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What we can learn from edtech startups’ expansion efforts in Europe
It’s a story common to all sectors today: investors only want to see ‘uppy-righty’ charts in a pitch. However, edtech growth in the past 18 months has ramped up to such an extent that companies need to be presenting 3x+ growth in annual recurring revenue to even get noticed by their favored funds.
Some companies are able to blast this out of the park — like GoStudent, Ornikar and YouSchool — but others, arguably less suited to the conditions presented by the pandemic, have found it more difficult to present this kind of growth.
One of the most common themes Brighteye sees in young companies is an emphasis on international expansion for growth. To get some additional insight into this trend, we surveyed edtech firms on their expansion plans, priorities and pitfalls. We received 57 responses and supplemented it with interviews of leading companies and investors. Europe is home 49 of the surveyed companies, six are based in the U.S., and three in Asia.
Going international later in the journey or when more funding is available, possibly due to a VC round, seems to make facets of expansion more feasible. Higher budgets also enable entry to several markets nearly simultaneously.
The survey revealed a roughly even split of target customers across companies, institutions and consumers, as well as a good spread of home markets. The largest contingents were from the U.K. and France, with 13 and nine respondents respectively, followed by the U.S. with seven, Norway with five, and Spain, Finland, and Switzerland with four each. About 40% of these firms were yet to foray beyond their home country and the rest had gone international.
International expansion is an interesting and nuanced part of the growth path of an edtech firm. Unlike their neighbors in fintech, it’s assumed that edtech companies need to expand to a number of big markets in order to reach a scale that makes them attractive to VCs. This is less true than it was in early 2020, as digital education and work is now so commonplace that it’s possible to build a billion-dollar edtech in a single, larger European market.
But naturally, nearly every ambitious edtech founder realizes they need to expand overseas to grow at a pace that is attractive to investors. They have good reason to believe that, too: The complexities of selling to schools and universities, for example, are widely documented, so it might seem logical to take your chances and build market share internationally. It follows that some view expansion as a way of diversifying risk — e.g. we are growing nicely in market X, but what if the opportunity in Y is larger and our business begins to decline for some reason in market X?
International expansion sounds good, but what does it mean? We asked a number of organizations this question as part of the survey analysis. The responses were quite broad, and their breadth to an extent reflected their target customer groups and how those customers are reached. If the product is web-based and accessible anywhere, then it’s relatively easy for a company with a good product to reach customers in a large number of markets (50+). The firm can then build teams and wider infrastructure around that traction.
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Two European companies are mapping a future service for direct air capture to sequestration of CO2
The Swiss-based, venture capital-backed, direct air capture technology developer Climeworks is partnering with a joint venture between the government of Norway and massive European energy companies to map the pathway for a business that could provide not only the direct capture of carbon dioxide emissions from air, but the underground sequestration and storage of those emissions.
The deal could pave the way for a new business that would offer carbon capture and sequestration services to commercial enterprises around the world, if the joint venture between Climeworks and the newly formed Northern Lights company is successful. It would mean the realization of a full-chain carbon dioxide removal service that the two companies called a necessary component of the efforts to reverse global climate change.
Northern Lights was incorporated in March as a joint venture between Equinor, Shell and Total to provide processing, transportation and underground sequestration services for captured carbon dioxide emissions. The business is one of the lynchpins in the Norwegian government’s efforts to capture and store carbon emissions safely underground under a plan called The Longship Project.
“There is growing awareness of the need to build capacity to remove CO2 from the atmosphere to achieve net zero by 2050. We are enthusiastic about this collaboration with Climeworks. Combined with safe and permanent storage, direct air capture has the potential to get the carbon cycle back in balance,” said Børre Jacobsen, the managing director of Northern Lights, in a statement.
The two companies are hoping to prove that Northern Lights facilities combined with Climeworks direct air capture technologies can prove to be a part of a push toward negative emissions technologies that allow companies in non-industrial sectors to become either carbon neutral or carbon negative.
There are a number of caveats to the project, which reveal both the potential promise and pitfalls of direct air capture initiatives and sequestration and monitoring projects.
The first issue is the need to set a global price for carbon dioxide emissions that would make the projects economically viable.
“There is one legislation worldwide that is paying for direct air capture of CO2 and that is the Low Carbon Fuel Standard in California,” said Christoph Gelbad, the co-chief executive and co-founder of Climeworks. “It’s paying up to $200 per ton… this price range is the price range that will be needed to make this full chain, really going from the atmosphere to direct air capture to underground storage and monitoring. That will be the price range needed to build up the infrastructure and finance it.”
A breakdown of the costs associated with different carbon capture technologies. Image Credit: Climeworks
That price is on the highest end of any that world leaders have discussed as a potential cost for carbon-emitting industries (and it’s well below the price that China has set for carbon emissions, which is important to note, given the scale of China’s contribution to the production of greenhouse gases that cause global warming).
Beyond any pricing concerns associated with making these direct air carbon capture and storage solutions viable, there’s the scale at which these projects would need to be developed to make a real dent in global emissions.
Here again, Gelbad offers a clear-eyed assessment of his company’s capabilities and the size of the problem.
“The numbers given by science 10 to 20 billion tons of CO2 for removal,” Gelbad said. “Direct Air Capture will need to grow at a gigaton scale. This [potential] site will be in the megaton scale. [But] this is the range where our journey together with Northern Lights definitely could go. We see it going into the megaton ranges.”
Climeworks uses renewable energy and waste heat to power modular collectors that can be stacked into machines at any size. The only limit to the company’s ability to capture carbon dioxide is the availability of power, according to Gelbad.
The company already has a collaboration with an Icelandic company called Carbfix, where the Climeworks technology is used to capture carbon dioxide and store it in mineralized basalt. The company said in a statement that it’s looking globally for other opportunities for permanent carbon dioxide storage and that the Northern Lights solution of deep geological sequestration in an offshore saline aquifer under the North Sea represents an ideal alternative site.
To develop its technology, Climeworks has raised more than $150 million from investors, including the Swiss lender Zuercher Kantonalbank.
For its part, Northern Lights is already planning on capturing carbon dioxide from industrial point sources in the Oslo region, which will then be shipped to an onshore terminal on the Norwegian coast. A facility there will transport the liquefied carbon dioxide by pipeline to an offshore storage location 1.62 miles below the seabed in the North Sea.
“Northern Lights is offering carbon capture and sequestration as a service. From the idea of doing this project and from the early days of working with the ministry … my biggest surprise was the level of interest in [carbon capture and sequestration] among emitters in Europe,” said Jacobsen. “This awareness. This interest. And the need to find a solution is accelerating. We are talking about what are the possibilities and what are the solutions. Northern Lights offers a great part of the value chain.”
Some companies are already interested in becoming early customers for the project, Jacobsen said. “We have a number of MOUs and confidentiality agreements with customers and letters of support. Big interest in discussing with us. The key will be that we have to bring conversations into agreements so that we can bring this business forward.”
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Planning 500,000 charging points for EVs by 2025, Shell becomes the latest company swept up in EV charging boom
Shell’s plan to roll out 500,000 electric charging stations in just four years is the latest sign of an EV charging infrastructure boom that has prompted investors to pour cash into the industry and inspired a few companies to become public companies in search of the capital needed to meet demand.
Since the beginning of the year, three companies have been acquired by special purpose acquisition vehicles and are on a path to go public, while a third has raised tens of millions from some of the biggest names in private equity investing for its own path to commercial viability.
The SPAC attack began in September when an electric vehicle charging network ChargePoint struck a deal to merge with special purpose acquisition company Switchback Energy Acquisition Corporation, with a market valuation of $2.4 billion. The company’s public listing will debut February 16 on the New York Stock Exchange.
In January, EVgo, an owner and operator of electric vehicle charging infrastructure, agreed to merge with the SPAC Climate Change Crisis Real Impact I Acquisition for a valuation of $2.6 billion — a huge win for the company’s privately held owner, the power development and investment company LS Power. LS Power and EVgo management, which today own 100% of the company, will be rolling all of its equity into the transaction. Once the transaction closes in the second quarter, LS Power and EVgo will hold a 74% stake in the newly combined company.
One more deal soon followed. Volta Industries agreed to merge this month with Tortoise Acquisition II, a tie-up that would give the charging company named after battery inventor Alessandro Volta a $1.4 billion valuation. The deal sent shares of the SPAC company, trading under the ticker SNPR, rocketing up 31.9% in trading earlier this week to $17.01. The stock is currently trading around $15 per share.
Not to be outdone, private equity firms are also getting into the game. Riverstone Holdings, one of the biggest names in private equity energy investment, placed its own bet on the charging space with an investment in FreeWire. That company raised $50 million in a new round of funding earlier this year.
“The writing is on the wall and the investors have to take the time. There’s been a flight out of the traditional investment opportunities in markets,” said FreeWire chief executive Arcady Sosinov, in an interview. “There’s been a flight out of the oil and gas companies and out of the traditional utilities. You have to look at other opportunities… This is going to be the largest growth opportunity of the next 10 years.”
FreeWire deploys its infrastructure with BP currently, but the company’s charging technology can be rolled out to fast food companies, post offices, grocery stores or anywhere people go and spend somewhere between 20 minutes and an hour. With the Biden administration’s plan to boost EV adoption in federal fleets, post offices actually represent another big opportunity for charging networks, Sosinov said.
“One of the reasons we find electrification of mobility so attractive is because it’s not if or how, it’s when,” said Robert Tichio, a partner at Riverstone in charge of the firm’s ESG efforts. “Penetration rates are incredibly low… compare that to Norway or Northern Europe. They have already achieved double-digit percentages.”
A recent Super Bowl commercial from GM featuring Will Farrell showed just how far ahead Norway is when it comes to electric vehicle adoption.
“The demands on capital in the electrification of transport will begin to approach three quarters of a trillion annually,” Tichio said. “The short answer to your question is that the needs for capital now that we have collectively, politically, socially economically come to a consensus in terms of where we’re going and we couldn’t say that 18 months ago is going to be at a tipping point.”
Shell already has electric vehicle charging infrastructure that it has deployed in some markets. Back in 2019 the company acquired the Los Angeles-based company Greenlots, an EV charging developer. And earlier this year Shell made another move into electric vehicle charging with the acquisition of Ubitricity in the U.K.
“As our customers’ needs evolve, we will increasingly offer a range of alternative energy sources, supported by digital technologies, to give people choice and the flexibility, wherever they need to go and whatever they drive,” said Mark Gainsborough, executive vice president, New Energies for Shell, in a statement at the time of the Greenlots acquisition. “This latest investment in meeting the low-carbon energy needs of US drivers today is part of our wider efforts to make a better tomorrow. It is a step towards making EV charging more accessible and more attractive to utilities, businesses and communities.”
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EV charging stations, biofuels, the hydrogen transition and chemicals are pillars of Shell’s climate plan
Royal Dutch Shell Group, one of the largest publicly traded oil producers in the world, just laid out its plan for how the company will survive in a zero-emission, climate conscious world.
It’s a plan that rests on five main pillars that include the massive rollout of electric vehicle charging stations; a greater emphasis on lubricants, chemicals and biofuels; the development of a significantly larger renewable energy generation portfolio and carbon offset plan; the continued development of hydrogen and natural gas assets while slashing oil production by 1% to 2% per year; and investing heavily in carbon capture and storage.
These categories cut across the company’s business operations and represent one of the most comprehensive (if high level) plans from a major oil company on how to keep their industry from becoming the next victim of the transition to low emission (and eventually) zero emission energy and power sources (I’m looking at you, coal industry).
“Our accelerated strategy will drive down carbon emissions and will deliver value for our shareholders, our customers and wider society,” said Royal Dutch Shell Chief Executive Officer Ben van Beurden in a statement.
To keep those shareholders from abandoning ship, the company also committed to slashing costs and boosting its dividend per share by around 4% per year. That means giving money back to investors that might have been spent on expensive oil and gas exploration operations. The company also committed to pay down its debt and make its payouts to shareholders 20% to 30% of its cash flow from operations. That’s… very generous.
Image Credits: Bryce Durbin
The Plan
Shell is a massive business with more than 1 million commercial and industrial customers and about 30 million customers coming to its 46,000 retail service stations daily, according to the company’s own estimates. The company organized its thinking around what it sees as growth opportunities, energy transition opportunities and then the gradual obsolescence of its upstream drilling and petroleum production operations.
In what it sees as areas for growth, Shell intends to invest around $5 billion to $6 billion to its initiatives, including the development of 500,000 electric vehicle charging locations by 2025 (up from 60,000 today) and an attendant boost in retail and service locations to facilitate charging.
The company also said it would be investing heavily in the expansion of biofuels and renewable energy generation and carbon offsets. The company wants to generate 560 terawatt hours a year by 2030, which is double the amount of electricity it generates today. Expect to see Shell operate as an independent power producer that will provide renewable energy generation as a service to an expected 15 million retail and commercial customers.
Finally the company sees the hydrogen economy as another area where it can grow.
In places where Shell already has assets that can be transitioned to the low carbon economy, the company’s going to be doubling down on its bets. That means zero emission natural gas production and a trebling down on chemicals manufacturing (watch out Dow and BASF). That means more recycling as well, as the company intends to process 1 million tons of plastic waste to produce circular chemicals.
Upstream, which was the heart of the oil and gas business for years, the company said it would “focus on value over volume” in a statement. What that means in practice is looking for easier, low-cost wells to drill (something that points to the continued importance of the Middle East in the oil economy for the foreseeable future). The company expects to reduce its oil production by around 1% to 2% per year. And the company’s going to be investing in carbon capture and storage to the tune of 25 million tons per year through projects like the Quest CCS development in Canada, Norway’s Northern Lights project and the Porthos project n the Netherlands.
“We must give our customers the products and services they want and need – products that have the lowest environmental impact,” van Beurden said in a statement. “At the same time, we will use our established strengths to build on our competitive portfolio as we make the transition to be a net-zero emissions business in step with society.”
Money or finance green pattern with dollar banknotes. Banking, cashback, payment, e-commerce. Vector background. Image Credits: Svetlana Borovkova / Getty Images
Money talk
For the company to survive in a world where revenues from its main business are cut, it’s also going to be keeping operating expenses down and will be looking to sell off big chunks of the business that no longer make sense.
That means expenses of no more than $35 billion per year and sales of around $4 billion per year to keep those dividends and cash to investors flowing.
“Over time the balance of capital spending will shift towards the businesses in the Growth pillar, attracting around half of the additional capital spend,” the company said. “Cash flow will follow the same trend and in the long term will become less exposed to oil and gas prices, with a stronger link to broader economic growth.”
Shell set targets for reducing its carbon intensity as part of the pay that’s going to all of the company’s staff and those targets are… eye opening. It’s looking at reductions in carbon intensity of 6-8% by 2023, 20% by 2030, 45% by 2035 and 100% by 2050, using a baseline of 2016 as its benchmark.
The company said that its own carbon emissions peaked in 2018 at 1.7 giga-tons per year and its oil production peaked in 2019.
The context
Shell’s not taking these steps because it wants to, necessarily. The writing is on the wall that unless something dramatic is done to stop fossil fuel pollution and climate change, the world faces serious consequences.
A study released earlier this week indicated that air pollution from fossil fuels killed 18% of the world’s population. That means burning fossil fuels is almost as deadly as cancer, according to the study from researchers led by Harvard University.
Beyond the human toll directly tied to fossil fuels, there’s the huge cost of climate change, which the U.S. estimated could cost $500 billion per year by 2090 unless steps are taken to reverse course.
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Panasonic explores a European battery deal with Norway’s largest energy and industrial companies
Panasonic, one of the world’s largest manufacturers of lithium-ion batteries, has signed a preliminary agreement with the Nordic energy company Equinor and engineering and industrial company Norsk Hydro to collaborate on building a battery business in Northern Europe.
The three companies said that over the coming months they’ll work to assess the market for lithium-ion batteries in Europe and explore the potential for building a big battery business in Norway.
“This collaboration combines Panasonic’s position as an innovative technology company and leader in lithium-ion batteries, with the deep industrial experience of Equinor and Hydro, both strong global players, to potentially pave the way for a robust and sustainable battery business in Norway,” said Mototsugu Sato, executive vice president of Panasonic, in a statement. “We are pleased to enter into this initiative to explore implementing sustainable, highly advanced technology and supply chains to deliver on the exacting needs of lithium-ion battery customers and support the renewable energy sector in the European region.”
As part of the agreement, the companies will explore the potential for an integrated battery value chain and for co-locating supply chain partners, according to a statement.
Panasonic is running neck and neck with LG Chem to be the leading supplier of batteries for electric vehicles in the world. The company’s main customers for batteries are Tesla and Toyota, while LG counts automakers including General Motors, Groupe Renault, Hyundai, Ford Motor Company and Volvo as its main customers.
Panasonic’s push into Northern Europe alongside two big regional players in hydrocarbons and renewable energy is a sign of the potential that exists in the European market beyond automotive.
“Our companies seek to be leaders in the energy transition. The creation of this world-class battery partnership demonstrates Equinor’s ambition to become a broad energy company,” said Al Cook, executive vice president of Global Strategy & Business Development at Equinor, in a statement. “We believe that battery storage will play an increasingly important role in bringing energy systems to net zero emissions. By pooling our different areas of energy expertise, our companies will seek to create a battery business that is profitable, scalable and sustainable.”
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Apple unveils iOS 14 and macOS Big Sur features for India, China and other international markets
Apple will roll out a range of new features and improvements that are aimed at users in India, China and other international markets with its yearly updates to iOS, iPadOS, and macOS operating systems, it unveiled today.
iOS 14, which is rolling out to developers today and will reach general users later this year, introduces new bilingual dictionaries to support French and German; Indonesia and English; Japanese and Simplified Chinese; and Polish and English. For its users in China, one of Apple’s biggest overseas markets, the iPhone-maker said the new operating system will introduce support for Wubi keyboard.
For users in India, Apple is adding 20 new document fonts and upgrading 18 existing fonts with “more weights and italics” to give people greater choices. For those living in the world’s second largest internet market, Mail app now supports email addresses in Indian script.
Apple said it will also deliver a range of additional features for India, building on the big momentum it kickstarted last year.
Messages now feature corresponding full-screen effects when users send greetings such as “Happy Holi” in one of the 23 Indian local languages.
More interestingly, iOS 14 will include smart downloads, which will allow users in India to download Indian Siri voices and software updates as well as download and stream Apple TV+ shows over cellular networks — a feature that is not available elsewhere in the world.
The feature further addresses the patchy networks that are prevalent in India — despite major improvements in recent years. Last year, Apple beamed a feature for users in India that enabled users in the nation to set an optimized time of the day in on-demand streaming apps such as Hotstar and Netflix for downloading videos.
New improvements further shows Apple’s growing focus on India, the world’s second largest smartphone market. Apple chief executive Tim Cook said earlier this year that the company will launch its online store in the country later this year, and open its first physical store next year. A source familiar with the matter told TechCrunch last month that the global pandemic had not affected the plan.
iOS 14 will also allow users in Ireland and Norway to utilize the autocorrection feature as the new update adds support for Irish Gaelic and Norwegian Nynorsk. And there’s also a redesigned Kana keyboard for Japan, which will enable users there to type numbers with repeated digits more easily on the redesigned Numbers and Symbols plane.
All the aforementioned features — except email addresses in Indian script in Mail and smart downloads for users in India — will also ship with iPadOS 14. And the aforementioned new bilingual dictionaries, new fonts for India, and localized messages are coming to macOS Big Sur.
Additionally, Apple says on the desktop operating system it has also enhanced predictive input for Chinese and Japanese results in more accurate and contextual predictions.
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SoftBank-backed Getaround is raising $200M at a $1.5B+ valuation
Getaround, a used car marketplace and winner of TechCrunch Disrupt New York Battlefield 2011, will enter the unicorn club with a roughly $200 million equity financing.
The deal values Getaround, founded in 2009, at $1.7 billion, according to an estimate provided by PitchBook. Getaround declined to comment, citing internal policy on “funding speculation.”
“Getaround and our investors work closely together on our growth strategy, and we’ll definitely plan to share more when we’re ready,” a spokesperson said in response to TechCrunch’s inquiry Thursday morning.
The news follows the company’s $300 million acquisition of Drivy, a Paris-headquartered car-sharing startup that operates in 170 European cities.
Getaround closed a Series D funding of $300 million last year, a round led by SoftBank with participation from Toyota Motor Corporation. Existing investors in the business, which allows its some 200,000 members to rent and unlock vehicles from their mobile phones at $5 per hour, include Menlo Ventures and SOSV.
Assuming an upcoming $200 million infusion, Getaround has raised more than $600 million in equity funding to date.
Whether SoftBank has participated in Getaround’s latest financing is unknown. The business is an active investor in the carsharing market, with investments in Chinese ride-hailing business Didi Chuxing, Uber and autonomous driving company Cruise. We’ve reached out to SoftBank for comment.
In conversation with TechCrunch last year, Getaround co-founder Sam Zaid emphasized SoftBank’s capabilities as a mobility investor: “What we really liked about [SoftBank] was they take a really long view on things,” he said. “So they were very good about thinking about the future of mobility, and we have a common kind of vision of every car becoming a shared car.”
Getaround was expected to expand into international markets with its previous fundraise. Indeed, the company has moved into France, Germany, Spain, Austria, Belgium and the U.K. where it operates under the brand “Drivy by Getaround,” and in Norway under the “Nabobil” brand.
The business initially launched its car-sharing service in 2011, relying on gig workers who can list their cars on the Getaround marketplace for $500 to $1,000 a month in payments, depending on how often their cars are rented.
Since Getaround entered the market, however, a number of competitors have entered the space with similar business models. Turo and Maven, for example, have both emerged to facilitate car rental with backing from top venture capital funds.
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Opera’s VPN returns to its Android browser
Opera had a couple of tumultuous years behind it, but it looks like the Norwegian browser maker (now in the hands of a Chinese consortium) is finding its stride again and refocusing its efforts on its flagship mobile and desktop browsers. Before the sale, Opera offered a useful stand-alone and built-in VPN service. Somehow, the built-in VPN stopped working after the acquisition. My understanding is that this had something to do with the company being split into multiple parts, with the VPN service ending up on the wrong side of that divide. Today, it’s officially bringing this service back as part of its Android app.
The promise of the new Opera VPN in Opera for Android 51 is that it will give you more control over your privacy and improve your online security, especially on unsecured public WiFi networks. Opera says it uses 256-bit encryption and doesn’t keep a log or retain any activity data.
Since Opera now has Chinese owners, though, not everybody is going to feel comfortable using this service, though. When I asked the Opera team about this earlier this year at MWC in Barcelona, the company stressed that it is still based in Norway and operates under that country’s privacy laws. The message being that it may be owned by a Chinese consortium but that it’s still very much a Norwegian company.
If you do feel comfortable using the VPN, though, then getting started is pretty easy (I’ve been testing in the beta version of Opera for Android for a while). Simply head to the setting menu, flip the switch, and you are good to go.
“Young people are being very concerned about their online privacy as they increasingly live their lives online, said Wallman. “We want to make VPN adoption easy and user-friendly, especially for those who want to feel more secure on the Web but are not aware on how to do it. This is a free solution for them that works.”
What’s important to note here is that the point of the VPN is to protect your privacy, not to give you a way to route around geo-restrictions (though you can do that, too). That means you can’t choose a specific country as an endpoint, only ‘America,’ ‘Asia,’ and ‘Europe.’
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Only in Norway: Fish food company wins startup pitch competition
Imagine for a moment that you are a tech journalist. You’re traveling to Norway, a country dear to your heart, and you really want to come back reporting positive news about the startup scene there. You are invited, among other things, to the final round of a pitch competition. The winning company, MiniPro, doesn’t have an internet presence. At all. Its product? Baby food for… Read More
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