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Liberis, the embedded finance provider for SMEs, raises additional £70M in debt

Published December 22, 2020

Liberis, the U.K.-based fintech that provides finance for small businesses as an alternative to a traditional bank loan or extended overdraft, has replenished its own coffers with £70 million in funding. The round is a mixture of debt and venture debt, although the company is declining to disclose the percentage split, so we can likely chalk this up as mostly debt to fund the loans Liberis issues.

Providing the financing are previous backers British Business Investments, Paragon Bank and BCI Europe, along with new partner Silicon Valley Bank (SVB). It brings the total funding raised by Liberis to £200 million, including more than £50 million in equity funding. “The new funds will be used to fuel company growth, launch new products and markets, and provide additional customer financing solutions,” says the fintech.

To date, 2007-founded Liberis has provided over £500 million in financing to 16,000 SMEs across Europe, the U.S. and the U.K. (the product is available in five new countries: U.S., Finland, Sweden, Czech Republic and Slovakia). However, lending has really picked up lately, with £250 million lent in the past two years alone.

Liberis provides SMEs with funding from £1,000 to £300,000 based on projected credit and debit card sales. However, the clever part is that the loan is paid back via a pre-agreed percentage of the business’ digital transactions. In other words, bar any minimum monthly payment agreed, the repayment schedule is directly tied to the size and pace of a business’ card transactions.

Liberis raises £57.5M to offer finance for small businesses paid back via customer card transactions

Noteworthy, the go-to-market strategy has shifted toward B2B2B — or “embedded finance” — with Liberis now predominantly partnering with marketplaces, software providers and acquirers, such as Worldpay from FIS and Global Payments. These partners integrate with Liberis to offer personalised pre-approved revenue-based financing to their end customers.

“Liberis’ core business is to enable partners to offer embedded business finance to their customers,” Rob Straathof, CEO of Liberis, tells TechCrunch. “Back in 2015, we launched one of the world’s first embedded business finance partnerships with Worldpay from FIS, and have significantly expanded our partnerships across the globe over the past years, including Global Payments, Opayo (Sagepay), EPOS Now and Worldpay U.S.”

Straathof says that by integrating Liberis’ business finance platform into a partner’s existing ecosystem and customer experience, the fintech is able to provide “instant value” for its partners and the SMEs they support.

“Through our single API integration, we receive privileged data from our partners which enables Liberis to offer hyper-personalised and pre-approved finance to SMEs,” he explains. “By making finance more personalised, intuitive and accessible for SMEs, we in turn empower our partners to unlock greater customer value by improving engagement, satisfaction and loyalty which lowers churn. Ultimately, everyone wins”.

Comments Folake Shasanya, SVB’s head of EMEA warehouse financing: “We are pleased to become a new funding partner to Liberis and have been impressed with their ability to embed financing solutions across technology platforms, payments providers and more. At SVB, supporting innovation is in our DNA and we are delighted to provide this global growth opportunity to Liberis through our warehouse and venture debt products”.

Article updated to clarify the round is a mixture of debt and venture debt, without any pure equity funding.

Google invests in Indian startups Glance and DailyHunt

Published December 22, 2020

Google said on Tuesday it is investing in two Indian startups, Glance and DailyHunt, as the Android-maker makes a further push into the world’s second-largest internet market.

Two-year-old Indian startup Glance, which serves news, media content and games on the lock screen of more than 100 million smartphones, has raised $145 million in a new financing round from Google and existing investor Mithril Partners.

Glance, which is part of advertising giant InMobi Group, uses AI to offer personalized experience to its users. The service replaces the otherwise empty lock screen with locally relevant news, stories and casual games. Late last year, InMobi acquired Roposo, a Gurgaon-headquartered startup, that has enabled it to introduce short-form videos on the platform. Google is also investing in Roposo.

Roposo is a short-video platform with more than 33 million monthly active users. These users spend about 20 minutes consuming content across multiple genres in more than 10 languages on the app everyday.

India’s Glance tops 100M daily active users in 21 months

Glance ships pre-installed on several smartphone models. The subsidiary maintains tie-ups with nearly every top Android smartphone vendor, including Xiaomi and Samsung, the two largest smartphone vendors in India. The service has amassed over 115 million daily active users.

“Glance is a great example of innovation solving for mobile-first and mobile-only consumption, serving content across many of India’s local languages,” said Caesar Sengupta, VP, Google, in a statement. “Still too many Indians have trouble finding content to read or services they can use confidently, in their own language. And this significantly limits the value of the internet for them, particularly at a time like this when the internet is the lifeline of so many people. This investment underlines our strong belief in working with India’s innovative startups and work towards the shared goal of building a truly inclusive digital economy that will benefit everyone.”

Naveen Tewari, founder and chief executive of Glance and InMobi Group, said the investment will pave the way for “deeper partnership between Google and Glance across product development, infrastructure, and global market expansion.” The startup plans to deploy the fresh capital to expand in the U.S.

Investment in DailyHunt

Google said on Tuesday that it is also investing in VerSe Innovation, the parent firm of Indian startup DailyHunt. Across its apps including eponymous service and short-video platform Josh, DailyHunt claims to serve over 300 million users news and entertainment content in 14 Indian languages. The startup said it has completed a round of over $100 million from Google, Microsoft and AlphaWave among other investors, and this new round values it at over $1 billion, making it a unicorn.

DailyHunt — which is co-run by Umang Bedi, former Facebook India head — plans to deploy the fresh capital to scale the Josh app, the augmentation of local language content offerings, the development of content creator ecosystem, innovation in AI and ML and the growth of its truly “made-in-Bharat-for-Bharat short-video platform,” it said.

Josh and Roposo are among over a dozen apps in India that are attempting to fill the void New Delhi created after banning TikTok in late June in the country. TikTok identified India as its biggest overseas market prior to the ban.

Google is writing both these checks from India Digitization Fund that it unveiled this year. Google has committed to invest $10 billion in India over the course of the next few years. Prior to today, the company invested $4.5 billion from this fund in Indian telecom giant Jio Platforms.

Google to invest $10 billion in India

As 2020 ends, new unicorn formation continues to impress

Published December 21, 2020

Here in the final few working days of 2020, a surprising number of new unicorns have come to light. The mad scramble that investors are seeing in seed-stage startups appears to be reflected across the later stages as well.

That deal-making is still alive is not a surprise, but the cadence at which the market is crowning new unicorns is slightly startling, given the time of year. I’ve given up expecting a slowdown in venture capital, but I did anticipate some deceleration in huge rounds and resulting unicorn valuations this close to Christmas.

The Exchange explores startups, markets and money. Read it every morning on Extra Crunch, or get The Exchange newsletter every Saturday.

This morning after contrasting a PitchBook-derived $500 million, post-money valuation for Bolt’s Series C that its CEO had said was roughly doubled in its Series C1, TechCrunch discovered that the online checkout software company likely landed a new valuation right around the unicorn mark. Bolt’s PR team declined to share a new valuation or grade our math, saying that its framing was “fine.”

One new unicorn — or near-unicorn, perhaps — was not enough for the day. The Information broke news this afternoon that Ironclad, which sells contract management software, put together a round worth “at least $100 million,” valuing the company at “more than $950 million.” Akin to Bolt, this unicorn-or-just-under valuation is also a doubling or better from its last private round.

In fact, two new unicorns were insufficient: a third company also made the mark today, namely Qualia, which trumpeted the valuation achievement in a release. Qualia builds real estate software.

Three unicorns in one day is busy. To see three come to light on December 21st is a little bonkers.

And they are hardly the only startups we’ve seen sprout horns and race about on four legs in recent days. There’s Boom, Zenoti and BigID also in the last week or so. That’s at least six new unicorns since roughly the mid-point of December. Wild!

Let’s talk about the rounds and see what we can learn from them.

Hello, new unicorns

Starting with Bolt, there are a few lessons for us to take away. First: not every company that secures a unicorn (or a near-unicorn valuation) wants to make noise about it. We’ve known this, but the company’s currently coy attitude underscores the point. Second from Bolt is that inside investors are more than willing to crown unicorns in their own portfolio.

According to CEO Ryan Breslow, after his company raised its Series C, the round’s lead investor offered the company another term sheet. But WestCap was not its only lead. General Atlantic came in as well, giving the $75 million investment two leads. Bolt had already decided to call its new round a Series C1 before General Atlantic entered the deal, the addition of which brought $15 million to what was previously a $60 million investment.

Bolt’s round fits neatly into a number of trends that we’ve been watching: inside rounds being bullish not bearish in 2020, the fastest-growing companies raising two rounds this year and the incredible focus by venture investors into startups that were not merely surviving COVID-19, but benefiting from how it shook up the market.

Turning to Ironclad, around $100 million at around a $950 million valuation is about as basic as a unicorn round can get. And because it has been more than a year since its last round, you might think that there is not that much to learn in its case.

Despite economic downturn, space startup funding defies gravity

Published December 21, 2020

The COVID-19 pandemic might have upended the global economy, but according to Meagan Crawford at Spacefund and Chris Moran with Lockheed Martin Ventures, it didn’t dampen investment in space startups.

The space industry has enjoyed a honeymoon period with hundreds of startups popping up in the past five to seven years following SpaceX’s success.

Spacefund research conducted earlier this year found that there is almost no correlation between the global economy and the space industry, said Crawford, a managing partner at the VC firm, last Thursday at TC Sessions: Space 2020. Crawford and Moran both agreed that interest and investment in space will increase as more startups have successful exits.

“We looked back historically over the last decade and a little bit more, and it turns out that even during the 2008-2009 economic downturn, the space industry continued to grow at 7% per year,” Crawford said, adding that they saw almost no correlation between the performance of the Global S&P 1200 and the space industry.

“I think a lot of this has to do with a big portion of the industry coming from government budgets, which provides a lot of stability even in economically rough times, as well as the industry being in such high demand and going through such a high-growth phase right now that even the pandemic couldn’t really slow it down,” she said.

Early-stage investments did suffer at the beginning of the year, Moran noted after the event, but added that it appeared to be temporary.

“Firms were circling the wagons on their portfolios, in-person incubator programs went on hiatus, so there were fewer early-stage companies out there and less money for those companies,” he said, adding that Pitchbook data confirmed LMVC’s suspicions and showed a 25% to 27% drop in new company formation over that time.

Since September, LMVC has seen a spike in new companies. Meanwhile, incubators and accelerators have adapted to COVID-19 restrictions, Zoom made face-to-face meetings easy and life “as usual” started back up again, Moran added.

Exits are driving investments

The space industry has enjoyed a honeymoon period with hundreds of startups popping up in the past five to seven years following SpaceX’s success. Moran said this unabashed growth period will continue for a few years before narrowing.

“So like any any industry in VC, you see a lot of people jump in and then as business models collide and the need to generate some sustainable business happens there’s a lot of winnowing and narrowing of the field,” Moran said. “We’re probably still in that growth period, but I imagine over the next few years, we’ll start seeing this winnowing and really focus on the folks who have a technology and a business model that will be successful long term.”

Right now, the entire industry is funded on private capital, said Moran, who predicted investing is going to grow for some time as long as people see the excitement and promise of the industry. He added that easy access to public markets — notably the rise in mergers with special purpose acquisition companies — could drive even more money into space.

Silicon Valley should reward zebras, not unicorns

Published December 21, 2020

Rebecca Honeyman
Contributor

Rebecca Honeyman is co-founder and managing partner of SourceCode Communications.

Silicon Valley has a unicorn problem.

While no one is calling for startups with high valuations to go extinct, there ought to be a lot fewer of them. At least that’s what many young founders have concluded after looking at the trials and travails of billion-plus-dollar private companies.

A unicorn is a mythical animal, so investors expect magical results: Lightning growth, near-monopolies and a record-setter IPO yielding 100x or 1,000x returns. A “zebra” company is different. Zebras are real animals that have evolved to fill and thrive in a particular niche. Unlike unicorn companies, zebras are lean, efficient and consistent.

Exponential growth is neither the best nor the only way for businesses to operate.

Too often, a company’s name or perceived cachet — rather than its actual product or realistic business prospects — becomes the thing it is selling. For the most recent, and maybe most damning, example of this trend, look at WeWork .

The company’s 2019 failed IPO was the corporate debacle of the decade; few businesses since Enron have fallen so far so quickly. When the market got a chance to examine the unicorn, they discovered it was really a one-trick pony with a cardboard horn. Adam Neumann built his company for net worth, not actual value, and his employees and supporters paid the price. Then again, imagine if the IPO had been a success: How much of the company’s worth would have evaporated when COVID-19 rolled around in March?

Although most tech innovation requires venture capital in today’s economy, unicorns sometimes become case studies in taking too much of a good thing. Round after round of funding can, as in the case of WeWork, disguise rickety foundations and unsound business plans.

Earlier this month, the mobile video unicorn Quibi folded less than a year after its launch. Film and TV critics weren’t surprised, and neither were those few consumers who’d heard of the company.

Well before its ill-timed launch in early April, most observers knew it was a bad idea. So why did Quibi receive so much funding? The big names attached to the company, including Dreamworks co-founder Jeffrey Katzenberg and one-time HP CEO Meg Whitman, attracted investors who somehow didn’t realize that everything about the product, from its name to its pricing, was wrong.

What a unicorn offers isn’t as important as the fact that it’s a unicorn. The opposite of a unicorn company, to my mind, is a zebra company. They may be a little odd, they may not get the front-page headlines or breathless news coverage, but they’re built to last and built to do something.

Unicorns thrive so long as they remain in the enchanted forest of endless venture rounds; zebras tough it out in the savannas of the free market. A zebra company won’t become the next behemoth like Facebook or Amazon, but neither will it become the next Quibi or WeWork.

The emergence of zebra companies like Handshake and Turo, and to some extent corporations like Ben and Jerry’s and Patagonia, speaks to a broader change in our business and economic understanding. Even before the coronavirus shut down much of the world, endless growth was looking less and less attractive.

Instead of extracting ever more value from the economy, companies like Patreon realize that the same dollar can be earned multiple times as it circulates through the economy. One-way extraction of value is replaced with a circular flow of value. Exponential growth is neither the best nor the only way for businesses to operate.

For most of us, the new year will be a relief: 2020, over at last. But we shouldn’t neglect the opportunity to reflect on the past and plan for the future that a new year offers. The mistakes of WeWork and Quibi are all too easy to repeat; chances are that somewhere in Silicon Valley, a venture capitalist is giving too much money to a doomed business. We’ve been too focused on the unicorns. It’s time to give the zebras the attention they deserve.

Increasing diversity in tech hiring requires a common-ground approach

Fintech startups are increasingly focusing on profitability

Published December 21, 2020

Fintech startups have been massively successful over the past few years. The biggest consumer startups managed to attract millions — sometimes even tens of millions — of users and have raised some of the biggest funding rounds in late-stage venture capital. That’s why they’ve also reached incredible valuations.

After a few wild years of growth, fintech startups are starting to act more like traditional finance companies.

And yet, this year’s economic downturn has been a challenge for the current class of fintech startups: Some have grown nicely, while others have struggled, but the vast majority of them have changed their focus.

Instead of focusing on growth at all costs, fintech startups have been drawing a path to profitability. It doesn’t mean that they’ll have a positive bottom line at the end of 2020. But they’ve laid out the core products that will secure those startups over the long term.

Consumer fintech startups are focusing on product first, growth second

Usage of consumer products vary greatly with its users. And when you’re growing rapidly, supporting growth and opening new markets require a ton of effort. You have to onboard new employees constantly and your focus is split between product and corporate organization.

Lydia is the leading peer-to-peer payments app in France. It has four million users in Europe with most of them in its home country. For the past few years, the startup has been growing rapidly; engagement drives user signups, which drives engagement.

But what do you do when users stop using your product? “In April, the number of transactions was down 70%,” said Lydia co-founder and CEO Cyril Chiche in a phone interview.

“As for usage, it was obviously very quiet during some months and euphoric during other months,” he said. Overall, Lydia grew its user base by 50% in 2020 compared to 2019. When France wasn’t experiencing a lockdown or a curfew, the company beat its all-time high records across various metrics.

“In 2019, we grew all year long. In 2020, we’ve had very good growth numbers overall — but it should have been amazingly good during a normal year, without the month of March, April, May, November.” Chiche said.

In March and early April, Chiche didn’t know whether users would come back and send money using Lydia. Back in January, the company raised money from Tencent, the company behind WeChat Pay. “Tencent was ahead of us in China when it comes to lockdown,” Chiche said.

On April 30, during a board meeting, Tencent listed Lydia’s priorities for the rest of the year: Ship as many product updates as possible, keep an eye on their burn rate without firing people and prioritize product updates to reflect what people want.

“We’ve worked hard and shipped everything related to card payments, contactless mobile payments and virtual cards. It reflected the huge boost in contactless and e-commerce transactions,” Chiche said.

And it also repositioned the company’s trajectory to reach profitability more quickly. “The next step is bringing Lydia to profitability and it’s something that has always been important for us,” Chiche said.

Mobile payment app Lydia raises $45 million round led by Tencent

Let’s list the most frequent revenue sources for consumer fintech startups such as challenger banks, peer-to-peer payment apps and stock-trading apps can be divided into three cohorts:

Debit cards

First, many companies hand customers a debit card when they create an account. Sometimes, it’s just a virtual card that they can use with Apple Pay or Google Pay. While there are some fees involved with card issuance, it also represents a revenue stream.

When people pay with their card, Visa or Mastercard takes a cut of each transaction. They return a portion to the financial company that issued the card. Those interchange fees are ridiculously small and often represent a few cents. But they can add up when you have millions of users actively using your cards to transfer money out of their accounts.

Paid financial products

Many fintech companies, such as Revolut and Ant Group’s Alipay, are developing superapps to serve as financial hubs that cover all your needs. Popular superapps include Grab, Gojek and WeChat.

In some cases, they have their own paid products. But in most cases, they partner with specialized fintech companies to provide additional services. Sometimes, they are perfectly integrated in the app. For instance, this year, PayPal has partnered with Paxos so that you can buy and sell cryptocurrencies from their apps. PayPal doesn’t run a cryptocurrency exchange, it takes a cut on fees.

3 VCs discuss space junk and what else they’re betting on right now

Published December 21, 2020

Space may be the final frontier, but in terms of investment, VCs are just getting started. With that in mind during TC Sessions: Space 2020 last week, we spoke to three investors who’ve been actively funding what could become tomorrow’s biggest companies to learn where they might focus next.

Sustainability is a major issue for all of their portfolio companies.

Our guests — Tess Hatch of Bessemer Venture Partners, who has long focused on the commercialization of space; Mike Collett of Promus Ventures, a venture firm that invests in deep tech software and hardware companies; and Chris Boshuizen of the venture firm DCVC and a cofounder of Planet Labs — had a lot of intriguing observations on topics, including the dangers of orbital debris, the merits of space manufacturing, and how they’d rate the U.S. government when it comes to fostering space-related innovations.

For those who missed the event, we’ve posted a video of our conversation below.

Space junk could affect long-term sustainability

Hatch, who recently co-authored an informative piece on the topic, said there’s little consensus about whether space junk is a critical matter that deserves more regulatory attention or an issue that will resolve itself through tech advancements, even while startups like Astroscale and D-Orbit are focused on the issue. The commercial industry’s expectation seems to be that space companies can regulate themselves and launch constellations without leaving pieces of launch vehicles or rocket stages in space, she said.

For her part, Hatch said it’s something to potentially invest in within a “handful of years.” At the moment, she added, “it’s not at the top of my list just due to looking for a shorter return on my investment for my LPs in the fund.”

Collett and the others stressed that in the meantime, sustainability is a major issue for all of their portfolio companies. “Everybody wants to do their job as a corporate citizen to make sure they’re not leaving anything else up there that doesn’t need to be there. Indeed, Boshuizen noted that at Planet Labs, best practices were taken very seriously.

Still, Boshuizen noted concerns about newer capital sources that might be less focused on the issue of space debris. “I don’t think everyone necessarily has the same space background,” he said, explaining that “we’re seeing a lot of outside investment from new people joining the industry, which is exciting, but also they don’t really know how important this is [and] it’s important for people to realize that they’ve got to pay attention to this.”

Bolt adds $75M to its Series C, as the battle to rule online checkout continues

Published December 21, 2020

Bolt, a startup that offers online checkout technology to retailers, announced this morning that it has added $75 million to its Series C round, bringing the financing to a total of $125 million.

WestCap and General Atlantic led the new tranche, which Bolt CEO Ryan Breslow told TechCrunch was raised at around twice its Series C valuation. PitchBook pegs the company’s Series C at a post-money valuation of $500 million, implying that the Series C1 values Bolt at around $1 billion.

The company is calling the latest check its “Series C1.” Why not just call it a Series D? According to Breslow, Bolt’s future Series D will be much larger.

While Bolt’s creatively demarcated Series C1 is interesting, the capital event is in line with how the checkout space is growing in aggregate right now. There’s a lot of money being put to work on solving a particular e-commerce pain point.

Stripe leads $20M Series A into Fast, which is building a universal checkout service for e-commerce

Fast, a competing online checkout software provider, raised $20 million in March. And this June, Checkout.com, which is based in England but has a global stable of offices, raised $150 million at a $5.5 billion valuation.

Bolt, meanwhile, announced the first $50 million of its Series C in July. The company’s C1 event, therefore, represents not only the fourth major investment into checkout tech this year, but it also fits into a now-regular trend of fast-growing startups raising two checks in 2020 — companies like Welcome, Skyflow, AgentSync and Bestow also completed the feat this year.

Checkout.com, the UK payments startup, raises another $150M, now valued at $5.5B

But enough talking about its market. Let’s dig into what Bolt is building and why it just took on another truckload of cash.

Series C1

Bolt offers four connected services: checkout, payments, user accounts and fraud protection.

The company’s core offering is its checkout product, which it claims is both faster than comparable industry averages and has higher conversion rates. The startup’s payments and fraud services fits into its checkout universe by ensuring that transactions are real and that payments can be accepted. Finally, Bolt’s user accounts (shoppers are prompted to save their credentials when they first execute a purchase with the startup’s tech) boost the chance that someone who has checked out online using its tech will do so again in the future, helping Bolt to sell its service and ensure customers benefit from it.

The more shoppers that Bolt can attract, the more accounts it will have in the market feeding more data into its anti-fraud tool and checkout personalization technology.

And Bolt is reaching more online buyers, with the company claiming a roughly 10x gain of the number of people who have made accounts with its service this year. According to Breslow, the number was around 450,000 last December. It’s around 4.5 million now, he said, and Bolt expects the figure to reach 30 million next year.

Given the huge scale of its expected account creation, TechCrunch asked Breslow about his confidence interval in the number. He said 90%, thanks to Authentic Brands Group (ABG) linking up with Bolt, a deal that his company announced last month. Breslow said that ABG has 50 million shoppers; perhaps the 30 million figure is possible.

(Distribution for checkout tech is like oxygen, so competing companies in the space love to chat about their availability gains. Here’s Fast talking about being supported by WooCommerce from last week, for example. Fast declined to share processing growth metrics with TechCrunch after that announcement.)

Bolt’s historical shopper growth has paid dividends for its total transaction volume. The company told TechCrunch that it processed around $1 billion in transactions this year, up around 3.5x from its 2019 gross merchandise volume (GMV). That approximate pace of growth implies a roughly $286 million GMV result for Bolt last year; how far the company can scale that figure in 2021 will be our chief measuring stick for how well its ABG deal performs.

Breslow told TechCrunch that Bolt expects to 3x its GMV in 2021, which we read as implying a roughly $3 billion number.

But don’t just take that figure, apply a payment processing percentage and walk away with a revenue guess for Bolt. The company does make money from payments, but also from charging for its other services — like fraud protection — on a SaaS basis. So Bolt is a hybrid payments-and-software company, an increasingly popular model, though one that certain categories of software are slow to pick up on.

Underpinning Bolt’s plans to treble GMV and greatly expand its shopper network is its new capital. The $75 million cache of new dollars is going into handling market demand, moving upmarket and engineering, the company said. In short there’s a lot of in-market demand for better checkout tech — hence all the venture activity — and larger customers need more customizations and sales support. Bolt is going to spend on that.

Given that Bolt just reloaded, it would not be a surprise to see Fast or Checkout.com raise more capital in Q1 or Q2 of 2021. More when that happens.

Ramp raises $30M as the battle to own corporate spend heats up

IBM snags Nordcloud to add multi-cloud consulting expertise

Published December 21, 2020

IBM has been busy since it announced plans to spin out its legacy infrastructure management business in October, placing an all-in bet on the hybrid cloud. Today, it built on that bet by acquiring Helsinki-based multi-cloud consulting firm Nordcloud. The companies did not share the purchase price.

Nordcloud fits neatly into this strategy with 500 consultants certified in AWS, Azure and Google Cloud Platform, giving the company a trained staff of experts to help as they move away from an IBM -centric solution to choosing to work with the customer however they wish to implement their cloud strategy.

This hybrid approach harkens back to the $34 billion Red Hat acquisition in 2018, which is really the lynchpin for this approach, as CEO Arvind Krishna told CNBC’s Jon Fortt in an interview last month. Krishna is in the midst of trying to completely transform his organization, and acquisitions like this are meant to speed up that process:

The Red Hat acquisition gave us the technology base on which to build a hybrid cloud technology platform based on open-source, and based on giving choice to our clients as they embark on this journey. With the success of that acquisition now giving us the fuel, we can then take the next step, and the larger step, of taking the managed infrastructure services out. So the rest of the company can be absolutely focused on hybrid cloud and artificial intelligence.

IBM is acquiring APM startup Instana as it continues to expand hybrid cloud vision

John Granger, senior vice president for cloud application innovation and COO for IBM Global Business Services, says that IBM’s customers are increasingly looking for help managing resources across multiple vendors, as well as on premises.

“IBM’s acquisition of Nordcloud adds the kind of deep expertise that will drive our clients’ digital transformations as well as support the further adoption of IBM’s hybrid cloud platform. Nordcloud’s cloud-native tools, methodologies and talent send a strong signal that IBM is committed to deliver our clients’ successful journey to cloud,” Granger said in a statement.

After the deal closes, which is expected in the first quarter next year subject to typical regulatory approvals, Nordcloud will become an IBM company and operate to help continue this strategy.

It’s worth noting that this deal comes on the heels several other small recent deals, including acquiring Expertus last week and Truqua and Instana last month. These three companies provide expertise in digital payments, SAP consulting and hybrid cloud applications performance monitoring, respectively.

Nordcloud, which is based in Helsinki with offices in Amsterdam, was founded in 2011 and has raised more than $26 million, according to PitchBook data.

IBM CEO Arvind Krishna wants to completely transform his organization

The US wants startups to get a piece of the $16 billion spent on space tech

Published December 21, 2020

The U.S. government is one of the biggest spenders in the nascent space industry, and the man who handles the money for the Air Force’s $16 billion checkbook wants startups to know that his door is open for them.

In all, Will Roper, the Assistant Secretary of the Air Force for Acquisition, Technology and Logistics, handles about $60 billion worth of budget for the Air Force — a mandate that includes spending money on the new tech initiatives the Air Force deems important.

Historically, the Department of Defense hasn’t been the greatest at working with startups — and many tech companies have been loath to work with the DoD. However, since much of modern civilian infrastructure is based on global positioning systems and other satellite technologies that fall under the Defense Department’s purview, those views on cooperation are changing on both sides.

“Space isn’t a quiet domain of communication and navigation and exploration anymore,” Roper told the audience at TechCrunch’s latest Sessions event, TC Sessions: Space 2020. “It’s increasingly becoming a hostile place… So we’re gearing up a new kind of competition on the military side that could extend to space and that’s creating a lot of new space programs.”

Roper emphasized that the interest from the Air Force and the government more broadly extends well beyond offensive capabilities and military priorities. As space becomes an economic opportunity, Roper sees the Air Force as an engine for driving technology development forward in ways that have commercial benefits.

“It’s a great, great time for innovation in new technologies that could help the military, but we want to do more than just help the military. That’s the old thinking in the Pentagon. That’s all that would help us win the Cold War in the 20th Century, but it’s not going to help us in the 21st, where technology is globalized and accelerating,” Roper said.

“We want to find ways where our military mission and our funding can help accelerate commercial markets too, so it’s competing on a much bigger stage. But we think it’s where we need to aspire to be, so that we’re playing the right catalyst role in this nation and with our partners around the world,” Roper said.

There are several programs that startups can tap to get those federal dollars. Two of the easiest points of entry are through the AFWERX and its recently announced SpaceWERX arm focused entirely on space technology.

“These look like any tech company,” Roper told the audience at the TechCrunch event. “They’re outside our fence lines. They’re easy to walk into… Now you don’t have to know the mission, we will help you find the mission and the customer — the warfighter associated with it. It’s a great model because it keeps the company focused on what they know best, which is their tech.”

Over the last three years, Roper estimated that the AFWERX program had brought 2,300 companies into the Air Force and Space Force programs, and most of them had never worked with the military before, he said.

Within AFWERX there are three programs that particularly relate to integrating startups into the procurement process, Roper said. One is the Spark program, which pairs military with private industry; one is the AFVentures program, which is designed to finance new innovations coming from private industry; and finally there’s the Prime program, which helps commercialize and certify technologies.

Roper pointed to the recent certification the Air Force gave to Joby Aviation for its flying cars. “So there’s a new military market that will hopefully generate a new commercial market,” Roper said.

In 2021, the Prime program will expand to space technologies, according to Roper.

As the demand for new tech grows, there’s no shortage of innovations Roper would like to see from private industry. From new autonomous innovations that could help co-pilot spacecraft to technology for refueling and in-space maneuverability, and reusable equipment from boosters to other components that can bring costs down.

Roper also acknowledged that the Pentagon has a long way to go to “hack the acquisition system” when it comes to dual-use technologies.

Entrepreneurs have pointed out that one of the biggest obstacles to the growth of the commercial space industry has been the inability of the U.S. government to open up the technology for use by private industry.

Entrepreneurs say regulatory constraints are hampering commercial applications of space tech

Roper hopes to change that. “We want to use our military dollars, our mission, and potentially our certifications to help get you there without changing your core product,” he said. “If you succeed as a commercial success, then we succeed as well, because now we’ve got a great tech partner, that hopefully we can continue to come to to solve problems in future. The thing that we’ll want to understand early on is how our military market and all those benefits I just mentioned, how can they help you get to commercial success? And what is it that we not need to do to pull you off that trajectory?”

Contracts with AFWERX are fixed-price and progress as companies hit certain milestones on the product roadmap. These orders increase incrementally as the technology proves itself, so a contract could start with the delivery of a prototype, then experimental usage, then a commercial contract, then broad adoption. “What we’re looking to do is see if you can move the ball forward on your technology, and if you do, then we do another contract. We step you up our process,” Roper said.

Roper sees the project as nothing less than the evolution of the aerospace and defense industry.

“We have a lot of amazing companies today that helped build stealth bombers and space planes and all sorts of awesome stuff. They’re defense companies and we still need them,” Roper said. “What we’re hoping to help build in this century is a set of new companies that are just tech companies. They’re not defense, purely, and they’re not commercial purely. They’re just technology companies and they do a bit of business on both sides.”