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The robotics revolution in farming is set to continue as the autonomous crop cultivation company FarmWise looks to add new capabilities to its autonomous farming equipment.
The San Francisco-based company is currently testing the application of fungicides and insecticides to row crops as an additional capability for its weed-killing robots, according to company chief executive Sébastien Boyer.
It’s the latest advancement in robotics for the farm — a market that’s becoming increasingly crowded with the launch of new companies like Future Acres, which launched its support robot Carry today, and Mineral, the spinout from Alphabet (Google’s parent company) that provides crop analysis.
Rather than sell robots directly to farmers, FarmWise sells its robotics services to farms, and charges farms roughly $200 per acre inspected and weeded. “We show up on farmers’ fields with our own operators and our own equipment,” Boyer said.
It’s a business model that has attracted $24 million in outside funding from firm’s including Playground Global, and the company is likely going to raise another round, targeted at $20 million, later this year, according to Boyer.
Boyer says the company already counts half of the largest growers in Salinas, California among the company’s customers. These are farms for big consumer vegetable companies like Dole.
What FarmWise hopes to do is fill gaps of missing labor, according to Boyer. Along with co-founder Thomas Palomares, Boyer said he identified a need for farms to keep up with their output while dealing with a shrinking workforce. “It’s about helping farmers keep up with work while the pool of people willing to do these jobs is shrinking,” he said.
Using the robots isn’t just good for farms’ bottom lines, Boyer said. It also helps reduce the amount of fertilizer and chemicals used on the farm, which is good for the environment and creates a more sustainable food chain, he said.
“I was attracted by working on a large-scale sustainability problem,” Boyer said.
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As money floods into the electric vehicle market a number of small companies are trying to stake their claim as the go-to provider of charging infrastructure. These companies are developing proprietary ecosystems that work for their own equipment but don’t interoperate.
ChargeLab, which has raised $4.3 million in seed financing led by Construct Capital and Root Ventures, is looking to be the software provider providing the chargers built by everyone else.
“You’ll find everyone in every niche and corner,” says ChargeLab chief executive Zachary Lefevre. Lefevre likens Tesla to Apple with its closed ecosystem and compares ChargePoint and Blink, two other electric vehicle charging companies, to Blackberry — the once dominant smartphone maker. “What we’re trying to do is be Android,” Lefevre said.
That means being the software provider for manufacturers like ABB, Schneider Electric and Siemens. “These guys are hardware makers up and down the value stack,” Lefevre said.
ChargeLab already has an agreement with ABB to be their default software provider as they go to market. The big industrial manufacturer is getting ready to launch their next charging product in North America.
As companies like REEF and Metropolis revamp garages and parking lots to service the next generation of vehicles, ChargeLab’s chief executive thinks that his software can power their EV charging services as they begin to roll out that functionality across the lots they own.
Lefevre got to know the electric vehicle charging market first as a reseller of everyone else’s equipment, he said. The company had raised a pre-seed round of $1.1 million from investors including Urban.us and Notation Capital and has now added to that bank account with another capital infusion from Construct Capital, the new fund led by Dayna Grayson and Rachel Holt, and Root Ventures, Lefevre said.
Eventually the company wants to integrate with the back end of companies like ChargePoint and Electrify America to make the charging process as efficient for everyone, according to ChargeLab’s chief executive.
As more service providers get into the market, Lefevre sees the opportunity set for his business expanding exponentially. “Super open platforms are not going to be building an EV charging system any more than they would be building their own hardware,” he said.
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It would be an understatement to say that enterprise-focused startups have fared well during the pandemic. As organizations look to go remote, and the way we work has been flipped on its head, quickly growing tech companies that simplify this transition are in high demand.
One such startup has, in fact, raised $61.5 million in the last 12 months alone. Electric, a company looking to put IT departments in the cloud, just announced the close of a $40 million Series C round. This comes after an extension of its Series B in March of 2020, when it raised $14.5 million, and then an additional $7 million from 01 Advisors in May of 2020.
This Series C round was led by Greenspring Associates, with participation from existing investors Bessemer Venture Partners, GGV Capital, 01 Advisors and Primary Venture Partners as well as new investors including Atreides Management and Vintage Investment Partners.
Electric launched in 2016 with a mission to make IT much simpler for small and medium-sized businesses. Rather than bringing on a dedicated IT department, or contracting out high-priced local service providers, Electric’s software allows one admin to manage devices, software subscriptions, permissions and more.
According to founder Ryan Denehy, the vast majority of IT’s work is administration, distribution and maintenance of the broad variety of software programs at any given company. Electric does most of that job on behalf of IT, meaning that a smaller business only needs to worry about desk-side troubleshooting when it comes up, rather than the whole kit and caboodle.
Electric charges a flat price per seat per month, and Denehy says the company more than doubled its customer base in the last year. It now supports around 25,000 users across more than 400 individual customer organizations, which puts Electric just shy of $20 million ARR.
This is the first time Denehy has come anywhere close to sharing revenue numbers publicly, but it’s a good time to flex. The company has recently introduced a new lighter-weight offering that includes all of the same functionality as its more expensive product, but without access to chat functionality.
“The name of the game is just simplicity, simplicity, simplicity,” said Denehy. “Part of this is in response to the fact that people are realizing the permanence of hybrid work. During the pandemic, people stopped paying their landlords but they didn’t stop paying us. So in the summer, we started to focus on how we can create more offerings that we can get in the hands of more businesses and let them start their journey with us.”
Denehy says that a little less than half of Electric’s client base are tech startups, which makes sense considering the company launched in New York in a tech and media-centric ecosystem. As a way to expand into other verticals, Electric acquired Sinu, an IT service provider who happened to have an impressive roster of clients outside of Electric’s comfort zone, such as legal, accounting and nonprofit.
Here’s what Denehy said at the time:
Organic market entry, even in adjacent markets can be extremely time consuming and expensive. Sinu’s team has done an excellent job winning and pleasing customers in a lot of industries where we currently don’t play but probably should. The combination of our two companies is a massive shot in the arm to our national expansion strategy.
Alongside growth, both of the Electric team and its customer base, the company is also investing in expanding its diversity programs and philanthropic efforts.
The Electric team is currently made up of just under 250 full-time employees, with 32.5% women and around 30% of employees being non-white. Specifically, nearly 12% of employees are Black and 10% are Latinx.
Denehy explained that he thinks of the company’s payroll, which is in the tens of millions of dollars, as one of the biggest ways he can make a change in the world.
“We will wait longer to fill a role to make sure that we have the most diverse pipeline of candidates possible,” said Denehy. “A lot of founders will say that nobody applied. Well, the reality is you didn’t look hard enough. We’ve just accepted that it may take us longer to fill certain roles.”
This latest round brings Electric’s total funding to more than $100 million.
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Mobile advertising company ironSource is announcing its second acquisition of the year — Luna Labs, a startup that’s built a platform allowing app developers to create and manage video and playable ads.
When I first wrote about the startup in 2019, its main selling point was the ability to create those ads directly from the Unity game engine used by many developers. Since then, it has expanded its platform to support the creation of both playable and video ads (including unlimited variations of a gameplay video), manage their entire ad library, analyze their performance and even automatically optimize them based on install data. Its customers include Crazy Labs, Supersonic Studios, Lion Studios, Kwalee and Voodoo.
IronSource, meanwhile, has built a platform for mobile user growth and monetization. It was valued at more than $1 billion in its most recent funding round of more than $400 million, and in January it announced the acquisition of ad measurement company Soomla.
In a statement, ironSource’s co-founder and chief revenue officer Omer Kaplan said:
Our vision at ironSource is to build the most comprehensive growth platform for app developers, allowing them to focus on content creation and on building a great user experience, while we provide the infrastructure for their business expansion. Creatives are a key part of that and have only become more important as competition for user attention grows. But ad creative development and testing at scale is incredibly difficult and costly. Luna Labs solves that by bringing high quality end-to-end ad creation management to app developers, and we’re excited to be able to add that capability into the ironSource platform.
The financial terms of the acquisition were not disclosed. IronSource says that the Luna Labs team (currently based in the United Kingdom) will remain in its current offices, where it will continue developing its technology “under the ironSource umbrella.”
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A new VC fund, 2150, is launching with the first close of a €200 million ($240 million) fund which will back technologies aimed largely at reducing the carbon footprint of cities. For example, startups that inject carbon into concrete, or monitor the energy of buildings. The final close is anticipated by mid-2021.
The advisory board for 2150 includes the former chief sustainability officer in the Obama administration, as well as renowned urbanist and academic, Richard Florida. 2150 is based around the idea that half of the world’s population lives in cities, and this will increase to two-thirds by 2050, creating a growing environmental impact that the world can ill-afford, given the climate crisis.
Based across London, Copenhagen and Berlin, the fund’s limited partners include a mix of institutional capital and family offices, including Chr. Augustinus Fabrikker, Denmark’s Green Future Fund and Novo Holdings. 2150 says it has other LP partners who are building or managing “over 16 million square meters of real estate”, who will come in handy, kicking the tires on the efficacy of 2150 investments. The anchor funding has come from NREP, a sustainable real estate fund manager with a large Northern European footprint and platform.
The founding partners include Mikkel Bülow-Lehnsby, chairman and co-founder of large real estate logistics company NREP; Jacob Bro, former chief product officer at Rocket Internet; Christian Jølck, the founder and former chairman of industry climate advocacy group SYNERGI; Christian Hernandez, former Facebook executive and VC; Nicole LeBlanc, formerly with Alphabet’s urban product incubator Sidewalk Labs; Rahul Parekh, founder of VC-backed food tech startup EatFirst and former executive director at Goldman Sachs; and Alexandra Perez, who incubated and launched urban tech startups at Tech City Ventures.
2150 will focus on startups that can make cities more resilient, efficient and sustainable, investing in tech associated with the urban environment, materials, automation and sensor-based monitoring to improve the health, safety and productivity of building occupants. It says it will only invest where sustainability impact can be measured, aiming for a first portfolio of around 20 companies. Ticket sizes will be €4-5 million Series A for startups, but it will also invest in existing companies that want to expand.
Its first investment is in CarbonCure Technologies — a Canadian company lowering the CO2 footprint of concrete — in which 2150 participated in a funding round last year, investing alongside Amazon’s Climate Pledge Fund, Bill Gates-backed Breakthrough Energy Ventures and Microsoft’s Climate Innovation Fund. At present, concrete accounts for 8% of all global CO2 emissions
Speaking to TechCrunch, Hernandez said 2150 was particularly interested in what’s coming to be known as “ESG Analytics” or “Carbon Accounting”. In other words, platforms that can analyze the impact of developments for an ESG and CO2 perspective.
The other background data which inspired the creation of the fund includes the fact that two billion new homes will need to be built over the next 80 years; cities consume over two-thirds of the world’s energy and account for more than 70% of global CO2 emissions; 13% of global GDP is spent on construction, but the industry is slow to adopt new technology; and the UN has said ground-breaking innovation is needed in cities, where the battle for sustainable development will be “won or lost”.
Mikkel Bülow-Lehnsby, partner at 2150 and chairman and co-founder of NREP, said: “With NREP we have been on a 15-year mission of making real estate and cities more efficient, customer-centric and sustainable. With 2150 we are leveraging all of NREP’s learnings and ambitions and partnering with our industry peers to identify and accelerate technology that can help us support our purpose of making real estate better. I am convinced that 2150’s mission-aligned team will play an important role in designing a future in which the convergence of entrepreneurship, technology and sustainability will reverse the built environment’s negative impact on the planet.”
Christian Hernandez, Partner at 2150, said: “Cities are complex living systems that are constantly expanding, evolving and adapting, with half the world’s population now living in urban environments and rising. Cities, while vehicles for the betterment of humanity, currently emit 70% of the world’s greenhouse gases and generate the vast majority of the planet’s waste. We see a huge opportunity to make a serious impact on the way cities are developed and the way our citizens live, work and are cared for by completely reimagining and reshaping the urban environment for good.”
The advisory board for 2150 includes technologists, scientists and designers, including well-known architect Bjarke Ingels; the director of Princeton’s Andlinger Center for Energy and the Environment, Dr. Lynn Loo; Unity’s head of AI, Danny Lange; the former chief sustainability officer in the Obama Administration, Christine Harada; and the founder of sustainable developer EDGE Technologies, Coen van Oostrom.
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Splice, the New York-based, AI-infused, beat-making software service for music producers created by the founder of GroupMe, has managed to sample another $55 million in financing from investors for its wildly popular service.
The GitHub for music producers ranging from Hook N Sling, Mr Hudson SLY, and Steve Solomon to TechCrunch’s own Megan Rose Dickey, Splice gained a following for its ability to help electronic dance music creators save, share, collaborate and remix music.
The company’s popularity has made it from bedroom DJs to the Goldman Sachs boardroom as the financial services giant joined MUSIC, a joint venture between the music executive Matt Pincus and boutique financial services firm Liontree in leading the company’s latest $55 million round. The company’s previous investors include USV, True Ventures, DFJ Growth and Flybridge.
“The music creation process is going through a digital transformation. Artists are flocking to solutions that offer a user-friendly, collaborative, and affordable platform for music creation,” said Stephen Kerns, a VP with Goldman Sachs’ GS Growth, in a statement. “With 4 million users, Splice is at the forefront of this transformation and is beloved by the creator community. We’re thrilled to be partnering with Steve Martocci and his team at Splice.”
Splice’s financing follows an incredibly acquisitive 2020 for the company, which saw it acquiring music technology companies Audiaire and Superpowered.
In addition to the financing, Splice also nabbed Kakul Srivastava, the vice president of Adobe Creative Cloud Experience and Engagement as a director for its board.
The funding news comes on the heels of Splice’s recent acquisitions of music-tech companies Audiaire and Superpowered, creating more ways to improve and inspire the audio and music-making process. Splice is also pleased to announce that Kakul Srivastava has joined the company’s board.
Steve Martocci at TechCrunch Disrupt in 2016. Image Credits: Getty Images
Splice’s beefed up balance sheet comes as new entrants have started vying for a slice of Splice’s music-making market. These are companies like hardware maker Native Instruments, which launched the Sounds.com marketplace last year, and there’s also Arcade by Output that’s pitching a similar service.
Meanwhile, Splice continues to invest in new technology to make producers’ lives easier. In November 2019 it unveiled its artificial intelligence product that lets producers match samples from different genres using machine learning techniques to find the matches.
“My job is to keep as many people inspired to create as possible,” Splice founder and chief executive Steve Martocci told TechCrunch.
It’s another win for the serial entrepreneur who famously sold his TechCrunch Disrupt Hackathon chat app GroupMe to Skype for $85 million just a year after launching.
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Mere days after we discussed Coinbase at $77 billion and Stripe at $115 billion in the private markets, those same semi-liquid exchanges have provided a new valuation for the cryptocurrency company. It’s now $100 billion, per Axios’ reporting.
Good thing we argued last week that there could be some merit to Coinbase’s $77 billion secondary market valuation from a particular perspective. We’d look silly today if we’d mocked the $77 billion figure only for it to go up by about a third in just a few days.
The Exchange explores startups, markets and money. Read it every morning on Extra Crunch, or get The Exchange newsletter every Saturday.
Luckily for us, Axios also got its hands on a few numbers regarding Coinbase’s 2019 and 2020 financial performance, so we can get into all sorts of trouble this morning. We’ll look at the data, which stretches to the end of Q3 2020, and then do some creative extrapolating into Q1 2021 to decide whether Coinbase at $100 billion makes no sense, a little sense or perfect sense.
As always, we’re riffing, not giving investment advice. So read on if you want to noodle on Coinbase with me; its impending direct listing will be one of the year’s most watched financial events.
We’ll drag Stripe back in at the end. Given that the companies now nearly share private-market valuations, we’d be remiss to not unfairly stack them against one another. Into the breach!
Axios’ Dan Primack, a good egg in my experience, got the goods on Coinbase’s historical performance. Summarizing the bits we need, here’s what the crypto exchange got up to recently:
It’s simple to take the 2020 data that we have and extrapolate it into full-year data. Indeed, you get revenues of $921.33 million and net income of $188 million. Compared to its 2019 data, Coinbase would have managed around 74% growth while swinging steeply into the profitable domain.
That’s a killer year. But it’s actually a bit better than we are giving Coinbase credit for. Poking around volume data compiled by Bitcoinity.org, Coinbase had its biggest period of 2020 in terms of bitcoin trading volume in the fourth quarter. Thinking about Coinbase’s 2020 from a trading perspective using the same dataset, it had a great Q1, more staid Q2 and Q3, and a blockbuster Q4 that ramped to record highs at the end.
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I closed two major rounds of funding for my geothermal energy startup, Dandelion Energy, while pregnant. I did not disclose either pregnancy to my investors during the fundraising process either time. I felt fine doing this, and I believe other founders should feel free to keep their pregnancies private as well if they’d prefer to.
No one would think twice about a male founder who declined to share the details of his health or family status with investors during an initial fundraising meeting. On the contrary, it would be an unusual move for him to do so.
For some context, my co-founder and I spun our startup, Dandelion Energy, out of Alphabet’s X in April 2017 and raised our first small round of outside funding that summer. Our goal was to set up a commercial pilot and start selling and installing heat pumps to demonstrate that our product worked and show that there was demand for affordable geothermal before we raised a larger round. We had to prove that our business was viable.
No one would think twice about a male founder who declined to share the details of his health or family status with investors during an initial fundraising meeting.
That same summer, in 2017, I became pregnant.
As summer turned to fall, I had to figure out how to approach being pregnant while raising Dandelion’s second round of funding. I was lucky to be able to choose whether to tell people I was pregnant because it turned out I didn’t end up looking visibly pregnant until about seven months in, and even then I could dress to make it nonobvious. Without knowing anyone who’d gone through a similar experience, I had to decide how I would handle my status as a pregnant person when speaking with investors.
At first, it worried me that I would be hiding something if I didn’t disclose my pregnancy. But I really didn’t want to. I was a first-time entrepreneur with no real track record. Oh yeah, and I was a woman. And almost all of the investors were men who typically funded men.
Especially early on in a startup’s life, these investors are judging the founder as much as the business. Making an impression is key, and “pregnant” didn’t strike me as accretive in any way to my ability to deliver the type of impression that would lead to investment in my business (I hope this changes over time, but I am being honest about how things seemed to me).
And then there was this: Even if I had decided to tell investors I was expecting, how could I broach the topic in a way that wouldn’t threaten to derail the entire tenor of the meeting? I was meeting most of these people for the first time and had a limited amount of time to spend explaining payback periods and vapor compression refrigeration cycles. It seemed like the best-case scenario was if disclosing pregnancy made the meeting no worse than it would otherwise have been. In no world could I imagine it would be a net positive.
Given all of this, I made the decision to not talk about it. It worked out for me. As soon as I started showing, around seven months in, everyone left their offices for the holidays, and so I was never forced to address what was becoming visibly obvious.
But of course there was a downside to my approach. I would have to tell them eventually, and I’d pushed it off so long that by the time I finally got around to it we basically had to have a conversation like this:
Me: “Some happy news to share: I’m pregnant!”
Investors: “Congratulations! We are so thrilled for you! When’s the due date?”
Me: “Ahhh … Next month.”
Happily, all of them were extremely supportive and gracious when I told them. Their uncomplicated and positive acceptance of the news even made me wonder if all my internal wrangling about whether to tell investors had been unnecessary. I gave birth to my daughter literally one day after the money was wired.
Time passed and it became clear we were ready to raise our next round of funding. Also, I become pregnant again. This time, most of the fundraising happened in the early stages of my pregnancy. Early enough that I hadn’t even really told my friends, so it was obvious to me I wouldn’t be telling investors I was just meeting. After having gone through it once before, it was an easier decision the second time around.
Reflecting on my experience, I do think it helped that I got to know my investors throughout the fundraising process, so by the time I told them I was pregnant, they already knew me and I had already established my credibility as an entrepreneur. Being pregnant was just something going on in my life; it didn’t define who I was to them. That is one advantage of introducing it later: It did not define me because they knew so much else about me by that point.
In many ways, I am a stereotypical founder: I have a CS degree from Stanford, I worked as a PM at Google, I have an engineering background. I have many advantages. Yet, more present in my mind during fundraising were the parts of my identity that seemed atypical, and the primary aspect here was my being a woman.
Because there is so much conversation about how women receive so much less investment, I was worried that being a woman would be a disadvantage, and there’s nothing like being pregnant to highlight in the strongest possible way that you’re a woman.
I now feel lucky to know other founders who have raised money while visibly pregnant, and so I’ve seen firsthand that it’s possible. But it is not something that a pregnant founder should feel obligated to disclose. I hope that it becomes common for women to start businesses and raise capital for those businesses in every stage of their lives, including when they’re pregnant.
Because as soon as the pregnant woman and the guy with the hoodie both seem equally probable as startup founders, it will suddenly matter much less whether to talk about your pregnancy.
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This morning Creatio, a Boston-based software company, announced that it has raised $68 million. Volition Capital, a growth-equity fund, led the round. The deal was a minority investment in the startup.
The deal is notable not merely thanks to its sheer size, but because up until today Creatio had bootstrapped. That’s according to founder and CEO Katherine Kostereva, with whom TechCrunch caught up with last week regarding the investment.
Per Kostereva, her company’s low-code platform helps other companies automate business processes. Creatio’s competitive edge, she said, comes in part from how quickly it can help companies automate; the faster that companies can get from a low-code platform to live apps matters.
Creatio also has a genre focus, namely that it touts its platform’s ability to help automate work in the CRM space — think marketing and sales-related tasks. But its crowning “jewel,” Kostereva said, is Creatio’s underlying low-code automation platform.
The low-code world that Creatio competes in is a broad space that is seeing active investment from the very-early to the very-late stage. For example, last month TechCrunch covered no-code-focused Stacker’s $1.7 million round. And earlier this month TechCrunch wrote about low-code-focused OutSystems’ $150 million raise at a $9.5 billion valuation.
To see another low-code company raise a big check was therefore not too surprising.
TechCrunch was curious where the company and its founder came down on the concept of low-code versus no-code, a topic that is always good to ask players in either space. Kostereva highlighted the importance of citizen developers, folks who can use drag-and-drop interfaces to create apps but who are less adept with code. But she added that with today’s no-code tools one can only build simple things. Creatio, she continued, is more focused on the mid-market and enterprise. As such, it’s just not possible for Creatio to go no-code today. But, her view did appear to be that citizen devs should be able to do more and more in time without code.
It’s a fair perspective, and an encouraging one. The more that folks can do sans code, the more power that can shift into the hands of business orgs that traditionally had to depend on other departments for dev lift.
Back to the money side of things; Creatio has historically targeted breakeven financial results, per its CEO. That means it reinvested in itself as it grew, an arrangement that made us curious as to why the company would raise capital now; why change up a working formula?
In short the company was getting itself ready to accelerate, according to its founder. Kostereva said that she wanted Creatio to have “world-class” numbers for metrics like net retention, revenue growth and net promoter score before it took on external funds.
Was the wait worth it? The company’s net retention was 122% last year, and its NPS score is 34, she disclosed. On the growth side of things, Kostereva said that her company started off doubling and tripling and is still close to doubling. Our read of her comments is that Creatio is probably growing its ARR in the high double digits today.
The company wants to use its capital to invest in sales and marketing to help spread the the word about its business, invest in its partner program, a key growth mechanism, and R&D, it said. So, a little bit of everything.
TechCrunch has recently noticed just how big the software world really is, indexing off the fast that there is enough room for a host of OKR-focused startups to grow and raise external capital without weeding out weaker players. Given how many business processes there are in the world to automate, it may be that Creatio and other low-code platforms that want to help other companies accelerate will enjoy similar market dynamics. Investors, at least, are betting like that’s the case.
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After online dating’s tremendous 2020 growth that culminated in last week’s epic Bumble IPO, a new entrant has tossed its hat into the dating app ring.
Snack, founded by Kimberly Kaplan, looks to merge the popularity and format of TikTok with the dating world. Kaplan hails from Plenty of Fish, where she was one of the earliest employees at the dating site. She led product, marketing and revenue and was on the executive team that eventually sold PoF to Match Group for $575 million in 2015.
Kaplan said that she noticed a specific user behavior among folks using dating apps, particularly the coveted Gen Z demographic. Essentially, folks would match on Bumble or Tinder and immediately move the connection over to apps like Snap and Instagram, where they would watch each others’ stories and more casually flirt, rather than carrying on in a more high-pressure DM conversation on the dating apps.
Around the same time, TikTok surged in popularity, showing a shift in the average consumer’s attitude toward creating short-form video on the web.
Snack is a video-first dating app that asks users to create a video and post it to a feed. Other users can scroll through a feed (à la Instagram) rather than swipe right or left on individual profiles, and when someone likes a video, it opens up the ability to comment. Once two users have liked each others’ videos, DMs are open.
The app is still in its early days, so there is no location filtering yet to ensure that everyone who joins the app has a full feed of videos to browse through. Kaplan said that Snack is also working on video editing features similar to that of TikTok to let people get super creative with their profiles.
Thus far, Snack has received $3.5 million in funding, led by Kindred Ventures and Coelius Capital, with participation by Golden Ventures, Garage Capital, Panache Ventures and N49P.
Though we’re still a ways away from monetization, Kaplan says her experience in the dating space should be beneficial when looking to generate revenue at Snack, and that the startup will likely follow the same playbook as other dating apps, employing premium subscriptions and potentially ads.
There are 10 people on the Snack team, and Kaplan says that the team is 60% diverse with 40% of employees being visible minorities.
“The biggest challenge is going up against big players that have a lot of capital,” said Kaplan. “Starting out is hard and getting that initial foothold is hard. I fundamentally believe in our product and I see this open opportunity in the market. I very much believe someone will come in and usurp Tinder, and it’s going to be around video.”
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