Delta Air Lines’ startup partnerships are fueling innovation

For the first time, this year Delta Air Lines had a large presence at CES. The carrier used much of its space to highlight the “parallel reality” screens developed by Misapplied Sciences and Sarcos Robotics, which brought its latest Guardian exoskeleton. At the show, I sat down with COO Gil West, an industry veteran with years of experience at a number of airlines and airplane manufacturers, to talk about how the company works with these startups.

Like all large companies, Delta has gone through a bit of a digital transformation in recent years by rebuilding a lot of the technical infrastructure that powers its internal and external services (though like all airlines, it also still has plenty of legacy tech that is hard to replace). This work enabled the company to move faster, rethink a lot of its processes and heightened the reality that a lot of this innovation has to come from outside the company.

“If you think about where we are as a world right now, it’s a Renaissance period for transportation,” West said. “Now, fortunately, we’re right in the middle of it, but if you think about the different modes of transportation and autonomous and electrification — and the technologies like AI and ML — everything is converging. There’s truly, I think, a transportation revolution — and we’ll play in it.

Seattle’s ExtraHop expects $100M ARR in 2020, IPO the following year

Hello and welcome back to our regular morning look at private companies, public markets and the gray space in between.

Today we’re continuing our series on companies that have reached the $100 million annual recurring revenue (ARR) threshold, or are about to. ExtraHop is the company of the day, a Seattle-based firm that deals with cloud analytics and a portion of the security world called “network detection and response.”

ExtraHop is interesting because of its scale, its IPO plans and its history of capital efficiency. Regular readers will recall that we’ve praised Braze and Egnyte in this series, noting that, compared to some unicorns and other members of the $100 million ARR club, they had raised modest sums. Both have raised a multiple of ExtraHop’s own known capital tally.

TechCrunch got on the phone yesterday with ExtraHop’s CEO Arif Kareem and CFO Bill Ruckelshaus to dig in more. Here’s what we learned.

Growth

In conjunction with its ARR and IPO notes that we’ll deal with shortly, ExtraHop announced a number of financial metrics this morning, including: more than $150 million in bookings in 2019, up from over $100 million in 2018; and, revenue growth of “more than” 40% in 2019, a threshold it also cleared in 2018.

Equinix is acquiring bare metal cloud provider Packet

Equinix announced today that is acquiring bare metal cloud provider Packet. The New York City startup that had raised over $36 million on a $100 million valuation, according to Pitchbook data.

Equinix has a set of data centers and co-locations facilities around the world. Companies that may want to have more control over their hardware could use their services including space, power and cooling systems, instead of running their own data centers.

Equinix is getting a unique cloud infrastructure vendor in Packet, one that can provide more customized kinds of hardware configurations than you can get from the mainstream infrastructure vendors like AWS and Azure.

Interestingly, COO George Karidis came over from Equinix when he joined the company, so there is a connection there. Karidis described his company in a September, 2018 TechCrunch article:

“We offer the most diverse hardware options,” he said. That means they could get servers equipped with Intel, ARM, AMD or with specific nVidia GPUs in whatever configurations they want. By contrast public cloud providers tend to offer a more off-the-shelf approach. It’s cheap and abundant, but you have to take what they offer, and that doesn’t always work for every customer.”

In a blog post announcing the deal, company co-founder and CEO Zachary Smith had a message for his customers, who may be worried about the change in ownership, “When the transaction closes later this quarter, Packet will continue operating as before: same team, same platform, same vision,” he wrote.

He also offered the standard value story for a deal like this, saying the company could scale much faster under Equinix than it could on its own with access to its new company’s massive resources including 200+ data centers in 55 markets and 1,800 networks.

Sara Baack, chief product officer at Equinix says bringing the two companies together will provide a diverse set of bare metal options for customers moving forward. “Our combined strengths will further empower companies to be everywhere they need to be, to interconnect everyone and integrate everything that matters to their business,” she said in a statement.

While the companies did not share the purchase price, they did hint that they would have more details on the transaction after it closes, which is expected in the first quarter this year.

Oscar Health now has 400,000 members and expects to bring in $2 billion by the end of 2020

Oscar Health, the upstart healthcare insurance company and technology developer, expects to have roughly 400,000 members insured under its healthcare plans, who collectively will bring in roughly $2 billion in revenue for the company by the end of 2020, according to slides of a presentation from the JP Morgan Healthcare conference seen by TechCrunch.

Those figures, based on the open-enrollment period that just closed, would represent 50% growth both in membership and revenue for the healthcare provider co-founded by Mario Schlosser and Joshua Kushner, founder of VC firm Thrive Capital and the brother of senior Trump advisor Jared Kushner.

Earlier today, Oscar announced that it was partnering with Cigna to provide services to small business owners. Commercial health insurance is a small but growing proportion of Oscar’s total membership, and it’s one area where the company hopes to expand. Essentially, Oscar can bring its technology-enabled healthcare services to small businesses in concert with the large healthcare networks that businesses are used to working with.

To date, Oscar counts around 375,000 individual members on its insurance plans, with another 20,000 coming through small-group insurance and the balance derived from Medicare Advantage customers, according to a person familiar with the company’s business.

Only three years ago, Oscar was a much smaller business with only 70,000 members after retrenching its coverage and pulling out of markets in Dallas-Fort Worth and New Jersey. From a footprint that encompassed New York, San Antonio, Los Angeles, Orange County, and San Francisco, Oscar now expects to operate in 29 markets by the end of 2020.

Fueling that expansion is prodigious capital infusions the company has received over the past few years. In 2018 alone, Oscar raised $540 million from investors including Alphabet, Founders Fund, Capital G (Alphabet’s later-stage investment firm) and Verily, Alphabet’s investment firm focused on life sciences. In all, Oscar Health has raised $1.3 billion to fulfill its vision of providing better healthcare services through technologies like a mobile app for telemedicine, physician consultations, booking appointments, prescription refills, and a more concierge-like healthcare experience for its members.

Initially, the company took advantage of the Affordable Care Act’s creation of new marketplaces for individuals to buy health insurance when it launched in 2012, but is now looking to buoy its growth by adding more deals with insurance providers like Cigna for small businesses.

Ultimately, the company envisions a healthcare industry where employer-defined plans will disappear as more consumers turn to Individual Coverage Health Reimbursement Arrangements. In that environment, Oscar’s bespoke services — like the recent partnership with the startup Capsule Pharmacy to provide same-day prescription delivery for Oscar’s members in New York — or the company’s tight relationship with providers like the Cleveland Clinic, become competitive advantages.

Atrium lays off lawyers, explains pivot to legal tech

$75 million-funded legal services startup Atrium doesn’t want to be the next company to implode as the tech industry tightens its belt and businesses chase margins instead of growth via unsustainable economics. That’s why Atrium is laying off most of its   in-house lawyers.

Now, Atrium will focus on its software for startups navigating fundraising, hiring, and collaborating with lawyers. Atrium plans to ramp up its startup advising services. And it’s also doubling down on its year-old network of professional service providers that help clients navigate day-to-day legal work. Atrium’s laid off attorneys will be offered spots as preferred providers in that network if they start their own firm or join another.

“It’s a natural evolution for us to create a sustainable model” Atrium co-founder and CEO Justin Kan tells TechCrunch. “We’ve made the tough decision to restructure the company to accommodate growth into new business services through our existing professional services network” Kan wrote on Atrium’s blog. He wouldn’t give exact figures but confirmed that over 10 but under 50 staffers are impacted by the change, with Atrium having a headcount of 150 as of June.

The change could make Atrium more efficient by keeping fewer expensive lawyers on staff. However, it could weaken its $500 per month Atrium membership that included some services from its in-house lawyers that might be more complicated for clients to attain through its professional network. Atrium will also now have to prove the its client-lawyer collaboration software can survive in the market with firms paying for it rather than it being bundled with its in-house lawyers’ services.

“We’re making these changes to move Atrium to a sustainable model that provides high quality services to our clients. We’re doing it proactively because we see the writing on the wall that it’s important to have a sustainable business” Kan says. “That’s what we’re doing now. We don’t anticipate any disrupt of services to clients. We’re still here.”

Justin Kan (Atrium) at TechCrunch Disrupt SF 2017

Founded in 2017, Atrium promised to merge software with human lawyers to provide quicker and cheaper legal services. Its technology can help automatically generate fundraising contracts, hiring offers, and cap tables for startups while using machine learning to recommend procedures and clauses based on anonymized data from its clients. It also serves like a Dropbox for legal, organizing all of a startup’s documents to ensure everything’s properly signed and teams are working off the latest versions without digging through email.

The $500 per month Atrium membership offered this technology plus limited access to an in-house startup lawyer for consultation, plus access to guide books and events. Clients could pay extra if they needed special help such as with finalizing an acquisition deal, or access to its Fundraising Concierge service for aid with developing a pitch and lining up investor meetings.

Kan tells me Atrium still have some in-house lawyers on staff which will help it honor all its existing membership contracts and power its new emphasis on advising services. He wouldn’t say if Atrium is paid any equity for advising, or just cash. The membership plan may change for future clients so lawyer services are provided through its professional network instead.

“What we noticed was that Atrium has done a really good job of building a brand with startups. Often what they wanted from attorneys was…advice on how to set my company up, how to set my sales and marketing team up, how to get great terms in my fundraising process” so Atrium is pursuing advising, Kan tells me. “As we sat down to look at what’s working and what’s not working, our focus has been to help founders with their super-hero story, connect them with the right providers and advisors, and then helping quarterback everything you need with our in-house specialists.”

LawSites first reported Saturday that Atrium was laying off in-house lawyers. A source says that Atrium’s lawyers only found out a week ago about the changes, and they’ve been trying to pitch Atrium clients on working with them when they leave. One Atrium client said they weren’t surprised by the changes since they got so much legal advice for just $500 per month, which they suspected meant Atrium was losing money on the lawyers’ time since it was so much less expensive than competitors. They also said these cheap legal services rather than the software platform were the main draw of Atrium, and they’re unsure if the tech on its own is valuable enough.

One concern is Atrium might not learn as quickly about what services to translate into software if it doesn’t have as many lawyers in-house. But Kan believes third-party lawyers might be more clear and direct about what they need from legal technology. “I feel like having a true market for the software you’re building is better than having an internal market” he says. “We get feedback from the outside firms we work with. I think in some ways that’s the most valuable feedback. I think there’s a lot of false signals that can happen when you’re the both the employer and the supplier.”

It was critical for Atrium to correct course before getting any bigger given the fundraising problems hitting late-stage startups with poor economics in the wake of the WeWork debacle and SoftBank’s troubles. Atrium had raised a $10.5 million Series A in 2017 led by General Catalyst alongside Kleiner, Founders Fund, Initialized, and Kindred Ventures. The in September 2018 it scored a huge $65 million Series B led by Andresseen Horowitz.

Raising even bigger rounds might have been impossible if Atrium was offering consultations with lawyers at far below market rate. Now it might be in a better position to attract funding. But the question is whether clients will stick with Atrium if they get less access to a lawyer for the same price, and whether the collaboration platform is useful enough for outside law firms to pay for.

Kan had gone through tough pivots in the past. He had strapped a camera to his head to create content for his livestreaming startup Justin.tv, but wisely recentered on the 3% of users letting people watch them play video games. Justin.tv became Twitch and eventually sold to Amazon for $970 million. His on-demand personal assistant startup Exec had to switch to just cleaning in 2013 before shutting down due to rotten economics.

Rather than deny the inevitable and wait until the last minute, with Atrium Kan tried to make the hard decision early.

Grab ‘em quick: More tickets released for 3rd Annual Winter Party at Galvanize

You better move fast if you want to party with us and 1,000 of your closest startup entrepreneur and investor friends. We just released a fresh round of tickets to our 3rd Annual Winter Party at Galvanize in San Francisco on February 7. Tickets are limited, and they fly off the shelf faster than you can say seed funding. Don’t get shut out — buy your tickets here.

What can you do at the Winter Party? Plenty. Commune with the Silicon Valley community over craft beer and signature cocktails. Nosh on delectable appetizers. Converse and connect in a fun, relaxed setting. You never know who you’ll meet, but you can be sure to find influencers eager to meet and greet.

Demo your startup and introduce your genius product to the Valley’s finest thinkers, makers and investors. We have a very limited number of tables available — only two demo tables left — so get cracking. FYI: the price of a demo table includes four tickets to the party. Bring your crew and maximize your networking mojo.

What else goes down at the Winter Party? Lots of laughter, party games and activities — killer karaoke, anyone? — and plenty of photo ops. You might even score door prizes, like TC swag and tickets to Disrupt SF, our flagship event coming in September 2020. We’ll toss in a few surprises that night, too. Sweet!

Here’s the Winter Party lowdown.

  • When: Friday, February 7, 6:00 p.m. – 9:00 p.m.
  • Where: Galvanize, 44 Tehama St., San Francisco, CA 94105
  • Ticket price: $85
  • Demo tables: $1,500 (buy tickets and tables here)

Remember, we release tickets in batches. If you don’t score a ticket this time, keep your eyes peeled for the next round. Don’t miss out!

Come to the 3rd Annual Winter Party at Galvanize and hangout with your people. Enjoy the food, the drinks, the fun and the opportunity to expand your network in a relaxed setting. We’ll see you in February!

Is your company interested in sponsoring or exhibiting at the 3rd Annual Winter Party at Galvanize? Contact our sponsorship sales team by filling out this form.

Casper’s IPO could be a bellwether for unprofitable startups in the post-WeWork era

Hello and welcome back to our regular morning look at private companies, public markets and the gray space in between.

Today we’re working to figure something out, namely the tradeoffs that D2C unicorn (and soon to be public company) Casper faces as it seeks to balance growth and profitability. And then we’re going to stack it next to its most obvious public comp, Purple, to figure out what it might be worth.

This is going to be a little more wonky than usual, but I can’t help myself. Let’s go.

Profit v. Growth

Every growing company faces a tradeoff in growth and profitability. The faster a company grows, generally speaking, the lower its profitability. In reverse, companies that grow more slowly can focus on wringing profits from existing operations. Companies that grow quickly while generating profit are rare (the Zooms of the world).

The tension between growth and profit is so well-known and understood that startups are held to a rule regarding the pair, called the Rule of 40. (In the post-WeWork IPO era, get used to hearing about this sort of thing more often.)

Equity Monday: Away’s CEO plans comeback while SaaS valuations rise and epiFI raises

Good morning friends, and welcome back to TechCrunch’s Equity Monday, a short-form audio hit to kickstart your week. Regular Equity episodes still drop Friday morning, so if you’ve listened to the show over the years don’t worry — we’re not changing the main show. (Here’s last week’s episode with Danny Crichton, which was a lot of fun.)

What was on our minds this morning? Brian Heater’s CES overview of sleeptech from the weekend, which made the argument that not all gadgets are bad for our sleep, even if there is some irony in using tech to help cure our tech-addled brains. Here’s to something a bit more substantial than blackout shades.

Also, Facebook closed out last week after setting some record valuations — so much for the techlash — and Casper’s IPO filing landed to much impact just as everyone was trying to get away from their desks and onto their couches.

Looking at the coming week, earnings season is upon us, but not quite yet for companies that we care about, the recently public tech and venture-backed firms of the world. There are some big names that are reporting this month, but over the next five days expect things to be a bit quiet. Pending news, of course.

And in terms of the Twitter forecast, with the CEO of Away coming back to her company as early as today, expect your timeline to feature one topic in particular. Can you guess what it is?

This morning we also took a look at two funding rounds:

  • Former Google Pay execs raise $13.2M to build neo-banking platform for millennials in India (TechCrunch)
  • Legalpad Raises $10M To Help Immigrant Entrepreneurs With The Visa Process (Crunchbase News)

And we wrapped with notes on the Casper IPO filing, and why it’s attracting so much commentary, and criticism.

Hit play, and let’s get this week started!

Equity drops every Friday at 6:00 am PT, so subscribe to us on Apple PodcastsOvercastSpotify and all the casts.

Skyqraft, a startup using AI and drones for electricity power-line inspection, raises $505K

Skyqraft, a Swedish startup using AI and drones for electricity power-line inspection, has picked up $505,000 in early backing.

Leading the round is “startup generator” and investor Antler, with participation from a number of angels including Claes Ekström and Tomas Kåberger.

Founded in March 2019 and launched that September, Skyqraft provides what it calls “smart” infrastructure inspections for power-lines. It uses unmanned airplanes, combined with AI, to gather images and detect risk automatically.

This is in contrast to the status quo, where power-lines are typically inspected by teams of people and helicopters, which isn’t idea on a number of fronts.

“Power-line inspections most importantly are not environmentally friendly, very costly and unsafe with the use of helicopters and people,” Skyqraft co-founder and CMO Sakina Turabali tells TechCrunch. “We provide smart infrastructure inspections using unmanned airplanes by gathering images and 360 videos and feeding that data into a machine learning system that automatically detects any risk to the power-lines”.

Skyqraft says it has already achieved several key milestones, including having a contract in place with one customer that has stopped using helicopters for yearly inspections. The company is also working on pilots with Eon, two Swedish municipalities, and New York Gas and Electric.

“Our competitors are mainly quadcopter drone operators,” Turabali. “And they inspect only the transmission grids. We on the other hand, offer our customers a full service and inspect both transmission and distribution grids also using our machine learning system to detect any threats automatically.

“Some of our competitors also only provide machine learning software and do not fly with drones and inspect the grid. They usually get their dataset from partners’ flying drones. In a machine learning (ML) world, successful ML is 85% data handling and 15% software work. We use a uniform aircraft camera setup that can gather data in a swift and cost efficient manner. That means we will do the data handling in a streamlined manner from the beginning and have total control of the data acquisition platform i.e. the aircraft plus cameras”.

Meanwhile, Skyqraft says it will use the new funding for building further machine learning software, and expanding the map user interface for its customers. It will also continue to build out its drone operation teams, and test new apparatus.

In a statememt, Lisa Enckell, Partner of Antler, adds: “Skyqraft has developed a new solution on an unsolved problem. Their focus on emerging data collection methods gives them the opportunity to make an industry safer, more efficient and more sustainable. We’re delighted to be part of this journey”.

Jolt raises $14.1M for its ‘pay-monthly’ business school

Jolt, an education startup that describes itself as an alternative to traditional MBA courses, has raised $14.1 million in Series A funding.

The round is led by Balderton Capital, with participation from Hillsven Capital and Octopus Ventures. It brings Jolt’s total funding to $23.3 million in three years.

The company plans to use the additional capital to continue expansion across the U.K., and Israel, and to enter the U.S. with a first campus in Manhattan. It currently operates three sites in London (Shoreditch, Soho and Liverpool Street), claiming to have more students than London Business School, and seven across Israel.

“Higher education is in a bubble in which trillions is being invested in something that works for a small minority of people,” says Jolt co-founder and CEO Roei Deutsch. “A staggering $2.3 trillion a year is invested into higher education despite the fact that data shows 79% of graduates don’t believe it’s working as it should… At Jolt, we’re creating a high-end, in-person, widely global and affordable higher education platform that people can actually see as an alternative to traditional higher education”.

Jolt says its business courses are aimed at professionals with undergraduate degrees and at least two years work experience, or three years experience without a degree, who have typically reached a point in their career when they want up-skill in order to move up the career ladder or move into a new industry, but don’t want to put their life on hold to re-enter education.

With Jolt, students only accumulate (and pay for) the classes they need to build their own diploma and if they don’t want to complete the full program, they don’t have to. Operating on a monthly rolling basis, courses can be “paused,” too,” so as to make them manageable, both financially and in terms of time management.

“Students sign up for lessons via the Jolt app and attend these lessons at their nearest campus,” explains Deutsch. “Lessons are offered outside of traditional working hours, largely in the evening, to help people study alongside their day job. Once they’ve completed a lesson/section, they are given a qualification that can be used straightaway, or put towards part of a wider diploma. These lessons and workshops revolve around practical application of the skills, debates and discussions, role-playing and other interactive tasks”.

Deutsch describes Jolt’s instructors as “highly skilled professionals who are currently working for some of the world’s biggest and most innovative companies,” including Google, Netflix, TrustLab and others. “This ensures our curriculum is as up-to-date and as relevant as possible,” he says.

“We have a thorough streaming process for hiring lecturers so we only use the very best talent, and at the end of each lesson, students rate the content and delivery to create a constant feedback loop that ensures quality and value for money for our students”.

Price is another area where Jolt wants to put pressure on traditional higher education. It says that a Jolt “NAMBA” (Not an MBA) program, for example, costs £175 a month, or £4,500 in total, which it claims is more than six times cheaper than traditional U.K. MBAs, which, unsubsidised, cost on average £30,000. “This is before you factor in the loss of earnings caused by traditional, inflexible two or one-year courses,” says the company.

Adds the Jolt CEO: “During our time in the Israeli Defense Forces, we were astonished at how regular people could be turned into intelligence officers within months, demonstrating that the military and other government organisations are effective at training people while the rest of the population is seemingly suffering from education that’s not always good enough. This led us to question why traditional, centuries-old private and government-led educational institutions seem to struggle to achieve such results, which motivated us to build an alternative higher education option”.