WorkClout shifts focus to manufacturing performance support and raises $2.3M seed
WorkClout, a graduate of the Y Combinator Winter 2019 cohort, announced today that it has shifted its focus from manufacturing automation to manufacturing performance support and has raised a $2.3 million seed round.
The funding was led by Spider Capital with participation from Y Combinator, Liquid 2, Soma Capital, Pioneer Fund, Mehta Ventures and several individual investors.
When the company launched last year, it was looking at helping customers drive operational efficiency in their processes, but WorkClout founder and CEO Arjun Patel says they were seeing that there was a ceiling in terms of how much efficiency they could squeeze out of work processes using software.
At that point, Patel decided to take a step back and do some research to figure out how WorkClout could best help manufacturing customers with its software-based solutions. After surveying 124 manufacturers, he says that he realized that these companies really needed help training front-line workers, an area he says is called performance support.
“We found that most of the companies were saying that employees are the biggest challenge that they have to face in terms of how to engage them better or how to empower them better, because ultimately they realize people, even if there is automation, are still the driving force for a lot of sectors,” Patel told TechCrunch.
Towards the end of last year, the company built a new tool to help customers train employees for complex front-line tasks. The workers might have a phone or tablet, which shows them how to complete each task, and gives them feedback as they move through a set of tasks. It also enables these workers to communicate with one another and with management about issues they are seeing on the line. Managers can monitor communication and see how workers are doing on a back-end system in the office.
“We gave them the ability to allow employees to capture and share critical information in real time on the factory floor, where the goal is to actually create standardized multimedia and training content for machines, processes and stations, allowing new and existing employees to get better insight into their work, and at the same time, allowing employees to communicate better about problems on the floor and reduce downtime,” he explained.
Patel recognizes that this is a difficult time to pivot, but says he believes it puts the company in a better position to succeed in the long term. He has cut the team from nine to five employees in an effort to run lean for the short term.
He hopes to begin hiring again in the fourth quarter this year or, at the latest, by Q1 next year. He plans to use that time to build out the product and prepare for a big go-to market push whenever the economy begins to rebound.
He sees this money giving him a long runway of 2.5 years with the company’s current burn and revenue rates, and that should give him enough time to wait out the current economic downturn.
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