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Trump’s latest immigration restrictions are bad news for American workers

Published October 14, 2020

Jay Srinivasan
Contributor

Jay Srinivasan is co-founder and CEO of atSpoke.

I’m an immigrant, and since arriving from India two decades ago I’ve earned a Ph.D., launched two companies, created almost 100 jobs, sold a business to Google and generated a 10x-plus return for my investors.

I’m grateful to have had the chance to live the American dream, becoming a proud American citizen and creating prosperity for others along the way. But here’s the rub: I’m exactly the kind of person that President Trump’s added immigration restrictions that require U.S. companies to offer jobs to U.S. citizens first and narrowing the list of qualifications to make one eligible for the H-1B visa, is designed to keep out of the country.

In tightening the qualifications for H-1B admittances, along with the L visas used by multinationals and the J visas used by some students, the Trump administration is closing the door to economic growth. Study after study shows that the H-1B skilled-worker program creates jobs and drives up earnings for American college grads. In fact, economists say that if we increased H-1B admittances, instead of suspending them, we’d create 1.3 million new jobs and boost GDP by $158 billion by 2045.

The H-1B visa ban is creating nearshore business partnership opportunities

Barring people like me will create short-term chaos for tech companies already struggling to hire the people they need. That will slow growth, stifle innovation and reduce job creation. But the lasting impact could be even worse. By making America less welcoming, President Trump’s order will take a toll on American businesses’ ability to attract and retain the world’s brightest young people.

Consider my story. I came to the United States after earning a degree in electrical engineering from the Indian Institute of Technology (IIT), a technical university known as the MIT of India. The year I entered, several hundred thousand people applied for just 10,000 spots, making IIT significantly more selective than the real MIT. Four years later, I graduated and, along with many of the other top performers in my cohort, decided to continue my studies in America.

Back then, it was simply a given that bright young Indians would travel to America to continue their education and seek their fortune. Many of us saw the United States as the pinnacle of technological innovation, and also as a true meritocracy — somewhere that gave immigrants a fair shake, rewarded hard work and let talented young people build a future for themselves.

I was accepted by 10 different colleges, and chose to do a Ph.D. at the University of Illinois because of its top-ranked computer science program. As a grad student, I developed new ways of keeping computer chips from overheating that are now used in server farms all over the world. Later, I put in a stint at McKinsey before launching my own tech startup, an app-testing platform called Appurify, which Google bought and integrated into their Cloud offerings.

I spent a couple of years at Google, but missed building things from scratch, so in 2016 I launched atSpoke, an AI-powered ticketing platform that streamlines IT and HR support. We’ve raised $28 million, hired 60 employees and helped companies including Cloudera, DraftKings and Mapbox create more efficient workplaces and manage the transition to remote working.

Stories like mine aren’t unusual. Moving to a new country takes optimism, ambition and tolerance for risk — all factors that drive many immigrants to start businesses of their own. Immigrants found businesses at twice the rate of the native born, starting about 30% of all new businesses in 2016 and more than half of the country’s billion-dollar unicorn startups. Many now-iconic American brands, including Procter & Gamble, AT&T, Google, Apple, and even Bank of America, were founded by immigrants or their children.

We take it for granted that America is the destination of choice for talented young people, especially those with vital technical skills. But nothing lasts forever. Since I arrived two decades ago, India’s tech scene has blossomed, making it far easier for kids to find opportunities without leaving the country. China, Canada, Australia and Europe are also competing for global talent by making it easier for young immigrants to bring their talent and skills, often including an American education, to join their workforces or start new businesses.

To shutter employment-based visa programs, even temporarily, is to shut out the innovation and entrepreneurialism our economy desperately needs. Worse still, though, doing so makes it harder for the world’s best and brightest young people to believe in the American dream and drives many to seek opportunities elsewhere. The true legacy of Trump’s executive order is that it will be far harder for American businesses to compete for global talent in years to come — and that will ultimately hamper job creation, slow our economy and hurt American workers.

To create the jobs our economy needs, the US must expand immigration

A few words for DHS agents who have no intention of becoming immigration whistleblowers

Fall sale: Get 10% off an annual Extra Crunch membership

Published October 14, 2020

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Sanity, a platform to build and manage content flows on sites, raises $9.3M from Ev Williams, Threshold and more

Published October 14, 2020

There are more than 2 billion websites in existence in the world today, millions of apps and a growing range of digital screens where people and businesses present constantly changing arrays of information to each other. But all that opportunity also has a flip side: How can you say what you want, just how you want to say it, without technical hurdle after hurdle getting in your way?

A startup called Sanity has built a platform to help businesses (and their people) do that more easily with a SaaS platform that lets developers create code and systems to manage content. Now, after picking up some 25,000 customers, from “traditional” publishers like Conde Nast and National Geographic through to hundreds of others like Sonos, Brex, Figma, Cloudflare, Mux, Remarkable, Kleiner Perkins, Tablet Magazine, MIT, Universal Health Services, Eurostar and Nike, it is announcing funding of $9.3 million to fuel its growth.

The funding, a Series A, is being led by Threshold Ventures (the VC formerly known as Draper Fisher Jurvetson, rebranded in 2019 after none of the namesakes remained at the firm), with an interesting cast of others also participating.

They include Ev Williams (who knows a thing or two about “content” as the co-founder of Blogger, Twitter and most recently Medium); Adam Gross, ex-CEO of Heroku; Guillermo Rauch, inventor of NextJS and CEO and co-founder of Vercel; Stephanie Friedman (ex-Xamarin and Microsoft); and Monochrome Capital, the new firm launched by Ben Metcalfe (the co-founder of WP Engine, among many other roles).

Heavybit and Alliance Venture, which led its seed round of $2.4 million last year, also participated. Other existing investors include Mathias Biilman and Chris Bach, co-founders of Netlify; Jon Dahl, CEO and co-founder of Mux; and Edvard Engesæth, co-founder of NURX.

Sanity bills itself as a “content platform”, and the open-ended idea of what that could possibly mean is essentially the essence of what the company is about.

VC Josh Stein talks power dynamics: ‘I don’t think this has been a mustache-twisting moment for investors’

Led by co-founder and CEO Magnus Hillestad, it has crafted a set of tools that can help developers structure how and where content gets created, input and eventually presented to people, with its target audience being any organization or person that might be putting together a digital experience whose content is regularly updated and is not static.

Hillestad said that thinking of content as a separate and dynamic element in digital experiences represents a “paradigm shift” in terms of how the web and other content experiences are developing. The idea, he said, is for an organization “not to be held back by features but to have the code to make the components they want.” He described it as a progression along the same trajectories of “what Twilio did by coming in with APIs for communications, and Figma did with its concept of collaboration.”

While e-commerce has typically been a major customer of such “headless” platforms — they will use services like these to help design and manage the front end, with another service like Shopify to manage the commerce at the back end — it’s actually a basic framework that has been applied to a pretty wide range of use cases at Sanity.

They do include e-commerce experiences, but also companies building interactive tools for customers to look at, mix and match various light fixtures from a lighting consultancy; more standard publishing services; and for helping tailor materials for emergency medical training services.

These days, the medium, as they say, is the message, and in that regard “publishing” has taken on a new meaning in the digital age. Whereas in the past it only referred to materials prepared for print, such as books, magazines and newspapers, these days it can be any kind of content prepared for the web or any other endpoint where it will not only be “read” but potentially manipulated in some way, and likely also changed by the producers as well. The very un-static nature of that content makes it fun and interesting, but also a pain to manage.

Sanity has a notable origin that speaks to how it has always given a wide berth and prime positioning to the sanctity of content. It was built originally by an agency in Oslo, Norway, as part of a remit to rethink and recast how to present works for a new website for OMA, the architecture firm co-founded by the iconic Dutch designer Rem Koolhaas.

The information matrix and content management system concept that they put together was strong enough to use the agency to build more sites using the CMS, and eventually the firm spun Sanity out as its own independent firm, founded by Even Westvang, Hillestad, Oyvind Rostad and Simen Svale Skogsrud.

Part of the team, including Hillestad, relocated to the Bay Area to build the startup and integrate it deeper with the bigger tech ecosystem in the region and build out the concept under a SaaS model, while others remained in Oslo.

In its move to the U.S., Sanity has over the past few years been tapping into a growing market for services to enable those who rely on the web to do business do it in a more creative and dynamic way.

“A decade ago, I co-founded WP Engine with the goal of bringing the power of WordPress to the enterprise and small business buyer,” said Metcalfe in a statement. “Not only are we moving away from monolithic codebases to API-driven services, but the way we think about content is changing; as we create once and expect it to appear across web, apps and even IoT devices. Sanity has reimagined the headless CMS, bringing content closer to the developer where it can exist as the defacto content system of record across an entire organization. With CMS so close to my roots, I couldn’t be more delighted that Sanity is the inaugural investment for Monochrome Capital.”

It is not the only company in this wider area getting a lot of attention. Last week, Shogun — which focuses only on e-commerce and front-end design, raised $35 million. Others include Commercetools, Commerce Layer, Strapi, Contentful and ContentStack. Sanity stands out partly by keeping its focus wider than e-commerce and by not using the words “content” or “commerce” in its name.

Shogun raises $35M to help brands take on Amazon with faster and better sites of their own

“We’re seeing a tidal wave of companies transform and digitize every aspect of their business, but the tools they use limit their progress,” said Josh Stein, partner, Threshold Ventures, in a statement. “Sanity’s content platform liberates content and content owners by enabling a truly collaborative and customizable experience, while treating content as data to maximize content velocity across all customer touchpoints and surfaces. We’re excited to back the Sanity team and their impressive developer-focused content management platform.”

Stein and Jesse Robbins, a partner at Heavybit, are both joining Sanity’s board of directors with this round.

Plenty has raised over $500 million to grow fruits and veggies indoors

Published October 14, 2020

Plenty‌ ‌Unlimited‌ has raised $140 million in new funding to build more vertical farms around the U.S.

The new funding, which brings the company’s total cash haul to an abundant $500 million, was led by existing investor SoftBank Vision Fund and included the berry farming giant Driscoll’s. It’s a move that will give Driscoll’s exposure to Plenty’s technology for growing and harvesting fruits and vegetables indoors.

The funding comes as Plenty has inked agreements with both its new berry-interested investor and the Albertsons grocery chain. The company also announced plans to build a new farm in Compton, California.

The financing provides plenty of cash for a company that’s seeing a cornucopia of competition in the tech-enabled cultivated crop market raising a plethora of private and public capital.

In the past month, AppHarvest has agreed to be taken public by a special purpose acquisition company in a deal that would value that greenhouse tomato-grower at a little under $1 billion. And another leafy green grower, Revol Greens, has raised $68 million for its own greenhouse-based bid to be part of the new green revolution.

Meanwhile, Plenty’s more direct competitor, Bowery Farming, is expanding its retail footprint to 650 stores, even as Plenty touts its deal with Albertsons to provide greens to 431 stores in California.

Bowery Farming adds executives as it expands to sell produce in 650 stores

Discoll’s seemed convinced by Plenty’s technology, although the terms of the agreement with the company weren’t disclosed.

“We looked at other vertical farms, and Plenty’s technology was one of the most compelling systems we’d seen for growing berries,” said J. Miles Reiter, Driscoll’s chairman and CEO, in a statement. “We got to know Plenty while working on a joint development agreement to grow strawberries. We were so impressed with their technology, we decided to invest.”

Dear Sophie: I came on a B-1 visa, then COVID-19 happened. How can I stay?

Published October 14, 2020

Sophie Alcorn
Contributor

Sophie Alcorn is the founder of Alcorn Immigration Law in Silicon Valley and 2019 Global Law Experts Awards’ “Law Firm of the Year in California for Entrepreneur Immigration Services.” She connects people with the businesses and opportunities that expand their lives.

Zoom to start first phase of E2E encryption rollout next week

Published October 14, 2020

Zoom will begin rolling out end-to-end encryption to users of its videoconferencing platform from next week, it said today.

The platform, whose fortunes have been supercharged by the pandemic-driven boom in remote working and socializing this year, has been working on rebooting its battered reputation in the areas of security and privacy since April — after it was called out on misleading marketing claims of having E2E encryption (when it did not). E2E is now finally on its way though.

“We’re excited to announce that starting next week, Zoom’s end-to-end encryption (E2EE) offering will be available as a technical preview, which means we’re proactively soliciting feedback from users for the first 30 days,” it writes in a blog post. “Zoom users — free and paid — around the world can host up to 200 participants in an E2EE meeting on Zoom, providing increased privacy and security for your Zoom sessions.”

Zoom acquired Keybase in May, saying then that it was aiming to develop “the most broadly used enterprise end-to-end encryption offering”.

However, initially, CEO Eric Yuan said this level of encryption would be reserved for fee-paying users only. But after facing a storm of criticism the company enacted a swift U-turn — saying in June that all users would be provided with the highest level of security, regardless of whether they are paying to use its service or not.

Zoom confirmed today that Free/Basics users who want to get access to E2EE will need to participate in a one-time verification process — in which it will ask them to provide additional pieces of information, such as verifying a phone number via text message — saying it’s implementing this to try to reduce “mass creation of abusive accounts”.

“We are confident that by implementing risk-based authentication, in combination with our current mix of tools — including our work with human rights and children’s safety organizations and our users’ ability to lock down a meeting, report abuse, and a myriad of other features made available as part of our security icon — we can continue to enhance the safety of our users,” it writes.

Next week’s roll out of a technical preview is phase 1 of a four-stage process to bring E2E encryption to the platform.

This means there are some limitations — including on the features that are available in E2EE Zoom meetings (you won’t have access to join before host, cloud recording, streaming, live transcription, Breakout Rooms, polling, 1:1 private chat, and meeting reactions); and on the clients that can be used to join meetings (for phase 1 all E2EE meeting participants must join from the Zoom desktop client, mobile app, or Zoom Rooms).

The next phase of the E2EE rollout — which will include “better identity management and E2EE SSO integration”, per Zoom’s blog — is “tentatively” slated for 2021.

From next week, customers wanting to check out the technical preview must enable E2EE meetings at the account level and opt-in to E2EE on a per-meeting basis.

All meeting participants must have the E2EE setting enabled in order to join an E2EE meeting. Hosts can enable the setting for E2EE at the account, group, and user level and can be locked at the account or group level, Zoom notes in an FAQ.

The AES 256-bit GCM encryption that’s being used is the same as Zoom currently uses but here combined with public key cryptography — which means the keys are generated locally, by the meeting host, before being distributed to participants, rather than Zoom’s cloud performing the key generating role.

“Zoom’s servers become oblivious relays and never see the encryption keys required to decrypt the meeting contents,” it explains of the E2EE implementation.

If you’re wondering how you can be sure you’ve joined an E2EE Zoom meeting a dark padlock will be displayed atop the green shield icon in the upper left corner of the meeting screen. (Zoom’s standard GCM encryption shows a checkmark here.)

Meeting participants will also see the meeting leader’s security code — which they can use to verify the connection is secure. “The host can read this code out loud, and all participants can check that their clients display the same code,” Zoom notes.

Zoom launches its events platform and marketplace, brings apps to your calls

M1 Finance closes $45M Series C mere months after it raised its $33M Series B

Published October 14, 2020

Just months after it announced a $33 million Series B, Chicago-based M1 Finance today disclosed a $45 Series C.

The new financing event was led by Left Lane Capital, the same investor that led M1’s Series B. Bear in mind that so-called inside rounds are now a bullish sign in 2020, as opposed to in prior VC eras when they were viewed more cooly. Other M1 investors include Jump Capital, Clocktower Technology Ventures and Chicago Ventures, though only the first two appear to have taken part in this round.

Per M1, the Series C comes just 120 days after it raised a Series B. A good question is why M1 has raised more capital, and why Left Lane Capital wanted to lead two rounds for the consumer-focused fintech provider. Going back to our prior coverage, we can figure it out.

Chicago’s M1 Finance, a consumer-focused fintech platform, reaches $1B under management

In February, we reported that M1 Finance had reached the $1 billion assets under management mark, or AUM.

The startup combines three different traditional fintech services into one (roboadvising, neobanking and lending), allowing it to price the package aggressively. The model appears to be working. When M1 raised its Series B a few months later in June, it had reached the $1.45 billion AUM, or about 45% growth in just over a quarter. That’s very good.

Today, the company announced that it has surpassed the $2 billion AUM mark, up more than 38% in the last four months.

M1 posted slower AUM growth in percentage terms and greater growth in raw AUM over a similar time frame heading into its Series C. But regardless of that nuance, the company’s AUM grew quickly.

M1 Finance raises $33M Series B as it reaches $1.45B AUM

That fact helps explain its new round. If you were Left Lane Capital, had just led a round into the company, and then watched it keep growing rapidly, you’d want to double-down quickly. Not only to buy more of the company, but also to get the round done before another investor could show up and buy its own piece of M1, diluting you and nabbing your ascendant position as the startup’s most recent lead investor.

So Left Lane led the Series C, hoping that M1 keeps growing like the proverbial garden irritant.

Revenue, growth

Something fun about M1 is that it shared a revenue target as a percent of AUM earlier in the year, namely that it aims to generate around 1% of its AUM in revenue each year. The company’s CEO Brian Barnes re-confirmed the number for TechCrunch this week.

So, with more than $2 billion in AUM, we can see that M1’s revenues are probably on a run rate of more than $20 million today, and could crest a $25 million run rate by the end of the year, provided that growth continues as it has for the startup.

How is M1 adding so much capital to its platform? Barnes told TechCrunch that M1 has tripled its userbase since the start of the year, and that its current users are bringing more funds in from other financial platforms. The combination is making M1 larger, and quickly.

To wrap, our notes above about Left Lane probably wanting to lead the Series C to keep some other firm from doing it — pre-emption is a regular thing in today’s hot VC market — weren’t mere idle speculation. Barnes told TechCrunch in response to a question about its Series C that his company was “fortunate to have significant investor demand for our Series C, partly due to hitting milestones as quickly” as it has. That sounds like the possibility of competing lead investors to us, at least from our present remove.

The M1 round continues the savings and investing boom we’ve tracked this year. And the round is a win for the Midwest at the same time. More when M1 reaches $3 billion in AUM. Start your countdown.

Saving, not spending, is the new hotness in fintech

Atlassian Smarts adds machine learning layer across the company’s platform of services

Published October 14, 2020

Atlassian has been offering collaboration tools, often favored by developers and IT for some time with such stalwarts as Jira for help desk tickets, Confluence to organize your work and BitBucket to organize your development deliverables, but what it lacked was a machine learning layer across the platform to help users work smarter within and across the applications in the Atlassian family.

That changed today, when Atlassian announced it has been building that machine learning layer, called Atlassian Smarts, and is releasing several tools that take advantage of it. It’s worth noting that unlike Salesforce, which calls its intelligence layer Einstein or Adobe, which calls its Sensei, Atlassian chose to forgo the cutesy marketing terms and just let the technology stand on its own.

Shihab Hamid, the founder of the Smarts and Machine Learning Team at Atlassian, who has been with the company 14 years, says they avoided a marketing name by design. “I think one of the things that we’re trying to focus on is actually the user experience and so rather than packaging or branding the technology, we’re really about optimizing teamwork,” Hamid told TechCrunch.

Hamid says that the goal of the machine learning layer is to remove the complexity involved with organizing people and information across the platform.

“Simple tasks like finding the right person or the right document becomes a challenge, or at least they slow down productivity and take time away from the creative high-value work that everyone wants to be doing, and teamwork itself is super messy and collaboration is complicated. These are human challenges that don’t really have one right solution,” he said.

He says that Atlassian has decided to solve these problems using machine learning with the goal of speeding up repetitive, time-intensive tasks. Much like Adobe or Salesforce, Atlassian has built this underlying layer of machine smarts, for lack of a better term, that can be distributed across their platform to deliver this kind of machine learning-based functionality wherever it makes sense for the particular product or service.

“We’ve invested in building this functionality directly into the Atlassian platform to bring together IT and development teams to unify work, so the Atlassian flagship products like JIRA and Confluence sit on top of this common platform and benefit from that common functionality across products. And so the idea is if we can build that common predictive capability at the platform layer we can actually proliferate smarts and benefit from the data that we gather across our products,” Hamid said.

Atlassian’s two-year cloud journey

The first pieces fit into this vision. For starters, Atlassian is offering a smart search tool that helps users find content across Atlassian tools faster by understanding who you are and how you work. “So by knowing where users work and what they work on, we’re able to proactively provide access to the right documents and accelerate work,” he said.

The second piece is more about collaboration and building teams with the best personnel for a given task. A new tool called predictive user mentions helps Jira and Confluence users find the right people for the job.

“What we’ve done with the Atlassian platform is actually baked in that intelligence, because we know what you work on and who you collaborate with, so we can predict who should be involved and brought into the conversation,” Hamid explained.

Finally, the company announced a tool specifically for Jira users, which bundles together similar sets of help requests and that should lead to faster resolution over doing them manually one at a time.

“We’re soon launching a feature in JIRA Service Desk that allows users to cluster similar tickets together, and operate on them to accelerate IT workflows, and this is done in the background using ML techniques to calculate the similarity of tickets, based on the summary and description, and so on.”

All of this was made possible by the company’s previous shift from mostly on-premises to the cloud and the flexibility that gave them to build new tooling that crosses the entire platform.

Today’s announcements are just the start of what Atlassian hopes will be a slew of new machine learning-fueled features being added to the platform in the coming months and years.

A pandemic and recession won’t stop Atlassian’s SaaS push

Databricks crossed $350M run rate in Q3, up from $200M one year ago

Published October 14, 2020

The Exchange regularly covers companies as they approach and crest the $100 million revenue mark. Our goal in tracking startups growing at scale is to scout future IPO candidates and better understand the late-stage financing market.

Today we’re digging into a company that is a little bit bigger than that. Namely Databricks, a data analytics company that was most recently valued at around $6.2 billion in its October, 2019 Series F when it raised $400 million.

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

The former startup reached a run rate of around $350 million at the end of Q3 2020, up from $200 million in revenue in Q3 2019, putting it on a rapid growth pace for a former startup of its size.

To better dig into the company’s performance, I got on the phone with its CEO, Ali Ghodsi, hoping to better understand how Databricks has managed to grow as much as it has in recent years. Ghodsi took over as CEO in 2016 after serving as the company’s VP of engineering. He’s also a co-founder.

Databricks is an obvious IPO candidate, but it’s also a company with broad private-market options, given its revenue expansion and attractive economics. Today, let’s talk about Databricks’ growth history, how it changed its sales process and what’s ahead for the unicorn more than six times over.

What does Databricks do?

What does Databricks actually do? Normally I’d be content to wave my hands at data analytics and call it a day. Chatting with Ghodsi, however, clarified the matter, so let me help.

Let’s say that a company has a lot of data on its machinery and wants to know when different pieces are going to fail. Or, perhaps a company wants to find patterns in some economic data. How do they find that information?

Ghodsi reckons you need three things: First, data engineering, or getting customer data “massaged into the right forms so that you can actually start using it.” Second, data science, which Ghodsi describes as “the machine learning algorithms, the predictive algorithms that you need to have.” And third, on top, companies “more and more” also want data warehousing and some “basic analytics,” he added.

With a new focus on marketing software, NewsCred relaunches as Welcome

Published October 14, 2020

The company formerly known as NewsCred has a new name and a new product: Welcome.

Co-founder and CEO Shafqat Islam explained that this follows a broader shift in the company’s strategy. While previously known as a content marketing business, Islam said NewsCred has been increasingly focused on building a broader software platform for marketers (a platform that it uses itself).

Eventually, this led the company to sell its content services business to business journalism company Industry Dive and its owner Falfurrias Capital Partners over the summer. Now Welcome is officially unveiling its new brand, which it’s also using for its new marketing orchestration software.

“It’s not often that startups like ours get to close one chapter and open another chapter,” Islam said. “We kind of went back to being a Series A, Series B startup, iterating and working very closely with our customers.”

While today is the official launch of the Welcome platform, Islam said the company has been moving the software in this direction for the past year, and that this side of the business has already seen significant growth, with daily average users up 300% year-over-year.

Islam also suggested that while this was the right time to come up with a new company name, it’s something that’s been discussed repeatedly in the past.

Image Credits: Welcome

“Every time we raised money in last 10 years, the new investor would say, ‘What about the name? Can we change it?’ ” he recalled. “We could never do it, because we had this content heritage built up and enough brand equity. Finally, with this deal, and with the launch of the new software … we came up with the name Welcome.”

While there’s no shortage of marketing software out there already, Islam said marketers need an orchestration system to manage their projects and workflows — most of them, he said, are stuck using “horizontal” project management tools that aren’t really built for their needs, such as Asana or Jira.

“Marketers have very specific needs,” Islam said. “It could be a simple thing like … marketers work with campaigns, so what are your specific campaigns, marketing briefs or marketing-specific workflows? Our approach was: How do we create something that’s really specific to marketers versus all horizontal solutions out there?”

He also noted that “close to half the engineering team works on the interoperability problem,” so that Welcome can integrate all the other tools that marketers are using, like HubSpot and Marketo. The goal, Islam said, is to become “something marketers standardize on,” the way that salespeople log into their Salesforce accounts every day.

Islam also argued Welcome will take advantage of the way that the pandemic has accelerated changes in the enterprise sales process.

“I personally believe the way people buy software is changing,” he said. “The days of wining and dining and selling to the CMO, that still exists, but that’s not how everyone wants to buy anymore.”

To adapt to this new world, Islam said the startup is adopting a more “bottoms up” sales approach, with a free version of the platform due for release next month.

NewsCred Raises $42M As It Sets Its Sights Beyond Content Marketing