Hello and welcome back to Equity, TechCrunch’s venture capital-focused podcast, where we unpack the numbers behind the headlines.

Natasha and Danny and Alex and Grace were all here to chat through the week’s biggest tech happenings. It was a busy week on the IPO front, Danny was buried in getting the Tonal EC-1 out, and Natasha took some time off. But the host trio managed to prep and record a show that was honestly a kick to record, and we think, a pleasure to listen to!

So, for your morning walk, here’s what we have for you:

The Substack conversation: Does the new $65 million check make sense? What is Substack? Does it have a moat? Why is Natasha’s URL so much better than Alex’s?Cameo raised $100 million and none of us really have a bone to pick with that. Danny actually argues in favor of it.The Clubhouse conversation: Does every single product need to feature live audio? The answer appears to be yes, oddly enough. Discord comes up along with Spotify, as does LinkedIn. And somehow, Microsoft Excel and Miami?TechCrunch scooped that Pipe is raising more money at a huge new valuation, and we argue about what a derivative really is.Harlem Capital raises $134 million for its new fund.MaC VC raises $103 million for its new fund.

It was a mix of laughs, ‘aha’ moments and honest conversations about how complex ambition in startups should be. One listener the other day mentioned to us that the pandemic made it harder to carve out time for podcasts, since listening was often reserved for commutes. We get it, and in true scrappy fashion, we’re curious how you’ve adapted to remote work and podcasts. Let us know how you tune into Equity via Twitter and remember that we’re thankful for your ears!

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Mike Barile spent two years and racked up nearly $20,000 in credit card debt to bring his first startup, Backflip, to life.

The former management consultant had spent years toiling in the startup grind, first at Uber, then, after taking a coding academy bootcamp through AppAcademy (where Barile met his co-founder, Adam Foosaner), at Google and at a failed cryptocurrency startup.

Burned by the crypto experience, Barile was casting about for his next thing, and trying to find a way to scrape up some rent money, when he hit on the idea for Backflip. The experience of selling electronics online was still shady and Barile and Foosaner thought there had to be a better way.

That way became Backflip. It offers customers cash on delivery for their used electronics — anything from Androids to Xboxes and Apple devices to Game Boys.

“When I first started working on backflip back in March 2019, I met this kid named Chris and he wanted to buy some of my old iPhones. He had been a student at USF and as a side hustle he started buying used devices and would refurbish them and then either sell them himself or sell them to an official reseller,” said Barile. “Chris started making so much money he dropped out of school. That was a ‘holy shit’ moment. He can make a lot of money doing this and he’s doing a really good thing.”

The problem, said Barile, was safety. “He’s got all these devices he’s acquiring paying cash for and he’s driving all around town… Everyone who works in the [refurbish and resell] industry has at least one story about getting robbed at gunpoint.”

Backflip solved that problem by being the intermediary between buyers and sellers and taking a small commission for managing the transaction.

The company raised its first money at the end of 2019, but before that, Foosaner and Barile lived off of credit and used electronics.

So far, Backflip has facilitated the exchange of roughly 3,000 devices. The company handles everything from wiping a device and ensuring its quality to finding a buyer for the electronics. The company pays out roughly $150 per device and has deposited a little over $500,000 with users of the service, according to data provided by the company.

“We did all sorts of stuff to get our first few users,” said Barile. We posted ads on Facebook Marketplace and Craigslist. We started experimenting at the end of the summer with the most bare-bones mobile app kind of thing. At that point it was just Adam and I,” Barile said.

Starting now, Backflip is working with UPS stores to provide in-person drop-off and packaging centers for the used electronics. Over time, Barile sees those services expanding to offer cash on delivery. “The experience will be similar to an Amazon return,” he said. “Except we’ll be paying you.”

Currently about half of the company’s inventory is used handsets and mobile devices, but Barile said that could drop to a third of inventory as word spreads about the hundred-odd pieces of electronics that Backflip is willing to accept.

“Unlike other resale options, Backflip prioritizes the user’s time and convenience,” said Foosaner in a statement. “Forget the back-and-forth of negotiating over price and scheduling a meetup. We’re here to do all the work for the seller and make sure they get paid fairly and quickly. Backflip users can know that they’re getting the most for their devices without having to do anything other than bring them to The UPS Store or box them up at home.”

The connection to the refurbishing community started early for Barile, whose mother had a side business called “Stone Cottage Workshop” where she was flipping refurbished furniture on eBay and at local thrift stores near Barile’s bucolic New Jersey hometown.

“We want to build the Amazon of making things disappear from your apartment,” Barile said. 

Ten global startups, three rounds of pitching, nine expert judges. It’s not the 12 Days of Startups (no robotic partridge in a pear tree here), it’s the TC Early Stage Pitch-Off — otherwise known as day two of TC Early Stage 2021: Operations & Fundraising.

Yesterday on day one, TC Early Stage was all about invaluable how-tos. Today, it moves into a full day of action. TechCrunch vetted hundreds of applications to pitch at Early Stage 2021. Now it’s finally time for the epic battle, as these 10 exceptional startups throw down their best pitch — streamed live to a global audience including investors, press and tech industry leaders.

Each startup gets five minutes to pitch followed by a Q&A with their judges. The action kicks off at 9 a.m. PT with five startups participating in round one — Clocr, Crispify, Pivot Market, hi.health and Fitted.

They’ll have to bring the heat to impress their panel of VC judges: Marlon Nichols (co-founder and managing general partner at MaC Venture Capital), Sarah Smith (partner at Bain Capital Ventures) and Leah Solivan (general partner at Fuel Capital).

Round two begins at 10 a.m. PT and features FLX Solutions, Nalagenetics, The Last Gameboard, Attention Quotient and Soon. They’ll present their pitches to Lucy Deland (partner at Inspired Capital Partners), Eghosa Omoigui (founder and managing general partner at EchoVC Partners) and Neal Sáles-Griffin (managing director at Techstars).

Only three startups will make it into the final round, which starts at 11 a.m. PT. The finalists pitch yet again — facing a new panel of judges and a more extended Q&A. Who’s judging that final round? We tapped Wen Hsieh (partner at Kleiner Perkins), Natalie Sandman (partner at Spark Capital) and Stephanie Zahn (partner at Sequoia Capital).

Then it all comes down to one standout startup. Along with global exposure, the ultimate winner receives a feature article on TechCrunch.com, a free, one-year membership to Extra Crunch and a free Founder Pass to TechCrunch Disrupt 2021 in September.

Don’t forget the value of watching other startups pitch — and hearing the questions the judges ask them. Expert pitch feedback is invaluable, and you might just hear a few tips you can roll into your own presentation.

Ashley Barrington, founder of MarketPearl, experienced a variation on that theme at TC Early Stage 2020.

The Pitch Deck Teardown was incredibly helpful. Hearing the investors give feedback based on their perceptions and what they look for is so valuable. And seeing the other pitch decks and how different founders presented information was both interesting and informative.

Day two of TC Early Stage 2021 will be nonstop pitch action. Grab some popcorn, get comfy on the couch and tune in to the TC Early Stage Pitch-Off — the pitch you improve could be your own.

Updated 4/2/2021: Modified to reflect all pitch-off companies.

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Mexico has been known as an up-and-coming tech hub and a gateway to the Latin American market. As an investor focused on developer-centered products, open-source startups and infrastructure technology companies with a particular interest in emerging market innovation, I have been wanting to do some firsthand learning there.

So, despite the ongoing pandemic, I took all the necessary precautions and spent roughly seven weeks in Mexico from January to March. I spent most of my time meeting founders to get a handle on what they are building, why they are pursuing those ideas, and how the entire ecosystem is evolving to support their ambitions.

The U.S.-Asia-LatAm nexus

One fascinating, though not surprising, observation was how much LatAm entrepreneurs look to Asian tech giants for product inspiration and growth strategies. Companies like Tencent, DiDi and Grab are household names among founders. This makes sense because the market conditions in Mexico and other parts of LatAm resemble China, India and Southeast Asia more than the U.S.

What often happens is entrepreneurs first look to successful startups in the U.S. to emulate and localize. As they find product-market fit, they start to look to Asian tech companies for inspiration while morphing them to suit local needs.

One good example is Rappi, an app that started out as a grocery delivery service. Its future ambition is squarely to become the superapp of LatAm: It is expanding aggressively both geographically and productwise into delivery for restaurant orders, pharmacy and even COVID tests. It’s also introducing new payment, banking and financial-service products. Rappi Pay launched in Mexico just a few weeks ago, while I was still in the country.

Rappi now looks more like Meituan and Grab than any of its U.S. counterparts, and that’s not an accident. SoftBank, whose portfolio contains many of these Asian tech giants, invested heavily in Rappi’s previous two rounds and now has a $5 billion fund dedicated to the LatAm region. The knowledge and experience accumulated from Asian tech in the last 10 years is transferring to like-minded firms like Rappi, right under Silicon Valley’s proverbial nose.

U.S.-Asia-LatAm competition

Knowledge transfer is not the only trend flowing in the U.S.-Asia-LatAm nexus. Competition is afoot as well.

Because of similar market conditions, Asian tech giants are directly expanding into Mexico and other LatAm countries. The one I witnessed up close during my visit was DiDi.

DiDi’s foray into LatAm started in January 2018 with its acquisition of 99, a Brazilian ride-sharing company. In April 2018, DiDi entered Mexico with its bread-and-butter ride-sharing service. It wasn’t until April 2019 that DiDi launched its food delivery service, DiDi Food, in Monterrey and Guadalajara — two of the largest cities in Mexico. Its expansion hasn’t slowed down since, with a 10% extra earnings incentive to lure delivery drivers.

My Airbnb in Mexico City happened to be two blocks away from the large WeWork building where DiDi’s local office was located. Every day, I saw a long line of people responding to the earning incentives — waiting outside to get hired as DiDi delivery workers.

Meanwhile, the Uber office that’s literally one block away had hardly any foot traffic. As Uber and Rappi fight for more wealthy consumers, DiDi is working to attract lower-income users to grab market share, hoping that one day some of these people will reach the middle class and become profitable customers.

Today Coinbase, an American cryptocurrency trading platform and software company, said that it will begin to trade via a direct listing on April 14th. In a separate release the company also said that it will provide a financial update on April 6th, after the close of trading.

Coinbase’s impending public debut comes at an interesting market moment. As some tech companies delay their offerings over demand concerns, Coinbase is pushing ahead with its flotation perhaps in part because it will not price its debut in the traditional sense; direct listings forgo raising capital at a specific price point, and instead merely begin to trade, albeit with a reference price attached.

That Coinbase will release new numbers before beginning to trade is at once interesting and pedestrian. It’s interesting as TechCrunch cannot recall a private company looking to go public holding a similar event. And, Coinbase deciding to share “first quarter 2021 estimated results” and “provide a financial outlook for 2021” is also in part a common move, as many companies provide updated financials in their S-1 documents if time passes from when they first file to when they actually trade.

We’ll be tuned into that call, as the numbers shared will impact not only how Coinbase trades when it does float, but will also provide insight into how active consumer trading is writ large, and particularly in the cryptocurrency space; more than one startup in the market today depends on trading incomes to generate top-line, so seeing new numbers from Coinbase will be welcome.

The company will trade under the ticker symbol “COIN.”

While several tech companies are opting to delay their IPOs in the face of less-than-enthusiastic market demand for their shares, real estate tech company Compass forged ahead and went public today. After pricing its shares at $18 apiece last night, the low end of a lowered IPO price range, Compass shares closed the day up just under 12% at $20.15 apiece.

TechCrunch caught up with Compass CEO and founder Robert Reffkin to chat about his company’s debut in the market’s suddenly choppy waters for tech and tech-enabled debuts.

Regarding whether Compass is a tech company or a real estate brokerage, Reffkin — who raised the comparison himself — used the opportunity to note that companies like Amazon or Tesla aren’t only one thing. Amazon is a logistics company, an e-commerce company, a cloud-computing business and a media concern all at the same time. Price that.

The argument was good enough for Compass to sell 25 million shares — a lowered amount — at its IPO price for a gross worth $450 million. That, the CEO said, was his company’s goal for its public offering.

Sparing TechCrunch the usual CEO line about an IPO not being a destination but merely one stop on a longer journey at that juncture, Reffkin instead argued that putting nine figures of capital into his company was his objective, not a particular price or resulting valuation.

That might sound simple, but as Kaltura and Intermedia Cloud Communications have pushed their IPOs back, it’s a bit gutsy. Still, if financing was the key objective, Compass did succeed in its debut. It was even rewarded with a neat little bump in value during its first day’s trading.

Reffkin did confirm to TechCrunch what we’ve been reporting lately, namely that the IPO market has changed for the worse in recent weeks. He described it as “challenging.”

So why go public now when there is so much capital available for private companies?

Reffkin cited a few numbers, but centered his view around having what he construes as the “right team” and the “right results.” We’ll get a bit more on the latter when Compass reports its first set of public earnings.

For now, it’s a company that braved stormier seas than we might have expected to see so soon after a blistering first few months of the year for IPOs.

And because I would also bring her along if I ever took a company public, here’s the company’s founder and CEO with his mother:

 

By now, all companies are fundamentally data driven. This is true regardless of whether they operate in the tech space. Therefore, it makes sense to examine the role data management plays in bolstering — and, for that matter, hampering — productivity and collaboration within organizations.

While the term “data management” inevitably conjures up mental images of vast server farms, the basic tenets predate the computer age. From censuses and elections to the dawn of banking, individuals and organizations have long grappled with the acquisition and analysis of data.

One oft-quoted example is Florence Nightingale, a British nurse who, during the Crimean war, recorded and visualized patient records to highlight the dismal conditions in frontline hospitals. Over a century later, Nightingale is regarded not just as a humanitarian, but also as one of the world’s first data scientists.

As technology began to play a greater role, and the size of data sets began to swell, data management ultimately became codified in a number of formal roles, with names like “database analyst” and “chief data officer.” New challenges followed that formalization, particularly from the regulatory side of things, as legislators introduced tough new data protection rules — most notably the EU’s GDPR legislation.

This inevitably led many organizations to perceive data management as being akin to data governance, where responsibilities are centered around establishing controls and audit procedures, and things are viewed from a defensive lens.

That defensiveness is admittedly justified, particularly given the potential financial and reputational damages caused by data mismanagement and leakage. Nonetheless, there’s an element of myopia here, and being excessively cautious can prevent organizations from realizing the benefits of data-driven collaboration, particularly when it comes to software and product development.

Taking the offense

Data defensiveness manifests itself in bureaucracy. You start creating roles like “data steward” and “data custodian” to handle internal requests. A “governance council” sits above them, whose members issue diktats and establish operating procedures — while not actually working in the trenches. Before long, blockages emerge.

Blockages are never good for business. The first sign of trouble comes in the form of “data breadlines.” Employees seeking crucial data find themselves having to make their case to whoever is responsible. Time gets wasted.

By itself, this is catastrophic. But the cultural impact is much worse. People are natural problem-solvers. That’s doubly true for software engineers. So, they start figuring out how to circumvent established procedures, hoarding data in their own “silos.” Collaboration falters. Inconsistencies creep in as teams inevitably find themselves working from different versions of the same data set.

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Disclaimer: I am not an investment advisor or a lawyer. Don’t invest money (fiat or crypto)  based on anything you read  here.This blog post is for entertainment purposes only. Disclosure: I do not own any shares in BitClout (but would like to).

Me: Sorry we haven’t chatted in a while, I’ve been up late nights playing around on BitClout.

Other Me (the skeptical  one): Yeah, I saw you tweet about that. Something about”verifying your account”. First of all, what the heck is BitClout?

Me: It’s a new social networking site built on the blockchain that allows you to invest in (buy shares) in people on the site. It’s like twitter, but you can buy/sell shares in people.

OM: So it’s a trading platform -- where you’re trading in people?

Me: Yes, sort of. I’ve heard Shaan Puri (who's super-smart and even more bullish on BitClout than I am) describe it as:  “If twitter and Robinhood had a baby”.  That’s mostly accurate. It uses its own cryptocurrency called BitClout as the foundational currency

So, for example, similar to twitter, I have a “profile” on BitClout here: https://bitclout.com/u/dharmesh and it looks like this.

OM: Alright, so talk me through it. First of all, why are you even spending time on this? Why are you excited?

Me: Well, remember way back in 2015, which feels like 150 years ago, I invested in this company called Coinbase?

OM: Yeah, seemed crazy at the time, because they let you buy/sell this made up currency called BitCoin. You couldn’t pay rent with BitCoin, you couldn’t even buy a coffee at Starbucks with it.  

Me: Exactly. But it turns out, BitCoin became a very, very real thing, and Coinbase became a rather successful company. Speculation is that they might go public soon at a valuation over $50 billion.

OM: Yeah, I heard about that, kind of amazing. So, you’re saying this BitClout thing is going to be a blockbuster hit like Coinbase?

Me: No, I’m not saying that. I’m saying that people felt similarly about BitCoin back then. They just weren’t sure exactly what it would do or how it worked. To me, BitClout is less about the buying/selling shares in people, but what has me excited about the potential is that it’s the first real social platform that is powered by the blockchain and cryptocurrency. There are so many possible use cases that come to mind.

What has me excited about BitClout is that it is the first real social platform that is powered by the blockchain and cryptocurrency.

OM: What kind of use cases?

Me: Well, since everyone has a currency (they’re called “Creator Coins”) and information about who has bought them is out in the open (because it’s all on the blockchain), then you can use that data to make specific services, features available. For example, I’m also on LinkedIn but I get a ton of spammy self-promotional messages there. It’s very one-sided. So, I have no choice but to ignore most of those messages. But imagine on BitClout someday, I can set a rule:  “If someone owns $1,000 of this non-profit’s coin, their message will make it through to me. It’s like the reverse of spam -- it’s a VIP inbox of sorts. That’s just one idea that pops into my head.

OM: Ok, fine, so say those use cases will exist some day. What can you do *now*?

Me: Right now, it’s kind of like a Twitter-lite (you can post, you can like, you can follow) -- but then, you can buy.  There’s a button right there on the profile page. So, if someone visited my profile on BitClout (@dharmesh), they could buy my Creator Coin for whatever the current price is (right now,,around $5,000).  

OM: Wait, they’d have to spend $5,000?! Why would they do that?

Me: No, it doesn’t have to be $5,000. It can be any amount (because the system deals with fractional coin purchases).  

OM: Ok, fine. But why would anyone “buy” This email address is being protected from spambots. You need JavaScript enabled to view it.

Me: Well, actually referred to in the biz as $dharmesh, kind of like a stock ticker symbol.  Which is weird, but work with me here.  Now, back  to why? Any number of reasons, but the simplest is that they think the price of $dharmesh is going to go up over time, and that they can make a return on their investment. Or, they just like me and trust me.

OM: How does your price get established?

Me: Just like most markets, based on supply and demand, and predictions of the future.

OM: OK, so someone can just put their credit card information in and buy shares in $dharmesh? By the way it feels weird to refer to you as a ticker symbol, but I guess that makes sense.

Me: Yeah, it is weird. Still getting used to that. And no, you can’t use a credit card yet. Right now, there’s a bunch of friction in the system. First off, you have to transfer BitCoin into the system. Then, you have to convert that BitCoin into BitClout -- which is a whole other thing.  And then, you can use BitClout to buy someone’s Creator Coin.

OM: Sounds complicated.

Me: It kind of is. But my guess is that it’ll get simpler over time. But for many that are familiar with cryptocurrencies, they already have a way to send BitCoin to a particular address, so it’s not that big a deal. Took me less fewer than 5 minutes.  (finally using "fewer" when referring to discrete vs. continuous amounts -- yay grammar!)

OM: So, is this something other people should be trying out?

Me: In most cases, probably not. If you’re already a crypto-believer, then sure...take some small amount of it (< $100) and try out BitClout.  Or, if you like to play with All The Things. Perhaps it's part of your job, or like me, you like to believe it is. Anyhoo, buy coins in people you know who you think will rise in prominence. But remember, it’s pure speculation. But, the fact that it’s speculation is not what should hold people back.

OM: Then what should hold them back?

Me: Well, as it turns out, although there’s a way to move money (BitCoin) into the system, and there’s ways to trade within the system, there’s no way to actually move money out. I’m sure that will come, but right now, your money’s locked in there.

OM: Sounds like Hotel California. Kind of sketchy.

Me: It does sound sketchy -- but it’s not. BitClout is not a scam. There are prominent investors behind the project. We know them. It’s not some ghost operation that’s going to take millions of dollars of people’s BitCoin and just run away with it. Could happen, but that’s highly unlikely. But, it’s still problematic for a lot of people that you can’t take money out. I just don't think they've figured out how to (safely) allow withdrawals yet.

OM: OK, so if someone wanted to give this a run, what do they do?

Me: Well, there’s good news. Until yesterday, BitClout was mostly closed to the public (because they were going through some growing pains and the servers couldn’t keep up). So, you needed a password to get to the site. They’ve since removed that. So, you can just go to bitclout.com and setup your account. Be very careful to save that initial passphrase, because you ever lose it, you lose everything -- it’s not recoverable.

OM: OK, so I create an account.  Then what?

Me: Then, for most people the easiest thing to do is give them your phone number so they can verify you. As part of that, they’ll gift you a tiny amount of coin so you can do some minimal things -- like update your profile.  An alternative is to send BitCoin into your new account so you can then start trading. Eventually, you'll have to transfer some BitCoin to do anything meaningful.

OM: Fine. And, back to that weird tweet you posted, what was that?

Me: Well, to verify that my BitClout profile (https://bitclout.com/u/dharmesh) is actually me (i.e. linked to the @dharmesh twitter account), they make you tweet out a special tweet that includes my “public key” (just a random set of letters and numbers) from my twitter account, so then they know it’s me.

OM: It all makes my head hurt.

Me: Like I said, it’s early.  

OM: You actually didn’t say that.

Me: Right. Well, it’s early. 

OM: I’m going back to lurking on Clubhouse. At least that, I understand.

Me: Peace be with you.

Meet Soda, a data monitoring platform that is going to help you discover issues with your data processing setup. This way, you can react as quickly as possible and make sure that you keep the full data picture.

If you’re building a digital-first company, you and your customers are likely generating a ton of data. And you may even be leveraging that data to adjust your product itself — think about hotel pricing, finding the right restaurant on a food delivery website, applying for a loan with a fintech company, etc. Those are data-heavy products.

“Companies build a data platform — as they call it — in one of the big three clouds [Amazon Web Services, Google Cloud, Microsoft Azure]. They land their data in there and they make it available for analytics and more,” Soda co-founder and CEO Maarten Masschelein told me.

You can then tap into those data lakes or data warehouses to display analytics, visualize your data, monitor your services, etc. But what happens if there’s an issue in your data workflows?

It might take you a while to realize that there’s some missing data, or that you’re miscounting some stuff. For instance, Facebook miscalculated average video view times for several years. When you spot that issue, an important part of your business might be affected.

Soda wants to catch data issues as quickly as possible by monitoring your data automatically and at scale. “We sit further upstream, closer to the source of data,” Masschelein said.

When you set up Soda with your data platform, you instantly get some alerts. Soda tells you if there’s something off. For example, if your application generated only 6,000 records today while you usually generate 24,000 records in 24 hours, chances are there’s something wrong. Or if you usually get a new entry every minute and there hasn’t been an entry in 15 minutes, your data might not be fresh.

“But that only covers a small part of what is considered data issues. There’s more logic that you want to test and validate,” Masschelein said.

Soda lets you create rules to test and validate your data. Basically, think about test suite in software development. When you build a new version of your app, your code needs to pass several tests to make sure that nothing critical is going to break with the new version.

With Soda, you can check data immediately and get the result. If the test doesn’t pass, you can programmatically react — for instance, you can stop a process and quarantine data.

Today, the startup is also launching Soda Cloud. It’s a collaboration web application that gives you visibility in your data flows across the organization. This way, nontechnical people can easily browse metadata to see whether everything seems to be flowing correctly.

Basically, Soda customers use Soda SQL, a command-line tool that helps someone scan data, along with Soda Cloud, a web application to view Soda SQL results.

Beyond those products, Soda’s vision is that data is becoming an entire category in software products. Development teams now have a ton of dev tools available to automate testing, integration, deployment, versioning, etc. But there’s a lot of potential for tools specifically designed for data teams.

Soda has recently raised a $13.5 million Series A round (€11.5 million) led by Singular, a new Paris-based VC fund that I covered earlier this week. Soda’s seed investors Point Nine Capital, Hummingbird Ventures, DCF and various business angels also participated.

The Exchange just yesterday discussed a downward revision in the impending Compass IPO and the disappointing Deliveroo flotation as signals that market demand for high-growth, unprofitable tech shares could be slipping. Recent news underscores the possibly chilling conditions. This morning, Kaltura, a technology company that provides video streaming software and services, delayed its IPO. JioForMe reports that the postponement comes after Kaltura’s “valuation demand was lower than expected.”

The Exchange explores startups, markets and money. Read it every morning on Extra Crunch, or get The Exchange newsletter every Saturday.

TechCrunch noted yesterday that Kaltura had not released a second, higher IPO price range. The fact stood out given how hot the public markets had proven in recent months for new tech offerings. Kaltura’s S-1 filing detailed accelerating revenue growth, which at the time we thought would be more than enough to fetch the company an attractive initial public valuation.

It appears that Kaltura was also surprised that it was not trending toward a higher IPO price.

In another sign of how quickly the temperature for new tech flotations may have chilled, digital comms firm Intermedia Cloud Communications also delayed its IPO today. In a release, CEO Michael Gold said the decision is due “to challenging current conditions in the market for initial public offerings, especially for technology companies.”

Challenging current conditions? For IPOs? For tech IPOs? That’s new.

Uh-oh

Axios reporter Dan Primack noted this morning that SPAC formation appears to be slowing. Mix that into the delays and yesterday’s anemic-to-awful IPO news, and the market could be seeing a somewhat rapid retrenchment toward more historical valuations and demand levels for unprofitable equities.

Thinking out loud: We should expect SPAC formation and deal volume to fall the fastest of all the signals we’re tracking, including IPO pricing, the pace of S-1 filings and first-day trading performance. Why? Because it’s the most exotic of the various data points we’ve observed on the way up during the tech boom. Therefore, it should also be the thing most vulnerable to rising financial gravity.

Holler, described by founder and CEO Travis Montaque as “a conversational media company,” just announced that it’s raised $36 million in Series B funding.

You may not know what conversational media is, but there’s a decent chance you’ve used Holler’s technology. For example, if you’ve added a sticker or a GIF to your Venmo payments, Holler actually manages the app’s search and suggestion experience around that media. (You may notice a little “powered by Holler” identifier at the bottom of the window.)

Montaque told me the company started out initially as a news and video content app before focusing on messaging in 2016. Messaging, he argued, is “the most important experience for people online,” since “it’s where we communicate with the people who are closest to us.”

He continued, “It seemed bizarre that we haven’t seen much innovation in the text messaging experience since the first text message was sent in 1992.”

So Holler works with partners like PayPal-owned Venmo and The Meet Group to bring more compelling content into the messaging side of their apps — or as Montaque put it, the startup aims to “enrich conversations everywhere.”

There’s both an art and a science to this, he said. The art involves creating and curating the best stickers and GIFs, while the science takes the form of Holler’s Suggestion AI technology, which will recommend the right content based on the user’s conversations and contexts — the stickers and GIFs you want to send in a dating app are probably different from what you’d in a work-related chat. Montaque said that this context-focused approach allows the company to provide smart recommendations in a way that also respects user privacy.

“I believe that the future is context, not identity,” he said. “Because I don’t really need to know about Anthony, I just need to know someone is in need of lunch. If I know you’re in the mood for Mexican food, I don’t need to know every aspect of the last 10 times you went to a Mexican restaurant.”

Holler monetizes this content by partnering with brands like HBO Max, Ikea and Starbucks to create branded stickers and GIFs that become part of the company’s content library. Montaque said the startup has also worked with brands to measure the impact of these campaigns across a variety of metrics.

Holler’s content now reaches 75 million users each month, compared to 19 million users a year ago, while revenue has grown 226%, he said. (Apparently, last year was the first time the company saw significant revenue growth.)

The startup has now raised more than $51 million in total funding. The Series B was co-led by CityRock Venture Partners and New General Market Partners, with participation from Gaingels, Interplay Ventures, Relevance Ventures, Towerview Ventures and WorldQuant Ventures.

“Holler is more than simply a groundbreaking technology company,” said CityRock Managing Partner Oliver Libby in a statement. “Under Travis Montaque’s visionary leadership, Holler boldly stands for a new era of ethics in social media, and also deeply reflects the values of diversity, inclusion and belonging.”

Montaque (who, as a Black tech CEO, wrote a post for TechCrunch last year about bringing more diversity to the industry) said that Holler will use the funds to continue developing its product and advertising model. For one thing, he noted that although stickers and GIFs were an obvious starting point, the company is now looking to explore and create new media formats.

“We want to invent a new kind of content consumption paradigm,” he said.

Who’s ready for bootcamp? Today’s the day new founders get down to the business of, well, building a better business. TechCrunch Early Stage 2021: Operations & Fundraising provides early-stage founders with access to top founders, investors and subject-matter experts across the startup realm. The goal? Learn and develop the skills essential for startup success, avoid common mistakes, expand your network and discover new opportunities.

Procrastination Station: You can still get your founder bootcamp on. Buy a pass right here, right now.

Ready to roll up your sleeves, get to work and have some fun? We’re highlighting just a few of today’s sessions you won’t want to miss. You’ll find descriptions of all the presentations in the program-packed agenda.

Don’t miss our special partner sessions. These eight interactive presentations, scheduled throughout the day, cover a range of hot topics.

Creating and Protecting IP Value in Connection with VC Financings (Perkins Coie)Scientist Entrepreneurs – Scaling Breakout Engineering Biology Companies (Mayfield)Using Fast Feedback to Make Higher-Confidence Decisions and Accelerate the Dev Process (UserTesting)An M&A Playbook for Startup Founders: Lessons from Google and Microsoft (Merus Capital)How to Scale a Remote-First Startup (Remote)Why Founders Should Adopt OKRs Now (Dell for Entrepreneurs)Naming & Protecting Your Company’s Intellectual Property with Brainbase (Brainbase)Nailing the Little Things: How Startups Can Achieve Operational Excellence from Day One (B Capital Group)

Wondering how to pitch effectively in these virtual times? Melissa Bradley, co-founder of Ureeka, shows how to bring the heat in How to Nail Your Virtual Pitch Meeting. The rules of the pitch meeting have changed. Instead of traveling across the country, wasting time in planes, trains and automobiles, founders can take upwards of 30 meetings in a day from the comfort of their home. Entrepreneur and VC Melissa Bradley will outline how to make the most of that half hour on Zoom and lock in the next one.

If you build it, who will sell it? Learn everything you need to know about Building and Leading a Sales Team. Contrary to popular opinion, even the very best products don’t sell themselves. Salespeople do. Hear from Zoom’s chief revenue officer, at the helm of the company’s sales team during the biggest period of growth of any software company ever, lay out how to build a stellar sales team.

Thanks to video on demand, you won’t miss a minute of TC Early Stage. Watch your favorites again to catch nuance you may have missed or check out topics you couldn’t fit into your schedule. All videos will be available after the conference ends and you can access them with the free Extra Crunch membership that you get with your ticket!

That’s a sweet peek at just some of the presentations happening today at TechCrunch Early Stage 2021: Operations & Fundraising. Are you ready? It’s time for bootcamp!

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Every tech vendor has to pass security muster with customers, typically a tedious activity involving answering long questionnaires. Kintent, a new startup that wants to automate this process, announced a $4 million seed today led by Tola Capital with help from a bunch of tech industry angel investors.

After company co-founder and CEO Sravish Sridhar sold his previous startup Kinvey, which provided backend as a service to mobile app developers, he took a couple of years off while he decided what to do next. The sale to Progress Software in 2017 gave him that luxury.

He knew firsthand from his experience at Kinvey that companies like his had to adhere to a lot of compliance standards, and the idea for the next company began to form in his head. He wanted to create a new startup that could make it easier to figure out how to become compliant with a given standard, measure the current state of compliance and get recommendations on how to improve. He created Kintent to achieve that goal.

“So the big picture idea is can we build a system of record for trust and our first use case is information security and data privacy compliance, specifically if you’re a company that is building a SaaS business and you’re storing customer data or PHI, which is health information,” Sridhar explained.

The company’s product is called Trust Cloud. He says that they begin by looking at the lay of your technology land in terms of systems and the types of information you are storing, looking at how compliant each system is with whatever standard you are trying to adhere to.

Then based on how you classify your data, the Trust Cloud generates a list of best practices to stay in compliance with your desired standard, and finally it provides the means to keep testing to validate what you’ve done and that you are remaining in compliance.

The company launched in 2019, spent the first part of 2020 developing the product and began selling it last October. Today, it has 35 paying customers. “We’re in the high six figures in revenue. We’ve been growing at about 20-30% month-over-month consistently since we launched in October, and the customers are across 11 verticals already,” he said.

With 14 employees and some money in the bank from this funding round, he is thinking ahead to adding people. He says that diversity has to be more than something you just talk about, and he has made it one of the core founding values of the company, and one he takes very seriously.

“I’m very conscious with every hire that we make that we’re really pushing to extend ourselves to [find] people from different walks of life, different statuses and so on,” he said.

The company is also working on a DEI component for the Trust Cloud, which it will be offering for free, which enables companies to provide a set of diversity metrics to measure against and then report on how well you are doing, and how you can improve your numbers.

Mmhmm, the software that allows folks to personalize their appearance on video chat, has today announced that it’s introducing usage-based enterprise accounts.

In a conversation with TechCrunch, founder and CEO Phil Libin said this is a natural evolution, remarking that mmhmm has had hundreds of registrations from users all at the same company.

“It was clear that there was a big demand for enterprise accounts,” said Libin. “Not only for central management, to keep it as easy as possible, but also for getting everything on brand. Companies and organizations of all kinds are realizing video is a permanent part of how we’re going to do business and it needs to be on brand.”

The enterprise accounts are priced the same as individual Pro accounts, at $10/month or $100/year. However, when an organization signs up with an enterprise account, they only pay for the number of users who were active on mmhmm each month, rather than worrying about seats.

Enterprise accounts can also share design system assets built specifically for mmhmm to “stay on brand” as Libin said. Folks who opt in to enterprise can also control employee accounts under one umbrella, invite via link, claim an email domain and enjoy a single bill.

Libin also gave us a glimpse into the financials of the business, explaining that while it’s too early to tell, the conversion rate to Pro accounts is outpacing that of Evernote, one of Libin’s earlier ventures.

He said that, with freemium tools like both mmhmm and Evernote, the likelihood of a user upgrading to premium grows with every month they’re on the platform. At Evernote, it was half a percent after the first month, and then 5% by the end of the first year, and after two years it would jump to 12%.

Obviously, mmhmm doesn’t have 24 months’ worth of data. That said, the product is doing 10x better than Evernote did.

But revenue is not the focus, according to Libin. The company is far more concerned with ensuring the onboarding process is easy for casual users and that they really understand what they can do with the platform. In the spirit of that, mmhmm is launching new interactive tutorial videos on the platform to ensure people are fully aware of the features.

Mmhmm first came on the scene in the summer of last year in a closed beta, and eventually opened up to everyone who has a Mac in November 2020. Alongside the launch of enterprise, mmhmm is also launching a Windows version of the app in open beta.

Libin said that mmhmm is in a growth stage, and that after starting five different companies, he knows the biggest challenge is people.

“I’ve been in some startups now that have been through this hyper growth stage,” said Libin. “The toughest thing at this stage is getting people, keeping people from burning out, and doing career development. This is my fifth startup, so I’m trying to demonstrate some learning behavior and apply lessons learned from previous mistakes. We’ll see how it goes.”

Editor’s Note: An earlier version of this article incorrectly stated that mmhmm was introducing Windows in a closed beta. It has been updated for accuracy. 

Next Insurance recently announced that it has raised a $250 million round, valuing the SMB-focused insurance provider at $4 billion. The company last raised another $250 million in September 2020, at a valuation of $2 billion. This funding also comes after Next Insurance acquired Juniper Labs in December, and AP Intego more recently.

Next sells small-business coverage across a number of categories (workers’ comp, commercial auto, general liability, etc.) for different classes of workers. Think fitness companies, or construction concerns. Put together, Next’s bet is that its ability to price coverage across different categories and industries will allow it to scale its gross written premium (GWP) quickly by attracting myriad small businesses, and upselling them to other products over time.

Next Insurance’s new round and new valuation come at an interesting time for the insurtech space more broadly. Some air has come out of Lemonade’s share price, the rental-insurance unicorn being an early public debut for the broader tech-enabled, neo-insurance niche.

Since Lemonade’s debut, we’ve seen Root Insurance go public as well. The car insurance tech startup has struggled since its debut, losing value and attracting lawsuits despite besting investor growth expectations. MetroMile, another neo-insurance company focused on automotive that went public via a SPAC-led combination, has been slightly uneven since starting to trade. Hippo, which focuses on home insurance, intends to list via a SPAC itself at a $5 billion valuation.

Inside those numbers you can find optimism, and some lackluster trading results. How to parse the mix will depend on one’s perspective.

For Next Insurance’s backers, however, it’s all systems go. And there’s reason to believe that their enthusiasm is not misplaced, despite some chop in Next’s broader market.

Next says its GWP doubled in the half-year after its last round. That makes its valuation doubling seem somewhat reasonable — if private investors were willing to pay for its shares at a certain GWP multiple, why not re-up at double the price and double the GWP while the company continues to scale?

Just how big is Next today? It reached a GWP run rate of $100 million back in February of 2020. And it reached a $200 million GWP run rate in February of this year. So, larger than that by a few months’ growth, exclusive of the AP Intego business, which had around $185 million in active premium around the time its deal with Next Insurance was announced.

To clarify the numbers, TechCrunch reached out to Next Insurance for detail on when it doubled its GWP, and when the AP Intego deal started to count toward its numbers. Per an email from CEO Guy Goldstein, the doubling metrics regarding GWP was “in relation to that 2020 figure and [was calculated] before the AP Intego acquisition.” So, we can presume that the firm is now well north of the $200 million GWP run rate that it had previously cited.

Finally, TechCrunch asked the company about the SPAC boom and if it intended to avoid that rapid path to the public markets. “We’re always evaluating our options, but right now, the main focus remains on growing the business,” Goldstein responded.

That’s a no.

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