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Calendar influencers? Event social network IRL raises $8M – TechCrunch

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Why is there no app where you can follow party animals, concert snobs or conference butterflies for their curated suggestions of events? That’s the next phase of social calendar app IRL that’s launching today on iOS to help you make and discuss plans with friends or discover nearby happenings to fill out your schedule.

The calendar, a historically dorky utility, seems like a strange way to start the next big social network. Many people, especially teens, either don’t use apps like Google Calendar, keep them professional or merely input plans made elsewhere. But by baking in an Explore tab of event recommendations and the option to follow curators, headliners and venues, IRL could make calendars communal like Instagram did to cameras.

“There’s Twitter for ‘follow my updates,’ there’s SoundCloud for ‘follow my music,’ but there’s no ‘follow my events’ ” IRL CEO Abe Shafi tells me of his plan to turbocharge his calendar app. “They’re arguably the best product that’s been built for organizing what you’re doing, but no one has Superhuman’d or Slack’d the calendar. Let’s build a super f*cking dope calendar!” he says with unbridled excitement. He’ll need that passion to persevere as IRL tries to steal a major use case from SMS, messaging apps and Facebook .

Finding a new opportunity for a social network has attracted a new $8 million Series A funding round for IRL led by Goodwater Capital and joined by Founders Fund and Kleiner Perkins. That builds on its $3 million seed from Founders Fund and Floodgate, whose partner Mike Maples is joining IRL’s board. The startup has also pulled in some entertainment and event CEOs as strategic investors, including Warner Bros. president Greg Silverman, Lionsgate Films president Joe Drake and ClassPass CEO Fritz Lanman to help it recruit calendar influencers users can follow.

Filling your social calendar

In Shafi, investors found a consummate extrovert who can empathize with event-goers. He dropped out of Berkeley to build out his recruitment software startup getTalent before selling it to HR platform Dice, where he became VP of product. He started to become disillusioned by tech’s impact on society and almost left the industry before some time at Burning Man rekindled his fever for events.

IRL CEO Abe Shafi

Shafi teamed up with PayPal’s first board member Scott Banister and early social network founder Greg Tseng. Shafi’s first attempt Gather pissed off a ton of people with spammy invites in 2017. By 2018, he’d restarted as IRL, with a focus on building a minimalist calendar where it was easy to create events and invite friends. Evite and Facebook Events were too heavy for making less formal get-togethers with close friends. He wisely chose to geofence his app and launch state by state to maximize density so people would have more pals to plan with.

IRL is now in 14 states, with a modest 1.3 million monthly active users and 175,000 dailies, plus 3 million people on the waitlist. “Fifty percent of all teens in Texas have downloaded IRL. I wanted to focus on the central states, not Silicon Valley,” Shafi explains. Users log in with a phone number or Google, two-way sync their Google Calendar if they have one, and can then manage their existing schedule and create mini-events. The stickiest feature is the ability to group chat with everyone invited so you can hammer out plans. Even users without the app can chime in via text or email. And unlike Facebook, where your mom or boss are liable to see your RSVPs, your calendar and what you’re doing on IRL is always private unless you explicitly share it.

The problem is that most of this could be handled with SMS and a more popular calendar. That’s why IRL is doubling-down on event discovery through influencers, which you can’t do anywhere else at scale. With the new version of the app launching today, you’ll be recommended performers, locations and curators to follow. You’ll see their suggestions in the Explore tab that also includes sub-tabs of Nearby and Trending happenings. There’s also a college-specific feed for users that auth in with their school email address. Curators and event companies like TechCrunch can get their own IRL.com/… URL people can follow more easily than some janky list of events of gallery of flyers on their website. Since pretty much every promoter wants more attendees, IRL’s had little resistance to it indexing all the events from Meetup.com and whatever it can find.

IRL is concentrating on growth for now, but Shafi believes all the intent data about what people want to do could be valuable for directing people to certain restaurants, bars, theaters or festivals, though he vows that “we’re never going to sell your data to advertisers.” For now, IRL is earning money from affiliate fees when people buy tickets or make reservations. Event affiliate margins are infamously slim, but Shafi says IRL can bargain for higher fees as it gains sway over more people’s calendars.

Unfortunately, without reams of personal data and leading artificial intelligence that Facebook owns, IRL’s in-house suggestions via the Explore tab can feel pretty haphazard. I saw lots of mediocre happy hours, crafting nights and community talks that weren’t quite the hip nightlife recommendations I was hoping for, and for now there’s no sorting by category. That’s where Shafi hopes influencers will fill in. And he’s confident that Facebook’s business model discourages it moving deeper into events. “Facebook’s revenue driver is time spent on the app. While meaningful to society, events as a feature is not a primary revenue driver so they don’t get the resources that other features on Facebook get.”

Yet the biggest challenge will be rearranging how people organize their lives. A lot of us are too scatterbrained, lazy or instinctive to make all our plans days or weeks ahead of time and put them on a calendar. The beauty of mobile is that we can communicate on the fly to meet up. “Solving for spontaneity isn’t our focus so far,” Shafi admits. But that’s how so much of our social lives come together.

My biggest problem isn’t finding events to fill my calendar, but knowing which friends are free now to hang out and attend one with me. There are plenty of calendar, event discovery and offline hangout apps. IRL will have to prove they deserve to be united. At least Shafi says it’s a problem worth trying to solve. “I know for a fact that the product of a calendar will outlive me.” He just wants to make it more social first.

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Proxyclick visitor management system adapts to COVID as employee check-in platform – TechCrunch

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Proxyclick began life by providing an easy way to manage visitors in your building with an iPad-based check-in system. As the pandemic has taken hold, however, customer requirements have changed, and Proxyclick is changing with them. Today the company announced Proxyclick Flow, a new system designed to check in employees during the time of COVID.

“Basically when COVID hit our customers told us that actually our employees are the new visitors. So what you used to ask your visitors, you are now asking your employees — the usual probing question, but also when are you coming and so forth. So we evolved the offering into a wider platform,” Proxyclick co-founder and CEO Gregory Blondeau explained.

That means instead of managing a steady flow of visitors — although it can still do that — the company is focusing on the needs of customers who want to open their offices on a limited basis during the pandemic, based on local regulations. To help adapt the platform for this purpose, the company developed the Proovr smartphone app, which employees can use to check in prior to going to the office, complete a health checklist, see who else will be in the office and make sure the building isn’t over capacity.

When the employee arrives at the office, they get a temperature check, and then can use the QR code issued by the Proovr app to enter the building via Proxyclick’s check-in system or whatever system they have in place. Beyond the mobile app, the company has designed the system to work with a number of adjacent building management and security systems so that customers can use it in conjunction with existing tooling.

They also beefed up the workflow engine that companies can adapt based on their own unique entrance and exit requirements. The COVID workflow is simply one of those workflows, but Blondeau recognizes not everyone will want to use the exact one they have provided out of the box, so they designed a flexible system.

“So the challenge was technical on one side to integrate all the systems, and afterwards to group workflows on the employee’s smartphone, so that each organization can define its own workflow and present it on the smartphone,” Blondeau said.

Once in the building, the systems registers your presence and the information remains on the system for two weeks for contact tracing purposes should there be an exposure to COVID. You check out when you leave the building, but if you forget, it automatically checks you out at midnight.

The company was founded in 2010 and has raised $19.6 million. The most recent raise was a $18.5 million Series B in January.

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Lime touts a 2020 turnaround and 2021 profitability – TechCrunch

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Micromobility company Lime says it has moved beyond the financial hardship caused by the COVID-19 pandemic, reaching a milestone that seemed unthinkable earlier this year.

In short, the company is now largely profitable.

Lime said it was both operating cash flow positive and free cash flow positive in the third quarter — a first — and is on pace to be full-year profitable, excluding certain costs (EBIT), in 2021.

During the WSJ Future of Everything event Thursday, Lime CEO Wayne Ting painted a far rosier picture of the company’s future than one might have expected.

There was a time when Bird and Lime, competing domestic scooter rental companies, were raising capital at a torrid pace, fighting for market share, regulatory breathing room and sidewalk real estate. Then, the pandemic hit and the companies had to take shelter.

Lime underwent a round of layoffs in April, taking on capital from Uber the next month in a down-round that brought its valuation under the $1 billion mark. As it announced in a blog post that TechCrunch reviewed before publication, it paused most of its operations for a month during the early COVID-19 days.

“It was certainly a very, very tough decision for us earlier this year and I know we weren’t the only company during COVID,” Ting said during the event.I think it’s been in so many ways helpful to us to realize how hard these choices can be. We’re going to be growing headcount again. We’re going to do so in a careful way so that we’re not going have to make hard choices like the ones we made earlier this year.”

Now things are better, Lime says. Much better. Indeed, the company claims that it is the “first new mobility company to reach cash-flow positive for a full quarter.”

Cash flow positivity, in general, is an important threshold for a startup to reach as it implies that the company can largely self-fund from that point forward, limiting its dependency on external cash for survival.

Lime also claims that it “reached EBIT positive at the company level over the summer.” The specifics of the phrase “EBIT positive” are important. Was the company employing strict EBIT on its math and not discounting share-based compensation, or was it measuring using adjusted EBIT as many startups do, removing the cost of share-based compensation that shows up in GAAP results? According to the company the number did exclude share-based compensation, making the news slightly smaller.

Perhaps the most bullish data point from Lime is that it expects to be full-year profitable in 2021. TechCrunch asked for specifics because again how one measures profitability matters. It turns out, Lime is basing this projection on EBIT, as opposed to more traditional net income. For a startup this is not a surprising decision, but before we declare Lime fully “profitable,” we’ll want some more GAAP metrics.

Still, it appears that Lime is not going to die, and is, importantly, putting capital into developing new products. The company provided the first example of that new product pipeline on Thursday with the launch of the Gen4 scooter in Paris. It also teased a so-called “third and fourth mode” in the first quarter of 2021 as well as the addition of a swappable battery.

The scooter company wouldn’t give TechCrunch much information about what these third and fourth modes will be. The first two modes are bikes and scooters, which leaves skateboards, cars, flying cars and boats?

Lime did give TechCrunch a little bit of clarification, stating that “move beyond,” means the company will be operating an additional mode, accessed through the Lime app, in line with its goal to serve any trips under five miles. These modes will build on the Lime Platform play, but this will be operated by Lime rather than a partner.

Lime has long discussed reaching profitability. Perhaps because it and its competitor Bird were infamous for their losses during their early unicorn period.

By November of 2019, Lime was talking about reaching EBIT positivity in 2020. But the start of 2020 was not kind on the company, with 100 of its staff losing their jobs and 12 markets getting dropped. At the time TechCrunch wrote that “Lime is hoping to achieve profitability this year by laying off about 14% of its workforce and ceasing operations in 12 markets,” with the company itself writing at the time that “financial independence [was its] goal for 2020, and [that it was] confident that Lime will be the first next-generation mobility company to reach profitability.”

Depending on how you measure profitability, that could be true.

Things didn’t get easier for Lime later in the year. Its competitor Bird underwent layoffs, and Lime cut more staff in April. At the time, Lime said that it was focused on coming “back stronger than ever when this is over.”

The company is certainly in better shape than it was in April and May. So, how did Lime come back from the brink? In its own estimation, the company took time during its pause to “drill down on getting the business right, narrowing [its] focus and strengthening [its] fundamentals.” That might sound like corporate babble, but by taking a nearly full stop in its operating business, Lime could probably see a bit more clearly what was working and what was not. And with some cuts to what wasn’t, it could set up a future in which its operations were leaner, and more unit-economically positive.

And, now, here we are asking niggling questions about just what sort of profit Lime is really making. Instead of, you know, who might buy its leftover office furniture. It’s a nice turnaround.

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Verizon partners with Apple to launch 5G Fleet Swap – TechCrunch

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Apple and Verizon today announced a new partnership that will make it easier for their business partners to go all-in on 5G. Fleet Swap, as the program is called, allows businesses to trade in their entire fleet of smartphones — no matter whether they are currently a Verizon customer or not — and move to the iPhone 12 with no upfront cost and either zero cost (for the iPhone 12 mini) or a low monthly cost.

(Disclaimer: Verizon is TechCrunch’s corporate parent. The company has zero input into our editorial decisions.)

In addition, Verizon also today announced its first two major indoor 5G ultra wideband services for its enterprise customers. General Motors and Honeywell are the first customers here, with General Motors enabling the technology at its Detroit-Hamtramck Assembly Center, the company’s all-electric vehicle plant. To some degree, this goes to show how carriers are positioning 5G ultra wideband as more of an enterprise feature than the lower-bandwidth versions of 5G.

“I think about how 5G [ultra wide band] is really filling a need for capacity and for capability. It’s built for industrial commercial use cases. It’s built on millimeter wave spectrum and it’s really built for enterprise,” Verizon Business CEO Tami Erwin told me.

It’s important to note that these two projects are not private 5G networks. Verizon is also in that business and plans to launch those more broadly in the future.

“No matter where you are on your digital transformation journey, the ability to put the power of 5G Ultra Wideband in all of your employees’ hands right now with a powerful iPhone 12 model, the best smartphone for business, is not just an investment for growth, it’s what will set a business’s future trajectory as technology continues to advance,” Erwin said in today’s announcement.

As for 5G Fleet Swap, the idea here is obviously to get more businesses on Verizon’s 5G network and, for Apple, to quickly get more iPhone 12s into the enterprise. Apple clearly believes that 5G can provide some benefits to enterprises — and maybe more so than to consumers — thanks to its low latency for AR applications, for example.

“The iPhone 12 lineup is the best for business, with an all-new design, advanced 5G experience, industry-leading security and A14 Bionic, the fastest chip ever in a smartphone,” said Susan Prescott, Apple’s vice president of Markets, Apps and Services. “Paired with Verizon’s 5G Ultra Wideband going indoors and 5G Fleet Swap, an all-new device offer for enterprise, it’s now easier than ever for businesses to build transformational mobile apps that take advantage of the powerful iPhone 12 lineup and 5G.”

In addition, the company is highlighting the iPhone’s secure enclave as a major security benefit for enterprises. And while other handset manufacturers launch devices that are specifically meant to be rugged, Apple argues that its devices are already rugged enough by design and that there’s a big third-party ecosystem to ruggedize its devices.

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