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TechCrunch is embarking on a major project to survey the venture capital investors of Europe, and their cities.
Our survey of VCs in Oslo and Norway will capture how the country is faring, and what changes are being wrought amongst investors by the coronavirus pandemic.
We’d like to know how Norway’s startup scene is evolving, how the tech sector is being impacted by COVID-19, and, generally, how your thinking will evolve from here.
Our survey will only be about investors, and only the contributions of VC investors will be included. More than one partner is welcome to fill out the survey. (Please note, if you have filled the survey out already, there is no need to do it again).
The shortlist of questions will require only brief responses, but the more you can add, the better.
You can fill out the survey here.
Obviously, investors who contribute will be featured in the final surveys, with links to their companies and profiles.
What kinds of things do we want to know? Questions include: Which trends are you most excited by? What startup do you wish someone would create? Where are the overlooked opportunities? What are you looking for in your next investment, in general? How is your local ecosystem going? And how has COVID-19 impacted your investment strategy?
This survey is part of a broader series of surveys we’re doing to help founders find the right investors.
https://techcrunch.com/extra-crunch/investor-surveys/
For example, here is the recent survey of London.
You are not in Norway, but would like to take part? That’s fine! Any European VC investor can STILL fill out the survey, as we probably will be putting a call out to your country next anyway! And we will use the data for future surveys on vertical topics.
The survey is covering almost every country on in the Union for the Mediterranean, so just look for your country and city on the survey and please participate (if you’re a venture capital investor).
Thank you for participating. If you have questions you can email mike@techcrunch.com
(Please note: Filling out the survey is not a guarantee of inclusion in the final published piece).
As live audio chat app Clubhouse ascends in popularity around the world, concerns about its data practices also grow.
The app is currently only available on iOS, so some developers set out in a race to create Android, Windows and Mac versions of the service. While these endeavors may not be ill-intentioned, the fact that it takes programmers little effort to reverse engineer and fork Clubhouse — that is, when developers create new software based on its original code — is sounding an alarm about the app’s security.
The common goal of these unofficial apps, as of now, is to broadcast Clubhouse audio feeds in real-time to users who cannot access the app otherwise because they don’t have an iPhone. One such effort is called Open Clubhouse, which describes itself as a “third-party web application based on flask to play Clubhouse audio.” The developer confirmed to TechCrunch that Clubhouse blocked its service five days after its launch without providing an explanation.
“[Clubhouse] asks a lot of information from users, analyzes those data and even abuses them. Meanwhile, it restricts how people use the app and fails to give them the rights they deserve. To me, this constitutes monopoly or exploitation,” said Open Clubhouse’s developer nicknamed AiX.
Clubhouse cannot be immediately reached for comment on this story.
AiX wrote the program “for fun” and wanted it to broaden Clubhouse’s access to more people. Another similar effort came from a developer named Zhuowei Zhang, who created Hipster House to let those without an invite browse rooms and users, and those with an invite to join rooms as a listener though they can’t speak — Clubhouse is invite-only at the moment. Zhang stopped developing the project, however, after noticing a better alternative.
These third-party services, despite their innocuous intentions, can be exploited for surveillance purposes, as Jane Manchun Wong, a researcher known for uncovering upcoming features in popular apps through reverse engineering, noted in a tweet.
“Even if the intent of that webpage is to bring Clubhouse to non-iOS users, without a safeguard, it could be abused,” said Wong, referring to a website rerouting audio data from Clubhouse’s public rooms.
Clubhouse lets people create public chat rooms, which are available to any user who joins before a room reaches its maximum capacity, and private rooms, which are only accessible to room hosts and users authorized by the hosts.
But not all users are aware of the open nature of Clubhouse’s public rooms. During its brief window of availability in China, the app was flooded with mainland Chinese debating politically sensitive issues from Taiwan to Xinjiang, which are heavily censored in the Chinese cybserspace. Some vigilant Chinese users speculated the possibility of being questioned by the police for delivering sensitive remarks. While no such event has been publicly reported, the Chinese authorities have banned the app since February 8.
Clubhouse’s design is by nature at odds with the state of communication it aims to achieve. The app encourages people to use their real identity — registration requires a phone number and an existing user’s invite. Inside a room, everyone can see who else is there. This setup instills trust and comfort in users when they speak as if speaking at a networking event.
But the third-party apps that are able to extract Clubhouse’s audio feeds show that the app isn’t even semi-public: It’s public.
More troublesome is that users can “ghost listen,” as developer Zerforschung found. That is, users can hear a room’s conversation without having their profile displayed to the room participants. Eavesdropping is made possible by establishing communication directly with Agora, a service provider employed by Clubhouse. As multiple security researchers found, Clubhouse relies on Agora’s real-time audio communication technology. Sources have also confirmed the partnership with TechCrunch.
Some technical explanation is needed here. When a user joins a chatroom on Clubhouse, it makes a request to Agora’s infrastructure, as the Stanford Internet Observatory discovered. To make the request, the user’s phone contacts Clubhouse’s application programming interface (API), which then creates “tokens”, the basic building block in programming that authenticates an action, to establish a communication pathway for the app’s audio traffic.
Now, the problem is there can be a disconnect between Clubhouse and Agora, allowing the Clubhouse end, which manages user profiles, to be inactive while the Agora end, which transmits audio data, remains active, as technology analyst Daniel Sinclair noted. That’s why users can continue to eavesdrop on a room without having their profile displayed to the room’s participants.
The Agora partnership has sparked other forms of worries. The company, which operates mainly from the U.S. and China, noted in its IPO prospectus that its data may be subject to China’s cybersecurity law, which requires network operators in China to assist police investigations. That possibility, as the Stanford Internet Observatory points out, is contingent on whether Clubhouse stores its data in China.
While the Clubhouse API is banned in China, the Agora API appears unblocked. Tests by TechCrunch find that users currently need a VPN to join a room, an action managed by Clubhouse, but can listen to the room conversation, which is facilitated by Agora, with the VPN off. What’s the safest way for China-based users to access the app, given the official attitude is that it should not exist? It’s also worth noting that the app was not available on the Chinese App Store even before its ban, and Chinese users had downloaded the app through workarounds.
The Clubhouse team may be overwhelmed by data questions in the past few days, but these early observations from researchers and hackers may urge it to fix its vulnerabilities sooner, paving its way to grow beyond its several million loyal users and $1 billion valuation mark.
Source: https://techcrunch.com/2021/02/22/clubhouse-security/
Hello and welcome back to Equity, TechCrunch’s venture capital-focused podcast where we unpack the numbers behind the headlines.
This is Equity Monday, our weekly kickoff that tracks the latest private market news, talks about the coming week, digs into some recent funding rounds and mulls over a larger theme or narrative from the private markets. You can follow the show on Twitter here and myself here — and be sure to check out our last main ep, in which Natasha coins a slogan for a16z that I both hate, and became the headline of the show!
But enough of all of that, we have a lot to get through this morning. Here’s what we talked about:
- The Weekend: Coinbase at $100 billion? More on that to come. Toast is going public! Probably! Wait Toast the company that laid off staff last year? Yep that Toast! It’s not toast! And new rules on online lending in China.
- This Morning: Oscar Health put together an IPO price range that is interesting, and Apex Clearing is going public via a SPAC.
- Funding Rounds: Gophr raises money! Ageras Group raises money! Promise raises money! It was hard to pick just three, but each of those rounds has something notable about it. Enjoy!
- Deeper Dive/Riff: If the public markets will float even the most leaden of startup via a SPAC-balloon, any late-stage startup that doesn’t take the ride out of the private markets must either be perfect or too heavy to lift. And if it’s the second, we can write it off? Maybe?
And, finally, this is precisely what I feel like this Monday morning. Chat soon and stay safe!
Equity drops every Monday at 7:00 a.m. PST and Thursday afternoon as fast as we can get it out, so subscribe to us on Apple Podcasts, Overcast, Spotify and all the casts.
This morning Creatio, a Boston-based software company, announced that it has raised $68 million. Volition Capital, a growth-equity fund, led the round. The deal was a minority investment in the startup.
The deal is notable not merely thanks to its sheer size, but because up until today Creatio had bootstrapped. That’s according to founder and CEO Katherine Kostereva, with whom TechCrunch caught up with last week regarding the investment.
Per Kostereva, her company’s low-code platform helps other companies automate business processes. Creatio’s competitive edge, she said, comes in part from how quickly it can help companies automate; the faster that companies can get from a low-code platform to live apps matters.
Creatio also has a genre-focus, namely that it touts its platform’s ability to help automate work in the CRM space — think marketing and sales-related tasks. But its crowning “jewel,” Kostereva said, is Creatio’s underlying low-code automation platform.
The low-code world that Creatio competes in is a broad space that is seeing active investment from the very-early to the very-late stage. For example, last month TechCrunch covered no-code focused Stacker’s $1.7 million round. And earlier this month TechCrunch wrote about low-code focused OutSystems’ $150 million raise at a $9.5 billion valuation.
To see another low-code company raise a big check was therefore not too surprising.
TechCrunch was curious where the company and its founder came down on the concept of low-code versus no-code, a topic that is always good to ask players in either space. Kostereva highlighted the importance of citizen developers, folks who can use drag-and-drop interfaces to create apps but who are less adept with code. But she added that with today’s no-code tools one can only build simple things. Creatio, she continued, is more focused on the mid-market and enterprise. As such, it’s just not possible for Creatio to go no-code today. But, her view did appear to be that citizen devs should be able to do more and more in time without code.
It’s a fair perspective, and an encouraging one. The more that folks can do sans code, the more power that can shift into the hands of business orgs that traditionally had to depend on other departments for dev lift.
Back to the money side of things, Creatio has historically targeted breakeven financial results per its CEO. That means it reinvested in itself as it grew, an arrangement that made us was curious as to why the company would raise capital now; why change up a working formula?
In short the company was getting itself ready for to accelerate, according to its founder. Kostereva said that she wanted Creatio to have “world class” numbers for metrics like net retention, revenue growth, and net promoter score before it took on external funds.
Was the wait worth it? The company’s net retention was 122% last year, and its NPS score is 34, she disclosed. On the growth side of things, Kostereva said that her company started off doubling and tripling and is still close to doubling. Our read of her comments is that Creatio is probably growing its ARR in the high double-digits today.
The company wants to use its capital to invest in sales-and-marketing to help spread the the word about its business, invest in its partner program, a key growth mechanism, and R&D, it said. So, a little bit of everything.
TechCrunch has recently noticed just how big the software world really is, indexing off the fast that there is enough room for a host of OKR-focused startups to grow and raise external capital without weeding weaker players out. Given how many businesses processes there are in the world to automate, it may be that Creatio and other low-code platforms that want to help other companies accelerate will enjoy similar market dynamics. Investors, at least, are betting like that’s the case.
Many enterprise software startups at some point have faced the invisible wall. For months, your sales team has done everything right. They’ve met with a prospect several times, provided them with demos, free trials, documentation and references, and perhaps even signed a provisional contract.
The stars are all aligned and then, suddenly, the deal falls apart. Someone has put the kibosh on the entire project. Who is this deal-blocker and what can software companies do to identify, support and convince this person to move forward with a contract?
I call this person the Chief Objection Officer.
Who is this deal-blocker and what can software companies do to identify, support and convince this person to move forward with a contract?
Most software companies spend a lot of time and effort identifying their potential buyers and champions within an organization. They build personas and do targeted marketing to these individuals and then fine-tune their products to meet their needs. These targets may be VPs of engineering, data leaders, CTOs, CISOs, CMOs or anyone else with decision-making authority. But what most software companies neglect to do during this exploratory phase is to identify the person who may block the entire deal.
This person is the anti-champion with the power to scuttle a potential partnership. Like your potential deal-makers, these deal-breakers can have any title with decision-making power. Chief Objection Officers aren’t simply potential buyers who end up deciding your product is not the right fit, but are instead blockers-in-chief who can make departmentwide or companywide decisions. Thus, it’s critical for software companies to identify the Chief Objection Officers that might block deals and, then, address their concerns.
So how do you identify the Chief Objection Officer? The trick is to figure out the main pain points that arise for companies when considering deploying your solution, and then walk backward to figure out which person these challenges impact the most. Here are some common pain points that your potential customers may face when considering your product.
Change is hard. Never underestimate the power of the status quo. Does implementing your product in one part of an organization, such as IT, force another department, such as HR, to change how they do their daily jobs?
Think about which leaders will be most reluctant to make changes; these Chief Objection Officers will likely not be your buyers, but instead the heads of departments most impacted by the implementation of your software. For example, a marketing team may love the ad targeting platform they use and thus a CMO will balk at new database software that would limit or change the way customer segment data is collected. Or field sales would object to new security infrastructure software that makes it harder for them to access the company network from their phones. The head of the department that will bear the brunt of change will often be a Chief Objection Officer.
Is someone’s job on the line?
Another common pain point when deploying a new software solution is that one or more jobs may become obsolete once it’s up and running. Perhaps your software streamlines and outsources most of a company’s accounts payable processes. Maybe your SaaS solution will replace an on-premise homegrown one that a team of developers has built and nurtured for years.
