The enterprise cloud computing company is majority-owned by Dell, which came about after its merger with EMC in 2016. VMWare also helped form Pivotal, which was created in April 2013.
Here’s how it describes its business:
Pivotal looks to “provide a leading cloud-native platform that makes software development and IT operations a strategic advantage for our customers. Our cloud-native platform, Pivotal Cloud Foundry (“PCF”), accelerates and streamlines software development by reducing the complexity of building, deploying and operating new cloud-native applications and modernizing legacy applications.”
According to the filing, Pivotal brought in $509.4 million in revenue for its fiscal year ending in February 2018. This compares to $416.3 million in revenue for 2017 and $280.9 million in revenue the year before.
The company is losing a lot of money, however. Losses for fiscal 2018 stood at $163.5 million, better than the negative $232.5 million seen in 2017 and $282.5 million in 2016.
“We have incurred substantial losses and may not be able to generate sufficient revenue to achieve and sustain profitability,” the company warned in the “risk factors” section of its IPO filing.
The company says it has filed for a $100 million IPO, but this is just a placeholder that is subject to change.
Morgan Stanley and Goldman Sachs are serving as lead underwriters. Davis Polk and Fenwick & West are serving as counsel.
The year was off to a slow start for tech IPOs with just Cardlytics and Zscaler debuting, but now we’re seeing a flurry with Dropbox, Spotify and Zuora and Pivotal.
Cake Technologies, the U.K. fintech startup that wanted to make it more convenient to pay your restaurant or bar bill, has been acquired by American Express — as the credit card behemoth plans to beef up its payment options for Amex members.
According to sources the deal quietly completed in October last year for a final price of $13.3 million (approx. £10.1m). However, due to an eleventh-hour preferential debt round and after fees, only some shareholders made a profit. I also understand from one source that Cake had raised a total of £4.5 million in equity and £1.4 million in debt. Part of the equity funding was a £1 million crowdfunding round on Crowdcube in 2015.
Confirming the acquisition, American Express gave TechCrunch the following statement:
Last year American Express acquired Cake Technologies. This year, we will be on-boarding Cake and their technologies to collaborate on ways to provide our Card Members with enhanced service and value in the dining space, which is an area many of our Card Members are passionate about.
A spokesperson for American Express declined to comment on the exact financial terms of the deal, but said that it was a “good outcome for Cake employees, previous investors and American Express”. They did confirm, however, that Cake employees are now employees of American Express.
This includes Cake founders Charlotte Kohlmann and Michelle Songy, who hold the positions of Vice President Global Dining Platform Solutions at American Express, and Director Global Platform Dining Solutions at American Express, respectively.
“We are excited to have Cake on board with us and look forward to collaborating on bringing our Card Members exciting new capabilities in the dining space soon,” adds the American Express spokesperson.
The back story to Cake’s eventual exit makes for interesting reading. According to a source with knowledge of the startup’s path to a sale, who spoke to TechCrunch on the condition of anonymity, it was very close to raising a £5 million Series A in the fall of 2016 before the company’s founders walked away for “ethical reasons,” although the source declined to diverge what these were. This then left Cake in a precarious situation financially as the company could not find another VC to step in quickly enough before running out of cash.
In the holidays/early 2017, the board of Cake put together a rescue round that was structured in the form of debt and designed to give the startup more runway to try to achieve a trade sale. All existing shareholders were given the chance to participate on a pro rata basis, although some declined due to the substantial risk of doubling down.
The loan was also structured so that, should the company get acquired, these eleventh hour investors would get a multiple preferential return. This, I’m told, explains why some investors made money from the exit, while others, including some Crowdcube backers, lost money, even possibly after factoring in EIS tax breaks.
In May 2017, American Express first made an offer to acquire Cake. The startup passed due diligence in late June, but American Express pulled the deal in mid-July for unknown reasons. Determined to get the sale back on track, Cake co-founder Kohlmann flew to New York unannounced and the deal eventually closed in October.
“Despite the complications and lengthy process, Amex did a really good deal here,” says my source. “It is clear that Cake is now a very important part of their digital strategy and the purchase price looks like good value in that context. Cake’s user experience will be a benefit to users of the Amex app once fully integrated and Cake’s basket level POS integrations will give Amex better insight into exactly what products their customers are buying rather than just where they go and how much they spend”.
Dropbox, after more than a decade, finally went public this morning — and the stock soared more than 40% in its initial trading, making it a marquee success for one of the original Web 2.0 companies (at least for now).
While we still have to wait for the dust to settle, it’s been a very long road for Dropbox. From starting off as a file-sharing service, to hitting a $10 billion valuation in the middle of a massive hype cycle, to expectations dropping and then the announcement of a $1 billion revenue run rate. Dropbox has been a rollercoaster, but it’s another big moment this afternoon: it’s Y Combinator’s first big IPO. And Y Combinator still has a very deep bench of startups that are, thus far, obvious IPO candidates down the line like Airbnb and Stripe.
That isn’t to take away anything from the work of CEO Drew Houston and the rest of Dropbox’s team, but Y Combinator’s job is to basically take a bunch of shots in the dark based on good ideas and potentially savvy founders. Houston was one of the first of a firm that now takes in a hundred-odd founders per class. Y Combinator Founder and partner Jessica Livingston was there for the start of it, recalling back to the day that Houston rushed to her and Paul Graham to show him his little side project.
We caught up with Livingston this morning ahead of the IPO for a short interview. Here’s the conversation, which was lightly edited for clarity:
TC: Can you tell us a little bit about what it’s like to finally see the first Y Combinator company to go public?
JL: I feel like 13 years ago, it was just this dream of ours. It was this seemingly unattainable dream that goes, ‘maybe one of the startups we fund could go public someday.’ That was the holy grail. It’s an exciting day for Y Combinator. It shows what a long game investing is in early-stage startups. I do feel kind of validated.
TC: How did Y Combinator first end up in touch with Houston?
JL: He applied as a solo founder. We had met Drew the summer before. Back then, we were so small that we always encouraged people to bring friends to a Y Combinator dinner. [Xobni founder Adam Smith] brought [Houston], and we met him then and talked it through. When he applied, we invited him to come to an interview, and Paul [Graham] before the interview reached out to [Houston]. He said, “I see you’re a solo founder, and you should find a cofounder.” Three weeks later Drew showed up with [co-founder Arash Ferdowsi]. It was a great match that worked well.
TC: As Dropbox has grown, what’s stood out to you the most during changes in the market?
JL: They’re a classic example of founders who are programmers who built something to solve their own problem. Clearly, this is a perfect example of that. Drew gets on the bus, he forgets his files, and he can’t work on the whole trip down. He then creates something that will allow him to access files from everywhere. At the time, when he came on the scene with that, there were a lot of companies doing it but none were very good. I feel like Dropbox, regardless of market dynamics, from the very beginning was always dedicated to wanting to do well by building a better solution. They wanted to build one that actually works. I feel like they’ve stuck to that and that’s been driving them since. That’s been their guidepost.
TC: What was your first meeting with Houston like, and do you think he has changed in the past 10 years?
JL: When I first met him, he was young — he was very young — and he was always a good hacker, and very earnest. During Y Combinator he was very focused on building this product and was not distracted by other things. That’s when there were just two people. He’s really evolved over the years as an incredible leader. He’s grown this company and he’s navigated through all different parts of his life cycle. I’ve witnessed his growth as a leader and as a human being. He’s always been a great person. It’s sort of exciting to see where he is now that he’s come a long way, it’s really cool.
TC: Houston and Ferdowsi still own significant portions of the company even after raising a lot of venture capital. Do you think Y Combinator had any effect on companies looking for more founder friendly deals?
JL: I think when Y Combinator started, our goal in many ways was to empower founders. It was to level the playing field. You don’t have to have a connection in Silicon Valley to get funding. You just have to apply on our website. You don’t have to have gone to an Ivy League school. We [try to tell them], don’t let investors take advantage of you because you’re young and have never done this before. In general, times have changed over the past 15 years. Hopefully Y Combinator played a small role in some of those changes in making things a little more found friendly.
TC: What’s one of your favorite stories about Houston?
JL: He was always very calm, cool, and collected under pressure. I remember that was definitely a quality about him. His feathers didn’t get ruffled easily. One of the things I remember most clearly is from that summer when we had demo day. Back then it was, like, 40 people tops. Still, there was a lot of pressure. I remember Paul [Graham] came up with this idea that, ‘hey, Drew, during your demo day you should show people how well Dropbox actually works by deleting your presentation live and restoring it through Dropbox.’ That’s kind of risky, right? To delete your presentation. You’re just standing up there without anything. And he did it and he nailed the presentation. It sounds a little gimmicky, but it really worked and showed his product worked. I remember thinking, like, wow, he’s pretty calm. If it were me I don’t think I could hit the delete button in front of these people. That’s an important quality in someone, not to get flustered.
By the way, we funded them in 2007. If you asked me in 2008 how were they doing, I would say, well, they’re making progress. But it wasn’t like we funded them and we could say, ‘this is gonna be a great one.’ We just knew, yeah they’re making progress, but it’s always hard to know there.
TC: Back then, what were you just expecting? M&A? Did you even anticipate an IPO?
JL: As we were formulating the idea, the hope was rather than going to work at Microsoft — I use them as an example because that was the company back then — and rather than going to get a job out of college, why not build a company and make Microsoft acquire you to get you to work for them? We had low expectations back then. We were hoping there’d be some small acquisitions. But yes, the hope was always acquisitions, but maybe someday in our wildest dreams there’d be an IPO. We didn’t even think YC would work when we started, people didn’t believe in YC’s models for many years.
TC: Looking back, what would you say is one of the biggest things you’ve learned throughout this experience?
JL: What a long road it is for startups. When we started YC back then, it wasn’t a popular thing to do a startup. Now, thank goodness, more people are starting them, and more types of people are starting them. It’s not just super high-tech companies. That’s exciting, but what I think a lot of people don’t realize is how hard startups are. You say, yeah, I know how hard, but people don’t realize how difficult they are and how long the commitment is. If you’re successful, it takes such a long time. For [someone like Houston] to make it to that point, they’ve committed a lot of their life and energy and all their intellectual capacity to making this work. To me, that’s so exciting, but I think it would surprise people to know realistically how long that could take.
TC: What would you tell startups with the hindsight of what happened with Dropbox’s valuation hype cycle?
JL: I will say, with startups, sometimes you just have to stick to what you’re doing. There’s a lot of stuff going on around you, especially now with social media and things like that. With a startup, you just have to keep moving forward with building a company and building a great product.
Dropbox is pricing above the range it originally set ahead of its public listing tomorrow, handing a valuation inching ever-closer to its original $10 billion valuation, according to a report by CNBC.
Dropbox earlier this week said it would price its initial public offering in a range between $18 and $20 per share, settling on a valuation near $8 billion at the high end of the range (or closer to $8.75 billion, based on its fully-diluted share count). With the new pricing, Dropbox will be valuing itself at around $8.4 billion — or a hair above $9 billion based on its fully-diluted share count. That $18 to $20 range, too, was a step up from its original proposed range, which fell between $16 and $18. Dropbox will be raising more than $500 million in the IPO, in addition to existing shareholders selling more than 9 million shares as part of the process.
What all this means is that Dropbox initially tested the waters to gauge interest, and clearly there was a lot. Companies sometimes set conservative price ranges (though this isn’t always the case) and then revise upwards as they see how much interest there is in potential investors buying shares at that price. Dropbox will make its public debut tomorrow, and the usual process here aims to get as much value for the company as possible while still ensuring the so-called IPO “pop” — usually a jump of around 20%. We’ll probably get the formal price in the form of an SEC filing this evening as it gets ready to list tomorrow.
Should that be successful, Dropbox would fall above the valuation of its last financing round, which gave the company a $10 billion valuation amid a hype wave of consumer startups. Dropbox, one of the original pioneers of online storage, in recent years has found itself looking to slowly scoop up more and more enterprise customers as it tries to create a second lucrative line of business. The company deploys a classic playbook of attracting initial customers within teams and then growing up to the point it reaches the C-Suite of companies, though the reverse is certainly possible as Dropbox matures over time.
We reached out to Dropbox to get a comment on the pricing, and will update the story when we hear back.
Skyline AI, an Israeli startup that uses machine learning to help real estate investors identify promising properties, announced today that it has raised $3 million in seed funding from Sequoia Capital. The round will be used to build its tech platform and hire experts in data science and machine learning.
Founded in 2017 and headquartered in Tel Aviv, Skyline AI predicts future property values and also analyzes the real estate market to help investors make important decisions such as when to raise rents, renovate or sell. Co-founder and chief executive officer Guy Zipori told TechCrunch that Skyline AI’s founding team (who also includes chief technology officer Or Hiltch, chief revenue officer Iri Amirav and executive chairman Amir Leitersdorf) worked together for years at various artificial intelligence-based startups in sectors including security, healthcare and online video. After several of their companies exited, the four were in a position to find investment opportunities. They wanted to explore commercial real estate, but Zipori “were surprised by how limited the technology is in this space.”
Though more industries are turning to data science and artificial intelligence to save time while making complex decisions, many veteran investors still depend on Excel spreadsheets, outdated market data and their “gut feelings,” added Zipori.
Skyline AI wants to take the guesswork out of investment decisions by training its technology on what it claims is the most comprehensive dataset in the industry, drawing on more than 130 sources and analyzing over 10,000 attributes on each data asset for the last 50 years. Skyline AI’s tech then compiles all information into a data lake and cross-references everything to find discrepancies and figure out what information is the most accurate.
“As a side note, we were surprised to learn that asset data sampled from different sources is often dissimiliar, meaning that in some cases decisions regarding large deals were made based on bad data,” Zipori said.
One benefit of Skyline AI’s system is that it is able to consider variables that would be difficult to include in Excel spreadsheets and other traditional methods for aggregating data, which is important in real estate because there are so many factors that can impact a property’s value and impact its rents, occupancy levels, maintenance costs and future worth.
In a statement, Sequoia Capital partner Haim Sadger said “The promise of AI to transform commercial real estate investments cannot be understated. Over the last few years, we’ve seen AI disrupt a number of traditional industries and the real estate market should be no different. The power of Skyline AI technology to understand vast amounts of data that affect real estate transactions, will unlock billions of dollars in untapped value.”
Australian startup Ansarada, which provides tools for companies preparing for a major transaction, will expand in the United States, Europe, the Middle East and Africa after raising an $18 million Series A. The funding was led by Ellerston Capital, with participation from Tempus Partners, Belay Capital and Australian Ethical Investments. A noteworthy detail about the raise is that all advisory fees from the deal will be donated to Ugandan and Nepalese charities through Ansarada’s partnership with Adara Partners, a corporate advisory firm made up of financial services experts who donate their fees to help women and children living in poverty.
Ansarada provides data rooms, or secure virtual spaces that enable companies about to undergo a complex event or transaction, like a merger or fundraising, gather all relevant data and files in one place. This allows the process of performing due diligence, legal compliance, writing contracts and other tasks to go more smoothly and also lets companies track who accesses which documents. Ansarada’s clients have included some of the biggest names in tech and financial services, including Google, VMWare, Sony, Microsoft, Deloitte, PwC and KPMG. The Sydney-based company, which claims up to 80% of deals in Australia happen through its platform, will use its new funding for sales and marketing in its target countries, especially the United States, and on product development.
Other virtual data room providers include Firmex, Intralinks and Merrill Corporation, but Ansarada chief executive officer Sam Riley says one of its competitive advantages is its recently launched Material Information Platform (MIP), which serves as a complement to its data rooms. MIP uses machine learning and natural language processing algorithms trained with a dataset gathered from more than 20,000 transactions to give companies information that can potentially reduce deal risks and improve their ongoing business operations. These include an algorithm that Riley says is “up to 97% accurate by day 21 into an M&A deal at benchmarking a bidder’s behavior, scoring their engagement levels and predicting their likelihood to submit an offer and win.” It also scores the completeness of material information and tracks if risk and compliance requirements are being met.
“We’ve seen thousands of companies find out their biggest risks and opportunities too late in their life cycle, which prevents them from performing better pre-deal and ultimately getting less-than-ideal outcomes when they sell or raise capital,” Riley told TechCrunch in an email. He added “We define readiness as being able to express the value of your company very well and very fast, especially to an investor, advisor, auditor or any party that’s critical to success in your company’s most important events. Companies get control and visibility over their most important information and ensure improvement by scorecarding and assigning accountability to their management teams.”
As one would expect, Ansarada used its own products while raising its Series A.
“We eat our own ice cream, so even using the product for our own capital raise resulted in less time by our management team to prepare for the deal and more time spent executing our strategy,” said Riley. “We are now using the platform to give our board an objective score over how well our vital information and key risks are being managed. Simultaneously we are now ready for the next event on our calendar, which is likely to be a financial audit.”
Pandora announced this morning it’s acquiring digital audio ad technology firm AdsWizz for $145 million, as a combination of at least 50 percent cash, with the remaining paid in either cash or stock at Pandora’s discretion. The company, whose technology will be used to upgrade Pandora’s own ad tech capabilities, will continue as a subsidiary headed by CEO Alexis van de Wyer.
AdsWizz offers an end-to-end technology platform that powers music platforms, podcasts and broadcasting groups. Customers include Cox Media Group, iHeartRadio, TuneIn, Entercom, Omnicom Media Group, Spotify, Deezer, PodcastOne, GroupM, and others.
Its software suite includes a variety of ad technology capabilities, including dynamic ad insertion, advanced programmatic platforms, ad campaign monitoring tools, and more.
Above: AdsWizz’ AudioMatic platform for programmatic buying
It has also developed a number of new audio formats, like ShakeMe which has users shake their phones to trigger an action while listening to an ad; ads that can target users based on an activity like jogging or a situation like cold weather; ads that can be customized based personalized data; and others.
Pandora says it will leverage the acquisition to capitalize on the growth in digital audio advertising, which is up 42 percent year-over-year, according to the IAB.
We understand that Pandora was interested in where AdWizz’ roadmap aligned with Pandora’s specifically in the areas of audio monetization and ad-buying capabilities. It believes that by joining forces, it will be able to ship and launch new products faster.
Once integrated with Pandora, advertisers will be able to transact through AdsWizz’s global marketplace across Pandora and other audio publishers, the company says. Pandora says that it will continue to invest in AdsWizz technology that supports its core business and the wider industry – or, in order words, Pandora isn’t ripping away AdsWizz from its competitors in streaming at this time.
“Since I joined Pandora six months ago, I have highlighted ad tech as a key area of investment for us. Today we took an important step to advance that priority and accelerate our product roadmap,“ said Roger Lynch, CEO of Pandora, in a statement. “With our scale in audio advertising and AdsWizz’s tech expertise, we will create the largest digital audio advertising ecosystem, better serving global publishers and advertisers — while improving Pandora’s own monetization capabilities.”
The deal comes at a time when Pandora continues to generate the majority of its revenues from advertising, despite its entry into the subscription business with its own rival to Apple Music and Spotify. In its Q4 2017 earnings, the company reported $97.7 million in subscription revenue that offset a 5 percent year-over-year decline in advertising revenues. Meanwhile, ad revenues clocked in at $297.7 million, down from $313.3 million in the same quarter the year before.
It also follows a rough year for Pandora which saw its original founder and CEO Tim Westergren exit, along with Chief Marketing Officer Nick Bartle and President Mike Herring, as part of a larger exec shakeup.
In addition to AdsWizz CEO van de Wyer, Pandora’s acquisition will add 140 people to the company from across all AdsWizz locations, including its San Mateo headquarters.
Pandora has not been as acquisitive as rival Spotify, having generally purchased businesses that are of strategic importance at the time, instead of smaller teams with interesting technology. It’s best known for its acquisitions of Rdio and Ticketfly in 2015, though the latter was handed off to Eventbrite last year.
“We know that the value we have created for all our stakeholders – brands, publishers and listeners – comes from our ability to create engaging and well-targeted advertising experiences. That will not change,” said van de Wyer, in a post on AdsWizz’ website. “Our focus has always been digital audio, with a unique expertise in innovative monetization solutions. That will not change. What will change is our ability to grow even faster, to develop technology more rapidly, to accelerate our ability to provide solutions that meet the increasingly sophisticated needs of advertisers and digital audiences. And to have an even bigger impact on people’s lives,” he added.
The new acquisition does not impact the first quarter 2018 guidance or the full year 2018 commentary provided at Pandora’s last earnings, the company notes. The transaction is expected to close in the second quarter of 2018, and is subject to regulatory approval.
Gfycat said it would be working with a company called Metaverse that, like many tools of its kind, is looking to make it easier to build applications in a more plug-and-play matter — this time for building augmented reality apps. Gfycat has more than 130 million monthly active users and in particular gears its tools toward creators, and this could be another step in helping those creators get their content out to the masses as activity in augmented reality starts to continue to pick up. It’s certainly not that pretty right now, but these small agreements can sometimes be the start of increasingly robust toolsets for developers.
To be sure, there’s a number of caveats. The most obvious one is that the GIFs created by those creators have to have a transparent background. After all, it would be weird for them to show up in the real world with a weird kind of background that blocks off the rest of reality and kind of sack the whole “augmented reality” concept. But at the same time, it does start to offer a kind of pseudo-home for creators that are looking to crack into AR as well as also offering developers looking to build games or other apps and opportunity to have easy access to content to get started.
We’ve seen from the explosion of games like Pokémon Go and others that augmented reality games are increasingly going to be A Thing. Niantic may have created a pivotal use case for that with a strong brand, but while looking a bit janky right now, it’s possible that a simple game developer might figure out some niche use case in AR that will actually blow up. That starts with having access to good content, and something like this would help get them started.
All this might be completely moot if Apple and others roll out an increasingly simple interface for AR app development like more robust tools in ARkit, where developers would just sidestep platforms like Metaverse in order to just build their own interfaces. But having a hub of content to start from is also an important step in figuring out where to even begin.
The GIF space is increasingly blowing up. We’ve already talked about how a bunch of these major platforms are continuing to grow with Giphy saying it has 300 million daily active users. Tenor, another GIF platform, meanwhile nets around 12 billion searches a month for its own GIFs.
Dropbox said it would be increasing its IPO price range – the range which it will sell its shares for its initial public offering — from $16-$18 per share to $18-$20 per share and giving the company a valuation that could reach close to $8 billion, according to an updated filing with the Securities and Exchange Commission.
Including all shares offered from stockholders selling in this offering, the “greenshoe” and the actual IPO, Dropbox will have a valuation between $7.2 billion and $7.96 billion. It’s below Dropbox’s previous $10 billion valuation, but it’s still a signal that investors are interested in buying up Dropbox’s IPO, which will be the most well-known enterprise name to go public this year. Cloud security company Zscaler went public earlier this month and immediately saw a massive pop, but Dropbox will probably be lumped into a similar boat as Snap as a signal to whether investors are going to be interested in hyped startups.
There will indeed be some shareholders selling stock in this offering, though it looks like for the most part the ownership is going to stay the same. There are a lot of reasons to sell a stock beyond just getting liquidation, such as paying taxes for other share options and exercises, so it’s not clear exactly what the motivations are for some employees for now.
Dropbox has more than 500 million users, 11 million of which are paying users. While originally born as a consumer service, the company has sought to crack into the enterprise in order to help build a robust second line of business to tack alongside its typical consumer operations. Dropbox at the start had the benefit of spreading via word of mouth thanks to its dead-simple interface, but since then has started building out new tools geared toward larger businesses, such as Dropbox Paper.
It’s also what’s made this IPO a somewhat tricky one. The process for this is normally the same, with the company setting a price range and then throwing it out there to see who bites. If things go well, the range goes up. If things go poorly, like the case of Blue Apron, the range is going to drop. This could always change at the last minute, but you can take this as another step toward its eventual listing, which is expected to happen later this week.
The electromechanical industry may not be the kind of sexy tech that you’ll regularly read about in TechCrunch, but we like solutions to problems, and that is why I am about to write about a company in the aforementioned industry. Add in that the startup is based in Asia — Thailand, to be precise — and we have the recipe for a young company to keep an eye on.
Kyklo is the company and it is aimed at bringing the electromechanical space, which is worth over $1 trillion per year across 100,000s of distributors and retailers worldwide, into the digital era. The company operates a service that brings sales channels, inventory and networks online to replace the existing system, which is largely offline.
As of now, for example, if an OEM is selling air conditioning units for a new building development — the industry touches 5-20 percent of every new building via electrical equipment — the process will typically be handled by a reseller who presents a paper-based inventory to the buyer. Kyklo is proposing to take things online by allowing OEMs to lay out their inventory in a web-based shop — like Shopify — which can then be used by the reseller to solicit sales.
The idea may seem elementary, but the benefits go beyond ease of use — a website obviously has plenty of benefits over a physical sales catalog — including increased visibility to the OEM, who previously relied on the reseller for sales data. Resellers themselves also have a more dynamic catalog of products to share with prospective sales leads, which is also designed to feature highly in search engine rankings to help bring in inbound sales leads.
Kyklo began as a Shopify-like solution when it was founded in 2015 by two former employees of Sneider Electric, the $50-billion electric and energy company that is listed in Paris, France. Over the past year, however, the startup refocused into a sales lead and management tool for both OEMs and resellers.
CEO Remi Ducrocq — who started Kyklo with fellow co-founder and CTO Fabien Legouic — told TechCrunch that there was an expectation that simply by launching a store sales leads would land. While Kyklo does optimize search ranking, it works best as an aid for teams by helping coordinate sales leads, giving greater transparency on data — for future sales predictions — making it easy to add new products quickly, and automating much of the process for repeat customers.
Kyklo CEO Remi Ducrocq and CTO Fabien Legouic (left and right) both formerly worked for Sneider Electric
Rather than spending time requests from existing customers with phone calls and emails, resellers can simply provide a link to the catalog and enable customers to handle the re-purchasing process by themselves. That frees up resources to chase new sales and more.
“When we pitch distributors on why they should digitize their sales operations, it is first about how you get your existing customers online. So you shift your business from offline to online and by doing so you’ll get better satisfaction and you’ll be able to saturate your customer base,” Ducrocq said, pointing out that the service has helped some customers add 20 percent more sales from existing customers.
“Considering a distributor has 10 sales guys covering 1,000 customers, the truth is they only spend time with 50 guys who do 80 percent of the orders,” Ducrocq added. “On existing customers, a lot of the work is really admin [so] that’s something you can take off by making it digital.”
Kyklo’s customer base includes Sneider Electric and Thailand-based Interlink, the latter of which told TechCrunch in a statement that it grew revenue from its online business five-fold “in a matter of months” after coming on the Kyklo platform.
The benefit for OEMs is obvious, but initially some resellers were initially unsure of allowing a third-party into the relationship with their supplier (OEM). Kyklo CEO Ducrocq said his company has no interest in entering the reseller space. In fact, it has field agents who accompany resellers to meetings with their major buyers to help them come aboard while it jointly works on data and statistics to help reseller teams target new sales opportunities.
While it is sticking firmly to its position in the sales cycle, the startup does, however, have designs on international expansion. Right now, has customers in seven markets in Asia — Ducrocq is half-French, half-Thai hence the initial location in Bangkok — but already it is casting eyes on the European and North American markets.
U.S.-based Handshake, a B2B sales platform that has raised over $20 million from investors, is perhaps one of the most notable competitors it would come up against, but Kyklo believes its focus on the electromechanical space can help it conquer its niche. The startup is also looking to expand its relationship with existing global customers who it services in Asia to cover new markets that will give it a rolling start to its expansions.
“Right now we’re looking at what the two countries we will do in Europe, and where we will go in the U.S.,” Ducrocq said.
In order to aid that expansion, Kyklo has raised funding from investors that include Singapore-based duo SeedPlus and Wavemaker Partners. Ducrocq declined to provide financial details of the round, while he also declined to give financial details on Kyklo’s business.
The company currently has 40 staff in its Bangkok HQ, with a number of remote business development and sales executives. While it plans to increase the number of staff it has outside of Thailand, there is no plan to relocate its main office from Bangkok.
