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Equity Monday: Stocks up, cryptos up, regulation up

Hello and welcome back to Equity, TechCrunch’s venture capital-focused podcast where we unpack the numbers behind the headlines.

This is Equity Monday, our weekly kickoff that tracks the latest private market news, talks about the coming week, digs into some recent funding rounds and mulls over a larger theme or narrative from the private markets. You can follow the show on Twitter here. I also tweet.

Today’s show was good fun to put together. Here’s what we got to:

Woo! And that’s the start to the week. Hugs from here, and we’ll chat you on Wednesday!

Equity drops every Monday at 7:00 a.m. PST, Wednesday, and Friday at 6:00 a.m. PST, so subscribe to us on Apple PodcastsOvercastSpotify and all the casts!

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Shelf.io closes huge $52.5M Series B after posting 4x ARR growth in the last year

Covering public companies can be a bit of a drag. They grow some modest amount each year, and their constituent analysts pester them with questions about gross margin expansion and sales rep efficiency. It can be a little dull. Then there are startups, which grow much more quickly — and are more fun to talk about.

That’s the case with Shelf.io. The company announced an impressive set of metrics this morning, including that from July 2020 to July 2021, it grew its annual recurring revenue (ARR) 4x. Shelf also disclosed that it secured a $52.5 million Series B led by Tiger Global and Insight Partners.

That’s quick growth for a post-Series A startup. Crunchbase reckons that the company raised $8.2 million before its Series B, while PitchBook pegs the number at $6.5 million. Regardless, the company was efficiently expanding from a limited capital base before its latest fundraising event.

What does the company’s software do? Shelf plugs into a company’s information systems, learns from the data and then helps employees respond to queries without forcing them to execute searches or otherwise hunt for information.

The company is starting with customer service as its target vertical. According to Shelf CEO Sedarius Perrotta, Shelf can absorb information from, say, Salesforce, SharePoint, legacy knowledge management platforms and Zendesk. Then, after training models and staff, the company’s software can begin to provide support staff with answers to customer questions as they talk to customers in real time.

The company’s tech can also power responses to customer queries not aimed at a human agent and provide a searchable database of company knowledge to help workers more quickly solve customer issues.

Per Perrotta, Shelf is targeting the sales market next, with others to follow. How might Shelf fit into sales? According to the company, its software may be able to offer staff already written proposals for similar-seeming deals and other related content. The gist is that at companies that have lots of workers doing similar tasks — clicking around in Salesforce, or answering support queries, say — Shelf can learn from the activity and get smarter in helping employees with their tasks. I presume that the software’s learning ability will improve over time, as well.

Shelf, around 100 people today, hopes to double in size by the end of the year, and then double again next year.

That’s where the new capital comes in. Hiring folks in the worlds of machine learning and data science is very expensive. And because the company wants to scale those hires quickly, it will need a large bank balance to lean on.

Quick ARR growth was not the only reason Shelf was able to secure such an outsized Series B, at least when compared to how much capital it had raised before. Per Perrotta, Shelf has 130% net dollar retention and no churn to report, meaning its customers are both sticky and expand organically.

While Shelf is interesting today and has certainly found niches it can sell into in its current form, I am more curious about how far the company can take its machine learning system, called MerlinAI. If its tech can get sufficiently smart, its ability to prompt and help employees could reduce onboarding time and the overall cost of employee training. That would be a huge market.

This is the sort of deal that we expect to see Tiger in — an outsized investment (compared to prior rounds) into a high-growth company that has lots of market room. Whatever price Tiger just paid for the company’s stock, a few years of continued growth should de-risk the investment. By our read, Tiger is really just the market-leading bull on software market growth in the long term. Shelf fits into that thesis neatly.

 

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Moesif secures $12M to provide user behavior insights on API usage

As more companies provide more API-first services, Moesif has developed a way for those companies to learn how their customers are utilizing them.

The San Francisco-based startup is adding to its capital raise Monday with the announcement of a $12 million Series A round led by David Sacks and Arra Malekzadeh of Craft Ventures. Existing investor Merus Capital, which led Moesif’s $3.5 million seed round in 2019, also participated in the round, bringing the company’s total raise to $15.5 million, Moesif co-founder and CEO Derric Gilling told TechCrunch.

Gilling and Xing Wang founded Moesif in 2017 and went through the Alchemist Accelerator in 2018.

Companies seeking data around API usage and workflow traditionally had to build that capability in-house on top of a tech like Snowflake, Gilling said. One of the problems with that was if someone wanted a report, the process was ad hoc, meaning they would file a ticket and wait until a team had time to run the report. In addition, companies find it difficult to accurately bill customers on usage or manage when someone exceeds the rate limits.

“We started to see people build on top of our platform and pull data on APIs, and they started asking us how to directly serve customers, like making them aware if they are hitting a rate limit,” Gilling added. “We started to build new functionality and a way to customize the look and feel of the platform.”

Moesif provides self-service analytics that can be accessed daily and features to scale analytics in a more cost-effective manner. Customers use it to monitor features to better understand when there are issues with the API, and there are additional capabilities to understand who is using the API, how often and who may be likely to stop using a product based on how they are using it.

The company is also now seeing its revenue grow over 20% month over month this year and adoption by more diverse use cases and larger companies. At the time of the seed round, the company was just getting started with analytics and user trials, Gilling said. Today, it boasts a customer list that includes UPS, Tomorrow.io, Symbl.ai and Deloitte.

The company has also gone from a team of two to nine employees, and Gilling expects to use the new funding to bolster that roster across engineering, sales, developer relations and customer success.

He is also focusing on being a thought leader in the space and is pushing go-to-market and building out a new set of features to monetize APIs and improve its dashboard to better differentiate Moesif from competitors, which he said focus more on server health versus customer usage.

As part of the investment, Craft Ventures’ Malekzadeh is joining Moesif’s board. She was introduced to Gilling by another portfolio company and felt Moesif fit into Crafts’ thesis on SaaS companies.

Malekzadeh’s particular interest is in developer tools, and while in her previous position working at a startup developing APIs, she felt firsthand the pain point of not being able to know how those APIs were being used, how much customers should be billed and “was always bugging the product and engineering teams for reports.”

Moesif didn’t exist at the time she worked at the startup, and instead, her company had to build it own tools that turned out to be clunky, while at the same time recruiting top engineers that didn’t want to take up their time with building something that wasn’t the company’s core product.

“The two founders are highly technical, but they provided great content on their website that helped me learn about them,” Malekzadeh added. “One of the interesting things about them is that even though they are technical, they speak the same language as a business user, which makes them special as a developer-first company. Just the growth in their revenue was super impressive, and their customer references were glowing.”

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African fintech OPay valued at $2B in SoftBank Vision Fund 2-led $400M funding

Chinese-backed and Africa-focused fintech company OPay raised $400 million in new financing led by SoftBank Vision Fund 2, Bloomberg reported Monday, valuing the company at $2 billion.

The round, which marks the fund’s first investment in an African startup, drew participation from existing investors like Sequoia Capital China, Redpoint China, Source Code Capital and Softbank Ventures Asia. Other investors, including DragonBall Capital and 3W Capital, also took part in the new financing round.

This news comes three months after The Information reported that the company was in talks to raise “up to $400 million at a $1.5 billion valuation” from a group of Chinese investors. The new financing also comes two years after OPay announced two funding rounds in 2019 — $50 million in June and a $120 million Series B in November.

In an emailed statement, OPay CEO Yahui Zhou said OPay “wants to be the power that helps emerging markets reach a faster economic development.” The company, founded in 2018, had an exclusive presence in Nigeria before last year.

While the company started with providing customers with digital services in their everyday life, from mobility and logistics to e-commerce and fintech at cheap rates, those super app plans have been largely underwhelming.

Right now, it’s the company’s mobile money and payment arm that thrives the most. By simply allowing unbanked and underbanked users in Nigeria to send and receive money and pay bills through a network of thousands of agents, OPay has grown at an exponential rate.

The company plays in an extremely competitive fintech market. Nigeria is Africa’s most populous nation, and with a large share of its people underbanked and unbanked, fintech is the most promising digital sector in the country. The same can be said for the continent as a whole. Mobile money services have long catered to the needs of the underbanked. Per GSMA, Africa had more than 160 million active mobile money users generating over $495 billion in transaction value last year.

Parent company Opera reported that OPay’s monthly transactions grew 4.5x to over $2 billion in December last year. OPay also claims to process about 80% of bank transfers among mobile money operators in Nigeria and 20% of the country’s nonmerchant point of sales transactions. Last year, the company also said it acquired an international money transfer license with a WorldRemit partnership also in the works.

Per Bloomberg, the company’s monthly transaction volumes exceed $3 billion at the moment.

Last year, OPay expanded to Egypt, and according to the company, that’s an entry point to the Middle East market.

In a statement, Kentaro Matsui, a managing director at SoftBank Group Corp, said, “We believe our investment will help the company extend its offering to adjacent markets and replicate its successful business model in Egypt and other countries in the region.”

SoftBank joins a growing list of high-flying investors (Dragoneer, Sequoia and SVB Capital, among others) that have cut their first checks in African ventures this year. As the continent continues to show promise, fintech remains its poster child. This year up to half of the total investments raised have emerged from the sector; it contributed to more than 25% last year.

In addition, fintech has produced the most mega-rounds so far. TymeBank raised $109 million in February, Flutterwave bagged a $170 million round in March and Chipper Cash secured $100 million in May.

OPay’s fundraise is the largest of the lot in terms of size and value, making it the second African fintech unicorn after Flutterwave and the third African unicorn after e-commerce giant Jumia. The three make up the five billion-dollar tech companies on the continent, which include Interswitch and Fawry.

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Virtual dressing room startup Revery.ai applying computer vision to the fashion industry

Figuring out size and cut of clothes through a website can suck the fun out of shopping online, but Revery.ai is developing a tool that leverages computer vision and artificial intelligence to create a better online dressing room experience.

Under the tutelage of University of Illinois Center for Computer Science advisrr David Forsyth, a team consisting of Ph.D. students Kedan Li, Jeffrey Zhang and Min Jin Chong, is creating what they consider to be the first tool using existing catalog images to process at a scale of over a million garments weekly, something previous versions of virtual dressing rooms had difficulty doing, Li told TechCrunch.

Revery.ai co-founders Jeffrey Zhang, Min Jin Chong and Kedan Li. Image Credits: Revery.ai

California-based Revery is part of Y Combinator’s summer 2021 cohort gearing up to complete the program later this month. YC has backed the company with $125,000. Li said the company already has a two-year runway, but wants to raise a $1.5 million seed round to help it grow faster and appear more mature to large retailers.

Before Revery, Li was working on another startup in the personalized email space, but was challenged in making it work due to free versions of already large legacy players. While looking around for areas where there would be less monopoly and more ability to monetize technology, he became interested in fashion. He worked with a different adviser to get a wardrobe collection going, but that idea fizzled out.

The team found its stride working with Forsyth and making several iterations on the technology in order to target business-to-business customers, who already had the images on their websites and the users, but wanted the computer vision aspect.

Unlike its competitors that use 3D modeling or take an image and manually clean it up to superimpose on a model, Revery is using deep learning and computer vision so that the clothing drapes better and users can also customize their clothing model to look more like them using skin tone, hair styles and poses. It is also fully automated, can work with millions of SKUs and be up and running with a customer in a matter of weeks.

Its virtual dressing room product is now live on many fashion e-commerce platforms, including Zalora-Global Fashion Group, one of the largest fashion companies in Southeast Asia, Li said.

Revery.ai landing page. Image Credits: Revery.ai

“It’s amazing how good of results we are getting,” he added. “Customers are reporting strong conversion rates, something like three to five times, which they had never seen before. We released an A/B test for Zalora and saw a 380% increase. We are super excited to move forward and deploy our technology on all of their platforms.”

This technology comes at a time when online shopping jumped last year as a result of the pandemic. Just in the U.S., the e-commerce fashion industry made up 29.5% of fashion retail sales in 2020, and the market’s value is expected to reach $100 billion this year.

Revery is already in talks with over 40 retailers that are “putting this on their roadmap to win in the online race,” Li said.

Over the next year, the company is focusing on getting more adoption and going live with more clients. To differentiate itself from competitors continuing to come online, Li wants to invest body type capabilities, something retailers are asking for. This type of technology is challenging, he said, due to there not being much in the way of diversified body shape models available.

He expects the company will have to collect proprietary data itself so that Revery can offer the ability for users to create their own avatar so that they can see how the clothes look.

“We might actually be seeing the beginning of the tide and have the right product to serve the need,” he added.

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Y Combinator-backed Adra wants to turn all dentists into cavity-finding ‘super dentists’

Like other areas of healthcare, the dental industry is steadily embracing technology. But while much of it is in the orthodontic realm, other startups, like Adra, are bringing artificial intelligence into a dentist’s day-to-day workflow, particularly in finding cavities, of what will be a $435.08 billion global dental services market this year.

The Singapore-based company was founded in 2021, but was an idea that started last year. Co-founder Hamed Fesharaki has been a dentist for over a decade and owns two clinics in Singapore.

He said dentists learn to read X-rays in dental school, but it can take a few years to get good at it. Dentists also often have just minutes to read them as they hop between patients.

As a result, dentists end up misdiagnosing cavities up to 40% of the time, co-founder Yasaman Nematbakhsh said. Her background is in imaging, where she developed an artificial intelligence machine identifying hard-to-see cancers, something Fesharaki thought could also be applied to dental medicine.

Providing the perspective of a more experienced dentist, Adra’s intent is to make every dentist “a super dentist,” Fesharaki told TechCrunch. Its software detects cavities and other dental problems on dental X-rays faster and 25% more accurately, so that clinics can use that time to better serve patients and increase revenue.

Example of Adra’s software. Image Credits: Adra

“We are coming from the eye of an experienced dentist to help illustrate the problems by turning the X-rays into images to better understand what to look for,” he added. “Ultimately, the dentist has the final say, but we bring the experience element to help them compare and give them suggestions.”

By quickly pointing out the problem and the extent of it, dentists can decide in what way they want to treat it — for example, do a filling, a fluoride treatment or wait.

Along with third co-founder Shifeng Chen, the company is finishing up its time in Y Combinator’s summer cohort and has raised $250,000 so far. Fesharaki intends to do more formalized seed fundraising and wants to bring on more engineers to tackle user experience and add more features.

The company has a few clinics doing pilots and wants to attract more as it moves toward a U.S. Food and Drug Administration clearance. Fesharaki expects it to take six to nine months to receive the clearance, and then Adra will be able to hit the market in late 2022 or early 2023.

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The tough calculus of emissions and the future of EVs

Investors and politicians embracing a vision of an all-electric car future believe that path will significantly reduce global carbon dioxide emissions. That’s far from clear.

A growing body of research points to the likelihood that widespread replacement of conventional cars with EVs would likely have a relatively small impact on global emissions. And it’s even possible that the outcome would increase emissions.

The issue is not primarily about the emissions resulting from producing electricity. Instead, it’s what we know and don’t know about what happens before an EV is delivered to a customer, namely, the “embodied” emissions arising from the labyrinthine supply chains to obtain and process all the materials needed to fabricate batteries.

All products entail embodied emissions that are ‘hidden’ upstream in production processes, whether it’s a hamburger, a house, a smartphone, or a battery. To see the implications at the macro level, credit France’s High Climate Council for a study issued last year. The analysis found that France’s claim of achieving a national decline in carbon dioxide emissions was illusory. Emissions had in fact increased and were some 70% higher than reported once the embodied emissions inherent in the country’s imports were counted.

Embodied emissions can be devilishly difficult to accurately quantify, and nowhere are there more complexities and uncertainties than with EVs. While an EV self-evidently emits nothing while driving, about 80% of its total lifetime emissions arise from the combination of the embodied energy in fabricating the battery and then in ‘fabricating’ electricity to power the vehicle. The remaining comes from manufacturing the non-fuel parts of the car. That ratio is inverted for a conventional car where about 80% of lifecycle emissions come directly from fuel burned while driving, and the rest comes from the embodied energy to make the car and fabricate gasoline.

Virtually every feature of the fuel-cycle for conventional cars is well-understood and narrowly bounded, significantly monitored if not tightly regulated, and largely assumption-free. That’s not the case for EVs.

For example, one review of fifty academic studies found estimates for embodied emissions to fabricate a single EV battery ranged from a low of about eight tons to as high as 20 tons of CO2. Another recent technical analysis put the range at about four to 14 tons. The high end of those ranges is nearly as much CO2 as is produced by the lifetime of fuel burned by an efficient conventional car. Again, that’s before the EV is delivered to a customer and driven its first mile.

The uncertainties come from inherent—and likely unresolvable—variabilities in both the quantity and type of energy used in the battery fuel cycle with factors that depend on geography and process choices, many often proprietary. Analyses of the embodied energy show a range from two to six barrels of oil (in energy-equivalent terms) is used to fabricate a battery that can store the energy-equivalent of one gallon of gasoline. Thus, any calculation of embodied emissions for an EV battery is an estimate based on myriad assumptions. The fact is, no one can measure today’s or predict tomorrow’s EV carbon dioxide ‘mileage.’

As more dollars flood into government programs and climate-tech funds — 2021 is on track to blow past record 2020 climate-tech investments, with three firms alone, BlackRock, General Atlantic and TPG, each announcing new $4 to $5 billion cleantech funds — we’re overdue for paying serious attention to embodied emissions of EVs and other presumed technological panaceas for reducing carbon dioxide emissions. As we will see shortly, the attention may not reveal the expected outcomes.

Data (on) mining

The goal for any vehicle is to have the fuel system take as small a share of total weight as possible, leaving room for passengers or cargo. Lithium batteries, as revolutionary and Nobel-prize worthy as they are, still constitute a distant second place in the metric of merit for powering untethered machines: energy density.

The inherent energy density of lithium-class chemicals (i.e., not a battery cell, but the raw chemical) can be theoretically as high as about 700 watt-hours per kilogram (Wh/kg). While that’s roughly five-fold greater than the energetics of lead-acid battery chemistry, it’s still a small fraction of the 12,000 Wh/kg available in petroleum.

To achieve the same driving range as 60 pounds of gasoline, an EV battery weighs about 1,000 pounds. Not much of that gap is closed by the lower weight of an electric versus gasoline motor because the former is typically only about 200 pounds lighter than the latter.

Manufacturers offset some of a battery’s weight penalty by lightening the rest of the EV using more aluminum or carbon-fiber instead of steel. Unfortunately, those materials are respectively 300% and 600% more energy intensive per pound to produce than steel. Using a half ton of aluminum, common in many EVs, adds six tons of CO2 to the non-battery embodied emissions (a factor most analyses ignore.) But it’s with all the other elements, the ones needed to fabricate the battery itself, where the emissions accounting gets messy.

There are many combinations of elements possible for lithium battery chemistries. Choices are dictated by compromises to meet a battery’s mix of performance metrics: safety, density, charge rate, lifespan, etc. Depending on the specific formulation chosen, the embodied energy associated with the key battery chemicals themselves can vary by as much as 600%.

Consider the key elements in the widely used nickel-cobalt formulation. A typical 1,000-pound EV battery contains about 30 pounds of lithium, 60 pounds of cobalt, 130 pounds of nickel, 190 pounds of graphite, and 90 pounds of copper. (The balance of the weight is with steel, aluminum, and plastic.)

Uncertainties in the embodied energy begin with the ore grade, or share of rock that contains each target mineral. Ore grades can range from a few percent to as little as 0.1 percent depending on the mineral, the mine, and over time. Using today’s averages, the quantity of ore mined—necessarily using energy-intensive heavy equipment—for one single EV battery is about: 10 tons of lithium brines to get to the 30 pounds of lithium; 30 tons of ore to get 60 pounds of cobalt; 5 tons for the 130 pounds of nickel; 6 tons for the 90 pounds of copper; and about one ton of ore for the 190 pounds of graphite.

Aerial view of trucks loading brine from the evaporation pools of the new state-owned lithium extraction complex, in the southern zone of the Uyuni Salt Flat, Bolivia, on July 10, 2019. Image Credits: PABLO COZZAGLIO/AFP via Getty Images

Then, one must add to that tonnage the “over-burden,” the amount of earth that’s first removed in order to access the mineral-bearing ore. That quantity also varies widely, depending on ore type and geology, typically from about three to seven tons excavated to access one ton of ore. Putting all the factors together, fabricating a single half-ton EV battery can entail digging up and moving a total of about 250 tons of earth. After that, an aggregate total of roughly 50 tons of ore are transported and processed to separate out the targeted minerals.

Embodied energy is also impacted by a mine’s location, something that is in theory knowable today but is a guessing-game regarding the future. Remote mining sites typically involve more trucking and depend on more off-grid electricity, the latter commonly supplied by diesel generators. As it stands today, the mineral sector alone accounts for nearly 40% of global industrial energy use. And over one-half of the world’s batteries or the key battery chemicals are produced in Asia with its coal-dominated electric grids. Despite hopes for more factories in Europe and North America, every forecast sees Asia utterly dominating that supply chain for a long time.

The wide variability of power grids and batteries

Most analyses of EV emissions don’t ignore the embodied carbon debt in batteries. But that factor is typically, and simplistically, assigned a single value in order to calculate the variabilities arising from using EVs on different electric grids.

A recent analysis from the International Council on Clean Transportation (ICCT) is usefully illustrative. The ICCT, using a fixed carbon debt for a battery, focused on how the EV carbon footprint varies depending on where it’s driven in Europe. The calculations showed that, compared to a fuel-efficient conventional car, an EV’s lifecycle emissions can range from as much as 60% lower when driven in Norway or France, to about 25% lower when driven in the U.K., to tiny emissions reduction if driven in Germany. (Germany’s grid has roughly the same average carbon emissions per kilowatt-hour as does America’s.)

Their analysis used average grid emissions data that don’t necessarily represent emissions that occur when plugged in. But the specific time, not the average, determines the actual source of electricity used for ‘fueling.’ No such ambiguities attend to the location and time of gasoline use; it’s always the same anytime and anywhere on the planet. While the EV time factor has minimal variability in Norway and France where most electricity comes around the clock from hydro and nuclear respectively, it can vary wildly elsewhere from, say, 100% solar to 100% coal depending on the time of day, month and location.

The lignite-fired power station of Boxberg in Germany. The region of Lusatia in the east of Germany and its economic infrastructure is heavily dependent on the coal-fired power plants in Jaenschwalde, Schwarze Pumpe and Boxberg. Image Credits: Florian Gaertner/Photothek via Getty Images

Another recent ICCT analysis also used annualized grid averages and calculated that, compared to an average car, lifecycle emissions reductions range from about 25% for EVs in India to 70% in Europe. But, as with the similar exercise for intra-European comparisons, a single, fixed carbon debt for battery fabrication was assumed, and a low value at that.

There is good reason to consider the implications of the range of embodied battery emissions, rather than a single, low average value, because the IEA (amongst others) reports that most mineral production today entails processes at the higher end of emissions “intensity.” Adjusting the ICCT outcomes for that reality lowers the calculated lifecycle EV emissions savings to about 40% (instead of 60%) driving in Norway, to little or no reduction in the U.K. or the Netherlands, and about a 20% increase for EVs driven in Germany.

That’s not the end of the real-world uncertainties. The ICCT, again typical of many similar analyses, made calculations based on batteries 30% to 60% smaller than the size required to replicate the 300-mile range needed for widespread replacement of conventional cars. The larger batteries are common on high-end EVs today. Doubling the size of the battery leads to a straightforward doubling of its carbon debt which, in turn, dramatically erodes or eliminates lifecycle emissions savings in many, maybe most places.

Similarly problematic, one finds forecasts of future emissions savings often explicitly assume that the future battery supply chain will be located in the country where the EVs operate. One widely cited analysis assumed aluminum demand for U.S. EVs would be met by domestic smelters and powered mainly from hydro dams. While that may be theoretically possible, it doesn’t reflect reality. The United States, for example, produces just 6% of global aluminum. If one assumes instead the industrial processes are located in Asia, the calculated lifecycle emissions are 150% higher.

For EV carbon accounting, the problem is that there are no reporting mechanisms or standards even remotely equivalent to the transparency with which petroleum is obtained, refined, and consumed. The challenges in having accurate data are not lost on the researchers, even if those concerns don’t percolate up into executive summaries and media claims. In the technical literature one often finds cautionary statements such as a “greater understanding of the energy required to manufacture Li-ion battery cells is crucial for properly assessing the environmental implications of a rapidly increasing use of Li-ion batteries.” Or in another recent research paper: “Unfortunately, industry data for the rest of the battery materials remain meager to nonexistent, forcing LCA [lifecycle analysis] researchers to resort to engineering calculations or approximations to fill the data gaps.”

Those “data gaps” become chasms when it comes to expanding the world’s mineral supply chain to support the production of tens of millions of more EVs.

Turning up the volume

Perhaps the most important wildcard is the expected rise in energy costs associated with obtaining the necessary quantities of “energy transition minerals,” (ETMs) as the International Energy Agency (IEA) terms them.

Earlier this year, the agency issued a major report on the challenges of supplying ETMs to build batteries as well as solar and wind machines. The report reinforces what others have earlier pointed out. Compared to conventional cars, EVs require using, overall, about 500% more critical minerals per vehicle. Thus, the IEA concludes that current plans for EVs, along with plans for wind and solar, will require a 300% to 4,000% increase in global mine output for the necessary suite of key minerals.

The fact that an EV uses, for example, about 300 to 400% more copper than a conventional car has yet to impact global supply chain because EVs still account for less than 1% of the total global auto fleet. Producing EVs at scale, along with plans for grid batteries as well as for wind and solar machines, will push the “clean energy” sector up to consuming over half of all global copper (from today’s 20% level). For nickel and cobalt, to note two other relevant minerals, “transition” aspirations will push clean energy use of those two metals to 60% and 70%, respectively of global demand, up from a negligible share today.

Tesla Inc. vehicles in a parking lot after arriving at a port in Yokohama, Japan, on Monday, May 10, 2021. Image Credits: Toru Hanai/Bloomberg via Getty Images

To illustrate the ultimate scale of demand that EV mandates alone will place on mining, consider that a world with 500 million electric cars—which would still constitute under half of all vehicles—would require mining a quantity of energy minerals sufficient to build batteries for about 3 trillion smartphones. That’s equal to over 2,000 years of mining and production for the latter. For the record, that many EVs would eliminate only about 15% of world oil use.

Set aside the environmental, economic, and geopolitical implications of such a staggering expansion of global mining. The World Bank cautions about “a new suite of challenges for the sustainable development of minerals and resources.” Such an increase in mining has direct relevance for predictions about the future carbon intensity for minerals because acquiring raw materials already accounts for nearly one half of the life-cycle carbon dioxide emissions for EVs.

As the IEA report also observes, ETMs not only have a “high emissions intensity,” but trends show that the energy-use-per-pound mined has been rising because of long-standing declines in ore grades. If mineral demands accelerate, miners will necessarily chase ever lower grade ores, and increasingly in more remote locations. The IEA sees, for example, a 300% to 600% increase in emissions to produce each pound of lithium and nickel respectively.

Nickel mine, Thio, New Caledonia, French Overseas Collectivity, France. Image Credits: DeAgostini/Getty Images

Trends with copper are illustrative of the challenge. From 1930 to 1970, advances in the post-mining chemical processes led to a 30% drop in energy use to produce a ton of copper even though ore grades slowly declined. But those were one-time gains as optimized processes approached physics limits. Thus, during the four decades after 1970, as ore grade continued to decline, energy use per ton of copper increased, and returned to the same level as in 1930. That will be the pattern for the near future as ore grades continue to decline for other minerals.

Nonetheless, the IEA, like others, uses today’s putative average supply-chain emissions intensity to assert that EVs in the future will reduce emissions. But the data in the IEA’s own report point to rising embodied emissions for ETMs. Add to this the implications of far more solar and wind construction, which the IEA notes require 500% to 700% more minerals compared to building a natural gas power plant, and we’ll see even more pressure on the mining supply chain — which, in the commodity world, points to a dramatic rise in prices.

If the EV share of vehicles rises from today’s less than 1% and begins to approach a 10% share, the resource experts at Wood Mackenzie see untenable material demands: “Unless battery technology can be developed, tested, commercialised, manufactured and integrated into EVs and their supply chains faster than ever before, it will be impossible for many EV targets and ICE (internal combustion engine) bans to be achieved – posing issues for current EV adoption rate projections.”

There’s no evidence of capabilities to accelerate industry-class chemical development and manufacturing, or mining, in the short time-periods common in policy aspirations. Nearly three decades passed after the discovery of lithium battery chemistry before the first Tesla sedan.

Chasing carbon efficiencies in the battery supply chains

There are, of course, ways to ameliorate some of the factors that are dragging the world toward a future with increasing EV supply-chain emissions: better battery chemistry (reducing materials needed per kilowatt-hour of stored energy), more efficient chemical processes, electrifying mining equipment, and recycling. All of these are often offered as “inevitable” or “necessary” solutions. But none can have a significant impact in the time frames contemplated for rapid EV expansion.

Even though popular news stories frequently claim some “breakthrough,” there are no commercially viable alternative battery chemistries that significantly change the order-of-magnitude of the physical materials needed per electric-vehicle-mile. In most cases, changing chemistry formulations merely shifts burdens.

For example, reducing the use of cobalt is generally achieved by increasing nickel content. As for chemistries that eliminate the use of energetic atoms of, say, carbon or nickel, using instead, for example, more prosaic and low-energy-intensity elements like iron (e.g., the lithium-iron-phosphate battery), such formulations have lower energy density. The latter means a bigger, heavier battery is needed to maintain vehicle range. Still, it is reasonable to imagine the eventual discovery of a foundationally superior classes of battery chemistries. But once validated, it then takes many years to safely scale-up industrial chemical systems. Batteries put into cars today, and for the near future, will necessarily use technologies available now and not theoretically available someday.

Then there’s the prospect for improving the efficiency of the various chemical processes used in the mineral refining and conversion processes. Improvements there are inevitable, in no small part because that’s what engineers always do, and in the digital era they will more often find success. But there are no known “step function” changes on the horizon in the well-trod field of physical chemistry where processes already operate near physics limits. Put differently, lithium batteries are now well past the early stages where one sees rapid improvements in process (and cost) efficiencies and have entered the stage of incremental gains.

As for electrifying mining trucks and equipment, Caterpillar, Deere and Case (and others) all have such projects, and even a few production machines for sale. Promising designs are on the horizon for a few specific applications, but batteries are not up to the 24×7 performance demands to power heavy equipment in most uses. Moreover, the turnover rate in mining and industrial equipment is measured in decades. Mines will use a lot of oil-fired equipment for a very long time.

Finally, there’s recycling, commonly proposed to mitigate new demands. Even if all batteries were entirely recycled, it couldn’t come close to meeting the enormous increase in demand that will arise from the proposed (or mandated) growth path for EVs. In any case, there are unresolved technical challenges regarding the efficacy and economics of recycling critical minerals from complex machines, especially batteries. While one might imagine someday having automated recycling capabilities, nothing like that exists now. And given the variety of present and future battery designs, there’s no clear path to such capabilities in the timeframes policymakers and EV proponents have in mind.

Legal chaos and EV emissions credits

The unavoidable fact is that there are so many assumptions, guesses, and ambiguities that any claims of EV emissions reductions will be subject to manipulation if not fraud. Much of the necessary data may never be collectable in any normal regulatory fashion given the technical uncertainties, the variety and opacity of geographic factors, as well as the proprietary nature of many of the processes. Even so, the Securities and Exchange Commission is apparently considering such disclosure requirements. The uncertainties in the EV ecosystem could lead to legal havoc if European and U.S. regulators enshrine “green disclosures” in legally binding ways, or enforce “responsible” ESG metrics regarding carbon dioxide emissions.

For policymakers eager to reduce automotive oil use, engineers have already invented an easier and more certain way to achieve that goal while awaiting revolutions in battery chemistry and mining. Commercially viable combustion engines already exist that can cut fuel use by as much as 50%. Capturing just half that potential by providing incentives for consumers to purchase more efficient engines would be cheaper, faster—and transparently verifiable—than adding 300 million EVs to the world’s roads.

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Y Combinator, 500 Startups, Plug and Play invest in Odiggo’s $2.2M seed round

Servicing one’s car personally is a time-consuming, expensive and painstaking process. It’s a cycle that can lead to more expensive repairs and safety issues down the line, and no car owner likes that.

Egypt and Dubai-based auto tech startup Odiggo is a platform addressing this problem. It allows car owners to get the help they need by finding car services and parts suppliers from providers around them. Then for the suppliers, it increases their sales and reaches more customers without necessarily spending on marketing.

Odiggo is part of the current YC Summer batch and has secured a $2.2 million seed round before Demo Day. The rosters of existing investors participating in the round are Y Combinator, 500 Startups, and Plug and Play Ventures. Regional VCs like Seedra Ventures, LoftyInc Capital, and Essa Al-Saleh (CEO of Volta-Tucks) also took part.

Ahmed Omar and Ahmed Nasser launched Odiggo in December 2019. The company operates a marketplace that connects car owners with service providers who can solve their problems, from servicing and repair to washing and maintenance. A commission-based model is used and Odiggo charges the car suppliers 20% commission on every transaction.

Over 50,000 car owners across three markets — Egypt, the UAE and Saudi Arabia — use Odiggo. The company also works directly with over 300 merchants. It claims merchant numbers have grown 40% month-on-month while its user base has increased 200% since the start of the pandemic.

We believe we are at a watershed moment. It is incredible that since COVID hit, Odiggo has experienced over 10 times growth in the last year,” said co-founder Omar. 

CEO Omar said with this new round, Odiggo’s priority will be to attain consistent growth while expanding its team across the UEA, Saudi Arabia and Egypt.

Odiggo

L-R: Ahmed Nassir (co-founder) & Ahmed Omar (co-founder and CEO)

He adds that since Odiggo taps into a mix of data sources — including car metrics and internal software, it will use that same information to provide more product offerings.

Odiggo will use part of the funding to continue developing its tech and dashboard software, he said.

“For example, the platform would be hooked up to the car owner’s vehicle and link the vehicle to the marketplace and provide frequent updates of your vehicle condition so you’ll be informed if the tires are low, the oil needs changing, or if a service is required.”

The pandemic has upended the mobility and logistics sectors, especially in MENA, making players like Odiggo gain much visibility from investors. In an industry today worth over $61 billion in the Middle East and Africa alone, Odiggo is looking to become a market leader. It has even more lofty plans to go public in the next three years.

“We are also aiming to be fully focused on spending more on our product and technology, as building an ecosystem to monetize requires more capital. Our target is to go for IPO by 2024 and achieve one billion services booked, and this requires a lot of network effects, infrastructure and technology,” the CEO said.

“We aim to be the first $100 billion company coming out of the region,” added Nasser.

Some of its investors, Idris Ayodeji Bello, managing partner at LoftyInc, and Essa Al-Saleh, are onboard with the startup’s plan despite early days.

“We are excited to back Odiggo through our Afropreneurs Funds in its quest to transform the automotive parts market and provide superior service to clients, starting from MENA. The leadership team of Omar and Nasser, supported by the rest of the employees, have been a joy to work with and we are on a countdown to the IPO,” said Bello in a statement

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Get your pitch-off on with our Disrupt Startup Alley companies on upcoming episodes of Extra Crunch Live

Disrupt is right around the corner, and this year the show is packed to the brim with incredible panels and conversations, an absolutely stacked Startup Battlefield cohort of companies launching on our stage, investor insights and a virtual expo hall full of exciting new products and services in the Startup Alley.

We can’t wait! Literally. So we’re giving you guys a sneak peek at some of the startups you might see at Disrupt in upcoming episodes of Extra Crunch Live.

Usually, the Extra Crunch Live crew sits down with founders and the investors who finance them to learn how they decided to partner with one another and, ultimately, how startups can get to “yes” when fundraising. In the latter half of the episode, those same guests give live feedback to folks in the audience who come on our virtual stage and pitch their products.

Truth be told, everyone loves a good pitch-off. So in these upcoming Startup Alley Edition episodes of Extra Crunch Live, we’re turning the entire episode into a pitch-off. SUA companies will come on stage, one at a time, and have exactly 60 seconds to get us excited about their startup. But it wouldn’t be a true pitch-off without some expert feedback.

I’m excited to announce the investors joining us on these episodes to share their insights and wisdom with both the startups and the audience.

On September 1, we’ll be joined by Neil Sequeira, co-founder and partner at defy.vc, as well as Stacey Bishop, partner at Scale Venture Partners.

Image Credits: Elena Zhukova / Scale Venture Partners

Sequeira was managing director at General Catalyst before venturing out to start Defy. Before GC, he was at TimeWarner Investments and was a founding member of AOLTW Ventures. Defy has a portfolio that includes Dropcam, Nest, Bustle and more. Sequeira has served on more than 40 company boards, so it should go without saying that he’ll have plenty of insightful feedback for our founders.

Bishop brings more than 20 years of investment experience to our little pitch-off. She currently serves on the boards of Abstract, Airspace, Demandbase, Extole, Lever and more. Bishop has also served on several boards where the company has seen a successful exit, including HubSpot, Bizible and Vitrue. Bishop specializes in business applications and will have lots to share with our pitch-off startups.  Register here for Extra Crunch Live with defy.vc and Scale Venture Partners.

On September 8, we’ll be joined by Next47 CEO and Managing Partner Lak Ananth and Moxxie Ventures founder and General Partner Katie Stanton.

Image Credits: Next47 / Amanda Aude

Ananth serves as founding CEO at Next47, which is backed by Siemens AG. He’s sat on several boards where he has helped the companies grow beyond $1 billion valuations. Ananth specializes in emerging areas of deep tech, including AI/ML, vertical SaaS, robotics, mobility, etc. Some of Ananth’s current investments include Verkada, rideOS and Markforged.

Katie Stanton has been an executive and an operator for much of her career, holding roles at Twitter, Google, Yahoo and Color across a wide variety of departments, including marketing, comms, recruiting, product and media. Stanton also served in the Obama White House and State Department after getting her career started as a banker at JP Morgan. She currently sits on the board of Vivendi and has invested in dozens of early-stage companies, including Airtable, Cameo, Carta, Coinbase, Literati, Modern Fertility, Shape Security and Threads. Register here for Extra Crunch Live with Next47 and Moxxie Ventures. 

You don’t want to miss these episodes of Extra Crunch Live. Register (for free) to come hang out with us!

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Extra Crunch roundup: Corp dev handbook, Chicago startups, Brazil’s e-commerce landscape

If you’re a founder who finds yourself in a meeting with a VC, try to remember two things:

  1. You’re the smartest person in the room.
  2. Investors are looking for a reason to say “yes.”

Even so, many entrepreneurs squander this opportunity, often because they direct questions or fail to understand their BATNA (best alternative to a negotiated agreement).

“As the venture landscape becomes more a meritocratic environment where resumes and institutional affiliations matter less, these strategies can make the difference between a successful fundraise and a fruitless meeting,” says Agya Ventures co-founder Kunal Lunawat.

Whether you’re already in the fundraising process or plan to be in the future, be sure to read “A crash course on corporate development” that Venrock VP Todd Graham shared with us this week.

“If you’re going to get acquired, chances are you’re going to spend a lot of time with corporate development teams,” says Graham. “With a hot stock market, mountains of cash and cheap debt floating around, the environment for acquisitions is extremely rich.”


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The cover of "After Cooling On Freon, Global Warming, and the Terrible Cost of Comfort"

On Wednesday, August 24 at 3 p.m. PDT/6 p.m. EDT/11 p.m GMT, Managing Editor Danny Crichton will host a conversation on Twitter Spaces with Eric Dean Wilson, author of “After Cooling: On Freon, Global Warming, and the Terrible Cost of Comfort.”

Wilson’s book explores the history of freon, a common refrigerant that was later banned due to its devastating impact on the ozone layer. After their discussion, they’ll take questions from the audience.

Thanks very much for reading Extra Crunch this week! I hope you have an excellent weekend.

Walter Thompson
Senior Editor, TechCrunch
@yourprotagonist

Apple is changing Mail Privacy Protection and email marketers must prepare

Image of a yellow envelope with a red notification dot.

Image Credits: Carol Yepes (opens in a new window) / Getty Images

Apple iPhone, Apple Mail and Apple iPad account for nearly half of all email opens, but the privacy features included with iOS 15 will allow consumers to block marketers from seeing their physical location, IP address and tracking data like invisible pixels.

Email marketers rely heavily on these and other metrics, which means they should prepare now for the changes to come, advises Litmus CMO Melissa Sargeant.

In a detailed post, she shares several action items that will help marketing teams leverage their email analytics so they can “continue delivering personalized experiences consumers crave.”

Let’s make a deal: A crash course on corporate development

Meeting room with a big polished table and arm-chairsOther photos from this business series:

Image Credits: Cimmerian (opens in a new window) / Getty Images

Venrock Vice President Todd Graham has some frank advice for founders at venture-backed startups: “It would be wise to generate a return at some point.”

With that in mind, he authored a primer on corporate development that lays out the three most common categories of acquisitions, tips for dealing with bankers, and explains why striking a partnership with a big company isn’t always the best way forward.

Regardless of the path you choose, “you need to take the meeting,” advises Graham.

“In the worst-case scenario, you’ll get a few new LinkedIn connections and you’re now a known quantity. The best-case scenario will be a second meeting.”

When VCs turned to Zoom, Chicago startups were ready for their close-up

The pandemic failed to slow the momentum of venture capitalists pouring money into startups, but Chicago stands out as an “outlying benefactor of accelerating venture capital activity and the rise of remote investing,” Alex Wilhelm and Anna Heim write for The Exchange.

When the world shut down and it didn’t matter if you were in NYC or SF (because everyone was on Zoom), the Windy City was ready to present itself as the venture champion of the Midwest.

What does Brazil’s new receivables regulation mean for fintechs?

Female hand holding brazilian money (Real/Reais)

Image Credits: Priscila Zambotto (opens in a new window) / Getty Images

The Brazilian Central Bank made a major reform to the way payments are processed that may throw the doors open for e-commerce in South America’s largest market.

Historically, merchants who accepted credit card payments had two options: Receive the full payment distributed over two to 12 installments, or offer a deep discount to receive a smaller sum up front.

But in June 2021, the BCB created new “registration entities” that permit “any interested receivables buyer/acquirer to make an offer for those receivables, forcing buyers to become more competitive in their discount offers,” says Leonardo Lanna, head of payment products at Monkey Exchange.

The new framework benefits consumers and sellers, but for the region’s startups, “it opens the door to a plethora of opportunities and new business models, from payments to credit.”

As its startup market accelerates, Brazil could be in for an IPO bonanza

An inflow of VC dollars, notable acquisitions and rising unicorn counts are all features of the Brazilian tech startup market, Anna Heim and Alex Wilhelm note in The Exchange.

“The IPO market in Brazil is changing,” they write. “TechCrunch noted last year that in the decade leading up to 2020, just two of the 56 IPOs in Brazil were technology companies. More recently, the number of technology companies listed in the country has swelled to at least 16, up from just four in 2019.”

Insider hacks to streamline your SOC 3 certification application

Digital encrypted Lock with data multilayers. Internet Security

Image Credits: Andriy Onufriyenko / Getty Images

“For good reason, security certifications like the SOC 3 really put you through the wringer,” Waydev CEO Alex Cercei writes in a guest column.

Waydev, a Git analytics tool that helps engineering leaders measure team performance automatically, just attained the SOC 3 certification.

“We learned so much from the process, we felt it was right to share our experience with others that might be daunted by the prospect,” Cercei writes.

“So here’s our advice on how teams can smoothly reach an SOC 3 while simultaneously balancing workloads and minimizing disruption to users.”

Dear Sophie: Tips on EB-1A and EB-2 NIW?

lone figure at entrance to maze hedge that has an American flag at the center

Image Credits: Bryce Durbin/TechCrunch

Dear Sophie,

I’m on an H-1B living and working in the U.S. I want to apply for a green card on my own. I’m concerned about only relying on my current employer and I want to be able to easily change jobs or create a startup. I’ve been looking at the EB-1A and EB-2 NIW.

I’m not sure if I would qualify for an EB-1A, but since I was born in India, I face a much longer wait for an EB-2 NIW.

Any tips on how to proceed?

— Inventive from India

How to establish a health tech startup advisory board

Most startups could use an advisory board, but in health tech, it’s a core requirement.

Founders seeking to innovate in this area have a unique need for mentors who have experience navigating regulations, raising capital and managing R&D, to name just a few areas.

Based on his own experience, Patrick Frank, co-founder and COO of PatientPartner, shared some very specific ideas about who to recruit, where to find them and how to fit them into your cap table.

“You want to leverage these individuals so you are able to focus on the full view of the company to ensure it is something that both the market and investors want at scale,” says Frank.

Crypto world shows signs of being rather bullish

There’s no shortage of tech news to analyze, Alex Wilhelm notes, but this week, he took a fresh look at crypto.

How come?

“Because there are some rather bullish trends that indicate the world of blockchain is maturing and creating a raft of winning players,” he writes.

4 common mistakes startups make when setting pay for hybrid workers

Organization Chart or Organizational Graph for Human Resources

Image Credits: kentoh (opens in a new window) / Getty Images (Image has been modified)

In one recent survey, 58% of workers said they plan to quit if they’re not allowed to work remotely.

Startups that don’t offer employees work-from-home flexibility are at a competitive disadvantage, but figuring out how to pay hybrid workers raises a complex set of questions:

  • Should you localize salaries for workers in different areas?
  • How should you pay workers who have the same job when one is WFH and the other is at their desk?
  • Are you being transparent with your staff about how their compensation is set?

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