Reid Hoffman
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You’ve probably learned from Reid Hoffman before, either through his inventions, investments or inspirational words. The entrepreneur is the co-founder of LinkedIn, a partner at Greylock and the author of a new book based off of his hit podcast, Masters of Scale.
His storied past makes him chock-full of interesting anecdotes and lessons, which is why we’re excited to have him back on the TechCrunch Disrupt stage happening next week from September 21-23. I’ll sit down with him to learn about his perspective on some of the biggest tensions that entrepreneurs face today. Hoffman’s advice is often fueled by his raw conversations with top tech CEOs and founders, so we’ll broaden access to his speed-dial list to understand how even his own perceptions on blitzscaling, growth and entrepreneurship are changing amid the pandemic. As I explained in my review of his new book, his words read like a well-networked mentor giving you a pep talk — so even if you’re not building a startup, there will be useful lessons to learn just by listening.
Here’s how it impacted my interview process, for example:
While press wasn’t a main character in the book, “Master of Scale” has already changed my perspective on how I interview founders. Lessons from Tristan Walker made me want to ask more questions about founders, and their most controversial beliefs, rather than how they plan to spend their new round of funding. A note from Andrés Ruzo made me realize that a startup that makes too much sense might be a comfortable read, but it might not be a moonshot that disrupts the world; in other words, pursue the startups that have too much seemingly foolish ambition — because they may be where the best strides, and stories, are made. Finally, it confirmed my belief that the best litmus test for a founder is if they are willing to talk about the hardships ahead of them in an honest, humble way.
OK, that’s all I’m hinting. Join me at Disrupt, where I’ll put Hoffman on the hot seat, balance out the cheerfulness with some cynical takes and push him to explain what his inevitable next book is about. Buy your tickets to TechCrunch Disrupt using this link, or use promo code “MASCARENHAS20” for a little discount from me.
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Joby Aviation is now public, 12 years after JoeBen Bevirt founded the company at his ranch in the Santa Cruz mountains. The air taxi developer began trading on the New York Stock Exchange on Wednesday under the ticker symbol “JOBY,” after completing a merger with special purpose acquisition company Reinvent Technology Partners.
As of 10:00 AM ET, the price per share was at $11.01, up 9.8% from its prior-day closing amount.
Joby’s post-transaction valuation now stands at $4.5 billion, the largest in the industry. It also now has the highest cash balance. All told, Joby has around $1.6 billion in total capital to take its air taxi operations to commercialization in 2024. That includes $835 million of private-investment-in-public-equity, as well as more than $500 million of capital on the balance sheet.
RTP reported to the Securities and Exchange Commission that around 63% of the 69 million ordinary shares were redeemed prior to the public trading debut, giving Joby access to $255 million out of the $690 million of cash held in trust from the blank-check firm.
We have been working for over a decade to get our technology ready for market and are excited to take this moment to celebrate our achievements so far. #nyse #experiencesquare #eVTOL @NYSE pic.twitter.com/XlpxXiA1Pa
— Joby Aviation (@jobyaviation) August 11, 2021
It’s a sizable amount, but creating an entirely new form of transportation is a capital-intensive business. Joby’s executive chairman Paul Sciarra told TechCrunch he thinks $1.6 billion will be enough to prepare the company for launch.
“We think that’s enough to execute on the things that matter over the next few years, and those are […] one, ensuring that we execute on the certification program; two, showing we can demonstrate our ability to repeatedly manufacturing these aircraft in a certifiable way; and then third and finally, the opportunity to lay the groundwork for commercial launch,” Sciarra said.
Joby is developing a five-seat electric vertical take-off and landing aircraft, which it unveiled to much anticipation in February. The company, which has backing from Toyota and JetBlue, has released a slew of announcements in recent months as it geared up for the public listing.
“A lot of people talk about us as a secretive company,” Bevirt said in an interview with TechCrunch. “We’re not actually a secretive company, we just choose to do the work and then show our work, rather than talking about it and then doing it.”
Joby’s merger with blank-check firm Reinvent, headed by LinkedIn co-founder Reid Hoffman, was announced in February. The transaction includes a few provisions to ensure longer-term collaboration, including a lock-up on founder shares for up to five years, as well as vesting provision with earnout not realized until the price per share reaches $50 — a $30 billion market cap.
SPACs are not a new instrument for going public, but they have gained a widespread presence in the transportation space, particularly amongst eVTOL startups looking to secure amounts of capital. Archer Aviation was the first developer to announce it would merge with a blank-check firm, followed by Joby, Lilium and Vertical Aerospace. But there are signs that the investment bubble may be starting to deflate: late last month, Archer cut its valuation by $1 billion in a “strategic reset” of the transaction terms with Atlas Crest Investment Corp.
Such turbulence is not uncommon in markets populated by pre-revenue companies. But despite now being a public company — and having shareholders to answer to — Sciarra said Joby’s task remains unchanged. “We can’t control the markets,” he said. “[Joby] is a company that’s been executing quietly for a very long time on things that matter. I think it’s going to be incumbent upon us to do the same as we make this transition to a public company: tell folks what we’re going to do, and then go out and do them. That, quarter by quarter, is what builds credibility, what combats skepticism, and what gives investors and frankly, the broader public, confidence that this is a company that means what it says.”
One way to frame the fate of air taxis is whether they will be more like autonomous vehicles or electric vehicles. The AV space circa five years ago was filled with companies setting ambitious expectations about when true self-driving cars would be on the roads, only to have multiple companies collapse or sell under the weight of overshot expectations.
But Sciarra suggested that a better analogy to the eVTOL industry as it currently stands is the early days of electric vehicles. He pointed out that Joby’s aircraft is designed to conform to existing safety and certification standards, with a trained pilot onboard, similar to how helicopters and planes operate today. “We didn’t want to compound the technical risk of developing a new aircraft with the technical and regulatory risk of developing full autonomy from day one.”
“We think about our approach as a little bit more Tesla versus, say, Waymo,” he added.
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Thousands of electric vehicle charging stations will be built around the country over the next decade. ChargerHelp!, founded in January 2020 by Kameale C. Terry and Evette Ellis, wants to make sure they stay up and running.
The idea for the on-demand repair app for EV charging stations came to Terry when she was working at EV Connect, where she held a number of roles including director of programs and head of customer experience. She noticed long wait times to fix non-electrical issues at charging stations due to the industry practice to use electrical contractors.
“When the stations went down we really couldn’t get anyone on site because most of the issues were communication issues, vandalism, firmware updates or swapping out a part — all things that were not electrical,” Terry said in an interview with TechCrunch earlier this year.
After Terry quit her job to start ChargerHelp!, she joined the Los Angeles Cleantech Incubator, where she developed a first-of-its-kind EV Network Technician Training Curriculum. Shortly after, Terry and Ellis were accepted into Elemental Excelerator’s startup incubator and have landed contracts with major EV charging network providers like EV Connect and SparkCharge.
The company uses a workforce-development approach to hiring, meaning that they only hire in cohorts. Workers receive full training, earn two safety licenses, are guaranteed a wage of $30 an hour and receive shares in the startup, Terry said.
We’re excited to announce that Kameale Terry will be joining us at TC Sessions: Mobility 2021, a one-day virtual event that is scheduled June 9. We’ll be covering a lot of ground with Terry, from how she developed her EV repair curriculum to what she sees in the company’s future.
Each year TechCrunch brings together founders, investors, CEOs and engineers who are working on all things transportation and mobility. If it moves people and packages from Point A to Point B, we cover it. This year’s agenda is filled with leaders in the mobility space who are shaping the future of transportation, from EV charging to autonomous vehicles to urban air taxis.
Among the growing list of speakers are Rimac Automobili founder Mate Rimac, Revel Transit CEO Frank Reig, community organizer, transportation consultant and lawyer Tamika L. Butler and Remix/Via co-founder and CEO Tiffany Chu, who will come together to discuss how (and if) urban mobility can increase equity while still remaining a viable business.
Other guests include Motional’s President and CEO Karl Iagnemma, Aurora co-founder and CEO Chris Urmson, GM‘s VP of Global Innovation Pam Fletcher, Scale AI CEO Alexandr Wang, Joby Aviation founder and CEO JoeBen Bevirt, investor and LinkedIn founder Reid Hoffman (whose special purpose acquisition company just merged with Joby), investors Clara Brenner of Urban Innovation Fund, Quin Garcia of Autotech Ventures and Rachel Holt of Construct Capital, Zoox co-founder and CTO Jesse Levinson.
We also recently announced a panel dedicated to China’s robotaxi industry, featuring three female leaders from Chinese AV startups: AutoX’s COO Jewel Li, Huan Sun, general manager of Momenta Europe with Momenta, and WeRide’s VP of Finance Jennifer Li.
Don’t wait to book your tickets to TC Sessions: Mobility as prices go up at the door. Grab your passes right now and hear from today’s biggest mobility leaders.
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Cannabis financing company Bespoke Financial today announced it raised $8 million in a Series A financing round. Through this round, the company brought new, key investors into its corner as it fights to bring financing solutions to companies in the cannabis space.
Bespoke is a direct lender and provides several financing solutions to companies operating in cannabis. These short-term loans allow the companies to build credit with Bespoke, which then offers better terms on subsequent loans and products. The company says its loan origination volume has grown exponentially, outgrowing forecasts by 25% over the proceeding year. The company has deployed $120 million in gross merchandise volume over 2,000 cannabis license holders, with zero defaults to date.
With this new round of capital, Bespoke intends to launch new financing structures and expand its financing options across various distribution channels.
CEO and co-founder George Mancheil calls this round a pivotal moment for his company and stamp of validation on the direction and products offered by Bespoke Financial. As he tells TechCrunch, this round provides several key partners to the growing startup.
The financing round was co-led by Snoop Dogg’s Casa Verde Capital and Sweat Equity Ventures, along with Ceres Group Holdings, Greenhouse Capital Partners, DoubleLine Capital’s co-founder and former president Philip Barach, and Robert Stavis, an investor based in New York.
This is Sweat Equity Ventures’ (SEV) first investment into a cannabis company. SEV, backed and funded by LinkedIn founder Reid Hoffman, is led by Dan Portillo and works differently from traditional venture funds. SEV works with founders to provide top engineering and business talent to its portfolio companies. In exchange for these services, SEV takes equity from the companies instead of just writing checks.
“This is our firm’s first investment in the cannabis industry, and we are excited to partner with Bespoke as more and more states legalize cannabis use, and the Federal government contemplates nationwide legalization. This partnership combines Bespoke’s finance and cannabis acumen with our team’s expertise scaling innovative tech companies, and will provide cannabis companies greater access to streamlined financing while benefiting investors with increased transparency and enhanced risk surveillance,” says Dan Portillo, managing partner of Sweat Equity Ventures, in a released statement.
Karan Wadhera, managing partner at Casa Verde Capital, says Bespoke Financial addresses real needs in a growing industry. Casa Verde Capital previously invested in Bespoke Capital, including in a $7 million round in 2019.
Bespoke CEO Mancheil tells TechCrunch his company is focused on being more than just a lender; it wants to be a modern financing company that allows it to act as a true partner with the cannabis industry.
With this $8 million in financing, Bespoke Financial has raised $28 million to date. The company was founded in 2019 and, as of this announcement, has 12 employees.
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For many of us, learning to ask questions was a matter of the five W’s: who, what, where, when, why (and how).
As I interviewed founders about the most valuable learning resources that allowed them to grow into the leaders they are today, I realized that many of them leaned heavily on carefully crafted approaches to asking questions. In all the interviews, inquiry was by far the most cited learning process. I found these founders to be incredibly methodical, brave, curious, disciplined and efficient in their pursuit of learning.
Founders showed incredible discipline by approaching information gathering as a structured process. Some founders have a highly systematic approach in how they target their outreach:
I learned by being systematic about talking to people smarter than myself. I needed to know hundreds of people and know what they know. I made a table matrix of who I talk to and for what topic. For example, Eric Schmidt is one of six experts I turn to on establishing management OKRs.
— Reid Hoffman, co-founder of LinkedIn
And in how they catalog/store information about who is an expert …
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Early Stage SF is around the corner, on April 28 in San Francisco, and we are more than excited for this brand new event. The intimate gathering of founders, VCs, operators and tech industry experts is all about giving founders the tools they need to find success, no matter the challenge ahead of them.
Struggling to understand the legal aspects of running a company, like negotiating cap tables or hiring international talent? We’ve got breakout sessions for that. Wondering how to go about fundraising, from getting your first yes to identifying the right investors to planning the timeline for your fundraise sprint? We’ve got breakout sessions for that. Growth marketing? PR/Media? Building a tech stack? Recruiting?
We. Got. You.
Today, we’re very proud to announce one of our few Main Stage sessions that will be open to all attendees. Reid Hoffman and Sarah Guo will join us for a conversation around “How To Raise Your Series A.”
Reid Hoffman is a legendary entrepreneur and investor in Silicon Valley. He was an Executive VP and founding board member at PayPal before going on to co-found LinkedIn in 2003. He led the company to profitability as CEO before joining Greylock in 2009. He serves on the boards of Airbnb, Apollo Fusion, Aurora, Coda, Convoy, Entrepreneur First, Microsoft, Nauto and Xapo, among others. He’s also an accomplished author, with books like “Blitzscaling,” “The Startup of You” and “The Alliance.”
Sarah Guo has a wealth of experience in the tech world. She started her career in high school at a tech firm founded by her parents, called Casa Systems. She then joined Goldman Sachs, where she invested in growth-stage tech startups such as Zynga and Dropbox, and advised both pre-IPO companies (Workday) and publicly traded firms (Zynga, Netflix and Nvidia). She joined Greylock Partners in 2013 and led the firm’s investment in Cleo, Demisto, Sqreen and Utmost. She has a particular focus on B2B applications, as well as infrastructure, cybersecurity, collaboration tools, AI and healthcare.
The format for Hoffman and Guo’s Main Stage chat will be familiar to folks who have followed the investors. It will be an updated, in-person combination of Hoffman’s famously annotated LinkedIn Series B pitch deck that led to Greylock’s investment, and Sarah Guo’s in-depth breakdown of what she looks for in a pitch.
They’ll lay out a number of universally applicable lessons that folks seeking Series A funding can learn from, tackling each from their own unique perspectives. Hoffman has years of experience in consumer-focused companies, with a special expertise in network effects. Guo is one of the top minds when it comes to investment in enterprise software.
We’re absolutely thrilled about this conversation, and to be honest, the entire Early Stage agenda.
Here’s how it all works:
There will be about 50+ breakout sessions at the event, and attendees will have an opportunity to attend at least seven. The sessions will cover all the core topics confronting early-stage founders — up through Series A — as they build a company, from raising capital to building a team to growth. Each breakout session will be led by notables in the startup world.
Don’t worry about missing a breakout session, because transcripts from each will be available to show attendees. And most of the folks leading the breakout sessions have agreed to hang at the show for at least half the day and participate in CrunchMatch, TechCrunch’s app to connect founders and investors based on shared interests.
Here’s the fine print. Each of the 50+ breakout sessions is limited to around 100 attendees. We expect a lot more attendees, of course, so signups for each session are on a first-come, first-serve basis. Buy your ticket today and you can sign up for the breakouts that we’ve announced. Pass holders will also receive 24-hour advance notice before we announce the next batch. (And yes, you can “drop” a breakout session in favor of a new one, in the event there is a schedule conflict.)
Grab yourself a ticket and start registering for sessions right here. Interested sponsors can hit up the team here.
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Silicon Valley has many dreams. One dream — the Hollywood version anyway — is for a down-and-out founder to begin tinkering and coding in their proverbial garage, eventually building a product that is loved by humans the world over and becoming a startup billionaire in the process.
The more prosaic and common version of that Valley dream though is to join an early-stage company right before its growth kicks into high gear. Sure, those early employees might only have a smidgen of equity, but that equity could be worth a whole heck of a lot if they join the right startup.
Every startup has a window of opportunity, a timeframe in which early employees can join while the stock option strike prices are low and the equity grants are high. Join before the big uptick in valuation, and suddenly what might have been an otherwise nice couple of hundred K dollars in the coming years becomes actually, well, in the Bay Area, a reasonably-sized domicile.
Yet, that opportune window seems to be shrinking in size, making it harder for potential startup employees to nail the timing necessary to garner their own best financial return.
For every Roblox, which as we profiled in-depth this week, took almost two decades to reach its current apotheosis, there is a Brex, which seems to reach unicorn status in no time at all. And such stories — while certainly anecdotal — seem to be more commonplace than ever.
Part of the reason for that fast early valuation growth is that Silicon Valley has simply learned how to grow even faster, even earlier. As venture capitalist Reid Hoffman and Chris Yeh discuss in their book Blitzscaling, there are now frameworks and tried-and-true techniques to not just grow a startup, but to grow it at a dizzying rate. Through better marketing channels, growth strategies, and product development, we have indeed made progress at cutting at least some of the time to better valuations.
That rapid transformation from nothing to everything though gives very little time for early employees to discover a startup through the grapevine when the financial conditions are still interesting.
Half a decade ago, I wrote about the plight of early employees in an article I entitled “The Problem with Founders.” I wrote then that:
The secret of Silicon Valley is that the benefits of working at a startup accrues almost entirely to the founders, and that’s why people repeat the advice to just go start a business. There is a reason it is hard to hire in Silicon Valley today, and it isn’t just that there are a lot of startups. It’s because engineers and other creators are realizing that the cards are stacked against them unless they are the ones in charge.
My reasoning then was simple: early employees take on pretty much just as much risk as their founders do, but for a fraction of the equity. Now, with startups jumping to unicorn status in sometimes as short as a handful of months, that risk-reward ratio seems to be even more off-kilter for those early employees.
And it doesn’t just have to be a Brex -scale transformation either. The rapid increase in the size and valuation of series A rounds of financing the past three years means that engineers and salespeople who might have an employee number in the low double digits are suddenly seeing their options struck at a couple of hundred million in valuation. Exits, meanwhile, aren’t suddenly getting richer to compensate.
I started to notice this pattern over the past few weeks in the course of several conversations with software engineering friends of mine who had gotten excited about very early-stage companies — say, just a handful of employees — but who walked away from their offer letters due to already sky-high company valuations.
Now, there is an argument to be made that joining these sorts of companies is precisely where the best opportunities lie. Sure, the valuations are already high, but these are startups with the financial resources and the backing that might allow them to compete effectively. So maybe the equity is smaller and more expensive, but ultimately, if the startup is more likely to be successful, the expected value function might actually be favorable.
Maybe. Yet it is also hard to see how these startups, which despite their rich valuations have barely laid any foundation for success, are a safer bet than a similarly-valued startup with years of experience under its belt and a growth strategy based upon dependable results. Even worse, early employees are perhaps taking even more financial risk, since the preference stack of the venture capital could mean that smaller exits are particularly unfavorable to them.
Plus, the shrinking opportunity window for leading startups means that the difference in financial outcome between two early employees — what could be millions of dollars upon an exit — could have been decided based on who joined the week before the other. That doesn’t seem fair or right, but is increasingly widespread in our industry.
As with most macroeconomic structural changes, there’s not much for anyone to do. Founders aren’t going to take lower valuations or less money just to make the lives of their early employees a bit more rosy, and certainly venture capitalists aren’t going to lowball their offers in a hyper-competitive investment environment. Indeed, the very excitement of a sudden unicorn may be the best attraction for candidates to hear a startup’s pitch and ultimately join.
But when it comes to that Silicon Valley dream of a nice house from a decent return on exit, it’s getting narrower and less widely-distributed. Blitzscaling is making a lot of people a lot of wealth, but early employees? Not so much.
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When Shomik Dutta and Betsy Hoover first met in 2007, he was coordinating fundraising and get-out-the-vote efforts for Barack Obama’s first presidential campaign and she was a deputy field director for the campaign.
Over the next two election cycles the two would become part of an organizing and fundraising team that transformed the business of politics through its use of technology — supposedly laying the groundwork for years of Democratic dominance in organizing, fundraising, polling and grassroots advocacy.
Then came Donald J. Trump and the 2016 election.
For both Dutta and Hoover, the 2016 outcome was a wake-up call against complacency. What had worked for the Democratic party in 2008 and 2012 wasn’t going to be effective in future election cycles, so they created the investment firm Higher Ground Labs to provide financing and a launching pad for new companies serving Democratic campaigns and progressive organizations.
“As the political world shifts from analog to digital, we need a lot more tools to capture that spend,” says Dutta. “Democrats are spending on average 70 cents of every dollar raised on television ads. We are addicted to old ways of campaigning. If we want to activate and engage an enduring majority of voters we have to go where they are (and that’s increasingly online) and we have to adapt to be able to have these conversations wherever they are.”
While the Obama campaign effectively used the internet as a mobilization tool in its two campaigns, the lessons of social media and mobile technologies that offer a “direct-to-consumer” politics circumventing traditional norms have, in the ensuing years, been harnessed most effectively by conservative organizations, according to some scholars and activists.
“The internet is a tool and in that sense it’s neutral, but just like other communication tools from the past, people with more power, with more resources, with more organization, have been able to take advantage of it,” Jen Schradie, an assistant professor at the Observatoire sociologique du changement at Sciences Po in Paris, told Vox in an interview earlier this month.
Schradie is a scholar whose recent book, “The Revolution That Wasn’t,” contends that the internet’s early application as a progressive organizing tool has been overtaken by more conservative elements. “The idea of neutrality seems more true of the internet because the costs of distributing information are dramatically lower than with something like television or radio or other communication tools,” she said. “However, to make full use of the internet, you still need substantial resources and time and motivation. The people who can afford to do this, who can fund the right digital strategy, create a major imbalance in their favor.”
Schradie contends that a web of privately funded think tanks, media organizations, talk radio and — increasingly — mobile applications have woven a conservative stitch into the fabric of social media. The medium’s own tendency to promote polarizing and fringe viewpoints also served to amplify the views of pundits who were previously believed to be political outliers.
Essentially, these sites have enabled commentators and personalities to create a patchwork of “grassroots” organizations and media operations dedicated to reaching an audience receptive to their particular political message that’s funded by billionaire donors and apolitical corporate ad dollars.
Then there’s the technology companies, like Cambridge Analytica, which improperly used access to Facebook data for targeting purposes — also financed by these same billionaires.
“The last six years have witnessed millions and millions of dollars of private Koch money and Mercer money that have gone to pretty sophisticated data and media efforts to advance the Republican agenda,” says Dutta. “I want to even the scale.”
Dutta is referring to Charles and David Koch and Robert Mercer, the scions and founder (respectively) of two family dynasties worth billions. The Koch brothers support a web of political advocacy groups, while Mercer and his daughter were large backers of Breitbart News and Cambridge Analytica, two organizations that arguably provided much of the policy underpinnings and online political machinery for the Trump presidential campaign.
But there’s also the simple fact that Donald Trump’s digital strategy director, Brad Parscale, was able to effectively and inexpensively leverage the social media tools and data troves amassed by the Republican National Committee that were already available to the candidate who won the Republican primary. In fact, in the wake of Romney’s loss, Republicans spent years building up profiles of 200 million Americans for targeted messaging in the 2016 election.
“Who controls Facebook controls the 2016 election,” Parscale said during a speaking engagement at the Romanian Academy of Sciences, according to a report in Forbes.
Parscale, now the campaign manager for the president’s 2020 reelection campaign recalled, “These guys from Facebook walked into my office and said: ‘we have a beta … it’s a new onboarding tool … you can onboard audiences straight into Facebook and we will match them to their Facebook accounts,’ ” according to Forbes .
During the 2016 campaign, Hillary Clinton’s team made 66,000 visual ads, according to Parscale, while the Trump campaign made 5.9 million ads by leveraging social media networks and the language of memes. And in the run-up to the 2020 election, Parscale intends to go back to the same well. The Trump campaign has already spent more than $5 million on Facebook ads in the current election cycle, according to The New York Times — outspending every single Democratic candidate in the field and roughly all of the Democrats combined.
Dutta and Hoover are working to offset this movement with investments of their own. Back in 2017, the two launched Higher Ground Labs, an early-stage company accelerator and investment firm dedicated to financing technology companies that could support progressive causes.
The firm has $15 million committed from investors, including Reid Hoffman, the co-founder of LinkedIn and a partner at Greylock; Ron Conway, the founder of SV Angel and an early backer of Google, Facebook and Twitter; Chris Sacca, an early investor in Uber; and Elizabeth Cutler, the founder of SoulCycle. Already, Higher Ground has invested in more than 30 companies focused on services like advocacy outreach, polling and campaign organizing — among others.
The latest cohort of companies to receive backing Higher Ground Labs
“It is vitally important that Democrats learn to do their campaigns online,” says Dutta. “The way you recruit volunteers; the way you poll sentiment; the way you target and mobilize voters has to be done with online tools and has to improve in the progressive movement and that’s the job of Higher Ground Labs to fix.”
For-profit companies have a critical role to play in election organizing and mobilization, Dutta says. Thanks to government regulation, only private companies are allowed to trade data across organizations and causes (provided they do it at fair market value). That means advocacy groups, unions and others can tap the information these companies collect — for a fee.
The Democratic Party already has one highly valued private company that it uses for its technology services. Formed from the merger of NGP Software and Voter Activation Network, two companies that got their start in the late 1990s and early 2000s, NGP VAN is the largest software and technology services provider for Democratic campaigns. It’s also a highly valued company, which received roughly $100 million in financing last year from the private equity firm Insight Venture Partners, according to people familiar with the investment. Terms of the deal were not disclosed.
“Our vision has been to build a platform that would break down the painful data silos that exist in the campaigns and nonprofit space, and to offer truly best-in-class digital, fundraising and organizing features that could serve both the largest and the smallest nonprofits and campaigns, all with one unified CRM,” wrote Stu Trevelyan, the chief executive of NGP VAN + EveryAction, in an August blogpost announcing the investment. “We’re so excited that others, like our new partners at Insight, share that vision, and we can’t wait to continue innovating and growing together in the coming years.”
Even as private equity dollars boost the firepower of organizations like NGP VAN, venture capitalists are financing several companies from the Higher Ground Labs portfolio.
Civis Analytics, a startup founded by the former chief analytics officer of Barack Obama’s 2012 reelection campaign, raised $22 million from outside investors, and counts Higher Ground Labs among its backers. Qriously, another Higher Ground Labs portfolio company, was acquired by Brandwatch, as was GroundBase, a messaging platform acquired by the nonprofit progressive advocacy organization ACRONYM.
Other companies in the portfolio are also attracting serious attention from investors. Standouts like Civis Analytics and Hustle, which raised $30 million last May, show that investors are buying into the proposition that these companies can build lasting businesses serving Democratic and progressive political campaigns and corporate businesses that would also like to rally employees or personalize a marketing pitch to customers.
These are companies like Change Research, an earlier-stage company that just launched from Higher Ground Labs accelerator last year. That company, founded by Mike Greenfield, a serial Silicon Valley entrepreneur who was the first data scientist working on the problem of fraud detection at PayPal, and Pat Reilly, a communications professional who worked with state and local Democratic politicians, is slashing the cost of political polling.
“I wanted to do something for American democracy to try and improve the state of things,” Greenfield said in an interview last year.
For Greenfield, that meant increasing access to polling information. He cited the test case of a Kansas special election in a district that Donald Trump had won by 27 points. Using his own proprietary polling data, Greenfield predicted that the Democratic challenger, James Thompson, would pose a significant threat to his Republican opponent, Mike Estes.
Estes went on to a 7% victory at the ballot, but Thompson’s campaign did not have access to polling data that could have helped inform his messaging and — potentially — sway the election, said Greenfield.
“Public opinion is used to ween out who can be most successful based on how much money they’re able to raise for a poll,” says Reilly. It’s another way that electoral politics is skewed in favor of the people with disposable income to spend what is a not-insignificant amount of money on campaigns.
Polls alone can cost between $20,000 to $30,000 — and Change Research has been able to cut that by 80% to 90%, according to the company’s founders.
“It’s safe to say that most of the world was stunned by the outcome [of the presidential election] because most polls predicted the opposite,” says Greenfield. “Being a good American and as a parent of a 10-year-old and a 12-year-old, providing forward-thinking candidates and causes with the kind of insight they needed to win up and down the ballot could not only be a good business, but really help us save our democracy.”
Change Research isn’t just polling for politicians. Last year, the company conducted roughly 500 polls for political candidates and advocacy groups.
“The way that I’ve described Change Research to investors is that we want to simultaneously move the world in a better direction and having a positive impact while building a substantial business,” says Greenfield. “We’re only going to work with candidates and causes that we’re aligned with.”
Being exclusively focused on progressive causes isn’t the liability that many in the broader business community would think, says Dutta. Many Democratic organizations won’t work with companies that sell services to both sides of the aisle.
For Higher Ground Labs, a stipulation for receiving their money is a commitment not to work with any Republican candidate. Corporations are okay, but conservative causes and organizations are forbidden.
“We’re in a moment of existential crisis in America and this Republican party is deeply toxic to the health and future of our country,” says Dutta. “The only path out of this mess is to vote Republicans out of office and to do that we need to make it easier for good candidates to run for office and to engage a broader electorate into voting regularly.”
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WaitWhat, the digital content production engine behind LinkedIn co-founder Reid Hoffman’s Masters of Scale podcast, has secured a $4.3 million Series A investment led by Cue Ball Capital and Burda Principal Investments.
Launched in January 2017, WaitWhat will use the cash to create additional media properties across a variety of mediums, including podcasts.
Investors are gravitating toward podcast startups as consumer interest in original audio content skyrockets. Podcasting, though an infantile industry that hit just $314 million in revenue in 2017, is maturing, raking in venture capital rounds large and small and recording its first notable M&A transaction with Spotify’s acquisition of Gimlet and Anchor earlier this month. The music streaming giant shelled out a total of $340 million for the podcast production platform and the provider of a suite of podcast creation, distribution and monetization tools, respectively. It plans to spend an additional $500 million on audio storytelling platforms as part of a larger plan to become the Netflix of audio.
WaitWhat, for its part, dubs itself the “media invention company.” Founded by June Cohen and Deron Triff, a pair of former TED executives responsible for expanding the nonprofit’s digital media business, WaitWhat is today launching Should This Exist, a new podcast hosted by Flickr founder and tech investor Caterina Fake. Fake will interview entrepreneurs about the human side and the impact of technology in the show created in partnership with Quartz.
“People don’t just transact with content; they want to feel connected to it through a sense of wonder, awe, curiosity, and mastery,” Cohen said in a statement. “These are contagious emotions, and research shows they stimulate sharing. Where many media companies aim for volume — putting out lots of content with a short shelf life — we’re building a completely distinctive portfolio of premium properties that are continually increasing in value, inspiring deep audience engagement, and creating opportunities for format expansion.”
Other investors in the round include Reid Hoffman, MIT Media Lab director Joi Ito and Liminal Ventures. WaitWhat previously raised a $1.5 million round from Victress Capital, Human Ventures and Able Partners, all of which have joined the A round.
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Last year, Charlie Bergevin and Brian Cristol, co-founders of Uber’s trucking logistics business Uber Freight, heard Reid Hoffman say Turvo had some of the best technology he had ever seen. Frustrated with the direction Uber Freight had taken, they called up Turvo’s founder and chief executive officer Eric Gilmore.
It wasn’t long before offers were on the table and now they’ve joined Turvo full-time. Cristol as head of enterprise partnerships and Bergevin as an enterprise partnerships executive. Bin Chang, a founding engineer at Uber Freight, is joining Turvo, too, a move I’m told Cristol and Bergevin were unaware of until they’d already accepted roles at the venture-funded startup. Chang begins February 11.
“Brian and Charlie … have contributed so much to incubate this business and scale it to where we are today,” Uber Freight chief Lior Ron wrote in an internal email to employees shared with TechCrunch. “They were always on the forefront of exploration and innovation and were able to constantly push themselves, and all of us, to the next frontier.”
Cristol and Bergevin were Uber’s first B2B sales hires when they joined the ride-hailing firm in 2016. Tasked with finding product market fit for Uber’s final-mile businesses under the “Uber Everything” initiative, they began learning about the truckload transportation and logistics industry. That’s when they linked up with Curtis Chambers, Uber’s long-time director of engineering. Together, the trio pitched their idea for a logistics business unit within Uber to then CEO Travis Kalanick.
Turvo’s real-time logistics platformToday, Uber Freight has roughly 750 employees and $1 billion in revenue. While the loss of two of its key dealmakers, who established relationships with Uber Freight’s Fortune 1000 customers, is cause for concern, Cristol and Bergevin suggested the unit is a rocket ship waiting to take off.
“Uber Freight has by far the biggest market size and is by far the newest and it was made from scratch,” Bergevin told TechCrunch in reference to other Uber-branded businesses. “Sure we had the brand but with Uber Eats we had drivers, too, this was starting from scratch.”
So why are they leaving? The pair told TechCrunch they simply don’t feel like they are solving enough of the key issues plaguing the industry, particularly legacy systems. Uber Freight, for its part, focuses on freight brokerage, optimizing for top-line revenue. The business automates the backend operations that exist in transportation and truckload brokerage today, aggregating trucking fleets via the Uber Freight app and connecting drivers with shippers.
Turvo, on the other hand, works across the supply chain. The company, which has raised a total of $88.6 million at a $435 million valuation, according to PitchBook, helps shippers, brokers and carriers work together in real time using a software interface on their desktops and mobile phones. Turvo emerged from stealth two years ago with a $25 million Series A led by Activant Capital, with participation from Felicis Ventures, Upside Partnership, Slow Ventures and more. In November, the startup closed a Series B funding of $60 million led by Mubadala Ventures.
“Turvo’s platform is providing this solution to legacy logistics platforms and really maximizing all parts of the supply chain, not just pieces of it, which we were accustomed to at Uber,” Cristol told TechCrunch. “We were excited about how Turvo was innovating around the nucleus of logistics.”
Cristol and Bergevin officially began work at Turvo last week.
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