Bessemer Venture Partners
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Pave, a San Francisco-based startup that helps companies benchmark, plan and communicate compensation to their employees, has raised a $46 million Series B. YC Continuity led the round, which also saw participation from Andreessen Horowitz and Bessemer Venture Partners. The round comes eight months after Pave closed a $16 million Series A round. Today’s financing puts Pave’s valuation at $400 million, up from $75 million one year ago.
Pave launched with an ambitious goal: Can it measure pay across venture-backed tech companies in real time, and help startups move their comp table off of spreadsheets? AngelList and Glassdoor have already tried to build a similar benchmark-worthy data set, but Pave may have a built-in advantage over the companies that tried to fix the same problem before. Y Combinator, which helped incubate Pave and is now leading its most recent round through its later-stage capital vehicle, is one of the largest startup accelerators in the world. Of Pave’s 900 customers to date, one-third come from Y Combinator, and CEO Matthew Schulman only sees that number growing.
“Having YC’s deep support of Pave as the YC-stamped leader in the burgeoning [compensation technology] industry is and will continue to be game changing for our distribution and ability to have ample data coverage in our benchmarking product,” Schulman said. He compared Pave’s distribution trajectory as similar to what fintech company Brex, also backed by Y Combinator Continuity, managed. The founder estimates that 60% of YC companies are active Brex customers.
The reliance on YC could engender platform risk, considering how often the accelerator invests in competitors — often within the same batch. That said, an investment from Y Combinator Continuity, which does Series B rounds and higher, may be a signal that YC has found the comptech player it wants to back. Ali Rowghani, the managing director of the fund and former COO of Twitter, is joining Pave’s board.
Data is everything for the startup, supporting each of Pave’s three main services that it offers to companies. First, Pave uses market and partner data to help companies benchmark salaries for their employees. Second, the startup integrates with HR tools such as Workday, Carta and Greenhouse to give its customers a holistic picture on how employees are currently being compensated, and what makes sense for promotion cycles and salary bumps. And third, the data work culminates into formal offers and compensation packages that employers can then offer to new and old employees.
Pave’s current customers account for data on over 65,000 employee records. The first product serves as a free top of funnel service, while the last two are paid services offered up like any ol’ enterprise software contract.
The world of compensation is rife with inequity, leading to the gender wage gap, and the gaps we can see in the market regarding minority pay disparity.
Schulman views one of Pave’s goals as getting companies to go from doing their D&I analysis from once a year, to doing it consistently. The company plans to build diversity and inclusion-specific dashboards that allow companies to see inequities and access ways or suggestions to improve their breakdown.
“What gets measured, gets improved,” Schulman said. Pave has begun to track its own compensation and diversity metrics, in an effort to be more transparent with its employees and maybe inspire some companies to do the same. About 33% of Pave’s workforce identify as women, compared to an industry average of 28.8%. Half of Pave’s executives, and half of Pave’s board members, identify as women. The company has committed to having 50% of its client-facing roles, which include customer success managers and sales members, “to be female or persons from underrepresented groups.”
While Pave is starting to disclose its own internal benchmarks, transparency around diversity isn’t yet a standard within tech companies — it’s far easier to get valuations than to get specifics around the makeup of historically overlooked individuals within organizations. Pave recently launched the Pave Data Lab, which uses its data set to showcase compensation trends and inequities within how tech workers are paid. That said, Pave doesn’t currently require the companies it works with to upload gender and race information into their benchmarking tool, and didn’t disclose what specific percentage of companies on its platform share that data.
It is hoping noise will make a difference. Pave’s compensation benchmarking data is now free for all companies to use, which will bring more data underneath its umbrella, and more standards to the confusing world of compensation.
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The United States estimates of the food produced here approximately 40% is wasted. Globally, $2.6 trillion annually is lost.
Berlin-based Choco, which has built ordering software for restaurants and their suppliers, is working to digitize the food supply chain and announced $100 million in Series B funding, led by Left Lane Capital, to give it a $600 million post-market valuation. Joining in is new investor Insight Partners and existing investors Coatue Management and Bessemer Venture Partners.
The new round comes just over a year after Choco’s $63.7 million Series A, raised at two different periods, a $33.5 million round in 2019 and a $30.2 million round in 2020 — at a $230 million valuation — to bring total funding to $171.5 million since the company was founded in 2018.
The company’s core food procurement technology digitizes ordering workflow and communications for restaurants and suppliers. During the global pandemic, Khachab said Choco became the go-to tool for operators to be more efficient around procurement processes and reducing expenses as they adapted to the changing market conditions.
With the food industry a $6 trillion market, Choco CEO Daniel Khachab told TechCrunch he aims to make the food supply chain more transparent and sustainable in order to help increase margins in the food service sector and combat climate change.
The company did 14 months of food waste research and found that it was central to a lot of other global problems: Food waste is the third-largest driver of climate change and is causing deforestation — as evident by news from the Amazon last year — and the extinction of animals.
“It makes sense to try and solve it,” he added. “The food system is highly fragile, and what was shown in the first and second waves of the pandemic is how fragile and inflexible it was. It made the industry realize that it has to step up and that it can’t continue to work on pen and paper.”
Between the farmer and the end point, there are some nine parties involved, Khachab said. None are connected to another, which often means nine data silos and data not collected along the chain. It is important to connect them on one single platform so decision-making can be data-driven, he added.
As uncertainty swept across the food industry at the beginning of the pandemic, Khachab said Choco could either lay low and wait or invest in the company. He chose the latter, pumping up the team, regions and technology. As a result, Choco’s technology is stronger than it was 15 months ago and proved to be flexible amid the inflexible environment.
Choco saw orders quadruple on the platform in the past year, and gross merchandise value grew to $900 million annualized, up from $230 million, Khachab said.
As the company continues to learn how it can provide value to the food supply chain, half of the Series B funding will go into technology development. It will also go toward doubling its headcount, especially on the engineering side. Choco recently brought on ex-Uber and Facebook executive Vikas Gupta as chief technology officer, and Khachab said Gupta’s expertise will enable the company “to build the best technology team in Europe” and scale faster.
Choco is already operating in six markets, including the United States, Germany, France, Spain, Austria and Belgium. Khachab expects to expand in those markets and gain a footprint in new markets like Latin America, the Middle East and Asia.
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Tess Hatch, vice president and partner at Bessemer Venture Partners, will join us at TechCrunch Disrupt 2021 as a judge for our Startup Battlefield competition. By the way startups, you can still apply now until May 27 to take part in the competition here!
At Bessemer, Tess spearheads frontier tech investments, including the scaling and commercialization of revolutionary technologies, including drones, space-based observation and launch, agritech and much more. She’s focused on sourcing and reproducing tech bets that have the potential to significantly improve society in fundamental ways.
Some of Tess’s investments and board positions include Rocket Lab, Spire, DroneDeploy, Iris and more. Before her time at Bessemer and work as an investor, she worked for both Boeing and SpaceX as a payload integrator and aerospace engineer, building on her aeronautics and astronautics education from the University of Michigan and Stanford. Tess was also recently named one of Forbes’ 30 under 30 in VC.
We’ve been lucky enough to have Tess onstage at prior Disrupt events, and our TC Sessions: Space event as well. She’s definitely one of the best people in the world to talk to about cutting-edge technologies, and companies looking to solve even the most ambitious technical challenges, so she’s sure to bring great perspective to the Startup Battlefield judging panel this year.
Make sure to book your pass to TC Disrupt on September 21-23 to watch 20+ startups compete for $100,000 in Startup Battlefield and enjoy over 100 hours of content and thousands of enthusiastic startup fans — all for under $99! Secure your seat today!
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Many VCs historically avoided placing bets on hit-driven mobile gaming content in favor of clearer platform opportunities, but as more success stories pop up, the economics overturned conventional wisdom with new business models. As more accessible infrastructure allowed young studios to become more ambitious, venture money began pouring into the gaming ecosystem.
After tackling topics including how investors are looking at opportunities in social gaming, infrastructure bets and the moonshots of AR/VR, I asked a group of VCs about their approach to mobile content investing and whether new platforms were changing perspectives about opportunities in mobile-first and desktop-first experiences.
While desktop gaming has evolved dramatically in the past few years as new business models and platforms take hold, to some degree, mobile has been hampered. Investors I chatted with openly worried that some of mobile’s opportunities were being hamstrung by Apple’s App Store.
“We are definitely fearful of Apple’s ability to completely disrupt/affect the growth of a game,” Bessemer’s Ethan Kurzweil and Sakib Dadi told TechCrunch. “We do not foresee that changing any time in the near future despite the outcry from companies such as Epic and others.”
All the while, another central focus seems to be the ever-evolving push toward cross-platform gaming, which is getting further bolstered by new technologies. One area of interest for investors: migrating the ambition of desktop titles to mobile and finding ways to build cross-platform experiences that feel fulfilling on devices that are so differently abled performance-wise.
Madrona’s Hope Cochran, who previously served as CFO of Candy Crush maker King, said mobile still has plenty of untapped opportunities. “When you have a AAA game, bringing it to mobile is challenging and yet it opens up an entire universe of scale.”
Responses have been edited for length and clarity. We spoke with:
Does it ever get any easier to bet on a gaming content play? What do you look for?
Hope Cochran: I feel like there are a couple different sectors in gaming. There’s the actual studios that are developing games and they have several approaches. Are they developing a brand new game, are they reimagining a game from 25 years ago and reskinning it, which is a big trend right now, or are they taking IP that is really trendy right now and trying to create a game around it? There are different ways to predict which ones of those might make it, but then there’s also the infrastructure behind gaming and then there’s also identifying trends and which games or studios are embracing those. Those are some of the ways I try to parse it out and figure out which ones I think are going to rise to the top of the list.
Daniel Li: There’s this single-player narrative versus multiplayer metaverse and I think people are more comfortable on the metaverse stuff because if you’re building a social network and seeing good early traction, those things don’t typically just disappear. Then if you are betting more on individual studios producing games, I think the other thing is we’re seeing more and more VCs pop up that are just totally games-focused or devoting a portion of the portfolio to games. And for them it’s okay to have a hits-driven portfolio.
There seems to be more innovation happening on PC/console in terms of business models and distribution, do you think mobile feels less experimental these days? Why or why not?
Hope Cochran: Mobile is still trying to push the technology forward, the important element of being cross-platform is difficult. When you have a AAA game, bringing it to mobile is challenging and yet it opens up an entire universe of scale. The metrics are also very different for mobile though.
Daniel Li: It seems like the big monetization innovation that has happened over the last couple of years has been the “battle pass” type of subscription where you can unlock more content by playing. Obviously that’s gone over to mobile, but it doesn’t feel like mobile has had some sort of new monetization unlock. The other thing that’s happened on desktop is the success of the “pay $10 or $20 or $20 for this indie game” type of thing, and it feels like that’s not going to happen on mobile because of the price points that people are used to paying.
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When a system outage happens, chaos can ensue as the team tries to figure out what’s happening and how to fix it. StackPulse, a new startup that wants to help developers manage these crisis situations more efficiently, emerged from stealth today with a $28 million investment.
The round actually breaks down to a previously unannounced $8 million seed investment and a new $20 million Series A. GGV led the A round, while Bessemer Venture Partners led the seed and also participated in the A. Glenn Solomon at GGV and Amit Karp at Bessemer will join the StackPulse board.
Nobody is immune to these outages. We’ve seen incidents from companies as varied as Amazon and Slack in recent months. The biggest companies like Google, Facebook and Amazon employ site reliability engineers and build customized platforms to help remediate these kinds of situations. StackPulse hopes to put this kind of capability within reach of companies, whose only defense is the on-call developers.
Company co-founder and CEO Ofer Smadari says that in the midst of a crisis with signals coming at you from Slack and PagerDuty and other sources, it’s hard to figure out what’s happening. StackPulse is designed to help sort out the details to get you back to equilibrium as quickly as possible.
First off, it helps identify the severity of the incident. Is it a false alarm or something that requires your team’s immediate attention or something that can be put off for a later maintenance cycle? If there is something going wrong that needs to be fixed right now, StackPulse can not only identify the source of the problem, but also help fix it automatically, Smadari explained.
After the incident has been resolved, it can also help with a post-mortem to figure out what exactly went wrong by pulling in all of the alert communications and incident data into the platform.
As the company emerges from stealth, it has some early customers, and 35 employees based in Portland, Oregon and Tel Aviv. Smadari says that he hopes to have 100 employees by the end of this year. As he builds the organization, he is thinking about how to build a diverse team for a diverse customer base. He believes that people with diverse backgrounds build a better product. He adds that diversity is a top level goal for the company, which already has an HR leader in place to help.
Glenn Solomon from GGV, who will be joining the company board, saw a strong founding team solving a big problem for companies and wanted to invest. “When they described the vision for the product they wanted to build, it made sense to us,” he said.
Customers are impatient with down time and Solomon sees developers on the front line trying to solve these issues. “Performance is more important than ever. When there is downtime, it’s damaging to companies,” he said. He believes StackPulse can help.
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Hinge Health, the San Francisco-based company that offers a digital solution to treat chronic musculoskeletal (MSK) conditions — such as back and joint pain — has closed a $310 million in Series D funding, according to sources.
The round is led by Coatue and Tiger Global, and values 2015-founded Hinge at $3 billion post-money, people familiar with the investment tell me. It comes off the back of a 300% increase in revenue in 2020, with investors told to expect revenue to nearly triple again in 2021 based on the company’s booked pipeline.
I also understand that Hinge’s founders — Daniel Perez and Gabriel Mecklenburg — retain voting control of the board. I’ve reached out to CEO Perez for comment and will update this post should I hear back.
Hinge’s existing investors include Bessemer Venture Partners, which backed the company’s $90 million Series C round in February, along with Lead Edge Capital, Insight Partners (which led the Series B), Atomico (which led the Series A), 11.2 Capital, Quadrille Capital and Heuristic Capital.
Originally based in London, Hinge Health primarily sells into U.S. employers and health plans, billing itself as a digital healthcare solution for chronic MSK conditions. The platform combines wearable sensors, an app and health coaching to remotely deliver physical therapy and behavioral health.
The basic premise is that there is plenty of existing research to show how best to treat chronic MSK disorders, but existing healthcare systems aren’t up to the task due to funding pressures and for other systematic reasons. The result is an over tendency to use opioid-based painkillers or surgery, with poor results and often at even greater cost. Hinge wants to reverse this through the use of technology and better data, with a focus on improving treatment adherence.
Meanwhile, Hinge’s jump in valuation is significant. According to sources, the company’s February round produced a valuation of around $420 million, so the new valuation is more than a 6x increase.
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Productivity software has been getting a major re-examination this year, and human resources platforms — used for hiring, firing, paying and managing employees — have been no exception. Today, one of the startups that’s built what it believes is the next generation of how HR should and will work is announcing a big fundraise, underscoring its own growth and the focus on the category.
Hibob, the startup behind the HR platform that goes by the name of “bob” (the company name is pronounced, “Hi, Bob!”), has picked up $70 million in funding at a valuation that reliable sources close to the company tell us is around $500 million.
“Our mission is to modernize HR technology,” said Ronni Zehavi, Hibob’s CEO, who co-founded the company with Israel David. “We are a people management platform for how people work today. Whether that’s remotely or physically collaborative, our customers face challenges with work. We believe that the HR platforms of the future will not be clunky systems, annoying, giant platforms. We believe it should be different. We are a system of engagement rather than record.”
The Series B is being led by SEEK and Israel Growth Partners, with participation also from Bessemer Venture Partners, Battery Ventures, Eight Roads Ventures, Arbor Ventures, Presidio Ventures, Entree Capital, Cerca Partners and Perpetual Partners, the same group that also backed Hibob in its last round (a Series A extension) in 2019. It has raised $124 million to date.
The company has its roots in Israel but these days describes its headquarters as London and New York, and the funding comes on the back of strong growth in multiple markets. In an interview, Zehavi said that Hibob specialises in the mid-market customers and says that it has more than 1,000 of them currently on its books across the U.S., Europe and Asia, including Monzo, Revolut, Happy Socks, ironSource, Receipt Bank, Fiverr, Gong and VaynerMedia. In the last year Hibob has had “triple-digit” year-on-year growth (it didn’t specify what those digits are).
Human resources has never been at the more glamorous end of how a company works, and it can sometimes even be looked on with some disdain. However, HR has found itself in a new spotlight in 2020, the year when every company — whether one based around people sitting at desks or in more interactive and active environments — had to change how it worked.
That might have involved sending everyone home to sign in from offices possibly made out of corners of bedrooms or kitchens, or that might have involved a vastly different set of practices in terms of when and where workers showed up and how they interacted with people once they did. But regardless of the implementations, they all involved a team of people who needed to be linked together, still feeling connected and managed; and sometimes hired, furloughed, or let go.
That focus has started to reveal the strains of how some legacy systems worked, with older systems built to consider little more than creating an employee identity number that could then be tracked for payroll and other purposes.
Hibob — Zehavi said they chose the name after the person who owned the bob.com domain wanted too much to sell it, but they liked “bob” for the actual product — takes an approach from the ground up that is in line with how many people work today, balancing different software and apps depending on what they are doing, and linking them up by way of integrations: its own includes Slack, Microsoft Teams and Mercer, and other packages that are popular with HR departments.
While it covers all of the necessary HR bases like payroll and further compensation, onboarding, managing time off and benefits, it further brings in a variety of other features that help build out bigger profiles of users, such as performance and culture, with the ability for peers, managers and workers themselves to provide feedback to enhance their own engagement with the company, and for the company to have a better idea of how they are fitting into the organization, and what might need more attention in the future.
That then links into a bigger organizational chart and conceptual charts that highlight strong performers, those who are possible flight risks, those who are leaders and so on. While there have been a number of others in the HR world that have built standalone apps that cover some of these features (for example, 15five was early to spot the value of a platform that made it much easier to set goals and provide feedback), what’s notable here is how they are all folded into one system together.
The end effect, as you can see here, looks less like word salad and more interactive, graphic interfaces that are presumably a lot more enjoyable and at least easier to use for HR people themselves.
The importance for investors has been that the product and the startup has identified the opportunity, but has delivered not just more engagement, but a strong piece of software that still provides the essentials.
“This is certainly not a Workday,” said Adam Fisher, a partner at Bessemer, in an interview. “Our overall thesis has been that HR is only growing in importance. And while engagement is super important, that opportunity is not enough to create the market.”
The end result is a platform that has a significant shot at building in even more over time. For example, another large area that has been seeing traction in the world of enterprise and B2B software is employee training. Specifically, enterprise learning systems are creating another way to help keep people not only up to speed on important aspects of how they work, but also engaged at a time when connections are under strain.
“Training, a SuccessFactors -style offering, is definitely in our road map,” said Zehavi, who noted they are adding new features all the time. The latest has been compensation, sometimes known as merit increase cycles. “That is a very complex issue and requires deeper integrations finance and the CFO’s office. We streamlined it and made it easy to use. We launched two months ago and it’s on fire. After learning and development there are other modules also down the road.”
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Last year all-in-one digital sales platform GetAccept raised a $7 million Series A funding round. The platform, which wraps in video, live chat, proposal design, document tracking and e-signatures, has now raised $20 million in Series B funding, led by Bessemer Venture Partners, as the company expands its platform aimed at SMBs. The funding comes as the pandemic means SMBs have largely shifted to remote, and so has their digital sales process.
Last year the funding was led by DN Capital, with participation from BootstrapLabs, Y Combinator and a number of Spotify’s early investors. This round brings GetAccept’s total financing raised to $30 million. GetAccept competes with several separate tools, including well-financed solutions like DocSend, PandaDoc, Showpad, Highspot, DocuSign and Adobe Sign.
Founded in 2015 by Swedish entrepreneurs and Y Combinator alumni Samir Smajic, Mathias Thulin, Jonas Blanck and Carl Carell, GetAccept has expanded from 30 to now 100+ employees over the last 18 months, with offices across the U.S. and EU countries.
Smajic said: “We believe in the power of relationships and want to bring personalized and engaging interactions back to the online sales process. We saw this digital sales shift and change in behavior back in 2015, which is why we founded GetAccept in the first place. The COVID-19 pandemic has accelerated and forced B2B buyers and sellers to go digital, which has placed digital sales models high up on the company agendas. We aim to be the online place where every B2B business happens, in a personal way.”
Alex Ferrara, partner at Bessemer Venture Partners commented: “Bessemer Venture Partners is thrilled to back the ambitious GetAccept team and their vision to empower millions of SMBs to streamline and digitize their end-to-end sales processes. They have built a world-class product, prepared for business transactions that continue to shift permanently online at a rapid pace. We look forward to partnering with GetAccept on the journey ahead.”
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For many organizations, the shift to cloud computing has played out more realistically as a shift to hybrid architectures, where a company’s data is just as likely to reside in one of a number of clouds as it might in an on-premise deployment, in a data warehouse or in a data lake. Today, a startup that has built a more comprehensive way to assess, analyse and use that data is announcing funding as it looks to take on Snowflake, Amazon, Google and others in the area of enterprise data analytics.
Firebolt, which has redesigned the concept of a data warehouse to work more efficiently and at a lower cost, is today announcing that it has raised $37 million from Zeev Ventures, TLV Partners, Bessemer Venture Partners and Angular Ventures. It plans to use the funding to continue developing its product and bring on more customers.
The company is officially “launching” today but — as is the case with so many enterprise startups these days operating in stealth — it has been around for two years already building its platform and signing commercial deals. It now has some 12 large enterprise customers and is “really busy” with new business, said CEO Eldad Farkash in an interview.
The funding may sound like a large amount for a company that has not really been out in the open, but part of the reason is because of the track record of the founders. Farkash was one of the founders of Sisense, the successful business intelligence startup, and he has co-founded Firebolt with two others who were on Sisense’s founding team, Saar Bitner as COO and Ariel Yaroshevich as CTO.
At Sisense, these three were coming up against an issue: When you are dealing in terabytes of data, cloud data warehouses were straining to deliver good performance to power its analytics and other tools, and the only way to potentially continue to mitigate that was by piling on more cloud capacity.
Farkash is something of a technical savant and said that he decided to move on and build Firebolt to see if he could tackle this, which he described as a new, difficult and “meaningful” problem. “The only thing I know how to do is build startups,” he joked.
In his opinion, while data warehousing has been a big breakthrough in how to handle the mass of data that companies now amass and want to use better, it has started to feel like a dated solution.
“Data warehouses are solving yesterday’s problem, which was, ‘How do I migrate to the cloud and deal with scale?’ ” he said, citing Google’s BigQuery, Amazon’s RedShift and Snowflake as fitting answers for that issue. “We see Firebolt as the new entrant in that space, with a new take on design on technology. We change the discussion from one of scale to one of speed and efficiency.”
The startup claims that its performance is up to 182 times faster than that of other data warehouses. It’s a SQL-based system that works on principles that Farkash said came out of academic research that had yet to be applied anywhere, around how to handle data in a lighter way, using new techniques in compression and how data is parsed. Data lakes in turn can be connected with a wider data ecosystem, and what it translates to is a much smaller requirement for cloud capacity.
This is not just a problem at Sisense. With enterprise data continuing to grow exponentially, cloud analytics is growing with it, and is estimated by 2025 to be a $65 billion market, Firebolt estimates.
Still, Farkash said the Firebolt concept was initially a challenging sell even to the engineers that it eventually hired to build out the business: It required building completely new warehouses from the ground up to run the platform, five of which exist today and will be augmented with more, on the back of this funding, he said.
And it should be pointed out that its competitors are not exactly sitting still either. Just yesterday, Dataform announced that it had been acquired by Google to help it build out and run better performance at BigQuery.
“Firebolt created a SaaS product that changes the analytics experience over big data sets,” Oren Zeev of Zeev Ventures said in a statement. “The pace of innovation in the big data space has lagged the explosion in data growth rendering most data warehousing solutions too slow, too expensive, or too complex to scale. Firebolt takes cloud data warehousing to the next level by offering the world’s most powerful analytical engine. This means companies can now analyze multi Terabyte / Petabyte data sets easily at significantly lower costs and provide a truly interactive user experience to their employees, customers or anyone who needs to access the data.”
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The two founders of Parrot Software, Roberto Cebrián and David Villarreal, first met in high school in Monterrey, Mexico. In the 11 years since, both have pursued successful careers in the tech industry and became family (they’re brothers-in-law).
Now, they’re starting a new business together leveraging Cebrián’s experience running a point-of-sale company and Villarreal’s time working first at Uber and then at the high-growth scooter and bike rental startup, Grin.
Cebrían’s experience founding the point-of-sale company S3 Software laid the foundation for Parrot Software, and its point-of-sale service to manage restaurant operations.
“Roberto has been in the industry for the past six or seven years,” said Villarreal. “And he was telling me that no one has been serving [restaurants] properly… Roberto pitched me the idea and I got super involved and decided to start the company.”
Parrot Software co-founders Roberto Cebrían and David Villarreal. Image Credit: Parrot Software
Like Toast in the U.S., Parrot manages payments, including online and payments and real-time ordering, along with integrations into services that can manage the back-end operations of a restaurant too, according to Villarreal. Those services include things like delivery software, accounting and loyalty systems.
The company is already live in more than 500 restaurants in Mexico and is used by chains including Cinnabon, Dairy Queen, Grupo Costeño and Grupo Pangea.
Based in Monterrey, Mexico, the company has managed to attract a slew of high-profile North American investors, including Joe Montana’s Liquid2 Ventures, Foundation Capital, Superhuman angel fund and Ed Baker, a product lead at Uber. Together they’ve poured $2.1 million into the young company.
Since its launch, Parrot has managed to land contracts in 10 cities, with the largest presence in Northeastern Mexico, around Monterrey, said Villarreal.
The market for restaurant management software is large and growing. It’s a big category that’s expected to reach $6.94 billion in sales worldwide by 2025, according to a report from Grand View Research.
Investors in the U.S. market certainly believe in the potential opportunity for a business like Toast. That company has raised nearly $1 billion in funding from firms like Bessemer Venture Partners, the private equity firm TPG and Tiger Global Management.
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