Trulia
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Another proptech is considering raising capital through the public arena.
Knock confirmed Monday that it is considering going public, although CEO Sean Black did not specify whether the company would do so via a traditional IPO, SPAC merger or direct listing.
“We are considering all of our options,” Black told TechCrunch. “We pioneered the real estate transaction revolution over five years ago and our priority is to build a war chest to dramatically widen the already cavernous gap between us and any unoriginal knock-offs.”
Bloomberg reported earlier today that the company had hired Goldman Sachs to advise on such a bid, which Knock also confirmed.
According to Bloomberg, Knock is potentially seeking to raise $400 million to $500 million through an IPO, according to “people familiar with the matter,” at a valuation of about $2 billion. The company declined to comment on valuation.
Black and Knock COO Jamie Glenn are no strangers to the proptech game, having both been on the founding team of Trulia, which went public in 2012 and was acquired by Zillow for $3.5 billion in 2014. The pair started Knock in 2015, and have since raised over $430 million in venture funding and another $170 million or so in debt.
Knock started out as a real estate brokerage business until last July, when the company announced a major shift in strategy and said it was becoming a lender. At the time, Knock unveiled its Home Swap program, under which Knock serves as the lender to help a homeowner buy a new home before selling their old house. It previously worked with lending partners but has now become a licensed lender itself.
In other words, the company now offers integrated financing — the mortgage and an interest-free bridge loan — with the goal of helping consumers make strong non-contingent offers on a new home before repairing and listing their old home for sale on the open market.
With that move, Knock eliminated its Home Trade-In program, where it helped consumers buy before selling by using its own money to purchase the new home on behalf of the consumer before prepping and listing the consumer’s old house on the open market. Under that trade-in model, the homeowner used the proceeds from selling their old home to buy the new home from Knock and pay the company back for any repairs it did to prep the house for sale.
At that time, Black told me that Knock had decided to move away from its trade-in program in part because it was capital-intensive and required the closing of a house to take place twice.
“It added friction to the experience,” he said. “And now, especially during COVID, it can be inconvenient to try and sell a house at the same time as buying one. This is about making something possible that isn’t possible with any other traditional lender. We’re able to lend some money before an owner’s [old] house is even listed on the market.”
To sum up what Knock does today, Black said the company aims to offer a full service technology platform that includes everything “from pre-funding the homebuyers to make non-contingent offers and win bidding wars, to getting their old home ready for market with our contractor network to selling their old home quickly at the highest price and empowers them to have their own agent working with them in the app through the entire process.”
Demand for the Home Swap, he added, has “exceeded all expectations.”
Knock is headquartered in New York and San Francisco. The company launched the Home Swap in three markets in July 2020, and today it is in 27 markets in nine states, including Texas, California and North Carolina.
“Our original plan was to be in 21 markets by the end of 2021,” Black said. “At our current growth rate, we expect to end the year at 45 markets and be in 100 by 2023.”
Knock began 2021 with 100 employees and now has 150. Its plan is to have at least 400 employees by year’s end.
Other proptech startups that have recently announced plans to go public include Compass and Doma (formerly States Title).
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As the Biden administration works to bring legislation to Congress to address the endemic problem of immigration reform in America, on the other side of the nation a small California startup called SESO Labor has raised $4.5 million to ensure that farms can have access to legal migrant labor.
SESO’s founder Mike Guirguis raised the round over the summer from investors including Founders Fund and NFX. Pete Flint, a founder of Trulia, joined the company’s board. The company has 12 farms it’s working with and is negotiating contracts with another 46. The company’s other co-founder, Jordan Taylor, was the first product hire at Farmer’s Business Network and previously of Dropbox.
Working within the existing regulatory framework that has existed since 1986, SESO has created a service that streamlines and manages the process of getting H-2A visas, which allow migrant agricultural workers to reside temporarily in the U.S. with legal protections.
At this point, SESO is automating the visa process, getting the paperwork in place for workers and smoothing the application process. The company charges about $1,000 per worker, but eventually as it begins offering more services to workers themselves, Guirguis envisions several robust lines of revenue. Eventually, the company would like to offer integrated services for both farm owners and farm workers, Guirguis said.
SESO is currently expecting to bring in 1,000 workers over the course of 2021 and the company is, as of now, pre-revenue. The largest industry player handling worker visas today currently brings in 6,000 workers per year, so the competition, for SESO, is market share, Guirguis said.
The H-2A program was set up to allow agricultural employers who anticipate shortages of domestic workers to bring to the U.S. non-immigrant foreign workers to work on farms temporarily or seasonally. The workers are covered by U.S. wage laws, workers’ compensation and other standards, including access to healthcare under the Affordable Care Act.
Employers who use the visa program to hire workers are required to pay inbound and outbound transportation, provide free or rental housing and provide meals for workers (they’re allowed to deduct the costs from salaries).
H-2 visas were first created in 1952 as part of the Immigration and Nationality Act, which reinforced the national origins quota system that restricted immigration primarily to Northern Europe, but opened America’s borders to Asian immigrants for the first time since immigration laws were first codified in 1924. While immigration regulations were further opened in the sixties, the last major immigration reform package in 1986 served to restrict immigration and made it illegal for businesses to hire undocumented workers. It also created the H-2A visas as a way for farms to hire migrant workers without incurring the penalties associated with using illegal labor.
For some migrant workers, the H-2A visa represents a golden ticket, according to Guirguis, an honors graduate of Stanford who wrote his graduate thesis on labor policy.
“We are providing a staffing solution for farms and agribusiness and we want to be Gusto for agriculture and upsell farms on a comprehensive human resources solution,” says Guirguis of the company’s ultimate mission, referencing payroll provider Gusto.
As Guirguis notes, most workers in agriculture are undocumented. “These are people who have been taken advantage of [and] the H-2A is a visa to bring workers in legally. We’re able to help employers maintain workforce [and] we’re building software to help farmers maintain the farms.”
Farms need the help, if the latest numbers on labor shortages are believable, but it’s not necessarily a lack of H-2A visas that’s to blame, according to an article in Reuters.
In fact, the number of H-2A visas granted for agriculture equipment operators rose to 10,798 from October through March, according to the Reuters report. That’s up 49% from a year ago, according to data from the U.S. Department of Labor cited by Reuters.
Instead of an inability to acquire the H-2A visa, it was an inability to travel to the U.S. that’s been causing problems. Tighter border controls, the persistent global pandemic and travel restrictions that were imposed to combat it have all played a role in keeping migrant workers in their home countries.
Still, Guirguis believes that with the right tools, more farms would be willing to use the H-2A visa, cutting down on illegal immigration and boosting the available labor pool for the tough farm jobs that American workers don’t seem to want.
Photo by Brent Stirton/Getty Images.
David Misener, the owner of an Oklahoma-based harvesting company called Green Acres Enterprises, is one employer who has struggled to find suitable replacements for the migrant workers he typically hires.
“They could not fathom doing it and making it work,” Misener told Reuters, speaking about the American workers he’d tried to hire.
“With H-2A, migrant workers make 10 times more than they would get paid at home,” said Guirguis. “They’re taking home the equivalent of $40 an hour. The H-2A is coveted.”
Guirguis thinks that with the right incentives and an easier onramp for farmers to manage the application and approval process, the number of employers that use H-2A visas could grow to be 30% to 50% of the farm workforce in the country. That means growing the number of potential jobs from 300,000 to 1.5 million for migrants who would be under many of the same legal protections that citizens enjoy while they’re working on the visa.
Interest in the farm labor nexus and issues surrounding it came to the first-time founder through Guirguis’ experience helping his cousin start her own farm. Spending several weekends a month helping her grow the farm with her husband, Guirguis heard his stories about coming to the U.S. as an undocumented worker.
Employers using the program avoid the liability associated with being caught employing illegal labor, something that crackdowns under the Trump administration made more common.
Still, it’s hard to deny the program’s roots in the darker past of America’s immigration policy. And some immigration advocates argue that the H-2A system suffers from the same kinds of structural problems that plague the corollary H-1B visas for tech workers.
“The H-2A visa is a short-term temporary visa program that employers use to import workers into the agricultural fields … It’s part of a very antiquated immigration system that needs to change. The 11.5 million people who are here need to be given citizenship,” said Saket Soni, the founder of an organization called Resilience Force, which advocates for immigrant labor. “And then workers who come from other countries, if we need them, they have to be able to stay … H-2A workers don’t have a pathway to citizenship. Workers come to us afraid of blowing the whistle on labor issues. As much as the H-2A is a welcome gift for a worker it can also be abused.”
Soni said the precarity of a worker’s situation — and their dependence on a single employer for their ability to remain in the country legally — means they are less likely to speak up about problems at work, since there’s nowhere for them to go if they are fired.
“We are big proponents that if you need people’s labor you have to welcome them as human beings,” Soni said. “Where there’s a labor shortage as people come, they should be allowed to stay … H-2A is an example of an outdated immigration tool.”
Guirguis clearly disagrees and said a platform like SESO’s will ultimately create more conveniences and better services for the workers who come in on these visas.
“We’re trying to put more money in the hands of these workers at the end of the day,” he said. “We’re going to be setting up remittance and banking services. Everything we do should be mutually beneficial for the employer and the worker who is trying to get into this program and know that they’re not getting taken advantage of.”
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The alchemy for a successful startup can be hard to parse. Sometimes, it’s who you know. Sometimes it’s where you go to school. And sometimes it’s what you do. In the case of La Haus, a startup that wants to bring U.S. tech-enabled real estate services to the Latin American real estate market, it’s all three.
The company was founded by Jerónimo Uribe and Rodrigo Sánchez Ríos, both graduates of Stanford University who previously founded and ran Jaguar Capital, a Colombian real estate development firm that had built over $350 million worth of retail and residential projects in the country.
Uribe, the son of the controversial Colombian President Daniel Uribe (who has been accused of financing paramilitary forces during Colombia’s long-running civil war and wire-tapping journalists and negotiators during the peace talks to end the conflict) and Sánchez Ríos, a former private equity professional at the multi-billion-dollar firm Lindsay Goldberg, were exposed to the perils and promise of real estate development with their former firm.
Now the two entrepreneurs are using their know-how, connections and a new technology stack to streamline the home-buying process.
It’s that ambition that caught the attention of Pete Flint, the founder of Trulia and now an investor at the venture capital firm NFX. Flint, an early investor in La Haus, saw the potential in La Haus to help the Latin American real estate market leapfrog the services available in the U.S. Spencer Rascoff, the co-founder of Zillow, also invested in the company.
“Latin America is very early on in its infancy of having really professional agents and really professional brokerages,” said Flint.
La Haus guides home buyers through every stage of the process, with its own agents and salespeople selling properties sourced from the company’s developer connections.
“The average home in the U.S. sells in six weeks or less,” said La Haus chief financial officer Sánchez Ríos in an interview. “That timing in Latin America is 14 months. That’s the dramatic difference. There is no infrastructure in Latin America as a whole.”
La Haus began by reaching out to the founders’ old colleagues in the real estate development industry and started listing new developments on its service. Now the company has a mix of existing and new properties for sale on its site and an expanded geographic footprint in both Colombia and Mexico.
“We have a portal… that acts as a lead-generating machine,” said Sánchez Ríos. “We aggregate listings, we vet them. We focus on new developers.”
The company has about 500 developers using the service to list properties in Colombia and another 200 in Mexico. So far, the company has facilitated more than 2,000 transactions through its platform in three years.
“Real estate now is turning fully digital and also in this market professionalizing,” said Flint. “The publicly traded online real estate companies are approaching all-time highs. People are just prizing the space that they spend their time in… the technologies from VR and digital walkthroughs to digital closes become not just a nice to have but a necessity. “
Capitalizing on the open field in the market, La Haus recently closed on $10 million in financing led by Kaszek Ventures, one of the leading funds in Latin America. That funding will be used to accelerate the company’s geographic expansion in response to increasing demand for digital solutions in response to the COVID-19 epidemic.
“Because of Covid-19, consumers’ willingness to conduct real estate transactions online has gone through the roof,” said Sánchez Ríos, in a statement. “Fortunately we were in the position to enable that, and we expect to see a permanent shift online in how people conduct all, or at least most, of the home-buying process. This funding gives us ample runway to build the end-to-end real estate experience for the post-Covid Latin America.”
Joining NFX, Rascoff, and Kaszek Ventures are a slew of investors, including Acrew Capital, IMO Ventures and Beresford Ventures. Entrepreneurs like Nubank founder David Velez; Brian Requarth, the founder of Vivareal (now GrupoZap); and Hadi Partovi, CEO and founder of Code.org, also participated in the financing.
“We backed La Haus because we saw many of the same ingredients that resulted in a fantastic outcome for many of our successful companies: A world-class team with complementary skills; a huge addressable market; and an almost religious zeal by the founders to solve a big problem with technology,” said Hernan Kazah, co-founder and managing partner of Kaszek Ventures.
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The founders of Seattle-based Modus cold-emailed Pete Flint, the founder of Trulia and a current managing partner at the venture capital firm NFX, for months, to no avail. In a last-ditch effort, Alex Day, Jai Sim and Abbas Guvenilir sent one more message to the investor whose real estate listings tool sold to Zillow in 2014 for $3.5 billion. They were at a coffee shop below his San Francisco office, was he interested in meeting?
Fortunately for them, he was.
Modus co-founders Abbas Guvenilir (left), Jai Sim, Alex Day (right)
Modus, a real estate startup focused on title and escrow services, is today announcing a $12.5 million Series A financing co-led by NFX’s Flint and Niki Pezeshki of Felicis Ventures. Liquid 2 Ventures and existing backers, including Mucker Capital, Hustle Fund, 500 Startups, Rambleside and Cascadia Ventures, also participated in the round.
“The first revolution in online real estate was transforming the research experience, the next revolution in the industry is transforming the transaction,” Flint said in a statement.
Modus launched in 2018 with a focus on Washington (state) real estate opportunities. The startup, led by former employees of a nearly defunct lunch delivery company, Peach, has developed software to help both agents and home buyers navigate the home closing process, which, unlike many other real estate experiences, has yet to receive a boost of innovation from startups building in the sector. That’s why Modus started with an emphasis on escrow services, though the team’s long-term vision, they explain, is to power all real estate transactions.
“When you think about communication, you think of Gmail; when you think of traveling, you think of Uber. We want to be synonymous with home closing,” Sim, the company’s executive chairman, tells TechCrunch.
Day, Modus’ chief executive officer and former head of expansion at Peach, says Modus has ambitions of becoming a sort of operating system for real estate, or “like what Stripe is for payment processing, we want to become for real estate transactions.”
Since closing its Series A financing in May — the team waited until now to make its financing information public — Modus has increased its headcount to 50 employees across product, engineering and operations. Their goal now is to provide their software to home buyers in 15 to 20 states over the next two years. To support expansion efforts, Modus plans to raise a Series B in the second or third quarter of next year.
Modus previously raised $1.8 million in seed funding.
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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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As every software company knows, over time as code ages and workarounds build on work-arounds, the code base becomes bloated. It becomes ever more difficult to get around the technical debt that you’ve built up over time. It’s really impossible to avoid this phenomenon, but at some point, companies realize that the debt is so great that it’s limiting their ability to build new functionality. That’s precisely what Trulia faced in 2017 when it began a process of paying down that debt and modernizing its architecture.
Trulia is a real estate site founded way back in 2005, an eternity ago in terms of technology. The company went public in 2012 and was acquired by Zillow in 2014 for $3.5 billion, but has continued to operate as an independent brand under the Zillow umbrella. It understood that a lot had changed technologically in the 12 years since its inception when engineering began thinking about this. The team knew it had a humongous, monolithic code base that was inhibiting the ability to update the site.
While they tried to pull out some of the newer functions as services, it didn’t really make the site any more nimble because these services always had to tie back into that monolithic central code base. The development team knew if it was to escape this coding trap, it would take a complete overhaul.
As you would expect, a process like this doesn’t happen overnight, taking months to plan and implement. It all started back in 2017 when the company held what they called an “Innovation Week” with the entire engineering team. Groups of engineers came up with ideas about how to solve this problem, but the one that got the most attention was one called Project Islands, which involved breaking out the different pieces of the site as individual coding islands that could operate independently of one another.
It sounds simple, but in practice it involved breaking down the entire code base into services. They would use Next.js and React to rebuild the front end and GraphQL, an open source graph database technology to rebuild the back end.
Deep Varma, Trulia’s VP of engineering, pointed out that as a company founded in 2005, the site was built on PHP and MySQL, two popular development technologies from that time. Varma says that whenever his engineers made a change to any part of the site, they needed to do a complete system release. This caused a major bottleneck.
What they really needed to do was move to a completely modern microservices architecture that allowed engineering teams to work independently in a continuous delivery approach without breaking any other team’s code. That’s where the concept of islands came into play.
The islands were actually microservices. Each one could communicate to a set of central common services like authentication, A/B testing, the navigation bar, the footer — all of the pieces that every mini code base would need, while allowing the teams building these islands to work independently and not require a huge rebuild every time they added a new element or changed something.
Cousine island. Seychelles. Photo: Martin Harvey/Getty Images
The harsh reality of this kind of overhaul came into focus as the teams realized they had to be writing the new pieces while the old system was still in place and running. In a video the company made describing the effort, one engineer likened it to changing the engine of a 747 in the middle of a flight.
Varma says he didn’t try to do everything at once, as he needed to see if the islands approach would work in practice first. In November 2017, he pulled the first engineering team together, and by January it had built the app shell (the common services piece) and one microservice island. When the proof of concept succeeded, Varma knew they were in business.
It’s one thing to build a single island, but it’s another matter to build a chain of them and that would be the next step. By last April, engineering had shown enough progress that they were able to present the entire idea to senior management and get the go-ahead to move forward with a more complex project.
Photo of Rock Islands, Palau, Micronesia: J.W.Alker/Getty Images
First, it took some work with the Next.js development team to get the development framework to work the way they wanted. Varma said he brought in the Next.js team to work with his engineers. He said that they needed to figure out how to stitch the various islands together and resolve dependencies among the different services. The Next.js team actually changed its development roadmap for Trulia, speeding up delivery of these requirements, understanding that other companies would have similar issues.
By last July, the company released Neighborhoods, the first fully independent island functionality on the site. Recently, it moved off-market properties to islands. Off-market properties, as the name implies, are pages with information about properties that are no longer on the market. Varma says that these pages actually make up a significant portion of the company’s traffic.
While Varma would not say just how much of the site has been moved to islands at this point, he said the goal is to move the majority to the new platform in 2019. All of this shows that a complete overhaul of a complex site doesn’t happen overnight, but Trulia is taking steps to move off the original system it created in 2005 and move to a more modern and flexible architecture it has created with islands. It may not have paid down its technical debt in full in 2018, but it went a long way on laying the foundation to do so.
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Online real estate service Knock is finishing up a $32 million Series A round led by RRE Ventures. The new company, founded by former Trulia executives, promises to handle the details of home sales in exchange for the traditional six percent commissions. Unlike legacy sellers, though, Knock promises you market-rate returns on your house in advance. And if, for whatever reason, your… Read More
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As expected, Zillow today closed the acquisition of its competitor Trulia in a stock-for-stock transaction. The total price of the acquisition was $2.5 billion. When Zillow first announced its intentions to take over Trulia, the stock price still valued the transaction at $3.5 billion. Read More
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