classpass
Auto Added by WPeMatico
Meet Justos, the new Brazilian insurtech that just got backing from the CEOs of 7 unicorns
Here in the U.S. the concept of using a driver’s data to decide the cost of auto insurance premiums is not a new one.
But in markets like Brazil, the idea is still considered relatively novel. A new startup called Justos claims it will be the first Brazilian insurer to use drivers’ data to reward those who drive safely by offering “fairer” prices.
And now Justos has raised about $2.8 million in a seed round led by Kaszek, one of the largest and most active VC firms in Latin America. Big Bets also participated in the round, along with the CEOs of seven unicorns, including Assaf Wand, CEO and co-founder of Hippo Insurance; David Vélez, founder and CEO of Nubank; Carlos Garcia, founder and CEO of Kavak; Sergio Furio, founder and CEO of Creditas; Patrick Sigrist, founder of iFood and Fritz Lanman, CEO of ClassPass. (There’s a seventh CEO who wishes to remain anonymous). Senior executives from Robinhood, Stripe, Wise, Carta and Capital One also put money in the round.
Serial entrepreneurs Dhaval Chadha, Jorge Soto Moreno and Antonio Molins co-founded Justos, having most recently worked at various Silicon Valley-based companies including ClassPass, Netflix and Airbnb.
“While we have been friends for a while, it was a coincidence that all three of us were thinking about building something new in Latin America,” Chadha said. “We spent two months studying possible paths, talking to people and investors in the United States, Brazil and Mexico, until we came up with the idea of creating an insurance company that can modernize the sector, starting with auto insurance.”
Ultimately, the trio decided that the auto insurance market would be an ideal sector considering that in Brazil, an estimated more than 70% of cars are not insured.
The process to get insurance in the country, by any accounts, is a slow one. It takes up to 72 hours to receive initial coverage and two weeks to receive the final insurance policy. Insurers also take their time in resolving claims related to car damages and loss due to accidents, the entrepreneurs say. They also charge that pricing is often not fair or transparent.
Justos aims to improve the whole auto insurance process in Brazil by measuring the way people drive to help price their insurance policies. Similar to Root here in the U.S., Justos intends to collect users’ data through their mobile phones so that it can “more accurately and assertively price different types of risk.” This way, the startup claims it can offer plans that are up to 30% cheaper than traditional plans, and grant discounts each month, according to the driving patterns of the previous month of each customer.
“We measure how safely people drive using the sensors on their cell phones,” Chadha said. “This allows us to offer cheaper insurance to users who drive well, thereby reducing biases that are inherent in the pricing models used by traditional insurance companies.”
Justos also plans to use artificial intelligence and computerized vision to analyze and process claims more quickly and machine learning for image analysis and to create bots that help accelerate claims processing.
“We are building a design-driven, mobile first and customer experience that aims to revolutionize insurance in Brazil, similar to what Nubank did with banking,” Chadha told TechCrunch. “We will be eliminating any hidden fees, a lot of the small text and insurance-specific jargon that is very confusing for customers.”
Justos will offer its product directly to its customers as well as through distribution channels like banks and brokers.
“By going direct to consumer, we are able to acquire users cheaper than our competitors and give back the savings to our users in the form of cheaper prices,” Chadha said.
Customers will be able to buy insurance through Justos’ app, website or even WhatsApp. For now, the company is only adding potential customers to a waitlist but plans to begin selling policies later this year..
During the pandemic, the auto insurance sector in Brazil declined by 1%, according to Chadha, who believes that indicates “there is latent demand raring to go once things open up again.”
Justos has a social good component as well. Justos intends to cap its profits and give any leftover revenue back to nonprofit organizations.
The company also has an ambitious goal: to help make insurance become universally accessible around the world and the roads safer in general.
“People will face everyday risks with a greater sense of safety and adventure. Road accidents will reduce drastically as a result of incentives for safer driving, and the streets will be safer,” Chadha said. “People, rather than profits, will become the focus of the insurance industry.”
Justos plans to use its new capital to set up operations, such as forming partnerships with reinsurers and an insurance company for fronting, since it is starting as an MGA (managing general agent).
It’s also working on building out its products such as apps, its back end and internal operations tools, as well as designing all its processes for underwriting, claims and finance. Justos’ data science team is also building out its own pricing model.
The startup will be focused on Brazil, with plans to eventually expand within Latin America, then Iberia and Asia.
Kaszek’s Andy Young said his firm was impressed by the team’s previous experience and passion for what they’re building.
“It’s a huge space, ripe for innovation and this is the type of team that can take it to the next level,” Young told TechCrunch. “The team has taken an approach to building an insurance platform that blends being consumer-centric and data-driven to produce something that is not only cheaper and rewards safety but as the brand implies in Portuguese, is fairer.”
Powered by WPeMatico
Struum launches its ‘ClassPass for streaming’ service to the public
Struum, the new streaming service from former Disney and Discovery execs, is today officially launching to the public. Unlike traditional on-demand streamers, such as Netflix, the Struum model is more akin to a “ClassPass for streaming,” as its plan is to aggregate content from smaller video services then provide access under its own subscription.
Today, the streaming landscape is dominated by larger subscription services, including Netflix, Hulu, Amazon Prime Video, Apple TV+, HBO Max, Disney+ and YouTube, which together have a 75% share of the market, according to Nielsen. But Struum believes there’s a potential for another service powered by the long tail of the more than 250 niche and specialty streamers.
Many of these smaller services offer their own subscriptions, but will never achieve Netflix-size scale because of their more limited catalog and scope. Struum offers them an alternative path to revenue. Each month, Struum customers will pay a $4.99 subscription fee to access the Struum app where they’re then provided with 100 “credits” they can use to sample and consume content — just as ClassPass did with gym classes.
Over time, if the customer continues to use their subscription to routinely access content from one service, they can then opt to become a subscriber to that service from within the Struum app. This part of the business isn’t all that different from Amazon Prime Video Channels or others like it. But the difference is that Struum’s sampling model is what helped the customer discover the niche streamer in the first place.
Struum, meanwhile, generates its own revenue from customers’ subscriptions, which it shares with its content partners. It won’t say what sort of cut it takes, however.
Image Credits: Struum
At launch, there are more than 25 partners available through the Struum app, including Tastemade, Tribeca, Cheddar News, Kocowa, Dekkoo, Magellan TV, History Hit, Gusto, Young Hollywood, Indieflix, Filmbox, Echoboom Sports, Social Club TV, Cinedigm, Magnolia Pictures, Little Dot Studios, Group 9, Stingray and SPI/Filmhub.
Later this summer, the lineup will grow to more than 50 partners, with additions that include BBC SELECT, REVOLT, France Channels, InsightTV, Docubay, FuelTV, The Great Courses Signature Collection, Shout Factory TV, OUTtv, SVTV, CGOOD TV and Alchimie.
In total, Struum’s partners will provide customers with access to tens of thousands of movies and TV shows across a range of categories and genres, like classic films, indies, foreign content, cult hits, lifestyle programming, reality, true crime and more.
Image Credits: Struum
Struum’s app guides users to their interests through a simple interface where it curates content into editorial groupings organized much like the rows of recommendations you’d find in Netflix. This includes the company’s own picks (“Struum Selects”), as well as groupings by genre — like Comedy, Action Thrillers, LGBTQ + Documentaries, Class Movies, Incredible Science and others. You also can browse by type from categories across the top, to filter by only Movies, TV shows or Shorts.
When you find something you want to watch, you can click a button to stream the content for a certain amount of credits. You can then view that content at any time for the next 30 days and even download it for offline access.
At launch, Struum’s service is available on iOS and web, and supports AirPlay and Chromecast. This summer, it will expand to more platforms, including Android, Apple TV, Android TV, Amazon Fire TV and Roku.
Image Credits: Struum
The idea for the company comes from founders Lauren DeVillier, the former head of Product for Discovery Ventures; Eugene Liew, the former vice president of Product and Technology at Disney+; Paul Pastor, the former executive vice president of Strategy, Revenue and Operations at Discovery Networks; and Thomas Wadsworth, the former lead of Advanced Product Development for Walt Disney Imagineering.
The team came together in 2020, just before the COVID-19 pandemic broke out across the U.S., which drove increased demand for streaming content. And though that demand may be here to stay, it remains to be seen whether Struum’s ClassPass-like model makes the best sense for streaming’s long tail.
Despite its unique streaming business model, the service will effectively compete with AVOD (ad-supported video on demand) players in terms of aggregating both older and niche content. AVOD services — like Tubi, Pluto TV, The Roku Channel, IMDb TV and others — also help users who can’t find anything they want to watch on their preferred paid subscription apps. And they often aid consumers who are in search of a particular movie or show but don’t want to pay for a rental. Struum believes by aggregating content it can encourage these users to pay for yet another subscription.
In other words, Struum will have to convince users to change their existing TV habits in order to find success, and that’s a risky bet.
But Struum believes the fragmentation of the streaming market may actually work in its favor. As consumers get fed up with so many different services and content that jumps around as rights owners forge new licensing agreements, Struum could step in as someone’s fourth subscription.
“We view ourselves as the ultimate complementary service and a perfect fit for TV and film lovers who are increasingly frustrated by the costs, complexity and effort required to discover and watch what they want,” noted Struum CEO Lauren DeViller.
Struum is backed by a multimillion-dollar investment from former Disney CEO Michael Eisner through his firm, Tornante Company. Other investors include Firstlight Media, whose technology powers the video service, and Gaingels, which focuses on backing LGBTQ+ founders and allies.
Powered by WPeMatico
Investors give Baltimore’s Facet Wealth $25 million to sell businesses on financial planning as a benefit
Yesterday, Baltimore-based fintech company Facet Wealth said it raised $25 million in financing as it readies a new business line pitching financial planning as an employment benefit to businesses looking to recruit top talent.
Employment benefit packages are expanding beyond the basic gym membership and healthcare to include subscriptions to Netflix, discounts on delivery and rideshare services, and other perks. So why not financial wellness?
The thesis certainly managed to attract a big-money backer, with Warburg Pincus, the multi-billion-dollar private equity investment firm, which doubled down on its commitment with the new financing into the company.
The company said the latest round would be used to finance the expansion of Facet Wealth’s direct-to-consumer business even as it readies its employee benefit service for launch.
Already customers are signing up for pre-launch partnerships to get their employees on the program. Early wannabe users include ClassPass, MyVest and Chili Piper, the company said.
“Since our first investment two years ago, the Facet Wealth team has proven their ability to meet a unique consumer need, evolving and expanding their offering to build a truly innovative client experience and business model,” said Jeff Stein, managing director at Warburg Pincus. “Their expansion into the employer market further solidifies them as a category-defining company that is well-positioned to disrupt the wealth management industry for years to come.”
To date, Facet Wealth has raised $62 million in funding from Warburg Pincus, Slow Ventures and other, undisclosed investors.
Powered by WPeMatico
ClassPass co-founder Sanjiv Sanghavi joins Arcadia, bringing consumer marketing savvy to clean energy
“Helping navigate the elusiveness of product market fit” is how Sanjiv Sanghavi, the co-founder of ClassPass and itinerant startup executive, describes his roles at different companies.
From ClassPass through Knotel, Sanghavi has shepherded several businesses to growth and over a billion dollars in valuations; now he’s looking to bring that branding and marketing savvy to the world of renewable energy as the new chief product officer at Arcadia.
The company encourages renewable energy development by offsetting its customers’ electricity usage by buying an equivalent amount of renewable power or investing in renewable energy projects that provide renewable credits to offset fossil fuel usage.
Sanjiv Sanghavi, ClassPass co-founder and now chief product officer at Arcadia. Image Credit: Arcadia
“We founded Arcadia to aggregate the power of consumer demand to fight climate change,” said Kiran Bhatraju, the founder and chief executive at Arcadia, in a statement. “Sanjiv’s deep knowledge of creating and building engaging consumer products will be crucial in the coming years to help us continue to build a world-class home energy experience that people love, and the planet needs.”
Sanghavi will be integral to Arcadia’s expansion into the northeast as it looks to grow its footprint across the United States.
Over the past six months Arcadia has steadily built out its presence across the Atlantic seaboard as it staffs its New York office. The company is actively hiring, and recently added a senior vice president of design, Josh Abrams, who previously worked at DoorDash, WeWork and PayPal.
“I was drawn to Arcadia because of its lasting power; I wanted to build something that would make an impact for generations,” said Sanghavi. “I believe that what Arcadia is doing is astounding — we’re building a bridge from the people who are generating renewable energy to those who want to do something good.”
The company has raised $70 million to date, according to Crunchbase, from investors including G2VP, BoxGroup, Wonder Ventures and Energy Impact Partners.
Powered by WPeMatico
The rise of the human-centric CEO
Romeen Sheth is president of Metasys, a workforce-management firm based in Atlanta.
Steve Schlafman is founder, coach and angel investor at High Output, a boutique leadership-development company based in NYC.
Peacetime CEO/Wartime CEO by Ben Horowitz is one of the most commonly cited management think pieces of the last decade.
And for good reason; Horowitz surfaced a fundamental distinction in operating philosophy that is necessary for companies to survive, reinvent and ultimately win when macroeconomic environments shift. The framework is especially useful given how counterintuitive the advice is — behaviors of a peacetime CEO and wartime CEO are often on diametrically opposite sides of the spectrum; it is rare to find a CEO who can successfully emulate both personas.
While in concept it is easy to understand these principles, as with most things in life, nothing can replace the visceral comprehension that comes via learned experience. We are at the onset of enduring the most challenging startup environment of (at least) the last 15 years. COVID-19 is an indiscriminate event that is systematically wiping out businesses, whether “atoms” or “bits.”
For most startup operators, this is the first taste of true systematic adversity. The undercurrents of frothy valuations, the social milieu of early-stage investing and stores of excess capital are coming to a grinding halt as the bull market of the last 12 years is dramatically disrupted. We have an entire generation of founders/CEOs who may conceptually understand the peacetime CEO/wartime CEO ethos, but now, they’re going to actually live it. At the same time as every other founder/CEO. Brutal.
Since the onset of COVID-19, we have spoken to more than 100 founders and CEOs. Naturally, we are hearing frequent allusions to peacetime CEO/wartime CEO as a framework to help navigate the landscape. We’ve even used it over the last few months. While we believe it is a helpful framework, it is also incomplete. Further, we believe its application can lead to deeply problematic outcomes.
At a micro level, the misplaced application of peacetime CEO/wartime CEO can fundamentally change a company for the worse. A wartime CEO, as Horowitz notes, is “completely intolerant, rarely speaks in a normal tone, sometimes uses profanity purposefully, heightens contradictions, and neither indulges consensus building nor tolerates disagreements.” In the strictest application, we are seeing this align with a common false trope that has plagued the tech industry: “To change the world like Steve Jobs, I need to emulate all aspects of Steve Jobs’ personality.” A classic logical fallacy many founders/CEOs have learned the hard way — if you emulate all aspects of Steve Jobs’ personality, it doesn’t mean you will change the world like he did.
Each company is driven by its own unique culture and values — in a crisis situation, while it is important to be adept and agile, it’s equally, if not more important, to triple down on the strongest elements of your culture established pre-crisis. Many of the strongest founders/CEOs we have had the pleasure of coaching and investing in are uniquely world-class in their patience and tolerance, their ability to make the abnormal normal and their commitment to inspire with clarity. It is the adherence to these principles that will help carry their companies through this time.
At a macro level, peacetime CEO/wartime CEO conjures outdated themes that are at best inaccurate, and at worst, counterproductive. War implies “destruction, ruthlessness, blood, death;” there is an innate sense of machismo and bravado in this language reinforcing a homogeneous tech community. This type of vernacular and attitude increases barriers to a more inclusive community excluding women and underrepresented minority participation.
Now is the time for us to propagate community, resourcefulness and generosity.
One of the most common takeaways we have heard in reference to the framework is, “now is the time when real founders are made.” If Rent the Runway, ClassPass, Away, the Wing and the countless other women-led/minority-led startups that have been adversely affected by COVID-19 are not able to bounce back, we highly doubt it is because “they weren’t able to cut it as real founders,” a ridiculous assertion to make under any circumstance.
The peacetime CEO/wartime CEO framework is clearly valuable — it forces us to dissect the behavioral shifts necessary to survive in a crisis. That being said, it needs to evolve. Being firm, decisive and staring down an existential crisis is not mutually exclusive with applying empathy, gratitude and generosity. You can be an intense, laser-focused and paranoid CEO without losing yourself or fundamentally changing the culture of your company.
We know dozens of leaders who are leading their companies through these challenging times without leaving a wake of carnage or damage to the foundation they have spent years building. They are leading with their heart and values and will be remembered for how they carried themselves, treated their employees and guided the company through the crisis. COVID-19 presents us with a unique opportunity as an industry. Now is the right time to retire the false dilemma of peacetime CEO or wartime CEO and empower the rise of the human-centric CEO:
- The human-centric CEO considers and balances the needs of her organization, employees, customers and other stakeholders in good and bad times;
- The human-centric CEO recognizes she cannot change the macro environment or competition so she focuses her effort and energy on what she and the team can control and manage;
- The human-centric CEO internalizes his mission, vision and values in the face of difficult challenges and critical strategic decisions;
- The human-centric CEO views and manages her company as a complex and dynamic human system with nuanced inputs and interdependencies;
- The human-centric CEO believes employees are the single most important stakeholder — that is reflected in how the organization hires, coaches, trains, incentivizes and retains;
- The human-centric CEO orients around decisive and bold decisions that impact employees rather than a series of micro maneuvers that damage culture and trust;
- The human-centric CEO creates shared meaning and purpose by reiterating the mission and vision over and over and over again;
- The human-centric CEO fosters an organization that values and cultivates psychological safety;
- The human-centric CEO develops self-awareness and inner resilience to weather the emotional ups and downs of company building;
- The human-centric CEO invests the time and energy to go deeper with her employees at strategic junctures and times of crisis;
- The human-centric CEO distills and simplifies issues, strategies and tactics to help employees reduce noise and increase focus;
- The human-centric CEO communicates frequently and articulates expectations with humility and confidence to avoid uncertainty, prevent anxiety and achieve alignment;
- The human-centric CEO recognizes he has a range of communication mediums at his disposal and selects the most appropriate one based on the magnitude of the situation;
- The human-centric CEO believes in the power of company rituals such as one-on-ones, exec team meetings, all-hands, stand-ups, retrospectives and off-sites;
- The human-centric CEO expresses empathy, appreciation and gratitude for the work performed by existing, outgoing and former employees;
- The human-centric CEO listens intensely and empathetically with her full self — ears, eyes and intuition;
- The human-centric CEO takes out time for self-care because she understands she cannot serve others and be highly effective unless she is mentally and physically healthy.
There’s no way to mince words. COVID-19 is having a devastating impact on the startup community. The inevitable is unfortunately occurring every day — many startups will never come back from this. As eternal optimists, however, we see opportunity in this crisis for the broader industry: the rise of the human-centric CEO. Now is the time for us to propagate community, resourcefulness and generosity. It’s the time to be ever thoughtful about employees, colleagues, stakeholders and fellow founder/CEOs in need. Individual startups may not survive this crisis, but it is our hope that an everlasting mentality does.
By no means is this list exhaustive, but it captures the behaviors and attributes from the top leaders we are working with. We believe CEOs should strive to become human-centric. Not only because it’s the right thing to do, but also because we believe it will lead to healthier organizations and better results over time.
Powered by WPeMatico
Cowboy VC’s Aileen Lee: Your coronavirus scenario planning should be more conservative
The tech industry (and the world at large) is not experiencing temporary anxiety — the uncertainty we’re all coping with is the new normal.
Sudden shifts in behavior have made some startups targeting slow-moving, old-school industries more relevant than they could have imagined, such as those in telehealth, distance learning and remote work. Most, however are seeing massive decreases in revenue, forcing them to cut costs and even lay off teams to slash burn rates. Other startups simply won’t be here in three to six months.
Cowboy Ventures founder and managing partner Aileen Lee, who coined the term “unicorn,” says tech companies going through scenario planning need to begin thinking long-term.
“We’ve spent the last month scenario planning with our portfolio companies, and in most cases, we’ll have conversations about what these scenarios can include,” said Lee. “And when we look at the planning around those scenarios, they often don’t feel conservative enough. Most entrepreneurs are optimists, and we are, too! But it seems safer to have more conservative plans [and start expecting] that this is going to impact us for longer and be worse than we expected.”
Lee and Cowboy Ventures partner Ted Wang joined TechCrunch on Tuesday for our first episode of Extra Crunch Live, a virtual speaker series for Extra Crunch members. In a live Q&A that included questions from myself and the Extra Crunch audience, Wang and Lee covered a wide range of topics, including PPP loans, advice for business leaders around layoffs, the right time to seek funding and the right firms from which to seek that funding, how to pitch during a downturn and which sectors in particular Cowboy is interested in financing right now.
You can check out the best insights from the call, or catch up on the full conversation via the YouTube embed below.
We have several outstanding guests, including Charles Hudson, Mitch and Freada Kapor, Mark Cuban, Roelof Botha, Hunter Walk and Kirsten Green, joining us on Extra Crunch Live over the next few weeks. Sign up for Extra Crunch to get access to all of them.
Powered by WPeMatico
Report: ClassPass is hunting for unicorn status in a new funding round
The nearly seven-year-old, New York-based fitness subscription app ClassPass is reportedly trying to raise $285 million in a new funding round that would push its valuation to more than $1 billion.
The company will issue 22.7 million Series E shares as part of the funding round, according to a securities filing obtained by Reuters from analytics firm Lagniappe Labs.
We’ve reached out to its press office for more information.
According to TC’s sources, ClassPass has been in fundraising mode since at least early fall.
The company began life as a way for people to book classes across different fitness studios but has more recently been pushing a corporate business that sees it adding ClassPass to employee benefit packages.
It is right now valued at $536.4 million, according to Reuters, which cites the Prime Unicorn Index. Its backers include the Singapore sovereign wealth fund Temasek and Alphabet, along with General Catalyst, Thrive Capital and Acequia Capital.
To date, the company has raised roughly $240 million from investors altogether, according to Crunchbase. It closed its most recent round of funding, an $85 million Series D round, in July 2018.
ClassPass was founded by Payal Kadakia, who is now the company’s executive chairman. She stepped aside in 2017 to make room for Fritz Lanman, the company’s former executive chairman and co-operator and now CEO.
Lanman acknowledged in an interview with Fortune earlier this year that ClassPass has endured some ups and downs in its time. Though it originally charged $99 per month for an unlimited number of fitness classes in New York, it was forced to raise prices before more recently instituting fluctuating class prices based on demand (and the availability of classes) of particular studios. The end result: Customers currently pay between $9 and $199 per month for credits that can be spent on classes.
As for its corporate memberships, it currently promises not just classes and a way to customize programs for employees but also streaming audio and video workouts. The last owes to an investment that ClassPass made in a broadcast studio, from which it built a library of on-demand video workouts. TC covered that development back in 2018.
Powered by WPeMatico
ClassPass introduces a corporate wellness program
ClassPass has set up yet another revenue stream, signing to a corporate wellness program partners like Facebook, Glossier, Google, Morgan Stanley, Under Armour, Etsy, Southwest Airlines and Gatorade.
The program will give employees at these companies access to the ClassPass network of more than 22,000 studio partners across 2,500 cities around the world, which includes studio brands like Barry’s Bootcamp, Flywheel Sports and CorePower Yoga. Corporate partners also get access to a “large library” of on-demand audio and video workouts.
This comes after ClassPass retooled the ClassPass Live product, in which it invested the resources to build out a new live broadcast studio, and rebuilt it into a library of on-demand video workouts.
The company launched ClassPass Live in 2018 with the hopes that users could workout from home within the ClassPass ecosystem. CEO Fritz Lanman told TechCrunch in June that the company stopped doing live classes in April 2019 and repackaged the content into free, on-demand video classes.
According to the release, one of the issues with corporate wellness programs is that HR departments have to patch together programs based on the regions in which their companies have offices/employees. ClassPass argues that its scale across the country, and in 17 other countries, gives it an edge with corporations that have global workforces.
Moreover, the ClassPass corporate wellness program only charges employers when employees actually use the service, and allows employers to reward good behaviors (going to a certain number of classes per month) by offering additional credits toward ClassPass experiences.
Here’s what Lanman had to say about it in a prepared statement:
The ClassPass Corporate Program enables employers of all sizes to offer the world’s most extensive, one-stop fitness and wellness program to their employees worldwide. ClassPass is the best fitness program ever created for consumers. With this launch, it’s now also the best fitness program ever created for employers and their employees.
Powered by WPeMatico
Printify raises $3M to expand its marketplace for custom printing
In Riga, Latvia, an 80-person startup called Printify is reimagining the on-demand printing business.
Gone are the days where small merchants have to sell their customized products on platforms like Zazzle, Society6, CafePress or Teespring . Using Printify, e-commerce business owners can create clothes, accessories and more fixed with their designs, logos, art or photos, then sell them directly on their very own online stores.
The “first wave” of on-demand printing companies, Printify founder and chief executive officer James Berdigans explained to TechCrunch, typically require that merchants sell their items on the provider’s platforms.
“The problem is that these merchants don’t have the capability to build their own brand,” Berdigans said. “At the end of the day, you end up building the Teespring brand, not your own brand.”
Printify, a graduate of the 500 Startups accelerator, has attracted a $3 million investment from Bling Capital, a venture capital fund launched five months ago by Ben Ling, a former general partner at Khosla Ventures.
“Printify is perfectly positioned to enable the new trend of micro and boutique brands,” Ling said in a statement. “Consumers and SMBs alike can benefit from Printify’s high-quality, low-cost and fast printing platform — and create their own micro-brands.”
Founded in 2015 by Berdigans, Artis Kehris and Gatis Dukurs, Printify had previously raised a $1 million round following a big pivot. Initially, the business “pretended to be the manufacturer,” opting to be less transparent as a means to entice customers.
“That was a terrible idea,” Berdigans said. “Even though you aren’t lying, you end up not being a very honest company and that’s not the business model we wanted.”
Now, Printify operates as a B2B marketplace that connects manufacturers with e-commerce stores. Plus, the startup handles the mundane tasks of fulfilling orders, including billing, manufacturing requests and shipping so store owners can focus on brand building. The switch allowed the startup to begin growing 30% month-over-month, as well as add hundreds of unique products to its catalog.
The founders say Printify most often caters to political campaign employees, designers & artists, and influencers & “hustlers,” or people who are self-taught experts on managing digital sales. With a fixed pricing scheme, merchants know exactly what they are paying Printify, but have the flexibility of pricing their own product. Other print-on-demand marketplaces, like the aforementioned “first wave” businesses, don’t give merchants the ability to determine their own margins.
“If you use Zazzle, for example, you only get a small portion of revenue share but on Printify, you pay us a small fee,” Berdigans said. “If you were selling t-shirts for $25 and the average production cost is $10, our sellers will see a 50 to 60% margin.”
Dozens of angel investors, including YouTube co-founder Steve Chen, Twitch co-founder Kevin Lin, ClassPass co-founder Fritz Lanman, DoorDash co-founder Evan Moore, Google AdSense pioneer Gokul Rajaram and Facebook’s vice president of product Kevin Weil, also participated in the company’s latest round.
“What Airbnb did for the hospitality industry, that’s basically what we can do for the print-on-demand industry,” said Kehris, Printify’s chief operating officer.
Powered by WPeMatico
Tonal raises $45 million to bring strength training to more living rooms
Tonal is today announcing its Series C financing that it hopes will allow the company to bring its at-home gym to even more homes. The funding round shows investors’ excitement around the new generation of personal exercise equipment that combines on-demand training with smart features. Tonal, like Peloton, offers features previously unavailable outside of gyms, and with this injection of capital, the company expects to build new personal features and invest in marketing and retail experiences.
L Catterton’s Growth Fund led the $45 million Series C round, which included investments from Evolution Media, Shasta Ventures, Mayfield, Sapphire Sport and others. This financing round brings the total amount raised to $90 million.
Tonal is based out of San Francisco and was founded by Aly Orady in 2015. The company launched its strength-training product in 2018. The wall-mounted Tonal uses electromagnetism to simulate and control weight, allowing the slender device to replicate (and replace) a lot of weight-lifting machines.
The Tonal machine costs $2,995, and for $49 a month, Tonal offers members access to personal training sessions, recommended programs and workouts. Since launching, CEO Orady tells TechCrunch there have been virtually no returns. He says their customer care teams proactively work with members to ensure a good experience.
Orady is excited to have L Catterton participating in this financing round, saying their deep network and unparalleled experience building premium fitness brands globally is an incredibly exciting new resource for the company. The Connecticut-based investment firm helped fund Peloton, ThirdLove, ClassPass and The Honest Company.
“As the fitness landscape continues to evolve, we have seen a clear shift toward personalized, content-driven, at-home workout experiences,” said Scott Dahnke, Global co-CEO of L Catterton in a released statement. “Tonal is the first connected fitness brand focused on strength training and represents an opportunity to invest behind an innovative concept with tremendous growth potential. We look forward to leveraging our deep knowledge of consumer behavior and significant experience in the connected fitness space to bring Tonal’s dynamic technology and content platform to more homes across the country.”
Tonal shares a market with Peloton, and Orady says a significant amount of Tonal owners also own Peloton equipment. Yet, feature-by-feature, Peloton and Tonal are different. While they’re both in-home devices that offer on-demand instructors, Peloton targets cardiovascular exercises while Tonal is a strength-training machine. Orady states his customers find the two companies offer complementary experiences.
“The common thread with our members is that they understand the value of investing in their fitness and overall health,” said Aly Orady, “All of our members are looking to take their fitness to the next level with strength training. Tonal offers the ability to strength train at home by providing a comprehensive, challenging full body workout without having to sacrifice quality for convenience.”
This is an enormous market he says the company can rely on for years to come. The majority of Tonal’s customers are between 30 and 55 years old and live in, or adjacent to, the top 10 major metro U.S. markets. There’s an even split, he says, between male and female members.
Tonal is similar to Mirror, another at-home, wall-mounted exercise device that costs $1,495. While Tonal focuses on strength training through resistance, Mirror offers yoga, boxing, Pilates and other exercises and activities with on-demand instruction and real-time stats. Mirror also launched in 2018 and the company has raised $40 million.
Going forward, Tonal expects to expand its software to provide new personalization features to its members. The hope is to build experiences that motivate users while serving up real-time feedback. This includes building new workout categories and additional fitness experiences, even when users travel and don’t have access to their Tonal machine.
The company sees it expanding its retail and marketing presence. Right now, just eight months after the product’s debut, customers have very limited access to try the Tonal machine. It’s only on display at Tonal’s flagship San Francisco store and is coming to a pop-up store in Newport Beach, Calif.
Orady tells TechCrunch the company needs new talent to help the company achieve its mission. Tonal is hiring and looking to hire in hardware, software, design, video production and marketing.
At-home exercise equipment is a massive market, and Tonal offers a unique set of features and advantages that should allow it to stand apart from competitors. This isn’t just another treadmill. Tonal is a strength-training super machine the size of a thick HDTV. Challenges abound, but the company seemingly has a solid plan to utilize its latest round of financing that should allow it to reach more customers and show them why the Tonal machine is worth the cost.
Powered by WPeMatico