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Monday, 18 March 2019

To get big faster, younger unicorns start buying startups sooner

In the name of getting big quick, it seems like some of the most valuable private tech companies are turning to mergers and acquisitions (M&A) as a way to accelerate business growth. So-called “unicorns”—privately-held technology companies which achieve billion-dollar valuations sometime before (or as a direct result of) going public or exiting via M&A—are chomping at the bit to make their first acquisitions, suggesting a mounting pressure on companies to grow even quicker.

Analysis of Crunchbase data indicates that, on average, recently founded unicorn companies are more likely to make their first M&A transactions sooner after founding than their older counterparts. In other words, younger unicorns buy other companies earlier. Here’s the data.

The narrowing gap between founding and first M&A

Using M&A data for companies in Crunchbase’s unicorn list, we found out when unicorn companies made their first M&A transactions on average. (We detail a bit more of the methodology in a note at the end.) Companies founded in more recent years were quickest to hit the M&A trail.

Eleven unicorn companies founded in 2007 took an average of roughly 8.33 years before making their first acquisitions. At time of writing, 29 unicorns founded in 2012 have made their first startup purchases, averaging just 4.1 years before doing so.

Note that there’s a bit of a sampling bias here. To an extent, it’s expected that unicorn companies founded in more recent years will have a lower average age of first acquisition, because there are many unicorn companies which haven’t yet made their first M&A deals.

The bulk of all M&A transactions by unicorns (not just the first ones) occur within the first seven years after founding.

We should take recent years’ dramatic reduction in average time until first acquisition with a heftier grain of salt (again, there are plenty of unicorns which haven’t yet gone shopping for startups). Even with that caveat made, averages have steadily trended lower between 2007 and 2012, after remaining steady (across an admittedly small sample set) since the start of the unicorn era.

This suggests that younger unicorns are increasingly using M&A transactions as a way to accelerate their path to massive market power.

It’s a big move for a company to buy another one. There’s all the financial particulars to negotiate, the legal and regulatory hurdles to clear, and the inevitable friction of integrating teams and technology from one entity with another. And that’s when the process is amicable and goes smoothly. The amount of time and resources a company commits to carrying out an M&A strategy is nontrivial, so it’s understandable why a company would put this process off to a later date or eschew it entirely. That high-growth tech companies are pursuing such a time and energy-intense strategy earlier on in the venture life-cycle points to the benefits M&A can bring to startups seeking to scale speedily.

Methodology notes

We found this by analyzing the set of acquisitions made by companies in Crunchbase’s list of unicorns, which we used as a proxy for “high-performing private technology companies” as a collective whole. We found the time elapsed between unicorns’ listed founding dates (which, note, have varying levels of precision) and the date of their first-ever acquisitions, regardless of whether the acquirer had achieved unicorn status. We then plotted the resulting data in a couple of ways.

More information about Crunchbase News’s methodology can be found on a dedicated page on this site.



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Decade in review: Trends in seed- and early-stage funding

We’ve decided to step back from the breaking news for a minute to conduct a review of seed and early-stage funding trends over the last decade for U.S.-based companies.

I’m fairly certain we can all agree that the environment for startups has changed dramatically in the past 10 years, specifically in two major ways:

  1. The development of seed funding as its own class and;
  2. The expansion of growth stage investing.

What we’ve also seen are recent concerns raised about the decline in seed stage funding by Mark Suster, a partner at UpFront Ventures, as there has not been commensurate growth in early stage funding (Series A and B), to meet this growth in seed-financed companies. This is often expressed as the Series A crunch.

So with venture funding at an all-time high, along with increased growth in supergiant rounds, now seems like an appropriate time to conduct this kind of review.

Setting the stage

First, let’s set the stage for our analysis and explain where our data comes from with a few quick facts:

  • Rounds below $1 million can be the most difficult to capture adequately as many angel and pre-seed deals are not reported.
  • Luckily, Crunchbase has an “active founder community” that adds early stage financings.
  • By “active founder community” we are referring to many founders who are active on Crunchbase adding their company, themselves as founders, and their fundings.
  • Around 47 percent of fundings below $5 million in the U.S. are added by contributors, as distinct from our analyst teams who process the news, track Twitter, and work directly with our venture partners.
  • For this study, we bucket U.S. funding rounds by size to indicate stage.
  • Given the high percentage of self-reported seed financing, data added after the end of a quarter needs to be factored in.
  • For this reason we use projected data for many of the Crunchbase quarterly reports in order to more accurately reflect recent funding trends. For the charts below we are using actual data, with some provisions for the data lag when discussing the trends.

Now, let’s take a look at the trends.

Rounds below $1 million are slumping

Since 2014 we have seen mostly double-digit declines in less than $1 million rounds each year – a strong pivot from 2008-2014 when we saw double-digit growth.

In 2018 seed funding counts and amounts below $1 million were down from 2015 at 41 and 35 percent respectively. Given that data at this stage can be added long after the round took place, we assess there could be a 20 percentage-point relative increase in 2018 compared to 2017.

If we factor this in, 2018 seed funding counts and amounts below $1 million are down from 2015 at 30 and 23 percent respectively. In other words, seed below $1 million are closer to 2012 and 2017 levels.

$1 million to $5 million rounds are flattening

Round from $1 million to $5 million also experienced growth from 2008 through 2015, more than threefold for counts and close to threefold for amounts. Upward growth stalled from 2015. However, we do not see a substantial downward trend in the last three years. Dollars invested are stable at $7.5 billion from 2015 through 2017. Counts and amounts are down in 2018 from the 2015 height by 12 percent for deal count and 6 percent for amounts.

At Crunchbase we are always cautious about reporting downward trends for the most recent year or quarter, as data does flow in after the close of the most recent time period. If the trend is over a greater time period, that is a stronger signal for change in the market. Based on data continuing to be added after the end of a year for the previous year, we assess around 10 percentage point increase relative to 2017. This would make 2018 roughly equivalent  to 2017 on rounds and slightly up on amounts.

Seed funds take bigger stakes

Why is seed flattening? Seed investors report putting more dollars into fewer deals. Or as they raise more substantial subsequent funds, they are putting more dollars into the same number of transactions. Seed funds need to get enough equity for a meaningful stake, should a startup survive to raise subsequent rounds. Seed funds are investing in fewer startups for more equity.

Larger venture funds taking a less active role in seed

UpFront Ventures’ Suster (referenced earlier) also talks about larger venture firms becoming less active in seed, as investing at the seed stage can limit their ability down the road to invest in competitive startups who emerge as growing contenders in a specific sector. The growth of more substantial funds in venture allows firms to see deals mature before investing, perhaps paying more to get the equity they want, and allowing startups not growing as quickly to fail or get acquired.

As Fred Wilson from Union Square Ventures notes, “In the first five years of this decade, we saw the seed portion of the market explode. In the last five years of this decade we saw the growth portion of the market explode. But over those last ten years, the middle part, the traditional venture capital market, has not changed much.”

The middle is growing

For the middle, Series A and B rounds (which used to be the first institutional money in), the market for $5 million to $10 million rounds has almost doubled, but it has taken from 2008 to 2018. In that same period, growth has been slower than round below $5 million. Growth has continued past 2015. Since 2015, rounds are down slightly for one year, and then continue to grow in 2017 and 2018. Counts are up from 2015 by 17 percent and dollars by 18 percent.

$10 to $25 million rounds are growing

Rounds of $10 million to $25 million have grown over 11 years by 73 percentage points for counts, and 78 percentage points for amounts. This is a slower pace than $5 million to $10 million rounds, but continuing to edge up year over year.

Seed is maturing

Seed is its own class that is here to stay. Indeed pre-seed, seed and seed extension all seem to have specific dynamics. Of the 600-plus active seed funds who have raised a fund below $100 million, close to half have raised more than one fund. In the last three years in the U.S. we have not seen a slowing of seed funds raised for $100 million and below.

Conclusion

When we take into account the data lag, dollars for below $5 million is projected to be $8.5 billion, close to the height in 2015 of $8.6 billion. Deal counts are down from the height by a fifth, which does mean less seed-funded startups in the U.S. Provided that capital allocation is greater than $5 million continues to grow, less seed funded startups will die before raising a Series A. More companies have a chance to succeed, which is good for seed funds, and ultimately for the whole ecosystem.



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Pre- and Post-Money SAFEs: Choosing the right one for your startup

With Y Combinator’s Demo Day taking place at Pier 48 in San Francisco next week, its largest batch of companies ever is getting ready to present to an audience of select investors. Having taken Atrium through Demo Day myself, I have first-hand knowledge of the process. When the founders have finished their pitches, the time to talk numbers will closely follow. Chief among the many decisions founders will face during this time is whether to opt for the Pre-Money SAFE or the new Post-Money SAFE, the two standardized legal documents that YC has introduced in recent years.

Both versions are meant to make the process fast, easy and fair for both parties in the early-stage fundraising process. But there are crucial differences between the two that founders should examine carefully.

Essentially, the Pre-Money SAFE is exceptionally favorable to founders because it gets them pre-valuation funding like a convertible note, but debt-free. The Post-Money SAFE sweetens some of the terms for investors, like locking in their percentage ownership in a priced round later on.

Overall, we expect the Post-Money version to become more common, especially if the company is raising a round above $1 million or $2 million, and the investors have more leverage to ask for it in the negotiation.

(Note: This article is aimed at giving founders a general understanding of the changes from Pre-Money SAFEs to Post-Money SAFEs. The information provided is based on my professional experience and opinions, and should not be used without careful consideration and advice by qualified advisors and legal counsel. Also, to learn more and ask questions about Pre and Post-Money SAFEs, join me on April 16th for a webinar where I’ll dive in a bit deeper.)

Two structures for raising startup investment

Today there are two general ways of structuring a startup fundraising round. The first can be called a “priced equity round,” and is characterized by the sale of preferred stock with a fixed valuation.



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Startups Weekly: Uber’s headline-grabbing week and sextech at SXSW

I spent the week at SXSW, Austin’s really, really huge technology, music, comedy and film festival. It’s my first year making the trek down here for the event, which I did to interview sextech entrepreneur Lora DiCarlo founder Lora Haddock, whose robotics innovation reward was infamously revoked at this year’s CES.

“I brush my teeth and I masturbate. It’s all normal,” she said, addressing the stigma surrounding female-focused pleasure tech. Haddock, during our chat, also announced the first-ever government grant for a sextech startup, a $99,637 funding for Lora DiCarlo from the state of Oregon. Lora DiCarlo plans to release its first product, the Osé, this fall.

Here’s what happened while I was wandering confused around Austin.

Uber, Uber, Uber

Uber dominated the news cycle this week; here’s the TL;DR. The ride-hailing company is probably, most likely going to unveil its S-1 next month and it’s tying up some loose ends ahead of its big IPO. Uber wants to raise roughly $1 billion at a valuation of between $5 billion and $10 billion for its autonomous vehicles unit — yes, the same one that was burning through $20 million per month. Waymo, similarly, is looking to raise outside capital for the first time for its AV efforts.

Top TPG dealmaker caught in college admissions scandal

Bill McGlashan, who built his career as a top investor at the private equity firm TPG, was fired (or maybe quit?) says the firm after he was caught up in what the Justice Department said is the largest college admissions scandal it has ever prosecuted. Even worse, McGlashan lead TPG’s social impact strategy under the Rise Fund brand, making the charges particularly damning.

Accel gets $2.5B

HotelTonight and Slack stakeholder Accel raised $2.525 billion, sources confirm to TechCrunch; $525 million for its fourteenth early-stage fund, $1.5 billion for its fifth growth fund and $500 million for its second Leaders Fund, or a dedicated pool of capital meant to help the firm strengthen its positions on particularly competitive bets. Plus, 137 Ventures announced its fourth fund with $210 million in committed capital. The firm provides liquidity to founders and early employees of “sustainable, fast-growing, private companies.” In essence, 137 Ventures buys shares directly from employees at unicorn tech companies, like Palantir,  Flexport and Airbnb.

Sam Altman

Last week, we reported Y Combinator president Sam Altman would be stepping down to focus on OpenAI. TechCrunch’s Connie Loizos questions whether he had a positive or negative influence on the accelerator during his presidency. Altman was part of the first YC startup class in 2005 and began working part-time as a YC partner in 2011. He was ultimately made the head of the organization five years ago.

Brian O’Malley’s HotelTonight win

Forerunner Ventures general partner Brian O’Malley went long on HotelTonight and it paid off. For your weekend reading, we thought you might enjoy an oral history from O’Malley about how he stumbled upon HotelTonight and remained connected to the company across its nine-year history.

Here’s your weekly reminder to send me tips, suggestions and more to kate.clark@techcrunch.com or @KateClarkTweets

Startup cash

VC shakeups 

In an announcement that shocked VC Twitter, Tiger Global announced that Lee Fixel, whom Bill Gurley once said is one of the smartest investors on the scene, is leaving the firm at the end of June. Scott Shleifer and Chase Coleman will continue as co-managers of the portfolios Fixel has overseen, with Shleifer taking over as its head. “Lee has been a driving force behind the expansion of Tiger Global’s private equity investing activities in the United States and India, and he has distinguished himself as a world-class investor across multiple sectors and stages,” the firm stated. And on the hiring front, Canvas Ventures is expanding its team of three general partners to four with the hiring of Mike Ghaffary, a former general partner at Social Capital.

Extra Crunch

Subscribers to TechCrunch’s premium content can learn which types of startups are most often profitable.

Y Combinator’s latest batch

YC demo days are coming up quick. The TechCrunch staff has been meeting with YC startups and documenting their journey through the startup accelerator. I spoke to YourChoice Therapeutics, a startup developing unisex, non-hormonal birth control, and Bottomless, which operates a direct-to-consumer coffee delivery service. TechCrunch’s Lucas Matney wrote about Jetpack Aviation, a YC startup, and its $380,000 flying motorcycle, and Adventurous, an augmented reality scavenger hunt crafted for families. TechCrunch’s Megan Rose Dickey spoke to Ysplit, which wants to make it so you never have to owe anyone money ever again.

Listen to me talk

This week on Equity, TechCrunch’s venture capital-focused podcast, where we unpack the numbers behind the headlines, Crunchbase News’ editor-in-chief Alex Wilhelm and TechCrunch’s Connie Loizos discuss Uber’s IPO and Stash’s big round. Listen here.

Want more TechCrunch newsletters? Sign up here.



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What to watch for in a VC term sheet

When startup founders review a VC term sheet, they are mostly only interested in the pre-money valuation and the board composition. They assume the rest of the language is “standard” and they don’t want to ruffle any feathers with their new VC partner by “nickel and diming the details.” But these details do matter.

VCs are savvy and experienced negotiators, and all of the language included in the term sheet is there because it is important to them. In the vast majority of cases, every benefit and protection a VC gets in a term sheet comes with some sort of loss or sacrifice on the part of the founders – either in transferring some control away from the founders to the VC, shifting risk from the VC to the founders, or providing economic benefits to the VC and away from the founders. And you probably have more leverage to get better terms than you may think. We are in an era of record levels of capital flowing into the venture industry and more and more firms targeting seed stage companies. This competition makes it harder for VCs to dictate terms the way they used to.

But like any negotiating partner, a VC will likely be evaluating how savvy you appear to be in approaching a proposed term sheet when deciding how hard they are going to push on terms. If the VC sees you as naïve or green, they can easily take advantage of that in negotiating beneficial terms for themselves. So what really matters when you are negotiating a term sheet? As a founder, you want to come out of the financing with as much overall control of the company and flexibility in shaping the future of the company as possible and as much of a share in the future economic prosperity of the company as possible. With these principles in mind, let’s take a look at four specific issues in a term sheet that are often overlooked by founders and company counsel:

  • What counts in pre-money capitalization
  • The CEO common director
  • Drag-along provisions
  • Liquidation preference.

What counts in pre-money capitalization



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Zeus raises $24M to make you a living-as-a-service landlord

Cookie-cutter corporate housing turns people into worker drones. When an employee needs to move to a new city for a few months, they’re either stuck in bland, giant apartment complexes or Airbnbs meant for shorter stays. But Zeus lets any homeowner get paid to host white-collar transient labor. Through its managed ownership model, Zeus takes on all the furnishing, upkeep, and risk of filling the home while its landlords sit back earning cash.

Zeus has quietly risen to a $45 million revenue run rate from renting out 900 homes in 23 cities. That’s up 5X in a year thanks to Zeus’ 150 employees. With a 90 percent occupancy rate, it’s proven employers and their talent want more unique, trustworthy, well-equipped multi-month residences that actually make them feel at home.

Now while Airbnb is distracted with its upcoming IPO, Zeus has raised $24 million to steal the corporate housing market. That includes a previous $2.5 million seed round from Bowery, the new $11.5 million Series A led by Initialized Capital whose partner Garry Tan has joined Zeus’ board, and $10 million in debt to pay fixed costs like furniture. The plan is to roll up more homes, build better landlord portal software, and hammer out partnerships or in-house divisions for cleaning and furnishing.

“In the first decade out of school people used to have two jobs. Now it’s four jobs and it’s trending to five” says Zeus co-founder and CEO Kulveer Taggar. “We think in 10 years, these people won’t be buying furniture.” He imagines they’ll pay a premium for hand-holding in housing, which judging by the explosion in popularity of zero-friction on-demand services, seems like an accurate assessment of our lazy future. Meanwhile, Zeus aims to be “the quantum leap improvement in the experience of trying to rent out your home” where you just punch in your address plus some details and you’re cashing checks 10 days later.

Buying Mom A House Was Step 1

“When I sold my first startup, I bought a home for my mom in Vancouver” Taggar recalls. It was payback for when she let him remortgage her old house while he was in college to buy a condo in Mumbai he’d rent out to earn money. “Despite not having much growing up, my mom was a travel agent and we got to travel a lot” which Taggar says inspired his goal to live nomadically in homes around the world. Zeus could let other live that dream.

Zeus co-founder and CEO Kulveer Taggar

After Oxford and working as an analyst at Deutsche Bank, Taggar built student marketplace Boso before moving to the United States. There, he co-founded auction tool Auctomatic with his cousin Harjeet Taggar and future Stripe co-founder Patrick Collison, went through Y Combinator, and sold it to Live Current Media for $5 million just 10 months later. That gave him the runway to gift a home to his mom and start tinkering on new ideas.

With Y Combinator’s backing again, Taggar started NFC-triggered task launcher Tagstand, which pivoted into app settings configurer Agent, which pivoted into automatic location sharing app Status. But when his co-founder Joe Wong had to move an hour south from San Francisco to Palo Alto, Taggar was dumbfounded by how distracting the process was. Listing and securing a new tenant was difficult, as was finding a medium-term rental without having to deal with exhorbitant prices or sketchy Cragislist. Having seen his former co-founder go on to great success with Stripe’s dead-simple payments integration, Taggar wanted to combine that vision with OpenDoor’s easy home sales to making renting or renting out a place instantaneous. That spawned Zeus.

Stripe Meets OpenDoor To Beat Airbnb

To become a Zeus landlord, you just type in your address, how many bedrooms and bathrooms, and some aesthetic specs, and you get a monthly price quote for what you’ll be paid. Zeus comes in and does a 250-point quality assessment, collects floor plans, furnishes the property, and handles cleaning and maintenance. It works with partners like Helix mattresses, Parachute sheets, and Simple Human trash cans to get bulk rates. “We raised debt because we had these fixed investments into furniture. It’s not as dilutive as selling pure equity” Taggar explains.

Zeus quickly finds a tenant thanks to listings in Airbnb and relationships with employers like Darktrace and ZS Associates with lots of employees moving around. After passing background checks, tenants get digital lock codes and access to 24/7 support in case something doesn’t look right. The goal is to get someone sleeping there in just 10 days. “Traditional corporate housing is $10,000 a month in SF in the summer or at extended stay hotels. Airbnb isn’t well suited [for multi-month stays]. ” Taggar claims. “We’re about half the price of traditional corporate housing for a better product and a better experience.”

Zeus signs minimum two-year leases with landlords and tries to extend them to five years when possible. It gets one free month of rent as is standard for property managers, but doesn’t charge an additional rate. For example, Zeus might lease your home for $4,000 per month but gets the first month free, and rent it out for $5,000 so it earns $60,000 but pays you $44,000. That’s a tidy margin if Zeus can get homes filled fast and hold down its upkeep costs.

“Zeus has been instrumental for my company to start the process of re-location to the Bay Area and to host our visiting employees from abroad now that we are settled” writes Zeus client Meitre’s Luis Caviglia. “I particularly like the ‘hard truths’ featured in every property, and the support we have received when issues arose during our stays.”

At Home, Anywhere

There’s no shortage of competitors chasing this $18 billion market in the US alone. There are the old-school corporations and chains like Oakwood and Barbary Coast that typically rent out apartments from vast, generic complexes at steep rates. Stays over 30 days made up 15 percent of Airbnb’s business last year, but the platform wasn’t designed for peace-of-mind around long-term stays. There are pure marketplaces like UrbanDoor that don’t always take care of everything for the landlord or provide consistent tenant experiences. And then there are direct competitors like $130 million-funded Sonder, $66 million-funded Domio, recently GV-backed 2nd Address, and European entants like MagicStay, AtHomeHotel, and Homelike.

Zeus’ property unit growth

There’s plenty of pie, though. With 330,000 housing units in SF alone, Zeus has plenty of room to grow. The rise of remote work means companies whose employee typically didn’t relocate may now need to bring in distant workers for a multi-month sprint. A recession could make companies more expense-cautious, leading them to rethink putting up staffers in hotels for months on end. Regulatory red tape and taxes could scare landlords away from short-term rentals and towards coprorate housing. And the need to expand into new businesses could tempt the big vacation rental platforms like Airbnb to make acquisitions in the space — or try to crush Zeus.

Winners will be determined in part by who has the widest and cheapest selection of properties, but also by which makes people most comfortable in a new city. That’s why Taggar is taking a cue from WeWork by trying to arrange more community events for its tenants. Often in need of friends, Zeus could become a favorite by helping people feel part of a neighborhood rather than a faceless inmate in a massive apartment block or hotel. That gives Zeus network effect if it can develop density in top markets.

Taggar says the biggest challenge is that “I feels like I’m running five startups at once. Pricing, supply chain, customer service, B2B. We’ve decided to make everything custom — our own property manager software, our own internal CRM. We think these advantages compound, but I could be wrong and they could be wasted effort.”

The benefits of Zeus‘ success would go beyond the founder’s bank account. “I’ve had friends in New York get great opportuntiies in San Francisco but not take them because of the friction of moving” Taggar says. Routing talent where it belongs could get more things built. And easy housing might make people more apt to live abroad temporarily. Taggar concludes, “I think it’s a great way to build empathy.”



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CoParenter helps divorced parents settle disputes using AI and human mediation

A former judge and family law educator has teamed up with tech entrepreneurs to launch an app they hope will help divorced parents better manage their co-parenting disputes, communications, shared calendar and other decisions within a single platform. The app, called coParenter, aims to be more comprehensive than its competitors, while also leveraging a combination of AI technology and on-demand human interaction to help co-parents navigate high-conflict situations.

The idea for coParenter emerged from co-founder Hon. Sherrill A. Ellsworth’s personal experience and entrepreneur Jonathan Verk, who had been through a divorce himself.

Ellsworth had been a presiding judge of the Superior Court in Riverside County, California for 20 years and a family law educator for 10. During this time, she saw firsthand how families were destroyed by today’s legal system.

“I witnessed countless families torn apart as they slogged through the family law system. I saw how families would battle over the simplest of disagreements like where their child will go to school, what doctor they should see and what their diet should be — all matters that belong at home, not in a courtroom,” she says.

Ellsworth also notes that 80 percent of the disagreements presented in the courtroom didn’t even require legal intervention — but most of the cases she presided over involved parents asking the judge to make the co-parenting decision.

As she came to the end of her career, she began to realize the legal system just wasn’t built for these sorts of situations.

She then met Jonathan Verk, previously EVP Strategic Partnerships at Shazam and now coParenter CEO. Verk had just divorced and had an idea about how technology could help make the co-parenting process easier. He already had on board his longtime friend and serial entrepreneur Eric Weiss, now COO, to help build the system. But he needed someone with legal expertise.

That’s how coParenter was born.

The app, also built by CTO Niels Hansen, today exists alongside a whole host of other tools built for different aspects of the co-parenting process.

That includes those apps designed to document communication, like OurFamilyWizard, Talking Parents, AppClose and Divvito Messenger; those for sharing calendars, like Custody Connection, Custody X Exchange and Alimentor; and even those that offer a combination of features like WeParent, 2houses, SmartCoparent and Fayr, among others.

But the team at coParenter argues that their app covers all aspects of co-parenting, including communication, documentation, calendar and schedule sharing, location-based tools for pickup and drop-off logging, expense tracking and reimbursements, schedule change requests, tools for making decisions on day-to-day parenting choices like haircuts, diet, allowance, use of media, etc. and more.

Notably, coParenter also offers a “solo mode” — meaning you can use the app even if the other co-parent refuses to do the same. This is a key feature that many rival apps lack.

However, the biggest differentiator is how coParenter puts a mediator of sorts in your pocket.

The app begins by using AI, machine learning and sentiment analysis technology to keep conversations civil. The tech will jump in to flag curse words, inflammatory phrases and offensive names to keep a heated conversation from escalating — much like a human mediator would do when trying to calm two warring parties.

When conversations take a bad turn, the app will pop up a warning message that asks the parent if they’re sure they want to use that term, allowing them time to pause and think. (If only social media platforms had built features like this!)

 

When parents need more assistance, they can opt to use the app instead of turning to lawyers.

The company offers on-demand access to professionals as both monthly ($12.99/mo – 20 credits, or enough for two mediations) or yearly ($119.99/year – 240 credits) subscriptions. Both parents can subscribe for $199.99/year, each receiving 240 credits.

“Comparatively, an average hour with a lawyer costs between $250 and upwards of $500, just to file a single motion,” Ellsworth says.

These professionals are not mediators, but are licensed in their respective fields — typically family law attorneys, therapists, social workers or other retired bench officers with strong conflict resolution backgrounds. Ellsworth oversees the professionals to ensure they have the proper guidance.

All communication between the parent and the professional is considered confidential and not subject to admission as evidence, as the goal is to stay out of the courts. However, all the history and documentation elsewhere in the app can be used in court, if the parents do end up there.

The app has been in beta for nearly a year, and officially launched this January. To date, coParenter claims it has already helped to resolve more than 4,000 disputes and more than 2,000 co-parents have used it for scheduling. Indeed, 81 percent of the disputing parents resolved all their issues in the app, without needing a professional mediator or legal professional, the company says.

CoParenter is available on both iOS and Android.



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Big data AI startup Noble.AI raises a second seed round from a chemical giant

Noble.AI, an SF/French AI company that claims to accelerate decision making in R&D, has raised a new round of funding from Solvay Ventures, the VC arm of a large chemical company, Solvay SA. Although the round was undisclosed, TechCrunch understands it to be a second seed round, and we know the company has closed a total of $8.6 million to date.

Solvay was previously an early customer of the platform, prior to this investment. The joint announcement was made at the Hello Tomorrow conference in Paris this week.

As a chemical company, Solvay’s research arm generates huge volumes of data from various sources, which is part of the reason for the investment, confirmed the firm. Noble.AI’s “Universal Ingestion Engine” and “Intelligent Recommendation Engine” claim to enable the creation of high-quality data assets for these kinds of big data sets that can later be turned into recommendations for decision making inside these large businesses.

Founder and CEO of Noble.AI, Dr. Matthew C. Levy, said he is “enthusiastic to see what unfolds in its next phase, tackling the most important and high-value problems in chemistry” via the partnership with Solvay.

“Noble.AI has the potential to be a real game changer for Solvay in the way it enables us to utilize data from our 150-year history with new AI tools, resulting in a unique lever to accelerate our innovation,” said Stéphane Roussel, Solvay Ventures’ managing director.

Prime Movers led a seed round in Noble.AI in late 2018, which was never previously disclosed to the press. Solvay Ventures is now leading this second seed round.

The move comes in the context of booming corporate R&D spending, which in 2018 reached $782 billion among the top 1,000 companies, representing a 14 percent increase relative to 2017 and the largest figure deployed to R&D ever. However, R&D in corporates lags behind the startup world, so these strategic investments seem to be picking up pace.



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YC-backed Aura Vision analyzes video footage to provide new data to retailers

Aura Vision, which is part of the current batch of startups at Y Combinator, helps retailers understand who’s visiting their stores and what they’re doing there.

In other words, if you want to see the demographics of who’s visiting the store, or which displays and products are actually prompting customers to linger, or how long customers have to wait in line, Aura Vision can use existing security camera footage to tell you.

“We are focused on specialty retail — everyone on the retail market that isn’t grocery,” CEO Daniel Martinho-Corbishley told me. “We provide them with insights to help them innovate successfully.”

The company was founded by Martinho-Corbishley, CTO Jamie R. Lomelí and CPO Jonathan Blok. Martinho-Corbishley said he and Lomelí both did Ph.D. research at the University of Southampton on machine learning and computer vision, and they “saw the potential for deep learning in the retail industry,” particularly after they “had a look at what else is out there.”

There are companies trying to use security footage to provide in-store analytics to retailers — for example, there’s Prism Skylabs, which launched at Disrupt in 2011 and is backed by CrunchFund. Others are using technology like Wi-Fi and Bluetooth to provide similar data.

Aura Vision founders

Aura Vision founders

However, Blok pointed out that installing new sensors in a store can be “a big upheaval.” With Aura Vision, on the other hand, retailers either use the security cameras they’ve already set up — or if they do need to install new cameras, “you’re going to get a security system” out of the process.

In addition, Martinho-Corbishley pointed to the sophistication of Aura Vision’s technology, which can provide “very precise and accurate insights out from the camera themselves — any camera in the store.” That includes distinguishing between staff and customers in the footage, and determining the demographics of a customer, even if their face isn’t captured.

As for what this kind of analysis does to customer privacy, Martinho-Corbishley noted that the company was “born at the time of GDPR.”

“In that very first year, we made a decision very early on to not identify anyone, so the data that we provide back to our clients is entirely anonymized,” he said. In other words, it will describe the behavior of your customers in aggregate, but “we never link that to the person’s identity.”

Aura Vision charges a subscription fee based on the number of cameras a customer is using each month — something that Martinho-Corbishley said is “a very simple charge” without “crazy hidden fees or crazy retainers.”



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Passbase is building a full-stack identity engine with privacy baked in

Digital identity startup Passbase has bagged $600,000 in pre-seed funding led by a group of business angel investors from Alphabet, Stanford, Kleiner Perkins and EY, as well as seed fund investment from Chicago-based Upheaval Investments and Seedcamp.

The 2018-founded Silicon Valley-based startup — whose co-founder we chatted to briefly on camera at Disrupt Berlin — is building what it dubs an “identity engine” to simplify identity verification online.

Passbase offers a set of SDKs to developers to integrate into their service facial recognition, liveness detection, ID authenticity checks and ID information extraction, while also baking in privacy protections that allow individual users to control their own identity data.

A demo video of the verification product shows a user being asked to record a FaceID-style 3D selfie by tilting their face in front of a webcam and then scanning an ID document, also by holding it up to the camera.

On the developer front, the flagship claim is Passbase’s identity verification product can be deployed to a website or mobile app in less than three minutes, with just seven lines of code.

Co-founder Mathias Klenk tells TechCrunch the system architecture draws on ideas from public-private key encryption, blockchain and biometric authentication — and is capable of completing “zero-knowledge authentications.”

In practice, that means a website visitor or app user can prove who they are (or how old they are) without having to share their full identity document with the service.

Klenk, a Stanford alum, says the founding team pivoted to digital identity in the middle of last year after their earlier startup — a crypto exchange management app called Coinance — ran into regulatory difficulties right after they’d decided to go full-time on the project.

He says they got a call from Apple, in August 2018, informing them Coinance had been pulled from the AppStore. The issue was they needed to be able to comply with know your customer (KYC) requirements as regulators cracked down on the risk of cryptocurrency being used for money laundering.

“With a quick call to our lawyers, we learned it was because we now needed to complete strong identity verification with every exchange integrated for every user in order to fulfill our KYC obligations,” explains Klenk. “This is how our pivot to Passbase began.”

The experience with Coinance convinced Klenk and his two co-founders — Felix Gerlach (an ex-Rocket Internet product manager/designer) and Dave McGibbon (previously an investment associate at GoogleX) — that there was a “huge opportunity” to build a “full-stack” identity verification tool that was easy for engineering teams to integrate. So it sounds like it’s thinking along similar lines to Estonian startup Veriff.

Klenk claims current vendors “take weeks to integrate and charged thousands of dollars from the start.” And in classic startup formula fashion, he too condenses the idea down to: “Stripe for Identity Verification” — arguing that: “In order to solve digital identity verification, you cannot only streamline the identity verification process, you need to enable identity ownership and reuse across different services.”

At the same time, Klenk says the founding team saw a growing need for a privacy-focused identity verification tool — to “protect people’s information by design and help companies collect only the information they need.”

On this he freely cites Europe’s General Data Protection Regulation as an inspiring force. (“GDPR is built into the DNA of this product,” is the top-line claim.)

“Companies gain access to users’ information in a secure enclave, and avoid the dangers of getting hacked and leaking sensitive information,” says Klenk, describing the system architecture for verification as the core IP of the business.

They’re in the process of filing patents for the “developed technology,” working with two technical advisors, he adds. 

Passbase’s verification stack itself involves modular pieces so that it can adapt to changing threats, as Klenk tells it.

The startup is partnering with service providers for various verification components. Though he says it also has in-house computer vision experts who have built its anti-spoofing and liveness detection.

“This will always be an arms race against the latest spoofing tactics. We plan to stay ahead of the curve by introducing multi-factor authentication techniques and partnering with the best technology providers,” he adds on that.

He says they’re also working with a U.S.-based security company and other security experts to test the robustness and security of their system on an ongoing basis, adding: “We are planning to obtain all required certifications to ensure the security of our system e.g. ISO, Fido.”

Passbase’s product is currently in a closed beta with more than 200 companies signed up to its early access program.

Five have been “handpicked and onboarded” for a closed pilot — and Klenk says it’s now running tests and figuring out final requirements for an open beta launch planned for the middle of this year.

“Our early customers are mostly trust-based marketplaces (like an Airbnb),” he tells TechCrunch. “We are adding features such as PEP, OFAC and others over the next month to allow us to also service the mobility space, age-restricted products and eventually online banking and fintechs with KYC obligations.”

The startup’s first tranche of investor funding will be used for building out its core tech and mobile apps — while also “delighting our first clients with our B2B solution, getting traction, nailing product market fit,” as Klenk puts it.

He emphasizes that they’re also keen to nail a healthy startup culture from the get-go — saying that building “an exciting and inclusive place to work” is a priority. (“Since many high-growth startups dropped the priority for this in order for growth. We want to get this right from the beginning.”)

On the competitive front, Passbase is certainly driving into a noisy arena with no shortage of past effort and current players touting identity and digital verification services — albeit, all that activity underlines the high demand level for robust online verification.

Demand that’s likely to rise as more policymakers and governments wake up to the risks and challenges posed by online fakes — and prepare to regulate internet firms.

Discussing the competitive landscape, Klenk name-checks Jumio, Onfido and Veriff in the identity verification space, though he argues Passbase’s “developer-focused go-to-market and focus on creating digital identity” creates a different set of incentives which he also claims “allow us to get really creative on price and auxiliary offerings.”

“Our competition cares about price x volume. We care about creating a robust and secure network of trusted user-owned digital identities,” he suggests.

On the digital identity front he points to Civic, Verimi and Authenteq as being focused on “digital and self-sovereign identity,” though he says they have “tended” to take a B2C approach versus Passbase’s “full-stack” developer offering, which he claims is “immediately useful to a large market of players.”

There’s clearly plenty still to play for where digital identity is concerned. It remains a complex and challenging problem that loops in all sorts of entities, touchpoints and responsibilities.

But add privacy considerations into the mix and Passbase’s hope is that, by going the extra mile to build a zero-knowledge architecture, it can become a key player.



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YourChoice Therapeutics is developing unisex, non-hormonal birth control

The options available to women who want to avoid getting pregnant today are bad. Most, like the widely used birth control pill, feed man-made estrogen and progestin hormones to women, which are capable of causing a number of awful side effects.

YourChoice Therapeutics — a startup launched by a team of Berkeley researchers, including two experts in sperm physiology and sperm-egg interactions — dreams of producing a unisex, non-hormonal alternative to existing contraceptives. The company has raised $400,000 in funding to date, plus a $150,000 check from Y Combinator. YourChoice will make its big pitch at Y Combinator Demo Days next week.

It’s seeking $2 million in venture capital funding to continue research on its sperm cell-targeting novel method of contraception, as well as to build out its team of chemists. Founders Akash Bakshi and Nadja Mannowetz tell TechCrunch they plan to have a contraceptive ready to market by 2025. Together, with co-founder and advisor Dr. Polina V. Lishko of Berkeley’s department of cell and molecular biology, they hope to reach women and men all over the world, in the process tapping a market expected to be worth $37 billion by 2023.

“There are perhaps ways that we could cut that time in half or just get something to market,” said Bakshi, YourChoice’s chief executive officer, whose background is in technology commercialization, research and development within the life sciences industry. “But we need to do this right so that we can benefit as many women as possible.”

Their first product will be a vaginal contraceptive to be applied before intercourse, then, the startup plans to release oral contraceptives for both genders. The team has discovered that the natural compound lupeol is capable of blocking a protein on sperm that is required for fertilization. YourChoice‘s non-hormonal approach doesn’t impact a cells’ ability to function or gene expression, so women and men are not at an increased risk of blood clots, cancer or other side effects associated with mainstream birth control methods’ use of added hormones.

“The bottom line is men don’t have good options and women apparently have so many choices, yet they are all really bad,” Mannowetz, a Ph.D. in sperm physiology, told TechCrunch. “They’re all based on that over 60-year-old idea of hormone-based drugs.”

YourChoice’s planned debut product will be applied directly in the vagina during the period of the month in which the woman is fertile. Whether that be a tablet, a gel or some other form factor is still up in the air. YourChoice’s second product will be an oral contraceptive because they believe that is the most convenient, universally accepted method.

“For women who have an implant … I understand that this might be a step backward, but women who have been on the pill for decades, for them, it wouldn’t be a big change,” Mannowetz said. “We totally understand we will not serve every woman out there but we need to get started with a product and then take it from there.”

“If the last 60 years have taught us anything, it’s that delivery is something that can continue to be developed,” she continued. “We need to develop a new mode of action.”

There are a number of startups innovating in the contraception space, as TechCrunch has written, though most of those businesses are focused on the access problem. Birth control can be very difficult for many to access and startups like The Pill Club or Nurx solve that problem by delivering the pill directly to women’s doorsteps. Other early-stage companies in the space lack experts in the field of reproductive biology necessary to improve contraceptive options. YourChoice’s team says seeking change to the actual medication with an advanced team sets them apart from other upstarts.

For YourChoice, it helps that venture capital investment in the reproductive tech space is increasing, making this a great time for YC to support these businesses (YourChoice isn’t the only reproductive tech startup in the latest YC cohort) and for YourChoice to successfully nab private investment.

“I personally think the industry is satisfied; they are making really good money, right? So why should they change anything,” Mannowetz said. “Millennials are the starting point of change happening. I think now, women stand up and say, ‘we are sick of it.’ ”



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Firework officially launches a short-form video storytelling app, backed by Lightspeed

Facebook usage has declined for the first time in a decade, while video-centric apps like TikTok are being touted as the future of social media. Entering this redefined playing field comes Firework, a fast-growing social video app whose clever trick is something it calls “reveal videos” — a way for creators to take both horizontal and vertical video in one shot from their mobile device. Video viewers can then twist their phone as the video plays to watch from a new perspective and see more of the scene.

While Snapchat pioneered the idea of vertical video, newer companies are trying to free viewers from format constraints.

For example, Jeffrey Katzenberg’s mobile streaming service Quibi is pitching its ability to offer an ideal viewing experience no matter how you hold your phone. As Quibi CEO Meg Whitman explained last week in an interview at SXSW, the company has “created the ability to do full-screen video seamlessly from landscape to portrait,” she said.

That sounds a lot like Firework, in fact.

Firework has filed a patent on its own flip-the-screen viewing technology, which it believes will give creators new ways to tell stories. Besides letting viewers in on more of the action, “reveal videos” also provide an opportunity for things like unexpected plot twists or surprise endings.

The way this works is that creators hold their smartphone horizontally to film, and Firework places a vertical viewfinder on the screen so they know which part of their shot will appear to viewers when they hold their phone straight up and down.

This recording screen has some similarities to TikTok, as you can stop and start recording, reshoot the various parts and add music.

“Snapchat really pushed being vertical only,” explains Firework Chief Revenue Officer Cory Grenier, who joined the company from Snapchat, where he was the first director of Sales & Marketing.

“What we see is that most professional filmmakers want to show their work on Vimeo first, and second on YouTube. There isn’t this world where you can really frame the context and the characters of a cinematic story on vertical — it just can’t happen,” he says.

Beyond the technology involved with Firework’s new filming technique, the company is also aiming to carve out a space that will differentiate it from other short-form video — whether that’s TikTok or, soon, Quibi.

Firework’s videos are longer than TikTok’s at 30 seconds instead of just 15, but far shorter than Quibi’s eight minutes.

“Thirty seconds is really the sweet spot between the Snaps that are 10 seconds and something that’s longer-form,” notes Grenier. “Ten seconds is too short to really tell a story. You want to have a powerful opening, a clear middle and a really interesting or unexpected ending,” he says.

This format lends itself better to short stories, rather than the remixed, music-backed memes found on TikTok, the company believes. But it also remains user-gen, as opposed to the high production value “TV quality” content shot for Quibi using two cameras. (And a lot more money).

Instead, Firework is focused on what it calls “premium user-gen” — meaning it will feature a mix of professional creators and up-and-comers. To date, Firework has worked with names like Flo Rida, Dexter Darden (“Maze Runner”), model and Miss USA Olivia Jordan, Disney star Jordyn Jones, Frankie Grande and others.

It’s also working with a handful of brands, including Refinery29 and Complex Networks. But the company doesn’t want to inundate the app with content from brands, it says.

In addition to the horizontal-to-vertical trick, Firework is also doing something different in terms of fan engagement: it’s ditching comments. Users can only privately message a video’s creator — they can’t comment on the video itself.

“Haters and trolls, they want an audience — they want to elicit a polarizing reaction. We remove that,” says Grenier.

And instead of “liking” a video, users can only bookmark the video or share it — an engagement that is styled like a retweet, as the video is posted to your profile with all the original credit intact.

Founded less than two years in Mountain View and now relocated to Redwood City with teams in LA, Japan and Brazil, Firework parent Loop Now tested a couple of apps that didn’t find product market fit before launching Firework.

Its team of 51 full-time today combines both tech talent and Hollywood expertise.

This includes: CEO Vincent Yang, a Stanford MBA and previously co-founder and CEO at EverString; co-founder and COO Jerry Luk, employee No. 30 at LinkedIn and previously at Edmodo; biz dev head Bryan Barber, formerly of Warner Brothers, Universal Pictures and Fox; and CRO Corey Grenier, noted above.

Unlike Quibi, Firework’s parent company Loop Now Technologies has raised “millions” — not a billion dollars — to get off the ground. Its early backers include original Snap investor Lightspeed, IDG Capital and an (undisclosed) early investor in Musical.ly. (Firework is poised to announce its Series A in a few weeks, so is holding off on investment details for now.)

The app launched last year and has been in an open beta until now.

According to data from Sensor Tower, it has 1.8 million installs on iOS, 55 percent in the U.S.

Firework claims it has 2 million registered users across iOS and Android.



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This robot can park your car for you

French startup Stanley Robotics showed off its self-driving parking robot at Lyon-Saint-Exupéry airport today. While I couldn’t be there in person, the service is going live by the end of March 2019. And here’s what it looks like.

The startup has been working on a robot called Stan. These giant robots can literally pick up your car at the entrance of a gigantic parking lot and then park it for you. You might think that parking isn’t that hard, but it makes a lot of sense when you think about airport parking lots.

Those parking lots have become one of the most lucrative businesses for airport companies. But many airports don’t have a ton of space. They keep adding new terminals and it is becoming increasingly complicated to build more parking lots.

That’s why Stanley Robotics can turn existing parking lots into automated parking areas. It’s more efficient as you don’t need space to circulate between all parking spaces. According to the startup, you can create 50 percent more spaces in the same surface area.

If you’re traveling for a few months, Stan robots can put your car in a corner and park a few cars in front of your car. Stan robots will make your car accessible shortly before you land. This way, it’s transparent for the end user.

At Vinci’s Lyon airport, there will be 500 parking spaces dedicated to Stanley Robotics. Four robots will work day in, day out to move cars around the parking lot. But Vinci and Stanley Robotics already plan to expand this system to up to 6,000 spaces in total.

According to the airport website, booking a parking space for a week on the normal P5 parking lot costs €50.40. It costs €52.20 if you want a space on P5+, the parking lot managed by Stanley Robotics.

Self-driving cars are not there yet because the road is so unpredictable. But Stanley Robotics has removed all the unpredictable elements. You can’t walk on the parking lot. You just interact with a garage at the gate of the parking. After the door is closed, the startup controls the environment from start to finish.

Now, let’s see if Vinci Airports plans to expand its partnership with Stanley Robotics to other airports around the world.



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London proptech startup Nested has laid off 20% of its workforce citing ‘Brexit uncertainty’

Nested, the London-based “data-driven” estate agency that provides a cash advance to help you buy a new home before you’ve sold your old one, has laid off 20 percent of its workforce, TechCrunch has learned.

According to sources, the more than 15 staff being let go were informed earlier today. The majority of departures are within Nested’s operations team, including sales, although I understand they also include a number of engineers and other product people.

Contacted by TechCrunch, Nested co-founder Matt Robinson confirmed the departures, citing the uncertainty of Brexit, and the impact this is having on liquidity in the housing market. It is understood that the layoffs are designed to place Nested in a better financial position and enable it to continue weathering the Brexit storm, and ultimately position the company to reach profitability in the future.

Robinson provided the following statement:

We have come off a record year and quarter but with continued uncertainty around Brexit market volumes have fallen significantly. We will continue to grow share, however, given the external environment we must remain cautious as we build the business for the coming years.

Launched in late 2016, Nested competes with high-end estate agents by providing all of the services needed to sell your house, but with a key difference. In addition to handling valuation, marketing and sales, the startup will loan you between 90 and 95 percent of the market value of your property as a cash advance so you can purchase a new home prior to your old one selling.

Before Brexit and the uncertainty it has caused with regards to U.K. house prices, that figure was “up to 97 percent” of the market value of the property.

More broadly, the idea behind Nested is to eliminate much of the stress and uncertainty of selling and buying a home, including what your final budget will be, and also ensure that you’re never caught up in the dreaded property “chain” and miss out on your desired home. By becoming a cash buyer, it also puts you in a stronger position to negotiate your onward purchase.

Related to this, it is unknown to what extent the downward pressure on house prices in the U.K. has affected Nested’s market fit, or its ability to use data to accurately value the properties it lends cash against. However, the core value-add of not being stuck in a chain would seem to be just as useful in a downturn as it is in an overheated market.

Meanwhile, the downsizing of Nested comes just four months after the startup raised a further £120 million in funding, a combination of £20 million equity financing and £100 million in debt. The equity part of the round was led by Northzone and Balderton Capital, while the source of the debt financing, to be used primarily for the cash advances Nested provides to sellers, was not disclosed.

Previous backers in Nested include Rocket Internet’s Global Founders Capital, and London-based Passion Capital. The current listed directors are CEO Robinson, Rocket Internet’s Oliver Samwer, COO James Turford and Northzone’s Jeppe Heinrich Zink.

Separately — and unrelated to today’s layoffs — TechCrunch has learned that Phil Cowans, who co-founded Nested alongside CEO Robinson and COO Turford, stepped down as CTO of Nested in the last few weeks, although he remains at the company in a different role and as co-founder. He also resigned as a director of Nested on the 25th of February, according to a regulatory filing with the U.K.’s Companies House.



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ProdPerfect gets $2.6 million to automate QA testing for web apps

ProdPerfect, a Boston-based startup focused on automating QA testing for web apps, has announced the close of a $2.6 million Seed round co-led by Eniac Ventures and Fika Ventures, with participation from Entrepreneurs Roundtable Accelerator.

ProdPerfect started when co-founder and CEO Dan Widing was VP of engineering at WeSpire, where he saw firsthand the pain points associated with web application QA testing. Whereas there were all kinds of product analytics tools for product engineers, the same data wasn’t there for the engineers building QA tests that are meant to replicate user behavior.

He imagined a platform that would use live data around real user behavior to formulate these QA tests. That’s how ProdPerfect was born. The platform sees user behavior, builds and delivers test scripts to the engineering team.

The service continues to build on what it knows about a product, and can then simulate new tests when new features are added based on aggregated flows of common user behavior. This data doesn’t track any information about the user, but rather anonymizes them and watches how they move through the web app. The hope is that ProdPerfect gives engineers the opportunity to keep building the product instead of spreading their resources across building a QA testing suite.

The new funding will go toward expanding the sales team and further building out the product. For now, ProdPerfect simply offers functional testing, which uses a single virtual user to test whether a product breaks or not. But president and co-founder Erik Fogg sees an opportunity to build more integrated testing, including performance, security and localization testing.

Fogg says the company is growing 40 percent month over month in booked revenue.

The company says it can deploy within two weeks of installing a data tracker, and provide more than 70 percent coverage of all user interactions with 95 percent+ test stability.

“The greatest challenge is going to be finding people who share our company’s core values and are of high enough talent, ambition and autonomy in part because our hiring road map is so steep,” said Fogg. “Growing pains catch up with businesses as a team expands quickly and we have to make sure that we’re picky and that we reinforce the values we have.”



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