Tuna raises $3M to address complexity of e-commerce payments in Latin America

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Tuna is on a mission to “fine tune” the payments space in Latin America and has raised two seed rounds totaling $3 million, led by Canary and by Atlantico.

Alex Tabor, Paul Ascher and Juan Pascual met each other on the engineering team of Peixe Urbano, a company Tabor co-founded and he referred to as a “Groupon for Brazil.” While there, they came up with a way to use A/B testing to create a way of dealing with payments in different markets.

They eventually left Peixe Urbano and started Tuna in 2019 to make their own payment product which enables merchants to use A/B testing of credit card processors and anti-fraud providers to optimize their payments processing with one integration and a no-code interface.

Tabor explained that the e-commerce landscape in Latin America was consolidated, meaning few banks controlled more of the market. The address verification system merchants use to verify a purchaser is who they say they are, involves sending information to a bank that is returned to the merchant with a score of whether that match is legitimate.

“In the U.S., that score is used to determine if the purchaser is legit, but they didn’t implement that in Latin America,” he added. “Instead, merchants in Latam have to tap into other organizations that have that data.”

That process involves manual analysis and constant adjusting due to fraud. Instead, Tuna’s A/B tests between processors and anti-fraud providers in real time and provides a guarantee that a decision to swap providers is based on objective data that considers all components of performance, like approval rates, and not just fees.

Over the past year, the company added 12 customers and saw its revenue increase 15%. It boasts a customer list that includes the large Brazilian fashion chain Riachuelo, and its platform integrates with others including VTEX, Magento and WooCommerce.

The share of e-commerce in overall retail is less than 10 percent in Latin America. Marcos Toledo, Canary’s managing partner, said via email that e-commerce in Latam is currently at an inflexion point: not only has the global pandemic driven more online purchases, but also fintech innovation that has occurred in recent years.

In Brazil alone, e-commerce sales grew 73.88% in 2020, but Toledo said there was much room for improvement. What Tuna is building will help companies navigate the situation and make it easier for more customers to buy online.

Toledo met the Tuna team from his partner, Julio Vasconcellos, who was one of the co-founders of Peixe Urbano. When the firm heard that the other Tuna co-founders were starting a business that was applying some of the optimization methods they had created at Peixe Urbano, but for every company, they saw it as an opportunity to get involved.

“The vast tech expertise that Alex, Paul and Juan bring to a very technical business is something that we really admire, as well as their vision to create a solution that can impact companies throughout Latin America,” Toledo said. “The no-code solution that Tuna is building is exciting because it is scalable and can help companies not only get better margins, but also drive their developers to other efforts — and developers have been a very scarce workforce in the region.”

To meet demand for an e-commerce industry that surpassed $200 billion in 2020, Tuna plans to use the new funding to build out its team and grow outbound customer success and R&D, Tabor said.

Up next, he wants to be able to show traction in payments optimization and facilitators in Brazil before moving on to other countries. He has identified Mexico, Colombia and Argentina as potential new markets.

Current and upcoming trends in Latin America’s mobile growth

 

Workera.ai, a precision upskilling platform, taps $16M to close enterprise skills gap

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Finding the right learning platform can be difficult, especially as companies look to upskill and reskill their talent to meet demand for certain technological capabilities, like data science, machine learning and artificial intelligence roles.

Workera.ai’s approach is to personalize learning plans with targeted resources — both technical and nontechnical roles — based on the current level of a person’s proficiency, thereby closing the skills gap.

The Palo Alto-based company secured $16 million in Series A funding, led by New Enterprise Associates, and including existing investors Owl Ventures and AI Fund, as well as individual investors in the AI field like Richard Socher, Pieter Abbeel, Lake Dai and Mehran Sahami.

Kian Katanforoosh, Workera’s co-founder and CEO, says not every team is structured or feels supported in their learning journey, so the company comes at the solution from several angles with an assessment on technical skills, where the employee wants to go in their career and what skills they need for that, and then Workera will connect those dots from where the employee is in their skillset to where they want to go. Its library has more than 3,000 micro-skills and personalized learning plans.

“It is what we call precision upskilling,” he told TechCrunch. “The skills data then can go to the organization to determine who are the people that can work together best and have a complementary skill set.”

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Workera was founded in 2020 by Katanforoosh and James Lee, COO, after working with Andrew Ng, Coursera co-founder and Workera’s chairman. When Lee first connected with Katanforoosh, he knew the company would be able to solve the problem around content and basic fundamentals of upskilling.

It raised a $5 million seed round last October to give the company a total of $21 million raised to date. This latest round was driven by the company’s go-to-market strategy and customer traction after having acquired over 30 customers in 12 countries.

Over the past few quarters, the company began working with Fortune 500 companies, including Siemens Energy, across industries like professional services, medical devices and energy, Lee said. As spending on AI skills is expected to exceed $79 billion by 2022, he says Workera will assist in closing the gap.

“We are seeing a need to measure skills,” he added. “The size of the engagements are a sign as is the interest for tech and non-tech teams to develop AI literacy, which is a more pressing need.”

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As a result, it was time to increase the engineering and science teams, Katanforoosh said. He plans to use the new funding to invest in more talent in those areas and to build out new products. In addition, there are a lot of natural language processes going on behind the scenes, and he wants the company to better understand it at a granular level so that the company can assess people more precisely.

Carmen Chang, general partner and head of Asia at NEA, said she is a limited partner in Ng’s AI fund and in Coursera, and has looked at a lot of his companies.

She said she is “very excited” to lead the round and about Workera’s concept. The company has a good understanding of the employee skill set, and with the tailored learning program, will be able to grow with company needs, Chang added.

“You can go out and hire anyone, but investing in the people that you have, educating and training them, will give you a look at the totality of your employees,” Chang said. “Workera is able to go in and test with AI and machine learning and map out the skill sets within a company so they will be able to know what they have, and that is valuable, especially in this environment.”

 

Are B2B SaaS marketers getting it wrong?

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Konrad Sanders
Contributor

Konrad Sanders is founder, CEO, and content strategist at The Creative Copywriter, a tech-specialist copywriting and content agency.

Which terms come to mind when you think about SaaS?

“Solutions,” “cutting-edge,” “scalable” and “innovative” are just a sample of the overused jargon lurking around every corner of the techverse, with SaaS marketers the world over seemingly singing from the same hymn book.

Sadly for them, new research has proven that such jargon-heavy copy — along with unclear features and benefits — is deterring customers and cutting down conversions. Around 57% of users want to see improvements in the clarity and navigation of websites, suggesting that techspeak and unnecessarily complex UX are turning customers away at the door, according to The SaaS Engine.

That’s not to say SaaS marketers aren’t trying: Seventy percent of those surveyed have been making big adjustments to their websites, and 33% have updated their content. So how and why are they missing the mark?

They say there’s no bigger slave to fashion than someone determined to avoid it, and SaaS marketing is no different. To truly stand out, you need to do thorough competitor analysis.

There are three common blunders that most SaaS marketers make time and again when it comes to clarity and high-converting content:

  1. Not differentiating from competitors.
  2. Not humanizing “tech talk.”
  3. Not tuning their messaging to prospects’ stage of awareness at the appropriate stage of the funnel.

We’re going to unpack what the research suggests and the steps you can take to avoid these common pitfalls.

Blending into the competition

It’s a jungle out there. But while camouflage might be key to surviving in the wild, in the crowded SaaS marketplace, it’s all about standing out. Let’s be honest: How many SaaS homepages have you visited that look the same? How many times have you read about “innovative tech-driven solutions that will revolutionize your workflow”?

The research has found that of those using SaaS at work, 76% are now on more platforms or using existing ones more intensively than last year. And as always, with increased demand comes a boom in competition, so it’s never been more important to stand out. Rather than imitating the same old phrases and copy your competitors are using, it’s time to reach your audience with originality, empathy and striking clarity.

But how do you do that?

Job offer management platform Compa emerges from stealth with $3.9M

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If you haven’t noticed yet, the hiring market is a hot one — and getting more complicated as enterprise talent acquisition leaders face technology gaps while assessing candidates. This leads to difficulty in determining compensation.

Enter Compa. The offer management platform provides “deal desk” software for recruiters to more easily manage their compensation strategies to create and communicate offers that are easy to understand and are unbiased.

Charlie Franklin, co-founder and CEO of Compa, told TechCrunch it was frustrating to lose a candidate at the compensation stage, so the company created its software to reduce the challenge of relying on crowdsourcing data or surveys to compare pay.

“Recruiters often lack the data and tools to figure out how much to pay people and communicate that effectively,” Franklin told TechCrunch. “We see talent acquisitions teams like a sales team. If you think of it from that perspective, they need to close a candidate, but to ask the recruiter to operate off of a spreadsheet slows that process down.”

Compa co-founders, from left, Charlie Franklin, Joe Malandruccolo and Taylor Cone. Image Credits: Compa

With Compa, recruiters can input pay expectations and compare recent offers and collaborate with other team members and hiring managers to reach pay consensus quicker. The software automates all of the market intelligence in real time and provides insights about compensation across similar industries and organizations.

The company, based in both California and Massachusetts, emerged from stealth Thursday with $3.9 million in seed funding led by Base10 Partners. Participation in the round also came from Crosscut Ventures and Acadian Ventures, as well as a group of strategic angel investors including 2.12 Angels, Oyster HR CEO Tony Jamous and Scout RFP co-founders Stan Garber and Alex Yakubovich.

Jamison Hill, partner at Base10 Partners, said via email his firm was doing research in the ESG “megatrend,” particularly looking for startups focused on compensation management, when it came across Compa.

He was attracted to the founders’ “clarity and conviction” on the company’s vision, their understanding of the pay gap in the market, how Compa’s solution would “create a new wave of smarter, more-data driven recruiting teams” and how it was enabling employers to use compensation and a positive offer management approach to differentiate itself from competitors.

“They deeply understand the nuances that come with enterprise-level HR teams and bring that expertise to every aspect of Compa’s product offering, which is why we believe Compa can emerge as a leader in this trend and chose to partner with this very special team,” Hill added.

Franklin, who previously led human resources M&A at Workday, founded Compa last year with  Joe Malandruccolo, who was on the engineering side at Facebook and Oculus, and Taylor Cone, who has done innovation consulting for organizations like Stanford University.

The company was bootstrapped prior to going after the seed round and will use the capital to expand the team and create additional products that fit into its mission of “making compensation fair and competitive for everyone,” Franklin said.

Going forward, he adds that job offers and compensation need to catch up to how quickly the world is changing. As more people work remotely and companies want to attract a diverse workforce, compensation will be an important factor.

“This is a long-term trend we are seeing in HR — compensation becoming more transparent — not just a spreadsheet shared internally, but a transition from secretive to open and accountable, Franklin said. “Technology is catching up to that, and we have the ability to produce outcomes that drive differences in pay.”

Companies should utilize real-time compensation data to ensure equal pay

 

Man Robbed of 16 Bitcoin Sues Young Thieves’ Parents

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In 2018, Andrew Schober was digitally mugged for approximately $1 million worth of bitcoin. After several years of working with investigators, Schober says he’s confident he has located two young men in the United Kingdom responsible for using a clever piece of digital clipboard-stealing malware to siphon his crypto holdings. Schober is now suing each of their parents in a civil case that seeks to extract what their children would not return voluntarily.

In a lawsuit filed in Colorado, Schober said the sudden disappearance of his funds in January 2018 prompted him to spend more than $10,000 hiring experts in the field of tracing cryptocurrency transactions. After months of sleuthing, his investigators identified the likely culprits: Two young men in Britain who were both minors at the time of the crime (both are currently studying computer science at U.K. universities).

A forensic investigation of Schober’s computer found he’d inadvertently downloaded malicious software after clicking a link posted on Reddit for a purported cryptocurrency wallet application called “Electrum Atom.” Investigators determined that the malware was bundled with the benign program, and was designed to lie in wait for users to copy a cryptocurrency address to their computer’s temporary clipboard.

When Schober went to move approximately 16.4 bitcoins from one account to another — by pasting the lengthy payment address he’d just copied — the malware replaced his bitcoin payment address with a different address controlled by the young men.

Schober’s lawsuit lays out how his investigators traced the stolen funds through cryptocurrency exchanges and on to the two youths in the United Kingdom. In addition, they found one of the defendants — just hours after Schober’s bitcoin was stolen — had posted a message to GitHub asking for help accessing the private key corresponding to the public key of the bitcoin address used by the clipboard-stealing malware.

Investigators found the other defendant had the malware code that was bundled with the Electrum Atom application in his Github code library.

Initially, Schober hoped that the parents of the thieving teens would listen to reason, and simply return the money. So he wrote a letter to the parents of both boys:

“It seems your son has been using malware to steal money from people online,” reads the opening paragraph of the letter Schober emailed to the families. “Losing that money has been financially and emotionally devastating. He might have thought he was playing a harmless joke, but it has had serious consequences for my life.”

A portion of the letter than Schober sent to two of the defendants in 2018, after investigators determined their sons were responsible for stealing nearly $1 million in cryptocurrency from Schober.

Met with continued silence from the parents for many months, Schober filed suit against the kids and their parents in a Colorado court. A copy of the May 2021 complaint is here (PDF).

Now they are responding. One of the defendants —Hazel D. Wells — just filed a motion with the court to represent herself and her son in lieu of hiring an attorney. In a filing on Aug. 9, Wells helpfully included the letter in the screenshot above, and volunteered that her son had been questioned by U.K. authorities in connection with the bitcoin theft.

Neither of the defendants’ families are disputing the basic claim that their kids stole from Mr. Schober. Rather, they’re asserting that time has run out on Schober’s legal ability to claim a cause of action against them.

“Plaintiff alleges two common law causes of action (conversion and trespass to chattel), for which a three-year statute of limitations applies,” an attorney for the defendants argued in a filing on Aug. 6 (PDF). “Plaintiff further alleges a federal statutory cause of action, for which a two-year statute of limitations applies. Because plaintiff did not file his lawsuit until May 21, 2021, three years and five months after his injury, his claims should be dismissed.”

Schober’s attorneys argue (PDF) that “the statute of limitations begins to run when the Plaintiff knows or has reason to know of the existence and cause of the injury which is the base of his action,” and that inherent in this concept is the discovery rule, namely: That the statute of limitations does not begin to run until the plaintiff knows or has reason to know of both the existence and cause of his injury.

The plaintiffs point out that Schober’s investigators didn’t pinpoint one of the young men’s involvement until more than a year after they’d identified his co-conspirator, saying Schober notified the second boy’s parents in December 2019.

None of the parties to this lawsuit responded to requests for comment.

Image: Complaint, Schober v. Thompson, et. al.

Mark Rasch, a former prosecutor with the U.S. Justice Department, said the plaintiff is claiming the parents are liable because he gave them notice of a crime committed by their kids and they failed to respond.

“A lot of these crimes are being committed by juveniles, and we don’t have a good juvenile justice system that’s well designed to both civilly and criminally go after kids,” Rasch said.

Rasch said he’s currently an attorney in a number of lawsuits involving young men who’ve been accused of stealing and laundering millions of dollars of cryptocurrency — specifically crimes involving SIM swapping — where the fraudsters trick or bribe an employee at a mobile phone store into transferring control of a target’s phone number to a device they control.

In those cases, the plaintiffs have sought to extract compensation for their losses from the mobile phone companies — but so far those lawsuits have largely failed to yield results and are often pushed into arbitration.

Rasch said it makes sense that some victims of cryptocurrency theft are spending some serious coin to track down their assailants and sue them civilly. But he said the legwork needed to make that case is tremendous and costly, and there’s no guarantee those investments will pay off down the road.

“These crimes can be monumentally difficult and expensive to track down,” he said. “It’s designed to be difficult to do, but it’s also not designed to be impossible to do.”

As evidenced by this week’s CNBC story on a marked rise in reports of people having their Coinbase accounts emptied by fraudsters, many people investing in cryptocurrencies find out the hard way that unlike traditional banking transactions — cryptocurrency funds lost to theft are likely to stay lost because the transactions are irreversible.

Traditionally, the major crypto exchanges have said they’re not responsible for lost or stolen funds. But perhaps in response to the CNBC story, Coinbase said it was introducing a new pilot “guarantee” for U.K. customers only, wherein they will be eligible for a reimbursement of up £150,000 if someone gains unauthorized access to their account and steals funds.

However, it seems unlikely Coinbase’s new guarantee would cover cases like Schober’s — even if he’d been a U.K. customer and the theft occurred today. One of the caveats that is not covered in the guarantee is sending funds to the wrong address by accident.

Ramp and Brex draw diverging market plans with M&A strategies

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Earlier today, spend management startup Ramp said it has raised a $300 million Series C that valued it at $3.9 billion. It also said it was acquiring Buyer, a “negotiation-as-a-service” platform that it believes will help customers save money on purchases and SaaS products.

The round and deal were announced just a week after competitor Brex shared news of its own acquisition — the $50 million purchase of Israeli fintech startup Weav. That deal was made after Brex’s founders invested in Weav, which offers a “universal API for commerce platforms.”

From a high level, all of the recent deal-making in corporate cards and spend management shows that it’s not enough to just help companies track what employees are expensing these days. As the market matures and feature sets begin to converge, the players are seeking to differentiate themselves from the competition.

But the point of interest here is these deals can tell us where both companies think they can provide and extract the most value from the market.

These differences come atop another layer of divergence between the two companies: While Brex has instituted a paid software tier of its service, Ramp has not.

Earning more by spending less

Let’s start with Ramp. Launched in 2019, the company is a relative newcomer in the spend management category. But by all accounts, it’s producing some impressive growth numbers. As our colleague Mary Ann Azevedo wrote:

Since the beginning of 2021, the company says it has seen its number of cardholders on its platform increase by 5x, with more than 2,000 businesses currently using Ramp as their “primary spend management solution.” The transaction volume on its corporate cards has tripled since April, when its last raise was announced. And, impressively, Ramp has seen its transaction volume increase year over year by 1,000%, according to CEO and co-founder Eric Glyman.

Ramp’s focus has always been on helping its customers save money: It touts a 1.5% cash back reward for all purchases made through its cards, and says its dashboard helps businesses identify duplicitous subscriptions and license redundancies. Ramp also alerts customers when they can save money on annual versus monthly subscriptions, which it says has led many customers to do away with established T&E platforms like Concur or Expensify.

All told, the company claims that the average customer saves 3.3% per year on expenses after switching to its platform — and all that is before it brings Buyer into the fold.

Forward Kitchens cooks up $2.5M to transform existing kitchens into digital storefronts

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Forward Kitchens was working quietly on its digital storefront for restaurants and is now announcing a $2.5 million seed round.

Raghav Poddar started the company two years ago and was part of the Y Combinator Summer 2019 cohort. Poddar told TechCrunch he has been a foodie his entire life. Lately, he was relying on food delivery and pickup services, and while visiting with some of the restaurant owners, he realized a few things: first, not many had a good online presence, and second, these restaurants had the ability to cook cuisine representative of their communities.

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That led to the idea of Forward Kitchens, which provides a turnkey tool for restaurants to set up an online presence, including food delivery, where they can create multiple digital storefronts easily and without having to contact each delivery platform. The company ran pilot programs in a handful of restaurants, and this is the first year coming out of stealth.

“It’s an expansion of what they have on the menu, but is not immediately available in the neighborhood,” Poddar added. “Kitchens can keep the costs and headcount the same, but be able to service the demand and get more orders because it is fulfilling a need for the neighborhood, which is why we can grow so fast.”

Here’s how it works: Forward Kitchens goes into a restaurant and takes into account its capacity for additional cooking and the demographic area, as well as what food is available near it, and helps the restaurant create the storefront.

Each restaurant is able to build multiple storefronts, for example, an Italian restaurant setting up a storefront just to sell its popular mac n’ cheese or other small plates on demand. A couple hundred digital storefronts were already created, Poddar said.

A group of investors, including Y Combinator, Floodgate, Slow Ventures and SV Angel and angel investors Michael Seibel of YC, Ram Shriram and Thumbtack’s Jonathan Swanson, were involved in the round.

The new funding will be used to expand the company’s footprint and reach, and to hire a team in operations, sales and engineering to help support the product.

“Forward Kitchens is empowering independent kitchens to create digital storefronts and receive more online sales,” Seibel said via email. “With Forward Kitchens, a kitchen can create world-class digital storefronts at the click of a button.”

Bodo.ai secures $14M, aims to make Python better at handling large-scale data

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Bodo.ai, a parallel compute platform for data workloads, is developing a compiler to make Python portable and efficient across multiple hardware platforms. It announced Wednesday a $14 million Series A funding round led by Dell Technologies Capital.

Python is one of the top programming languages used among artificial intelligence and machine learning developers and data scientists, but as Behzad Nasre, co-founder and CEO of Bodo.ai, points out, it is challenging to use when handling large-scale data.

Bodo.ai, headquartered in San Francisco, was founded in 2019 by Nasre and Ehsan Totoni, CTO, to make Python higher performing and production ready. Nasre, who had a long career at Intel before starting Bodo, met Totoni and learned about the project that he was working on to democratize machine learning and enable parallel learning for everyone. Parallelization is the only way to extend Moore’s Law, Nasre told TechCrunch.

Sentry launches new performance monitoring software for Python and JavaScript

Bodo does this via a compiler technology that automates the parallelization so that data and ML developers don’t have to use new libraries, APIs or rewrite Python into other programming languages or graphics processing unit code to achieve scalability. Its technology is being used to make data analytics tools in real time and is being used across industries like financial, telecommunications, retail and manufacturing.

“For the AI revolution to happen, developers have to be able to write code in simple Python, and that high-performance capability will open new doors,” Totoni said. “Right now, they rely on specialists to rewrite them, and that is not efficient.”

Joining Dell in the round were Uncorrelated Ventures, Fusion Fund and Candou Ventures. Including the new funding, Bodo has raised $14 million in total. The company went after Series A dollars after its product had matured and there was good traction with customers, prompting Bodo to want to scale quicker, Nasre said.

Nasre feels Dell Technologies Capital was “uniquely positioned to help us in terms of reserves and the role they play in the enterprise at large, which is to have the most effective salesforce in enterprise.”

Though he was already familiar with Nasre, Daniel Docter, managing director at Dell Technologies, heard about Bodo from a data scientist friend who told Docter that Bodo’s preliminary results “were amazing.”

Much of Dell’s investments are in the early-stage and in deep tech founders that understand the problem. Docter puts Totoni and Nasre in that category.

“Ehsan fits this perfectly, he has super deep technology knowledge and went out specifically to solve the problem,” he added. “Behzad, being from Intel, saw and lived with the problem, especially seeing Hadoop fail and Spark take its place.”

Meanwhile, with the new funding, Nasre intends to triple the size of the team and invest in R&D to build and scale the company. It will also be developing a marketing and sales team.

Now may be the best time to become a full-stack developer

The company is now shifting from financing to customer- and revenue-focused as it aims to drive up adoption by the Python community.

“Our technology can translate simple code into the fast code that the experts will try,” Totoni said. “I joined Intel Labs to work on the problem, and we think we have the first solution that will democratize machine learning for developers and data scientists. Now, they have to hand over Python code to specialists who rewrite it for tools. Bodo is a new type of compiler technology that democratizes AI.”

 

Cribl raises $200M to help enterprises do more with their data

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At a time when remote work, cybersecurity attacks and increased privacy and compliance requirements threaten a company’s data, more companies are collecting and storing their observability data, but are being locked in with vendors or have difficulty accessing the data.

Enter Cribl. The San Francisco-based company is developing an “open ecosystem of data” for enterprises that utilizes unified data pipelines, called “observability pipelines,” to parse and route any type of data that flows through a corporate IT system. Users can then choose their own analytics tools and storage destinations like Splunk, Datadog and Exabeam, but without becoming dependent on a vendor.

The company announced Wednesday a $200 million round of Series C funding to value Cribl at $1.5 billion, according to a source close to the company. Greylock and Redpoint Ventures co-led the round and were joined by new investor IVP, existing investors Sequoia and CRV and strategic investment from Citi Ventures and CrowdStrike. The new capital infusion gives Cribl a total of $254 million in funding since the company was started in 2017, Cribl co-founder and CEO Clint Sharp told TechCrunch.

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Sharp did not discuss the valuation; however, he believes that the round is “validation that the observability pipeline category is legit.” Data is growing at a compound annual growth rate of 25%, and organizations are collecting five times more data today than they did 10 years ago, he explained.

“Ultimately, they want to ask and answer questions, especially for IT and security people,” Sharp added. “When Zoom sends data on who started a phone call, that might be data I need to know so I know who is on the call from a security perspective and who they are communicating with. Also, who is sending files to whom and what machines are communicating together in case there is a malicious actor. We can also find out who is having a bad experience with the system and what resources they can access to try and troubleshoot the problem.”

Cribl also enables users to choose how they want to store their data, which is different from competitors that often lock companies into using only their products. Instead, customers can buy the best products from different categories and they will all talk to each other through Cribl, Sharp said.

Though Cribl is developing a pipeline for data, Sharp sees it more as an “observability lake,” as more companies have differing data storage needs. He explains that the lake is where all of the data will go that doesn’t need to go into an existing storage solution. The pipelines will send the data to specific tools and then collect the data, and what doesn’t fit will go back into the lake so companies have it to go back to later. Companies can keep the data for longer and more cost effectively.

Cribl said it is seven times more efficient at processing event data and boasts a customer list that includes Whole Foods, Vodafone, FINRA, Fannie Mae and Cox Automotive.

Sharp went after additional funding after seeing huge traction in its existing customer base, saying that “when you see that kind of traction, you want to keep doubling down.” His aim is to have a presence in every North American city and in Europe, to continue launching new products and growing the engineering team.

Up next, the company is focusing on go-to-market and engineering growth. Its headcount is 150 currently, and Sharp expects to grow that to 250 by the end of the year.

Over the last fiscal year, Cribl grew its revenue 293%, and Sharp expects that same trajectory for this year. The company is now at a growth stage, and with the new investment, he believes Cribl is the “future leader in observability.”

“This is a great investment for us, and every dollar, we believe, is going to create an outsized return as we are the only commercial company in this space,” he added.

It’s time for security teams to embrace security data lakes

Scott Raney, managing director at Redpoint Ventures, said his firm is a big enterprise investor in software, particularly in companies that help organizations leverage data to protect themselves, a sweet spot that Cribl falls into.

He feels Sharp is leading a team, having come from Splunk, that has accomplished a lot, has a vision and a handle on the business and knows the market well. Where Splunk is capturing the machine data and using its systems to extract the data, Cribl is doing something similar in directing the data where it needs to go, while also enabling companies to utilize multiple vendors and build apps to sit on top of its infrastructure.

“Cribl is adding opportunity by enriching the data flowing through, and the benefits are going to be meaningful in cost reduction,” Raney said. “The attitude out there is to put data in cheaper places, and afford more flexibility to extract data. Step one is to make that transition, and step two is how to drive the data sitting there. Cribl is doing something that will go from being a big business to a legacy company 30 years from now.”

Building A Successful Career at SentinelOne | A Q&A With CTO Ric Smith

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SentinelOne has just announced the launch of a new office and innovation center in Prague, Czech Republic. The new location will house product development functions to augment current teams, which span the globe in the Americas, Europe, and Asia.

The new office is expected to add 100 new jobs over the next 12 months, leveraging the region’s wealth of technical talent and creating local economic and career opportunities. Ric Smith, Chief Technology Office at SentinelOne, said the company was excited to set up shop in the Czech Republic and that the region boasted top engineering talent. In this post, we chat with Ric about the new location and other aspects of building a successful career at SentinelOne.

What Drew You to SentinelOne?

Two words. Culture and Opportunity. In terms of culture, upon meeting the SentinelOne team, I knew I was fortunate enough to stumble upon a cohort of leaders that are as equally driven by success as they are kindness towards others.

Regarding opportunity, it’s clear that through the pandemic that there has been a monumental shift in what we define as the network perimeter of our organizations, given the ever growing posture towards remote work. That creates new risks in terms of broader attack surfaces which poses massive opportunities for security providers such as SentinelOne. We are obviously not alone in that thinking, just look at the success of our recent IPO.

What Kind Of Roles And Projects Have You Worked On?

Prior to leadership, I started my career working at Lockheed Martin as an engineer where I worked in the areas of satellite image processing and flight simulation. After Lockheed, I focused on special projects for defense and intelligence related customers as a principal engineer at Oracle.

Both opportunities shaped my perspective on how I view quality and precision in terms of software development.

How Do You Maintain A Great Culture In High Performing Teams Distributed Throughout The World?

People are people no matter their origins. If you want a great working environment, you have to start with a critical focus on who you are hiring. It’s not just about skill sets, but about the personalities you bring into the workplace.

The goal is to hire people that are kind, active collaborators, accountable, and pride themselves on a sense of achievement. With those foundations you can start building teams that operate with a sense of autonomy and not only succeed, but span geographies and timezones.

Beyond those basics, you also want to build a diverse workforce that mirrors the diversity of the region. It’s not only about representation, but it’s also about being better decision makers. Diversity brings with it diversity of thought, which is the key to critical thinking.

How Do You Support Innovation?

First and foremost, you have to earn the right to innovate. That means taking off the basics that make it possible and gives us the space to pursue innovation. More specifically, you have to put a critical focus on quality and delivery.

If you don’t put those things first, you will end-up with a level of debt that makes the pursuit of innovation near impossible. Once you have your house in order, you then have enough cycles to start exploring the art of the possible.

The key to unlocking this is to make sure the engineering team is well endowed with the knowledge of the customers and problems we serve and why. That wisdom is the seed of inspiration that is necessary to inspire someone to not only innovate, but deliver value to our customers. Few things are more defeating than to put effort into something that only finds its way to disuse.

Why Is SentinelOne Expanding Into Czechia?

This is my third time operating in Czechia. Czechia is a region that is rich with engineering talent, particularly in Prague and Brno.

Geographically, it is well situated to operate as SentinelOne’s HQ for the rest of Eastern Europe as we expand and grow. And, it goes without saying, the beer is great too!

What Roles Are Coming Live in Czechia?

We will be hiring across all engineering disciplines at all levels; that includes kernel, frontend, backend, validation, and data engineering as well as data science and detection.

What Are Some Skills Needed To Be Successful At Sentinelone?

Honest-humility and Grit. Honest-humility is the great equalizer that deflates the most heated issues and humanizes the most continuous conflicts. Grit is the marriage between intelligence and resilience.

Raw intelligence may help you arrive at a solution to a problem, but it’s resilience that enables you to drive forward, despite adversity, to implement a solution. Grit makes all the difference in controlling the arc of the success of both you and your team.

Interested in Joining SentinelOne?

Learn more about SentinelOne’s Czech Republic-based career opportunities. Explore global career opportunities with SentinelOne here.

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