In addition, the firm — whose investments include WorldRemit, Catawiki, Voi and Uberall — announced it will now have a presence in London and Stockholm in order to put people on the ground in what it says are “two of its favorite ecosystems.”
What better time, therefore, to catch up with the team at Project A, where we talked investment thesis, why Stockholm and London, and the increasing interest in Europe from U.S. LPs and VCs. Other subjects we touched on include diversity in venture, and, of course, Brexit!
TechCrunch: You last raised a fund in 2016, totaling €140 million, what changes have you noticed since then with regards to the types of companies you are seeing and the European ecosystem as a whole?
Uwe Horstmann: Entrepreneurs definitely matured a lot over the last few years. We see more and more of serial founders who combine drive with experience delivering great results. We also noticed an increase in more tech / product-centric and in B2B models.
This doesn’t come as a surprise as the market for consumer-oriented models started developing much earlier and is now reaching its limits after a few years. Many entrepreneurs gained experience in the Old Economy or have been consulting companies for a few years, learned about the struggle with products and processes first-hand and developed solutions specifically tailored to the industry’s needs.
We also notice a rise in professionalism in company setups and a higher ambition level in founding teams. This is probably also due to a more professional angel and micro fund scene that has developed in Europe.
TC: I note that you have U.S. LPs in the new fund, which I think is a first for Project A, and more broadly we are seeing a lot more interest from U.S. VCs in Europe these days. Why do you think that is, and how does this change the competitive landscape for deal-flow and the ambition of European founders?
Thies Sander: Having our first U.S. LPs on board makes us proud. LPs have noticed that European VC returns have really picked up during recent fund cohorts.
from Startups – TechCrunch https://ift.tt/2neokUm
The venture capital fund set up by Japanese soccer player Keisuke Honda and American actor Will Smith is investing in the all-in-one business travel and expense management platform
SAN FRANCISCO–(BUSINESS WIRE)–#VC–TravelBank, the leading all-in-one business travel and expense management platform, today announced a strategic capital investment from Dreamers VC, the global venture capital fund with a co-founding team that includes American actor Will Smith and Japanese soccer player Keisuke Honda. Dreamers VC invested an undisclosed amount.
Along with the new capital investment, Dreamers VC will also help TravelBank expand and gain customers in the entertainment industry. Dreamers VC, as well as Westbrook Inc, Will and Jada Pinkett Smith’s new media venture, are also both TravelBank customers. The travel and expense management platform has previously focused on the SMB market and is expanding into other industries, currently serving more than 120,000 users.
“At TravelBank we believe business travel should be simple and seamless, as well as include leisure time to participate in new ideas and cultures. By exposing people to new experiences when on the road, we believe travel can make each of us better people. We share this vision with Dreamer’s mission for making the world better and we are excited to be working with them,” says Duke Chung, co-founder and CEO of TravelBank.
“Our team has experienced first-hand the positive impact TravelBank’s technology can have in the workplace, and how its simple to use approach streamlines important, yet time-consuming and sometimes confusing processes,” says Tashi Nakanishi, Co-founder and Managing Partner at Dreamers VC. “TravelBank is already improving the lives of its users, directly aligning with our mission, and we’re excited to be a part of what’s next.”
TravelBank also has now grown its customers from serving 800 organizations in 2017 to now 20,000. The announcement was made at TravelBank’s annual travel conference, Altitude, where TravelBank also announced a slew of new products including SuperItinerary, which powers travel door-to-door for business travelers. For more information, please visit https://travelbank.com/.
TravelBank is the leading all-in-one business travel and expense management platform, powering the expense and travel solution for more than 20,000 companies. Businesses gain immediate control of their travel program, reducing travel spend by 30% on average while improving employee happiness through a user-friendly design and travel rewards program. Companies can create and deploy custom travel policies with ease and create a baseline for travel spend, and have access to TravelBank’s in-house customer success team for 24/7 concierge-level support, always available by phone, email, or chat. For more information, please visit TravelBank.com or download our iOS or Android app.
About Dreamers VC
Dreamers is a venture capital fund bridging established Japanese corporate investors with early-stage US-based companies. Founded by Will Smith, Keisuke Honda, and Tashi Nakanishi, we invest in innovative companies, alongside top-tier lead investors, with the goal of improving lives through the application of emerging technology. For more information, please visit Dreamers.vc.
Mighty for TravelBank
Amboss, the Berlin-based ‘medtech’ startup that originally offered a learning app for students but has since pivoted to a knowledge platform for medical professionals, has raised €30 million in Series B funding.
The round is led by Partech’s growth fund, with Target Global acting as a co-investor. Existing investors, Cherry Ventures, Wellington Partners and Holtzbrinck Digital, also participated.
Launched in 2014 as a study platform for medical students, Amboss has since evolved to offer what it claims is the “most comprehensive and technologically-advanced” knowledge platform for medical professionals. It has been developed by a group of 70 doctors and 40 software engineers who work together in small cross functional teams.
“Medical Knowledge does not find its way into practice efficiently,” argues Amboss co-CEO Benedikt Hochkirchen. “This has two main root causes: the way we educate doctors is outdated, and the way doctors access knowledge is inefficient”.
Specifically, he says that medical students are still taught to memorize facts, which become outdated quickly, and there isn’t enough emphasis on understanding and application. In contract, Amboss’ “smart learning” technology claims to not only help students achieve higher scores in their medical exams but furthers their contextual understanding and therefore lays the foundation “to be better prepared for clinical practice”.
“In clinical practice, doctors would adapt 50% of their decisions if they had the latest and precise knowledge at hand,” says Hochkirchen. “In real life on the wards, doctors lack the time to research and find the relevant knowledge. For them, Amboss’ smart guidance app is there to provide instant, convenient and reliable medical knowledge to carry out the best possible care”.
The end result, says the Amboss co-CEO, is that the startup’s app reduces the average research time needed for doctors to make a clinical decision from 30 minutes to 30 seconds. Crucially, its knowledge base contains the most recent medical facts and guidelines “in every single case”.
“Young doctors have to take over a lot of responsibility early in their career,” adds Hochkirchen. “Career starters are regularly the first touch point with a doctor when a patient enters a hospital. Often young doctors do not feel properly prepared for the real life challenges in those situations. Amboss is the source of choice to master those decisions e.g. with emergency algorithms and lead symptoms”.
Likewise, more experienced and specialised doctors can also find utility in Amboss, as guidelines and therapies of choice are constantly changing. “It is almost impossible for the doctor to stay up to date for every possible indication,” he says. “Amboss provides them with precise knowledge based on latest guidelines to ensure doctors choose the best therapy possible”.
Or, put a another way, Amboss is attempting to build a “Google for medicine”. “They are tackling a very exciting space which will have a positive impact on society, bringing knowledge levels and skillsets of medical doctors to a higher level,” Cherry Ventures’ Christian Meermann tells me.
Meanwhile, armed with new capital, Amboss says it will accelerate the global rollout of its product with a focus on the U.S. In addition, the startup will further develop its product, for both generalist and specialist doctors, “to help improve their daily clinical decision-making”.
from Startups – TechCrunch https://ift.tt/2mOS5v7
So, you’ve launched a startup and now you want to raise millions from a venture capitalist or angel investor. Hang on a second, do you really want funding?
Taken at the wrong time it can put a lot of pressure on your startup. But should you decide to do it, how much of your startup are you willing to give up? Which investor is right for you?
These are just some of the 10 questions startup founders should ask before seeking funding. Let’s take a look:
1. Do I really want outside funding?
Funding isn’t free. I warn entrepreneurs at every opportunity that they must carefully weigh the financial consequences of taking outside money.
It may not only come with interest and giving up a large share of profits but can put a lot of pressure on your startup to deliver specific results on your investors’ timelines.
It means taking on a substantial obligation to those investors, in addition to the company itself and any co-founders, employees, and customers you already have.
Some very successful founders on the DealMakers podcast are fans of taking as much money as you can get. Even if it means taking money early, while it is cheaper. Others are very cautious about only raising just enough, or even not raising until it is a necessity.
2. How much am I willing to give up?
This one is definitely one of the most questions that entrepreneurs must ask before seeking funding. Accepting funding means you are trading a piece of your company and its ownership for money.
How much are you willing to give up? How much control are you willing to give up? Because, when you bring in investors and new board members they have a say in how you run the company.
Perhaps an even better question is, what the return will be on any funds raised.
Will the money you receive for giving up 25% of your company in this next round ultimately return you far more over the long run than that 25% of profits would have put in your pocket? What about once you have given up 50%, 75% or more?
3. What role will I take?
What role will you take during the funding process? What role will you take afterward?
Fundraising is a lot of work. In early fundraising rounds, investor pitches can be very demanding.
In later rounds, it can be surviving the due diligence which really demands mastery. obviously the questions that entrepreneurs must ask before seeking funding will vary from financing cycle to financing cycle as the business matures.
Who in your company, or among your expert consultants will take the lead on the fundraising process? Is there someone that may do it better than you? Or will multiple people need to be actively involved in this on a daily basis?
Business experience can be a large factor in getting funded. Some of the entrepreneurs I’ve interviewed have turned to hire new CFOs and CEOs early to help position them to attract more capital and harness experts in building a real business.
Or you may have to be prepared to focus all of your time on this side of the venture, and ensure you have an amazing technical and marketing team to handle all of the product-related side of the business.
4. What should I look for in an investor?
You’re not ready to pitch or even create a pitch deck unless you know the type of investor you really want for your startup. Capital is still plentiful right now.
Raising money from angels and VCs is far more about what they can do for you besides the money. The money is just a tool that ties you together and gets them invested in your success.
The more time you take defining the investors you really want for this round, the better. This can change by round too. You’ll likely need a very different set of investors at your Series-B than a Seed Series round.
What do you want them to do for you? If it’s to break into a new market, then maybe you want a VC fund based in Asia, not Silicon Valley. If you want to get to mass through a specific retail channel, it may be a corporate investor or accelerator you need.
If this is a venture you deeply care about, then ensuring alignment in mission, vision and business philosophy and ethics is critical. Or you may quickly see your startup turning into exactly the problem you wanted to disrupt and change in the first place.
5. Would I invest in this business?
Looking at what you have to offer, present and what’s going on inside, would you put R100k or R100-million into this startup as an investment if you had the cash and freedom to invest in anything.
The key when thinking about the questions that entrepreneurs must ask before seeking funding is to look outside the box and see if they would invest if it was someone else running the show.
If not, what can you do to bring it up to par? Does accounting need to be improved? Are there distribution and manufacturing logistics to be improved?
6. Do I know what investors are expecting at this fundraising stage?
There are some business basics that should be obvious any investor will look for. However, what investors expect and demand before considering writing a cheque can change at every round too.
You might get away with being super passionate and a great salesperson when it comes to pre-seed friends and family or even small angel rounds.
Later on, you will have to prove momentum, revenues, and more. If you don’t know, then you can serve it up to them.
7. Do I have time to invest in fundraising?
Even the most successful startup fundraisers report that this can take up half of their time during early rounds. It may take 200 numbers to get a cheque (it took Johannesburg based fintech startup visits to over 50 investors, see this story — Ed)
In later rounds, the due diligence part can demand daily and weekly phone calls and meetings. That’s all on top of everything else you need to do for the business, and to meet your obligations to any earlier investors.
Do you have the time? If so, is it going to provide the best return on investment (ROI) on your time? How will that compare to just getting to work making sales and then letting investors seek you out?
8. What is the one metric you’ll raise on?
Even if you have a two-sided marketplace startup that solves multiple problems, it is far easier to excel and impress investors if you can focus on one data set or metric. Keep it simple for them. Show them that you can consistently growth that metric between every milestone. What’s yours?
9. Am I prepared to answer investor questions?
A slick pitch deck and tight verbal pitch is great. Being ready to answer all the questions investors will throw at you and test you with can be a completely different ball game. Anyone can wow with a quick sales presentation. Those that stand out are those who can back it up.
10. Have I researched winning pitch deck formulas?
Of course, you may never get the chance to field those questions if your pitch deck is a flop. Make sure you know what investors really expect in a deck, and what they spend most of their time looking at.
Clive Butkow is a Johannesburg based venture capitalist and CEO of Kalon Venture Partners.
Featured image: Kalon Venture Partners CEO Clive Butkow (Supplied)
The post 10 questions startup founders should ask before looking for funding appeared first on Ventureburn.
An Indian SaaS startup, which is increasingly courting clients from outside of the country, just raised a significant amount of capital to expand its business.
Hyderabad-based Darwinbox, which operates a cloud-based human resource management platform, said on Thursday it has raised $15 million in a new financing round. The Series B round — which moves the firm’s total raise to $19.7 million — was led by Sequoia India and saw participation from existing investors Lightspeed India Partners, Endiya Partners, and 3one4 Capital.
More than 200 firms including giants such as adtech firm InMobi, fintech startup Paytm, drink conglomerate Bisleri, automobile maker Mahindra, Kotak group, and delivery firms Swiggy and Milkbasket use Darwinbox’s HR platform to serve half a million of their employees in 50 nations, Rohit Chennamaneni, cofounder of Darwinbox, told TechCrunch in an interview.
The startup, which competes with giants such as SAP and Oracle, said its platform enables high level of configurability, ease of use, and understands the needs of modern employees. “The employees today who have grown accustomed to using consumer-focused services such as Uber and Amazon are left disappointed in their experience with their own firm’s HR offerings,” said Gowthami Kanumuru, VP Marketing at Darwinbox, in an interview.
Darwinbox’s HR platform offers a range of features including the ability for firms to offer their employees insurance and early salary as loans. Its platform also features social networks for employees within a company to connect and talk, as well as an AI assistant that allows them to apply for a leave or set up meetings with quick voice commands from their phone.
“The AI system is not just looking for certain keywords. If an employee tells the system he or she is not feeling well today, it automatically applies for leave for them,” she said.
Darwinbox’s platform is built to handle onboarding new employees, keeping a tab on their performance, monitor attrition rate, and maintain an ongoing feedback loop. Or as Kanumuru puts it, the entire “hiring to retiring” cycle.
One of Darwinbox’s clients is L&T, which is tasked with setting up subway in many Indian cities. L&T is using geo-fencing feature of Darwin to log the attendance of employees. “They are not using biometric punch machine that is typically used by other firms. Instead, they just require their 1,200 employees check-in from the workplace using their phones,” said Kanumuru.
Additionally, Darwinbox is largely focusing on serving companies based in Asia as it believes Western companies’ solutions are not a great fit for people here, said Kanumuru. The startup began courting clients in Southeast Asian markets last year.
“Our growth is a huge validation for our vision,” she said. “Within six months of operations, we had the delivery giant Delhivery with over 23,000 employees use our platform.”
In a statement to TechCrunch, Dev Khare, a partner at Lightspeed Venture, said, “there is a new trend of SaaS companies targeting the India/SE Asia markets. This trend is gathering steam and is disproving the conventional wisdom that Asia-focused SaaS companies cannot get to be big companies. We firmly believe that Asia-focused SaaS companies can get to large impact value and become large and profitable. Darwinbox is one of these companies.”
Darwinbox’s Chennamaneni said the startup will use the fresh capital to expand its footprints in Indonesia, Malaysia, Thailand, and other Southeast Asian markets. Darwinbox will also expand its product offerings to address more of employees’ needs. The startup is also looking to make its platform enable tasks such as booking of flights and hotels.
Chennamaneni, an alum of Google and McKinsey, said Darwinbox aims to double the number of clients it has in the next six to nine months.
from Startups – TechCrunch https://ift.tt/2ndHOrU
Insurtech startup Elma has closed a €3 million (~$3.2M) Series A funding round led by Mangrove Capital partners to build out a digital-first health insurance business starting with Spain, its domestic market.
Also investing in the Series A are a number of unnamed local investors focused on the healthcare space, along with Barcelona-based investor and company builder Antai Venture Builder (AVB), Arroba Capital, and US VC Joyance Capital Partners.
Elma’s co-founders — Miguel Ángel Antón (CEO), Albert Malagarriga (CPO), and Miguel Vicente and Gerard Olivé (also co-founders of its investor, AVB) — have a background in digital industries and startups, building “user centric experiences”, as Antón puts it.
Healthcare experience in the founding team comes via the COO who we’re told spent 12 years at a C-level position at one of the largest health insurers in Spain (now owned by Bupa). Elma also has a chief medical officer — who Antón touts as bringing a wealth of experience in “digital care”.
Since 2017 the team has been building a number of digital healthcare tools that can be accessed via an app. The idea is to entice subscribers to Elma’s healthcare cover with the promise of tech-enabled convenience and a shorter wait time vs Spain’s (free) public healthcare service for remote chats with doctors.
It’s also hoping to disrupt legacy health insurance giants by offering slicker digital tools and services.
“Few companies or entities have had the opportunity to think about patient journeys and build and articulate a product that optimizes healthcare outcomes while controlling costs,” argues Antón. “We believe insurers have a privileged position to do that, yet they seem to have little incentive to innovate and adopt digital tools to make it happen given their legacy. We want to build a digital health subscription to better healthier, that includes insurance and is (finally) user centric.”
Among the tools Elma will offer subscribers initially is a telehealth service that lets members talk to a doctor via video call and chat, providing remote primary care and digital prescription (it has a team of seven doctors to serve that from launch) — and a doctor search engine for finding a medical professional to deal with a specific condition (it has a pool of 23,000 doctors in Spain for in-person healthcare).
“We are currently working on a booking feature and integration with test providers to make getting blood tests, scans and so on much easier and interconnected,” adds Antón.
“We are one of the few insurers that provide a full online, comprehensive quoting system for people to understand our products and buy entirely online. These are just a few features that we are releasing with, but our vision is to pursue the digitalization of the industry to fulfil our mission. Prevention, promotion of good habits, digital therapies, are coming up next.”
On the prevention front, this being an insurtech startup, Elma’s roadmap includes linking insurance premiums to healthier lifestyles — via some form of behavior tracking.
“Healthier people should benefit from their good habits and we are already testing tools that identify people’s habits,” Antón confirms, adding: “Other features in our roadmap for next year are integration with wearables, care plans, skin prevention plans, etc.”
The team will be launching its first health insurance product in Spain next month.
Its website already lists pricing for a range of plans “con copago” (which means there’s a monthly fee to pay for the insurance cover plus an additional fee when you access healthcare services).
“We will have a full “sin copago” product in two weeks but we are believers of insurance with copayment,” Antón tells TechCrunch. “Being healthy makes you reduce visits to the doctor so you can keep your premium low and pay per use which will be best for our customers. We really love copayments…. Best way to pay less.”
The Series A will be put towards scaling in Spain, which is the firm focus for Elma for the foreseeable future given a large addressable local market.
Some 10M+ people (~23% of the population) pay for healthcare, according to Antón, who says this is on account of long wait time for the free public service. A majority of those (60%) pay for health insurance via their employer — so Elma is focusing on selling in to corporates to provide cover for their staff.
“We have an agreement with [insurance broker] Willis Towers Watson who will allow us to quote the most relevant companies in Spain,” he says, adding that it’s already signed agreements with listed companies (such as Masmovil, Red Electrica Española); startups (eCooltra); and state owned companies (Ferrocarrils de la Generalitat).
“Healthcare is very country specific, that’s why its really hard to scale this type of company [to other markets]. So far we want to concentrate in Spain. The market here is huge, growing 5%-7% a year and needs a lot of digitalization,” he adds.
“We want to became leader in our market. In the future we will look for markets where our product fits the best, and it may be countries with or without a strong public health system. What we believe is true is if we make it here, where we are competing with an excellent service which is for free (Spanish public healthcare system), we can probably make it anywhere.”
In terms of app-focused competition, on Elma’s home turf there’s MediQuo, another Barcelona-based startup that promises to put a doctor in your pocket — via an app where users can chat to a medical “amigo”. While it’s not a fully fledged health insurance play pricing is low enough that users could combine it with legacy health insurance elsewhere — augmenting their usual cover with an up-to-date app supplement.
from Startups – TechCrunch https://ift.tt/2leziIK
The number of elderly adults requiring home care is set to grow at an alarming rate in most western countries as people live progressively longer. But underinvestment in technology and healthcare means society is at risk of vastly under-delivering. It’s very hard to scale these services and subsequently, no company has more than a low percentage market share. Few home care brands have much trust. In the U.K., 38% of people caring for a loved one (81% of whom are women) drop out of the workforce to have to deal with elderly relatives.
In the U.K., a few companies are trying to address this issue: Traditional incumbents like Bluebird Care and Home Instead, which are traditional home care agencies, which don’t scale; “Introductory agencies” like Supercarers and Elder, which do not train their carers directly with the associated problems; and so-called tech-enabled new players like Cera, which have limits to tech deployment as it is.
London-based Lifted plans to address some of these shortcomings with a full-blown end-to-end “Apple-like” solution.
It has now raised £1.5 million in seed funding after being founded by Rachael Crook and Sam Cohen. Crook is a former Cabinet Office and McKinsey Consultant, who started Lifted after a frustrating experience trying to arrange care for her mother after she was diagnosed with dementia at age 56.
The startup was incubated inside Zero 1, a new corporate venture builder.
The company is a CQC-regulated care provider, which gives families real-time updates on care and a set of wellness data about their loved one. The Care Management Platform is a way to schedule visits, keep a check on tasks that have been completed and receive notifications when care begins and ends.
The default rate is £19 an hour for hourly care and £950 a week for live-in care. Clients can choose to purchase this as an additional service for which they will charge a subscription fee.
Crook says: “There are few more important decisions than who to trust to look after your loved ones. Yet the current market is broken with a lack of transparency, poor quality care and poor working conditions for carers. Precious data languishes in paper files. Lifted is on a mission to change this by harnessing the power of technology and data to transform the quality of care and improve the lives of carers and families.”
Lifted’s future plans include broadening their service offering by combining professional care and in-home technology. This will bring together health alerts, in-home sensors and professional carers to transform what it means to care.
Lifted will develop AI-based analytics to predict and prevent health deterioration.
Unlike other startup care providers, Lifted directly employs its carers and pays the London Living Wage, which is 20% above the market average for hourly care and is enabled by operational savings achieved by using a technology platform.
Founded in 2018 by Finn MacCabe, Damian Cristian and Guy Conway, Zero 1 has built three new companies in insurance, cloud compute and healthcare, in partnership with FTSE 100 companies.
from Startups – TechCrunch https://ift.tt/2mzoa9J
Cairo-based startup MaxAB looks to optimize the supply-chain network for Egypt’s food and grocery retailers.
The B2B e-commerce company raised a $6.2 million seed-investment co-led by Beco Capital and 4DX Ventures. Others co-leaders included 500 Startups, Endure Capital, and Outlierz Ventures.
Founded in 2018, MaxAB has built a digital platform to manage procurement and delivery of grocery products to shops in Egypt. The startup’s developer team created an app for store-owners to purchase goods, another logistics app for its delivery fleet, and one for its customer support team.
MaxAB’s target market is small-scale retailers in Egypt, who sell to the country’s 100 million population.
“The Wal-Mart’s and the Krogers and Walgreen’s of Egypt only represent 10% of the market; 90% of this $50 billion market gets transacted through small mom and pop shops,” MaxAB CEO Belal El-Megharbel told TechCrunch on a call from Cairo.
Both saw an opening to reduce cost and complication in Egypt’s B2B food and grocery markets.
“It’s a very segmented supply-chain. Small shops in Cairo have to go through six or seven-layers in between — the shipping, unboxing, determining product quality, and setting base prices — and that’s what we’re fixing for them,” said El-Megharbel.
MaxAB has a fleet of 60 trucks and a large warehouse that serves Cairo. The startup tailored a logistics practice for Egypt to make sure it can meet retail customer needs. “We’ve come up with our own model we call just-in-case inventory, where we keep three to four days additional inventory to accommodate for supplier unreliability,” explained El-Megharbel.
MaxAB has a staff of 270 and 9,000 retailers on its app, according to a company release. The venture generates revenue on margins it earns from the buy to sell price of the products it offers. Unsurprisingly, El-Megharbel names achieving scale as the path to profitability. “The bigger your scale the better the margins you gain on supply,” he said.
Drawing on its seed-round, MaxAB also aims to generate revenue by expanding its offerings to working-capital financing and data-analytics services to its retail clients. The startup will expand its operations to several different cities in Egypt and grow its tech team.
The company has no immediate plans to operate outside of Egypt, according to El-Megharbel, but could consider expansion in North Africa in the future.
MaxAB will raise another funding round in approximately a year’s time, he said. 4DX Ventures Managing Partner Peter Orth confirmed the fund’s participation in the $6.2 million seed-financing. Orth will take a board seat with MaxAB.
Transport-tech focused startups received the largest share of the $33 million in VC invested in Egypt in 2018, according to WeeTracker. Research by Briter Bridges tracks 120 logistics and supply-chain related startups in Africa.
In 2018, MaxAB investor 4DX ventures led a $2 million round in Kenya based B2B supply-chain startup Sokowatch, founded by Daniel Yu.
The companies share a similar retail logistics focus, but the founders don’t appear poised to enter each other’s markets or become competitors just yet. “Daniel’s a really smart-guy. We meet and talk quite often,” MaxAB CEO Belal El-Megharbel said.
from Startups – TechCrunch https://ift.tt/2l5VkNN