Showing posts with label Startups. Show all posts
Showing posts with label Startups. Show all posts

Sunday, 24 July 2011

FinTech startups wield data and smarts

New York, already home to an impressive number of financial technology startups, just welcomed a new batch of companies that are bringing some impressive ideas to bear on data, analytics and payments. The FinTech Innovation Lab, a collaboration between the New York City Investment Fund and Accenture with support from the New York banking community, just graduated its first class of six companies on Friday and showed them off to a group of investors.

I had a chance to hear their presentations, and it was a rock-solid group pulled from more than 90 applicants. The class showed that there is a lot of innovation happening in this field and that there is still room for new approaches in the financial sector. And the program showed that New York overall is honing its pitch to be a home for startups. Category-specific programs like this and NYC SeedStart’s media-focused summer class show that the city has some attractive accelerator options for entrepreneurs that address particular verticals. That may be the next step for accelerator programs, to focus on specific areas rather competing head-to-head as general startup programs.

Back to the new FinTech Innovation Lab class. I really enjoyed hearing from all the startups, but a few stood out to me.

Zipmark CEO Jay Bhattacharya

I liked Zipmark, a new mobile-payments service that is leveraging checking networks to enable fast, simple and cheap payments. By tapping the existing low-cost check-processing infrastructure, Zipmark is able to limit the cost of P2P payment fees to $1 for transactions of between $40 to $400 and makes it free for anything less than $40. Vendors using Zipmark pay fees of 1 percent, capped at $5 per transaction.

The system is not only cheaper than competing offerings such as PayPal but it also offers ease of use, especially for companies that are used to taking payments in checks. Real estate and property owners and other billers can include a QR code on their bills, allowing Zipmark users to scan and pay. The system basically connects to a user’s checking account, verifies and authenticates the payment and then sends a check to the recipient’s bank account by the next day. Zipmark doesn’t hold on to the funds or force people to carry a balance with them.

I like Zipmark because it taps existing accounts, similar to how Dwolla and eWise also connect payments to a user’s bank account. We’re hearing a lot about new approaches like near-field-communication payments, but for some payment situations, it makes sense to tap existing networks. Customers track their Zipmark payments and see a digital check receipt. Zipmark will need to find traction with billing services and commercial banks; right now, it has just one pilot under way.

CB Insights CEO Anand Sanwal

CB Insights, which already provides structured data on startups and private companies, is taking its service to the next level with Mosaic, a real-time insight and intelligence service that pulls in a wealth of data — unstructured, semi-structured and structured — to paint an overall picture of the health of a private company.

Mosaic integrates data from social media, job boards, press publications, government filings and other sources to create an index about how a company is doing. Some services give a limited look at specific signals, and some research firms look at a group of startups in particular areas. But Mosaic should be able to cover a wider array of private companies with at least 10 employees and provide a deeper assessment of their current state. It’s reminiscent of DueDil, a British company taking a similar approach to assessing companies with publicly available data.

This is helpful for firms doing business with a private company, to understand how reliable their partner might be. But it can also be useful for vendor selections, supply-chain decisions and secondary markets and should be attractive to investment bankers, private equity firms, venture capitalists and corporate M&A teams. The key is in ingesting a wide array of information, applying sentiment analysis to things like press mentions and then properly weighting the data to come up with a comprehensive picture.

“There’s no one smoking gun, but when you weave disparate signals together you can create a picture of a company’s health,” said Anand Sanwal, the CEO and co-founder of CB Insights.

Aqumin CEO Michael Zeitlin

The most visually arresting startup was Aqumin, a software company that lets traders, investment researchers and analysts use its 3-D visualization and analytics tool to create interactive “landscapes” out of mounds of data. More than just a visualization tool, Aqumin’s AlphaVision lets people get into the data, apply filters and algorithms to it and see how it responds in real time. Users can zoom around a set of data supplied by Bloomberg, for instance, and click on information to get more information.

By letting people visualize data and interact with it, Aqumin enables people to see patterns and trends much faster than if they used traditional spreadsheets or 2-D charts. CEO Michael Zeitlin said the tool takes advantage of our ability to naturally pick out patterns visually, something that is much harder to do when poring over spreadsheets. He said AlphaVision will be indispensable in ten years as financial workers try to grapple with a deluge of data. Zeitlin has had success before with data tools, building a geo-seismic software company called Magic Earth. The company offered a 3-D visualization product for the oil industry that was eventually bought by Halliburton for $100 million.

I’m not sure if everyone will be using AlphaVision, but I do think these types of tools will be more critical as people delve into more data. Visualizing information is important, but as we’ve said before, the big money is made in analyzing it. AlphaVision helps people do both in a way that’s fast and pretty easy to use.

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Friday, 22 July 2011

CX funding shows cloud storage startups are still hot

Judging by the latest news out of startup cloud-storage provider CX, heavyweight investors are still bullish about newcomers to the space. CX announced on Thursday that it has closed on a Series B funding round worth $5 million led by Eric Schmidt’s venture capital firm TomorrowVentures, bringing its total VC investment to $10 million.

Also on Thursday, CX said it has acquired its competitor FileDen for an undisclosed sum. The deal brings CX’s user base to more than 3.5 million, the company said.

CX, which stands for “Cloud Experience,” bills itself as an open storage platform that platform overlays users’ social graphs to enable collaboration with anyone on any Internet-connected device. The company is most often compared to storage services like Dropbox and Box.net. CX claims it is differentiated from its peers by having better searching and sharing capabilities along with data visualization features.

CX is currently free, but it plans to launch paid product plans later this summer that will charge consumers about $10 per month and developers $40 per month.

It has been clear for years now that cloud storage technology is hot — tech industry giants such as Amazon, Google and, most recently, Apple have made big moves into the area — and CX is looking to ride that wave. According to CEO Brad Robertson, CX is currently in discussions to close on $50 million in series C funding early this fall.

Along with TomorrowVentures, CX is backed by Hanna Capital, Clarington Capital, and Clearwater Capital.

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Tuesday, 19 July 2011

For startups transparency is transformative

Last week, I took a much-needed break and spent a few days on the beach trying to reset my brain. And though I was only partially successful in doing so, I did manage to get rid of some detritus of the mind, and that meant that I was able to open my mind to new things.

As luck would have it, I ended up having a coffee with Lewis Cirne, founder and chief executive officer of San Francisco-based software company, New Relic. In his past life, Lew — as he is affectionately known in industry circles — had started Wily Technology and sold it to CA (Computer Associates) in 2006.

A regular presence at our Structure events, Lewis is a font of wisdom and as an entrepreneur it is always enjoyable to talk to him, and learn from him. During our conversation last Friday at Crossroads CafĂ© in San Francisco’s SOMA district, Cirne offered some insights that are particularly important for startup founders embarking on their entrepreneurial journey.

Our conversation centered around the importance of transparency in a startup. We were talking about how many of us first-time entrepreneurs — when it comes to raising money from venture funds –tend to fall for the celebrity associated with brand names.

Instead, we should be asking ourselves some tough questions, including about your ability to talk to an investor openly, especially when it comes to bad news. “When it came to picking an investor, that was the number one thing,” Lew said. Why? Because startups don’t follow a linear path. They are unpredictable and things — more often than not — don’t work according to plan. When that happens, can you be transparent with your board member?

Josh Silverman, former CEO of Skype told me in an interview that company employees take their cue from their leader, and a confident leader instills confidence in her troops. Similarly, a founder or a CEO who is unable to be transparent with his board will make excuses. He will cut corners and create a company culture based on fear and deceit.

One doesn’t have to look too far. Look at the phone hacking scandal at News Corp’s UK division, where it is becoming apparent that the entire company was taking its cue from the firm’s leaders, including Rebecca Brooks, who was arrested earlier this weekend. As a telecom reporter I saw bad behavior at Enron and the old Global Crossing, where the rot started at the top.

“If you have a culture of hiding, it is perpetuated in the company and has an impact on the business, and leads to erosion of trust,” Lew said, and that one decision leads to corrosion of the company culture. Why? If you are unable to be transparent with your investors, then you are also not being transparent with your employees, who in turn would be fearful of giving you the bad news. This leads to a culture where everyone is trying to sweep things under the rug.

Lew isn’t the only seasoned entrepreneur who has made similar arguments of keeping a culture that is open and based on transparency. A lot of companies tend to hoard their data or their metrics, worried that the bad numbers are going to erode confidence in the company. But I personally think that is defensive thinking – if your team cannot handle bad news, then it cannot figure out a way to work itself out of a hole. You lose either way. By being open and transparent, you trust your team members to not only do the right thing, but you are also including them in the process.

Sharing information means that the team is less likely to be influenced by what they hear from the outside world. More importantly, you are building a culture of trust and respect. And that in itself is transformative for a startup!

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From GigaOM Archives: A video chat with Lew Cirne

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Thursday, 23 June 2011

Hey Startups: Here's How To Totally Screw-Up Going International




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Going international is a big growing up step for US startups, and an important one. The Internet is global and most fast-growing startups like Twitter, Zynga and Foursquare see most of their growth outside the US. 


Unfortunately, the common practice by which startups go about translating their product is through crowdsourcing: getting your own international users who already use the product in English to translate it for you. Facebook was the first big startup to do this and they've been endlessly imitated since then.


In a recent blog post on internationalizing startups, Andreessen Horowitz Partner John O'Farrell endorses this approach. The post is a great read for startups that want to go global, but on this particular point, he's just dead wrong. 


Why? Simply put, because crowdsourced translations are invariably awful. 


Your writer was born in France and is relatively fluent in English. I often compare how software is written in French and English, and I almost always end up using sites in English. 


When Facebook opened up translation to French, I eagerly jumped in. In a cleverly thought-out system, anyone could propose translations for what's going on in the software, and other could vote. Invariably, the translation that was upvoted the most was either grammatically incorrect, awkward, or both. And my alternate translations were always voted down. Why? 


Simply because the overwhelming majority of writers and voters on Facebook were 14-year olds with poor French. And that's what's going to happen. Crowdsourcing works great for some things. Translating a consumer-facing app is not one of them.


The problem isn't just with poor grammar and the embarrassment that comes with it. The problem is the importance of copy-writing. 


How you label things in your app is vitally important, both to user experience and just generally to your brand. For Facebook, words like "Poke", "It's Complicated" and "Friending" have gotten into the lexicon. It's important to get them right. Crowdsourcing very rarely accomplishes that. 


Some will retort that crowdsourcing is cheaper than hiring an agency to translate your product. And the answer to that is that if you can't afford professional translation then it's too early to translate. The addressable market for an English-language app is not just the 300 million people in the US, but the 100 million or so English speakers in Canada, the UK, Australia, etc. plus the many, many English-fluent, early-adopter types all around the world. That's plenty enough to tackle. 


When you get there, make sure your app is properly translated.


Don't Miss: 11 Tools To Get Your Startup Off The Ground In No Time →


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