Thursday, May 23, 2019

Streem Acquires Computer Vision Startup Selerio, Closes Additional Funding - Forbes

Streem Acquires Computer Vision Startup Selerio, Closes Additional Funding  Forbes

Streem, the video sharing *service* for home maintenance professionals, builds momentum with acquisition, partnerships, and a new infusion of cash.

How To Score $150,000 To Launch A Startup - Forbes

How To Score $150,000 To Launch A Startup - Forbes

How To Score $150,000 To Launch A Startup - Forbes

Posted: 23 May 2019 11:32 AM PDT

The New Lab hub in Brooklyn

Photo Courtesy of New Lab

If you are watching other entrepreneurs score big with innovative ideas, impressive funding, big sales and IPOs, and wondering how to pivot into this fast-track world, a new program might be your ticket in. The kicker? You don't even have to have an idea yet.

New Lab and Antler just launched their Startup Generator Program aimed to help would-be entrepreneurs with building their concept, finding the right partners, and raising capital. With $30 million to invest toward creating 200 Brooklyn-based companies over three years, the program will initially accept between 75-100 first round applicants into a nine-week program. The group will receive $6000 and the tools, mentors, classes, and support. After nine weeks, 15 to 20 entrepreneurs will be selected and receive $150,000 to turn their idea into reality.

The strategy of investing in entrepreneurs rather than a business plan stands apart from accelerator programs and venture capital funding. The aim is to reach a broader audience and inspire people who want to launch businesses but don't know how to take that first step. It is also a great opportunity for anyone wanting to career pivot. "The New Lab ecosystem, to date, has been exposed to entrepreneurs and their company visions when they apply to be residents here. That means most of the time we don't support entrepreneurs in the most vulnerable period of company development, the 8 to 12 months prior to any seed investment where early-stage concepts are explored, teams are built, and visions take hold," explains New Lab CEO Shaun Stewart about the genesis of the program and collaboration with Antler. "Internally we were discussing how to help founders during this first chapter and ensure the New Lab ecosystem of support helps at all stages."

Below, New Lab CEO Shaun Stewart and Antler Partner Tyler Norwood talk more about their new partnership and how you can be a part of it.

Sara Bliss: What is your goal with this partnership?

Shaun Stewart: We want to expand the impact of New Lab on the tech ecosystem overall. Today we support over 600 entrepreneurs, representing over 130 companies, but our relationship began after the entity was formed and they had already applied to New Lab. Our ultimate goal with this partnership is to expand our reach and impact to earlier in the entrepreneurial cycle, to those who are still considering what to build, who to build it with and why. Our goal is to support them during that phase and every phase that comes after it.

Bliss: What are the requirements to apply?

Tyler Norwood: To start, all you need to do is submit your LinkedIn profile to apply online. Selection and acceptance into the program follows a streamlined process, beginning with a written assessment and culminating in a face-to-face interview with one of our partners, prior to being offered a spot in the cohort. If anyone wants to start a new venture, we can help accelerate their ability to build a great team, validate their business model, and raise capital.

Bliss: Can you explain how you will select applicants, and then how you will pair them with the appropriate co-founders or mentors?

Norwood: We select candidates based on their individual applications and interviews, while making sure that the cohort stays balanced across a number of factors, e.g. background, industry, and demographics. Founders have complete autonomy to decide who they want to start a company with. What we do is provide a cohort of 100 of the best talents from thousands of applications to select from, and a program that gives founders lots of opportunities to work and test relationships before making a final partnership decision.

Bliss: Do entrepreneurs have a commitment to give back or share profits when accepting the $150,000 investment?

Tyler There is no financial obligation for the individual founders to pay back the $6,000 stipend we invest, regardless of if they pass the investment committee or not. However, Antler | Newlab take a 10% share in the teams that receive the $150,000 investment.

Bliss: Why did you want to upend the typical VC strategy which invests in fleshed out concepts and existing businesses?

Stewart: Our mission since opening has been to support the vulnerable genius that is a frontier tech entrepreneur. Successfully building a startup is a terrifying and challenging feat on its own; doing so in frontier technology fields like robotics, bio fabrication, or ag tech, to name a few, is even more so. As a result, our interest and vision in partnering with Antler is less about upending the typical VC strategy, and more focused on providing appropriate early-stage support and programming to increase the likelihood of success from day one vs. our current starting point of interaction with these entrepreneurs. There is no denying that the investment opportunity this program presents is attractive and unique; the combination of spending hundreds of hours with entrepreneurs, prior to investment, while also providing a physical home at New Lab, access to our community, programming, and network for them to continue to scale, is obviously in our DNA.

Jeff Shuford: 5 excellent benefits of storytelling for startups - Butler County Times Gazette

Posted: 23 May 2019 02:03 PM PDT

Too many startups postpone storytelling until they've become successful or acquired investor funding. They believe they're too busy trying to build a startup to put any focus on content marketing and social media outreach. The sad truth is, they're making a critical mistake.
Storytelling at an early stage is one of the savviest moves a startup can make. Failing to hone a storytelling plan-of-action from the moment a startup launches can be an error in judgment with serious consequences. If you're a part of a startup that hasn't discovered the powerful potential of storytelling as a growth hack, following are five benefits of storytelling for startups you ought to understand.
Define Your Narrative
Storytelling allows you to define your narrative. Tech reporters and journalists don't define your startup's story. You get to determine how you want your startup portrayed online and how your growth efforts are framed. If you do only one thing to increase your startup's chances of increased customer acquisition, develop a detailed storytelling strategy from the start.
Competitive Advantage
Storytelling gives you a significant competitive advantage over other startups in your sector. While your competition is still trying to determine their go-to-market strategy, you can be telling your brand's story for all to hear. Not only is storytelling awesome for search engine optimization, it helps your startup develop a reputation with potential customers and vendors.
Impress Potential Investors
Storytelling doesn't just let you impress potential vendors and customers. It is also fabulous for garnering attention from angel investors and venture capitalists. When investors see your team is savvy enough to have a detailed storytelling strategy that you're executing flawlessly, they're more likely to believe in your team's capabilities to bring a product/service to market.
Optimize Talent Acquisition Efforts
Startups with sound storytelling strategies are often better at attracting talent. Hiring impressive talent is a tough challenge for many startups. When there is increasing competition for everyone from software engineers to marketing talent, your startup's ability to tell your own story might be the deciding factor for potential employees. If you want to optimize your startup's talent acquisition efforts, nailing your storytelling strategy is a smart move.
Improve Customer Understanding
Storytelling also helps you better understand your target customer. The engagement you receive on your business' blog posts can give you a clear indication as to whether your product/service is resonating with customers. Offer content marketing posts on a variety of platforms like your blog, LinkedIn, and Medium and the response to your content will let you know whether you're on the right track with your customer targeting.
These are just five of the many advantages of storytelling for startups. The more effort you put into your startup's content marketing outreach, the greater your rewards are likely to be.

-- Jeff Shuford is president of Tech From Vets, an award winning veteran-owned technology company. Tech From Vets merges NFL veterans and military veterans in the tech industry and develops innovative websites and mobile applications for their clients nationwide.

Self-Driving Startup Aurora Buys Speed-Sensing Lidar Company - WIRED

Posted: 23 May 2019 12:00 PM PDT

In the race to develop a technology that, at its root, is about teaching robots how to understand their surroundings, Aurora just bought itself a fresh set of eyeballs. The developer of self-driving car technology announced Thursday it's acquiring lidar maker Blackmore, whose laser scanning tech offers the unusual and very helpful ability not just to detect nearby objects but to discern their velocity. The parties declined to disclose the terms of the deal.

Alex Davies covers autonomous vehicles and other transportation machines for WIRED.

In self-driving, the problems don't get any bigger than perception. If a robot can reliably know what's around it, deciding what to do—whether to turn the wheel and which pedal to work, for example—gets a whole lot easier. That's what has fueled a booming market for lidar, which according to one report will generate more than $8 billion in annual revenue in 2032.

It also explains why Blackmore's technology stands out among the scores of lidar makers vying for the business of Aurora and its competitors. The Bozeman, Montana–based outfit, which started up a decade ago to do work for the defense industry, uses a "frequency modulated continuous wave" system, also known as a Doppler lidar. When the infrared light hits an object and bounces back, the system determines both how far away it is (based on how long the round trip takes, like any lidar system) and its velocity. Knowing where something is headed and how fast is prized data. It means that if your lidar doesn't find that object again a millisecond later—hard to guarantee when you're cruising down the highway and tracking things 250 meters away or more—it can still make a good guess about where it is and where it's going. Blackmore has at least one Doppler lidar competitor in Aeva, founded in early 2017 by a pair of former Apple engineers.

Aurora, led by a trio of self-driving industry veterans, has teams in Pittsburgh, Palo Alto, and San Francisco.

Kevin Meynell/Aurora

"These guys are the real deal," Aurora CEO Chris Urmson says of Blackmore. "They've got technology we think no one else has." The deal requires regulatory approval because Urmson is Canadian.

Urmson led Google's self-driving car team through its early years, and cofounded Aurora in late 2016 with Sterling Anderson, who helmed the development of Tesla's Autopilot system, and Drew Bagnell, a machine learning specialist who spent time with Uber's autonomy wing. The startup hasn't said much about its business model, but has partnerships with Volkswagen, Hyundai, and electric car startup Byton. In February it landed $530 million in Series B funding, a round led by Sequoia Capital and joined by Amazon. That cash made the Blackmore deal feasible, Urmson says.

The Blackmore team will stay in Bozeman but work closely with Aurora's perception engineers (based in Palo Alto, San Francisco, and Pittsburgh) once the deal is done, Urmson says. Together, they should find a balance between the kind of data that's most helpful for a robot learning to drive and what's possible in the realm of physics. Eventually, they'll face the question that has beguiled every lidar maker trying to scale up its production: how to mass-produce a lidar that can withstand the rigors of the road, without making it so expensive that not even the hardest-working robo-taxi could amortize its cost.

Aurora is just the latest of its ilk to buy its own lidar maker. In October 2017, GM's Cruise acquired Strobe and Ford-funded Argo AI snatched up Princeton Lightwave. Waymo, the company born of the Google effort Urmson cofounded, spent millions of dollars and years developing its own laser system, and in 2017 tried to sue Uber into oblivion to protect its IP. (They settled after a year-long legal brouhaha.) Meanwhile, startup Luminar has signed deals with two dozen customers, including Toyota, Volvo, Audi, and VW. And the granddaddy of automotive lidar, Velodyne, whose spinning sensor made its debut at the 2005 Grand Challenge, makes sensors for more than 250 customers, including Uber and many smaller self-driving developers.

Not everyone thinks lasers are key to cracking self-driving. Anthony Levandowski, the engineer at the center of the Waymo-Uber fight, has a new autonomous trucking company that's all about using deep learning and camera-based vision to navigate the world. Elon Musk has called lidar "laaaaame" and insists his Tesla cars will be "fully self-driving" in the near future without the pew-pew. It's a tempting vision, because cameras are already cheap and reliable. Self-driving truck startup TuSimple has developed a camera system that can identify and track other vehicles up to 1,000 meters away, much farther than any lidar senses. Lidar makers, meanwhile, have struggled to find a setup that balances range, resolution, reliability, cost, and the ability to scale up manufacturing.

Urmson, though, speaks for most in autonomy when he says lidar is still a vital tool for making the technology real. Perhaps someday, deep learning software will change that. For now, Aurora's sticking with the traditional recipe—and doing whatever it can to improve the ingredients.

More Great WIRED Stories

How Not To Screw Up Running A Tech Startup - Knowledge@Wharton

Posted: 23 May 2019 10:40 AM PDT

Eleven years ago, Charles Morgan retired from the rat race after suffering a bruising fight with the board of Acxiom Corp., a billion-dollar database marketing company of which he had been chairman and CEO for 33 years. He was content to be an investor in a mobile telecom startup, but found himself taking over when the business struggled.

Morgan wrote about his startup adventures in his new book, Now What: The Biography of a (Finally) Successful Startup. He joined the Knowledge@Wharton radio show on SiriusXM recently to share the business insights he gleaned from rescuing First Orion. (Listen to the podcast at the top of the page.)

An edited transcript of the conversation follows.

Knowledge@Wharton: Charles Morgan spent 35 years building Axiom Corp. At age 65 he retired. But instead of hitting the golf course he invested $1 million in a tech started up called First Orion. After a near bankruptcy, he jumped back into the day-to-day operations of that company to help consumers deal with the mountain of robocalls that we see today. Can you take us through your career?

Charles Morgan: It's kind of fun to be an old entrepreneur. I guess you can be old, you can be young, you can be whatever. The first time I did it I was young. But this time I'm doing it when I'm old. But boy, did I learn a lot.

I had a great experience in the process of building Acxiom. I met great people, loved the technology, loved the people, got to be $1.5 billion in revenue, 7,000 employees. But you know, if you're fundamentally an entrepreneur, you really aren't all that crazy about managing 7,000 people and dealing with the Sarbanes-Oxley Act and the SEC and all the stuff.

When I retired, it was an unpleasant event. I had gotten in a proxy fight. I got in a fight with my board, and I was kind of burned out not only on Acxiom, but big business in general. I thought I was going to retire to a happy little time. But at the same time, I invested in this little company. I put my money in it and said, "OK, you guys have a one-year milestone, we'll see how you do." Well, they didn't make it. They wanted more money. Eventually, I took it over and had one of my guys running it, and I still didn't get that much involved. But they kept wanting more money.

"Early on, I thought I could look over people's shoulder and advise them because I was a wise old guy, right? I knew all this stuff. I'd done it before."

I was really getting committed to this thing called First Orion. Their whole business concept was fascinating to me at the time. It was the idea of giving people more control over the calls that were coming into their mobile device. At the time, we were doing mobile call blocking with an application we called PrivacyStar, and we caught the attention of Metro PCS and ultimately T-Mobile.

But early on, I thought I could look over people's shoulder and advise them because I was a wise old guy, right? I knew all this stuff. I'd done it before. I would say, "Yeah, you ought to really think about doing it that way. I don't exactly like the technology approach you guys are using." I think I was constantly counter-managing. You have to either be in charge or get the hell out of there. I finally told the guys that I'm going to take over. The guy that was running it before, he's still with us, still one of the key contributors. I chose to be in, and it's turned out to be a good decision for all of us.

Knowledge@Wharton: What is the secret to success in the tech industry, which is very competitive and risky?

Morgan: The secret in any business is having a good idea and having good people to execute on it. And you better have enough money to execute on your ideas. Any of those areas are great points of failure. People have ideas that really aren't practical. They try to deploy a good idea with bad people. They deploy a good idea with good people and no money.

Or they get it all figured out, and then the next thing is they don't have a clue how they're really going to be able to afford to distribute it and engage their target audience. That's the other area that is so fraught with failure. You have a great idea. You build a prototype. It works. Everybody says they love it, but now you need to find a few hundred thousand or a few million customers, and that gets hard sometimes.

Knowledge@Wharton: It had to be a challenge for First Orion to make those connections with the telecom companies to be able to reach all of those customers.

Morgan: It is really hard to get into the telecom industry, particularly. I spent a lot of money early on trying to establish our brand without going through the carriers. Not that we ever stopped looking at going to carriers, but it was just so hard. Can you imagine a little company from Little Rock, Ark., going to AT&T and Verizon and saying, "Hey, we can solve all your scamming and call blocking problems and robocalling problems?" They'd look at you like you had two heads. It was very difficult to establish that we did have better technology. We could show them data, and to their credit they would often listen. But our chance of getting inside their network to do what we needed to do, it was virtually not going to happen.

Probably the only reason it did happen is [T-Mobile CEO] John Legere is a little bit of a rebel and wanted to do some things — and still wants to do some things — that other carriers won't do. We have 50 servers inside T-Mobile's network executing a whole variety of services, the most well-known one is our robo-dialing. But this world today, you're talking about all the technology we deal with. What we also deal with is a horrendous problem of integrating this technology with everything else that's going on in your life. Standalone islands of technology are very difficult to promote and make successful. You can partner and get in an eco-structure, then you've got a chance. And we are in the telecom eco-structure, finally.

Knowledge@Wharton: Do you think that the tech industry will see a greater level of consolidation and partnerships like yours as we move forward?

Morgan: I think we're going to have more platforms. I think we're going to see even people like Google figure it out. At one time, I think even Google thought they'd be the end all, but even Google said, "Hey, we need to cooperate." In the end, they made their Android platform very open, much more open than Apple. If you look at their home hub, their Google assistant for home automation, it is just a conglomeration. They establish standards and allow many vendors to participate in their ecosystem. That's what I think is the wave of the future.

"People have ideas that really aren't practical."

We see it with television now, with streaming and all this stuff. We're seeing a consolidation. We're seeing platforms develop. The real specialists get a very small niche in that big platform and they can make a way for themselves. Whereas if they try to replace the whole platform, forget it.

Knowledge@Wharton: What is behind that failure rate from a structure standpoint?

Morgan: A lot of times, startup founders have a lot of knowledge about a specific element or subject or technology, but they don't know a lot about finance. They don't know much about marketing. They don't know much about building a team. Our team at First Orion is 165 strong now and making money. But boy, it was difficult [to get here.] But I had done it before and I hired some people who had done it before.

Knowledge@Wharton: I think that's the component where a lot of startups fail. You think you can take it all on yourself and not delegate to the people that have the experience in certain areas.

Morgan: You are absolutely spot-on in that analysis. I know that you've talked to a lot of entrepreneurs. You see that while they have a fabulous idea, if you dig very deep, and I've done this quite often, I'd say, "How are you going to build the organization? How are you going to distribute it? How are you going to finance it?" And they have just a vague idea.

Knowledge@Wharton: Can you talk about the role of the venture capitalist with startups? There's an obvious benefit, but there can be a negative side as well.

Morgan: There can be. Some of the negative is the VCs don't necessarily have a real long-term horizon. They want to get in. They want to triple or quadruple their money, and they want to get out and go do the next one. They're not necessarily aligned with the long-term interests of the founder.

… We have not brought in outside investors for First Orion, but I have finally found one who is very long-term oriented, who's very interested in building a legacy approach. We're welcoming him in to partner with us and give us some of the additional investment capital we need. But it's hard to find those guys, it really is.

"I think I can keep up with most of these kids, but a business needs maturity."

Knowledge@Wharton: One of the things you've mentioned is that when you do have failure in a business, in many cases it's a situation where the founder just wasn't ready for the opportunity.

Morgan: That's exactly right. The opportunity presents itself, and it's very much in your line of expertise. I've seen all sorts of reasons that fails. One is, people will say, "Well, that's not exactly how we envision the business. We don't want to do it that way. If you'll do it our way, then we'll do it." So, you don't get the business. You lose the opportunity.

Entrepreneurs have to understand they have to fork the business often. Maybe don't give up on the old thing, but focus on what the opportunity is that's there. As long as it's close enough to your vision that you're not going to necessarily lose what you started, but maybe that opportunity will take you in a different direction. Certainly, it's happened at First Orion. We've ended up getting more in the data business than I ever expected. The data business is not something that we really envisioned initially that we would be involved in. … We are, and it's now becoming a key part of our strategy because the opportunity presented itself.

Knowledge@Wharton: Your career path is one that a lot of former CEOs are starting to forge, where they retire and then follow a passion. How do you view your success in your so-called retirement?

Morgan: I look at retirement as doing what you love to do every day, but not having to do a damn thing. I like to solve business problems. I love to work with people. I still write code. It's what keeps me really young, and it keeps the mind sharp, too. I think I can keep up with most of these kids, but a business needs maturity. If I had done this business as the first one, I doubt if it would have been successful.

I'll be honest with you, I put about $8 million in this thing to get it going. Other people have put money. It's taken $10 million or $12 million [to keep the company afloat] but I totally control the business, and that has allowed us to do things in a very flexible manner. But I have given away about 30% of the company to all of these great people that I know are going to help me build it.

Founders of Dominion Payroll invest in local startup venture Tablee -

Posted: 23 May 2019 11:35 AM PDT

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Lessons From an 'Old Entrepreneur' On Running A Tech Startup - Knowledge@Wharton

Lessons From an 'Old Entrepreneur' On Running A Tech Startup  Knowledge@Wharton

Veteran executive Charles Morgan was ready to retire when he unexpectedly had to take over a tech startup. He shares the lessons he learned in his new book.

Startup Weekend Beijing - The Beijinger

Startup Weekend Beijing - The Beijinger

Startup Weekend Beijing - The Beijinger

Posted: 23 May 2019 09:17 AM PDT

Peking University School of Innovation and Entrepreneurship hosts a startup weekend! Startup Weeknds give you 54 hours to get from an idea to a working prototype, with advice from industry experts, entrepreneurs and like-minded individuals.

For more information or to sign up, visit:

From 'Foogle' to Waitr: Chris Meaux considered himself a 'failed entrepreneur' until 2018 - The Advocate

Posted: 23 May 2019 02:30 PM PDT

Chris Meaux speaks much more confidently about his techie restaurant delivery company these days than he did four years ago when announcing Waitr's launch in Acadiana.

There's a good reason for that. Meaux only had success in a single market, Lake Charles, before launching Waitr in Lafayette. He had no way of knowing that hundreds of thousands of dollars of investment early on would one day be worth billions when the company went public on Nov. 16, 2018.

"That was the day I could stand in front of a group and say, 'OK, I'm no longer a failed entrepreneur,'" Meaux told a crowd Thursday morning during the Broussard Chamber of Commerce's Business Over Breakfast. "Investors who invested in Waitr have made money."

How much money?

Some of Waitr's first investors — all from Louisiana because venture capitalists in Boston, Austin and Silicon Valley refused to back Waitr if Meaux launched in Lake Charles — turned a $10,000 investment into $1.6 million when Waitr was listed on the Nasdaq.

"It was a win for me and for my family personally and a win for the company," Meaux said. "But most importantly, it was a win for our home."

Meaux, a native of Estherwood in Acadia Parish, stressed the importance of making his tech start-up work in south Louisiana during his inspirational presentation at Fezzo's Broussard location.

He'd spent 20 years after college moving from Dallas to Silicon Valley to Europe to work in the technology industry. In the middle of it all, he'd lost his entrepreneurial spirit after investing "almost every penny" into a cloud computing start-up.

"When the internet bubble burst, it crashed miserably," Meaux said. "And when it crashed, I crashed with it."

After recovering from the loss and learning he couldn't stand working for corporate America, Meaux rebounded with restaurant ventures in Texas. He eventually moved with his family to Lake Charles to run the Louisiana Swashbucklers professional indoor football team until it ceased operations in 2013.

Meaux was ready to move back to Dallas, but his family didn't want to move away from south Louisiana. Instead, Meaux focused on bringing an event called Startup Weekend to Lake Charles, but he  was told he would need to participate in one before he could host one. 

It was at a Startup Weekend event in Gainesville, Florida — where Meaux borrowed his father's RV to sleep in since money was too tight for a hotel room — that Waitr was born. He planned to pitch Foogle — "Google for food; this is no joke" — to try to answer the question he and his wife had every evening after a long day: What's for dinner?

Instead of pitching Foogle, however, Meaux teamed up with a 20-year-old pitching Waitr, a concept that would allow a user to order and pay for food and drinks at a restaurant without speaking to a waiter.

"So now you know how we got our name," Meaux said.

His team won the October 2013 competition, and instead of focusing on bringing Startup Weekend to Lake Charles, Meaux focused on bringing the idea to life.

With the help of local investors and recent college graduates, Waitr launched in Lake Charles at the end of 2014. The app made a debut in Lafayette in mid-2015.

In 2016, the company averaged 1,000 orders per day in 11 cities in Louisiana, Texas and California. By 2017, Waitr averaged 5,000 orders a day and Saints Quarterback Drew Brees invested $10 million in the company.

Texas billionaire Tilman Fertitta, owner of the Houston Rockets and Landry's, purchased Waitr for $308 million a year ago with the intention of making the company public.

"That boy from Estherwood, Louisiana, that builds this startup without Silicon Valley venture capital help, gets Drew Brees to invest in the company and sells the company to Tilman Fertitta, you just can't write this stuff," Meaux said. "Even still today talking about it, it kind of amazes me that this was my life — that this is my life."

Today, Waitr provides delivery service from more than 25,000 restaurants in 750 cities across the country. The company employs more than 18,000 people, including drivers. About 6,000 of those are based in Louisiana, and 1,300 of them are corporate employees.

Scooter Startup Lime Swaps Out CEO As Cofounders Change Roles - Forbes

Scooter Startup Lime Swaps Out CEO As Cofounders Change Roles  Forbes

Lime cofounder Toby Sun is stepping down as CEO as Lime shakes up leadership ranks.

U.S. smartphone financing tech startup PayJoy raises $20 million - KFGO News

U.S. smartphone financing tech startup PayJoy raises $20 million  KFGO News

By Anna Irrera NEW YORK (Reuters) - PayJoy, a startup that has developed smartphone technology to facilitate access to credit in emerging markets, has raised ...

U.S. smartphone financing tech startup PayJoy raises $20 million - Reuters

U.S. smartphone financing tech startup PayJoy raises $20 million  Reuters

NEW YORK (Reuters) - PayJoy, a startup that has developed smartphone technology to facilitate access to credit in emerging markets, has raised $20 million ...