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ICL and Agrematch to Develop Novel Crop Nutrition Solutions via AI

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StartupValley
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icl

Global specialty minerals company and agriTech AI start-up to accelerate development of plant nutrition biostimulants 

ICL Group (NYSE: ICL) (TASE: ICL), a leading global specialty minerals company, today announced its agriFood innovation and investment platform, ICL Planet Startup Hub, has led an investment round in Agrematch, an artificial intelligence (AI) agriTech startup. The two companies agreed to launch a joint, multiyear program to use Agrematch’s AI system for the discovery of novel crop nutrition solutions, to bring innovative products to ICL’s global offerings.

Founded in 2017, by experienced entrepreneurs and industry veterans, Agrematch has been developing and refining its unique AI4AI – Artificial Intelligence for Active Ingredients platform ever since. ICL Growing Solutions, the agriculture division of ICL, is partnering with Agrematch as a strategic investment designed to be complementary to, and synergistic with, its long-term growth plans.

The Agrematch platform is expected to produce proprietary compounds developed as unique biostimulants and plant nutrition products, ultimately optimizing overall plant and soil health and maximizing plant yield, quality and resilience. 

In recent years, AI has emerged as a key technology in discovering and developing innovative compounds, most frequently in drug discovery. According to an April 2022 study by Insider Intelligence, pharmaceutical companies have been saving nearly 70% of their discovery costs by using AI1. This new method has the potential to eliminate up to five years of the average seven-year time frame for bringing a candidate compound to trial2.

“ICL’s partnership with Agrematch brings the rapidly evolving application of AI into ICL’s agricultural development ecosystem,” noted Hadar Sutovsky, vice president of External Innovation and general manager of ICL Planet Startup Hub. “Agrematch’s AI4AI prediction platform has the potential to streamline our compound discovery process, reduce the time and costs involved, and lead to the development of more effective and efficient crop solutions.”

Mission Critical

Despite the urgent need for new sustainable crop nutrition products, the current discovery process is unable to meet demand. The prohibitively risky, costly and lengthy product development cycle – coupled with increasing regulatory requirements calling for sustainable products with a lower environmental footprint – has led to a reduction in the number of new product introductions. A faster and more efficient methodology, to identify new active ingredients for use in the development of ag products, is vital.

“We are excited to partner with ICL and explore new solutions for plant nutrition,” said Eyal Ben-Chanoch, CEO of Agrematch. “Using data science, and especially AI, has helped us to dramatically alter the discovery process, by eliminating both its sequential nature and the barriers that make the classical high-throughput screening methods costly, risky and time consuming. Our AI4AI platform was designed and built to discover new functional compounds that meet defined specifications.”

AI-based solution

Within the AI4AI system, Agrematch models are trained to fulfill the specifications of a well-defined product concept. The system’s predictive algorithms run through billions of molecules in a massive proprietary database. Novel compounds can thus be designed, creating a shortlist of candidates with the desired functionalities. 

“This collaboration will focus on developing novel biostimulants products that provide superior results for plants,” said Elinor Erez, PhD, vice president of R&D for ICL Growing Solutions. “It supports our strategy to continue investing in the ag-biologicals market, which we see as highly complementary to – and aligning with – our existing agriculture business and the future of our specialty crop nutrition portfolios.

ICL brings a huge contribution to this strategic collaboration, as this promising start-up will enjoy access to the global crop nutrition market, regulatory insights, agronomical aspects, and development, along with best-in-class group of R&D scientists and agronomists. Following an extensive evaluation of Agrematch’s technological capabilities, we are excited to collaborate with them to deliver novel ag-biological products to the global market.”

Picture Smart farm digital icon and futuristic AI data infographic of Chilli peppers or green chilies in farm gardening is vegetable use for ingredient of Thai food

Source NUTRiPR

Hire the right person, in the right role, at the right time

By
Sabine Elsässer
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QuoIntelligence is a European agency providing tailored threat intelligence solutions, blending machine learning with expert analysis

Please introduce yourself and QuoIntelligence to our readers!

I am Marco Riccardi, the CEO and founder of QuoIntelligence. I have a deep experience in threat intelligence and have worked in multiple cybersecurity roles in diverse organizations from the Italian military to Deutsche Bank. I am by nature suspicious and don’t believe anything at face value. I verify sources and validate before accepting something as fact — and encourage others to do the same. I am also fairly averse to personal publicity but I am happy to make an exception here.

So why did you decide to start a company?

QuoIntelligence is the realization of a lifelong dream. I always wanted to work in cyber security and deep-tech, lead a talented team, and compete with them at the highest level. However, I wanted to earn my leadership through leading by example and having my team follow me because of my skills, not hierarchy. I also wanted to work in an intelligence agency and use all my resources beyond my technical skills, including leadership, creativity, design, analytics, passion for geopolitics, storytelling, coaching, marketing, and more. My ultimate goal was to help others be safe and prevent crime while making an impact.

I am an ultra-competitive person, never want to lose and always see ways to improve. I enjoy failures when I can learn from them, and I am passionate about learning from others’ failures to avoid the same mistakes. Most of my career was in enterprises or major public organizations, but I left because I realized I was making zero impact. I realized that I wasn’t making any meaningful difference. For example, after having left an organization its market valuation didn’t change at all, whatever role I’d done. I needed something different.

And working in a startup is totally different. What you do has a direct impact on the business. Leading a startup gives you the opportunity to touch multiple things and learn from them. So now, after around 20 years working in the EU, I am now building my own cyber intelligence agency.

When I had the opportunity to create QuoIntelligence, I didn’t think twice, even though I had never considered creating my own company before. It was the best decision I have ever made. 

What is the vision behind QuoIntelligence?

To help create a world where people and organizations know and understand their security threats and effectively get what is needed to be prepared against them.

From the idea to the launch, what have been the biggest challenges so far and how have you financed yourself?

I had the luck to meet to Ari Bizimis from Mercurius Private Equity, the investor of the previous company I used to work at (QuoScient). Ari was the one who proposed me to start my own company with him as the first investor. 

As my first startup, the first challenge was to move from a team leader to an entrepreneur, and hence covering roles that I’ve never covered before, at least in a professional way. Doing market research, forecasting budget, developing a business model, and putting down a strategy were the first things I had to do that were initially outside my comfort zone. Starting a startup really requires the ability to be a good generalist, and be able to contribute in multiple fields at the same time. 

What is QuoIntelligence’s target group?

In terms of sectors, we work with companies across many areas. These include Finance, Manufacturing, Retail, Transportation, Government and more. And geographically, we tend to look at firms headquartered in the European Union. But any organization above, say 500 employees who has a cybersecurity function without its own threat intelligence resource is a potential customer. For others — where they have from a threat analyst and above — we can also provide more advanced and specialized services that support and complement their limited resources.

That’s why for us it’s important to assess the Threat Intelligence Maturity Level (TIML) of a company. Our range of services takes this into account and we create unique solutions tailored to an organization’s TIML from our three main solution groups of Digital Risk Protection, Threat Intelligence and Risk Intelligence.

How does QuoIntelligence work? What are the advantages? What differentiates you from other players?

We blend our own machine learning and AI solutions with the deep insight and experienced judgment of our world class threat analysts. Information from our advanced technology is refined by our experts in cybersecurity, geopolitics, data science and communication to produce what we call Finished Intelligence. This is further tailored to our customers’ specific needs and gives them three vital things: time efficiency, resource efficiency — our service can reduce TI budgets by up to 98%, and ensures management spends only what is needed to minimize the current risk level — and peace of mind.

The threat intelligence industry is served by many different players. However, unlike many players, QuoIntelligence is fully-focused on threat intelligence. In a sea of vendors, we partner with our customers. Clients see us as a trusted Intelligence Agency, they know there is a human here that cares about them, speaks their native language (something we particularly care about), and available when needed. Customer feedback plays a major part of our product roadmap — they feel part of the story.

Last but not least, we are a European company. Unfortunately there are not many dedicated Threat Intelligence providers in the EU, and in a fast-evolving geopolitical scenario where digital-sovereignty is becoming critical being made-in-the-EU matters.

QuoIntelligence, where does the journey lead to? Where do you see yourself in five years?

Our first goal is to give to the EU community the local Threat Intelligence provider it deserves, and protect it from current and future threats. Next, we want to compete with the major billion-funded American competitors at the global level. I see QuoIntelligence reshaping how the Intelligence discipline is seen and known, and we’ll make it accessible to any company/org, from an SME to a F100.

Regarding myself, there is this famous statement “If you were a millionaire, what would you do? The answer is your dream job”. 

My answer to this question is doing exactly what I’m doing right now, and I realise this is exactly what I ever wanted. In five years I hope to keep having the privilege of doing what I’m doing right now. 

At the end: Which 3 tips would you give to aspiring founders?

Hire the right person, in the right role, at the right time. This is my personal “success triad”. Companies are driven by humans, you need a top team you can trust and delegate important functions, especially at the beginning. A single wrong hire at the beginning could heavily jeopardize the entire story.

Laser-Focus. Focus on a specific problem at time, provide the best solution for that, then move on to a wider scope.

Be data-driven. Measure everything you do. Numbers rarely lie, and you can’t improve if you don’t measure. Financials, Sales, Marketing, your product KPI, your customer satisfaction, overall employees mood, team performance, etc. Everything can be measured with the right tool and methodology. You might start looking at the wrong numbers, getting biased data, etc, but you will fix and get better ones. There will always be margins where data either cannot be collected or can’t help you fully, but it will be always better than not having anything at all and run the company blindly.   

Thank you Marco Riccardi for the Interview

Statements of the author and the interviewee do not necessarily represent the editors and the publisher opinion again.

Meet your customers where they are

By
StartupValley
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0
mobilo founder pieter limburg

Mobilo is a smart business card because it bridges the physical and digital worlds

Please introduce yourself and Mobilo to our readers!

I’m Pieter Limburg, founder and CEO of Mobilo, maker of the first smart business card for teams and the virtual networking scene. Founded in 2019, just before the pandemic, Mobilo has helped over 25,000 companies switch from paper business cards to digital ones. Mobilo digitalizes contact exchanges through smart business cards that only need to be tapped on a phone once for instant information sharing, but, at its core, Mobilo is a tool that enables and fosters business relationships. We believe that relationships are the heartbeat of success, so our smart business cards are just the beginning of a journey towards creating a more connected and collaborative business world.

Mobilo is a smart business card because it bridges the physical and digital worlds. We believe that although we’re on our way to virtual realities, we still need and want that physical aspect of connecting in the real world.

Why did you decide to start a business?

I am captivated by the potential of innovation to transform the way we live and work. It’s been a driving force behind every business I’ve founded. I fell in love with technology when I was 16 and putting computers together. However, I quickly realized that people were buying my products not for the technology itself, but for the services that I was offering them – installing their computers and guiding them.

Likewise, I had the same realization later on, when I opened my own retail business, one of the first ones in the Netherlands to combine online and offline shopping. I then realized that I was not selling cameras, but moments and memories. The common thread? In both cases, I thought I was selling products, but people were actually choosing us for our services.

In a way, every time I have started a new business, I have identified problems and created products to solve them. From identifying the shift from analog to digital photography to recognizing the need for a digital business card, I have always been intrigued by the place where technology and innovation meet practical execution. 

What is the vision behind Mobilo?

We want to make life easier with technology. The ‘a-ha’ moment for Mobilo came when I returned from a conference and had 90 business cards with me. I realized that after spending the entire weekend networking, I had to do my ‘homework’ and follow up with all my new contacts. I thought, “How could I make this easier? How could I get all this information on my phone quickly AND follow-up?”

Although business cards are a cornerstone of the ever-changing business landscape, they are one of the last items to be reinvented for the digital world. With automation influencing so many industries, why not introduce this element to business cards? We also wanted to showcase how powerful a simple business card can be and the impact it can have on transforming HR, sales, and recruitment processes. Beyond simplifying contact management, Mobilo opens up a world of streamlined event ROI measurement – you can store lead information directly into CRM with a tap and escape the traditional methods, which are often riddled with inaccuracies. 

From the idea to the start, what have been the biggest challenges so far and how did you finance yourself?

We’ve had our fair share of challenges, to put it lightly. Firstly, when I decided that I wanted to start Mobilo, my wife was seven months pregnant – not the best time to switch careers. This was a decision that we had to make as a family. And the same goes for finances. 

At the time, I was convinced that Mobilo could be something big, so I spent all my savings to get through the first six months. After some initial success, we reached out to family and friends. Today, we have raised over $4M from VCs like DeepWork Capital and TMT Investments to invest in product improvements and further accelerate growth.

Then COVID-19 hit, and we thought it would be the end of it, as people were no longer interacting in person and networking seemed like a thing of the past. Fortunately, we had faith in our product, so we waited for a few weeks, and then we noticed that people started using it during online meetings. Looking back, we actually ended up growing rapidly during COVID!

Who is the target group of Mobilo?

Mobilo’s clientele spans a diverse range of industries, encompassing international banks, marketing companies, hospitals, and plumbing companies, among others. From startups to enterprises, Mobilo aims to cater to individuals and organizations seeking a more efficient and modern way to share and manage contact information. One of our goals was also to make life easier for HR professionals and the likes of with our integration functionality, which makes it easy to manage large teams and streamline workflows. 

Some of our clients include AAA, Marriott, and Rexford Industrial; however, Mobilo is for anyone who wants to make a great first impression. We believe that every interaction matters, and our smart business card is designed to empower professionals of all backgrounds to make a stellar first impression, regardless of their size or industry.

How does Mobilo work? What are the advantages? What makes you different from other providers?

Mobilo’s technology is quite straight-forward. The Mobilo cards are compatible with all modern smartphones and only need to be tapped once on the phone for the contact details to be instantly shared. However, what makes Mobilo special are its AI integrations. For example, thanks to AI solutions, lead information can be instantly stored in the CRM, thereby improving data quality. Mobilo’s technology can easily manage teams of over 10,000 members as the business cards are created and updated automatically, requiring minimal manual intervention.

Our security standards are also a big differentiator, as Mobilo was the first smart business card company to become SOC 2 certified, and it has also developed its own proprietary security layer to keep data safe. 

Where does the road go for Mobilo? Where do you see yourself in five years?

Our main goal will remain to make people’s lives easier by empowering individuals and teams to make lasting, meaningful connections effortlessly. Having said that, we will continually refine and expand our AI integrations to offer more intelligent and intuitive features that elevate networking and lead management. Our vision is to create a dynamic ecosystem where professionals, teams, and businesses can easily share contact information, forge long-term collaborations, and unlock opportunities. In the end, networking is all about fostering connections.

At the end: Which 3 tips would you give to future founders?

Don’t mistake the product for the solution you are offering. A product is just a component; its true value lies in how it solves a specific problem. 

Hire passionate and curious people. A potential employee’s genuine interest in our product and a drive to explore and learn serve as the foundational qualities we seek at Mobilo.

Meet your customers where they are. As I mentioned before, the Mobilo smart business card acts as a bridge between the physical and digital worlds, acknowledging the ongoing shift towards digital – while recognizing the importance of providing a seamless transition for individuals to embrace this essential change.

Thank you Pieter Limburg for the Interview

Statements of the author and the interviewee do not necessarily represent the editors and the publisher opinion again.

Trust is the thing that will superpower your organisation

By
StartupValley
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0
ENOUGH

ENOUGH produces ABUNDA® mycoprotein, a complete food ingredient containing all essential amino acids as well as being high in dietary fibre

Please introduce yourself and your startup ENOUGH to our readers!

ENOUGH is a food-tech company whose purpose is “to make protein sustainable” and we passionately believes in the merits of fermentation as the most technologically and economically viable solution to sustainably feed a growing global population.

As CEO, Jim Laird has 30 years’ experience in food with roles for Unilever, PepsiCo and Premier Foods and is motivated by the combination of innovation, biotechnology and collaboration to create sustainable large-scale food solutions. Jim celebrates the potential for the food industry to work together to firstly reduce reliance and then remove the need for animal-based products, but acknowledges the need for continued improvements in non animal based foods.

Jim co-founded ENOUGH (formerly 3F BIO) in 2015 and feels massively privileged to work with a team who span 3 location and 12+ nationalities and who are motivated by a collective purpose “to do something where the impact is bigger than us”. Enough’s goal is to grow 1 million tonnes of high quality protein based in the next decade and commence this from a first site in the Netherlands.

ENOUGH are building what we hope will become the World’s largest protein facility and we started production and supply during 2023. We use fermentation to covert glusose into protein and fibre using fungi. Fungi are nature’s bioreactors, and in our first facility we grow the equivalent of 5 cows worth of protein every hour. This first facility is located in the Netherlands where we co-locate on a site owned by Cargill, and where our long terms plans include future growth to make a cow equivalent every 2 minutes by the end of the decade, or over 60k tonnes per year.

How did you get the idea of ENOUGH?

The idea for using fermentation as an efficient way of growing food has been around for a long time, and one of the attractions of mycoprotein is that it has a long history of safe use. ENOUGH has some IP that makes the process more efficient and that Idea came from the co-founders of ENOUGH – Craig Johnston and David Ritchie – who both have a background in chemical engineering, and a passion for resource efficiency.
The idea was developed over several years from 2012-2014, validating the concept at lab scale using labs at the University of Strathclyde in Glasgow, UK.

Why did you decide to start with ENOUGH?

In 2014 once the patent was filed, the co-founders, comprising Craig (Johnston) and Daivd (Ritchie) combined with Jim Laird, were all employed in other organisations but were working together on a part time basis (evenings and weekends) to progress the technology. We created a company so that we could start to look at commercialisation options and the entity was founded in January 2015. Over 2015 we then secured some early grant funding and hired a first employee. By the end of 2015 as we started to confirm the potential both commercially and technically, Laird joined the business on a full time non-paid basis and in 2016 the Company raised its first equity round.

What is the vision behind ENOUGH?

Enough’s goal is to grow 1 million tonnes of high quality protein based in the next decade and commence this from a first site in the Netherlands. We want to do something that is “bigger than us” and see the potential to create something that genuinely transforms the way that we grow and produce protein and has a very positive impact on human health and on the climate.

How difficult was the start and which challenges you had to overcome?

For any early stage business there are always challenges. ENOUGH has been blessed to have support from a strong team and from excellent shareholders who have supported the company with funding and with advice. The words and guidance from one investor that resonates most strongly are “Never let a good crisis go to waste”, and in the last 8 years we have certainty faced several crises but this always makes the company stronger.
In recent years, the challenges from Covid, from remote working and from the inflationary impact of the war in Ukraine have presented real challenges. We have overcome most of these by staying very focussed on our long term goals and by making the hard choices about what really has to be done versus what we would like to do.

Who is your target audience?

Our product offer remains very focussed on supplying a B2B ingredient, where we supply ABUNDA as a frozen ingredient to be used by customers to make delicious meat and dairy alternatives. Our in house development team have worked with development partners to show-case the types of products that can be made and in this time we have really focussed on chicken style whole muscle products because that was an area where some of the other products were not meeting consumers needs. Our vegan chicken recipe contains only 5 ingredients and delivers a sensational product.

We are encouraged by significant interest from both the retail and foodservice trade channels in Abunda based products, which is in turn creating huge levels of attention and experimentation by food manufacturing companies. We are proactively working with some high scale food manufacturers on a strategic approach that best optimises sales opportunities in target markets and this will remain our main point of focus, however we are also aware of lots of exciting smaller companies who are driving product innovation and enhancing interest and the profile of the category, we will always find the resources to support this invaluable cutting edge development within the alternative protein marketplace.

What is the USP of your startup?

ENOUGH’s product Abunda® mycoprotein is a solution to make great tasting food that both provides an alternative and removes the need for the unacceptable impacts of intensive animal farming. This addresses demand for non-animal protein that is forecast to grow by +15k tonnes every day for the next 5000 days. ENOUGH’s current plans are not enough to meet a relevant share of this but with collaboration, we embrace the opportunity to go further and faster.

ENOUGH is a leader in making protein from fungi. What sets us apart is our focus on introducing high scale capacity that will serve the market on a B2B basis and with the ability to grow in line in line with the growing market.

We are competing in the global market for food protein, which continues to be dominated by animal sources of protein. As the protein transition continues there is a need for non animal sources that make food that tastes as good or better and costs the same or less than the animal, and our process achieves that aim

To become the category leader, we need to meet customers and consumers expectations and then grow in-line with the market. With this investment we will double the capacity at our first location in the Netherlands in the next year and expect to double again in the years thereafter. In addition, we will actively look at a second territory which is most likely to be North America, but where there are also good arguments to look at facilities in Asia, the Middle East and elsewhere.

Can you describe your typical workday ?

In the last year, a typical day will often start waking up in a hotel room as I spend at least 50% of my time in the Netherlands at the production site. I enjoy too much coffee and will typically skip breakfast.
If working at the site I will be in early, but never as early as our Site Director Rob Cogghe who is always first on site. As the production site runs 24×7 the start of the day involves catching up with the shift leads and the team on site.

After that there are various meetings that are schedules through the day and the week on a fairly structured time plan. We try to have short and efficient ‘scrum’ meetings. As a leadership team we also try hard to ensure good communication and over invest in this. The company has 60 people and we have a full company 15 minute Monday morning scrum to highlight plans for the week and repeat this later in the week to cover the longer term horizon.

Within my role, I have responsibility for all areas and so have functional updates with various team members. An ideal day would involve some customer contact, not just because I get real energy from customer discussions but also because that generally involves some product tasting. Although we are an ingredient company our in house development team have also developed some excellent product applications including whole muscle vegan chicken fillets, meatballs, schnitzels, and even some fish alternatives.

I try to be home (North of London) at least 2 to 3 nights per week, and almost always by Friday night. With 3 children aged 16,18,19 I am hugely indebted and respectful to my wonderful wife Ceri, who re-energises me with long cycle rides and dog walks over the weekend.

Where do you see yourself and your startup ENOUGH in five years?

Within 5 years, I see ENOUGH producing in 3 locations (Europe, North America, Asia) with close to 100k tonnes of installed capacity, which will put us on track to achieve our goal of 1M tonnes produced in 10 years. To do that we absolutely need to maintain our philosophy of collaboration, with supply and demand partners.
To achieve this we need to continue to strengthen the Team, and we also need to ensure we are true to our values which include:

Integrity – Professionalism, Respect, Do the right thing
Impact – Making a difference, Achieving high scale
Team – Collaborative, Trust, Empowerment
Passion – Energy, Motivation, Pride
Family – Doing things right, taking responsibility, caring

What 3 tips would you give to founders?

Do what you love and something you can be passionate about
Your team is your most important asset and always try and recruit someone who can be better than you.
Trust is the thing that will superpower your organisation.

Thank you Jim Laird for the Interview

Statements of the author and the interviewee do not necessarily represent the editors and the publisher opinion again.

Never stop networking

By
StartupValley
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neutroon

Neutroon is a cloud platform simplifying advanced connectivity of machines and humans with cloud/edge applications at scale.

Please introduce yourself and your startup Neutroon to our readers!

I grew up in Osorno, a small city near the entrance to the Patagonia region in southern Chile. After becoming an industrial engineer, I joined McKinsey and engaged in M&A transactions with multinational corporations across Latin America. Later on, I delved into the startup ecosystem by joining as a C-Level renewables company, which grew from a mere startup to a company valued at $100 million.

I then shifted to Barcelona with my wife, spurred by the thriving tech startup scene in Spain and Europe. After finishing an MBA at the IESE Business School, I decided to found Neutroon together with Alberto Villalobos from 5G Ventures. Neutroon is a cloud platform simplifying advanced connectivity of machines and humans with cloud/edge applications at scale. Think about connecting hundreds of autonomous robots to an AI application. We make that simple for our customers. 

How did you get the idea of Neutroon? 

My original vision for Neutroon was completely different from what it is today. I sought to develop a product for smart cities that would enable the deployment of networks and offer the capacity on-demand to third parties. However, we quickly realized that the timing wasn’t suitable for this type of product. The market for private networks was growing rapidly though, so we switched the focus of Neutroon to focus on private 5G, delivering our first network in August 2021. We haven’t looked back since. 

Why did you decide to start with Neutroon?

I mentioned my early role in the startup world was with Anpac, a renewable energy firm. This was an enriching journey which fueled my ambition to establish a venture of my own. After participating in an accelerator at Singularity University, I moved to Barcelona along with my wife to tap into the opportunities present in the tech startup ecosystem of Spain and Europe.

I began collaborating with a team including Alberto Villalobos, a seasoned tech professional with a passion for fostering new entrepreneurs like myself. His mentorship paved the way for my foray into novel areas, subsequently leading to the inception of Neutroon. I realized the potential that 5G and its convergence with other technologies like cloud, edge and AI will have in our lives and got excited to build something in the space

What is the vision behind Neutroon? 

By offering cutting-edge connectivity between IoT devices and apps in the most effective, reliable, and affordable way possible, Neutroon strives to make it easier for organisations to grasp and embrace the power of 5G and edge computing. As a B2B service, we primarily target corporations in the infrastructure, energy, healthcare, logistics, and manufacturing industries as well as large and midsize connectivity providers including telcos and system integrators.

How difficult was the start and which challenges you had to overcome?

Some of the main challenges were getting a reliable team in place and, for me, balancing personal and professional relationships. They can become mixed and emotionally taxing when one is also trying to run a business. Having to make tough decisions and prioritising things can also pose a challenge, and success can only come with many sacrifices. 

Who is your target audience? 

Neutroon’s clients work within telecommunications, system integration, and infrastructure sectors. Some of our customers include major corporations such as Fujitsu, Ferrovial, and Vantage Towers. 

What is the USP of your startup?

Neutroon enables enterprises to run private 5G wireless networks in a simpler and very scalable way. These networks operate on an exclusive wavelength that is not shared by common domestic and business communications networks, enabling more reliable and faster data transfer speeds and reduced latency. Our platform gives enterprises straightforward tools for controlling and modifying all their internal 5G networks from a single pane of glass and API.

The fact that 5G is the world’s first programmable wireless network is what makes this possible for the first time in history., Neutroon can adjust the networks on-demand via APIs to provide the most reliable experience we can imagine.

Can you describe your typical workday?

My typical workday starts with a cup of coffee and my laptop in my living room. I enjoy the silence and calm in the morning before my 2 kids wake up. It gives me time to put my ideas in order and plan for the day ahead. Once the kids are up I spend some time with them and bring them to school. After that, the day becomes non-stop for me! There are lots of virtual meetings, mostly with potential partners, customers and investors, apart from the 1-on-1s with my team; I try to concentrate these meetings on a Monday.

Lunch is always on the go or replaced by coffee, not the most healthy diet, I know! I usually finish work at around 7 pm, put the kids to bed, have dinner with my wife, and then I usually spend 1-2 more hours at night scratching off the last items of my to-do, doing follow-ups and reading the latest industry news. 

Where do you see yourself and your startup Neutroon in five years? 

I believe Neutroon is well-positioned to become a major actor in this growing space of more open and flexible private 5G networks. The operational model is changing and big players need to adapt to a distributed architecture where platforms like Neutroon are required for reaching scale and efficiency. We have bold plans for the future. This year, for example, we have launched in the US and are on track to achieve significant milestones and growth there.

We currently have 24 staff members and we hope to expand our numbers to 30 by the end of this year and reach 50 by 2024. To achieve these goals we are currently planning a €4.5 million funding round to be closed by the end of this year. A major strategic investor has already committed part of the round and we are inviting more investors to join.

What 3 tips would you give to founders?

Never stop networking: The number of people I have met on LinkedIn and at industry events in a short period of time is insane; in fact, one of our biggest early deals originated when I sent a LinkedIn message to a business leader I admired after watching one of his webinars. A year later, we were on stage together and his company was an investor in Neutroon. 

Never stop learning: The industry is constantly evolving and it is hard to keep up with all of the new features coming out. Put processes in place to learn continuously from the top minds out there

Have an ecosystem view: With hyper scalers getting into the business, and retailers launching 5G services, it’s vital to have an open mind and explore partnerships even with those that may be your competitors. 

Thank you Chris Gehlen for the Interview

Statements of the author and the interviewee do not necessarily represent the editors and the publisher opinion again.

The power of UX – or no UX makes no difference?

By
StartupValley
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0
ux ackee

How do you motivate your customers to buy more online? Which features in your mobile or web app are necessary and which are just confusing? How do you design your app so that it noticeably drives your business?

Spoiler: You can achieve this not only with your offer and clever marketing, but above all with an exceptional user experience (UX). 

Maybe you don’t like to book with Airbnb, because there is also criticism of the business model… But then when you want to book your vacation accommodation somewhere else, it’s somehow more complicated, more cumbersome, less clear and just not as intuitive as on… you know. That’s why you end up booking with Airbnb again. Of course, there’s often less choice elsewhere, too. But what came first, chicken or egg? UX or supply/demand? 

What UX has to do with market dominance 

Airbnb, like other tech giants, is a leader because its UX is great. Google has also cemented its market power with UX, among other things. You don’t have to read a manual to use the various apps from Maps to Photos to Docs to Calendar. They are intuitive to use, reliably available, always up to date – and only fulfill the exact function that the user expects from them – and they do this quite excellently. 

That brings us to a very important point. Some time ago, Ackee developed a mobile app for a large, international freight forwarder. The app was supposed to take paperwork away from drivers and provide management with automated reports and a better overview for better decision-making. Those are tough audiences to match.

Why UX designers go offline for better digital results

Knowing that different audiences have very different needs and that an app’s success stands or falls on meeting them, one of our UX designers sat down in the truck with a trucking company driver for a day and literally watched him go through the motions. 

This is time-consuming, but not unusual! 

And in the process, we learn not only what tools the driver uses at all – even beyond the work tools – but also his emotions about it. That is, whether he likes using them or whether he grumbles because they are cumbersome and steal his time. 

After the day, our colleague had a pretty good idea of how app screens and flows need to be structured so that drivers can use them easily, while having the motivating feeling that the app is really taking work off their hands. 

Without a UX process – that is, without really knowing the target audience well and tailoring the app to them – there probably would have been a revolt at launch. So there was just a bit of gnashing of teeth. The target group is not necessarily open to technological innovations. In the meantime, however, the app has been running for a while, everyone has gotten used to it, and it actually reduces bureaucracy, thus saving time and facilitating management decisions.  

Why a successful app is never finished

By the way, satisfaction with an app grows when user feedback is taken up and transformed into improved usability by UX designers. 

This is actually an ongoing process. An app is never finished. External circumstances are constantly changing, there are new versions of iOS and Android, for example, and the app must be adapted promptly – otherwise it is deleted in a flash. Cell phone storage space is precious!

Of course, the users can also be the company’s own employees or cooperation partners. Our example involves a multinational delivery startup that delivers goods to packing stations for end customers. 

In the meantime, it has become apparent that the couriers waste too much time scanning the goods in the warehouse. Another problem is that packing stations are already full. This naturally leads to great frustration among the drivers, who are often under time pressure anyway. That’s why scanning in the warehouse is now no longer necessary.

The parcels are scanned anyway when they are delivered to the packing stations – in practice, this is sufficient. In addition, the app will show in the future whether the destination packing station still has space, what alternative there is and, if necessary, immediately sends an automatic notification to the customer about the new pickup location. 

We were only able to find all of this out because we gathered feedback, but above all because the company assigned someone to watch the couriers at work. So the feedback was very detailed and we knew exactly what was working and where things were sticking. In addition, we actually had our own small packing station in the office and were able to test whether all the steps in the process worked smoothly. We then improved the product in several sprints according to the feedback. 

Can you open and close the box with the app? The Ackee development team has its own test boxes in the office.

What turns customers away from buying

Another example: A common problem with web shops is that customers put products in the shopping cart but then don’t click “buy”. What do you do? This can actually have various causes. On the one hand, as a web shop operator, you want customers to buy as much as possible and then suggest other products that “go with it” or are “on offer,” but on the other hand, you want them to complete their purchase. 

With this conflict of interest, many customers get lost: they get distracted, lose interest, decide differently. Sometimes it helps to make the buy button more eye-catching. Airbnb uses bright pink buttons that immediately catch the eye, on otherwise white pages with black text. 

If you’re sure that all related info is meaningfully bundled for the user, the page has a clear, symmetrical layout, you’re only asking for the absolutely necessary info from your users at the absolutely necessary time, then make the button more eye-catching accordingly and watch if the data improves. If not, the only thing that helps is to ask users why they didn’t complete the purchase. 

Why you need to dig deeper despite user feedback

“No matter how much effort you put in, the first solution is never perfect. You always have to do some trial and error and figure out how to make it work better. Then, through repeated iterations, you get to the ideal user experience. The key is to really listen to users and understand their actual needs,” Roman Gordienko, Lead UX Designer at Ackee.de.

As US automotive pioneer Henry Ford noted 100 years ago, “If I had asked people what they wanted, they would have said faster horses.”

Pictures: Copyright: Ackee.de

Author:

Michal Mikolaj is Senior UX Designer at Ackee.de. Ackee has been developing apps for the German Bundestag, VW WeShare, Ethereum, FlashSports etc. Successful apps are always based on an excellent UX

Website

Statements of the author and the interviewee do not necessarily represent the editors and the publisher opinion again.

Successful Team Management: The Art of Recruitment, Employee Retention, and Organizational Culture

By
Markus Elsässer
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0
Recruitment: The Foundation of Success

A well-functioning team is the backbone of every successful company. The ability to build and motivate a team is crucial for long-term success and sustainable growth. In this article, we examine the key elements of successful team management: the right recruitment, effective employee retention, and the development of a positive organizational culture.

Recruitment: The Foundation of Success

Thorough recruitment is the first step toward building a high-performing team. The selection of candidates should be meticulous, considering not only their professional qualifications but also their soft skills and cultural fit. By actively seeking employees who share the company’s values and drive the company’s vision forward, the foundation for a strong team dynamic is established. Additionally, a diverse workforce brings a broader perspective and fosters innovation.

Employee Retention: Celebrating Success Together

A successful team can only endure when employee retention is fostered. Besides offering competitive salaries and benefits, recognizing and appreciating individual contributions are of great importance. Regular feedback discussions and personal development opportunities make employees feel valued and supported. A pleasant work environment, work-life balance, and the opportunity to have a say in business decisions promote loyalty and identification with the company.

Organizational Culture: The Core of Success

A strong organizational culture is the core of a well-functioning team. Transparent communication at all levels builds trust and fosters a sense of belonging. A culture of openness and acceptance of mistakes encourages employees to try out new ideas and find creative solutions. Leaders should act as role models and live the shared values. When the organizational culture inspires and motivates employees, it creates a fertile ground for innovation and continuous improvement.

Conclusion:

Building and motivating a successful team require a holistic approach. Recruitment of talented employees, targeted employee retention, and the development of a positive organizational culture are inherently interconnected. Companies that master these aspects will not only attract highly skilled professionals but also maximize their performance and creativity.

THE END

Photo/Source: stock.adobe.com – REDPIXEL

Embrace Challenges as Opportunities

By
Sabine Elsässer
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0
Zakaria Jaiathe Waanda

Trailblazer Zakaria Jaiathe Revolutionizes Cross-Continental Trade with Waanda Startup

Please introduce yourself and your startup Waanda to our readers!

In the dynamic world of entrepreneurship and technology, Zakaria Jaiathe has emerged as a trailblazer, leading the charge in revolutionizing cross-continental business interactions. At the helm of the groundbreaking startup Waanda, Jaiathe has orchestrated a transformational platform that is redefining the way African SME producers connect with European retailers.

Zakaria Jaiathe’s journey is one of resilience, innovation, and a deep-rooted passion for leveraging technology to drive social and economic change. With a solid academic foundation, holding dual master’s degrees in computer software engineering from Bordeaux INP and ENSIMAG, Jaiathe combines academic excellence with a hands-on approach to business. His experience as a software engineer and technology executive advisor at SAP, a global technology giant, further honed his skills and insights in information systems engineering, lean startup methodologies, and project management.

Waanda, the brainchild of Zakaria Jaiathe, is a transformative SaaS-enabled B2B marketplace that serves as a conduit between African SME producers and European retailers. The platform’s innovative approach breaks down geographical barriers, enabling seamless trade and collaboration across continents. In just over 1.5 years, Jaiathe has propelled Waanda to remarkable heights, with over 1000 users spanning 10 countries.

Under Zakaria Jaiathe’s leadership, Waanda has not only disrupted traditional business models but also forged impactful partnerships and secured multiple funding rounds. These achievements underscore Jaiathe’s ability to cultivate collaboration and garner resources to fuel the platform’s growth. With an unwavering commitment to empowering African SMEs and expanding opportunities for European retailers, Jaiathe’s vision is resonating with investors and partners alike.

How did you get the idea of Waanda?

Startup ideas often arise from identifying gaps in the market, solving existing problems, or combining different concepts in innovative ways. In the case of Waanda, it seems that Zakaria Jaiathe’s idea emerged from his background in technology, retail, and logistics, coupled with his deep desire to contribute to Africa’s development. His exposure to the African community during his time at SAP, coupled with his involvement in the African think tank, likely played a significant role in sparking his vision.

Inspiration can come from various sources, such as observing successful models like Alibaba, Faire, Ankorstore, and Orderchamp. Reading books, attending masterclasses, and studying these platforms may have given Zakaria a foundation to understand the mechanics of B2B retail 

and how they could be adapted to the unique context of connecting African SME producers with European retailers.

Over time, as Zakaria’s experiences and knowledge converged, he likely started envisioning a platform that could digitally transform the export of retail goods from Africa to Europe. Through continuous refinement, feedback, and strategic thinking, his initial idea would have evolved into the comprehensive concept that Waanda represents today.

It’s important to note that the process of ideation is often dynamic and nonlinear. Ideas can be shaped by personal experiences, industry trends, technological advancements, and a deep commitment to making a positive impact.

Why did you decide to start with Waanda?

Zakaria Jaiathe’s decision to start Waanda likely stemmed from a combination of his personal passions, expertise, and a clear understanding of the market’s needs. While I don’t have access to his personal thoughts, I can offer some insights into why he might have chosen to pursue Waanda as his entrepreneurial venture:

Passion for Africa’s Development: Zakaria’s desire to contribute to Africa’s development was a driving force in his career. His involvement in the African think tank and his dedication to empowering the continent’s businesses and economies could have motivated him to create a platform that directly addresses challenges faced by African SME producers.

Market Gap: Identifying a gap in the market is a common starting point for many entrepreneurs. Zakaria likely recognized that there was a lack of efficient and streamlined platforms connecting African SME producers with European retailers. This gap presented an opportunity to create value by bridging this connection and enabling cross-continental trade.

Expertise: Zakaria’s background in technology, retail, and logistics provided him with a unique skill set to tackle the challenges involved in building a platform like Waanda. His experience in these areas likely gave him insights into the complexities of supply chain management, digitalization, and cross-border trade.

Inspiration from Successful Models: As mentioned before, Zakaria drew inspiration from successful B2B retail platforms like Alibaba, Faire, Ankorstore, and Orderchamp. These platforms demonstrated the potential of connecting suppliers and retailers in innovative ways, which could have fueled his desire to create a similar model tailored to the African-European trade context.

Networking and Partnerships: His involvement in the African think tank and his interactions with other Afro Diaspora influencers and leaders might have exposed him to various perspectives and ideas. Collaborating with like-minded individuals could have inspired and validated his vision for Waanda.

Personal Growth and Impact: Entrepreneurs often have a strong desire to make a meaningful impact on the world. Building a platform like Waanda aligns with Zakaria’s mission to leverage technology for social and economic change, providing a platform that could potentially uplift countless businesses and communities.

What is the vision behind Waanda?

Waanda’s vision is to facilitate and digitize trade between African producers and European business buyers. The company aims to bridge the gap between African SME producers who often face challenges in reaching the global market and European retailers who are seeking unique products with high margins. By creating a B2B wholesale marketplace and a digital ecosystem that connects these two segments, Waanda envisions empowering African producers to access global markets and European retailers to discover and source authentic products. Ultimately, Waanda’s vision is to contribute to the economic growth of African SME producers, improve the lives of families, and foster sustainable trade relationships that benefit both continents.

How difficult was the start and which challenges you had to overcome?

The initial stages of starting a company like Waanda would likely have posed various challenges, as is common in any entrepreneurial venture. While I don’t have access to specific details about Waanda’s journey, here are some general challenges that startups in the B2B marketplace and cross-continental trade space might face, along with potential difficulties Waanda could have encountered:

Market Entry and Adoption: Introducing a new platform to both African producers and European retailers could have been challenging due to factors like awareness, trust-building, and convincing these two distinct groups to adopt a new way of conducting business.

Two-Sided Marketplace: Establishing and balancing a two-sided marketplace (producers and retailers) requires careful management to ensure that there are enough offerings for retailers to find value, while simultaneously attracting producers to list their products.

Cultural and Business Norms: Overcoming differences in business practices, cultural expectations, and negotiation styles between African and European partners could have required adaptability and sensitivity.

Logistics and Shipping: Managing efficient and cost-effective logistics for cross-border trade could have been complex due to varying shipping regulations, customs procedures, and the challenge of ensuring timely deliveries.

Quality Control: Ensuring the quality and authenticity of products listed on the platform is crucial to maintain trust among retailers and avoid issues related to counterfeit goods.

Payment and Currency Conversion: Facilitating secure and seamless payments, especially across different currencies, while also considering financial regulations, could have been a significant hurdle.

Technology Infrastructure: Developing a robust platform that supports seamless interactions, secure transactions, and scalability while minimizing technical glitches and downtime is a common challenge for tech startups.

Regulatory and Legal Challenges: Complying with international trade regulations, data privacy laws, and business registration requirements in both African and European markets could have posed legal complexities.

Customer Acquisition and Retention: Convincing retailers to shift from traditional methods to a digital platform and retaining them as consistent users can be a gradual process, requiring effective marketing strategies.

Building Trust: Building trust among all stakeholders, including producers, retailers, and partners, is crucial for the long-term success of the platform.

Who is your target audience?

Waanda’s target audience comprises two main groups: African SME producers and European retailers. The platform aims to connect these two segments and facilitate trade between them. Here’s a breakdown of Waanda’s target audience:

African SME Producers: Waanda seeks to empower African small and medium-sized enterprises (SMEs) that produce a variety of products, which can range from crafts and fashion items to unique goods with cultural significance. These producers often face challenges in reaching global markets due to limitations in resources, access to distribution networks, and exposure. Waanda’s platform offers them an opportunity to showcase their products to a larger audience of European retailers, potentially increasing their sales and expanding their business reach.

European Retailers: The platform caters to European retailers who are on the lookout for distinctive products to offer to their customers. These retailers could include concept stores, gift shops, decor stores, and other businesses seeking to diversify their product offerings with unique, culturally-rich goods from Africa. By connecting with African producers through Waanda, European retailers gain access to a curated selection of products that align with their values and customer preferences.

Waanda’s unique value proposition lies in bridging the gap between these two groups, enabling producers to access broader markets and retailers to discover authentic products that resonate with their target customers. The platform’s digital ecosystem facilitates communication, transactions, and logistics between African producers and European retailers, ultimately benefiting both sides of the trade equation.

What is the USP of your startup?

The Unique Selling Proposition (USP) of Waanda, the B2B marketplace connecting African SME producers with European retailers, lies in its distinctive features and value that set it apart from other platforms. Here are some key aspects of Waanda’s USP:

Geographic Focus and Expertise: Waanda focuses specifically on connecting African producers with European retailers, leveraging its understanding of the unique challenges and opportunities within these markets. This specialized approach allows Waanda to tailor its services to the needs of both regions and provide effective solutions for cross-continental trade.

Curated and Unique Product Selection: Waanda differentiates itself by offering a curated selection of products from African SME producers that are not commonly found on mainstream platforms. European retailers can access unique and culturally rich goods, allowing them to stand out in their markets and cater to customers seeking distinctive offerings.

Low Minimum Order Quantities (MOQs): Waanda addresses a common challenge for retailers by offering low MOQs, allowing them to explore new products and test market demand without committing to large quantities. This flexibility encourages retailers to experiment with diverse offerings.

Free Shipping and Customs Services: By offering free shipping and customs clearance, Waanda simplifies the logistics of cross-border trade for retailers. This reduces costs and administrative burdens, making it more attractive for European retailers to source products from African producers.

Social Impact: Waanda’s commitment to making a positive impact on Africa’s economic growth is a powerful selling point. By providing a platform for African SME producers, Waanda supports job creation, sustainability, and empowerment within local communities.

Diverse Team and Expertise: The diverse backgrounds of Waanda’s founders, including experience in marketplaces, retail, logistics, and technology, contribute to a well-rounded and capable team that understands the intricacies of both African and European markets.

Partnerships and Government Relationships: Waanda’s collaborations with governments and partnerships with organizations, such as the Moroccan government, demonstrate credibility and open doors for potential support and recognition.

E-commerce Solutions for African Producers: Waanda goes beyond being just a marketplace by providing African producers with ERP/CRM mobile apps that help them manage their businesses more efficiently, enhancing their overall trading experience.

In summary, Waanda’s USP lies in its specialized focus on facilitating trade between African SME producers and European retailers, offering a curated product selection, low MOQs, free shipping and customs services, a commitment to social impact, and a well-equipped team with expertise across multiple domains. These elements collectively position Waanda as a unique and valuable platform in the B2B trade ecosystem.

Can you describe your typical workday ?

7:00 AM – 8:00 AM: News and Industry Updates Zakaria starts his day by staying informed about the latest news and trends in the e-commerce and retail industry. He reads newsletters and updates from organizations like Bundesverband E-Commerce und Versandhandel Deutschland e.V. and other relevant sources to gain insights into the current state of the market.

8:00 AM – 9:00 AM: Customer Engagement and Activation During this hour, Zakaria focuses on customer-related tasks. This involves addressing customer inquiries, ensuring smooth onboarding for new customers, and resolving any issues that may arise. By prioritizing customer engagement, he aims to create a positive experience for both producers and retailers using the Waanda platform.

9:00 AM: Team Standup Meeting Zakaria leads the team standup meeting, which provides an opportunity for the entire team to come together and discuss ongoing projects, challenges, and potential solutions. This daily meeting helps foster communication, collaboration, and alignment among team members.

Morning: Administrative Tasks and Compliance The morning is dedicated to handling various administrative tasks to ensure the company’s compliance and operational efficiency. Zakaria manages tasks related to partners, service providers, tax, government regulations, and other administrative aspects that contribute to the smooth functioning of the company.

Afternoon: Strategic Focus and Growth Initiatives In the afternoon, Zakaria’s focus shifts to strategic initiatives aimed at driving the company’s growth. Depending on the goals for the week and month, he might engage in activities such as sales efforts to acquire new retailers, business development to explore partnerships, or fundraising to secure financial resources.

Continuous Focus on Financial Health As the CEO, Zakaria’s ongoing priority is to ensure the financial health and sustainability of the company. He monitors the company’s financial situation, explores avenues for revenue generation, and strategizes to secure funding that supports Waanda’s growth and expansion.

Where do you see yourself and your startup Waanda in five years?

In five years, Zakaria Jaiathe and the startup Waanda could have achieved significant growth and impact in the B2B marketplace space that connects African SME producers with European retailers. Here’s a potential vision for where Zakaria and Waanda might be in five years:

Expanded Global Presence: Waanda could have expanded its reach beyond the initial 10 countries to include a broader network of African SME producers and European retailers. The platform might have established a strong presence in additional African regions, connecting more producers with retailers globally.

Increased User Base: Waanda’s user base could have grown substantially, with a larger number of both African producers and European retailers using the platform to trade goods. The platform’s success in simplifying cross-continental trade might have attracted a diverse range of users seeking unique and culturally rich products.

Diverse Product Catalog: The product catalog on Waanda could have become even more diverse and extensive, offering a wide range of products from African producers. This could include not only traditional crafts but also innovative and modern goods that cater to changing consumer preferences.

Enhanced Technology Solutions: Waanda’s technology solutions might have evolved to provide even more streamlined and efficient processes for producers and retailers. The platform could offer advanced tools for inventory management, order tracking, and customization, making it easier for businesses to trade across borders.

Stronger Social Impact: Waanda’s commitment to creating social impact could have made a tangible difference in the lives of African producers and their communities. By facilitating trade and generating income opportunities, Waanda might have contributed to job creation, empowerment, and improved living standards.

Collaborations and Partnerships: Waanda could have forged collaborations and partnerships with a wider range of organizations, governments, and industry stakeholders. These partnerships might amplify the platform’s reach, enhance its credibility, and provide additional resources for expansion.

Financial Sustainability: With a successful track record and a growing user base, Waanda might have achieved a higher level of financial sustainability. The platform could have secured multiple funding rounds, revenue streams, and profitable operations, ensuring its continued growth and development.

Recognition and Influence: Zakaria Jaiathe and Waanda could be recognized as leaders in the B2B marketplace ecosystem, with their success story featured in media outlets and industry events. Their expertise and insights could contribute to discussions on e-commerce, cross-border trade, and economic development.

Continued Innovation: Waanda might continue to innovate and introduce new features that cater to the evolving needs of producers and retailers. These innovations could further enhance the platform’s user experience, making it a go-to destination for B2B trade.

Positive Economic Impact: Through its growth and success, Waanda could have contributed significantly to economic growth in African regions by enabling producers to access larger markets and retailers to diversify their product offerings. This positive economic impact could extend to both continents involved in the trade.

What 3 tips would you give to founders?

Embrace Challenges as Opportunities: When faced with significant challenges, don’t be quick to pivot your startup’s direction in search of an easier path. Instead, view challenges as opportunities for growth and innovation. By addressing challenges head-on, you might discover unique solutions that could become your startup’s distinguishing factor in the market.

Thoroughly Prepare Before Fundraising: Prior to initiating the fundraising process, ensure that you have all your essential materials ready. This includes a well-crafted pitch deck, a meticulously organized data room containing relevant information, investment contracts, and a carefully curated list of potential investors. Being well-prepared showcases your commitment and professionalism to potential investors.

Prioritize Exceptional Team Building: Recognize that the success of your startup heavily relies on the caliber of your team. Strive to attract and retain top talent in your industry. Don’t compromise on hiring; seek individuals who are passionate, skilled, and share your vision. Offering equity to team members can foster a sense of ownership and motivation to contribute to the company’s growth.

Thank you Zakaria Jaiathe for the Interview

Statements of the author and the interviewee do not necessarily represent the editors and the publisher opinion again.

ansā coffee Secures $9M in funding to Boost Market Penetration

By
StartupValley
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0
ansa coffee

A greener brew: ansā’s hi tech micro-roaster to sweep the North American coffee landscape

CoffeeTech startup ansā Roasting Inc. announces it has secured a total of USD 9M funding. Leading this fruitful round is Jibe Ventures, a Tel Aviv based early-stage fund. Additional participants include Closed Loop Ventures, New Climate Ventures, Millennium Food-tech, and Sweetwood. The new capital fast-tracks full commercial roll-out of ansā’s hi-tech coffee micro-roaster across North America designed specifically for the away-from-home coffee segment. 

The visionary coffeeTech entity is leading a new era in the USD 300M coffee industry through elevating the pleasure of savouring fresh coffee while nurturing a kinder, more harmonious relationship with the planet. 

ansā has created a fully autonomous mini roaster that serves as a sustainable alternative to the huge, noisy, smoking industrial roasters. It comfortably sits onto any countertop making it the perfect addition to any commercial space such as a hotel lobby, restaurant, café or shared work environment. The compact, sleek appliance is quiet, smoke-free, and cool to the touch.

The start-up’s sleek countertop device introduces the on-demand roasting of bespoke raw green coffee beans, facilitating their transformation into a delightful brew right before consumption. It can roast a single serving of coffee in a few minutes or be programmed to roast any desired amount by a set time using the ansā Roasting app. 

Subscribers enjoy a supply of specialty grade, 100% arabica beans delivered straight from the coffee field in bulk recyclable boxes. The result: a host of environmental benefits that slash carbon emissions and simultaneously endow a transcendent coffee-drinking experience.  Moreover, coffee farmers can finally reap their rightful share of the rewards.

Ansa’s novel approach to sourcing and supplying coffee beans dramatically cuts the distances coffee beans need to travel by minimizing their transport between farms, roasting facilities, and customers while eliminating the reliance on single-use capsules and other environmentally polluting packaging.  

“We are excited to invest in ansā, a CoffeeTech startup that embodies our business philosophy hand-in-glove,” commends Danny Hadar, Co-founder and Partner at Jibe. “Coffee is a global favorite beverage with an immense market. ansā not only offers a strong eco-friendly angle but is breaking new ground in the way we enjoy coffee, paving an exciting and greener future for the industry. Our investment strategy places great emphasis on supporting companies that promote sustainability and that have the capacity to make a profound impact.”

The fresh injection of funds will be channeled to fuel commercial rollout of the micro roaster in workspaces across the United States and beyond. “Our micro-roaster is ready-to-market. During 2023 we secured commercial contracts nationwide with a lineup of top-tier distributors eagerly anticipating launching the service in prominent locations such as Los Angeles, New York, Atlanta, Seattle, and more!” states Yuval Weisglass, co-founder, and CEO of ansā. “We are committed to broadening our coffee services geographically to meet the growing demand for sustainable coffee solutions, and to bring our unique coffee concept to a wider audience.”

The e23 micro roaster developed by ansā revolutionizes the concept of roasting, going beyond simply downsizing the industrial roaster. Breaking away from traditional roasting methods which have for decades relied on gas operated convection heat at temperatures surpassing 200°C, ansā brings an entirely fresh approach to the art of coffee roasting. Their patent pending countertop appliance energizes the beans from their core to the shell, without emitting any noise, heat, and unwanted by-products. This fully automatic appliance is equipped with a myriad of sensors and computer vision AI algorithms to ensure a consistently even roast for preparing the perfect freshly brewed cup of coffee.

“ansā is rewriting the coffee narrative by bringing aromatic fresh coffee ‘from shrub to cup’ sustainably,” enthuses Matan Scharf, ansā’s co-founder, and CMO. “The coffee landscape has long yearned for a rejuvenation. Our mission is to provide consumers with an extraordinary coffee experience, allowing them to engage with green coffee beans while indulging in superior quality coffee at its freshest.  And all in the knowledge that they are protecting our planet and the livelihoods of coffee farmers.”

Picture: Danny Hadar, Partner at Jibe and ansa team: Yuval Weisglass, Ayelet Dar Wohl, Matan Scharf & Yehonatan Scharf

Source NUTRiPR

Don’t be afraid to be first to market

By
Sabine Elsässer
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0
VARYCON

VARYCON SaaS platform to produce media content independently and in-house at the highest quality level

Please introduce yourself and your startup VARYCON to our readers!

My name is Lars Reinartz, together with Christian Behrens and Dr. Bernd Brassel, I am one of the three founders and managing directors of VARYCON. Since 2019, we have been developing our B2B software platform to help companies, in particular larger enterprises, to create tailor-made content for their international media production faster, easier and more cost-effectively.

Today, brands need to reach their customers with graphic and video content on different channels as quickly and efficiently as possible. Accordingly, personalization, internationalization, scalability as well as easy adaptations are topics that many marketers and companies are concerned with when it comes to content production. Our team of content and AI experts has many years of experience in media production and knows how important the aforementioned points are, but especially why they often lead to problems when multiple parties are involved in the process.

For this reason, we have combined our skills and experience in creative content production with our expertise in computer science and software development to create VARYCON, which is a digital operating system that makes it easy for everyone – from interns to marketing directors – to create scalable cross-format media content without having to rely on external service providers. With our software-as-a-service (SaaS) solution we help our enterprise customers save time and money and achieve the fastest possible time-to-market for their content.

These factors are becoming increasingly important, especially for larger companies, in order to reach their customers directly and, above all, optimally with customized content on various online and offline channels.

Why did you decide to start a business?

As a founding team, we have already worked together on various projects and companies for several years. Before we started developing VARYCON in 2019, we noticed in our work with our predecessor company RECORDBAY, a media production agency, how lengthy the processes in creative content production are. From the first briefing to the delivery of final, and often adapted, content pieces, the production process always involved many external service providers who often only unnecessarily complicated and delayed individual steps.

This got us thinking and prompted us to design a digital “Creative Content Automation” platform. VARYCON is the result of this ideation and design process. By now, our B2B SaaS tool is being successfully used by numerous customers as an operating system for their enterprise content. After several years of development work, we are ‘corporate-ready’ with our platform – which is proof for us that there is not only a market and a need for our software, but that we can also serve it perfectly with our proprietary solution.

What is the vision behind VARYCON?

We are constantly researching the latest digital tools and developments as well as the marketing-related problems of large companies in different industries. Accordingly, we are always working on further developing VARYCON for content creation and distribution on various online and offline channels. Among others, Artificial intelligence (AI) is an important topic related to our work at the moment. The generation, analysis and use of data after the elimination of 3rd party cookies and thus the expansion of the ‘production line’ for enterprise content are also significant topics for us, on which we are already working. 

Taking all this into consideration, our vision is to offer our customers an always up-to-date and optimal B2B SaaS solution to make their content production as efficient and automated as possible.

To this end, we do not simply provide VARYCON as a digital operating system, but also continuously improve our product in close exchange with our customers. Our goal is to offer our enterprise clients a comprehensive and holistic approach to solve their pain points. This starts with the analysis of their problems and the definition of clear goals, continues with the establishment of VARYCON inside a company, including all interfaces and legals, and ends with the onboarding of employees and the establishment of feedback and review workshops to make the use of our tool even more efficient.

From the idea to the start, what have been the biggest challenges so far and how did you finance yourself?

So far, we have financed our company completely independently and thus, as founders, we were always in control of our development. This allowed us to create our product without any dependencies, always pursuing our mission and vision since the start. On the one hand, this helped us to clearly think through all necessary steps up to the current state of VARYCON, but at the same time we carried the risk of not having a “backup” in case things got tight or we made a wrong decision.

With the help of our first major customer, we were able to build up a lot of know-how in the early years on how to successfully establish a platform like VARYCON inside a client’s organization. We were able to gain a lot of important insights into which interfaces are needed, how optimal processes look like and which legal requirements have to be considered. In the meantime, VARYCON has various interfaces, offers an SSO and has been ‘penetration tested’ through its use in various companies. 

We have already completely refinanced our own investments for the software development for over a year and are now ready for further expansion of our product and company.

Who is the target group of VARYCON?

Our solution is primarily aimed at marketers and brand managers. From static posts or animated content for virtual experiences to professional TV production including distribution, every trained employee can produce content for all channels and in formats relevant to them. Thanks to our integrated approval processes and a rights and role system, content can be created by any employee, but not directly published by everyone. In this way, we create more flexibility in the steps before the final creation of content, which can then be distributed directly to the right channels.

Since VARYCON is not a niche solution that can only be used to generate social media posts, the decision-makers for the use of our software are often also the company’s internal purchasing department, business unit directors or transformation managers.

How does VARYCON work? What are the advantages? What makes you different from other providers?

For us, the primary goal is that VARYCON’s users can create their required content easily and quickly in a highly professional quality. Our user journeys for this are very intuitive, and all process steps are supported by clear instructions and manuals within the tool. In addition, we train individual users individually before they start using our software and each customer is assigned a Customer Success Manager who is on hand to answer any questions.

It is important to us that no background in video editing, 3D design or design in general is required to create content with VARYCON. The individual professional tools that are part of our operating system run in the background for the user – all you have to do is select what you want and enter a headline and price, for example. The aesthetics are then added automatically based on the corporate identity of the company. 

In simple words, you can say: Users can directly implement any of their content ideas, which they would usually formulate in a briefing for external agencies, with the help of VARYCON. You get the finished results immediately and do not have to wait longer than anticipated for it, coordinate several iterations with different people and agencies, or deal with unforeseen higher costs.

VARYCON, where does the road go? Where do you see yourself in five years?

We are continuously improving our platform and increasing the number of its features to further expand the content production pipeline on our customers’ side. We have been working with AI tools already for quite some time – on the one hand for creative production (generation of voice-overs, image composing and outpainting, etc.), but also for data analysis, so that we can use customer data even better in media content production. There is still a lot to do in this area, which makes it an extremely exciting field for us, and one that is also becoming increasingly relevant and interesting for our customers with the elimination of 3rd party cookies.

It is our goal that five years from now, VARYCON will be the most sought-after tool for easy in-house media production on the market, used by many companies to generate scalable and on-demand content – no matter for which format and channel.

What 3 tips would you give to future founders?

Don’t be afraid to be first to market.

Even if there is no direct market for your product, tool or service yet, or no direct competition, that does not mean it is not needed. It might take more explaining and talking to potential customers until they see the need and are convinced, but it will certainly be worth it.

Don’t be afraid of competition.

Competition always means something good: there is interest in your market and a potential customer base – otherwise no one else would bet on an idea like yours. You can learn from your competition and even adapt your approach to sales and marketing based on others’ activities.

Don’t overthink everything.

It is clear that rashly moving forward carries a lot of risk and, most importantly, can lead to things having to be done over and over again. But it is just as inefficient to second-guess and rethink decisions too many times before you tackle them. Theory is never the same as practice and falling down is part of being an entrepreneur. The important thing is to keep getting back up every time!

More information you will find here

Thank you Lars Reinartz for the Interview

Statements of the author and the interviewee do not necessarily represent the editors and the publisher opinion again.

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