Cendana Capital, which has been backing seed funds for a decade, has $278 million more to invest

When in 2010, former VC Michael Kim set out to raise a fund that he would invest in a spate of micro VC managers, the investors to which he turned didn’t get it. Why pay Kim and his firm, Cendana Capital,  a management fee on top of the management fees that the VC managers themselves charge?

Fast forward to today, and Kim has apparently proven to his backers that he’s worth the extra cost. Three years after raising $260 million across a handful of vehicles whose capital he plugged into up-and-coming venture firms, Kim is now revealing a fresh $278 million in capital commitments, including $218 million for its fourth flagship fund, and $60 million that Cendana will be managing expressly for the University of Texas endowment.

We talked with Kim last week about how he plans to invest the money, which differs slightly from how he has invested in the past.

Rather than stick solely with U.S.-based seed-stage managers who are raising vehicles of $100 million or less, he will split Cendana into three focus areas. One of these will remain seed-stage managers. A smaller area of focus — but one of growing importance, he said — is pre-seed managers who are managing $50 million or less and mostly funding ideas (and getting roughly 15% of each startup in exchange for the risk).

A third area of growing interest is in international managers. In fact, Kim says Cendana has already backed small venture firms in Australia (Blackbird Ventures), China (Cherubic Ventures, which is a cross-border investor that is also focused on the U.S.), Israel (Entree Capital), and India (Saama Capital), among other spots.

Altogether, Cendana is now managing around $1.2 billion. For its services, it charges its backers a 1% management fee and 10% of its profits atop the 2.5% management fee and 20% “carried interest” that his fund managers collect.

“To be extremely clear about it and transparent,” said Kim, “that’s a stacked fee that’s on top of what our [VC] fund managers charge. So Cendana LPs are paying 3.5% and 30%.” One “might think that seems pretty egregious,” he continued. “But a number of our LPs are either not staffed to go address this market or are too large to actually write smaller checks to these seed funds. And we provide a pretty interesting value proposition to them.”

That’s particularly true, Kim argues, when contrasting Cendana with other, bigger fund managers.

“A lot of these well-known fund of funds are asset gatherers,” he says. “They’re not charging carried interest. They’re in it for the management fee. They have shiny offices around the world, they have hundreds of people working at them, they’re raising billion-dollar-plus kind of funds, and they’re putting 30 to 50 names into each one, so in a way they become index funds. [But[ I don’t think venture is really an asset class. Unlike an ETF that’s focused on the S&P 500, venture capital is where a handful of fund managers capture most of the alpha. Our differentiation is that we’re taking we’re creating very concentrated portfolios.”

Specifically, Cendana typically holds positions in up to 12 funds, plus makes $1 million bets on another handful of more nascent managers that it will fund further if they prove out their theses.

Some of the managers it has backed has outgrown Cendana from an assets standpoint. It caps its investments in funds that are $100 million or less in size.

But over time, it has backed 22 managers over the years. Among them: 11.2 Capital, Accelerator Ventures, Angular Ventures, Bowery Capital, Collaborative Fund, Forerunner Ventures, Founder Collective, Freestyle Capital, IA Ventures, L2 Ventures, Lerer Hippeau, MHS Capital, Montage Ventures, Moxxie Ventures, Neo, NextView Ventures, Silicon Valley Data Capital, Spider Capital, Susa Ventures, Uncork VC (when it was still SoftTech VC), Wave Capital and XYZ Ventures.

As for its pre-seed fund managers, Cendana is now the anchor investors in 10 funds, including Better Tomorrow Ventures, Bolt VC, Engineering Capital, K9 Ventures, Mucker Capital, Notation Capital, PivotNorth Capital, Rhapsody Venture Partners, Root Ventures, and Wonder Ventures.

As for its returns, Kim says that Cendana’s very first fund, a $28.5 million vehicle, is “marked at north of 3x” and “that’s net of everything.”

He’s optimistic that the firm’s numbers will look even better over time. According to Kim, Cendana currently has 38 so-called unicorns in its broader portfolio. It separately hold stakes in 160 companies that are valued at more than $100 million.

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Facebook shuts down Hobbi, its experimental app for documenting personal projects

Facebook’s recently launched app, Hobbi, an experiment in short-form content creation around personal projects, hobbies, and other Pinterest-y content, is already shutting down. The app first arrived on iOS in February as one of now several launches from Facebook’s internal R&D group, the NPE Team.

Hobbi users have now been notified by way of push notification that the app is shutting down on July 10, 2020. The app allows users to export their data from its settings.

In the few months it’s been live on the U.S. App Store, Hobbi only gained 7,000 downloads, according to estimates from Sensor Tower. Apptopia also reported the app had under 10K downloads and saw minimal gains during May and June.

Though Hobbi clearly took cues from Pinterest, it was not designed to be a pinboard of inspirational ideas. Instead, Hobbi users would organize photos of their projects — like gardening, cooking, arts & crafts, décor, and more — in a visual diary of sorts. The goal was to photograph the project’s progress over time, adding text to describe the steps, as needed.

The end result would be a highlight reel of all those steps that could be published externally when the project was completed.

But Hobbi was a fairly bare bones app. There was nothing else to do but document your own projects. You couldn’t browse and watch projects other users had created, beyond a few samples, nor could you follow top users across the service. And even the tools for documentation were underdeveloped. Beyond a special “Notes” field for writing down a project’s steps, the app experience felt like a watered-down version of Stories.

Image Credits: Hobbi

Facebook wasn’t alone in pursuing the potential of short-form creative content. Google’s internal R&D group, Area 120, also published its own experiment in this area with the video app Tangi. And Pinterest was recently spotted testing a new version of Story Pins, that would allow users to showcase DIY and creative content in a similar way.

It’s not surprising to see Hobbi wind down so quickly, given its lack of traction. Facebook already said its NPE Team experiments would involve apps that changed very rapidly and would shut down if consumers didn’t find them useful.

In addition to Hobbi, the NPE Team has launched a number of apps since last summer, including meme creator Whale, conversational app Bump, music app Aux, couples app Tuned, Apple Watch app Kit, audio calling app CatchUp, collaborative music app Collab, live event companion Venue, and predictions app Forecast. Before Hobbi, the only one to have shut down was Bump. (Some are not live in the U.S., either.)

Of course, Facebook may not intend to use these experiments to create a set of entirely new social apps built from the ground-up. Instead, it’s likely looking to collect data about what features resonate with users and how different creation tools are used. This is data that can inform Facebook’s development of features for its main set of apps, like Facebook, Messenger, WhatsApp and Instagram.

We’ve reached out to Facebook for comment but one had not been provided at the time of publication.

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Lyft’s self-driving test vehicles are back on public roads in California

Lyft’s self-driving vehicle division has restarted testing on public roads in California, several months after pausing operations amid the COVID-19 pandemic.

Lyft’s Level 5 program said Tuesday some of its autonomous vehicles are back on the road in Palo Alto and at its closed test track. The company has not resumed a pilot program that provided rides to Lyft employees in Palo Alto.

The company said it is following CDC guidelines for personal protective equipment and surface cleaning. It has also enacted several additional safety steps to prevent the spread of COVID. Each autonomous test vehicle is equipped with partitions to separate the two safety operators inside, the company said. The operators must wear face shields and submit to temperature checks. They’re also paired together for two weeks at a time.

Lyft’s Level 5 program — a nod to the SAE automated driving level that means the vehicle handles all driving in all conditions — launched in July 2017 but didn’t starting testing on California’s public roads until November 2018. Lyft then ramped up the testing program and its fleet. By late 2019, Lyft was driving four times more autonomous miles per quarter than it was six months prior.

Lyft had 19 autonomous vehicles testing on public roads in California in 2019, according to the California Department of Motor Vehicles, the primary agency that regulates AVs in the state. Those 19 vehicles, which operated during the reporting period of December 2018 to November 2019, drove nearly 43,000 miles in autonomous mode, according to Lyft’s annual report released in February. While that’s a tiny figure when compared to other companies such as Argo AI, Cruise and Waymo, it does represent progress within the program.

Lyft has supplemented its on-road testing with simulation, a strategy that it relied on more heavily during COVID-related shutdowns. And it will likely continue to lean on simulation even as local governments lift restrictions and the economy reopens.

Simulation is a cost-effective way to create additional control, repeatability and safety, according to a blog post released Tuesday by Robert Morgan, director of engineering, and Sameer Qureshi, director of product management at Level 5. The pair said simulation has also allowed the Level 5 unit to test its work without vehicles, without employees leaving their desks and, for the last few months, without leaving their homes. Level 5 employs more than 400 people in London, Munich and the United States.

Using simulation in the development of autonomous vehicle technology is a well-established tool in the industry. Lyft’s approach to data — which it uses to improve its simulations — is what differentiates the company from competitors. Lyft is using data collected from drivers on its ride-hailing app to improve simulation tests as well as build 3D maps and understand human driving patterns.

The Level 5 program is taking data from select vehicles in Lyft’s Express Drive program, which provides rental cars and SUVs to drivers on its platform as an alternative to options like long-term leasing.

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TransferWise to offer investment products but has ‘no plans’ to become a bank

TransferWise, the London-headquartered international money transfer service recently valued at $3.5 billion, has secured an additional license with U.K. regulators to enable it to offer investment products in the future.

This will mean that U.K. customers who have money deposited in a TransferWise multi-currency or so-called “borderless” account will be given the option to make that money work harder on their behalf. Total deposits currently sit at £2 billion, so there is quite a lot of customer cash potentially idle.

However, the company isn’t revealing much detail on its future investments product, except to say that it will initially offer “simple, affordable funds from reputable providers” so that customers can earn a return on their balances. Up to £85,000 of money held as investments within a TransferWise account per customer will be protected under the Financial Services Compensation Scheme. The new offering is still in development and will launch “in the next 12 months.”

Zooming out further, TransferWise says an increasing number of its 8 million customers are using the borderless account as an international banking solution. Around one million TransferWise debit cards have been issued since 2018, and the TransferWise account now also supports direct debits, instant international payments to friends, and Apple and Google Pay. With the addition of savings and investments, TransferWise says its vision is for the borderless account to replace “expensive, old-world international banking” for expats, freelancers and travelers.

“You and I have been talking since 2011, when you first reported that TransferWise was going live, and I think you’ll appreciate that over time we’ve expanded the features that TransferWise offers our customers, for sure,” co-founder and current CEO Kristo Käärmann tells me on a call. “We launched the borderless account to let people receive money in-roads and to hold money. We added the debit cards so that they can use that money that they hold in places where they can use the card. And this is, in some ways, no different.”

Sticking to broad brush strokes rather than specific product details (despite my persistent questioning), Käärmann says that after listening to customers TransferWise wants to help them hold their balance in a smarter way.

“Clearly they’ve already figured out that TransferWise works for them,” he says. “And not merely as a medium of sending money from one country to another but also to get paid internationally, to kind of run their international part of banking, if you like. For businesses, for freelancers, for ex-pats, for people that have just moved countries. So this is another feature along the same string of things that people want us to do for them.”

That, of course, begs the question: Does TransferWise have any plans to become an actual bank, with a full banking license, further adding to its existing permissions from regulators. Käärmann gives a pretty emphatic answer.

“No, we don’t have any plans to apply for a banking license,” he says. “We haven’t applied for any banking licenses anywhere in the world… The only thing that the banking license in Europe lets banks do is lend out the deposits that customers give them, and that’s not what our customers are asking for. They’re not asking us, you know, can you please lend out our deposits?”

In fact, Käärmann confesses to not being a huge fan of the predominant current account business model, which he believes serves the interests of banks, not account-holding customers. “I do think the way current accounts work with banks is not sustainable in the long term. That the money we keep in banks is being lent out to mortgages and business loans and overdrafts and so on, yet the customers holding that money, they’re not really getting much benefit from it. So why do it?” he asks, somewhat rhetorically.

Returning to the forthcoming investment product — and after a little more prodding from me — he says to expect it to have the same transparency as the company’s core money exchange offering, with clear pricing and working as hard for customers as possible. In line with TransferWise’s existing modus operandi, I would also expect it to be financially sustainable, rather than being cross-subsidised in order to pull customers in or grab easy headlines, which is common practice amongst many investments and savings products.

Adds the TransferWise CEO: “We want to be clear what the problem is we’re solving. [It] comes back to giving people a choice of where and how they hold their balances. And that might give you a hint of the product that we’re building. I can say now that we’re not building an active trading product, that’s not the goal. Our customers aren’t asking how can they speculate on the markets. There are tools for this, and they are increasingly [getting] better for this purpose. What we’re solving with the investments product is going to be a much more passive way of choosing where your balances sit.”

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Join GGV’s Hans Tung and Jeff Richards for a live chat today at 3:30 EDT/12:30 PDT

The good ship Extra Crunch Live sails along today, bringing two noted venture capitalists aboard to discuss the world’s investing patterns, their own deals and much more.

Extra Crunch members can join the conversation with Hans Tung and Jeff Richards from GGV Capital at 3:30 p.m. EDT/12:30 p.m. PDT/7:30 p.m. GMT.

We’ll collect audience questions as we go, so buy an Extra Crunch trial now so you can participate. Of course, TechCrunch has a list of its own queries — GGV Capital invests globally, which means it has eyes and ears in a number of different markets. We’ll dig into how different markets are faring: Is China’s VC scene as slow as it seems? Is Europe bouncing back as we’ve been hearing? And what’s the current temperature here in the United States for Series A through C rounds?

With the stock market back to form, exits are hot again, which gives us a new set of topics to explore, including how GGV views M&A appetite today from a price perspective, and whether any of their later-stage companies are looking more closely at the IPO market.

TechCrunch’s Extra Crunch Live series has featured guests like investor and entrepreneur Mark Cuban, BLCK VC’s Sydney Sykes and Inspired Capital’s Alexa von Tobel, with more to come.

There are other pressing matters: The COVID-19 pandemic is re-accelerating domestically even as it abates abroad. And GGV spoke out against racism during the early days of protests after the killing of George Floyd, so we’ll ask about the venture capital industry and if its efforts to diversify itself will make more material progress this time.

Extra Crunch subscribers, hit the jump and add the event to your calendar. Zoom links and the rest of the goodies are down there as well. (We’ll also stream live on YouTube). If you aren’t an Extra Crunch subscriber, you can get a cheap trial here.

All set? Great. We’ll see you in a few hours.

Details

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Amazon Web Services launches a dedicated aerospace and satellite business

Amazon Web Services (AWS) is upping its space industry game with a dedicated business unit called Aerospace and Satellite Solutions (as first reported by the WSJ) that’s focused on space projects, including from customers like NASA, the U.S. military, and private space players including Lockheed Martin and others. AWS has already served satellite and space industry customers, including with its AWS Ground Station offering, which provides satellite communication and data processing as a service, helping customers bypass the need to set up their own dedicated ground stations when establishing their satellite networks and constellations.

The AWS segment will be led by retired Air Force Major General Glint Crosier, who was involved in the set up of the U.S. Space Force arm of the U.S. military. The choice of leadership is a good indicator of what the primary purpose of this unit will be: landing and serving large, lucrative customers mostly form the defense industry.

In a high-profile decision last year, AWS lost out on contract to provide cloud computing services to the Pentagon with an estimated value of up to $10 billion, with Microsoft’s Azure taking the win. Amazon has formally challenged the decision, and the proceedings resulting from that challenge are ongoing. But the contract loss was likely a wake-up call at AWS that it would need to do more in order to bolster its pipeline for dedicated defense agency contracts.

Cloud computing services for satellite and in-space assets is a potentially massive business over the next few years for the defense industry, particularly in the U.S., where part of the strategy of the Space Force and Department of Defense is shifting away from a reliance on large, aging geostationary satellites, and towards more versatile, affordable and redundant networks of small satellites that can be launched frequently and in a responsive manner.

A primary focus on defense customers doesn’t mean startups and smaller new space ventures won’t benefit; in fact, they should be just as able to take advantage of the cost benefits that will accrue from Amazon dedicated more resources to serving this segment as bigger players. In fact, AWS Ground Station already serves smaller startups including Capella Space, which announced today that it would be using AWS for its satellite command and control, as well as for providing data from its imaging satellites to its customers much faster and cheaper than is usually possible for satellite providers.

This new focus could help further defray hard costs that any satellite startup must incur like ground station setup – a much-needed relief as the COVID-19 situation continues to impact startups’ ability to raise, especially in frontier tech areas like space.

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Black Innovation Alliance aims to increase Black ownership and shrink the racial wealth gap

Over the years, a number of support organizations geared toward fostering diversity and inclusion in tech have emerged. Black Innovation Alliance, which launches today, aims to serve as a unifying force for the many organizations focused on supporting Black innovators. Meanwhile, The Alliance’s existence signals to white folks that there are other organizations focused on advancing Black people beyond the NAACP, United Negro College Fund, Color of Change and others.

“There’s so much that we owe to the organizations like the NAACP and UNCF and others,” Aniyia Williams, co-creator of BIA and founder of Black & Brown Founders told TechCrunch. “They’re wonderful, but are they going to get us to the next stage of where this movement has to go? I have people who work in these organizations that I know who also tell me the answer is no. […] It’s like white people want to grab the closest Black thing to them and say, ‘here, you fix the problem.’ But can we be just a little bit more intentional than that?”

To name a few more innovation-oriented organizations, there’s Black & Brown Founders, Founders of Color, Black Female Founders, HBCU.vc and many more. Through BIA, organizations like those mentioned will work together to create a more structured system around supporting Black entrepreneurs, tech startup founders and creative technologists. Over the next ten years, BIA hopes to have at least 500 organizations on board.

More specifically, BIA is looking at how these disparate organizations can “work together and leverage the innovation economy to get us to this place of Black prosperity — kind of being the promised land there — and that being a collective show of strength and love and trust, above all else,” Williams said.

Much of this fragmentation is due to the fact that “everybody’s starving,” Williams said. “So we’re all in survival mode. We’re all doing whatever it takes to keep our lights on and make sure that we have a bed to sleep in and food on the table for that day. And that is not always going to be aligned with what someone else is doing when you want to show up and partner with someone. But you also have to keep moving or you’re going to die.”

Many of these organizations try to do it on a shoestring budget, while some leaders at these organizations don’t pay themselves in order to help people within their community get ahead, Williams said.

“It shouldn’t have to be that sacrificial, especially when we have this money in the industry that we throw around for people to make fucking juicers and scooters,” Williams said. “We are trying to build the actual future that people want to live in — not just make another cute, shiny thing that a VC thought was cool.”

Still, BIA is an invitation to VCs and those in Silicon Valley that are often on the other side of the table, Williams said. Now, however, BIA has built its own table.

“We’ve spent the last however long clamoring to get our seat at the table,” Williams said. “And BIA is being basically like, fuck it, we’ve just built this table and you can have a seat at it, if you step correct. We would love to have you co-create this with us but you’re not going to be running the show because this is not your show to run.”

At this new table, BIA plans to build and streamline pathways for entrepreneurs to get from idea to revenue to exit, if that’s what they want, and putting that infrastructure in place, Williams said.

She added, “And not having that be something that comes from another kind of ivory tower, you know, basically white institutions that often times very much miss the mark on how to deliver exactly what this ecosystem needs and not empowering the people who are actually from the community to be serving them.”

Within the first six to 12 months, BIA hopes to raise $10 million from supporters and $1 billion over the next ten years. This money will go toward building out the organization’s operational capacity and infrastructure. In terms of infrastructure, BIA co-creator and Founders of Color CEO Kelly Burton likes to use the federal government’s creation of the highway system in the 1930s as a metaphor for what BIA is trying to do.

“Right before then, states and local governments were essentially all doing their own thing,” Burton said. “It was just a series of paved-over cow paths. And so what we have today in terms of the ecosystem that exists to support Black and brown founders is a bunch of like paved over cow paths.”

Currently, the system for supporting Black and brown founders is hyper inefficient, Burton said. In order to close the wealth gap and achieve economic prosperity in Black and brown communities, “we have to convert these paved over cow paths to something akin to a superhighway.”

That means increased connectivity across all of these disparate organizations that enable a more effective deployment of education, programming, resources and capital.

“Right now, we’re in a digital world working on an analog system,” Burton said.

It’s still early days for the organization, which just started meeting a few months ago. That means there’s still a lot of work to be done and clarity to be achieved around how BIA accomplishes its goals. But all decision-making happens through a democratic process, in which all the organizations have equal say.

“People come to these meetings because they feel isolated, they feel marginalized and for one hour every other week, they get to be in a space with other people who fundamentally get them,” Burton said. “So a lot of what we’re trying to do is build community in this space and build these connections. Our goal is to make history — we’re very explicit and matter of fact about it. Nothing like this has ever been done in this space, as far as we know, in terms of this generation. We feel that it’s an opportunity to figure out how you build and sustain collective movement around this innovation work. We find this to be a demonstration of collective Black love. We are going to reimagine what Black community looks like within this innovation space, which has been very, very less than hospitable to Black and brown folks.”

Generally speaking, Williams believes people in Silicon Valley really do want to be on the right side of doings things but she is trying “to reconcile that gulf between who they think they are and who they actually are,” she said. “That’s what we’re feeling a lot of tension about right now.”

Through BIA, folks who need their hands held can get closer to their ideals of who they think they are, Williams said. BIA has the patience to work through people on these topics of race, equity and inclusion, as long as they’re willing to do the work, she said. Other than funding, BIA is looking for people with expertise in cybersecurity to help protect digital assets, people to help create tools to track member contributions and projects, as well as lawyers and other specialists who can help the Alliance.

“So, you know, this is the olive branch,” Williams said.

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As Uber hunts for a deal, can Postmates leverage an IPO?

It’s been a busy last 24 hours or so for on-demand delivery company Postmates. According to reporting, the company is reviving its IPO plans, possibly selling to Uber, or perhaps looking to go public with the help of a special purpose acquisition vehicle, also known as a SPAC.

For Postmates, a company caught somewhere between DoorDash’s cash-fueled rise and Uber’s ability to lose hundreds of millions on its Uber Eats delivery service every quarter, multiples options are likely welcome.

Postmates first filed to go public in early 2019, but its IPO failed to materialize. The company was also reported to be pursuing a sale in 2019 after it had filed to go public. An M&A exit also failed to appear.

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The Exchange is a daily look at startups and the private markets for Extra Crunch subscribers; use code EXCHANGE to get full access and take 25% off your subscription.

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But 2020 is very different from 2019. With GrubHub’s bidding war behind us, Uber appears hungry for more volume, and the IPO market is surprisingly hot given the global pandemic. Postmates may have a number of viable options in front of it, instead of a continued grind as a private company.

The IPO market

So what to do?

Despite some blips, if Postmates has managed anything like revenue growth acceleration because people have been staying home and ordering more food and other goods, the company’s IPO story could prove attractive. And if so, the firm could perhaps best what a cash-burning company can afford to part with in an M&A transaction by going public.

Let’s check the tape. It’s a commonly known fact that the public markets have favored technology companies this year, especially software companies. For many venture-backed companies, this is great news. For Postmates, it’s a slightly different equation, as its margins won’t match those of software companies, nor will its revenue recur in a similar fashion.

But, there are IPOs from this year that we can point to featuring companies that also do not feature strong margins or recurring revenue that did great. So, there is an IPO path for venture-backed startups and unicorns to go public even if they are not software entities.

Vroom

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