteyn of Coupa is one where I knew Rob from SuccessFactors [where he was a product marketing VP], and I just always respected and liked him. And we were always chasing it on valuation. And I think I think we probably turned it down at an $80 million or $100 million valuation [and it’s valued at] $20 billion today. That can keep you up at night.
Sometimes, in the moment, there are some risks and concerns about the business and there are other people who are willing to be more aggressive and so you lose out on some of those opportunities. The beautiful thing about our business is that it’s not a zero-sum game.
Remote-controlled delivery carts are now working for the local Los Angeles grocer
Robots are no longer the high-tech tools reserved for university labs, e-commerce giants and buzzy Silicon Valley startups. The local grocer now has access too.
Tortoise, the one-year-old Silicon Valley startup known for its remote repositioning electric scooters, has taken its tech and adapted it to delivery carts. The company recently partnered with online grocery platform Self Point to provide neighborhood stores and specialty brand shops with electric carts that — with help from remote teleoperators — deliver goods to local consumers.
The companies have launched the product offering in Los Angeles with three customers. Each customer, which includes Kosher Express, has two to three carts that can be used to make deliveries up to a three-mile radius from the store. Unlike the network models used by some autonomous sidewalk delivery companies, grocery stores lease the delivery carts and are responsible for storage, charging and packing it up with goods that their customers have ordered.
The initial Self Point/Tortoise launch is small. But it has the makings of expanding far beyond Los Angeles. More importantly for Tortoise, it’s a validation of the company’s larger vision to make remote repositioning a horizontal business with numerous applications.
Tortoise started by equipping electric scooters with cameras, electronics and firmware that allow teleoperators in distant locales to drive the micromobility devices to a rider or deliver it back to its proper parking spot. Now, it has taken that same hardware and software and used it to build its own delivery cart.
Tortoise co-founder and president Dmitry Shevelenko has said the company’s remote repositioning kit can be used for security and cleaning bots as well as electric wheelchairs and other accessibility devices. He’s even fielded inquiries from farmers interested in using remote repositioning scooters to monitor crops.
“From a practical point of view we’re not trying to not be everywhere overnight, but there’s really no technological constraint for us,” Shevelenko said in a recent interview.
The emergence of COVID-19 and its effects on consumer behavior prompted Tortoise to home in on delivery carts as its second act.
“We kind of quickly realized that we’re living in a once-in-a-generation change in consumer behavior where now everything is online and people are expecting it to be delivered same day,” Shevelenko said. Tortoise was able to go from the first renderings in May to a delivery cart launch by the fourth quarter because of its ability to repurpose its hardware, software and workforce.
The company still remains bullish on its initial application in micromobility. Earlier this year, Tortoise, GoX and and tech incubator Curiosity Labs launched a six-month pilot in Peachtree Corners, Georgia that allows riders to use an app to hail a scooter. The scooters are outfitted with Tortoise’s tech. Once riders hail the scooter, a Tortoise employee hundreds of miles away remote controls the scooter to the user. After riders complete trips, the scooters drive themselves back to a safe parking spot. From there, GoX employees charge and sanitize the scooters and then mark them with a sticker that indicates they have been properly cleaned.
While partnership with Self Point is Tortoise’s next big project, Shevelenko was quick to note that the company is only focused on one slice of the on-demand delivery pie.
“Low speeds and hot foods don’t work too well,” he said. Startups such as Kiwibot and Starship have smaller robots that focus on that market, Shevelenko added. Tortoise’s delivery carts were designed specifically to hold large amounts of groceries, alcohol and other goods.
“We saw kind of a big opening in grocery,” he said, adding that relying on remote operators and its kit is a low-cost combination that can be used today while automated technology continues to develop. “We’re doing for last-mile delivery what globalized call centers did for customer support.”
Insurtech’s big year gets bigger as Metromile looks to go public
In the wake of insurtech unicorn Root’s IPO, it felt safe to say that the big transactions for the insurance technology startup space were done for the year.
After all, 2020 had been a big one for the broad category, with insurtech marketplaces raising lots, rental insurance startup Lemonade going public, Root itself debuting even more recently on the back of its automotive insurance business, a big round to help Hippo keep building its homeowners company and more.
So let’s talk about why Metromile might be plying the public markets, and why Hippo may have have decided to pick up more cash. Hint: The reasons are related.
A market hungry for growth
The Lemonade IPO was a key moment for neoinsurance startups, a key part of the broader insurtech space. When the rental insurance provider went public, it helped set the tone for public exit valuations for companies of its type: fast-growing insurance companies with slick consumer brands, improving economics, a tech twist and stiff losses.
For the Roots and Metromiles and Hippos, it was an important moment.
So, when Lemonade raised its IPO range, and then traded sharply higher after its debut, it boded well for its private comps. Not that rental insurance and auto insurance or homeowners insurance are the same thing. They very most decidedly are not, but Lemonade’s IPO demonstrated that private investors were correct to bet generally on the collection of startups, because when they reached IPO-scale, they had something that public investors wanted.
Slack’s stock climbs on possible Salesforce acquisition
Slack shares are up just under 25% at the moment, according to Yahoo Finance data. Slack is worth $36.95 per share as of the time of writing, valuing it at around $20.8 billion. The well-known former unicorn has been worth as little as $15.10 per share inside the last year and worth as much as $40.07.
Inversely, shares of Salesforce are trading lower on the news, falling around 3.5% as of the time of writing. Investors in the San Francisco-based SaaS pioneer were either unimpressed at the combination idea, or perhaps worried about the price that would be required to bring the 2019 IPO into their fold.
Why Salesforce, a massive software company with a strong position in the CRM market, and aspirations of becoming an even larger platform player, would want to buy Slack is not immediately clear though there are possible benefits. This includes the possibility of cross-selling the two companies products’ into each others customer bases, possibly unlocking growth for both parties. Slack has wide marketshare inside of fast-growing startups, for example, while Salesforce’s products roost inside a host of megacorps.
TechCrunch reached out to Salesforce, Slack and Slack’s CEO for comment on the deal’s possibility. We’ll update this post with whatever we get.
While Salesforce bought Quip for $750 million in 2016, which gave it a kind of document sharing and collaboration, Salesforce Chatter has been the only social tool in the company’s arsenal. Buying Slack would give the CRM giant solid enterprise chat footing and likely a lot of synergy among customers and tooling.
But Slack has always been more than a mere chat client. It enables companies to embed workflows, and this would fit well in the Salesforce family of products, which spans sales, service, marketing and more. It would allow companies to work both inside and outside the Salesforce ecosystem, building smooth and integrated workflows. While it can theoretically do that now, if the two were combined, you can be sure the integrations would be much tighter.
What’s more, Holger Mueller, an analyst at Constellation Research says it would give Salesforce a sticky revenue source, something they are constantly searching for to keep their revenue engine rumbling along. “Slack could be a good candidate to strengthen its platform, but more importantly account for more usage and ‘stickiness’ of Salesforce products — as collaboration not only matters for CRM, but also for the vendor’s growing work.com platform,” Mueller said. He added that it would be a way to stick it to former-friend-turned-foe Microsoft.
That’s because Slack has come under withering fire from Microsoft in recent quarters, as the Redmond-based software giant poured resources into its competing Teams service. Teams challenges Slack’s chat tooling and Zoom’s video features and has seen huge customer growth in recent quarters.
Finding Slack a corporate home amongst the larger tech players could ensure that Microsoft doesn’t grind it under the bulk of its enterprise software sales leviathan. And Salesforce, a sometimes Microsoft ally, would not mind adding the faster-growing Slack to its own expanding software income.
The question at this juncture comes down to price. Slack investors won’t want to sell for less than a good premium on the pre-pop per-share price, which now feels rather dated.
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