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Amid a recent tear in residential real estate investment, venture capitalists are looking to get a piece of homebuying startup Flyhomes.
The five-year-old startup announced today that they’ve closed a $150 million Series C round co-led by Norwest Venture Partners and Battery Ventures. Fifth Wall, Camber Creek, Balyasny Asset Management, Zillow’s Spencer Rascoff and existing investors Andreessen Horowitz and Canvas Partners also participated in the round. Norwest’s Lisa Wu and Battery’s Roger Lee are joining Flyhomes’ board as part of the deal.
The end-to-end residential real estate startup says they handle “every step of the homebuying process, from brokerage to mortgage,” building financial tools that customers need throughout the process. The company has now raised some $310 million in total.
The startup is well-positioned during a historic run-up of home prices in the U.S. that has made deals more competitive than ever for prospective buyers. A recent report by Redfin notes that more than half of U.S. homes are selling above their asking price right now, up from one in four a year ago. A Zillow report notes that nearly half of U.S. homes are selling within one week of going on the market.
Flyhomes’s Cash Offer lending product allows consumers purchasing homes to make more attractive all-cash offers to sellers, with the company noting that even if a buyer ends up backing out of the deal, Flyhomes will still buy the home themselves. Central to the startup’s business is sellers being more amenable to all-cash offers, allowing consumers making them to win deals even when they aren’t the highest bidders.
The company says it has bought and sold more than $2.6 billion worth of homes since launching in 2016.
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When companies are considering buying a particular software service, they typically want to test it in their own environments, a process that can be surprisingly challenging. TestBox, a new startup, wants to change that by providing a fully working package with pre-populated data to give the team a way to test and collaborate on the product before making a buying decision.
Today the company announced it was making the product widely available; they also announced a $2.7 million seed round from SignalFire and Firstminute Capital along with several other investors and industry angels.
Company co-founder Sam Senior says he and his co-founder Peter Holland recognized that it was challenging for companies buying software to test it in a realistic way. “So TestBox is the very first time that companies are going to be able to test drive multiple pieces of enterprise software with an insanely easy-to-use live environment that’s uniquely configured to them with guided walk-throughs to make it really easy for them to get up to speed,” Senior explained.
He says that until now, even with free versions or free testing periods, it was hard to test and collaborate in that kind of environment with key stakeholders in the company. TestBox comes pre-populated with data generated by GPT-3 OpenAI to test how the software behaves and lets participants grade different features on a simple star rating system and provide comments as needed. All the feedback is recorded in a “notebook,” giving the company a central place to gather all the data.
What’s more, it puts the company buying the software more in control of the process instead of being driven by the vendor, which is typically the case. “Actually, now [the customer gets to] be the one who defines the experience, making them lead the process, while making it collaborative, and giving them more confidence [in their decision],” he said.
For now, the company plans to concentrate on customer support software and is working with Zendesk, HubSpot and Freshdesk, but has plans to expand and add partners over time. It has been talking with Salesforce about adding Service Cloud and hopes to have them in some form on the platform later this year. It also plans to expand into other verticals over time, like CRM, martech and IT help desks.
Senior is a former Bain consultant who worked with companies buying enterprise software, and saw the issues firsthand that they faced when it came to testing software before buying. He quit his job last summer, and began by talking to 70 customers, vendors and experts to get a real sense of what they were looking for in a solution.
He then teamed up with Holland and built the first version of the software before raising their seed money last October. The company began hiring in February and has eight employees at this point, but he wants to keep it pretty lean through the early stage of the company’s development.
Even at this early stage, the company is already taking a diverse approach to hiring. “Already when we have been working with recruiting firms, we’ve been saying that they need to split the pipeline as much as they can, and that’s been something we have spent a long, long time on. […] We spent actually six months with an open role on the front end because we are looking to build more diversity in our team as quickly as possible,” he said.
He reports that the company has a fairly equitable gender and ethnic split to this point, and holds monthly events to raise awareness internally about different groups, letting employees lead the way when it makes sense.
At least for now, he’s planning on running the company in a distributed manner, but acknowledges that as it gets bigger, he may have to look at having a centralized office as a home base.
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One clear outcome of the pandemic was that it pushed more people to do their shopping online, and that was as true for B2B as it was for B2C. Knowing which of your B2B customers are most likely to convert puts any sales team ahead of the game. Slintel, a startup providing that kind of data, announced a $20 million Series A today.
The company has attracted some big-name investors, with GGV leading the round and Accel, Sequoia and Stellaris also participating. The investment brings the total raised to over $24 million, including a $4.2 million seed round from last November.
That’s a quick turnaround from seed to A, and company founder and CEO Deepak Anchala says that while he had plenty of runway left from the seed round, the demand was such that it seemed prudent to take the A money sooner than he had planned. “So we had enough cash in the bank, but investors came to us and we got a pretty good valuation compared to the previous round, so we decided to take it and use that money to go faster,” Anchala said.
Certainly the market dynamics were working in Slintel’s favor. Without giving revenue details, Anchala said that revenue grew 5x last year in the middle of the worst of the pandemic. He says that meant buyers were spending less time with sales and marketing folks to understand products and more time online researching on their own.
“So what Slintel does as a product is we mine buyer insights. We understand where the buyers are in their journey, what their pain points are, what products they use, what they need and when they need it. So we understand all of this to create a 360-degree view of the buyer that you provide these insights to sales and marketing teams to help them sell better,” he said.
After growing at such a rapid clip last year, the company expected more modest growth this year at perhaps 3x, but with the added investment, he expects to grow faster again. “With the funding we’re actually looking at much bigger numbers. We’re looking at 5x in our revenue this year, and also trying for 4x revenue next year.”
He says that the money gives him the opportunity to improve the product and put more investment into marketing, which he believes will contribute to additional sales. Since the round closed six weeks ago, he says that he has increased his advertising budget and also hopes to attract customers via SEO, free tools on the company website and events.
The company had 45 employees at the time of its seed round in November and has more than doubled that number in the interim, to 100 spread out across 10 cities. He expects to double again by this time next year as the company is growing quickly. As a global company with some employees in India and some in the U.S., he intends to be remote-first even after offices begin to reopen in different areas. He says that he plans to have company gatherings each quarter to let people gather in person on occasion.
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After co-founding Insomnia Consulting, Stacey Abrams and Lara O’Connor Hodgson started Nourish to address a personal problem.
“We were at a meeting, I think for one of my campaigns,” explains Abrams, the Georgia-based lawyer and politician whose voting rights work became a focal point for the country in 2020. “[O’Connor Hodgson] needed to put together a baby bottle and had to trust the waiter to take the bottle back and wash it. She said, ‘I just wish there was a Dasani for babies.’ ”
Ultimately, however, Nourish ran into an issue. The company was a victim of its own successes, to hear Abrams describe it — or, more accurately, a victim of a system that didn’t provide it the right tools to grow. A problem with invoicing ultimately stopped the childcare in its tracks. But it was precisely those failings that planted the seed for their next company, the simply named Now.
“We started looking for a loan. All we needed was the money to meet the order. This was during the credit crunch, and we could not get it,” Abrams tells TechCrunch. “We went from bank to credit union to factoring, and every time we got near the end, the credit model changed and we got kicked out of the program. Finally, unfortunately, we had to let our business die. We grew to death. We got too big to meet the needs and didn’t have a solution.”
Abrams and O’Connor Hodgson founded Now in 2010 to provide small businesses a quicker method for getting invoices paid. When a business submits an invoice through NowAccount, the service pays 100% of the invoice, minus a 3% merchant fee.
“We sell bonds in the capital market, just like American Express does,” O’Connor Hodgson explains. “We have very low-cost capital that we’re able to give that small business their revenue immediately. And then we’ve built a system that allows us to manage the cost and risk of that, because we’re going to then wait 30+ days to get paid.”
Today the Georgia-based company announced that it has raised $9.5 million in Series A funding. The round, led by Virgo Investment Group and featuring Cresset Capital Partners, will be used to help scale Now’s offerings. It comes as the pandemic has put even more of a strain on invoices for many companies. O’Connor Hodgson says the average wait time for invoice payment expanded from around 50 days to between 70-80.
“We have served over 1,000 small businesses and we have processed over $700 million in transactions,” says O’Connor Hodgson. “So that’s $700 million of their capital that they have received sooner.”
Thus far, Now’s growth has largely been a product of word of mouth. The new influx of funding will go, in part, to market and advertising to get the product in front of more small businesses.
“When you’re a small business and someone tells you we have a solution to a problem that no one has been willing to solve, we sound like magic,” says Abrams. “And what we want people to understand and a big part of our scaling challenge has been, you have to experience it to believe it. And getting companies to understand that this actually does work the way we say that it does actually benefit you in the way we imagine, and that it works.”
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Swedish battery developer and manufacturer Northvolt AB has raised $2.75 billion in capital as it prepares to ramp up to an annual production capacity of 150 GWh in Europe by 2030.
The funding round — Northvolt’s largest thus far — was co-led by existing investors Goldman Sachs and Volkswagen, and new investors including the Swedish pension funds AP1-4 and OMERS, one of Canada’s largest pension plans. AMF, ATP, Baillie Gifford, Baron Capital Group, Bridford Investments Limited, Compagnia di San Paolo through Fondaco Growth, Cristina Stenbeck, Daniel Ek, IMAS Foundation, EIT InnoEnergy, Norrsken VC, PCS Holding, Scania and Stena Metall Finans also participated in the raise.
Volkswagen’s investment came to €500 million ($620 million), the OEM said Wednesday, maintaining its 20% stake in the battery manufacturer.
CNBC reported that Northvolt’s valuation now stands at $11.75 billion. The company declined to comment on the specific valuation figure to TechCrunch.
Northvolt has already scored major deals with automakers like Volkswagen and BMW. In July 2020, the company inked a $2.3 billion contract with BMW for batteries; more recently, in March, Volkswagen put in a $14 billion order over a 10-year period. The two deals bring Northvolt’s total contracts to $27 billion. Other notable customers include Swedish heavy-duty truck manufacturer Scania and energy storage company Fluence.
This brings Northvolt’s total raised to more than $6.5 billion since the company was founded in 2016. The manufacturer’s first gigafactory in Skellefteå, Sweden, will be expanded from 40 GWh to 60 GWh, in part due to increased demand from the Volkswagen order, the company said in a statement. That facility will commence production later in 2021.
Northvolt’s overarching plan is to ramp up to at least 150 GWh of annual battery production across Europe by 2030. To meet this massive target, the company is considering at least two additional gigafactories, including one in Germany.
Northvolt is one of Europe’s largest battery manufacturers. Company shareholder EIT InnoEnergy said in a statement Wednesday that the funding is key to Europe achieving its Green Deal objectives, which includes creating a European battery value chain.
The Swedish company aims to distinguish itself from other battery manufacturers by producing batteries using renewable energy for the manufacturing process. Northvolt says its batteries have an 80% lower carbon footprint than those made with coal power. It also recycles batteries in-house and reuses the raw materials in its production process.
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Human resources is generally a salient cornerstone of any organization, but digitization has democratized a lot of the work that goes into HR, and that’s meant more people in businesses interested in, and using, the kind of data that HR people build and typically manage. Today, a startup called ChartHop that’s built a platform to cater to that trend is announcing $35 million in funding on the heels of strong growth.
The Series B is being led by Andreessen Horowitz, a past backer, with Elad Gil and previous investors Cowboy Ventures and SemperVirens also participating. We understand from sources close to the company that the round values ChartHop at between $300 million and $400 million.
ChartHop was founded in New York by Ian White, now the CEO, who first started building the tools to fill what he felt were gaps in his own knowledge when he founded, ran and eventually sold his previous company, Sailthru (which was acquired by CampaignMonitor).
He said he realized the company could build “all the tech we wanted,” but when it came down to thinking about how to run and scale the business, that was at its heart actually a people question, and also understanding how departments, and the entire organization, looked and worked as a whole.
Image Credits: ChartHop
“It was not as important as hiring, structuring a ‘single you’ of the organization,” he said. (Ian’s pictured here to the right.) Similar to the great analytics tools that have been built for developers, sales teams and others, “What I wanted was people analytics,” he said. “I wanted to understand my team.”
That’s actually a very multifaceted question. It’s not just a matter of an org chart — a big enough task in its own right that the very day that ChartHop came out of stealth in early 2020, another org chart startup, The Org, launched, too. It’s also retention strategy, employee satisfaction, turnover statistics, diversity statistics, predictive visualizations on finances if one area was compensated differently, or if hiring were frozen, etc. “All of those problems became mine and there was no great software out there to solve for it,” White said.
The ChartHop platform is built like all strong structures these days in the world of tech: tons of integrations to feed data into ChartHop to make it richer; tons of integrations also to export and use that data in more dedicated applications when needed; and an easy way for everyone to update data but also put in place easy and strong protections to keep confidential data as it should be.
And while HR still “owns” the platform, White said, it can be accessed and used by anyone in the organization, and it is.
It seems that others have found the talent management software market lacking for it, too. Since 2019 it went from a team of one — White himself — to 75, with 130 corporates now using its services. The list has a strong list of household company names with a heavy emphasis in tech, from what White showed me. Revenues in the last 12 months — a time when the spread-out nature of many of our workplaces has meant an even greater need for a platform to manage all the information has possibly reached a high water mark — have grown at a rate of 17% month-by-month.
“With HR and people functions so crucial to the growth and success of businesses, it’s unfortunate that most HR teams lack the critical people data to drive organizational decision making,” said David Ulevitch, general partner at Andreessen Horowitz, in a statement. “ChartHop is the solution to this all-too-common problem, and is built by company leaders who have felt this pain personally. ChartHop’s visual approach to people analytics allows leaders to make organizational planning and strategy decisions with confidence. We’re thrilled to lead ChartHop’s Series B because of their impressive growth, the company’s vision, and the terrific, mission-oriented team they’ve assembled.” He also led the company’s seed round in February 2020.
“Since implementing ChartHop earlier this year, we’ve seen significant improvement in our engagement with talent routines as they’re managed via ChartHop,” said Sara Howe, vice president human resources at ZoomInfo, a customer of ChartHop, in a statement. “Our employees have found the simple user interface and the centralized view of their data as the most helpful features. Leaders across ZoomInfo have also leveraged ChartHop to ensure that their organizations are well structured to support our continued rapid growth.”
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Every startup is trying to fix something, but Terraformation is tackling the only problem that must matter to all of us: climate change.
This is why it’s in such a big huge hurry. Its mission — as a “forest tech” startup — is to accelerate tree planting by applying a startup-y operational philosophy of scalability to the pressing task of rapidly, sustainably reforesting denuded landscapes — bringing back native trees species to revive former wastelands and shrinking our carbon emissions in the process.
Forests are natural carbon sinks. The problem is we just don’t have enough trees with roots in the ground to offset our emissions. So that at least means the mission is simple: Plant more trees, and plant more trees fast.
Terraformation’s goal is to restore three billion acres of global native forest ecosystems by scaling tree replanting projects in parallel, scaling the use of existing techniques and working with all the partners it can. (For a little context, the U.S. contains some 2.27 billion acres of total land area, per Wikipedia).
So far it says it’s planted “thousands” of trees — with live projects in North America, South America, Africa and Europe, which it hopes will yield up to 20,000 replanted acres. It’s also in talks with partners about more projects that could clad hundreds of thousands of acres with carbon-consuming (and biodiversity-prompting) trees, if they come to full fruition.
That’s still a long way off the 3 billion-acre-wooded moonshot, of course. But Terraformation claims it’s been able to achieve a forestry restoration work-rate that’s 5x the average already. And that’s definitely the kind of “gas stepping” that climate change needs.
Its elevator pitch is also punchy: “Our mission is explicitly to solve climate change through mass reforestation,” says founder Yishan Wong — whose name may be familiar as the ex-Reddit CEO (and also a former early-stage engineer at PayPal/Facebook). “So it’s getting trees in the ground and getting faster at getting trees in the ground.”
It’s not going it alone, either. It’s just announced a first closing of a $30 million Series A funding round, led by Sam & Max Altman at Apollo Projects, the brothers’ “moonshot” fund; plus several high-profile institutional investors (whose names aren’t being disclosed); along with nearly 100 angel investors, including Sundeep Ahuja, Lachy Groom, Sahil Lavingia, Joe Lonsdale, Susan Wu and OVN Cap.
“The [Series A] was a bit larger than we anticipated and the idea is to get us to the next stage of planting orders of magnitude more trees every year,” says Wong. “So it’ll be used both for supporting forestry projects directly, as well as for the development and deployment of forestry acceleration products and technology.”
“The very, very nice thing about mass reforestation or mass restoration as a solution to climate change is that it’s extremely parallelizable,” he adds. “You can plant any tree at the same time as you’re planting some other tree. This is the primary reason why this solution can potentially be implemented within the timetable that we have left. But in order to do so we have to start and drive an enormous, decentralized reforestation campaign across multiple continents and countries.”
The funding follows a $5 million seed last year, as the young startup worked to hone its approach.
Terraformation is targeting the main barriers to successful reforesting: Through early research and pilots it says it’s identified three key bottlenecks to large-scale forest restoration — namely, land availability, freshwater and seed. It then seeks to address each of these pinch-points to viable reforesting — identifying and fashioning modular, sharable solutions (tools, techniques, training etc.) that can help shave off friction and build leafy, branching success.
These products include a seed bank unit it’s devised, housed in a standard shipping container and kitted out with all the equipment (plus solar off-grip capability, if required) to take care of on-site storage for the thousands of native seeds each projects needs to replant a whole forest.
It also offers a nursery kit which also ships in a shipping container — a flat-packed greenhouse that it says a couple of people can put together, and where thousands of seedlings can then be tended and irrigated in pots until they’re ready to plant out.
A third support it offers to the replanting projects it wants to work with is expertise in building solar-powered desalination rigs so young trees can be supplied with adequate water to survive in locations where poor land management may have made conditions for growth difficult and harsh.
It goes without saying that planted trees which fail because of poor processes won’t help cut carbon emissions. Badly managed replanting is at best wasteful — and may be closer to cynical greenwashing in some cases. (Poor quality projects can be a known problem where claims of corporate carbon offsetting are being made, for example.)
Terraformation is thus zeroing in on repeatable ways to scale and accelerate the successful planting and nurturing of trees, from seed to sapling and beyond, to accelerate sustainable reforesting.
Ultimately, it’s the only kind of tree planting that will really count in the fight against climate change.
Its first pilot restoration projects began in Hawai’i in 2019 — where it’s been able to plant thousands of trees at a site called Pacific Flight, reviving a native tropical sandalwood forest that had been logged unsustainably. To enable the young trees to grow in land which had also become arid as a result of cattle grazing, the team built the world’s largest fully off-grid, solar-powered desalination system to supply sustainable freshwater to the baby forest.
“The arid environment, high winds, and degraded soils meant that if a team could restore a forest there, they could do it anywhere,” is the pitch on its website.
The Series A will go toward spinning up lots more such native species forest restoration projects — working via partnerships, with organizations such as Environmental Defenders in Uganda, and other groups in Ecuador, Haiti and Tanzania — as well as on more R&D (additional products are in the pipeline, we’re told); and on expanding headcount so its team has the legs to run faster.
Interestingly, for a startup with a Silicon Valley engineering pedigree at its core, the team’s approach is intentionally light on technology — leaning only on vital tech (like solar and desalination), rather than experimental bells and whistles (drones, robotics etc.) to ensure the processes it’s packaging up for massive replanting parallelism remain as simple, accessible and reliable as possible. So they are able to scale all over the globe.
It’s clear that sci-fi robotic gadgetry isn’t the answer here. It’s sweating toil plus tried and tested horticulture processes, done systematically and repeatedly, in mass parallelism all over the world that’s required, argues Wong, whose years in tech have given him a healthy skepticism on the issue of over-engineering. (“The biggest lesson I learned was, you want to solve a big problem? You want to use as little technology as possible… Technology’s always breaking, it’s always got flaws. The biggest problem with technology is technology.”)
“I would say that the key contribution that ‘tech’ — if you think of a monolith or a culture or whatever — will make to climate change, is not in fact some new invention or some gadget or some sort of special magical technology… I think it really is the practice of scalability,” he goes on. “Which is an organizational end. A management way of thinking. Because that is actually something that has been carefully and painfully developed… over the past 20 years in Silicon Valley. How to take small working solutions, how to solve very big problems, how to scale them. And it isn’t a very glamorous thing — which is why I think it’s one of the more pure disciplines.
“It just has been less corrupt… Scalability is just people thinking hard and grinding it out to address really hard big problems. And I think that practice and all the little tips and rules that we have to doing that is the real contribution that tech is going to make — with one of those principles being use as little tech as you can.”
Terraformation is building software tools too — such as a mobile app to help with cataloguing and monitoring seeds. But the really critical technologies involved, solar and desalination, are very much at the “tried and tested” end of the tech scale (“very, very reliable and refined”.).
Wong points out that a key development for solar and desalination is related to the unit economics — with falling costs allowing for scalability and thus speed.
Asked whether Terraformation is a business in the typical startup sense, Wong says it’s been set up in a familiar way — as a Delaware C Corp — but purely because he says that’s just the quickest way to be able to operate. Doing stuff as a nonprofit would be way too slow, he says, describing it thusly as a “non nonprofit” (rather than a business with a for-profit mission).
Aka: “It’s a corporate with investors but primarily the aim is to solve climate change.”
Startup investors are of course often betting their money on the chance of a quick and meaty return. But not here, confirms Wong. “When we raised funding all of our investors invested primarily because they wanted to see climate change solved,” he tells TechCrunch. “To many of them this was the first time that a plausible, full-scale solution to solving climate change had been presented.
“It’s still very, very hard. It’s very, very large. It’s really daunting. But it’s the first time someone has mapped out a path that could actually get us there. And so all of our investors invested because they want to see that happen.”
So how will a “non nonprofit” startup (even with $30 million just banked) get its hands on enough land to plant enough trees? A variety of ways, per Wong. (Perhaps even, in some instances, landowners could end up paying it to turn their dirt into beautiful woodland.)
“The short answer is anywhere we can!” he adds. “The solution is structured to give us maximum flexibility, given that we can use a large variety of land. We don’t want to count on any particular land owning entity — and I use that very broad term to mean like people, communities, governments, municipalities — we don’t want to rely on any one particular land-owning entity wanting to work with us or allowing us to reforest the land, because you can’t guarantee that.”
He also notes that Terraformation’s plan to fix climate change is based on “worse-case scenarios” — where “no one who owns any land that gets enough natural rainfall for forest restoration will allow it to reforest it”. “We use the least valuable land — basically desertified, degraded land,” he adds. “Is there enough of that? And it turns out there is.”
Even though personal financial upside clearly isn’t front of mind for Terraformation’s investors, Wong still believes there’s plenty of “value” to be unlocked as a byproduct of spreading leafy-green goodness all over the planet versus funding more extractive exploitation.
“It turns out that solving climate change is actually a huge value-creating act,” he argues. “My experience in Silicon Valley is if you have people who believe in you and believe in the thing that you’re creating is ultimately value-creating then it’s actually also wealth creating. If you do something that is fundamentally very, very valuable and you’re right next to it, you will be able to monetize it in some way. You will capture some of that value for your shareholders. So it’s a bet that if you really can solve climate change, that’s super valuable, both for the world and to the entity that’s [investing].”
Of course climate change is more than just a problem; it’s an existential threat to all life on Earth — one which affects humans and every other living creature and thing on the planet.
Given such terminal stakes, reversing climate change should be the highest global priority. Instead, humans have procrastinated — putting dealing with rises in atmospheric CO2 on the back-burner and worse (cutting down existing forests like the Amazon Rainforest, for one).
Set against that backdrop, Terraformation’s answer to humanity’s greatest crisis looks compellingly simple. Its bet is that climate change can be fixed by scaling the most proven technology possible (trees) to capture carbon emissions. Who can argue with that?
But it does also seem clear that reforesting will need to go hand in hand with a mainstreaming of conservation, as a prevailing societal attitude, if the mission is to be pulled off — otherwise all these beautiful baby trees could just meet the same sad fate as all the Earth’s already lost forests.
Nonetheless, conservation is something Wong’s team is deliberately not focusing on.
Not because they don’t care. Rather their hope is that by building the baby forests, the protective partners will come — to watch over and get value from the trees as they grow.
“I don’t want to make it seem like we don’t care about [forestry conservation] but one of the things that I try to do is figure out where people are already doing work and things are already moving in the right direction — and then go work on the thing that other people are not working on,” he says when we ask about this. “When I talk to people in the forestry world many, many people are working on avoiding deforestation, helping solve the broader socioeconomic issues that result in deforestation. And so I feel like there is momentum moving in that direction — so we have to work on this other issue that other people aren’t working on.”
Wong also argues that forests are naturally more valuable than the denuded waste/scrub ground they’re replanting — implying that pure economic interest should help these baby forests survive and thrive far into the future.
However the history of humanity shows that unequal wealth distribution can wreak all sorts of havoc on a resource-rich natural environment. And people who live in poverty may well be disproportionately more likely to like in a rural location, on or near land that Terraformation hopes to target for replanting. So if these forests can’t provide — in crude terms — ‘value’ for their local communities the risk is the same cycle of short-term economic harm will rip all this hard work (and hope) out of the ground once again.
Wealth inequality lies at the core of much of humanity’s counterproductive destruction of the environment. So, seen from that angle, reforesting the planet may require just as much effort toward tackling — root and branch — the wider socioeconomic fault-lines of our world, as it will washing, sorting and storing seed, watering seedlings and nurturing and planting saplings.
And that further dials up an already massive climate challenge. But, again, Wong is quietly hopeful.
“People aren’t cutting down trees because they’re evil, they’re cutting down trees because they need to make a living. So we have to provide them with ways to make a living that is more valuable than cutting down the trees. I think that recognition is moving in the correct direction — so I’m hopeful there,” he says.
Asked what keeps him up at night, he also has a straightforward answer to hand — one we’ve heard many times already from a new generation of climate campaigners, like Greta Thunberg, whose futures will be irrevocably stamped by the effects of climate change: Humanity simply isn’t moving fast enough.
“In order to do this we have to make order of magnitude improvements in both speed and scale — which is technically a thing that we know how to do but is among the most daunting things that you ever try to undertake. So… are we moving fast enough? Are we doing enough? Because time is running out,” warns Wong.
“The time frame that we have left is very small when compared to the planetary scale of the problem. And so I think the only way that we’re going to get there is with proven solutions, moving, growing at exponential speed.”
“I am [hopeful],” he adds. “I’m a big fan of humans working together. People can really do it. I’m very I guess what you’d call pro-human. We have a lot of flaws, we fight amongst ourselves a lot, but I really think that when people work together they can really do amazing, amazing things… Trees gave us life and so now it’s our time to repay that debt.”
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Briq, which has developed a fintech platform used by the construction industry, has raised $30 million in a Series B funding round led by Tiger Global Management.
The financing is among the largest Series B fundraises by a construction software startup, according to the company, and brings Briq’s total raised to $43 million since its January 2018 inception. Existing backers Eniac Ventures and Blackhorn Ventures also participated in the round.
Briq CEO and co-founder Bassem Hamdy is a former executive at construction tech giant Procore (which recently went public and has a market cap of $10.4 billion) and Canadian software giant CMiC. Wall Street veteran Ron Goldshmidt is co-founder and COO.
Briq describes its offering as a financial planning and workflow automation platform that “drastically reduces” the time to run critical financial processes, while increasing the accuracy of forecasts and financial plans.
Briq has developed a toolbox of proprietary technology that it says allows it to extract and manipulate financial data without the use of APIs. It also has developed construction-specific data models that allows it to build out projections and create models of how much a project might cost, and how much could conceivably be made. Currently, Briq manages or forecasts about $30 billion in construction volume.
Specifically, Briq has two main offerings: Briq’s Corporate Performance Management (CPM) platform, which models financial outcomes at the project and corporate level, and BriqCash, a construction-specific banking platform for managing invoices and payments.
Put simply, Briq aims to allow contractors “to go from plan to pay” in one platform with the goal of solving the age-old problem of construction projects (very often) going over budget. Its longer-term, ambitious mission is to “manage 80% of the money workflows in construction within 10 years.”
The company’s strategy, so far, seems to be working.
From January 2020 to today, ARR has climbed by 200%, according to Hamdy. Briq currently has about 100 employees, compared to 35 a year ago.
Briq has 150 customers, and serves general and specialty contractors from $10 million to $1 billion in revenue. They include Cafco Construction Management, WestCor Companies and Choate Construction and Harper Construction. The company is currently focused on contractors in North America but does have long-term plans to address larger international markets, Hamdy told TechCrunch.
Hamdy came up with the idea for Santa Barbara, California-based Briq after realizing the vast amount of inefficiencies on the financial side of the construction industry. His goal was to do for construction financials what Procore did to document management, and PlanGrid to construction drawing. He started Briq with his own cash, amassed through secondary sales as Procore climbed the ranks of startups to become a construction industry unicorn.
Briq CEO and co-founder Bassem Hamdy. Image Credits: Briq
“I wanted to figure out how to bring the best of fintech into a construction industry that really guesses every month what the financial outcomes are for projects,” Hamdy told me at the time of the company’s last raise — a $10 million Series A led by Blackhorn Ventures announced in May of 2020. “Getting a handle on financial outcomes is really hard. The vast majority of the time, the forecasted cost to completion is plain wrong. By a lot.”
In fact, according to McKinsey, an astounding 80% of projects run over budget, resulting in significant waste and profit loss.
So at the end of a project, contractors often find themselves having doled out more money and resources than originally planned. This can lead to negative cash flow and profit loss. Briq’s platform aims to help contractors identify outliers, and which projects are more at risk.
Throughout the COVID-19 pandemic, Briq has proven to be “extremely valuable” to contractors, Hamdy said.
“In an industry where margins are so thin, we have given contractors the ability to truly understand where they stand on cash, profit and labor,” he added.
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The medical industry is sitting on a huge trove of data, but in many cases it can be a challenge to realize the value of it because that data is unstructured and in disparate places.
Today, a startup called Mendel, which has built an AI platform both to ingest and bring order to that body of information, is announcing $18 million in funding to continue its growth and to build out what it describes as a “clinical data marketplace” for people not just to organize, but also to share and exchange that data for research purposes. It’s also going to be using the funding to hire more talent — technical and support — for its two offices, in San Jose, California and Cairo, Egypt.
The Series A round is being led by DCM, with OliveTree, Zola Global, and MTVLP, and previous backers Launch Capital, SOSV, Bootstrap Labs and chairman of UCSF Health Hub Mark Goldstein also participating.
The funding comes on the heels of what Mendel says is a surge of interest among research and pharmaceutical companies in sourcing better data to gain a better understanding of longer-term patient care and progress, in particular across wider groups of users, not just at a time when it has been more challenging to observe people and run trials, but in light of the understanding that using AI to leverage much bigger data sets can produce better insights.
This can be important, for example, in proactively identifying symptoms of particular ailments or the pathology of a disease, but also recurring and more typical responses to specific treatment courses.
We previously wrote about Mendel back in 2017 when the company had received a seed round of $2 million to better match cancer patients with the various clinical trials that are regularly being run: the idea was that certain trials address specific types of cancers and types of patients, and those who are willing to try newer approaches will be better or worse suited to each of these.
It turned out, however, that Mendel discovered a problem in the data that it would have needed to enable its matching algorithms to work, said Dr. Karim Galil, Mendel’s CEO and founder.
“As we were trying to build the trial business, we discovered a more basic problem that hadn’t been solved,” he said in an interview. “It was the reading and understanding medical records of a patient. If you can’t do that you can’t do trial matching.”
So the startup decided to become an R&D shop for at least three years to solve that problem before doing anything with trials, he continued.
Although there are today many AI companies that are parsing unstructured information in order to extract better insights, Mendel is what you might think of as part of the guard of tech companies that are building out specific AI knowledge bases for distinct verticals or areas of expertise. (Another example from another vertical is Eigen, working in the legal and finance industries, while Google’s DeepMind is another major AI player looking at ways of better harnessing data in the sphere of medicine.)
The issue of “reading” natural language is more nuanced than you might think in the world of medicine. Galil compared it to the phrase “I’m going to leave you” in English, which could just as easily mean someone is departing, say, a room, as someone is walking out of a relationship. The “true” answer — and as we humans know even truth can be elusive — can only start to be found in the context.
The same goes for doctors and their observation notes, Galil said. “There is a lot hidden between the lines, and problems can be specific to a person,” or to a situation.
That has proven to be a lucrative area to tackle.
Mendel uses a mix of computer vision and natural language processing built by teams with extensive experience in both clinical environments and in building AI algorithms and currently provides tools to automate clinical data abstraction, OCR, special tools to redact and remove personal identifiable information automatically to share records, search engines to search clinical data and — yes — an engine to enable better matching of people to clinical trials. Customers include pharmaceutical and life science companies, real-world data and real-world evidence (RWD and RWE) providers and research groups.
And to underscore just how much there is still left to do in the world of medicine, along with this funding round, Mendel is announcing a partnership with eFax, an online faxing solution used by a huge number of healthcare providers.
Faxing is totally antiquated in some parts of the world now — I’m not even sure that people the age of my children (tweens) even know what a “fax” is — but they remain one of the most-used ways to transfer documents and information between people in the worlds of healthcare and medicine, with 90% of the industry using them today. The partnership with Mendel will mean that those eFaxes will now be “read” and digitized and ingested into wider platforms to tap that data in a more useful way.
“There is huge potential for the global healthcare industry to leverage AI,” said Mendel board member and partner at DCM, Kyle Lui, in a statement. “Mendel has created a unique and seamless solution for healthcare organizations to automatically make sense of their clinical data using AI. We look forward to continuing to work with the team on this next stage of growth.”
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Hydrogen-based generators are an environmentally friendly alternative to ones powered by diesel fuel. But many rely on solar, hydro or wind power, which aren’t available all the time. Brisbane-based Endua is making hydrogen-based power generators more accessible by using electrolysis to create more hydrogen and storing it for long-term use. The startup’s technology was developed at CSIRO, Australian’s national science agency, and is being commercialized by Main Sequence, the venture fund founded by CSIRO and Ampol, one of the country’s largest fuel companies.
Main Sequence’s venture science model means that it first identifies a global challenge, then brings together the technology, team and investors to launch a startup that can address that problem. Through the program, Paul Sernia, the founder of electric vehicle charger maker Tritium, was brought on to serve as Endua’s chief executive officer, working with Main Sequence partner Martin Duursma to commercialize the hydrogen-based power generation and storage technology developed at CSIRO. Ampol will serve as Endua’s industry partner.
Endua is backed by $5 million AUD (about $3.9 million USD) from Main Sequence, CSIRO and Ampol. The company plans to launch in Australia first before expanding into other countries.
Sernia told TechCrunch that Endua was created to “solve one of the biggest problems facing the transition to renewable energy — how to store renewable energy in large quantities, for long periods of time.”
Endua’s modular power banks can run up to 150 kilowatts per pack and be extended for different use cases, serving as an alternative to power generators that run on diesel fuel. Batteries serve as backup, but Endua’s goal is to deliver renewable energy that can be stored in large quantities, enabling off-grid infrastructure and communities to have self-sustaining power sources.
“Hydrogen electrolysis technology has been around for quite some time but it still has a long way to go to meet the expectations of commercial markets and be cost-effective when compared to existing energy sources,” Sernia said. “The technology we’ve developed with CSIRO enables us to make the cost more affordable compared to fossil fuel sources, more reliable and easily maintained in remote communities.”
The startup plans to focus on industrial clients before reaching smaller businesses and residences. “One of the biggest opportunities, that few have really tackled, is that of diesel generator users like regional communities, mines or remote infrastructure,” Sernia said. “In farming, Endua’s solution could be used to power equipment such as a bore or irrigation pumps.” The power banks can plug into existing renewable energy systems, including solar and wind, to make the switch economical for users, he added. Water is part of the electrolysis process, but only a small amount is needed.
“Batteries are a great way to deliver dispatchable power in small increments and are a complementary part of the overall transition plan, but we’re focusing on delivering renewable energy that can be stored in large quantities, for large periods of time, so communities and remote infrastructure can access reliable, renewable energy at any time of day,” Sernia told TechCrunch.
Ampol is working with Endua as part of its Future Energy and Decarbonisation Strategy. It will test and commercialize Endua’s tech to reach its 80,000 B2B customers, focusing first on the off-grid diesel generator market, which the company said generates 200,000 tonnes of carbon emissions per year.
In a press statement, Ampol managing director and CEO Matthew Halliday said, “We are excited to be involved with Endua, which is part of our commitment to extending our customer value proposition by finding and developing new energy solutions that will assist with their energy transition.”
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