• According to Xconomy, every commuter wants to find better ways to traverse busy cities. Subway delays and bus route changes may throw carefully timed travel plans into disarray. To ease such headaches, New York startup Roadify has developed a mobile app that delivers updates from transit agencies and input from users on the street.

    The app has already won accolades for the one-year-old company. In March, Roadify beat more than fifty other developers to win the grand prize—which included $10,000 cash—at the NYC BigApps 2011 competition. The program, sponsored by Mayor Michael Bloomberg’s administration, invites software developers to create technology that improves life in the city. Judges of this year’s competition included Dawn Barber, co-founder of NY Tech Meetup; Jack Dorsey, co-founder of Twitter; and Fred Wilson, managing partner of Union Square Ventures.

    Roadify currently provides real-time information on commuting routes just in the New York area, though the company plans to expand its services to other locations. Scott Kolber, chief operating officer with Roadify, says while transit information is typically available to the public, it is often scattered across multiple sources. Roadify collects data from entities such as Google Transit, the Metropolitan Transportation Authority, and the New York Department of Transportation into one platform that can be customized for each user. For example, Roadify can post alerts if there is a service change on a specific subway line. “People want to know what’s going on,” Kolber says. “When is the bus coming? Why is there a train delay? Which bridge or tunnel should I take?”

    Kolber says readily available data on traffic from city agencies is vital to the app, but Roadify also crowdsources information from users on the street. When users post the actual arrival times of buses at their stops, for example, they alert others on that same route of potential delays. Kolber expects New York buses to have real-time GPS tracking installed in the next few years, which would reduce reliance on user updates. Roadify is free and currently available for the iPhone with an Android version due later this year.

    The idea behind Roadify began with a familiar struggle in city life: the hunt for parking. Kolber says Roadify’s founder Nick Nyhan, who is also chief digital officer for Kantar, started a text-based service on the side to exchange parking information via cell phones with other locals in his neighborhood of Park Slope, Brooklyn. That led Nyhan to explore other data sources for mass transit updates.

    Roadify incorporated in March 2010 and initially offered the text-based parking-space information. Last October, the first version of the iPhone app was released with bus schedules and other location information. Kolber became aware of Roadify first as a user and then met Nyhan and the development team. After a few months of conversation, Kolber took on a development role with the company that led to the chief operating officer position. “A big part of my focus at the moment is fundraising,” Kolber says.

    Kolber says Nyhan is the primary funder for Roadify thus far. “There are a few other investors from the digital and data world,” Kolber says, but he would not disclose their names. He says the company plans to pursue a series A funding round in the fall. He believes winning this year’s BigApps competition may help Roadify attract more funding. “People know about us when we go to talk to investors,” he says.

    Though Kolber devotes most of his time to Roadify, Nyhan retains his full-time job at Kantar, the market research division of communications services group WPP. Nyhan previously founded Dynamic Logic, a digital advertising research company that is now part of the Millward Brown research agency within Kantar.

    Kolber worked for more than a decade at Viacom, helping launch syndicated television shows and developing satellite distribution strategies for MTV Networks. “I was part of the team that helped MTV expand internationally,” he says. He later worked as director of business development for satellite manufacturer and operator Loral Space & Communications. 

    Roadify has a staff of five, and Kolber says the company plans to expand, particularly on the technology front. “We need more data experts; as we grow we’re going to be dealing with massive amounts of data,” he says. The company also wants to hire professionals in audience development to grow the user base. Kolber says with new funding the company will expand its services into new geographic markets. “We now have the ability to ingest a lot more data [from] around the country and the world,” he says.

    Kolber says Roadify wants to find ways to monetize its user base, which could include partnering with location-based advertisers and marketers. “We want to tap into the fact we know where our users are,” he says. Such partnerships could, for example, offer coupons for a latté at a nearby coffee shop if the bus a user is waiting for is running late. “You could walk across the street, pay for it with a mobile payment service, and still make your bus,” Kolber says.

     

  • According to TechCrunch,  Commonred was essentially launched to not only help startup founders — but anyone in need of some professional networking — to more easily find shared points of interest between themselves and those they want to meet, network, or learn from. (Without the awkwardness ans without cold calling.)

    To beef up its offerings for entrepreneurs and founders out there looking to have their ideas heard by people who matter, Commonred has launched a series of VIP meetings contests in which founders and entrepreneurs now have the opportunity to pitch VCs, journalists, Angels, and tech big wigs in an effort to push their businesses forward. The pitch with the most votes then wins a meeting with the person of interest, and, hopefully, the rest is history.

    Traditionally, for those founders and entrepreneurs who may not necessarily have access to VCs or angels, or may not have had success with AngelList, accelerators, or pitching their ideas to media outlets, the road to victory can be a tough one. Which is what makes Commonred’s contests appealing to aspiring entrepreneurs out there.

    What’s more, the startups has already run contests for people like Tony Conrad, the founder of About.me and True Ventures, Ryan Spoon of Polaris Ventures and Dogpatch Labs, and Nick Efstratis, Managing Director of Epic Ventures. TechCrunch’s own MG Siegler was even a participator; you can see his contest here, which led to a meeting for the winning startup, GetComparisons.

    Commonred is currently running contests to get meetings with notables like David Bradford, the Chairman of publicly traded Fusion-io, who also has advisory and team roles with companies like Omniture, Novell, SCP Worldwide, as well as product designer, angel investor, TechCrunch contributor, and former CEO of Ustream, Chris Yeh.

    Generally speaking, Vaporware and Commonred Founder Derek Andersen told us, it takes between 10 and 100 votes to win constests, and once an idea is chosen, the founder receives a meeting of up to one hour in duration with the VC, angel, or journalist hosting the contest.

    For VCs and journalists, this is a great way to meet an awesome new entrepreneur without clogging their inbox with pitches, and for VCs et al to give back to the community — with the process allowing the best founders and ideas to rise to the top.

    The contests are ongoing, with five contests usually running at any given time. This week in particular, Commonred will have eight to ten running simultaneously. As to how entrepreneurs and their ideas might stand out amidst the onslaught of pitches from eager founders? Anderson said that submitting parties should find common threads with the person reviewing pitches: “If the VIP went to MIT, mention that you did too. If they invested in a company like yours 10-yrs ago, mention the link. Show that you care enough to do some homework”.

    And, again, with winners receiving coverage from tech publications and beyond, this can potentially be a game changer for startups looking for a jump start.

     


  •  

    According to Xconomy, you never have to leave your office/couch to get what you need.  Don’t want to sacrifice your lunch break to pick up those concert tickets you bought on Craigslist? Use Postmates, a local delivery service that connects businesses with freelance messengers, instead.

    Postmates launched today at the TechCrunch Disrupt 2011 conference in San Francisco. The site connects local businesses with hundreds of carriers and bike messengers who are experiencing downtime so they can hire them to make short-range shipments. The company uses an iPhone application and web applications to schedule deliveries and pickups. Couriers use iPhones to view accept jobs when they have some downtime between shipments.

    “It’s for any kind of shipment, from a birthday card to a refrigerator,” Postmates co-founder Bastian Lehmann said. “Most carriers pick up an additional five jobs a day using the service.”

    Most local shipments are handled by two-way radios and Craigslist. It’s a $10 billion market that’s powered by a surprisingly low-tech market, Lehmann said. The company has 30 carriers to start, and the company insures every item shipped through Postmates. The company charges $15 per shipment in San Francisco, regardless of the shipment.

    “Like Uber, normally you wouldn’t take a Limo, but that app made it so easy and so convenient to do so,” Lehmann said. “We’re making it cheap, fast and convenient like Uber to open up this market to everyone else.”

    Postmates was founded earlier this month and has raised $875,000. The company is based in San Francisco, Calif.

     

  • Image representing GrubHub as depicted in Crun...Image via CrunchBase

    According to PeHUB, Chicago-based startup GrubHub, a service that lets you order food for delivery or take out from local restaurants online or by mobile phone, has raised $50 million in Series E funding led by Lightspeed Ventures with Mesirow Financial, Benchmark Capital, Greenspring Associates and DAG Ventures participating. The company has also acquired New York-based food delivery network Dotmenu, the parent company of Campusfood and Allmenus. This brings GrubHub’s total funding to $84 million.

    GrubHub gives its users access to food delivery service from more than 13,000 restaurants in U.S. cities including: New York, Chicago, San Francisco, Oakland, Boston, Los Angeles, Washington DC, Philadelphia, San Diego, Seattle, Portland, Denver and Boulder.

    GrubHub is free for diners who order and pay for their meals with while restaurants pay
    commissions on each order processed. Restaurants that do not currently partner with GrubHub can still list their telephone numbers and menus for free. And of the 13,000 restaurant menus currently available on GrubHub, 5,000 establishments are paying GrubHub to manage and market a white-label online order and food delivery service.

    Dotmenu has a foothold in menus and food delivery in the college market (with a presence in over 300 markets in the U.S.), and through the acquisition, GrubHub says it will have the largest restaurant listing platform in the country with 250,000 restaurant menus in over 50 major cities and college towns across the US. The two companies are projected to send over $225 million in combined order revenues to independent restaurants in 2011.

    Benchmark’s Bill Gurley sais this of the deal and GrubHub: By combining its ability to aggressively scale its footprint and mobile platforms with Dotmenu’s proven leadership in college markets across the country, GrubHub is the clear leader in the online ordering space…This move will make GrubHub a household name, such as Benchmark’s other on-line portfolio companies OpenTable, Yelp and Zillow.

    GrubHub founder Matt Maloney has a goal of taking GrubHub public, also following in the footsteps of OpenTable, which filed for an IPO “Going public is a very realistic opportunity for us within the next two years,” Maloney told us in March when the company raised $20 million.

    At the time, Maloney said GrubHub had experienced a 300 percent increase in mobile food orders since last Fall and projects projects mobile orders to make up 20 percent of its total food sales by the end of 2011, which is compared to less than two percent in 2009 (mobile food orders accounted for 10 percent of total food sales in 2010).

     

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  • According to Mark Boslet at PeHUB, Right Side Capital Management is pushing ahead with a pioneering plan for no-pitch, high-volume angel and seed investing.
     
    The San Francisco firm intends to begin investing as early as the end of this year and late last month joined a syndicate of firms providing $24 million in funding to TechStars startups.
     
    The plan is to use the Internet to screen companies and set valuations. Startups fill out simple application forms (find them here). Right Side responds with near instant feedback.
     
    “As far as I know, we’re the only ones who are going to do this,” says Managing Director Kevin Dick, one of four partners.
     
    The firm first began talking about the model last year and last month revealed itself as part of the TechStars group guaranteeing each startup at the incubator $100,000 in funding. (Also participating in the funding are the Foundry Group, IA Ventures, Avalon Ventues, DFJ Mercury, SoftBank Capital, SVB Financial Group, RRE Ventures, TechStars Alumni, and several individuals.)
     
    Right Side presently is raising its maiden fund, says Dick. He declined to discuss its size or committed LPs. But he said the firm is on track to begin investing as early as this year. Right Side expects to invest in several hundred companies over the three-year investment life of the fund and in the process examine as many as 10,000 business proposals.
     
    To apply for backing, startups take to the Internet and submit information about a founder’s background, a team’s experience and the startup’s game plan. “We came up with a simple checklist,” says Dick. No in-person interviews will be conducted because they don’t contribute to better investment decisions, he says.
     
    Once the online forms are completed, Right Side responds promptly with a pre-money valuation estimate and a notice that if it were presently accepting funding requests it would seek financial projections, a business plan and additional details about a team’s background. Right Side hopes to provide a yes or no in two weeks.
     
    The most important thing at the seed stage is people, says Dick. Did a founder go to Stanford University? Does he or she have previous experience at a startup?
     
    Setting valuations depends in part on the size of the salary an engineer or founder might expect at an established company. But other factors include company performance, such as user growth at a Web site.
     
    Right Side plans to use a standard term sheets for its deals with no required board seats and 1x liquidation preferences. Dick anticipates the average investment for companies he meets over the Internet to be $150,000. Average deals for incubator companies will be more like $50,000.
     
    Proposed valuations may seem low to Silicon Valley entrepreneurs, he says, but they will appear attractive to startups elsewhere in the country. Right Side hopes to cast a wide net for investment candidates.

  • Better Place, a Palo Alto, Calif.-based developer of a network of electric vehicle recharging stations, has raised $200 million in Series C funding. GE and UBS were joined by return backers Israel Corp., HSBC Group, Morgan Stanley Investment Management, VantagePoint Capital Partners, Ofer Group and Maniv Energy Capital. The company previously raised around $750 million. www.betterplace.com

  • Image representing Assistly as depicted in Cru...Image via CrunchBase

    With the proliferation of Blogs, review sites, Twitter, and many other platforms to encourage complaining, watching out for your on-line reputation has become, well, a nightmare.  Users get irritated over tiny imperfections and start tweeting that your site is slow, doesn't do what they want, or whatever.  Add the extra vitriol that some people display in on-line postings and the "Jane, you ignorant slut" comment from Saturday Night Live seems tame in comparison.

    Assistly—which has roughly 1,000 customers, including many Web and mobile start ups such as Instagram, Klout, One Kings Lane, Spotify and Square—designed its freemium cloud-based software so that any company can sign up to start monitoring social-media conversations about its brand in a matter of minutes. Salesforce.com emphasized this ease of use in its announcement about the $50 million acquisition. 

     

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  • Can anyone really create jobs? The NY Times seems to think not. But start ups are creating jobs every day….

  • According to a recent post in Xconomy,  Silicon Valley, where everyone says he’s out to disrupt the status quo, the sales force is a surprisingly resilient institution, especially in enterprise software. Every two to four years, companies such as IBM  and Oracle  produce new versions of their flagship applications, then send out armies of salespeople to persuade customers to upgrade.

    Lewis Cirne, an entrepreneur who sold his business software company, Wily Technology, for $375 million in 2006, has become one of the most vocal advocates for a new type of leaner, faster business software maker. His latest company, New Relic, relies on just seven salespeople to serve more than 10,000 customers, who use its software to track the performance of websites. Cirne aims to sell his products to clients without doing much actual selling, in part by building software that is intuitive enough for a customer to install, test, and use without a salesperson’s help. Cirne claims it’s a better model for customers, who get to judge a product rather than a sales pitch, and it boosts profits. “At Wily, we were always chasing the break-even point because we had salespeople flying all over the place,” he says.

    The sales forces at traditional business software companies spend days, weeks, and even months installing, explaining, and training customers on their products. To flip this model, New Relic has borrowed from the consumer technology playbook and made a product meant to provide enough visual pop to attract customers on its own. It’s also designed to be easy enough to use that customers can install it without the help of a knowledgeable salesperson. New Relic uses a cloud model, where customers gain access to a dashboard through their Web browser to configure and test the software. They’re then presented with a variety of colorful charts that break down the performance of their website. The product “has to be good enough that someone tweets about it,” says Cirne.

    In the past, customers would install this type of software in their own data centers and use it in isolation. Because New Relic’s software lives in the cloud, every day 1.5 billion data points flow from its customers to a central online repository. New Relic’s engineers crunch the data and reach out to customers to tell them if they’re missing an important piece of information or not using a potentially helpful service. That “makes a lot more sense than talking to a traditional sales guy,” says Phillips.

    “There are a number of startups out there that believe you can sell without a sales team,” says Asheem Chandna, a partner at venture capital firm Greylock Partners. Chandna has backed AppDynamics, a rival to New Relic, that uses the lean model for smaller customers but relies on salespeople to handle large ones. “At a certain point those customers want to look someone in the eye and have that direct relationship,” Chandna says. Kenny Van Zant, a former executive at SolarWinds (SWI), which adheres to the lean model, says that business software makers used to rely on “good PowerPoint and sales teams” to make up for a product’s deficiencies. But that “just doesn’t work anymore.”

    For Cirne, the debate is personal. He’s a coder who stayed up through the night writing software in the early days of New Relic and still dedicates about half his time to programming. He says a sales-centric culture can be toxic. “That tiny fraction of the company gets the trips to Hawaii and the Rolex watches,” he says. “They come back all tanned with their wonderful stories, and it’s so deflating for the rest of the company.”

     


     

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  • Legal ExecutiveImage via Wikipedia

    One of the most frequent complaints I get from my founders is the high cost of hiring business lawyers.  It is not unusual to run up bills of $50,000+ before the first round of funding on basic legal work, such as setting up the corporation, allocating founder shares, etc, etc. We are not going to solve that problem today.  It is the basic cost of doing business in the US.  Finding and working with good start up lawyers such as Gunderson and Wilmer Hale, who defer fees until funding is your best option.

     LawPivot, on the other hand, is a useful tool to supplement those expensive lawyers. The site matches "lean" (read: poor) start ups with lawyers who may be able to help them with legal questions. You visit the site and pose your question, such as the difficulty of protecting certain types of intellectual property, and some smart lawyer or lawyers gives you some "free" advice.  Make no mistake, the lawyer is interested in having you as a paying client in the future.

    LawPivot has developed sophisticated algorithms (their words) to funnel your questions to the appropriate lawyer, based on experince and quality of past respeonses.  Companies can ask up to three free questions a month (for the moment). A subscription fee (less than $100 per month) is forthcoming soon. That is quite a deal when you consider even an associate at a top law firm can run you $400 per hour. 

    LawPivot can be best thought of as a useful supplement to you current lawyer, perhaps for questions that are simple and you don't want to pay a lot for the answer, or areas outside their expertise, such a labor laws in California

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