Munchery, the on-demand food delivery startup, has shut down its operations in Los Angeles, New York and Seattle, the company announced on its blog today. That means the teams from those cities are also being let go. In total, 257 people (about 30 percent of workforce) were let go, according to a Munchery spokesperson.

“We recognize the impact this will have on the members of our team in those regions,” Munchery CEO James Beriker wrote on the company blog. “Our teams in each city have built their businesses from scratch and worked tirelessly to serve our customers and their communities. I am grateful for their unwavering commitment to Munchery’s mission and success. I truly wish that the outcome would have been different.”

With LA, New York and Seattle off the table, Munchery says it’s going to focus more on its business in San Francisco, its first and largest market. This shift in operations will also enable Munchery to “achieve profitability on the near term, and build a long-term, sustainable business.”

The last couple of years for Munchery has not gone very well, between scathing reports of the company wasting an average of 16 percent of the food it makes, laying off 30 employees and burning through most of the money it raised.

During that time, Munchery tried a number of different strategies. Munchery, which began as a ready-to-heat meal delivery service, in 2015 started delivering meal recipes and ingredients for people who want to cook. Then, Munchery launched an $8.95 a month subscription plan for people who order several times a month. In late 2016, Munchery opened up a shop inside a San Francisco BART station to try to bring in new business.

But it’s not just Munchery that has struggled. The on-demand food delivery business is tough in general. Over the last couple of years, a number of companies have shuttered due to the now well-known fact that the on-demand business is tough when it comes to margins. The most recent casualty was Sprig, which shut down last May, after raising $56.7 million in funding. Other casualties include Maple, Spoonrocket and India’s Ola.

Munchery has raised more than $120 million in capital from Menlo Ventures, Sherpa Capital and others. In March, the company was reportedly seeking $15 million in funding to help keep its head above water.

Sramana Mitra: GDPR was a priority for you long before all this because a priority for the rest of the world. Being in Europe, you had to pay attention to privacy much sooner. Samir Addamine:...

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Sramana Mitra: It’s a very particular and very narrow niche. The problem is that every entrepreneur somehow has been told that VC financing is entrepreneurship success. That’s a myth that’s...

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We haven’t written much about Scout Ventures, but the New York City-based firm has built up a big portfolio over nearly a decade of investing, with exits like Olapic (acquired by Monotype for $130 million) and Kanvas (acquired by TechCrunch’s parent company AOL).

And, it’s done all of this with just one full-time partner, Bradley C. Harrison — until recently, when the firm brought on Wes Blackwell as partner.

Blackwell is an advisor to Washington, D.C. startup studio DataTribe and previously led enterprise implementation, account management and tech support at LiveSafe. And like Harrison (who graduated from West Point and served in the Army for five years), Blackwell is a veteran of the U.S. Armed Forces, having spent more than a decade flying helicopters in the Navy.

“If you’d asked me five years ago if I would have partnered with an Annapolis Navy brat, the answer would have been an unequivocal no,” Harrison said. But he said that as he and Blackwell started spending more time together, he realized that their backgrounds were complementary: “It made all the sense in the world.”

And the Armed Forces background isn’t just another line in their bios — Harrison said that about half of the companies that Scout has invested in were founded by veterans.

“We don’t find a lot of competition in this stuff,” he explained. “It’s a pretty tight community.”

Scout typically writes initial checks of between $500,000 and $750,000 and aims to take a stake of around 10 percent. And while Harrison has been the only full-time partner until now, the firm has a team that also includes several venture partners and Principal Brendan Syron.

“Like any good investors, our thesis evolves over time,” Syron told me. He said the firm has become increasingly interested in frontier technology, with investments its “core sectors” of AI, machine learning, autonomy and mobility, and “a big focus” on data and cybersecurity — an area where Blackwell has strong connections.

“Some of folks in this industry, by their nature, they’re not very trusting,” Blackwell said. “So by virtue of Brad and I’s background and character, there’s a trust factor there.”

Blackwell has already made his first investment as part of Scout, leading a $1.5 million round in DeepSig, a startup working to improve wireless technology by applying deep learning to radio signal data.

A Cleveland.com article detailed the lengths the small midwestern city would go to lure Amazon’s in 50,000-person HQ2. In a document obtained by reporter Mark Naymik, we learn that Cleveland was ready to give over $120 million in free services to Amazon including considerably reduced fares on Cleveland-area trains and buses.

The document, available here, focuses on the Northeast Ohio Areawide Coordinating Agency (NOACA)’s ideas regarding the key component in many of Amazon’s decisions – transportation.

Ohio has a budding but often tendentious connection to public transport. Cities like Columbus have no light rail while Cincinnati just installed a rudimentary system. Cleveland, for its part, has a solid if underused system already in place.

That the city would offer discounts is not surprising. Cities were falling over themselves to gain what many would consider – including Amazon itself – a costly incursion on the city chosen. However, given the perceived importance of having Amazon land in a small city – including growth of the startup and tech ecosystems – you can see why Cleveland would want to give away plenty of goodies.

Ultimately the American Midwest is at a crossroads. It could go either way, with small cities growing into vibrant artistic and creative hubs or those same cities falling into further decline. And the odds are stacked against them.

The biggest city, Chicago, is a transport, finance, and logistics hub and draws talent from smaller cities that orbit it. Further, “smart” cities like Pittsburgh and Ann Arbor steal the brightest students who go on to the coasts after graduation. As Richard Florida noted, the cities with a vibrant Creative Class are often the ones that succeed in this often rigged race and many cities just can’t generate any sort of creative ecosystem – cultural or otherwise – that could support a behemoth like Amazon landing in its midst.

What Cleveland did wasn’t wrong. However, it did work hard to keep the information secret, a consideration that could be dangerous. After all, as Maryland Transportation Secretary Pete K. Rahn told reporters: “Our statement for HQ2 is we’ll provide whatever is necessary to Amazon when they need it. For all practical purposes, it’s a blank check.”

Entrepreneurs are invited to the 400th FREE online 1Mby1M Mentoring Roundtable on Wednesday, May 16, 2018, at 8 a.m. PDT/11 a.m. EDT/8:30 p.m. India IST. Register Here. For the past eight years,...

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Utsav Somani, Angel Investor at AngelList India, talks about the newly launched AngelList India.

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Cloud computing software vendor Twilio (NYSE:TWLO) recently reported its first quarter financial results that shattered all expectations. The market is very pleased with Twilio, with some...

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LightTag, a newly launched startup from a former NLP researcher at Citi, has built a “text annotation platform” designed to assist data scientists who need to quickly create training data for their AI systems. It’s a classic picks ‘n’ shovels move, in that the bootstrapped Berlin-based company is hoping to take advantage of the current boom in AI development.

Specifically, LightTag aims to solve one of the main bottlenecks of ‘deep learning’-based AI development: what you get out is only as good as the labeled data you put in. The problem, however, is that labelling data is laborious, and since it’s a job carried out by teams of humans it is prone to inaccuracy and inconsistency. LightTag’s team-based workflow, clever UI, and in-built quality controls is an attempt to mitigate this.

“What I’ve taken from [my previous positions] to LightTag is an understanding that labeled data is more important to success in machine learning than clever algorithms,” says founder Tal Perry. “The difference in a successful machine learning project often boiled down to how well the gathering and use of labeled data was executed and managed. There is a huge gap in the tooling to consistently do that well, that’s why I built LightTag”.

Perry says LightTag’s annotation interface is designed to keep labellers “effective and engaged”. It also employs its own “AI” to learn from previous labelling and make annotation suggestions. The platform also automates the work of managing a project, in terms of assigning tasks to labellers and making sure there is enough overlap and duplication to keep accuracy and consistency high.

“We’ve made it dead-simple to annotate with a team (sounds obvious, but nothing else makes it easy),” he says. “To make sure the data is good, LightTag automatically assigns work to team members so that there is overlap between them. This allows project managers to measure agreement and recognise problems in their project early on. For example, if a specific annotator is performing worse than others”.

Meanwhile, Perry says acquiring labeled data is one of the silent growth sectors in the recent AI boom, but for many sector-specific industries, such as medical, legal or financial, outsourcing the job is not an option. That’s because the data is often too sensitive, or too specialist for non-subject experts to process. To address this, LightTag offers an on-premise version in addition to SaaS.

“Every company has huge text datasets that are unstructured (CRM records, call transcripts, emails etc). ‘Deep Learning’ has made it algorithmically feasible to tap that data, but to use Deep Learning we need to train the model with labeled datasets. Most companies can’t outsource labelling on text because the data is too complicated (biology, finance), regulated (CRM records) or both (medical records),” explains the LightTag founder.

Operating in various pilots and in private beta since December 2018, and publicly launched this month, LightTag has already been used by the data science team at a large Silicon Valley tech company that wants its AI to understand free-form text in profiles, as well as by an energy company to analyse logs from oil rigs to predict problems drilling at certain depths. The startup has also done a pilot with a medical imaging company labelling reports associated with MRI scans.

During this week’s roundtable, we had as our guest Steve Beck, Managing Partner at Serra Ventures. Steve discussed his firm’s non-Unicorn investment thesis. Refreshing to hear. Isha Pay As for...

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If you live in a city, you’re probably deciding between a handful of major broadband or wireless carriers — maybe something like Comcast or AT&T. But there’s a good chance that there are a bunch of local carriers that are looking to get off the ground, and Benjamin Huang wants to help make sure there are even more options/.

That’s the idea behind Necto, a startup looking to create a sort of ISP school to help people get started with their own internet service provider founded by Huang and Adam Montgomery. Typically that’s a pretty tall order, but Necto works with individuals to learn how to build a network, get the right equipment, and deploy it in order to get consumers access to a new internet service provider that’s an alternative to the larger carriers. There are already emerging providers like Sonic in San Francisco, which aims to offer quick internet for a cheaper price, but there’s a whole group of individuals waiting in the wings that are trying to build their own ISP and the associated business behind it, Huang said. Necto is launching out of Y Combinator’s winter 2018 class.

“Ultimately, we want to see so many ISPs that net neutrality isn’t an issue,” Montgomery said. “It’s cheaper than ever and easier to start an internet service provider. People didn’t know they could do this, and networking engineering is the highest cost. You have to have a lot of stuff to build out. We remove that and bundle it as an ISP starter kit service. We give guidance to the operators, these are the customers you have, this is the equipment you need buy, here’s how to construct them. It’s more like constructing Ikea furniture. The hard part we remove which is automatically configuring these routers.”

Necto started off as its own attempt at an internet service provider, but Huang and Montgomery found that trying to get wholesale fiber was a high barrier to entry. The pair started looking into wholesale wireless, and Huang said that technology is getting to the point where it’s just as fast as typical broadband and an option for resale. The challenge then is getting the equipment into the hands of individuals that want to ramp up their own ISP and showing them how to get started. Then, they’re off to the races and work to build a business around that, including customer service and other facets of it.

Necto essentially charges for the guidance of how to start an ISP, including a class that individuals go through in order to get one off the ground. Then the company continues to ship software to ensure that it’s not as difficult to keep the equipment up and running, as well as provide ongoing support for those individuals. The equipment is all off the shelf, Huang said, in order to lower the barrier to entry for these providers.

The challenge here, however, will be ensuring that not only individuals know they can get an ISP off the ground, but getting their — and consumers’ — attention in the first place. Necto hopes to take a hyper-local strategy, Montgomery said, like traveling to farmers’ markets and working with local operators to ensure they can track down the right people that are looking to build a business around ISPs. There are still going to be plenty of challenges as it continues to work with wholesale wireless providers in order to get these businesses off the ground.

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Robinhood started off as a dead-simple stock trading application that had no transaction fees — but since it’s continued to grow, and especially as it starts to dive into cryptocurrency, investors are getting pretty excited about its prospects and are pouring a ton of new funding into it.

And it’s that tantalizing prospect of creating a next generation way of trading assets and cryptocurrency that is now sending Robinhood to a $5.6 billion valuation in a new financing round that the company is announcing today. Robinhood says it’s closed a $363 million Series D financing round; DST Global led this new round and Iconiq, Kleiner Perkins, Sequoia and Capital G participated. Robinhood had a $1.3 billion valuation last year when it had around 2 million users, and the company says it now has 4 million users and has passed $150 billion in transaction volume.

“It’s the only place right now where you can trade crypto, stocks, and options all in one place,” CEO Vlad Tenev said. “For us to construct an experience that feels seamless and natural for customers, that for example want to sell an equity and use the proceeds to buy crypto, seamlessly, that’s been challenging not just from a product and design standpoint, but also infrastructure standpoint. There’s complexity under the hood, and our goal is to make it as seamless as possible in the process and make that complexity go away.”

Those 4 million users — and that valuation — indicates that Robinhood has clearly exposed a lot of demand for an easier way for users to dip their toes into financial services without having to work with firms that have trading fees like Scottrade or E*Trade. And while there are a lot of services that offer robo-advisory services like Betterment and Wealthront, which make it easier to start investing small amounts of money, Robinhood offers users the opportunity to do these things at a more granular level.

And, of course, there’s the cryptocurrency aspect that is clearly spurring a lot of interest in the company. At the time, 1 million users waitlisted for access in just the five days after Robinhood Crypto was announced. Robinhood has premium services like Robinhood Gold, where the company can find additional ways to generate revenue that offset the requirements of running a system that allows users to trade stocks for free. Robinhood has raised $539 million to date, as diving into financial services can be an expensive prospect, as well as getting enough users on board to the point that it can scale to a level that the business starts to increasingly make sense.

Robinhood’s crypto trading service came out in February and by today, the company says it’s available in 10 states. The company also rolled out a web version and stock option trading, trying to become a more robust financial services company that’s still tuned to a younger generation that wants an easier way to get into investing without needing a big balance to invest. Most of Robinhood’s users, too, aren’t so-called “day traders” and are instead holding stocks for a while after they buy them.

“If you look at the data and the statistics, people that are active day traders are actually a very small percentage of our space,” Tenev said. “People that are actually transacting on that cadence are the minority of our customers. Most of our customers engage in more of these buy and hold accumulation strategies. We really see a lot of unique things because we don’t charge trading commissions. There are customers that deposit money regularly twice or once a month and then buy stocks as soon as those deposits come in. We don’t see a lot of customers that are doing rapid buying and selling.”

Still, as it tries to further expand — especially into products like crypto and new regions — it’s going to increasingly find itself trying to jump hurdles that financial services companies find when going abroad. And there’s always a chance that the trading platforms will try to become a little more competitive (and companies like Square are even getting into Bitcoin trading). That’s going to require a robust amount of funding to try to outmaneuver well-capitalized companies that might already have those relationships in place to more easily expand.

“The political climate is uncertain, it sort of affects everyone, it doesn’t affect us uniquely,” Tenev said. “We’re a crypto business now. Not a lot of people have a ton of clarity on what that’s gonna look like in the future, it’s a new space that’s evolving really rapidly. I think that we’re confident we can adapt and evolve, and we’re operating the business in a responsible way. There’s only so much you can do, but I feel like we’ve done a lot to address any concerns.”

Tailor Brands, a startup that automates parts of the branding and marketing process for small businesses, announced this morning that it has raised $15.5 million in Series B funding.

CEO Yali Saar has said the company sits at the intersection of design and machine learning. The idea is to create technology that understands the best practices of logo design, copywriting and social media strategy.

It’s the automated design that’s most immediately eye-catching, and that’s the big feature highlighted on the Tailor Brands website. You’ll need to pay to get access to high-quality image files, but before that, you can actually try creating a logo for free, just by entering some basic information about your company and identifying the designs you prefer.

Related: What do you guys think of the new TechCrunch logo?

Tailor Brands, which launched at TechCrunch’s Startup Battlefield in 2014, said the technology has already been used to create 45 million logos. The company says it had 3.86 million customers last year, and is adding half a million new businesses to the platform each month.

The new funding was led by Pitango Venture Capital Growth Fund and British Armat Group, with participation from Disruptive Technologies and Mangrove Capital Partners. The company has now raised a total of $20.6 million and says it will use the money to expand globally, add more languages and introduce more tools to its full branding suite.

There’s been another bomb at the box office, and it isn’t a movie.

MoviePass parent Helios & Matheson lost nearly half of its remaining value today as investors continued to flee the cash-burning movie service. That drop followed a 31 percent dive yesterday, after the company filed a statement with the SEC warning that it would have to sell equity in the coming weeks for it to remain solvent. Since Thursday’s opening bell last week, the stock has moved from $2.13 to $0.79, a drop of 63 percent. The company’s market cap is now $51.44 million (TechCrunch parent company Verizon owns shares of MoviePass through its sale of Moviefone).

MoviePass CEO Mitch Lowe said in a written statement that “Our burn rate has been slashed by 35-40% by the implementations and abuse prevention measures we have put in place over the last few weeks. We have always known, from when MoviePass took off in August, that it was going to be a high cash burn business model. We are not changing our guidance on 5 million subscribers by the end of this year – which should make us profitable/cash flow positive according to our business model. We have access in capital markets to over $300 million. So there is plenty of cash available to sustain the subscriber growth and movie-going habits of our users.”

Those are the facts as we know them, but let’s consider some of the options the company has now.

Even if you believe the market demand for Helios’ stock (I, for one, find them incredulous), there is an enormous challenge of converting that money into equity now. The envelope math looks like this: A month ago when the stock closed at $4.21, buying 20 percent of the company would have cost roughly $55 million. At the company’s current average burn rate of $21.7 million per month, that cash would have lasted approximately 2.5 months.

Now though, with the stock price so low, getting cash on the balance sheet today is a much harder proposition. That same $55 million that bought an investor a fifth of the company last month would be a complete buyout today. Buying 20 percent only costs a bit more than $10 million now, or roughly two weeks of burn.

So what’s the trick here that will save the company?

The obvious option is to radically control burn. The company could offer pricier tiers for heavy users of MoviePass, and could put a ceiling on the number of films a customer can watch per month as it did temporarily a few weeks ago. Lowe seems deeply committed to overall subscriber growth though, and that makes any sort of constraints on the product unlikely. The reason is that subscribers are the leverage Lowe needs to negotiate better partnership arrangements with theater chains, so he has to keep trying to grow users rapidly.

One theory is that the company could be negotiating equity deals with theater chains like AMC, which could be enticed by the low price of the stock to “buy in” to MoviePass’ popularity. Such media equity partnerships are not unusual — Sony, for instance, was a major shareholder in Spotify, as was Warner Music group, although both have since sold off large percentages of their holdings. Given the reliance of MoviePass on theater chains, building an equity partnership could prove to be the service’s savior.

A well-publicized partnership — including discounted movie tickets for MoviePass — could boost the stock significantly since the cost savings would improve the company’s burn rate. That could be an enticing proposition for the chains, since they could realize an almost immediate gain on their investment, plus the ongoing proceeds of a partnership going forward.

The other tactic would be to sign up more MoviePass subscribers who watch limited films. This is what might be called the “gym membership model” of trying to identify customers who want to buy a membership as an aspirational purchase, but who won’t actually use the facilities often. The challenge, beyond the incredibly short time period to try to build that marketing funnel, is that MoviePass appears to lose money on the very first ticket a customer purchases. The question isn’t how much revenue each customer generates, but how much the losses can be minimized.

The situation is a high-wire act, and the company will either hit the ground in the next few weeks, or it will right the ship, limit expenses and get enough equity investors to give it some cash to burn and keep on growing. I’d say use your MoviePass while you have it, but then again, that’s exactly why the company is faltering to begin with.

Monzo, one of a plethora of U.K. fintech startups aiming to re-invent current account banking, has launched a new feature that makes it even more frictionless to transfer money to friends. Dubbed ‘Nearby Friends’, the new geolocation functionality uses Bluetooth to let you see anyone else that uses Monzo who is nearby so that you can initiate a payment without needing their phone number to be in your contact book first.

One of the ways Monzo has increased its virality from the get-go is by making friend-to-friend payments easy, either to people who already bank with the startup, or via the Monzo.me service, which gives users a payment link to share with friends. The idea, as Monzo co-founder often explains, is that unlike traditional incumbent banks that basically have zero network effects (perhaps beyond joint accounts), the challenger bank is designed to become more useful the more people who join it.

“Thanks to the magic of Bluetooth, you can see anyone else that uses Monzo nearby. To protect people’s privacy, you’ll only find people who also have the feature open at the same time. With just a couple of taps, you can send people money, without the need to swap numbers or do any other admin,” writes Andy Smart, iOS Platform Lead at Monzo, on the company’s blog.

Under the hood, Monzo’s ‘Nearby Friends’ uses Google Nearby, Google’s peer-to-peer networking API that allows apps to “easily discover, connect to, and exchange data with nearby devices in real-time, regardless of network connectivity”. Specifically, here is how Monzo says its implementation works:

When you open Nearby Friends, we send an anonymous token (a random string of text) to GoogleThat token is broadcast via Bluetooth to devices nearbyAt the same time, your Monzo app starts searching for other devices near youWhen your Monzo app discovers a device nearby, it receives the device’s token. Using the Monzo API, it exchanges that token for your friend’s name and profile pictureWe also receive an identifier which we can use to work out who to make the payment to

The token does not identify you personally outside of Monzo’s systems, which means we don’t share any of your personal information with third parties during the process. The token we send to Google expires after a short period of time, meaning your personal data is unidentifiable.

Meanwhile, competitor Revolut recently — and relatively quietly by its standards — rolled out a very similar feature, as it is wont to do. Called ‘Near Me’, I understand it will be formally unannounced in a company blog post as soon as tomorrow and is another clear sign of how fast the $1.7B valued banking startup is moving.

Google announced today it was going to acquire Israeli cloud migration startup, Velostrata. The companies did not share the purchase price.

Velostrata helps companies migrate from on-premises datacenters to the cloud, a common requirement today as companies try to shift more workloads to the cloud. It’s not always a simple matter though to transfer those legacy applications, and that’s where Velostrata could help Google Cloud customers.

As I wrote in 2014 about their debut, the startup figured out a way to decouple storage and compute and that had wide usage and appeal. “The company has a sophisticated hybrid cloud solution that decouples storage from compute resources, leaving the storage in place on-premises while running a virtual machine in the cloud,” I wrote at the time.

But more than that, in a hybrid world where customer applications and data can live in the public cloud or on prem (or a combination), Velostrata gives them control to move and adapt the workloads as needed and prepare it for delivery on cloud virtual machines.

“This means [customers] can easily and quickly migrate virtual machine-based workloads like large databases, enterprise applications, DevOps, and large batch processing to and from the cloud,” Eyal Manor VP of engineering at Google Cloud wrote in the blog post announcing the acquisition.

This of course takes Velostrata from being a general purpose cloud migration tool to one tuned specifically for Google Cloud in the future, but one that gives Google a valuable tool in its battle to gain cloud marketshare.

In the past, Google Cloud head Diane Greene has talked about the business opportunities they have seen in simply “lifting and shifting” data loads to the cloud. This acquisition gives them a key service to help customers who want to do that with the Google Cloud.

Velostrata was founded in 2014. It has raised over $31 million from investors including Intel Capital and Norwest Venture partners.

Have you started thinking about explainable AI yet? Well, you should. Read on for more. Sramana Mitra: Let’s start by introducing our audience to yourself as well as FollowAnalytics. Samir Addamine:...

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