As someone who covers Africa’s tech scene, I’m frequently asked about Andela . That’s not surprising, given the venture gets more global press (arguably) than any startup in Africa.

I’ve found many Silicon Valley investors have heard of Andela but aren’t exactly sure what it does.

In a bite, Andela is Series D stage startup―backed by $180 million in VC―that trains and connects African software developers to global companies for a fee.

The revenue-focused venture is often misread as a charity. In 2017, Andela CEO Jeremy Johnson described the organization as “a mission-driven for-profit company” ― a model for the concept “that you can actually build businesses that create real impact.”

I asked Johnson recently to clarify the objective behind Andela’s drive. “It’s the exact same mission as when we started, based around our founding principle… that brilliance and talent are distributed equally around the world, but opportunity is not,” he said.

“We’re about breaking down the walls that prevent brilliance and opportunity from connecting to each other.”

A major barrier for Africa’s software engineers, according to Johnson, is simply the fact that the continent has been totally off the network that companies look to for developer talent.

2019 has already been an active year for U.S. tech IPOs. Some highly anticipated unicorns, such as Uber and Lyft, have disappointed investors with their IPO debuts and their first results as public companies. Others, such as Fiverr, Zoom and CrowdStrike, have soared. And food-tech brand Beyond Meat (two words you normally don’t see together) hit a high of $239 from their $25 IPO price.

The first of these 2019 tech IPO companies will soon face a new challenge as the early investor and employee lockups expire — often 180 days after the IPO — allowing them to sell and increasing the number of shares available to trade. Lyft will remain at the front of the 2019 pack when the lockups expire, bringing more of the company’s stock into play on the public market. Regardless of what happens next, it’s amazing to see the trajectory of companies that have built such impressive businesses in such a remarkably short period of time.

I was recently at the New York Stock Exchange (NYSE) to ring the opening bell and celebrate our three- millionth borrower on the platform. It brought back great memories from when our company, LendingClub, entered the public fray in 2014. LendingClub was the largest U.S. tech IPO that year, and is still one of the biggest U.S. tech IPOs of all time. We listed at a $5.4 billion valuation, and our shares surged 67% on the first day of trading. We were thrilled to celebrate the validation of our hard work and excited about the next stage of our growth. However, by the time our lockups expired, we had fallen back to around our IPO valuation of $15 a share.

Since then, despite being the market leader in the fastest-growing sector of consumer credit in the country with double-digit annual growth, the company today is worth less than a fifth of what it was in 2014. Our story is thankfully unique, and I’ll spare you the details here, but suffice to say… we had a rough period. We are back on track now, delivering growth and margin expansion while executing against our vision.

However bespoke our story, there are some observations I’ll share that might be useful for others as they think about life post-IPO. I’m not going to cover the issues around short-termism and the tyranny of quarterly targets (which have been well-documented elsewhere), but rather a few of the implications that sure would have been useful for me to know going in…

Things will be different — really

I’d compare the period leading up to the IPO to the period when you are expecting a baby. Intellectually, you know things will be different when you bring home a newborn. But knowing it and living it are two different things. Going public is a transformational event that permanently changes your company and how the CEO, CFO and board spend their time (with obvious trickle-down effects). From the moment we rang the NYSE bell on December 11, 2014, everything changed.

Making money matters

Investors buying your stock are essentially valuing your future cash flow. At some point, you have to have your “show them the money” moment and become profitable. Amazon famously lost a total of $2.8 billion over 17 straight quarters after their IPO and was the subject of a lot of skepticism and criticism throughout. The company maintained their strategy, delivering top-line growth and investing in their future and, suffice to say, investor patience paid off!

At LendingClub, we have invested millions of dollars to develop products that delight our 3 million+ customers (and, at 78, our NPS is at its highest level in the history of the company) and expand our competitive moat. We are now driving toward adjusted net income profitability.

Like it or not, there is a scoreboard

Once you go public, some people stop thinking of you as a business, and start thinking about you as a stock price. And that stock price is always broadcasting. It broadcasts to your equity investors, your employees, your partners, your board — to everyone who is listening.

When the stock is up, everyone feels great. But, in a volatile market or a downturn, there are a lot of people who will be needing to hear your view on what’s happening. Communication to your stakeholders is not in the way of you doing your job, it is a critical part of your job that just got A LOT bigger. You need to stay ahead of it and deliberately carve out the time to make it a priority.

There are others sharing the microphone

When you are starting out, the world is divided into two types of people: those who love you, and those who don’t know/care. When you are a public company, a lot of voices join the conversation. You’ll add a different beat of reporters focused on your financials. You have analysts who are paid to research and think about your company, your strategy, your prospects and your value. These analysts may have never covered a company quite like yours (after all, you are breaking new ground) and you’ll need to spend time together to understand what matters.

You also can attract a whole new kind of investor, a “short” who has a vested interest in your stock going down. All of these voices are speaking to your stakeholders and you need to understand what they are saying and how it should affect your own communications.

Be careful, the microphone is on

Remember those days when everyone attended the “all hands” and you could share the details of your product road map, your corporate strategy, what’s working and what isn’t? Yeah, those are over. The risk of material nonpublic information leaking means you need to find a new balance in transparency with your employees (and your friends and partners for that matter).

It’s a change to behavior and to culture that doesn’t come naturally (at least it didn’t to me). It’s a change that can be frustrating to employees as the necessary opacity can erode trust as people feel out of the loop. At LendingClub, we still regularly communicate as much as we can and trust our employees, but there are places where you have to draw the line.

Your competitors are listening

Ironically enough, while your ability to share key details with employees is limited, you are sharing a lot with your competition. Shareholders and money managers want to know your battle plans and expect a detailed update at your earnings call every quarter. You can expect that your competitors are taking notice and taking notes.

Your scarcest resource

As the above would indicate, being public means that you are inevitably going to be spending less time running the business, and more time focused externally. Not a bad thing, but something you need to plan for so that you have the resources in place underneath you to maintain business momentum. If your management team isn’t materially different as you head to the market than it was a few years ago, I’d be surprised if you have what you need.

Your culture will change, focus on your values

I once asked a senior Google executive advice on how to preserve culture when going through massive periods of transition. She told me that you can’t preserve your culture, but you can and must maintain the values your company holds dear. Her advice, which I have followed and am passing on to you, is to make sure you write them down, hire against them and assess performance against them.

We started this practice years ago and it is remarkable how consistent our values have remained even as the company has evolved and matured. We codified six core values that put the customer at the center of everything we do. We are guided by our No. 1 value — Do What’s Right. You know a LendingClubber when you meet them, and it is part of what makes us great.

Being a public company is not for the faint-hearted, but being public is part of growing up. Being public legitimizes the company, unlocks liquidity to fuel growth and enables you to attract the next generation of talent. We always said that going public would allow us to deliver more value to a greater number of consumers and would lend legitimacy to our growing industry. We have facilitated more than $50 billion in loans and are still at a small percentage of our immediately addressable market. Although challenging at times, we’re seeing our dream to truly help everyday Americans come to life.

We’ve worked hard since our IPO to change the face people associate with finance. We’ve built a diverse team, established strong core values and nurtured a culture that has resulted in the kind of company we want to represent fintech and the tech industry as a whole — both inside and outside Silicon Valley.

So, to the new joiners in the public sphere — life in the spotlight is a wild ride. Congratulations on this step in your journey, and on to the next!

Salesforce chairman, co-founder and CEO Marc Benioff took a lot of big chances when he launched the company 20 years ago. For starters, his was one of the earliest enterprise SaaS companies, but he wasn’t just developing a company on top of a new platform, he was building one from scratch with social responsibility built-in.

Fast-forward 20 years and that company is wildly successful. In its most recent earnings report, it announced a $4 billion quarter, putting it on a $16 billion run rate, and making it by far the most successful SaaS company ever.

But at the heart of the company’s DNA is a charitable streak, and it’s not something they bolted on after getting successful. Even before the company had a working product, in the earliest planning documents, Salesforce wanted to be a different kind of company. Early on, it designed the 1-1-1 philanthropic model that set aside 1% of Salesforce’s equity, and 1% of its product and 1% of its employees’ time to the community. As the company has grown, that model has serious financial teeth now, and other startups over the years have also adopted the same approach using Salesforce as a model.

In our coverage of Dreamforce, the company’s enormous annual customer conference, in 2016, Benioff outlined his personal philosophy around giving back:

You are at work, and you have great leadership skills. You can isolate yourselves and say I’m going to put those skills to use in a box at work, or you can say I’m going to have an integrated life. The way I look at the world, I’m going to put those skills to work to make the world a better place.

This year Benioff is coming to TechCrunch Disrupt in San Francisco to discuss with TechCrunch editors how to build a highly successful business, while giving back to the community and the society your business is part of. In fact, he has a book coming out in mid-October called Trailblazer: The Power of Business as the Greatest Platform for Change, in which he writes about how businesses can be a positive social force.

Benioff has received numerous awards over the years for his entrepreneurial and charitable spirit, including Innovator of the Decade from Forbes, one of the World’s 25 Greatest Leaders from Fortune, one of the 10 Best-Performing CEOs from Harvard Business Review, GLAAD, the Billie Jean King Leadership Initiative for his work on equality and the Variety Magazine EmPOWerment Award.

It’s worth noting that in 2018, a group of 618 Salesforce employees presented Benioff with a petition protesting the company’s contract with the Customs and Border Patrol (CBP). Benioff in public comments stated that the tools were being used in recruitment and management, and not helping to separate families at the border. While Salesforce did not cancel the contract, at the time, co-CEO Keith Block stated that the company would donate $1 million to organizations helping separated families, as well as match any internal employee contributions through its charitable arm, Salesforce.org.

Disrupt SF runs October 2 to October 4 at the Moscone Center in the heart of San Francisco. Tickets are available here.

Did you know Extra Crunch annual members get 20% off all TechCrunch event tickets? Head over here to get your annual pass, and then email This email address is being protected from spambots. You need JavaScript enabled to view it. to get your 20% discount. Please note that it can take up to 24 hours to issue the discount code.

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Mo Gawdat, the former Google and Google X executive, is probably best known for his book Solve for Happy: Engineer Your Path to Joy. He left Google X last year. Quite a bit has been written about the events that led to him leaving Google, including the tragic death of his son. While happiness is still very much at the forefront of what he’s doing, he’s also now thinking about his next startup: T0day.

To talk about T0day, I sat down with the Egypt-born Gawdat at the Digital Frontrunners event in Copenhagen, where he gave one of the keynote presentations. Gawdat is currently based in London. He has adopted a minimalist lifestyle, with no more than a suitcase and a carry-on full of things. Unlike many of the Silicon Valley elite that have recently adopted a kind of performative aestheticism, Gawdat’s commitment to minimalism feels genuine — and it also informs his new startup.

“In my current business, I’m building a startup that is all about reinventing consumerism,” he told me. “The problem with retail and consumerism is it’s never been disrupted. E-commerce, even though we think is a massive revolution, it’s just an evolution and it’s still tiny as a fraction of all we buy. It was built for the Silicon Valley mentality of disruption, if you want, while actually, what you need is cooperation. There are so many successful players out there, so many efficient supply chains. We want the traditional retailers to be successful and continue to make money — even make more money.”

What T0day wants to be is a platform that integrates all of the players in the retail ecosystem. That kind of platform, Gawdat argues, never existed before, “because there was never a platform player.”

That sounds like an efficient marketplace for moving goods, but in Gawdat’s imagination, it is also a way to do good for the planet. Most of the fuel burned today isn’t for moving people, he argues, but goods. A lot of the food we buy goes to waste (together with all of the resources it took to grow and ship it) and single-use plastic remains a scourge.

How does T0day fix that? Gawdat argues that today’s e-commerce is nothing but a digital rendering of the same window shopping people have done for ages. “You have to reimagine what it’s like to consume,” he said.

The reimagined way to consume is essentially just-in-time shipping for food and other consumer goods, based on efficient supply chains that outsmart today’s hub and spoke distribution centers and can deliver anything to you in half an hour. If everything you need to cook a meal arrives 15 minutes before you want to start cooking, you only need to order the items you need at that given time and instead of a plastic container, it could come a paper bag. “If I have the right robotics and the right autonomous movements — not just self-driving cars, because self-driving cars are a bit far away — but the right autonomous movements within the enterprise space of the warehouse, I could literally give it to you with the predictability of five minutes within half an hour,” he explained. “If you get everything you need within half an hour, why would you need to buy seven apples? You would buy three.”

Some companies, including the likes of Uber, are obviously building some of the logistics networks that will enable this kind of immediate drop shipping, but Gawdat doesn’t think Uber is the right company for this. “This is going to sound a little spiritual. There is what you do and there is the intention behind why you do it,” he said. “You can do the exact same thing with a different intention and get a very different result.”

That’s an ambitious project, but Gawdat argues that it can be done without using massive amounts of resources. Indeed, he argues that one of the problems with Google X, and especially big moonshot projects like Loon and self-driving cars, was that they weren’t really resource-constrained. “Some things took longer than they should have,” he said. “But I don’t criticize what they did at all. Take the example of Loon and Facebook. Loon took longer than it should have. In my view, it was basically because of an abundance of resources and sometimes innovation requires a shoestring. That’s my only criticism.”

T0day, which Gawdat hasn’t really talked about publicly in the past, is currently self-funded. A lot of people are advising him to raise money for it. “We’re getting a lot of advice that we shouldn’t self-fund,” he said, but he also believes that the company will need some strategic powerhouses on its side, maybe retailers or companies that have already invested in other components of the overall platform.

T0day’s ambitions are massive, but Gawdat thinks that his team can get the basic elements right, be that the fulfillment center design or the routing algorithms and the optimization engines that power it all. He isn’t ready to talk about those, though. What he does think is that T0day won’t be the interface for these services. It’ll be the back end and allow others to build on top. And because his previous jobs have allowed him to live a comfortable life, he isn’t all that worried about margins either, and would actually be happy if others adopted his idea, thereby reducing waste.

We dedicate this post to all the busy, overworked startuppers — the last-minute mamas, procrastinating papas and everyone in between. We empathize and gently offer this swift boot in the booty. You have only 48 hours left to save a bundle on your pass to Disrupt San Francisco 2019.

Beat the deadline — 11:59 p.m. (PST) on August 30 — and you can save up to $1,300. Get moving and buy your tickets right here, right now.

Don’t miss out on our flagship Disrupt, which takes place October 2-4. It’s the quintessential tech conference for anyone focused on early-stage startups. Join more than 10,000 attendees — including over 1,200 exhibiting startups — for three jam-packed days of programming. We’re talking four different stages with interactive workshops, Q&A sessions and interviews with some of the industry’s top tech titans, founders, investors, movers and shakers. Check out our list of speakers and the Disrupt agenda.

Disrupt is a breeding ground of opportunity, networking and collaboration. It’s a place where ideas are born, and partnerships are made. Don’t take our (admittedly very biased) word for it. Your peers happen to agree. Here’s what Sage Wohns, co-founder of Agolo, an artificial intelligence startup, had to say about his Disrupt experience:

Disrupt helps you connect more with the startup community in very tangible ways. You can meet investors and bigger players in your industry to see if there’s an opportunity to work together. Disrupt is unique in how it brings everyone — all the industry touch points — together under one roof. It’s incredibly valuable.

We haven’t even mentioned the Startup Battlefield pitch competition, the TC Top Picks who will set up camp in Startup Alley or the TC Hackathon!

So much to see, hear and do at Disrupt San Francisco 2019. And yet, so little time left — 48 tiny little hours — to save money on your pass. What are you waiting for? Get your early-bird tickets now before the clock strikes 11:59 p.m. (PST) on August 30.

Is your company interested in sponsoring or exhibiting at Disrupt San Francisco 2019? Contact our sponsorship sales team by filling out this form.

The future is female and all you fierce female founders have one last shot at receiving 30 minutes of face time with some of the industry’s leading female funders. Say what now? We’re talking the All Raise “ask me anything” (AMA) sessions at Disrupt SF 2019 — and applications close tomorrow, August 30.

All Raise, a startup nonprofit focused on accelerating female founder success, will host a day-long AMA event on October 3 at Disrupt SF 2019. It’s a match-up of early-stage startup founders and top VCs — and more than 100 female founders will take part in at least 30 sessions scheduled throughout the day.

Each session lasts 30 minutes, and three founders will use that time to ask a their female funder well, anything. What business issues keep you up at night? How do you prep for your next round of funding? What do you need to consider when making key hires? This is not a pitching event — it’s a rare networking opportunity to connect with and learn from the very best.

You might be paired with one of these leading VCs:

Apply for an All Raise AMA session if you meet the following criteria:

Note: All Raise gives special consideration to founders from underrepresented groups (e.g. Black, Latinx or LGBTQIA women).

All Raise will review the applications and notify the founders. Acceptance is based on availability for session spots, investor fit with industry sector and company stage, as well as demand for certain categories.

Bonus: After All Raise chooses the participants, we’ll randomly select 30 founders to receive a free Expo Only pass.

If you’re selected, you’ll need to buy any pass to Disrupt SF (unless you win one of the Expo Only passes). You’ll receive an email from All Raise with your session time.

Female funders helping female founders. Don’t squander this chance to learn from the women who know funding best. Apply for an All Raise AMA session by tomorrow, August 30, and get ready to move your business forward.

If you are interested in sponsoring this event or exhibiting at Disrupt San Francisco 2019, fill out this form to get in contact with our sales team.

As cities in emerging markets grapple with increasingly traffic-clogged and dangerous streets, Urbvan, a startup providing private, high-end transportation shuttles in Mexico, has raised $9 million in a new round of financing.

Co-founded by Joao Matos Albino and Renato Picard, Urbvan is taking the reins from startups like the now-defunct Chariot and tailoring the business for the needs of emerging-market ecosystems.

Hailing from Portugal, Albino arrived in Mexico City as a hire for the Rocket Internet startup Linio. Although Linio didn’t last, Albino stayed in Mexico, eventually landing a job working for the startup Mercadoni, which is where he met Picard.

The two men saw the initial success of Chariot as it launched from Y Combinator, but were also tracking companies like the Indian startup Shuttl.

“We wanted to make shared mobility more accessible and a little bit more efficient,” says Albino. “We studied the economics and we studied the market and we knew there was a huge urgency in the congested cities of  Latin America.”

Unlike the U.S. — and especially major cities like San Francisco and New York — where public transportation is viewed as relatively safe and efficient, the urban environment of Mexico City is seen as not safe by the white-collar workers that comprise Urbvan’s principal clientele.

The company started operating back in 2016. At the time it had five vans that it leased and retrofitted to include amenities like Wi-Fi and plenty of space for a limited number of passengers. The company has expanded significantly since those early days. It now claims more than 15,000 monthly users and a fleet of 180 vans.

Urbvan optimized for safety as well as comfort, according to Albino. The company has deals with WeWork, Walmart and other retailers in Mexico City, so that all the stops on a route are protected and safe. The company also vets its drivers and provides them with additional training because of the expanded capacity of the vans.

Each van is also equipped with a panic button and cameras inside and out for additional monitoring.

Customers either pay $3 per ticket or sign up for a monthly pass that ranges from $100 to $130.

Financing for the company came from Kaszek Ventures and Angel Ventures, with previous investor Mountain Nazca also participating.

For Albino, who went to India to observe Shuttl’s operations, the global market for these kinds of services is so large that there will be many winners in each geography.

“Each city is different and you need to adapt. The technology needs to be adaptable to the city’s concerns, and where it can, add more value,” says Albino. “The Indian market is super different from Latin America… It’s a huge market with a lot of congestion… But the value proposition is a bit more basic [for Shuttl].”

Urbvan is currently operating in Mexico City and Monterrey, but has plans to expand into Guadalajara later this year.

Welcome to this transcribed edition of The Operators. The Operators features insiders from companies like Airbnb, Brex, Calm, Facebook, Google, Lyft, Slack, Uber, WeWork, and Zeus Living sharing their stories and tips on how to break into fields like marketing and product management. They also share best practices for entrepreneurs on how to hire and manage experts from domains outside their own.

This week’s edition features two finance experts with experience from Calm, AdRoll, Morgan Stanley, Change.org, Zeus Living, and Duda. Listen in as they unpack how to build a career in finance at a tech startup and how founders should be thinking about hiring and managing this function.

Stephanie Hsiung is the CFO of Duda, a new and exciting enterprise website builder. Prior to taking the CFO role at Duda, Stephanie served as the VP of Finance at Calm, the leading meditation and mental wellness app and recent unicorn. She was also previously the VP of Finance at Change.org, and was at AdRoll before that.

Mark Kang is the Head of Finance at Zeus Living, which is one of the fastest-growing providers of furnished housing for business travelers. He brings experience from venture capital, banking at Morgan Stanley, where he managed IPOs, and also spent time at Barclays.

Neil Devani and Tim Hsia created The Operators after seeing and hearing too many heady, philosophical podcasts about the future of tech, and not enough attention on the practical day-to-day work that makes it all happen.

Tim is the CEO & Founder of Media Mobilize, a media company and ad network, and a Venture Partner at Digital Garage. Tim is an early-stage investor in Workflow (acquired by Apple), Lime, FabFitFun, Oh My Green, Morning Brew, Girls Night In, The Hustle, Bright Cellars, and others.

Neil is an early-stage investor based in San Francisco with a focus on companies building stuff people need, solutions to very hard problems. Companies he’s invested in include Andela, Clearbit, Kudi, Recursion Pharmaceuticals, Solugen, and Vicarious Surgical.

If you’re interested in starting or accelerating your marketing career, or how to hire and manage this function, you can’t miss this episode!

The show:

The Operators features insiders from companies like Airbnb, Brex, Calm, Facebook, Google, Lyft, Slack, Uber, WeWork, and Zeus Living sharing their stories and tips on how to break into fields like marketing and product management. They also share best practices for entrepreneurs on how to hire and manage experts from domains outside their own.

In this episode:

In Episode 6, we’re talking about finance. Neil interviews Stephanie Hsiung, the CFO of Duda, a new and exciting enterprise website builder, and Mark Kang, the Head of Finance at Zeus Living, one of the fastest-growing providers of furnished housing for business travelers.

Neil Devani: Hello and welcome to the Operators, where we talk to entrepreneurs and executives from leading technology companies like Google, Facebook, Airbnb, and Calm about how to break into a new field, how to build a successful career, and how to hire and manage talent beyond your own expertise.

We skip over the lofty prognostications from venture capitalists and storytime with founders to dig into the nuts and bolts of how it all works. Hear from the people doing the real day to day work, the people who make it all happen, the people who know what it really takes… The Operators.

Today we’re talking to two finance experts with experience in investment banking and billion-dollar tech startups. I’m your host, Neil Devani and we’re coming to you from Digital Garage here in downtown San Francisco.

Joining me today is Stephanie Hsiung, CFO of Duda, an enterprise website builder, and formerly the VP of finance at Calm, the leading meditation and mental wellness app. She was also the VP of Finance at Change.org and AdRoll before that.

Also joining us is Mark Kang, Head of Finance at Zeus Living, a rising provider of furnished housing for business travels. They have 1400 homes under management in four major metro areas. Mark has experience as a venture capitalist as well and was previously a banker at Morgan Stanley and Barclays. Stephanie and Mark, thank you for joining us.

Stephanie Hsiung: Thank you for having us.

Mark Kang: Yes, thanks for having us.

Sramana Mitra: Give me some examples of the kind of medical companies that you have invested in. Alain le Loux: I’ve invested in two companies. They are doing great, but it takes a lot of time. For...

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Today’s 454th FREE online 1Mby1M Roundtable For Entrepreneurs is starting in 30 minutes, on Thursday, August 29, at 8 a.m. PDT/11 a.m. EDT/5 p.m. CEST/8:30 p.m. India IST. Click here to join....

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