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WATI, a CRM tool built for WhatsApp, raises $23M led by Tiger Global • ZebethMedia

WhatsApp is used by more than two billion around the world, and is an important tool for many small businesses. But as they scale up, even WhatsApp for Business might not be able to keep up with their needs. That’s where WATI (WhatsApp Team Inbox) steps in. Built on WhatsApp for Business’ API, WATI has customer sales and engagement tools created for the messaging app. Today the Hong Kong and Malaysia-headquartered startup announced it has raised $23 billion in Series B funding to scale its team and product. The round was led by Tiger Global with participation from returning investors Sequoia Capital India & Southeast Asia, and new investors DST Global Partners and Shopify (marking the e-commerce platform’s first venture investment in a startup operating in the Southeast Asia region). WATI’s last round of funding was an $8.3 million Series A announced 10 months ago, and its new round brings its total raised to more than $35 million since 2020. WATI founders Bianco Ho and Ken Yeung began working together in 2016, building Clare.AI, an omnichannel AI digital assistant for large Asia enterprises. In 2020, they launched WATI to give SMBs a self-service, low-code product on the WhatsApp for Business API. The startup currently has more than 6,000 customers in 75 countries, including SMBs in spaces like house cleaning, schools, education centers, edtech, fintech, medical facilities, D2C brands and Shopify stores. Ho told ZebethMedia that while she and Yeung were working on Clare.AI, “our assumption was that only larger enterprises had the resources to deploy a successful digital assistant with artificial intelligence.” After a few years of working with their clients, however, the two realized many were looking for a simpler solution, so WATI was created. Part of the reason for its launch was the digital acceleration caused by the pandemic, as many businesses rushed to get online. WATI founders Ken Yeung and Bianca Ho In many emerging markets, and mature markets like Europe, WhatsApp is the preferred communication channel between customers and businesses. WATI helps non-technical businesses scale their customer support, customer engagement and acquisition through its CRM. WATI’s customer engagement software is built on WhatsApp for Business’ API and lets clients send personalized notifications. The platform includes a collaborative team inbox used by multiple agents, and features like smart routing, canned responses, data tagging and analytics. Interactions can be automated through low-code workflows and chatbots, and connected to e-commerce platforms and CRMs. WATI also has integrations with platforms like Zoho, Shopify and Google Sheets. An example of how WATI is used is a large e-commerce company that relies on its to manage campaigns like Prime Day. The company usually gets 60 to 100 messages a day from customers through WATI’s team inbox, the majority of which come from its website’s WhatsApp chat, and sends about 30,000 messages every day when campaigns are active. Another example is an edtech client that has used WATI for almost two years. They rely on about 50 templates a month for lead generation, nurturing, payment reminders and class updates, and send 20,000 to 30,000 messages a day. WATI also helps them get high-quality organic leads through a WhatsApp widget on their website. Ho said WATI’s closest competitor is the native WhatsApp for Business app, which most SMBs start off using, but WATI is a suitable fit for them as their businesses scale. Funding will be used on hiring and investing in WATI’s product stack for low-code automation. The company also has go-to-market plans for emerging markets, like Latin America and Southeast Asia

Helbiz’s Wheels acquisition fails to impress investors • ZebethMedia

Helbiz’s deal to buy Wheels has officially gone through, and with it some promises from the shared micromobility operator to its investors that the tie up will double its annual revenue and help it reach profitability. Helbiz is hardly the only shared micromobility operator battling to achieve profitability. It’s a situation that most companies in this volatile industry are in today. Helbiz has arguably a tougher road ahead. The company has been facing down a delisting from the Nasdaq for trading way below the $1.00 per share minimum. Bird, the only other publicly traded micromobility company, is facing a similar delisting risk. Helbiz appears to be using the Wheels acquisition as a lifeline. However, Wall Street — at least based on the Helbiz share price — isn’t impressed with the company’s promise to deliver “over $25 million in revenue for the full year of 2022,” tap into Wheels’ user base of 5 million riders and expand into new markets like Los Angeles. Investors seem to be taking a negative view. Helbiz shares fell 8.10% on Tuesday to close at $0.28. The share price has fallen some 65% since it initially made its acquisition announcement. But that drop is nothing compared to freefall it has experienced since its opening debut in August 2021 of $10.20. In order to regain Nasdaq compliance, Helbiz has to find a way to increase its stock price 257% for a minimum of 10 consecutive trading days prior to January 16, 2023. Why investors didn’t take the bait? Perhaps it’s the company’s dwindling cash reserves, as of the company’s second quarter earnings report, its ambitious positive gross profit margin target or its restructuring plans. Helbiz CFO Giulio Profumo said the combined company expects to achieve positive gross profit margin within the next nine months and to achieve profitability at the operating level within the next 24 months. It seems Helbiz is counting on restructuring to help it reach that target. “We intend to restructure the combined company to accelerate our path to profitability by a combination of higher margin from the Wheels business, operational savings from redundancies across both companies, and reductions in the cost of revenue,” Profumo said. We’ve seen that kind of language before — Bird made similar comments were made before laying off 23% of its staff and exiting dozens of markets across the world, as did Tier before laying off 10% of Spin’s workforce. Around the time Helbiz signed its intent to acquire Wheels, Wheels furloughed a handful of employees. Since then, the company has laid off many of those employees, according to one source familiar with the matter, but a Helbiz spokesperson told ZebethMedia some of the furloughed Wheels employees have been brought back. He also said that nothing has been planned in terms of layoffs yet. “There are gaps that each company fills in the other and we will use that for efficiency and cost saving,” said Matt Rosenberg, Helbiz’s North America head of communications.

Square Peg Capital closes $550M fund for Southeast Asia, Australia and Israel • ZebethMedia

It’s a tough market for venture capital, but Square Peg Capital is plowing ahead with its focus on Australia (where it is based), Southeast Asia and Israel. The firm announced today that it has closed its fifth fund totaling $550 million. This brings its total raised across all funds to about $1.6 billion. Square Peg has invested in more than 60 companies, and returned over $580 million to its investors across 11 exits at an IRR of 42%. Its counts Australian superannuation funds like Hostplus and AustralianSuper among its backers, and other LPs include new and returning investors from family offices, institutions and endowments. Part of Square Peg’s new capital will be used for its core venture fund, which invests in seed to Series B startups. It will also invest in the later stages of its best-performing portfolio companies through its Opportunities Fund. Square Peg Capital partners Tushar Roy and Piruze Sanbuncu Square Peg has a growing footprint in Southeast Asia, where partners Tushar Roy and Piruze Sabuncu are based. Roy told ZebethMedia in April that Southeast Asia is the firm’s fastest-growing geographical footprint. Half of its last $275 million fund, Fund 3, was invested in Southeast Asia. The firm is focused on five key areas in the region: consumer internet, fintech, edtech and the future of work, healthtech and SaaS. Some of Square Peg’s investments so far from Southeast Asian include LottieFiles, Doctor Anywhere and FinAccel. It’s new fund has also invested in recruitment automation platform Kula and open source Firebase alternative Supabase. Portfolio companies from other regions include Canva, Airwallex and ROKT in Australia, and Fiverr and AIDoc from Israel. In a statement, Sabuncu said, “We already know the potential Southeast Asia presents when we look at the basic macro numbers, but the last few years have proven that you can build global businesses from this region, or create new business models that can disrupt the way people access various services—whether it be lending, education or healthcare.”

Who’s most likely to buy Nutanix? • ZebethMedia

Last Friday, The Wall Street Journal quoted sources as saying that Nutanix was looking for a buyer. Some may not find that surprising given Nutanix’s recent financial performance, but the question is if the company were to sell, who would be the most likely to buy it, and would it be a better fit for a large public company or a private equity firm? (At this point we cannot resist noting that, well, we expected this.) Nutanix helps virtualize nearly every piece of hardware required to run a data center, which it calls hyperconverged infrastructure. It actually even sells its own hardware appliance loaded with the company’s set of services as one of its delivery methods. That puts it at the center of the hybrid cloud market. I know, that’s a lot of buzz words there, but the bottom line is that it can help companies bridge the gap between their data centers and public cloud offerings from companies like Amazon, Microsoft and Google. That makes Nutanix a pretty valuable commodity these days. In spite of the massive growth of these public cloud companies, much of the world’s workloads still live in private data centers, and finding ways to manage and connect these two worlds is a huge challenge for companies. You would assume a company like Nutanix would be in demand. In fact, it reports that more than 1,800 customers have spent over $1 million on its services. But growth at the company has stalled lately. In Q4 fiscal 2022, revenue declined 1% to $385.5 million from $390.7 million a year earlier. The top line was also lower than the preceding quarter, when the company reported $403 million. The good news is that despite the revenue dip, Nutanix’s annual recurring revenue (ARR) continues to rise — climbing 37% in Q4 2022 from a year earlier. Annual contract value (ACV) was also up 10% in the same period.

After glitch causes a two-hour global outage, WhatsApp restores service • ZebethMedia

To get a roundup of ZebethMedia’s biggest and most important stories delivered to your inbox every day at 3 p.m. PDT, subscribe here. Overheard at a VC/startup conference recently: Product market fit is like a product going around from weirdly shaped customer group to weirdly shaped customer group, like that old kid’s book “Are you my mommy?” Startups can be a little bit like that; sometimes the users can surprise you, and the product needs to ask a few different potential customer groups whether it is a good fit. Oh, and Dominic-Madori wants to hear Black founders’ stories of VC fundraising — If you are a Black founder with war stories (or if you know someone who does), get involved! — Christine and Haje The ZebethMedia Top 3 Startups and VC Bilt Rewards, which works with some of the country’s largest multifamily owners and operators to create loyalty programs and a co-branded credit card for property renters, entered unicorn status after securing $150 million in a growth round at a $1.5 billion valuation led by Left Lane Capital, Christine reports. Emergency response services have had a big boost of data thanks to advances in connected technology, with watches that can detect when their wearers are falling down and are experiencing trauma, cars that can pinpoint where their drivers are located and home systems that can transmit important data about fires when you cannot. These are just a few of the innovations we’ve seen in recent years, and today, a startup called RapidSOS is announcing some funding as it continues to connect the dots for emergency first responders, Ingrid reports. And we have five more for you: 8 questions to answer before your startup faces technical due diligence Image Credits: kutaytanir (opens in a new window) / Getty Images Outsiders study multiple facets of a startup to determine its value and quality, and codebase health is one of them. A pitch deck is just part of the story, writes Matt Van Itallie, founder and CEO of codebase analytics company Sema. After technical due diligence (TDD) begins, no amount of storytelling can cover the secrets buried in GitHub and Jira. To help companies prepare for TDD, Van Itallie has written a primer with eight questions founding teams must be able to answer confidently. Tomorrow, we’ll run his detailed TDD checklist. Three more from the TC+ team: ZebethMedia+ is our membership program that helps founders and startup teams get ahead of the pack. You can sign up here. Use code “DC” for a 15% discount on an annual subscription! Big Tech Inc. In the midst of trying out the new Google Pixel 7 Pro’s camera, Haje found “a really dumb, totally avoidable flaw” that detracts from what is otherwise “the best camera phone out there,”and he is telling the world. Speaking of product reviews, Brian has a closer look at macOS Ventura. Also, it’s probably not wise to have your law firm on the opposing side of the same issue. Natasha M brought this to Launch House’s attention when news of a harassment investigation surfaced and now reports that the venture-backed founder’s club split with its law firm. And we have five more for you:

Lyft relaunches monthly subscription plan at half the price • ZebethMedia

Ride-hail giant Lyft has relaunched Lyft Pink, its monthly subscription plan, at half of its previous price. At $9.99 per month or $99 per year, the new membership offers perks like free priority pickups and a discount of “at least” 5% on Preferred, Lux and XL rides, the company said Tuesday. Members will also receive three free cancellations per month, a free monthly bike or scooter unlock, free Sixt car rental upgrades, roadside assistance for your own car up to four times per year and Grubhub+ discounts. Previously, Lyft Pink provided members with discounts on all rides. The company said, on average, members saved $29 per month on rides, excluding the cost of membership. So really they saved $19 on rides on average. Lyft is also pushing a higher tier or membership for riders who like to get on bikes and scooters. The Lyft Pink All Access plan, at $199 per year, has all the perks of Lyft Pink with unlimited 45-minute pedal bike rides, free unlimited e-bike and scooter unlocks, discounted e-bike or scooter minutes in participating cities, and three bike or scooter guest passes per year, according to Lyft. Top drivers enrolled in Lyft Rewards, the ride-hail company’s rewards program for drivers, will now also have access to a free monthly Lyft Pink membership, the company said. In advance of third-quarter earnings, Lyft is putting in work to get more riders on board and increase its margins. The company last week raised the service fee it collects from riders to combat the rise in insurance fees.

Can you teach an old game new tricks? • ZebethMedia

Blizzard has a lot going on. The company’s leadership is a toxic trash heap nightmare (hi Bobby Kotick!) and it’s only partially cleaned house. Its failure to deliver on the lofty promises of the Overwatch League makes the game’s scene, both competitive and casual, even less of a sure thing. And Microsoft is currently in the process of trying to buy parent company Activision Blizzard, an outcome that would further consolidate the gaming industry but might ultimately help save Blizzard from itself. In the midst of all of this, Blizzard released Overwatch 2, making a risky bet that lightly modernizing the aging multiplayer hit would be enough to keep it relevant in a new era of ubiquitous online gaming. Overwatch 2 is technically a “sequel” to the cartoon hero-based team shooter, but you’d be forgiven for thinking you were playing the same game that launched back in 2016. Some things are new. The core gameplay is now 5v5 instead of 6v6. There are three new heroes at launch (Kiriko, Junker Queen and Sojourn) with more on the way in later seasons. You can take these new heroes out for a spin on a handful of new maps — Toronto, New York City and Monte Carlo among them — and in a new reverse tug-of-war game mode where you fight it out to move a large jogging robot the furthest. There are also graphical improvements that will probably stand out more to people playing Overwatch 2 on PC and not to folks like me, playing casually on last-gen consoles (I know) or to anyone so overwhelmed by Blizzard’s telltale particle effects that they can’t even tell what’s happening half the time (also me). The big question: Is it enough? From lootboxes to a battle pass Arguably the biggest change here, and the reason why, controversially, you can’t play on old Overwatch servers, is Overwatch 2’s shift to free-to-play. When the original Overwatch launched, Fortnite’s Battle Royale mode — and slightly later, Epic’s Battle Pass — hadn’t taken the world by storm yet. In the original Overwatch you’d play and level up, earning randomized loot boxes along the way or buying them if you really felt like it. Overwatch 2 adopts the seasonal battle pass model that competitors like Fortnite, Valorant and Apex Legends use, selling players a subscription for unlockable perks like skins and voice lines. Controversially, I actually like the battle pass model in theory. Going free-to-play is great for casual players that dip in and out for a few months here and there or for anyone trying to convince friends to check out yet another new game. And the seasonal progression gives people who play casually a sense of progress, though arguable the loot boxes did this just as well. So far in Overwatch 2, the battle pass doesn’t offer a ton to look forward to. One problem is that unlike a game like Fortnite where everyone can use every skin, there are 35 playable characters in Overwatch. With each stage of the battle pass only offering one skin and many players specializing in a single hero or a small rotation of them, the odds aren’t great that there’s even something juicy in there for everyone. The non-skin unlockables aren’t very exciting either and it’s weird that in the course of launching a brand new game (supposedly!) Blizzard didn’t think of cooler ways for players to visually customize their characters beyond souvenirs, which after playing for hours I still haven’t even noticed. Maybe some players are excited about the battle pass — and that’s great — but it’s clear Blizzard is just trying to drive everyone to buy skins in the shop. So far the broader player base doesn’t seem very happy about it, actively campaigning to persuade people to save their money so the company learns a lesson. Overwatch 2’s shop offers a rotating selection of skins, but many of these once came for free through loot boxes, which were, all around, a much more fun experience. I only played Overwatch regularly for a handful of months years ago and I was surprised just how many skins I collected back then that now regularly retail for $20, which feels like way too much. Especially for stuff that you used to be able to earn by playing the game. The first Overwatch 2 Halloween event even has a special skin you can earn by watching streamers on Twitch, but the skin is… the same Winston werewolf Halloween skin that was in the game in late 2016. There’s obviously a lot of chaos at Activision Blizzard these days, but a lot of this comes across as phoned in, considering that the game is brand new. That said, the skin is very cute (werewolves!) and although I am truly awful at Winston I’ll be streaming Overwatch 2 because I don’t have it. Image Credits: Blizzard Three new heroes offer new ways to play Overwatch’s characters have always been the heart of the game and the new game is no exception, introducing three new heroes: Sojourn, Junker Queen, and Kiriko. The three female heroes — one tank, one DPS and one support — round out the cast in a nice way. It feels like a lot of thought went into Kiriko in particular, and she plays like a mix of Moira and Genji (or arguably Zenyatta), bringing some nice mobility options to the support position with the ability to fly across the map on cooldown to follow other players. The skill ceiling is obviously high here (she can heal and throw little daggers at the same time!) so there’s a lot of depth to what will be possible with Kiriko. Sojourn and Junker Queen also have fun kits and seem promising, with the former offering a very mobile power slide and Soldier 76-ish DPS and the latter introducing a damage-over-time tank with a cool Mortal Kombat-esque knife throw that pulls enemies right to you. Necessary aside: As a longtime WoW player,

Microsoft says GitHub now has a $1B ARR, 90M active users • ZebethMedia

As part of its earnings call, Microsoft today announced a number of new data points for GitHub, the massively popular code repository service it acquired for $7.5 billion in 2018. According to Microsoft, GitHub now has an annual recurring revenue of $1 billion, up from a reported $200 to $300 million at the time of the acquisition. The company also announced that the service now has over 90 million active users on the platform, up from 28 million when the acquisition closed and 73 million last November, when Thomas Dohmke replaced Nat Friedman as the service’s CEO. This marks the first time Microsoft has shared any financial data about the service the acquisition closed. “Since our acquisition, GitHub is now at $1 billion annual recurring revenue and GitHub’s developer-first ethos has never been stronger,” Microsoft CEO Satya Nadella said in today’s earnings call. “More than 90 million people now use the service to build software for any cloud, on any platform — up three times.” For the most part, Microsoft let GitHub be GitHub since the acquisition closed. Early on, a lot of developers — and especially open-source advocates — worried that Microsoft would change the way the service operated and reduce its free offerings in order to squeeze more money out of it. But instead, GitHub expanded its free service and has continued to embrace open source and open-source developers. Meanwhile, projects like GitHub Copilot probably wouldn’t have been possible without the help of Microsoft. And while some users defected to GitLab and other services, the new users numbers speak for themselves.

New Zealand Uber drivers win case declaring them employees • ZebethMedia

A group of Uber drivers in New Zealand won a landmark case Tuesday against the ride-hail company which will force Uber to treat them as employees, rather than independent contractors. New Zealand’s employment court decision only applies to four drivers who were part of a class action lawsuit filed last July, but the ruling may have wider implications for drivers across the country keen on qualifying for worker rights and protections. The move in New Zealand comes just a couple of weeks after the U.S. Department of Labor proposed widespread changes to how gig workers should be classified. Specifically, the proposed ruling seeks to classify gig workers as employees if they are economically dependent on the company for which they work. The formal decision in New Zealand was made in respect to the individual drivers in the case. The court doesn’t have jurisdiction to make broader declarations of employment status for all Uber drivers, according to chief employment court judge Christina Inglis. That means all other Uber drivers don’t immediately become employees; however, Inglis did say the decision “may well have broader impact” because of the “apparent uniformity in the way in which the companies operate, and the framework under which drivers are engaged.” In the ruling, the Employment Court said that even though a worker’s contract might define them as an independent contractor, that definition depends more on the “substance of the relationship and how it operated in practice.” “The Court accepted that some of the usual indicators of a traditional employment relationship were missing,” reads the ruling. “However, it was found that significant control was exerted on drivers in other ways, including via incentive schemes that reward consistency and quality and withdrawal of rewards for breaches of Uber’s Guidelines or for slips in quality levels, measured by user ratings.” The court found that Uber had sole discretion to control prices, service requirements, guidelines, terms and conditions, marketing, relationships with riders and more. “Uber was able to exercise significant control because of the subordinate position each of the plaintiff drivers was in and which its operating model was designed to facilitate and did facilitate,” according to the ruling. Two unions, First Union and E tū, took up the case last year on behalf of more than 20 drivers. Their goal was to override a legal precedent set in the Employment Court in 2020 that ruled a driver was not an employee. Labor rights activists argued there, as in the U.S. and everywhere else, that because an Uber driver’s rate is set by Uber, the company controls wages, which puts it in employer territory. At the time, the judge ruled that the driver actually had control over their wages because they could be paid less or improve the profitability of their business through adopting cheaper business costs. Tuesday’s ruling will grant the drivers in the case sick leave, holiday pay, minimum wage, guaranteed hours, KiwiSaver contributions, the right to challenge an unfair dismissal and the right to unionize, according to New Zealand’s labor laws. First Union is now accepting Uber drivers to join as members for a discounted fee of $3.05 per week and would move to initiate collective bargaining. The union says Uber drivers may be owed backpay for lost wages, holiday pay and other entitlements. “This is a landmark legal decision not just for Aotearoa but also internationally,” said Anita Rosentreter, First Union strategic project coordinator, in a statement.  Uber did not respond in time to ZebethMedia for a comment, but a spokesperson for the company told The Guardian that the company would be appealing the decision, and that it was “too soon to speculate” how the court ruling would affect the company’s operations in New Zealand more broadly. The decision in New Zealand is the latest in a string of international cases where workers have fought for employment rights from gig economy companies. Last December, the U.K. High Court dealt a massive blow to Uber by declaring the business was unlawful and by classifying gig workers as “workers,” a new classification that allows for the flexibility of independent contract work and the rights of employee status. Last year, an analysis from the International Lawyers Assisting Workers Network, a membership organization of trade union and workers’ rights lawyers, showed gig companies like Uber and Deliveroo had faced at least 40 major legal challenges in 20 countries, including Australia, Brazil, Canada, Chile, South Korea and across Europe.

Chris Sacca on climate investing right now; the opportunity “almost feels unfair” • ZebethMedia

Today, for a series of climate-related conversations organized by the global venture firm SOSV, we interviewed famed investor Chris Sacca, whose investment firm Lowercarbon Capital is managing $2 billion in capital across one fund that’s focused on nuclear fusion, another fund focused expressly on carbon removal, and the rest across a wide spectrum of bets. In our chat, Sacca dismissed questions around whether efforts like carbon capture can work at scale. (“The naysayers kind of fuel me, actually.”) He also said — naturally — that he has “no doubt we will have multiple companies worth trillions of dollars that emerge from our portfolio.” It wound up being a fairly wide-ranging conversation and you can watch it in its entirety at page bottom. Meanwhile, below are excerpts from our chat, edited lightly for length. The big news of the moment is the inflation Reduction Act. It allocates more than $300 billion to energy and climate reform, $60 billion for boosting renewable energy infrastructure, and manufacturing like wind turbines and solar panels. At the same time, it fell short of what climate activists really wanted to see. What do you make of it? Look, the President himself called it a big fucking deal. And it is. It’s a huge step forward for our industry, for our country, and the planet– no doubt about it. Bless the activists. I love where their hearts are, but we have to be pragmatic about this, and we don’t have time for purity tests. . . It was better than we could have expected, frankly, and we’re glad everyone got to the table and hammered on a solution. Were you consulted by anyone in Washington? We weren’t. Actually, I have an allergy to Washington. One of the reasons we started Lowercarbon was after years of basically rebuilding the democratic tech stack, I got a little burned out by a process that’s so many degrees removed from the ultimate solution. So we built Lowercarbon to say, look, we can build climate solutions now, where it’s up to us to deliver something that consumers and businesses want to buy from us. If we have any relationship with government, it’s government as a buyer.  If free money falls out of the sky, we’ll take it, but everything we’ve done now makes sense because the unit economics are there to go ahead and compete head to toe with products that are predicated on petroleum. It was actually just a bonus that the IRA got passed, but we weren’t counting on it. Your timing is remarkable, considering that even if we were to enter into recession at this point, this money is now going to be flowing into the economy, making climate investing relatively bulletproof. [Climate investing] is recession proof, even without the IRA. Everything we’re doing is providing a substitute good. That’s what almost feels unfair. You spend years building Twitter and you put it up in the app store and you hope somebody gives a damn. It could be a really well-designed product, but maybe no one cares, whereas everything we’re building right now, we actually know the demand for it. And if we deliver a better, cheaper, faster, cooler, easier-to-use, sexier products, then we’ll even grow the market. So I actually think this is some of the easiest investing we’ve done. What’s happened in the war in Ukraine, the shortages of energy facing Europe, overall climate disasters around the planet, the commitments that companies have made to decarbonize, and the reality that clean energy and clean products are reaching price parity are just massive tailwinds that we’re trying to keep up with, frankly. You busted out of the gate last year with an $800 million fund. Then this spring, you announced a $350 million fund that was focused exclusively on carbon removal. Why break that out as a standalone effort? So basically carbon pollution that we put in the atmosphere, we’ve got to get back out . .  and that can happen in a wide range of ways, from direct air capture — those big fans out in the desert that are sucking air — to accelerating biological processes [like] crushing up rock that carbon loves to attach to, or growing algae or kelp. And so we have a fund dedicated exclusively to that. It’s a burgeoning industry; we’ve partnered with companies like Stripe and the Frontier Group that they brought together. And that was a separate fund because . . . we saw the cost of building this stuff come down so precipitously, and the revenue available and the spend available go up so precipitously [that] it reminded us of the early days of Y Combinator [when] the cost of building a company had come down by orders of magnitude. Money doesn’t always produce results. It’s exciting that there’s so many options now and so much money is flooding into carbon capture, but do you worry that industry is going to say, ‘We’re putting money into this marketplace,’ or ‘We’re putting money into this technology, so we can continue on with our bad behavior’? I am not concerned because, frankly, digging up and burning old dinosaur bones is expensive, so every time we remove that from a process or a product, we make money. And carbon has real value. When we capture carbon, there are uses for it. We upcycle it into jet fuel. We’re now embedding it in stuff like concrete, so there is value there. So companies can continue with what you call bad behavior, but that’s just bad business. And so yes, I mean, greenwashing and fake ESG funds and stuff like that are bullshit. But the reality is anyone who continues down that path is just gonna get left behind by the biggest economic transformation in the history of the planet. A lot of skeptics question whether carbon capture will work at scale. I recently read that the world’s largest carbon direct air capture facility that’s currently under construction is expected to remove only

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