Mabl, a Boston-based startup from the folks who brought you Stackdriver, wants to change software testing using machine learning, and today it announced a $20 million Series B investment led by GV (formerly Google Ventures).

Existing investors CRV and Amplify Partners also participated. As part of the deal, Karim Faris, general partner at GV will be joining the Mabl board. Today’s investment comes on top of a $10 million Series A announced in February.

While it was at it, the company also announced a brand new enterprise product. In fact, part of the reason for going for a hefty Series B so soon after landing the Series A was because it takes some money to service enterprise clients, company founder Izzy Azeri explained.

Azeri says that when he and his partner Dan Belcher decided to start a new company after selling Stackdriver to Google in 2014, they wanted to be methodical about it. They did some research to find gaps and pain points the new company could address. What they found was that QA wasn’t keeping up with modern development speed.

They saw development and testing teams spending too much time simply maintaining the testing regimen, and they believed with machine learning they could help automate the QA process and deliver it in the form of a cloud service, allowing testing to keep up.

Instead of looking at the code level, Mabl looks at your website or service and alerts you to errors like increased load time, broken links or other problems, and displays the results in a dashboard. When it finds an issue, it flags the step in the process where the problem occurred and sends a screenshot to the test or development team where they can analyze it and fix it if needed.

They launched in Beta last February and went GA in May. Since then, they were pleasantly surprised to find that larger companies were interested in their service and they knew they needed to beef up the base product to appeal to these customers.

That meant adding secure tunneling, which they call Mabl Link, a higher level of encryption, support for cross-browser testing and integration with enterprise single sign-on. They also needed a higher level of support and training, which are also part of the enterprise package.

They let each customer try the full suite of features when they sign up for 21 days, after which they can drop down to Pro or sign up for the enterprise version, depending on their budgets and requirements.

Mabl currently has 30 employees in Boston, and as they develop the enterprise business, the plan is bring that up to 70 in the next year as they add enterprise sales people, customer success staff and of course more engineering to keep building the product.

According to a recent Market Research report, the global cyber security market is expected to grow at a steady pace of 10% annually over the next few years to $172 billion by 2024. FireEye (Nasdaq:...

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Roman is a rocket ship, and I’m not talking about how it sells Viagra and Cialis. Less than a year after launching its cloud pharmacy for erectile dysfunction with $3 million in funding and a five-person team, Roman has grown to seventy team members and a revenue run-rate in the 10s of millions — up 720 percent since January. It’s sparked over a million patient-physician visits, phone calls, and text conversations through its telemedicine portal for getting diagnoses and prescriptions.

And now Roman is ready to expand beyond men, so it’s dropping the ‘Man.

Today, the newly renamed ‘Ro’ unveiled its next product, Zero, a $129 ‘quit smoking’ kit. It contains a month’s worth of prescription cessation medication bupropion and nicotine gum, plus an app for tracking progress and learning how to stay motivated through hunger, nausea, and cravings. Pre-orders open today.

“Erectile dysfunction medication is a knee brace. It helps you to walk again but the goal would be to not need a knee brace” says Ro co-founder Zachariah Reitano, who started the company because he lives with ED himself due to a heart medication side effect. “Some people will need ED medication but we’re hoping that a lot of people, through lifestyle changes or quitting smoking, won’t need us any more.”

To get the word out about Zero to women and men alike, as well as build a physician’s electronic medical record system, Ro has also raised a jaw dropping $88 million Series A round. It was led by FirstMark Capital and joined by SignalFire, Initialized Capital, General Catalyst, Slow Ventures, Sinai Ventures, Torch Capital, BoxGroup, and Tusk Ventures. Initialized and Reddit co-founder Alexis Ohanian and FirstMark managing director Rick Heitzmann will both join Ro’s board to steward this massive infusion of capital.

“The plan for the money is to continue to build out our own pharmacy” as well as “a lot of the backend infrastructure that we call ‘Ro’ that will allow us to launch these other products and verticals over the next two to three years, including women’s health products, Reitano tells me. Ohanian writes that “The only thing that exceeds Ro’s execution to date is their vision for the future of healthcare. Unlike other companies in the space, Ro is full-stack and is actually rebuilding the health care experience from the ground up, which means they are able to deliver unrivaled care for patients across the country.”

Until recently, 80 percent of Viagra sold online was counterfeit. That not only made it awkward to buy medication for erectile dysfunction, but also dangerous. Yet that number is starting to drop thanks to the explosion in popularity of Roman, as well as fellow direct-to-consumer men’s health startup Hims. “Roman doesn’t lend itself to the typical Instagram unboxing experience, but we get a lot of one-to-one word of mouth” Reitano says with a chuckle. SEO has also been key to revenue growth, as it’s the first organic search result for ‘buy Viagra’.

“One of the thing that’s helped has been me sharing my story [he’s dealt with ED since he was 17], and this ‘check engine light’ concept” that views erections as indicators that a man’s body is in working order. Roman even built a somewhat-silly app called Morning Glory to help men track morning erections. Roman’s whole experience is designed to make patients comfortable with a fundamentally uncomfortable topic. “The fact that this stigma exists is why people don’t talk to their doctor or their partner” Reitano says.

Now Ro wants to take the same clear-eyed approach to helping people quit smoking, starting by getting you to chat with its “telehealth assistant” to get paperwork sorted before you speak with a Ro doctor. The startup says that of the 37.5 million people in the US who smoke, 70 percent want to quit and 50 percent try to quit each year, but only 3 to 5 percent are smoke-free after six months. But with medication, nicotine replacement therapy like gum, tapering down smoking before stopping, and counseling, the quit rate drastically improves to 33 percent after six months.

You get all that from Zero’s kit for $129 per month, compared to $120 on Amazon for just the nicotine gum. Reitano admits that “the margin actually is not fantastic to start. Let’s say it’s slightly below what a typical commerce purchase would be.” But the idea is that if Ro and Zero can help someone quit smoking, patients will turn to it for more of their online pharmacy needs.

One barrier for Ro is that it currently doesn’t accept insurance for its $15 telemedicine appointments, Roman pills, or the Zero kit. Eventually it wants to accept FSA cards for tax-favored spending in hopes of reducing the cost for some patients, but otherwise Ro will require people to pay out-of-pocket, restricting it to wealthier segment of the population. Reitano admits that “In any space that’s incredibly competitive and highly regulated, there are things out of your control. In our control, there’s an incredible opportunity to make sure we take advantage of the infrastructure we have.”

Reitano concludes, “Honestly, I hope we can live up to what we want to build.”

I’m not going to lie, when Studio Banana released the original Ostrichpillow back in 2012, despite breaking all Kickstarter records at the time, I thought the whole thing might be an elaborate joke. Or, worse still, since the sleep-at-your-desk styled product had found popularity amongst people who worked at startups, Silicon Valley was now parodying itself.

Except that “transformative” design company Studio Banana is based in Europe, with offices based in London, Lake Geneva and Madrid. And 500,000 sales and five products later, the joke is arguably on its critics. As I’m fond of telling founders who ask for validation, ultimately it is the market that decides.

Enter the latest Ostrichpillow creation: the aptly named Ostrichpillow Hood. Aptly named because, well, it’s a hood. However, unlike the previous products in the range, which were designed to facilitate sleep in non-traditional places, the Ostrichpillow Hood, we’re told, is to be used in “everyday waking life”.

Specifically, by reducing the ability to see activity in the edges of your field of vision, it is intended to help you focus on the task at hand and/or reduce overstimulation, such as the kind induced by open plan co-working spaces.

“The product we’re launching now is the sixth of the different products that have emerged in the Ostrichpillow family and they’re catering to different needs,” Ali Ganjavian, co-founder of Studio Banana, tells me in a video call yesterday. “Ostrichpillow was really about complete isolation and it was really a statement product… So different products have different use-cases and different functions, and also different social acceptances”.

I suggest that the Ostrichpillow Hood may turn out to be broadly socially acceptable, not least for anyone already familiar with the original Ostrichpillow, but also because asking work colleagues to respect the need to focus is a lot different to asking them to ignore your need to take a nap at your desk. Ganjavian doesn’t degree, even though there is no doubt the two products share the same design heritage.

“A lot of the stuff we are thinking about now is about the state of mind,” he says, noting that throughout the working day we are bombarded with stimuli and information, from messaging apps, emails, social media, meetings and even something as innocuous as having to say hello to work mates. “[The Ostrichpillow Hood] is really about sheltering. It is not only a physical movement, there is psychology in the way it shelters you… it’s about shifting your mood”.

Next Ganjavian demonstrates the three positions the Ostrichpillow Hood is designed to be worn.

The ‘Hood’ position is for when you need to concentrate on something in public, for example when commuting or in an open plan office or coffee shop. Like wearing a pair of visually loud headphones, it also has the added effect of signalling to colleagues that you’d rather not be disturbed or are “wired in“.

The ‘Eclipse’ position, where the hood can be turned around to cover your face completely, is for when you need to truly switch off from your surroundings, such as to deeply think, take a short break or meditate. “If I’ve got my headphones on in that posture then what it allows me to do is to totally isolate myself in the same way I would with an Ostrichpillow but in a much more acceptable way,” says Ganjavian.

Finally, the ‘Hoop’ position, with the hood worn down around your neck, is designed to feel warm and cozy and turns the Ostrichpillow Hood into attire more akin to a fashion accessory.

Adds the Studio Banana co-founder: “What I find really exciting about this moment is that I currently work in between three different geographies, there is so much going on, and how do we create a tool or object that makes me feel good, helps me perform better, and helps me become more efficient, and also feeds that overall well-being that I’m looking for in my workplace. At the same time, I can just walk out into the street with it on and just go home and feel good about it”.

Sramana Mitra: Can we talk a bit about the competitive map around this ecosystem? The direct competitors are Chargify and Zuora, right? Erich Litch: Since we operate in so many parts of the...

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For customer service, Ultimate.ai‘s thesis is it’s not humans or AI but humans and AI. The Helsinki- and Berlin-based startup has built an AI-powered suggestion engine that, once trained on clients’ data-sets, is able to provide real-time help to (human) staff dealing with customer queries via chat, email and social channels. So the AI layer is intended to make the humans behind the screens smarter and faster at responding to customer needs — as well as freeing them up from handling basic queries to focus on more complex issues.

AI-fuelled chatbots have fast become a very crowded market, with hundreds of so-called ‘conversational AI’ startups all vying to serve the customer service cause.

Ultimate.ai stands out by merit of having focused on non-English language markets, says co-founder and CEO Reetu Kainulainen. This is a consequence of the business being founded in Finland, whose language belongs to a cluster of Eastern and Northern Eurasian languages that are plenty removed from English in sound and grammatical character.

“[We] started with one of the toughest languages in the world,” he tells TechCrunch. “With no available NLP [natural language processing] able to tackle Finnish, we had to build everything in house. To solve the problem, we leveraged state-of-the-art deep neural network technologies.

“Today, our proprietary deep learning algorithms enable us to learn the structure of any language by training on our clients’ customer service data. Core within this is our use of transfer learning, which we use to transfer knowledge between languages and customers, to provide a high-accuracy NLU engine. We grow more accurate the more clients we have and the more agents use our platform.”

Ultimate.ai was founded in November 2016 and launched its first product in summer 2017. It now has more than 25 enterprise clients, including the likes of Zalando, Telia and Finnair. It also touts partnerships with tech giants including SAP, Microsoft, Salesforce and Genesys — integrating with their Contact Center solutions.

“We partner with these players both technically (on client deployments) and commercially (via co-selling). We also list our solution on their Marketplaces,” he notes.

Up to taking in its first seed round now it had raised an angel round of €230k in March 2017, as well as relying on revenue generated by the product as soon as it launched.

The $1.3M seed round is co-led by Holtzbrinck Ventures and Maki.vc.

Kainulainen says one of the “key strengths” of Ultimate.ai’s approach to AI for text-based customer service touch-points is rapid set-up when it comes to ingesting a client’s historical customer logs to train the suggestion system.

“Our proprietary clustering algorithms automatically cluster our customer’s historical data (chat, email, knowledge base) to train our neural network. We can go from millions of lines of unstructured data into a trained deep neural network within a day,” he says.

“Alongside this, our state-of-the-art transfer learning algorithms can seed the AI with very limited data — we have deployed Contact Center automation for enterprise clients with as little as 500 lines of historical conversation.”

Ultimate.ai’s proprietary NLP achieves “state-of-the-art accuracy at 98.6%”, he claims.

It can also make use of what he dubs “semi-supervised learning” to further boost accuracy over time as agents use the tool.

“Finally, we leverage transfer learning to apply a single algorithmic model across all clients, scaling our learnings from client-to-client and constantly improving our solution,” he adds.

On the competitive front, it’s going up against the likes of IBM’s Watson AI. However Kainulainen argues that IBM’s manual tools — which he argues “require large onboarding projects and are limited in languages with no self-learning capabilities” — make that sort of manual approach to chatbot building “unsustainable in the long-term”.

He also contends that many rivals are saddled with “lengthy set-up and heavy maintenance requirements” which makes them “extortionately expensive”.

A closer competitor (in terms of approach) which he namechecks is TC Disrupt battlefield alum Digital Genius. But again they’ve got English language origins — so he flags that as a differentiating factor vs the proprietary NLP at the core of Ultimate.ai’s product (which he claims can handle any language).

“It is very difficult to scale out of English to other languages,” he argues. “It also uneconomical to rebuild your architecture to serve multi-language scenarios. Out of necessity, we have been language-agnostic since day one.”

“Our technology and team is tailored to the customer service problem; generic conversational AI tools cannot compete,” he adds. “Within this, we are a full package for enterprises. We provide a complete AI platform, from automation to augmentation, as well as omnichannel capabilities across Chat, Email and Social. Languages are also a key technical strength, enabling our clients to serve their customers wherever they may be.”

The multi-language architecture is not the only claimed differentiator, either.

Kainulainen points to the team’s mission as another key factor on that front, saying: “We want to transform how people work in customer service. It’s not about building a simple FAQ bot, it’s about deeply understanding how the division and the people work and building tools to empower them. For us, it’s not Superagent vs. Botman, it’s Superagent + Botman.”

So it’s not trying to suggest that AI should replace your entire customers service team but rather enhance your in house humans.

Asked what the AI can’t do well, he says this boils down to interactions that are transactional vs relational — with the former category meshing well with automation, but the latter (aka interactions that require emotional engagement and/or complex thought) definitely not something to attempt to automate away.

“Transactional cases are mechanical and AI is good at mechanical. The customer knows what they want (a specific query or action) and so can frame their request clearly. It’s a simple, in-and-out case. Full automation can be powerful here,” he says. “Relational cases are more frequent, more human and more complex. They can require empathy, persuasion and complex thought. Sometimes a customer doesn’t know what the problem is — “it’s just not working”.

“Other times are sales opportunities, which businesses definitely don’t want to automate away (AI isn’t great at persuasion). And some specific industries, e.g. emergency services, see the human response as so vital that they refuse automation entirely. In all of these situations, AI which augments people, rather than replaces, is most effective.

“We see work in customer service being transformed over the next decade. As automation of simple requests becomes the status-quo, businesses will increasingly differentiate through the quality of their human-touch. Customer service will become less labour intensive, higher skilled work. We try and imagine what tools will power this workforce of tomorrow and build them, today.”

On the ethics front, he says customers are always told when they are transferred to a human agent — though that agent will still be receiving AI support (i.e. in the form of suggested replies to help “bolster their speed and quality”) behind the scenes.

Ultimate.ai’s customers define cases they’d prefer an agent to handle — for instance where there may be a sales opportunity.

“In these cases, the AI may gather some pre-qualifying customer information to speed up the agent handle time. Human agents are also brought in for complex cases where the AI has had difficulty understanding the customer query, based on a set confidence threshold,” he adds.

Kainulainen says the seed funding will be used to enhance the scalability of the product, with investments going into its AI clustering system.

The team will also be targeting underserved language markets to chase scale — “focusing heavily on the Nordics and DACH [Germany, Austria, Switzerland]”.

“We are building out our teams across Berlin and Helsinki. We will be working closely with our partners – SAP, Microsoft, Salesforce and Genesys — to further this vision,” he adds.

Commenting on the funding in a statement, Jasper Masemann, investment manager at Holtzbrinck Ventures, added: “The customer service industry is a huge market and one of the world’s largest employers. Ultimate.ai addresses the main industry challenges of inefficiency, quality control and high people turnover with latest advancements in deep learning and human machine hybrid models. The results and customer feedback are the best I have seen, which makes me very confident the team can become a forerunner in this space.”

Divido, the consumer finance platform that lets you take out credit at the point of purchase to help spread the cost of buying new things, has raised $15 million in Series A funding.

Leading the round is Dawn Capital, and DN Capital, with participation from Mastercard, American Express Ventures and a number of previous investors. Renier Lemmens, who previously served as Chief Executive Officer of PayPal EMEA and was an executive at Barclays, has also been appointed as chairman.

Launched in late 2015, London-based Divido currently works with over 1,000 partners to enable them to offer B2C and B2B finance to their customers at checkout. This includes being able to spread the cost of any product or service over a period of time by providing instant access to credit at the point of purchase, either online and in-store.

However, where the company differentiates from the likes of Klarna is that Divido doesn’t provide the line of credit itself or work with a single lender, instead operating a marketplace model. This sees lenders compete to offer the most suitable credit.

The broader pitch is that Divido’s consumer finance at the point of sale leads to up to 20 percent more sales for retailers, more lending for banks and more transactions for payment partners. The company’s clients include Mercedes-Benz, BNP Paribas Shopify.

Explains Christer Holloman, CEO of Divido, in a statement: “Proactive retailers know they have to try new initiatives to grow sales. Offering customers the option to pay later doesn’t just increase footfall and eyeballs, but it also raises average order values and conversion rates. And what’s good for the retailers is also good for the lenders who are providing this credit, and the intermediaries that facilitate the transactions”.

Meanwhile, Divido says the injection of capital will be used for global expansion. The platform is currently available in the U.K., Germany, France, Spain, Italy, the Nordics, and the U.S., and the company wants to be in 10 more countries by the end of 2019. Divido is also pivoting to licence its platform to banks and lenders via a service called “Powered by Divido”. This will let partners white label its technology to provide finance services to their customers.

Ola, the arch-rival of Uber in India, has raised $50 million at a valuation of about $4.3 billion from Sailing Capital, a Hong Kong-based private equity firm, and the China-Eurasian Economic Cooperation Fund (CEECF), a state-backed Chinese fund. The funding was disclosed in regulatory documents sourced by Paper.vc and reviewed by Indian financial publication Mint.

According to Mint, Sailing Capital and CEECF will hold a combined stake of more than 1% in Ola . An Ola spokesperson said the company has no comment.

Ola’s last funding announcement was in October, when it raised $1.1 billion (its largest funding round to date) from Tencent and returning investor SoftBank Group. Ola also said it planned to raise an additional $1 billion from other investors that would take the round’s final amount to about $2.1 billion.

At the time, a source with knowledge of the deal told TechCrunch that Ola was headed toward a post-money valuation of $7 billion once the $2.1 bllion raise was finalized. So while the funding from Sailing Capital and CEECF brings it closer to its funding goal, the latest valuation of $4.3 billion is still lower than the projected amount.

Ola needs plenty of cash to fuel its ambitious expansion both within and outside of India. In addition to ride hailing, Ola got back into the food delivery game at the end of last year by acquiring Foodpanda’s Indian operations to compete with UberEats, Swiggy, Zomato and Google’s Areo. It was a bold move to make as India’s food delivery industry consolidated, especially since Ola had previously launched a food delivery service that shut down after less than one year. To ensure the survival of Foodpanda, Ola poured $200 million into its new acquisition.

A few months later after buying Foodpanda, Ola announced the acquisition of public transportation ticketing startup Ridlr in an all-stock deal. Outside of India, Ola has been focused on a series of international launches. It announced today that it will begin operating in New Zealand, fast on the heels of launches in the United Kingdom and Australia (its first country outside of India) this year.

On August 23, 2013, my Harvard Business Review article, The Problem with Incubators and How to Solve Them, was published. At the time, there were 7,500 incubators and accelerators in the market....

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This report from CB Insights Research provides an in-depth study of the top trends in healthcare using AI. With healthcare AI funding reaching a historic high in Q2’18, this report becomes a...

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Sramana Mitra: One thing about these large VCs is that a first-time entrepreneur with no background in a particular technology area has absolutely no chance of raising money from a large VC today for...

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Sramana Mitra: In our work, we place a lot of emphasis on TAM and on really trying to get to precise bottom-up TAM analysis. In doing so, one thing that I see constantly is ignoring the segmentation...

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For entrepreneurs interested to meet and chat with Sramana Mitra in person, please join us for our weekly and informal group meetups. If you are living in the San Francisco Bay Area or are just in...

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Entrepreneurs are invited to the 415th FREE online 1Mby1M mentoring roundtable on Wednesday, September 19, 2018, at 8 a.m. PDT/11 a.m. EDT/8:30 p.m. India IST. If you are a serious entrepreneur,...

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In case you missed it, you can listen here:

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Sramana Mitra: My next question is around customer acquisition. It sounds like this is all direct selling. Jedidiah Yueh: Yes. We work with channel partners, but the vast majority is direct...

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Sramana Mitra: How do you process the current investment climate where capital is moving further and further upstream? How does a seed investor mitigate the Series A gap? Clint Chao: It’s a great...

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Elvie, a London-based startup known best for its connected Kegel trainer, is jumping into the breast pump business with a new $480 hands-free system you can slip into your bra.

Even with all the innovation in baby gear, breast pumps have mostly sucked (pun intended) for new moms for the past half a century. My first experience with a pump required me to stay near a wall socket and hunch over for a good 20 to 30 minutes for fear the milk collected might spill all over the place (which it did anyway, frequently). It was awful!

Next I tried the Willow Pump, an egg-shaped, connected pump meant to liberate women everywhere with its small and mobile design. It received glowing reviews, though my experience with it was less than stellar.

The proprietary bags were hard to fit in the device, filled up with air, cost 50 cents each (on top of the $500 pump that insurance did not cover), wasted many a golden drop of precious milk in the transfer and I had to reconfigure placement several times before it would start working. So I’ve been tentatively excited about the announcement of Elvie’s new cordless (and silent??) double breast pump.

Elvie tells TechCrunch its aim all along has been to make health tech for women and that it has been working on this pump for the past three years.

The Elvie Pump is a cordless, hands-free, closed-system, rechargeable electric pump designed by former Dyson engineers. It can hold up to 5 oz. from each breast in a single use.

It’s most obvious and direct competition is the Willow pump, another “wearable” pump moms can put right in their bra and walk around in, hands-free. However, unlike the Willow, Elvie’s pump does not need proprietary bags. You just pump right into the device and the pump’s smartphone app will tell you when each side is full.

It’s also half the size and weight of a Willow and saves every precious drop it can by pumping right into the attached bottle so you just pump and feed (no more donut-shaped bags you have to cut open and awkwardly pour into a bottle).

On top of that, Elvie claims this pump is silent. No more loud suction noise off and on while trying to pump in a quiet room in the office or elsewhere. It’s small, easy to carry around and you can wear it under your clothes without it making a peep! While the Willow pump claims to be quiet — and it is, compared to other systems — you can still very much hear it while you are pumping.

All of these features sound fantastic to this new (and currently pumping) mom. I remember in the early days of my baby’s life wanting to go places but feeling stuck. I was chained to not just all the baby gear, hormonal shifts and worries about my newborn but to the pump and feed schedule itself, which made it next to impossible to leave the house for the first few months.

My baby was one of those “gourmet eaters” who just nursed and nursed all day. There were days I couldn’t leave the bed! Having a silent, no mess, hands-free device that fit right in my bra would have made a world of difference.

However, I mentioned the word “tentatively” above, as I have not had a chance to do a hands-on review of Elvie’s pump. The Willow pump also seemed to hold a lot of promise early on, yet left me disappointed.

To be fair, the company’s customer service team was top-notch and did try to address my concerns. I even went through two “coaching” sessions, but in the end it seemed the blame was put on me for not getting their device to work correctly. That’s a bad user experience if you are blaming others for your design flaws, especially new and struggling moms.

Both companies are founded by women and make products for women — and it’s about time. But it seems as if Elvie has taken note of the good and bad in their competitors and had time to improve upon it — and that’s what has me excited.

As my fellow TechCrunch writer Natasha put it in her initial review of Elvie as a company, “It’s not hyperbole to say Elvie is a new breed of connected device. It’s indicative of the lack of smart technology specifically — and intelligently — addressing women.”

So why the pump? “We recognized the opportunity [in the market] was smarter tech for women,” founder and CEO Tania Boler told TechCrunch on her company’s move into the breast pump space. “Our aim is to transform the way women think and feel about themselves by providing the tools to address the issues that matter most to them, and Elvie Pump does just that.”

The Elvie Pump comes in three sizes and shapes to fit the majority of breasts and, in case you want to check your latch or pump volume, also has transparent nipple shields with markings to help guide the nipple to the right spot.

The app connects to each device via Bluetooth and tracks your production, detects let down, will pause when full and is equipped to pump in seven different modes.

The pump retails for $480 and is currently available in the U.K. However, those in the U.S. will have to wait until closer to the end of the year to get their hands on one. According to the company, it will be available on Elvie.com and Amazon.com, as well in select physical retail stores nationally later this year, pending FDA approval.