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U.K.-based startup Sylvera is using satellite, radar and lidar data-fuelled machine learning to bolster transparency around carbon offsetting projects in a bid to boost accountability and credibility — applying independent ratings to carbon offsetting projects.
The ratings are based on proprietary data sets it’s developed in conjunction with scientists from research organisations including UCLA, the NASA Jet Propulsion Laboratory and University College London.
It’s just grabbed $5.8 million in seed funding led by VC firm Index Ventures. All its existing institutional investors also participated — namely: Seedcamp, Speedinvest and Revent. It also has backing from leading angels, including the existing and former CEOs of NYSE, Thomson Reuters, Citibank and IHS Markit. (It confirms it has committed not to receive any investment from traditional carbon-intensive companies.) And it’s just snagged a $2 million research contract from Innovate UK.
The problem it’s targeting is that the carbon offsetting market suffers from a lack of transparency.
This fuels concerns that many offsetting projects aren’t living up to their claims of a net reduction in carbon emissions — and that “creative” carbon accountancy is rather being used to generate a lot of hot air: In the form of positive-sounding PR, which sums to meaningless greenwashing and more pollution as polluters get to keep on pumping out climate changing emissions.
Nonetheless, the carbon offset markets are poised for huge growth — of at least 15x by 2030 — as large corporates accelerate their net zero commitments. And Sylvera’s bet is that that will drive demand for reliable, independent data — to stand up the claimed impact.
How exactly is Sylvera benchmarking carbon offsets? Co-founder Sam Gill says its technology platform draws on multiple layers of satellite data to capture project performance data at scale and at a high frequency.
It applies machine learning to analyze and visualize the data, while also conducting what it bills as “deep analytical work to assess the underlying project quality”. Via that process it creates a standardised rating for a project, so that market participants are able to transact according to their preferences.
It makes its ratings and analysis data available to its customers via a web application and an API (for which it charges a subscription).
“We assess two critical areas of a project — its carbon performance, and its ‘quality’,” Gill tells TechCrunch. “We score a project against these criteria, and give them ratings — much like a Moody’s rating on a bond.”
Carbon performance is assessed by gathering “multi-layered data” from multiple sources to understand what is going on on the ground of these projects — such as via multiple satellite sources such as multispectral image, radar, and lidar data.
“We collate this data over time, ingest it into our proprietary machine learning algorithms, and analyse how the project has performed against its stated aims,” Gill explains.
Quality is assessed by considering the technical aspects of the project. This includes what Gill calls “additionality”; aka “does the project have a strong claim to delivering a better outcome than would have occurred but for the existence of the offset revenue?”.
There is a known problem with some carbon offsets claimed against forests where the landowner had no intention of logging, for example. So if there wasn’t going to be any deforestation the carbon credit is essentially bogus.
He also says it looks at factors like permanence (“how long will the project’s impacts last?”); co-benefits (“how well has the project incorporated the UN’s Sustainability Development Goals?); and risks (“how well is the project mitigating risks, in particular those from humans and those from natural causes?”).
Clearly it’s not an exact science — and Gill acknowledges risks, for example, are often interlinked.
“It is critical to assess these performance and quality in tandem,” he tells TechCrunch. “It’s not enough to simply say a project is achieving the carbon goals set out in its plan.
“If the additionality of a project is low (e.g. it was actually unlikely the project would have been deforested without the project) then the achievement of the carbon goals set out in the project does not generate the anticipated carbon goals, and the underlying offsets are therefore weaker than appreciated.”
Commenting on the seed funding in a statement, Carlos Gonzalez-Cadenas, partner at Index Ventures, said: “This is a phenomenally strong team with the vision to build the first carbon offset rating benchmark, providing comprehensive insights around the quality of offsets, enabling purchase decisions as well as post-purchase monitoring and reporting. Sylvera is putting in place the building blocks that will be required to address climate change.”
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If you’ve spent any time on TikTok lately, then you’ve probably seen a number of Popl’s ads. The startup has been successfully leveraging social media to get its modern-day business card alternative in front of a wider audience. Packaged as either a phone sticker, keychain or wristband, Popl uses NFC technology to make sharing contact information as easy as using Apple Pay. To date, Popl has sold somewhere over 700,000 units and has generated $2.7 million in sales for its digital business card technology.
Popl co-founder and CEO Jason Alvarez-Cohen, a UCLA grad with a background in computer science, first realized the potential for NFC business cards through a different use case — a device he encountered in someone’s home while attending a party. But it sparked the idea to use NFC technology for sharing information person-to-person, which would be faster than alternatives, like AirDrop or manual entry. And so, Popl was born.
Image Credits: Popl
Though startup history is littered with would-be “business card killers” that eventually died, what makes Popl different from early contenders is that it combines both an app with a physical product — the Popl accessory. This accessory can be purchased in a variety of form factors, including the popular Popl phone sticker that you can apply right to the back of your phone case (or even the top of your PopSocket), and customized with a photo of your choosing.
“I knew that, in the past, people would tap phones and share information like that. But I learned quickly that you can’t do this just phone-to-phone with pure software,” says Alvarez-Cohen. “So I [wondered to myself], what’s the closest way we can get the phone tapping? And that’s how I came up with this back-of-the-phone product.”
Each Popl accessory is actually an NFC tag which enables the handoff of the user’s contact information. When the phones are close, the recipient will get a notification that alerts them to your shared Popl data.
There are, of course, other ways to quickly exchange contact information. You can easily enter in someone’s digits into your phone’s contacts app directly, for example, which may work better for more casual encounters — like meeting someone at a bar. But Popl lets you share a full business cards’ worth of contact data with just a tap, which makes it better for professional encounters, or any other time you want to share more than just your phone number.
While the Popl tags make for a nice gimmick, the Popl mobile app is what makes the overall service useful. And to be clear, the app is only necessary for the Popl’s owner — the recipient doesn’t need the app installed for Popl to work. They will, however, need to have a phone that can read NFC tags, which can leave out some older devices. Or, as a backup, they’ll need the ability to scan the QR code the app provides as a workaround.
Image Credits: Popl
In the Popl app, you can customize which data you want to share with others — including your contact info, social profiles, website links, etc. — all via an easy-to-use interface. Like some business card apps in the past, you can flip between a personal profile and a business profile in Popl in order to share the appropriate information when out networking. To actually make the exchange of contact information with another person, you simply hold up your phone to theirs and they’ll get a notification directing them to your Popl profile webpage. (The phones don’t have to physically touch or bump together, however. It’s more like Apple Pay, where they have to be near each other.)
From the Popl website, that’s shared via the notification that pops up, the recipient can tap on the various options to connect with the sender — for example, adding them on a social network like LinkedIn or Instagram, grabbing their phone number to send a quick text, or even downloading a full contact card to their phone’s address book, among other things.
Image Credits: Popl
The app’s more clever feature, however, is something Popl calls “Direct.”
This patented feature won’t send over the Popl website where the recipient then has to choose how they want to connect. Instead, it opens the destination app directly. For example, if you have LinkedIn Direct on, the recipient will be taken directly to your profile on LinkedIn when they tap the notification. Or if you put your Contact Card on Direct, it will just pop your address book entry onto the screen so the user can choose to save it to their phone.
For paid users, the app also lets you track your history of Popl connections on a map, so you can recall who you met, where and when, along with other analytics.
Image Credits: Popl
Work on Popl, which is co-founded by Alvarez-Cohen’s UCLA roommate, Nick Eischens, now Popl COO, began in late 2019. The startup then launched in February 2020 — just before the coronavirus lockdowns in the U.S. That could have been a disastrous time for a business designed to help people exchange information during in-person meetings when the world was now shifting to Zoom and remote work. But Alvarez-Cohen says they marketed Popl as a “contactless solution.”
“If I have this, and I have to meet someone for my business, I don’t even have to tap it — you can just hover, and it will still send that information,” Alvarez-Cohen says. “So I’m able to share my business card with you without handing you a business card, which is safe.”
But what really helped to sell Popl were its video demos. One TikTok ad, which I’m sure you’ve seen if you use TikTok at all, features the co-founders’ friend Arev sharing her TikTok profile with a new friend just as she’s leaving the gym.
In the video, the recipient — clearly dumbfounded by the technology after she taps his phone — responds “what? what? Whoa! What? How’d you do that?!”
It’s now been viewed over 80 million times.
Today, Popl’s TikTok videos get high tens of thousands, hundreds of thousands and sometimes still millions of views per video. The company also has an active presence on other social media. For instance, Popl posts regularly to Instagram, where it has over 100,000 followers. Today, the startup’s growth is about 60% driven by Facebook and Instagram marketing and 40% organic, Alvarez-Cohen says.
Now, the company is preparing new products for the post-pandemic era when in-person events return. Though it had before sold Popl’s in bulk for this purpose, it’s now readying an “event bracelet” that just slips on your wrist (and is reusable). The bracelet could be used at any big event — like music festivals or business conferences, where you’re meeting a lot of new people. And because Popl uses NFC, phones have to be close to make the contact info exchange — it won’t just randomly share your info with everyone as you pass by them.
Popl is also fleshing out the business networking side of its app with integrations for Salesforce, Oracle, HubSpot and CSV export, that come with its Popl Pro subscription ($4.99 per month). The in-app subscription is already at $450,000-plus in annual recurring revenue and growing 10% every week, as of early April.
A Y Combinator Winter 2021 participant, Popl is backed by Twitch co-founder Justin Kan (via Goat Capital), YC, Urban Innovation Fund, Cathexis Ventures and others angels, including Wish.com CEO Peter Szulczewski and PlanGrid co-founder Ralph Gootee.
The app is available on iOS and Android, and the Popl accessories are sold on its website and on Target.com.
Update, 4/19/21, 6:45 PM ET: Post updated with a more current revenue figure after publication.
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Earlier this year, 15 top U.S. universities joined forces to launch a one-stop shop where corporations and startups can discover and license patents.
Working in concert, Brown, Caltech, Columbia, Cornell, Harvard, the University of Illinois, Michigan, Northwestern, Penn, Princeton, SUNY Binghamton, UC Berkeley, UCLA, the University of Southern California and Yale formed The University Technology Licensing Program LLC (UTLP) to create a centralized pool of licensable IP.
The UTLP arrives as more higher education institutions are beefing up their investment in the entrepreneurial pipeline to help more students launch startups after graduation. In some instances, schools serve as accelerators, providing students with resources and helping them connect with VCs to find seed funding.
To get a better look at the new program and more insight into the university-to-startup pipeline, we spoke to:
Orin Herskowitz: The UTLP effort is really much more about licensing to the somewhat broken interface between universities and very large companies in the tech space when it comes to licensing intellectual property. But I know USC and Columbia and many of our peers, especially over the last three to seven years, have pivoted in a massive way to helping our faculty students fulfill their entrepreneurial dreams and launch startups around this exciting university technology.
Orin Herskowitz: Universities have traditionally been a source of amazing, life-saving and life-improving inventions, for decades. There’s been a ton of new drugs and medical devices, cybersecurity improvements, and search engines, like Google, that have come out of universities over the years, that were federally funded and developed in the labs, and then licensed to either a startup or the industry. And that’s been great. At least over the last couple of decades, that interface has worked really, really well in some fields, but less well in others. So, in the life sciences, in energy, in advanced materials, in those industries, a lot of the time, these innovations that end up having a huge impact on society are based really on one or two or three core eureka moments. There’s like one or two patents that underlie an enormous new cancer drug, for instance.
In the tech space though, it’s a very different dynamic because, a lot of the time, these inventions are incredibly important and they do launch a whole new generation of products and services, but the problem is that a new device, like an iPhone, or a piece of software, might rely on dozens or even hundreds of innovations from across many different universities, as opposed to just one or two.
Jennifer Dyer: We’ve all had this renewed focus on innovation within the university and really helping our students and faculty that want to start companies, launch those companies. If you look at the space, helping educate our students that launching a company in a high-tech space may mean that they have to go out and acquire 100 different licenses, so maybe it doesn’t make sense. We’re going to be doing nonexclusive licensing, and it doesn’t preclude anyone from moving forward with this technology. This is probably the first pool for nonstandard essential patents in the high-tech space, which makes it somewhat unique. Because if you look back, most of the pools have been around standard essential patents.
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HackerRank, a popular platform for practicing and hosting online coding interviews, today announced that it has acquired Mimir, a cloud-based service that provides tools for teaching computer science courses. Mimir, which is HackerRank’s first acquisition, is currently in use by a number of universities, including UCLA, Purdue, Oregon State and Michigan State, as well as by corporations like Google.
HackerRank says it will continue to support Mimir’s classroom product as a standalone product for the time being. By Q2 2020, the two companies expect to have an initial release of a combined product offering.
“HackerRank will work closely with professors, students and customers to help student developers learn, improve and assess their skills from coursework to career,” Vivek Ravisankar, the co-founder and CEO of HackerRank, told me. “Ultimately, we envision a combined product that allows students to obtain both a formal academic education as well as practical skills assessments which can help build a strong and successful career.”
The two companies did not disclose the financial details of the acquisition, but Indiana-based Mimir previously raised a total of $2.5 million and had eight employees at the time of the acquisition, including the three-person executive team.
As the companies stress, both focus on allowing developers for a variety of backgrounds to successfully vie for jobs, no matter where they went to school. HackerRank argues that the combination of its existing services and Mimir’s classroom tools will “provide computer science classrooms with the most comprehensive developer assessment platform on the market; allowing students to better prepare for real-world programming and universities to more accurately evaluate student progress.” The idea here clearly is to expand HackerRank’s reach into the world of academia and expand the talent pool for its customers who are looking to recruit from its users, but Ravisankar also noted that he hopes the combined strengths of HackerRank and Mimir will allow students to combine their academic learning with market learning. “This will ensure that they’re equipped with the skills that their future workplaces require,” he said.
Mimir isn’t so much a tool for massive online courses but instead focuses on helping teachers and students manage programming projects and assignments. To do so, it offers a full online IDE, as well as support for Jupyter notebooks, as well as more traditional teaching tools for creating quizzes and assignments. The built-in IDE supports 40 programming languages, including Python, Java and C. There’s also a tool for detecting plagiarism.
Currently, about 15,000 to 20,000 students are using Mimir’s platform for their coursework. That’s dwarfed by the 7 million developers who have signed up for HackerRank so far, but not all of those are active, while, almost by default, all of Mimir’s users will be on the job market sooner or later.
“Mimir has made a name for itself by becoming a secret weapon for computer science programs — Mimir equips them with the tools to make a real difference in the education of developers,” said Prahasith Veluvolu, co-founder and CEO of Mimir. “Working with HackerRank is a natural evolution of our mission, allowing our customers to scale their programs while simultaneously giving students an unmatched classroom experience to prepare them for the careers of tomorrow.”
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Electrification in the automotive industry isn’t just about consumer cars: There are plenty of commercial and specialist vehicles that are prime candidates for EVs, including in the healthcare industry. Take the new UCLA mobile surgical lab developed by Winnebago, for instance — it’s a zero-emission, all-electric vehicle that will move back and forth between two UCLA campuses, collecting, sterilizing and repairing surgical instruments for the medical staff there.
Why is that even needed? The usual process is sending out surgical instruments for this kind of service by a third-party, and it’s handled in a dedicated facility at a significant annual cost. UCLA Health Center estimates that it can save as much as $750,000 per year using the EV lab from Winnebago instead.
The traveling lab can operate for around eight hours, including round-trips between the two hospital campuses, or for a total distance traveled of between 85 and 125 miles on a single charge of its battery, depending on usage. It also offers “the same level of performance, productivity and compliance” as a lab in a fixed-location building, according to Winnebago.
Aside from annual savings on operating costs, UCLA also got some discounts toward the purchase of the lab from a few grant programs, including the Hybrid and Zero-Emission Truck and and Bus Voucher Incentive Project (an admitted mouthful, but it does have its own acronym luckily — HVIP). These programs all encourage the adoption of electric vehicles through financial incentives that help defray the upfront costs, which is yet another good reason for industries like healthcare to look at EVs as a way to not only reduce costs long term, but upfront as well.
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A lot of students attend public universities to lessen the financial burden of higher education. At last tally, tuition and fees at American public colleges and universities averaged around $6,800 a year, per the federal government. That’s far below the $32,600 mean price tag for private, nonprofit institutions.
Yet when it comes to public universities, the old adage “you get what you pay for” clearly does not apply. Leading public research universities in particular have a track record of turning out enviably knowledgeable and successful graduates. That includes a whole lot of funded startup founders.
And that leads us to our latest ranking. At Crunchbase News, we’ve been tracking the intersection of alumni affiliation and startup funding for the past few years. In a story published earlier this week, we looked at which U.S. universities graduated the most founders of startups that raised $1 million or more in roughly the past year.
For today’s follow-up, we’re focusing exclusively on public universities. Starting with a list of top-ranking research universities, we looked to see which have graduated the highest number of funded founders.
For the most part, we used the same criteria as the public-and-private list, focusing on startups that raised $1 million or more after May, 2018. The public list, however, does not separate out business school grads.
Without further ado, here’s the list:

Looking at the list above, a few things stand out. First, our top ranker, University of California at Berkeley, is multiples above the rest of the field when it comes to graduating funded founders.
Berkeley is a school that’s generally hard to get into, prominent in STEM and located in the VC-rich San Francisco Bay Area. So seeing it top the list isn’t necessarily surprising. However, the magnitude of its lead — with nearly three times the funded founders of runner-up UCLA — does warrant attention.
Big Midwestern schools also did well, with University of Michigan and University of Illinois, Urbana-Champaign nabbing the third and fourth spots.
More broadly, the list includes schools from all U.S. regions, including the East Coast, West Coast, South, Midwest and Southwest. So no particular region has a lock on graduating funded entrepreneurs. That’s also not surprising. But it’s good to have some more numbers to back up that notion.
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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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A new study from Versus Systems and the MEMES (Management of Enterprise in Media, Entertainment & Sports) Center at UCLA’s Anderson School of Management examines how gaming and advertising are evolving, and how one influences the other.
As Versus Systems CEO Matthew Pierce put it, the goal was to study, “What is the impact on advertising as interactive media grows, and as more people consume interactive media?”
The individual findings — People like rewards! Not everyone who plays games calls themselves a gamer! — may not be that shocking to TechCrunch readers. And because Versus Systems has built a white-label platform for publishers to offer in-game rewards, the study might also seem a bit self-serving.
But again, this was conducted with UCLA’s Anderson School of Management, and both Pierce (who’s a lecturer at the school) and UCLA MEMES head Jay Tucker pointed to the size of the study, with 88,000 (U.S.-based) participants across a broad range of demographic groups.
Of those respondents, 50 percent said they’ve played a video game (on any platform) in the past week, while 41 percent said they’ve played a game in the past 24 hours. However, only 13 percent of respondents described themselves as gamers. That “identification gap” is even larger among women, where 56 percent played a game in the past week but only 11 percent identified themselves as gamers.
Why does that matter? Well, the MEMES Center and Versus Systems argue in the study press release that “advertisers that are recognizing the value in advertising in-game may be underestimating how large and how diverse the gaming audience really is today.”
The study also suggests that traditional advertising may be facing more resistance from consumers, with 46 percent of respondents saying they frequently or always avoid ads by “clicking the X” to close windows or changing channels or closing apps. Only 3.6 percent of respondents said they always watch ads all the way through.
When asked what would make them play games more, the most popular answer was “winning real things that I want when I achieve things in-game” — it was the number one result for 30 percent of respondents, and among millennials, it did even better. (In comparison, 18 percent put “if the games were less expensive” as their top answer and 11 percent said “my friends playing the same game(s).”) This attitude even extended to TV, where 77 percent of respondents listed rewards as one of the things (not necessarily the top reason) that would make them watch more television.
Meanwhile, 24 percent of respondents listed “if more games/more shows were made for people like me” as the number one thing that would convince them to play or watch more.
Tucker suggested that these seemingly scattershot answers are actually connected. On the advertising side, “We’ve got folks who are used to being part of a community all day, every day, whether that’s social media or massively multiplayer games. We see users are increasingly connected and are not really interested in getting pulled out of an experience. Rewards, if done properly, can reinforce being part of a community … you can amplify that sense of connection.”
“The introduction of choice seems to make a big difference,” Pierce added. “We need new models where we can foster choice, foster community, foster more aspirational relationships between viewers and brands that ultimately allows content developers to have a relationship with the brands that isn’t so adversarial.”
Meanwhile, when it comes to content and storytelling, Tucker said we’re entering an “age of personalization.” Among other things, that means more diversity, in what he described as “a generational shift away from stories that assume everybody’s looking at life from the same perspective.”
Pierce and Tucker suggested that they’ll be taking an even closer look at the data in the coming months (“needs further study” was repeated several times during the interview), particularly by examining responses within smaller demographic groups.
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