Crowdfunding
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Building a business is hard; about 50% of businesses fail in the first five years. The early years of an entrepreneur’s journey can be difficult and lonely. When starting my digital services firm Fearless, I convinced my wife to rent out our home and move in with my mother so we could have an extra income while I built Fearless in my mother’s basement.
That was 10 years ago — Fearless now has over 115 employees.
That story of struggling to build a tech company and working out of a basement or garage until you “make it” is pretty common, but the barriers facing Black entrepreneurs make it harder to find success and support.
Research by the University of California, Santa Cruz states that minority-owned startups have access to less capital than their white counterparts. The right investors can offer more than just funding to early-stage companies; the connections those in the venture capitalist world have can bring an entrepreneur the new business, mentorship and employees needed to grow.
Venture capital firms like Harlem Capital and Black Angel Tech Fund are focused on changing the faces of entrepreneurship by diversifying their portfolio, but traditional venture capitalist funding is not the only way to grow your business.
There are other avenues and opportunities to get the support, financial and otherwise, to help build a successful company:
Equity crowdfunding: Similar to crowdfunding campaigns like GoFundMe or Kickstarter, equity crowdfunding allows nontraditional investors to support businesses and receive equity. Enabled through Title III of the 2012 JOBS Act’s Regulation CF, equity crowdfunding allows all companies to sell securities, whether in the form of equity in the company, debt, revenue shares, convertible notes and more. Equity crowdfunding platforms include WeFunder and LocalStake.
Mentor programs: Fearless was lucky enough to be accepted into the DoD Mentor-Protégé program early in our growth. As the oldest continuously operating federal mentor-protégé program in existence, the DoD program helped us establish and expand our footprint in the federal government contracting space. NewMe and Black Girl Ventures are two programs that specialize in mentorship for early-stage companies.
Become 8(a) certified: The federal government has a goal of awarding at least 5% of all federal contracting dollars to small, disadvantaged businesses each year. These businesses fall under the 8(a) classification. To qualify for the program, you must be a small business with 51% of ownership and control from U.S. citizens who are economically and socially disadvantaged and the owner’s adjusted gross income for three years is $250,000 or less.
The full definition of what counts as being economically and socially disadvantaged can be found in Title 13 Part 124 of the Code of Federal Regulations. Fearless has been classified as an 8(a) company for several years and we have been able to secure several contracts through the certification.
Tap into Small Business Administration resources: More than a million users visit SBA.gov to utilize tools like the SBA Business Guide and Lender Match site. By using the SBA website and reaching out to your local SBA office, you can make full use of the programs available and connect with business owners who can offer advice and mentorship.
Identify supportive bankers: Your business is your top priority and the people you engage with should view your company as a priority too. You need someone vested in your success who will advocate for you when you need them. If you meet with a banker and get a sense that you would be an account number instead of a person, then find another one. If you don’t have your banker’s personal cell phone number, and they aren’t willing to visit you at your business, then take a pass and find a true partner who supports you.
I am putting the call out to business owners and entrepreneurs who are further along in their journey to mentor and invest in Black-owned businesses. Think back on the support you received, and be that model for someone else. Or be the mentor that you wished you had when you were starting out. Take time to invest in other Black-owned tech companies or fund the programs that do. Share your knowledge and experience with Black tech leaders.
If there isn’t a resource hub for Black entrepreneurs in your city, create one. Fearless is a small company and we have still managed to help 13 new companies get off the ground through our accelerator program, Hutch.
Hutch is an intensive 12-month program that gives entrepreneurs a blueprint for building successful digital service firms, by empowering them with the tools, mentorship and peer support they need to have a lasting impact. We think of this program kind of like a home base for our entrepreneurs, providing them with a foundation of support so they can grow without getting lost amongst bigger companies in the industry.
Help create the spaces in your community that will foster innovation and business growth.
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Crowdfunding platform for startups Republic has acquired crowdfunding platform for games Fig, joining forces to help creators get their ideas off the ground. Users of each service will be happy to know they’ll continue as-is for the foreseeable future.
The model of publicly accessible micro-equity has proven an effective one, and both platforms have recent successes under their belts. Startups of a wide variety have raised hundreds of thousands on Republic, while Fig has had a great year with games like the critically acclaimed (and popular) Outer Wilds and What the Golf.
The scale of the sites is small compared with Kickstarter and Indiegogo, but the projects are more carefully curated and, although they are all crowdfunding platforms, the Republic/Fig model is different, awarding equity rather than product. Or in addition to product — who can resist wanting to have their own weird new Intellivision console?
The terms of the acquisition were not disclosed, but the general idea is to merge the two sites without compromising either. Ideally both will see an increased audience, and users will see an increased variety of projects to potentially back. Gaming is a growing area of investment, especially niche indie games that might be the next big unexpected hit, so Republic saw Fig as a natural extension of its existing platform.
“One of the best things going for Fig is how successful they’ve been in making positive returns for investors. Capital raised is used to develop the game, games are sold, and sales revenue is shared with investors,” said Republic Funding Portal CEO Chuck Pettid in a statement sent to TechCrunch. “Most private investments take 7-10 years for investors to get meaningful returns. Fig has accelerated that outcome and even boasts 3 straight years (2017, 2018 and 2019) of positive returns for investors. There isn’t another crowdfunding platform in the world that can say that.”
Fig’s CEO, Justin Bailey, will stay on as a board member at Republic and help guide the intelligent integration of the two sites.
“Fig will continue on and over time will slowly become a part of Republic,” he said. “Republic will keep the core parts of Fig’s community publishing platform and then add in its ingredients such as its commitment to diversity which will create an even stronger platform for indie game developers. In the end, Fig’s mission is to help support independent developers and making games possible that wouldn’t be.”
Both CEOs went out of their way to mention that the sites especially value underserved and underrepresented groups, which may find crowdfunding the only way to collect enough capital to pursue an idea. “More than half of the campaigns featured on Republic have come from underrepresented founders,” said Pettid. “In the past few years, the tech and video game industry has pushed the diversity message, but not enough is being done.”
Bailey noted that the pandemic has led to a major disruption of traditional investment methods. Crowdfunding is already successful, but in the modified post-coronavirus world it may be even more valid.
“Developers should always be rethinking how to raise funding,” he said. “Innovation and creative thinking leads to the best campaigns, and we will be there to assist them.”
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Fifty percent of families are scared they can’t cover the cost of a funeral. They end up overpaying because no one wants to comparison shop amidst a tragedy. That’s why ex-Googler Alison Johnston’s startup Ever Loved built a free funeral crowdfunding tool. Now it’s addressing one of the most expensive parts of saying goodbye: burial. Today Ever Loved launches its online marketplace for caskets, urns, headstones and memorial jewelry.
By sidestepping the overhead of a physical funeral home, Ever Loved can offer better prices while still earning a 10% margin. Its caskets cost 50% less than the average sold at a mortuary, according to the National Funeral Directors Association.
When I called a local San Francisco funeral home, the high markups came into focus. They quoted me $2,795 for a casket sold for $1,200 on Ever Loved.

“Most people don’t think to — or don’t want to — plan funerals in advance, which means that when someone passes away, the family is often scrambling,” Johnston tells me. “When this rush to make decisions is paired with extreme grief, many people don’t do anywhere close to the same amount of research as they would with another several-thousand-dollar purchase. When combined with the fact that most funeral homes don’t publish their prices online, it’s easy for families to spend much more than they need to.”
Johnston co-founded Ever Loved in late 2017 after a family member was diagnosed with terminal cancer. She discovered how few resources there were available for helping people plan and pay for funerals. She’d previously worked at Q&A app Aardvark through its acquisition by Google, then started online tutoring startup InstaEDU that eventually sold to Chegg. The consumer website building and e-commerce tools she’d grown used to weren’t available in the funeral industry, so she set out to build them. Ever Loved has raised seed funding from Social Capital and gone through Y Combinator.
Ever Loved co-founder and CEO Alison Johnston
“Tech too often merely makes life and work easier for those who already have it good,” she told me last year. “Tech that tempers tragedy is a welcome evolution for Silicon Valley.”
Ever Loved’s first focus was its funeral crowdfunding tool that let families ask the decedent’s loved ones to help contribute to offset the costs. Donors could leave a tip for Ever Loved, but otherwise it charged nothing beyond credit card processing fees. The tool was paired with a memorial website builder that families could use for distributing invites and collecting memories. Now Ever Loved is helping people plan thousands of funerals per month with revenue up nearly 20X year-over-year.
Now that it’s helping families raise money for remembrance services, Ever Loved wants to make sure they don’t get ripped off. The fact that there’s such low pricing transparency at funeral homes should clue you in that they try to pass off steep markups since customers might not have the energy to keep looking. “The average funeral home only helps with a funeral once every three days, meaning that many funeral homes need to charge high prices in order to cover their own fixed costs,” Johnston explains.
Remove the overhead costs and assist customers across geographies and there’s room for a strong business with more affordable prices. For example, a Stanford Blue Casket costs $990 on Ever Loved while one LA funeral home charges $1,600. The Last Supper Pieta Casket is $1,500 on Ever Loved but $6,580 from the funeral home. That funeral home had both of these listed under different names, further hindering the ability of customers to find a fair price.

Ever Loved can also more quickly adapt to the diversification of burial options. Between concerns about costs, land use, environmental impact and connection to family and nature, many are looking beyond caskets. Cremation became more popular than burial in the U.S. in 2017. Liquid cremation is now legal in 18 states, and Washington just began allowing body composting.
“We’re seeing a lot of independent providers popping up to do everything from turning your loved one’s ashes into a diamond ring to shooting their ashes into space to planting them under a tree in the forest,” says Johnston. Any single funeral home is unlikely to offer the breadth customers are looking for. “Our goal is to make all of your options available to you in an easily digestible format.”
Ever Loved’s business is protected by the FTC’s Funeral Rule that bars mortuaries from refusing or charging extra to handle a casket or urn purchased elsewhere. That means Ever Loved customers can combine shopping online with in-person memorial services from a local funeral home. Still, it’s a tough business. Startups like HaloLife, Clarity and After I Go have all shut down. Most others merely offer memorial sites, or funeral home search engines.

That means Ever Loved’s biggest competitors, beyond the standard just accepting the local mortuary’s prices, are Google and Amazon. Often they surface the same prices as Ever Loved with comparable shipping, though Google could sometimes find a slight discount by buying straight from the manufacturer, while Amazon was missing some top brands. Costco and Walmart sell funeral products too. But Johnston says “many people don’t feel like generic, mass-market stores are the appropriate place to purchase funeral products.” I agree it might feel disrespectful buying an urn from the same place you get toilet paper.
“We also put a huge focus on customer service, which you don’t get at Walmart, Costco or Amazon,” Johnston tells me. “When you’re grieving and spending thousands of dollars, we’ve found that this is very important.”
As the demographic planning funerals gets more tech-savvy over time and want personalized farewells rather than cookie-cutter conclusions, there’s a chance to change the status quo. Discussing death is becoming less taboo. Being smart about paying for it should too.
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For a seemingly tough pitch, Light has had little trouble getting noticed. The company has run two successful crowdfunding campaigns for a pair of minimalist phones designed to augment or replace the smartphone. Today the startup announced that it will be shipping the second version of the handset, which introduces a handful of features back into the product, like texting.
Ahead of the launch, we spoke to Light’s founders, Kaiwei Tang and Joe Hollier, about funding, feature glut and the future of the handset.
Brian Heater: The project essentially started as an in-house at Google, is that correct?
Kaiwei Tang: We met in 2014 in Google’s incubator called 30 Weeks. That’s where we met and started talking about Light Phone eventually.
Joe Hollier: 30 Weeks program was an experiment that came out of the Google creative lab, and their hypothesis was that if given the right resources, guidance, designers might be able to create new creative startups, and that designers should be on the founding table of companies.
So their hypothesis was that we as designers would be able to imagine a new startup in the software application space, and then through designing the end product, which is how the Google creative lab works, we’d be able to inspire the engineers and investors that we would need to make the product a reality.
Brian: What did you see in the market that wasn’t being fulfilled by countless different smartphone companies?
Joe: People were feeling overwhelmed by their smartphone and craving some escape, and we didn’t really see an escape.
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Educational guitar maker Loog returned to Kickstarter this week, some eight years after it first hitting the crowdfunding site. This fourth campaign from the company features a trio of instruments aimed at helping accelerating the learning process.
There are three models, each aimed at a different age group: the Loog Mini (ages 3+), Loog Pro (ages 8+) and Loog Pro VI (ages 12+). The latter of which is the company’s first guitar to sport the standard six strings (versus the three it usually offers).

All have a built-n speaker and amp, reducing the need for additional accessories for a kid’s first instrument. They’re also designed to work with the company’s app, which now utilizes augmented reality (guitAR, if you will), to overlay instructions when using the front facing camera on a mobile device. The are flash cards (for chords), videos and games on-board, as well.
The app also has a song book, featuring a wide variety of popular artists, ranging from The Beatles to Taylor Swift. Kids can slow down and mute tracks to play along karaoke-style, while recording themselves in the process.
Kickstarter prices start at $99 for the Mini, versus $150 at retail. The company keeps going back to the crowdfunding well, but the model has worked pretty well so far. Loog’s started to gain some traction in the music education world and, as evidence by its Kickstarter video, landed in the hands of a couple of actual rockstars in the process.
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Maker Faire and Maker Media are getting a second chance after suddenly going bankrupt, but they’ll return in a weakened capacity. Sadly, their flagship crafting festivals remain in jeopardy, and it’s unclear how long the reformed company can survive.
Maker Media suddenly laid off all 22 employees and shut down last month, as first reported by TechCrunch. Now its founder and CEO Dale Dougherty tells me he’s bought back the brands, domains, and content from creditors and rehired 15 of 22 laid off staffers with his own money. Next week, he’ll announce the relaunch of the company with the new name “Make Community“.
Read our story about how Maker Faire fell apart
The company is already working on a new issue of Make Magazine and the online archives of its do-it-yourself project guides will remain available. I hopes to keep publishing books. And it will continue to license the Maker Faire name to event organizers who’ve thrown over 200 of the festivals full of science-art and workshops in 40 countries. But Dougherty doesn’t have the funding to commit to producing the company-owned flagship Bay Area and New York Maker Faires any more.

“We’ve succeeded in just getting the transition to happen and getting Community set up” Dougherty tells me. But sounding shaky, he asks “Can I devise a better model to do what we’ve been doing the past 15 years? I don’t know if I have the answer yet.” Print publishing proved tougher and tougher recently. Combined with declining corporate sponsorships of the main events, Maker Media was losing too much money to stay afloat last time.
“On June 3rd, we basically stopped doing business. And, you know, the bank froze our accounts” Dougherty said at a meetup he held in Oakland to take feedback on his plan, according a recording made by attendee Brian Benchoff. Grasping for a way to make the numbers work, he told the small crowd gathered “I’d be happy if someone wanted to take this off my hands.”
Maker Faire [Image via Maker Faire Instagram]
For now, Dougherty is financing the revival himself “with the goal that we can get back up to speed as a business, and start generating revenue and a magazine again. This is where the community support needs to come in because I can’t fund it for very long.”
Maker Faire founder and Make Community CEO Dale Dougherty
The immediate plan is to announce a new membership model next week at Make.co where hobbyists and craft-lovers can pay a monthly or annual fee to become patrons of Make Community. Dougherty was cagey about what they’ll get in return beyond a sense of keeping alive the organization that’s held the maker community together since 2005. He does hope to get the next Make Magazine issue out by the end of summer or early fall, and existing subscribers should get it in the mail.
The company is still determining whether to move forward as a non-profit or co-op instead of as a venture-backed for-profit as before. “The one thing i don’t like about non-profit is that you end up working for the source you got the money from. You dance to their tune to get their funding” he told the meetup.
Last time, he burned through $10 million in venture funding from Obvious Ventures, Raine Ventures, and Floodgate. That could make VCs weary of putting more cash into a questionable business model. But if enough of the 80,000 remaining Make Magazine subscribers, 1 million YouTube followers, and millions who’ve attended Maker Faire events step up, pehaps the company can find surer footing.
“I hope this is actually an opportunity not just to revive what we do but maybe take it to a new level” Dougherty tells me. After all, plenty of today’s budding inventors and engineers grew up reading Make Magazine and being awestruck by the massive animatronic creations featured at its festivals.
Audibly peturbed, the founder exclaimed at his community meetup “It frustrates the heck out of me thinking that I’m the one backing up Maker Faire when there’s all these billionaires in the valley.”

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Meme creators have never gotten their fair share. Remixed and reshared across the web, their jokes prop up social networks like Instagram and Twitter that pay back none of their ad revenue to artists and comedians. But 300 million monthly user meme and storytelling app Imgur wants to pioneer a way to pay creators per second that people view their content.
Today Imgur announces that it’s raised a $20 million venture equity round from Coil, a micropayment tool for creators that Imgur has agreed to build into its service. Imgur will eventually launch a premium membership with exclusive features and content reserved for Coil subscribers.
Users pay Coil a fixed monthly fee, install its browser extension, the Interledger protocol is used to route assets around, and then Coil pays creators dollars or XRP tokens per second that the subscriber spends consuming their content at a rate of 36 cents per hour. Imgur and Coil will earn a cut too, diversifying the meme network’s revenue beyond ads.

“Imgur began in 2009 as a gift to the internet. Over the last 10 years we’ve built one of the largest, most positive online communities, based on our core value to ‘give more than we take’” says Alan Schaaf, founder and CEO of Imgur. The startup bootstrapped for its first five years before raising a $40 million Series A from Andreessen Horowitz and Reddit. It’s grown into the premier place to browse ‘meme dumps’ of 50+ funny images and GIFs, as well as art, science, and inspirational tales. With the same unpersonalized homepage for everyone, it’s fostered a positive community unified by esoteric inside jokes.
While the new round brings in fewer dollars, Schaaf explains that Imgur raised at a valuation that’s “higher than last time. Our investors are happy with the valuation. This is a really exciting strategic partnership.” Coil founder and CEO Stefan Thomas who was formerly the CTO of cryptocurrency company Ripple Labs will join Imgur’s board. Coil received the money it’s investing in Imgur from Ripple Labs’ Xpring Initiative, which aims to fund proliferation of the Ripple XRP ecosystem, though Imgur received US dollars in the funding deal.
Thomas tells me that “There’s no built in business model” as part of the web. Publishers and platforms “either make money with ads or with subscriptions. The problem is that only works when you have huge scale” that can bring along societal problems as we’ve seen with Facebook. Coil will “hopefully offer a third potential business model for the internet and offer a way for creators to get paid.”

Founded last year, Coil’s $5 per month subscription is now in open beta, and it provides extensions for Chrome and Firefox as it tries to get baked into browsers natively. Unlike Patreon where you pick a few creators and choose how much to pay each every month, Coil lets you browse content from as many creators as you want and it pays them appropriately. Sites like Imgur can code in tags to their pages that tell Coil’s Web Monetization API who to send money to.
The challenge for Imgur will be avoiding the cannibalization of its existing content to the detriment of its non-paying users who’ve always known it to be free. “We’re in the business of making the internet better. We do not plan on taking anything away for the community” Schaaf insists. That means it will have to recruit new creators and add bonus features that are reserved for Coil subscribers without making the rest of its 300 million users feel deprived.
It’s surprising thT meme culture hasn’t spawned more dedicated apps. Decade-old Imgur precedes the explosion in popularity of bite-sized internet content. But rather than just host memes like Instagram, Imgur has built its own meme creation tools. If Imgur and Coil can prove users are willing to pay for quick hits of entertainment and creators can be fairly compensated, they could inspire more apps to help content makers turn their passion into a profession…or at least a nice side hustle.
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This week on Extra Crunch, I am exploring innovations in inclusive housing, looking at how 200+ companies are creating more access and affordability. Yesterday, I focused on startups trying to lower the costs of housing, from property acquisition to management and operations.
Today, I want to focus on innovations that improve housing inclusion more generally, such as efforts to pair housing with transit, small business creation, and mental rehabilitation. These include social impact-focused interventions, interventions that increase income and mobility, and ecosystem-builders in housing innovation.
Nonprofits and social enterprises lead many of these innovations. Yet because these areas are perceived to be not as lucrative, fewer technologists and other professionals have entered them. New business models and technologies have the opportunity to scale many of these alternative institutions — and create tremendous social value. Social impact is increasingly important to millennials, with brands like Patagonia having created loyal fan bases through purpose-driven leadership.
While each of these sections could be their own market map, this overall market map serves as an initial guide to each of these spaces.

These innovations address:
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In this section of my exploration into innovation in inclusive housing, I am digging into the 200+ companies impacting the key phases of developing and managing housing.
Innovations have reduced costs in the most expensive phases of the housing development and management process. I explore innovations in each of these phases, including construction, land, regulatory, financing, and operational costs.

This is one of the top three challenges developers face, exacerbated by rising building material costs and labor shortages.
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Housing is big money. The industry has trillions under management and hundreds of billions under development.
And investors have noticed the potential. Opendoor raised nearly $1.3 billion to help homeowners buy and sell houses more quickly. Katerra raised $1.2 billion to optimize building development and construction, and Compass raised the same amount to help brokers sell real estate better. Even Amazon and Airbnb have entered the fray with high-profile investments.
Amidst this frenetic growth is the seed of the next wave of innovation in the sector. The housing industry — and its affordability problem — is only likely to balloon. By 2030, 84% of the population of developed countries will live in cities.
Yet innovation in housing lags compared to other industries. In construction, a major aspect of housing development, players spend less than 1% of their revenues on research and development. Technology companies, like the Amazons of the world, spend nearly 10% on average.
Innovations in older, highly regulated industries, like housing and real estate, are part of what Steve Case calls the “third wave” of technology. VCs like Case’s Revolution Fund and the SoftBank Vision Fund are investing billions into what they believe is the future.
These innovations are far from silver bullets, especially if they lack involvement from underrepresented communities, avoid policy and ignore distributive questions about who gets to benefit from more housing.
Yet there are hundreds of interventions reworking housing that cannot be ignored. To help entrepreneurs, investors and job seekers interested in creating better housing, I mapped these innovations in this package of articles.
To make sense of this broad field, I categorize innovations into two main groups, which I detail in two separate pieces on Extra Crunch. The first (Part 1) identifies the key phases of developing and managing housing. The second (Part 2) section identifies interventions that contribute to housing inclusion more generally, such as efforts to pair housing with transit, small business creation and mental rehabilitation.
Unfortunately, many of these tools don’t guarantee more affordability. Lowering acquisition costs, for instance, doesn’t mean that renters or homeowners will necessarily benefit from those savings. As a result, some tools likely need to be paired with others to ensure cost savings that benefit end users — and promote long-term affordability. I detail efforts here so that mission-driven advocates as well as startup founders can adopt them for their own efforts.
Today:
Coming Tomorrow:

Please feel free to let me know what else is exciting by adding a note to your LinkedIn invite here.
If you’re excited about this topic, feel free to subscribe to my future of inclusive housing newsletter by viewing a past issue here.
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