UK on-demand supermarket Weezy raises $20M Series A led by NYC’s Left Lane Capital

Weezy — an on-demand supermarket that delivers groceries in fast times such as 15 minutes — has raised $20 million in a Series A funding led by New York-based venture capital fund Left Lane Capital. Also participating were UK-based fund DN Capital, earlier investors Heartcore Capital and angel investors, notably Chris Muhr, the Groupon founder.

Although the company hasn’t made mention of a later US launch, the presence of US investors would tend to suggest that. Weezy is reminiscent of Kozmo, the on-demand groceries business from the dotcom boom of the late ’90s. However, it differs from Postmates in that it doesn’t do pickups.

The cash injection will be used to expand its grocery delivery service across London and the broader UK, and open two fulfillment centers across London. Some 40 more UK sites are planned by the end of 2021 and it plans to add 50 new employees in the next 4 months.

Launched in July 2020, Weezy uses its own delivery people on pedal cycles or electric mopeds to deliver goods in less than 15 minutes on average. As well as working with wholesalers, it also sources groceries from independent bakers, butchers and markets.

It has pushed at an open door during the pandemic. In Q2 2020 half a million new shoppers joined the grocery delivery sector, which is now worth £14.3bn in the UK, according to research.

Kristof Van Beveren, Co-founder and CEO of Weezy, said in a statement: “People are no longer happy to wait around for deliveries, and there is strong demand for a more efficient service.”

Weezy’s co-founders are Kristof Van Beveren and Alec Dent. Van Beveren is formerly from the consumer goods world at Procter & Gamble and McKinsey & Company, while Dent headed up operations at UK startup Drover and business development at BlaBlaCar.

Harley Miller, managing partner, Left Lane Capital, commented: “Weezy’s founding team have the right balance of drive, experience and temperament to lead in e-commerce innovation
and convenience within the UK grocery market and beyond.”

Nenad Marovac, founder and managing partner, DN Capital, said: “Even before the pandemic, interest in online grocery shopping was on the rise. The first time I ordered from Weezy, my delivery arrived in seven minutes and I was hooked.”

Apeel gets more cash to fight poverty and food insecurity in emerging markets with its food-preserving tech

In the first real test of the potentially transformative power of its food-preserving technology, the Santa Barbara, Calif.-based Apeel Sciences is bringing its innovative food treatment and supply chain management services to distribution centers in select markets in Asia, Africa and Latin America.

The goal is to alleviate food insecurity among farmers, who comprise one of the most susceptible populations to issues of malnutrition, according to Apeel’s chief executive James Rogers.

“The majority of fruits and vegetables grown on this planet are grown by small farmers and two thirds of the people who are food insecure are also farmers,” said Rogers. 

The reason why farmers are more at-risk than other populations stems from their inability to get the most value out of their crops, because of the threat of spoilage, Rogers said

By introducing its preservative technologies that deter spoilage and providing willing buyers among existing Apeel customers in markets like the U.S., Denmark, Germany and Switzerland Rogers said the company can have an outsized impact to improve the amount of money going into a farmer’s pocket.

“The program with the IFC is to build supply chains out,” he said. “The value is not just in the longer-lasting produce, it’s in the market access for that longer lasting produce.”

The initial markets will be in Mexico, Costa Rica, Peru, South Africa, Kenya, Uganda and Vietnam where Appeal’s tech will treat avocados, pineapples, asparagus, and citrus fruits like lemons, limes, and oranges.

In some ways it’s the culmination of the work that Appeal has been doing for the past several years, getting grocers around the world to buy into its approach to reducing waste.

The company has always put smallholder farmers at the center of its company mission — ever since Appeal was founded in partnership with the Bill & Melinda Gates Foundation and the Department for International Development. The intention was always to extend the shelf life of fruits and vegetables produced by farmers without access to the modern refrigerated supply chain. It’s just that for the past several years, the company had to refine its technology and build out a retail network.

To further that aim, Apeel has raised over $360 million, including a $250 million round of funding which closed earlier this year.

The fruition of Rogers’ plans will be as the company brings demand from international markets to these local growers through regional exporters.

Without access to a refrigerated supply chain, much of what small farmers produce can only reach local markets where supply exceeds demand. The perishability of crops creates market conditions where these fruits and vegetables can’t make it to export, creating market dynamics that exacerbate poverty and increase food loss and food waste among the people who make their living farming, Appeal said.

“With extra time we can link those small producers into the global food system and help them collect the economic value that’s intrinsic to that natural resource,” said Rogers. 

The introduction of new demand from international markets, which can be fulfilled if crops are treated with Appeal’s technology can create a virtuous cycle that will ideally increase prices for crops and bring bigger payouts to farmers. At least that’s the vision that Rogers has for the latest implementations of Appeal’s technology at regional distribution hubs.

There’s the potential that the middle men who’re distributing the produce to foreign buyers may collect most of the value from the introduction of Appeal’s technology, but Rogers dismisses that scenario.

“The work is to incorporate those small producers more directly into the supply chain of the exporter. Now that there’s familiarity with the technology you can utilize the tech to create cooperative value and use those cooperatives to unlock value for the very small producers,” he said. “By growing the demand for produce in those markets that supply has to come from somewhere. The exporters earn their cut on a volume basis. The way they increase their value is to grow their volume. They want to grow the volume that’s suitable for export and the demand. Then the challenge flips and it becomes not a demand challenge but a supply challenge. And they have to incentivize people to feed into that supply.” 

To finance this international rollout, Appeal has raised another $30 million in funding from investors including the International Finance Corp., Temasek and Astanor Ventures .

“Innovative technologies can change the course of development in emerging markets and save livelihoods, economies, and in this case, food,” said Stephanie von Friedeburg, interim Managing Director and Executive Vice President, and Chief Operating Officer, of IFC, in a statement. “We are excited to partner with Apeel to invest in a game-changing technology that can limit food waste by half, enhance sustainability, and mitigate climate change.”

Your first sales hire should be a missionary, not a mercenary

As the first sales hire at Cloudflare, I learned firsthand from both our high growth and my own mistakes how to build a world-class sales team. Early hires are the cultural cornerstones of an organization. As Vinod Khosla described the initial hires at Sun Microsystems, “Initial hiring is way more important than you think because of its multiplicative effect. So, it’s worth taking a little longer when you hire those people.”

The first sales hire will set the best practices, cultural tone and is responsible for making sure each subsequent new sales hire succeeds. For this reason, it is important that startups look to hire missionaries, not mercenaries, when they bring on their first sales team member. If the first sales hire is a “coin-operated” mercenary whose priority is to overachieve quota and is a great solo player, they may be more competitive than collaborative. In contrast, if the first hire is a missionary who cares more about evangelizing the product and is a team player, they will naturally enable the next set of hires to succeed.

Hiring the missionary

There is an overwhelming amount of declarative advice on how to make your first sales hire: They should have experience selling at an early-stage company, tenure in that company to a much larger team (five to 50 employees, or $100,000 to $10 million ARR), they’ve sold at your price point, overachieved quota consistently (beware of this one. Quota overachievement can be a false positive and may be the result of a fruitful territory, a comp plan where quotas were too low or selfish “me-first” behavior.), etc. What you should look for are missionaries, and they exhibit two key qualities: resourceful ingenuity and team-based behavior.

Missionaries are resourceful team players

At early-stage startups, there is more work to do than people to do it. These are resource-constrained environments where roles go beyond job descriptions and are “jack-of-all-trades” positions. This first sales hire is not an ordinary sales gig. It requires a missionary with a deep interest in the technology who wants to evangelize the product. The resourceful missionary must have an enterprising mindset to build their own sales collateral, a clever approach for testing pricing, a passion for the product technology and an ability to navigate the organization so engineering and product teams can hear the voice of the customer.

While resourceful skills are needed to test out different sales motions, the most important quality the missionary must have is a team-first attitude to share those learnings with colleagues. As the missionary, and the subsequent missionary hires, are developing a repeatable process they are engaging in novel intellectual work; this is not routine execution. When someone develops better messaging, or discovers a new use case, the goal is to spread that expertise so overall collective intelligence and team performance increases. If that operational know-how becomes siloed and an individual optimizes for themselves, instead of the team, the organization loses.

As the pandemic creates supply chain chaos, Craft raises $10M to apply some intelligence

During the COVID-19 pandemic supply chains have suddenly become hot. Who knew that would ever happen? The race to secure PPE, ventilators, minor things like food, was and still is, an enormous issue. But perhaps, predictably, the world of ‘supply chain software’ could use some updating. Most of the platforms are deployed ‘empty’ and require the client to populate them with their own data or ‘bring their own data’. The UIs can be outdated and still have to be juggled with manual and offline workflows. So startups working in this space are now attracting some timely attention.

Thus, Craft, the enterprise intelligence company, today announces that it has closed a $10 million Series A financing to build what it characterizes as a ‘supply chain intelligence platform’. With the new funding, Craft will expand its offices in San Francisco, London, and Minsk, and grow remote teams across engineering, sales, marketing and operations in North America and Europe.

It competes with some large incumbents such as Dun & Bradstreet, Bureau van Dijk, Thomson Reuters . These are traditional data providers focused primarily on providing financial data about public companies, rather than real-time data from data sources such as operating metrics, human capital, and risk metrics.

The idea is to allow companies to monitor and optimize their supply chain and enterprise systems. The financing was led by High Alpha Capital, alongside Greycroft. Craft also has some high-flying Angel investors including Sam Palmisano, chairman of the Center for Global Enterprise and former CEO and chairman of IBM; Jim Moffatt, former CEO of Deloitte Consulting; Frederic Kerrest, executive vice-chairman, COO and co-founder of Okta; and Uncork Capital which previously led Craft’s Seed financing. High Alpha Partner, Kristian Andersen, is joining Craft’s Board of Directors.

The problem Craft is attacking is a lack of visibility into complex global supply chains. For obvious reasons, COVID-19 disrupted global supply chains which tended to reveal a lot of risks, structural weaknesses across industries and a lack of intelligence about how it’s all holding together. Craft’s solution is a proprietary data platform, API, and portal that integrates into existing enterprise workflows.

While many business intelligence products require clients to bring their own data, Craft’s data platform comes pre-deployed with data from thousands of financial and alternative sources, such as 300+ data points that are refreshed using both Machine Learning and human validation. It’s open-to-the-web company profiles appear in 50 million search results, for instance.

Ilya Levtov, co-founder and CEO of Craft said in a statement: “Today, we are focused on providing powerful tracking and visibility to enterprise supply chains, while our ultimate vision is to build the intelligence layer of the enterprise technology stack.”

Kristian Andersen, partner with High Alpha commented: “We have a deep conviction that supply chain management remains an underinvested and under-innovated category in enterprise software.”

In the first half of 2020, Craft claims its revenues have grown nearly threefold, with Fortune 100 companies, government and military agencies, and SMEs among its clients.

Looking Beyond Meat, the future of food investment looks pretty cheesy

As Beyond Meat continues its reign as one of the kings of this year’s IPO mountain and Impossible Foods serves up impossibly good numbers for Burger King, venture capitalists seem ready to feast on new food deals.

And judging by market size and the returns that some companies have already realized by targeting the dairy aisle, the next big wave in food tech might just come with a whiff of Camembert. Meat alternatives and cultured meat may be grabbing headlines, but a wave of early-stage companies are looking at the dairy business for the next big thing.

There’s nothing cheesy about the size of the check that Danone wrote for WhiteWave Foods. That over $10 billion payout for WhiteWave’s dairy alternatives was one of the single biggest acquisitions in the new food space. And consumers spent a whopping $61.9 billion on cheese in 2018 — a number that’s expected to reach $99.4 billion by 2024, according to data just published by the research group, iMarc.

But before determining which venture capitalists are going to be moving the cheese (or cutting it), it’s worth examining what’s driving the latest food tech craze right now.

VC interest remains huge in foodtech as major IPOs outperform

Investors have long been eyeing a slice of the food business for the simple reason that it, along with healthcare, is one of the largest industries in the world. U.S. consumers, businesses and government services will shovel $1.62 trillion down the giant gaping maw of food and beverage businesses — spending more in a year on food and drink than they will on either healthcare or personal insurance, according to data from the Bureau of Labor Statistics (as CNBC noted).

Polis, the door-to-door marketer, raises another $2.5 million

Polis founder Kendall Tucker began her professional life as a campaign organizer in local Democratic politics, but — seeing an opportunity in her one-on-one conversations with everyday folks — has built a business taking that shoe leather approach to political campaigns to the business world.

Now the company she founded to test her thesis that Americans would welcome back the return of the door-to-door salesperson three years ago, is $2.5 million richer thanks to a new round of financing from Initialized Capital (the fund founded by Garry Tan and Reddit co-founder Alexis Ohanian) and Semil Shah’s Haystack.vc.

The Boston-based company currently straddles the line between political organizing tool and new marketing platform — a situation that even its founder admits is tenuous at the moment.

That tension is only exacerbated by the fact that the company is coming off one of its biggest political campaign seasons. Helping to power the get-out-the-vote initiative for Senatorial candidate Beto O’Rourke in Texas, Polis’ software managed the campaign’s outreach effort to 3 million voters across the state.

However, politically-focused software and services businesses are risky. Earlier this year the Sean Parker-backed Brigade shut down and there are rumblings that other startups targeting political action may follow suit.

“Essentially, we got really excited about going into the corporate space because online has gotten so nasty,” says Tucker. “And, at the end of the day, digital advertising isn’t as effective as it once was.”

Customer acquisition costs in the digital ad space are rising. For companies like NRG Energy and Inspire Energy (both Polis clients), the cost of acquisitions online can be as much as $300.

Polis helps identify which doors for salespeople to target and works with companies to identify the scripts that are most persuasive for consumers, according to Tucker. The company also monitors for sales success and helps manage the process so customers aren’t getting too many housecalls from persistent sales people.

“We do everything through the conversation at the door,” says Tucker. “We do targeting and we do script curation (everything from what scrpt do you use and when do you branch out of scripts) and we ahve an open api so they can push that out and they run with it through the rest of their marketing.”

 

SoundCloud adds a music distribution service to its premium subscriptions

Last year, Spotify took a stake in music distribution service DistroKid. Apple acquired Platoon. And today, SoundCloud announced it’s adding its own music distribution tools to its premium accounts aimed at artists, SoundCloud Pro and SoundCloud Pro Unlimited. With SoundCloud Premier distribution, artists can upload their tracks to all major music services, including Amazon Music, Apple Music, Spotify, Tencent, YouTube Music and even Instagram, directly from SoundCloud.

The service, which is now launching into beta, is available at no extra cost to existing premium account holders.

The company notes this is the first distribution tool built directly into a streaming platform, but that’s not likely to remain the case for long. When Spotify invested in DistroKid in October 2018, it said that it would soon roll out a tool that would allow musicians to upload their tracks to the service through the Spotify for Artists platform. And Apple’s acquisition of Platoon seems to indicate the company wants to go in a similar direction in terms of offering more tools and services to artists.

However, SoundCloud touts the benefits of its own Premier distribution service as a means of centralizing artist payouts, from all music services – itself included. Via SoundCloud Premier, artists can monetize their music through a revenue-sharing program. With the distribution service, artists can now publish their tracks more broadly – and SoundCloud says it doesn’t take a cut of the payouts from the other services.

In addition, the company highlights the tool’s feature set, noting how it allows artists to make changes and correct mistakes on the fly, rather than having to go through customer service as on some other distribution services. It even offers to help artists currently using alternatives like DistroKid or TuneCore to switch over, so they don’t lose their stats.

The ew distribution tool is rolling out to eligible Pro ($6/mo) and Pro Unlimited ($12/mo) subscribers who are 18 years of age or older, creators of original music, have zero copyright strikes, and at least 1,000 monetizable track plays, the company says.

Creators will be notified by email and in-product notifications when the tool becomes available to them.

SoundCloud had once aimed to compete on the same playing field as streaming music giants like Apple Music and Spotify, but may be waking up to the fact that it can offer more value by investing in tools that artists need.

It wouldn’t be the first company to make this sort of shift either. In the video space, Vimeo once aimed to compete with YouTube, before changing its focus entirely to become a hub for tools for video creators. That pivot has paid off for Vimeo – this month, parent company IAC noted Vimeo saw a 28 percent increase in revenue during the past quarter.

SoundCloud, however, has progressed slowly, including on monetization and other changes – allowing competitors to catch up or surpass its own offerings. That could be the case with music distribution, too, as Spotify’s soon-to-launch tools could outdo SoundCloud’s in the near future.