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Tech in Mexico: A confluence of Latin America, the US and Asia

Mexico has been known as an up-and-coming tech hub and a gateway to the Latin American market. As an investor focused on developer-centered products, open-source startups and infrastructure technology companies with a particular interest in emerging market innovation, I have been wanting to do some firsthand learning there.

So, despite the ongoing pandemic, I took all the necessary precautions and spent roughly seven weeks in Mexico from January to March. I spent most of my time meeting founders to get a handle on what they are building, why they are pursuing those ideas, and how the entire ecosystem is evolving to support their ambitions.

Knowledge transfer is not the only trend flowing in the U.S.-Asia-LatAm nexus. Competition is afoot as well.

The U.S.-Asia-LatAm nexus

One fascinating, though not surprising, observation was how much LatAm entrepreneurs look to Asian tech giants for product inspiration and growth strategies. Companies like Tencent, DiDi and Grab are household names among founders. This makes sense because the market conditions in Mexico and other parts of LatAm resemble China, India and Southeast Asia more than the U.S.

What often happens is entrepreneurs first look to successful startups in the U.S. to emulate and localize. As they find product-market fit, they start to look to Asian tech companies for inspiration while morphing them to suit local needs.

One good example is Rappi, an app that started out as a grocery delivery service. Its future ambition is squarely to become the superapp of LatAm: It is expanding aggressively both geographically and productwise into delivery for restaurant orders, pharmacy and even COVID tests. It’s also introducing new payment, banking and financial-service products. Rappi Pay launched in Mexico just a few weeks ago, while I was still in the country.

Rappi now looks more like Meituan and Grab than any of its U.S. counterparts, and that’s not an accident. SoftBank, whose portfolio contains many of these Asian tech giants, invested heavily in Rappi’s previous two rounds and now has a $5 billion fund dedicated to the LatAm region. The knowledge and experience accumulated from Asian tech in the last 10 years is transferring to like-minded firms like Rappi, right under Silicon Valley’s proverbial nose.

U.S.-Asia-LatAm competition

Knowledge transfer is not the only trend flowing in the U.S.-Asia-LatAm nexus. Competition is afoot as well.

Because of similar market conditions, Asian tech giants are directly expanding into Mexico and other LatAm countries. The one I witnessed up close during my visit was DiDi.

DiDi’s foray into LatAm started in January 2018 with its acquisition of 99, a Brazilian ride-sharing company. In April 2018, DiDi entered Mexico with its bread-and-butter ride-sharing service. It wasn’t until April 2019 that DiDi launched its food delivery service, DiDi Food, in Monterrey and Guadalajara — two of the largest cities in Mexico. Its expansion hasn’t slowed down since, with a 10% extra earnings incentive to lure delivery drivers.

DiDi delivery worker recruitment promotion banner outside venue

Image Credits: Kevin Xu

My Airbnb in Mexico City happened to be two blocks away from the large WeWork building where DiDi’s local office was located. Every day, I saw a long line of people responding to the earning incentives — waiting outside to get hired as DiDi delivery workers.

Meanwhile, the Uber office that’s literally one block away had hardly any foot traffic. As Uber and Rappi fight for more wealthy consumers, DiDi is working to attract lower-income users to grab market share, hoping that one day some of these people will reach the middle class and become profitable customers.

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US iPhone users spent an average of $138 on apps in 2020, will grow to $180 in 2021

U.S. consumers spent an average of $138 on iPhone apps last year, an increase of 38% year over year, largely driven by the pandemic impacts, according to new data from app store intelligence firm Sensor Tower. Throughout 2020, consumers turned to iPhone apps for work, school, entertainment, shopping and more, driving per-user spending to a new record and the greatest annual growth since 2016, when it had then popped by 42% year over year.

Sensor Tower tells TechCrunch it expects the trend of increased consumer spend to continue in 2021, when it projects consumer spend per active iPhone in the U.S. to reach an average of $180. This will again be tied, at least in part, to the lift caused by the pandemic — and, particularly, the lift in pandemic-fueled spending on mobile games.

Image Credits: Sensor Tower

Last year’s increased spending on iPhone apps in the U.S. mirrored global trends, which saw consumers spend a record $111 billion on both iOS and Android apps, per Sensor Tower, and $143 billion, per App Annie, whose analysis had also included some third-party Android app stores in China.

In terms of where U.S. iPhone consumer spending was focused in 2020, the largest category was, of course, gaming.

In the U.S., per-device spending on mobile games grew 43% year over year from $53.80 in 2019 to $76.80 in 2020. That’s more than 20 points higher than the 22% growth seen between 2018 and 2019, when in-game spending grew from $44 to $53.80.

U.S. users spent the most money on puzzle games, like Candy Crush Saga and Gardenscapes, which may have helped to take people’s minds off the pandemic and its related stresses. That category averaged $15.50 per active iPhone, followed by casino games, which averaged $13.10, and was driven by physical casinos closures. Strategy games also saw a surge in spending in 2020, growing to an average of $12.30 per iPhone user spending.

Image Credits: Sensor Tower

Another big category for in-app spending was Entertainment. With theaters and concerts shut down, consumers turned to streaming apps in larger numbers. Disney+ launched in late 2019, just months ahead of the pandemic lockdowns and HBO Max soon followed in May 2020.

Average per-device spending in this category was second-highest, at $10.20, up 26% from the $8.10 spent in 2019. For comparison, per-device spending had only grown by 1% between 2018 and 2019.

Other categories in the top five by per-device spending included Photo & Video (up 56% to $9.80), Social Networking (up 41% to $7.90) and Lifestyle (up 14% to $6.50).

These increases were tied to apps like TikTok, YouTube, and Twitch. Twitch saw 680% year-over-year revenue growth in 2020 on U.S. iPhones, specifically. TikTok, meanwhile, saw 140% growth. In the Lifestyle category, dating apps were driving growth as consumers looked to connect with others virtually during lockdowns, while bars and clubs were closed.

Overall, what made 2020 unique was not necessarily what apps people where using, but how often they were being used and how much was being spent.

App Annie had earlier pointed out that the pandemic accelerated mobile adoption by two to three years’ time. And Sensor Tower today tells us that the industry didn’t see the same sort of “seasonality” around spending in certain types of apps, and particularly games, last year — even though, pre-pandemic, there are typically slower parts of the year for spending. That was not the case in 2020, when any time was a good time to spend on apps.

 

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LIVEKINDLY screams its way to the top of new plant brands with the close of a $335 million round

LIVEKINDLY Collective, the shouty parent company behind a family of plant-based food brands, has snagged cash from the global impact investing arm of $103 billion investment firm TPG to close its latest round of funding at $335 million.

The company’s fundraising shows that investors still have high hopes for plant-based food brands and that despite the money that’s flowed to companies like Beyond Meat and Impossible Foods — and the resurgence of older brands in the category like Quorn or Kelloggs’ Morningstar Farms — there’s still a healthy appetite among investors for more brands.

LIVEKINDLY was founded by some heavy hitters from the food industry, including Kees Kruythoff, the former president of Unilever North America; Roger Lienhard, the founder of Blue Horizon; and Jodi Monelle, the chief executive and founder of LIVEKINDLY Media. Food industry veterans like Mick Van Ettinger, a former Unilever employee, and Aldo Uva, a former Nestlé employee, round out the team.

Founded as a rollup for a number of different vegetarian and alternative protein food brands, the LIVEKINDLY Collective is now one of the largest plant-based food companies, by funding.

The company said it would use the money to expand into the U.S. and China and to power additional acquisitions, partnerships and investments in plant-based foods.

The company raised money previously from S2G Ventures and Rabo Corporate Investments, the investment arm of the giant Dutch financial services firm, Rabobank.

Fundamentally, the founding investors behind LIVEKINDLY believe that the technology has a long way to go before it matures. And it’s likely that this latest round will be LIVEKINDLY’s last before an initial public offering of its own. 

“We are building a global pureplay in plant-based alternatives — which we believe is the future of food,” said Roger Lienhard, founder and executive chairman of Blue Horizon and founder of LIVEKINDLY Collective. “In just one year, we have raised a significant amount of capital, which testifies to the urgency of our mission and the enormous investment opportunity it represents. We believe the momentum behind plant-based living will continue to grow in both the private and public markets.”

As a result of its investment, Steve Ellis, co-managing partner of The Rise Fund, has joined the LIVEKINDLY Collective board of directors, effective March 1, 2021.

“We are excited to work with LIVEKINDLY Collective and its ecosystem of innovative companies and world-class leaders to meet the growing global demand for healthy, plant-based, clean-label options,” said Ellis. “The company’s unique, mission-driven model operates across the entire value chain, from seed to fork, to drive worldwide adoption of plant-based alternatives and create a healthier planet for all.”

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Spinning out from the cryptocurrency hardware developer Bitfury, LiquidStack pitches a data center cooling tech

Data centers and bitcoin mining operations are becoming huge energy hogs, and the explosive growth of both risks undoing a lot of the progress that’s been made to reduce global greenhouse gas emissions. It’s one of the major criticisms of cryptocurrency operations and something that many in the industry are trying to address.

Enter LiquidStack, a company that’s spinning out from the cryptocurrency hardware technology developer Bitfury Group with a $10 million investment.

The company, which was formerly known as Allied Control Limited, restructured as a commercial operating company headquartered in the Netherlands with commercial operations in the U.S. and research and development in Hong Kong, according to a statement.

It was first acquired by Bitfury in 2015 after building a two-phase immersion cooling 500kW data center in Hong Kong, that purportedly cut energy consumption by 95% versus traditional air cooling technologies. Later, the companies jointly deployed 160 megawatts of two-phase immersion-cooled data centers.

“Bitfury has been innovating across multiple industries and sees major growth opportunities with LiquidStack’s game-changing cooling solutions for compute-intensive applications and infrastructure,” said Valery Vavilov, CEO of Bitfury. “I believe LiquidStack’s leadership team, together with our customers and strategic support from Wiwynn, will rapidly accelerate the global adoption and deployment of two-phase immersion cooling.”

The $10 million in funding came from the Taiwanese conglomerate Wiwynn, a data center and infrastructure developer with revenues of $6.3 billion last year.

“Wiwynn continues to invest in advanced cooling solutions to address the challenges of fast-growing power consumption and density for cloud computing, AI, and HPC,” said Emily Hong, chief executive of Wiwynn, in a statement.

In a statement, LiquidStack said its technology could enable at least 21 times more heat rejection per IT rack compared to air cooling — all without the need for water. The company said its cooling method results in a 41% reduction in energy used for cooling and a 60% reduction in data center space.

“Bitfury has always been focused on leading by example and is a technology driven company from the top of the organization, to its grass roots,” said Joe Capes, co-founder and chief executive of LiquidStack, in a statement. “Launching LiquidStack with new funding enables us to focus on our strengths and capabilities, accelerating the development of liquid cooling technology, products and services to help solve real thermal and sustainability challenges driven by the adoption of cloud services, AI, edge and high-performance computing.”

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Pie Insurance raises $118M for data-driven workers’ comp coverage

Pie Insurance, a startup offering workers’ compensation insurance to small businesses, announced this morning that it has closed on $118 million in a Series C round of funding.

Allianz X — investment arm of German financial services giant Allianz — and Acrew Capital co-led the round, which brings the Washington, D.C.-based startup’s total equity funding raised to over $300 million since its 2017 inception. Pie declined to disclose the valuation at which its latest round was raised, other than to say it was “a significant increase.”

Return backers Greycroft, SVB Capital, SiriusPoint, Elefund and Moxley Holdings also participated in the Series C financing.

The startup, which uses data and analytics in its effort to offer SMBs a way to get insurance digitally and more affordably, has seen its revenues climb by 150% since it raised $127 million in a Series B extension last May. Its headcount too has risen — to 260 from 140 last year.

Pie began selling its insurance policies in March 2018. The company declined to give recent hard revenue numbers, saying it only has grown its gross written premium to over $100 million and partnered with over 1,000 agencies nationwide. Last year, execs told me that in the first quarter of 2020, the company had written nearly $19 million in premiums, up 150% from just under $7.5 million during the same period in 2019.

Like many other companies over the past year, Pie Insurance — with its internet-driven, cloud-based platform — has benefited from the increasing further adoption of digital technologies. 

“We are riding that wave,” said Pie Insurance co-founder and CEO John Swigart. “We believe small businesses deserve better than they have historically gotten. And we think that technology can be the means by which that better experience, that more efficient process, and fundamentally, that lower price can be delivered to them.”

Pie’s customer base includes a range of small businesses including trades, contractors, landscapers, janitors, auto shops and restaurants. Pie sells its insurance directly through its website and also mostly through thousands of independent insurance agents.

Workers’ compensation insurance is the only commercial insurance mandated for nearly every company in the United States, points out Lauren Kolodny, founding partner at Acrew Capital.

“Historically, it’s been extremely cumbersome to qualify, onboard and manage workers’ comp insurance — particularly for America’s small businesses which haven’t been prioritized by larger carriers,” she wrote via email. 

Pie, Koldony said, is able to offer underwriting decisions “almost instantly,” digitally and more affordably than legacy insurance carriers.

“I have seen very few insurtech teams that come close,” she added.

Dr. Nazim Cetin, CEO of Allianz X, told TechCrunch via email that his firm believes Pie is operating in an “attractive and growing market that is ripe for digital disruption.”

The company, he said, leverages “excellent,” proprietary data and advanced analytics to be able to provide tailored underwriting and automation. 

“We see some great collaboration opportunities with Allianz companies too,” he added.

Looking ahead, the company plans to use its new capital to invest further in technology and automation, as well as to grow its core workers’ comp insurance business and “lay the groundwork for new business offerings in 2021 and beyond.”

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Better Health raises $3.5M seed round to reinvent medical supply shopping through e-commerce

The home medical supply market in the U.S. is significant and growing, but the way that Americans go about getting much-needed medical supplies, particularly for those with chronic conditions, relies on outdated and clumsy sales mechanisms that often have very poor customer experiences. New startup Better Health aims to change that, with an e-commerce approach to serving customers in need of medical supplies for chronic conditions, and it has raised $3.5 million in a new seed round to pursue its goals.

Better Health estimates the total value of the home medical supplies market in the U.S., which covers all reimbursable devices and supplies needed for chronic conditions, including things like colostomy bags, catheters, mobility aids, insulin pumps and more, is around $60 billion annually. But the market is obviously a specialized one relative to other specialized goods businesses, in part because it requires working not only with customers who make the final decisions about what supplies to use, but also payers, who typically foot the bill through insurance reimbursements.

The other challenge is that individuals with chronic care needs often require a lot of guidance and support when making the decision about what equipment and supplies to select — and the choices they make can have a significant impact on quality of life. Better Health co-founder and CEO Naama Stauber Breckler explained how she came to identify the problems in the industry, and why she set out to address them.

“The first company I started was right out of school, it’s called CompactCath,” she explained in an interview. “We created a novel intermittent catheter, because we identified that there’s a gap in the existing options for people with chronic bladder issues that need to use a catheter on a day-to-day basis […] In the process of bringing it to market, I was exposed to the medical devices and supplies industry. I was just shocked when I realized how hard it is for people today to get life-saving medical supplies, and basically realized that it’s not just about inventing a better product, there’s kind of a bigger systematic problem that locks consumer choice, and also prevents innovation in the space.”

Stauber Breckler’s founding story isn’t too dissimilar from the founding story of another e-commerce pioneer: Shopify. The now-public heavyweight originally got started when founder Tobi Lütke, himself a software engineer like Stauber Breckler, found that the available options for running his online snowboard store were poorly designed and built. With Better Health, she’s created a marketplace, rather than a platform like Shopify, but the pain points and desire to address the problem at a more fundamental level are the same.

Better Health head of Product Adam Breckler, left, and CEO Naama Stauber Breckler, right. Image Credits: Better Health

With CompactCath, she said they ended up having to build their own direct-to-consumer marketing and sales product, and through that process, they ended up talking to thousands of customers with chronic conditions about their experiences, and what they found exposed the extent of the problems in the existing market.

“We kept hearing the same stories again, and again — it’s hard to find the right supplier, often it’s a local store, the process is extremely manual and lengthy and prone to errors, they get the surprise bills they weren’t expecting,” Stauber Breckler said. “But mostly, it’s just that there is this really sharp drop in care, from the time that you have a surgery or you were diagnosed, to when you need to now start using this device, when you’re essentially left at home and are given a general prescription.”

Unlike in the prescription drug market, where your choices essentially amount to whether you pick the brand name or the generic, and the outcome is pretty much the same regardless, in medical supplies which solution you choose can have a dramatically different effect on your experience. Customers might not be aware, for example, that something like CompactCath exists, and would instead choose a different catheter option that limits their mobility because of how frequently it needs changing and how intensive the process is. Physicians and medical professionals also might not be the best to advise them on their choice, because while they’ve obviously seen patients with these conditions, they generally haven’t lived with them themselves.

“We have talked to people who tell us, ‘I’ve had an ostomy for 19 years, and this is the first time I don’t have constant leakages’ or someone who had been using a catheter for three years and hasn’t left her house for more than two hours, because they didn’t feel comfortable with the product that they had to use it in a public restroom,” Stauber Breckler said. “So they told us things like ‘I finally went to visit my parents, they live in a town three hours away.’ ”

Better Health can provide this kind of clarity to customers because it employs advisors who can talk patients through the equipment selection process with one-to-one coaching and product use education. The startup also helps with navigating the insurance side, managing paperwork, estimating costs and even arguing the case for a specific piece of equipment in case of difficulty getting the claim approved. The company leverages peers who have firsthand experience with the chronic conditions it serves to help better serve its customers.

Already, Better Health is a Medicare-licensed provider in 48 states, and it has partnerships in place with commercial providers like Humana and Oscar Health. This funding round was led by 8VC, a firm with plenty of expertise in the healthcare industry and an investor in Stauber Breckler’s prior ventures, and includes participation from Caffeinated Capital, Anorak Ventures and angels Robert Hurley and Scott Flanders of remote health pioneer eHealth.

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Now approved in LA, Abodu’s backyard homes can now go from contract to completion in as little as 30 days

Abodu, one of a slew of startup companies pitching backyard homes and office spaces to Californians in an effort to help address the state’s housing shortage, has instituted a new “Quickship” program that can take an order from contract to construction and installation in about 30 days.

Behind the quick turnaround time is a pre-approval process that was first rolled out in Santa Fe and came to Los Angeles in recent weeks.

Abodu began installing homes through a pre-approval process back in 2019, when the city of San Jose created a program that allowed developers of alternative dwelling units to submit plans for pre-approval to cut the time for homeowners.

That approval process means that ADU developers like Abodu can be permitted in one hour. Other ADU developers pre-approved in San Jose, California include Acton ADU, the venture-backed Connect Homes, J. Kretschmer Architect, Mayberry Workshop, Open Remodel and prefabADU. In Los Angeles, La Mas, IT House, Design, Bitches, Connect Homes, Welcome Projects and First Office have all had homes pre-approved for construction.

Beyond the cities where Adobu’s ADUs have received pre-approval, the company has built across California in cities ranging from, Palo Alto, Millbrae, Orange County, LA and Oakland. Units in the Bay Area cost roughly $189,000 as a starting price, compared to the $650,000 to $850,000 it takes to build units in a mid-rise apartment building, or $1 million per unit in a steel-reinforced highrise, according to the company.

“Our Quickship program is the fastest way to add housing,” said John Geary, CEO at Abodu. “Homeowners with immediate needs, be it family situations or those looking for investment income, can now complete an ADU project in as little as four weeks. A key mission for Abodu is to make a serious dent in our state’s housing deficit while providing people and municipalities the necessary blueprint to enact real change.”

For Initialized partner (and former TechCrunch writer) Kim-Mai Cutler, who serves on the Abodu board of directors, the achievement of a 30-day construction milestone is almost a dream come true. Cutler wrote the book (or the equivalent of a book) on the housing crisis and its impact on the Bay Area and California broadly.

That piece led Cutler to work in public service “on boards and commissions overseeing the spending of federal dollars on homelessness and the proceeds of municipal bonds directed at financing affordable housing (because yes, for some segments of residents, you do have to explicitly subsidize housing at the local level),” as she noted in a blog post about her investment in Abodu.

The interior of an Abodu home. Photo via Abodu.

Cutler backed the company because of her deep knowledge of the issues associated with housing.

“The reason this is a big deal is because Northern California has been the most expensive and unpredictable place to build new housing in the world. Projects typically take several years because of uncertainty with entitlements and materials,” Cutler wrote. “Over the past year, Abodu co-founders John Geary and Eric McInerney have put homes in the backyards of parents bringing kids home from college, a mother-and-son pair that each bought one for their homes in Millbrae, a couple looking to eventually house a grandmother in San Jose and on and on.”

The key inspiration that Abodu’s founders hit on was their concentration on granny flats, casitas and backyard dwellings. “While deliberations over mid-rise density were stalling in Sacramento, the state legislature (and legislatures up north in the Pacific Northwest) were passing bill after bill, including Phil Ting’s AB 68 and Bob Wieckowski’s SB 1069, to make it really easy to add backyard units,” Cutler wrote. “This is the kind of change that suburban America wants, is comfortable with and can politically pass and implement easily.”

To Cutler’s thinking, Adobu’s 30-day construction schedule will change consumer behavior, thanks to the fact that the home can be craned in and installed in less than a day on a foundation constructed in less than two weeks. Its incredibly low cost will enable a lot of opportunities to develop new inventory and the simple fact is that inventory remains a scarce commodity. As Cutler noted, only half as many homes are trading across the United States as were available a year ago, which is happening at the same time as when millennials are entering prime family formation years. 

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Amazon will expand its Amazon Care on-demand healthcare offering US-wide this summer

Amazon is apparently pleased with how its Amazon Care pilot in Seattle has gone, since it announced this morning that it will be expanding the offering across the U.S. this summer, and opening it up to companies of all sizes, in addition to its own employees. The Amazon Care model combines on-demand and in-person care, and is meant as a solution from the search giant to address shortfalls in current offerings for employer-sponsored healthcare.

In a blog post announcing the expansion, Amazon touted the speed of access to care made possible for its employees and their families via the remote, chat and video-based features of Amazon Care. These are facilitated via a dedicated Amazon Care app, which provides direct, live chats via a nurse or doctor. Issues that then require in-person care are then handled via a house call, so a medical professional is actually sent to your home to take care of things like administering blood tests or doing a chest exam, and prescriptions are delivered to your door as well.

The expansion is being handled differently across both in-person and remote variants of care; remote services will be available starting this summer to Amazon’s own employees, as well as other companies that sign on as customers, starting this summer. The in-person side will be rolling out more slowly, starting with availability in Washington, D.C., Baltimore, and “other cities in the coming months” according to the company.

As of today, Amazon Care is expanding in its home state of Washington to begin serving other companies. The idea is that others will sign on to make Amazon Care part of an overall benefits package for employees. Amazon is touting as a major strength of the service the speed advantages of testing services, including results delivery, for things including COVID-19.

The Amazon Care model has a surprisingly Amazon twist, too — when using the in-person care option, the app will provide an updated ETA for when to expect your physician or medical technician, which is eerily similar to how its primary app treats package delivery.

While the Amazon Care pilot in Washington only launched a year-and-a-half ago, the company has had its collective mind set on upending the corporate healthcare industry for some time now. It announced a partnership with Berkshire Hathaway and JPMorgan back at the beginning of 2018 to form a joint venture specifically to address the gaps they saw in the private corporate healthcare provider market.

That deep pocketed all-star team ended up officially disbanding at the outset of this year, after having done a whole lot of not very much in the three years in between. One of the stated reasons that Amazon and its partners gave for unpartnering was that each had made a lot of progress on its own in addressing the problems it had faced anyway. While Berkshire Hathaway and JPMorgan’s work in that regard might be less obvious, Amazon was clearly referring to Amazon Care.

It’s not unusual for large tech companies with lots of cash on the balance sheet and a need to attract and retain top-flight talent to spin up their own healthcare benefits for their workforces. Apple and Google both have their own on-campus wellness centers staffed by medical professionals, for instance. But Amazon’s ambitions have clearly exceeded those of its peers, and it looks intent on making a business line out of the work it did to improve its own employee care services — a strategy that isn’t too dissimilar from what happened with AWS, by the way.

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The Robinhood competitor landscape intensifies as Invstr raises $20M

One of the biggest gripes about investing apps is that they are not acting responsibly by not educating users properly and allegedly letting them fend for themselves. This can result in people losing a lot of money, as evidenced by the number of lawsuits against Robinhood.

Today, an eight-year-old company that has been focused on nothing but financial education is now offering trading and banking services in the U.S..

Over the years, London-based Invstr has built out an educational platform with features such as an investing academy. It’s created a Fantasy Finance game, which gives users the ability to manage a virtual $1 million portfolio so they can learn more about the markets before risking their own money for real. Via social gamification, Invstr has set out to make the educational process fun.

It has also built a community around users so they can learn from each other (something another Robinhood competitor Gatsby is also doing).

Over 1 million users have downloaded the platform globally.

Invstr, according to CEO and founder Kerim Derhalli, is taking a different approach from competitors by offering education and learning tools upfront. And in addition to giving users the ability to make commission-free stock trades, it’s also giving them a way to digitally bank and invest using their Invstr+ accounts “without ever needing to move money from one place to another.”

Invstr takes it all a step further for subscribers who have access to an “Invstr Score,” performance stats and behavioral analytics among other things.

Derhalli said moving in this direction with the company was part of his business plan from day one.

“I think the most powerful trend in the U.S. is self-directed investing,” Derhalli told TechCrunch. “Younger generations have grown up in an app world and they expect to be autonomous and do things for themselves. Many distrust the banking system, and they don’t want to follow in their parents’ footsteps when it comes to banking and finance. We think this is a massive opportunity.”

In the unveiling of its new offerings, Invstr also announced Wednesday that it has closed on a $20 million Series A in the form of a convertible offering. This builds upon $20 million it previously raised across two seed rounds from investors such as Ventura Capital, Finberg, European angel investor Jari Ovaskainen and Rick Haythornthwaite, former global chairman of Mastercard.

Derhalli said he felt compelled to found Invstr after seeing firsthand how a lack of knowledge and confidence can prevent individuals from starting to invest. He worked for three decades in senior leadership roles at Deutsche Bank, Lehman Brothers, Merrill Lynch and JPMorgan before founding Invstr “so that anyone, anywhere could learn how to invest.”

Invstr is offering its new investing services in partnership with Apex Clearing, which formerly provided execution and settlement services to Robinhood. Its digital banking services are being offered through a partnership with Vast Bank. To address the security piece, Invstr said its user data is also protected by technology from Okta.

The company, which also has offices in New York and Istanbul, plans to use the new capital to launch new brokerage and analytics tools and a portfolio builder.


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Pixxel closes $7.3M seed round and unveils commercial hyperspectral imaging product

LA and Bangalore-based space startup Pixxel has closed a $7.3 million seed round, including newly committed capital from Techstars, Omnivore VC and more. The company has also announced a new product focus: hyperspectral imaging. It aims to provide that imaging at the highest resolution commercially available, via a small satellite constellation that will provide 24-hour global coverage once it’s fully operational.

Pixxel’s funding today is an extension of the $5 million it announced it had raised back in August of last year. At the time, the startup had only revealed that it was focusing on Earth imaging, and it’s unveiling its specific pursuit of hyperspectral imaging for the first time today. Hyperspectral imaging uses far more light frequencies than the much more commonly used multispectral imaging used in satellite observation today, allowing for unprecedented insight and detection of previously invisible issues, including migration of pest insect populations in agriculture, or observing gas leaks and other ecological threats.

Standard multispectral imaging (left) vs. hyperspectral imaging (right). Image Credits: EPFL

“We started with analyzing existing satellite images, and what we could do with this immediately,” explained Pixxel co-founder and CEO Awais Ahmed in an interview. “We realized that in most cases, it was not able to even see certain problems or issues that we wanted to solve — for example, we wanted to be able to look at air pollution and water pollution levels. But to be able to do that there were no commercial satellites that would enable us to do that, or even open source satellite data at the resolution that would enable us to do that.”

The potential of hyperspectral imaging on Earth, across a range of sectors, is huge, according to Ahmed, but Pixxel’s long-term vision is all about empowering a future commercial space sector to make the most of in-space resources.

“We started looking at space as a sector for us to be able to work in, and we realized that what we wanted to do was to be able to enable people to take resources from space to use in space,” Ahmed said. That included asteroid mining, for example, and when we investigated that, we found hyperspectral imaging was the imaging tech that would enable us to map these asteroids as to whether they contain these metals or these minerals. So that knowledge sort of transferred to this more short-term problem that we were looking at solving.”

Part of the reason that Pixxel’s founders couldn’t find existing available hyperspectral imaging at the resolutions they needed was that as a technology, it has previously been restricted to internal governmental use through regulation. The U.S. recently opened up the ability for commercial entities to pursue very high-resolution hyperspectral imaging for use on the private market, effectively because they realized that these technical capabilities were becoming available in other international markets anyway. Ahmed told me that the main blocker was still technical, however.

Pixxel's Hyperspectral imaging satellite at its production facility in Bangalore

Image Credits: Pixxel

“If we were to build a camera like this even two or three years ago, it would not have been possible because of the miniaturized sensors, the optics, etc.,” he said. “The advances that have happened only happened very recently, so it’s also the fact that this the right time to take it from the scientific domain to the commercial domain.”

Pixxel now aims to have its first hyperspectral imaging satellite launched and operating on orbit within the next few months, and it will then continue to launch additional satellites after that once it’s able to test and evaluate the performance of its first spacecraft in an actual operating environment.


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