Client Spotlight

We invite you to get to know our clients better. Click on any of the names below to read their stories, or watch one of our feature client videos. For a more in-depth look, read our case studies!
Parallel Wireless' logo
Space Together's logo
Merico's logo
Waitwhile's logo
Tellus Labs' logo
FairFare's logo
Skillist's logo
Celect's logo
Orbit Fab's logo
Loro's logo
Home Binder's logo
Abridge News' logo
Ignis Kinetics' logo
Day Zero Diagnostics' logo
IterateStudio's logo
Auto Pilot Medical Technologies' logo
Atomos' logo
Featured Client Videos

We talked to founder Brian Morin to learn more about Soteria in December 2019…

Tell us about your company. What problem are you trying to solve?

Soteria has developed a novel architecture for lithium-ion batteries that greatly improve safety, while also improving cost and energy density. Traditional lithium-ion cells are subject to safety events that can be incredibly costly and dangerous. Soteria’s mission is to end those safety events forever.

How did your company get started?

CEO Brian Morin and CTO Carl Hu founded the company with the idea that this technology could become broadly adopted if they took the right approach. They realized that even in the face of fantastic technical results, the industry wasn’t willing to risk a critical component on one small company. They needed broad adoption and choices. With that in mind, they founded Soteria as an open-innovation industry consortium that pulls together expertise throughout the supply chain to work together to achieve the common goal of safety.

Why is your team well-positioned to solve the problem you’re tackling?

Because we aren’t doing this alone. With the help of our consortium, we are bringing together world class expertise in different areas so that no one person has to solve the entire puzzle. We help bring in small companies that have strong innovations and large companies that have the ability to scale up and reach the market.

What’s the biggest lesson you’ve learned along the way?

Establishing and building upon relationships is the key to long-term success. No one company can achieve a goal of ending lithium-ion battery fires by itself. By working together, we can make this technology broadly available, potentially saving the lives of those who would otherwise be caught in those safety events.

What resources do you rely on to help your company grow?

We often rely on the resources of our consortium members. We pick high integrity partners who believe in our purpose and our approach to the industry, such as DuPont, NASA, Mercedes-Benz, Bosch and others. With their help, we have made more progress than we ever could have done by ourselves thanks to their resources and their expertise.

We talked to founder Otto Hanson to learn more about TermScout in November 2019…

Tell us about your company. What problem are you trying to solve?

TermScout helps people and businesses understand the billions of contracts and privacy policies we agree to every year.  We’re building a platform like Yelp or Healthgrades, but for contracts.

How did your company get started?

We started in 2018 at the Global Legal Hackathon.  Two lawyers and four engineers spontaneously joined together to solve this one legal problem.  We chose this problem because we believe that we shouldn’t have to agree to terms without having an easy way to quickly understand whether what we are agreeing to is okay.   We called the project LexLucid then.

Why is your team well-positioned to solve the problem you’re tackling?

We have a scrappy team in Denver comprised of three lawyers who are passionate about contract transparency, one software developer who can build just about anything, and a COO who was a cofounder of Healthgrades.

What’s the biggest lesson you’ve learned along the way?

I don’t know about our greatest lesson, but I’ll share the greatest lesson we’ve learned this week: sometimes companies you think of as competitors can be your partners.  We opened a dialogue with a company that has great software capable of doing a lot of what we want to do (e.g., a potential competitor).  We approached them, knowing it was risky, and they said (and I’m paraphrasing) “we want to partner with you – we could use a team like yours to help us expand in that market, and we can’t go after it ourselves (at least not now).”  Oddly, we had similar conversations with a few other companies that offer contract lifecycle management services in the last week too.  So, the lesson of the week is, go into new relationships with an open mind and a partnership mentality, because you won’t know unless you try.

What resources do you rely on to help your company grow?

We rely on a lot of great people and tools to help us grow.  Investors who ask hard questions, mentors who dedicate time and network, an amazing team, a law firm that supports us with office space, the list goes on…   As a fellow legal tech company and a corporate attorney, we rely on Shoobx for many of our legal docs (including our last financing), cap table management, and as our data room.  We love the tool and can’t imagine life without it!

We talked to founder Kelsey Chase to learn more about Aumni Fund in October 2019…

Tell us about your company. What problem are you trying to solve?

Aumni empowers alternative investors with its proprietary technologies and processes to extract data directly from closing documents, auditing terms for accuracy and identifying potential business and legal risks.

How did your company get started?

The two co-founders, Tony Lewis and Kelsey Chase, first met as colleagues at Wilson Sonsini Goodrich & Rosati six years ago. They worked together on several transactions and eventually began brainstorming entrepreneurial opportunities related to legal and financial technology, including launching Aumni to address private capital market pain points.

Why is your team well-positioned to solve the problem you’re tackling?

Having managed large deal teams of attorneys and legal and administrative staff at the world’s largest law firms, Tony and Kelsey are well-equipped to identify talent, grow the team, motivate a healthy company culture and drive the success of the business. Our primary strengths include placing high value on client service and success, maintaining excellent relationships with our investors and advisors, as well as project management and execution to deliver world-class products and customer service.

What’s the biggest lesson you’ve learned along the way?

For years I observed the rollercoaster of emotions experienced by young startups as their outside counsel, but my perspective was from the sidelines. It wasn’t until I nurtured my own technology enterprise that I truly empathized with entrepreneurs around the true grit and an unrelenting commitment to excellence required to succeed.

What resources do you rely on to help your company grow?

Angel and venture investors, amazing talent and culture, and industry-leading business advisors and mentors. Also, we’re very proudly growing Aumni out of Salt Lake City, UT!

We talked to founder Souvik Paul to learn more about CathBuddy in September 2019…

Tell us about your company. What problem are you trying to solve?

At CathBuddy, we’re developing a reusable intermittent urinary catheter system to improve the standard of care and reduce UTI incidence for people who have neurogenic bladder. Today, most people with neurogenic bladder have to use single-use standard straight catheters in order to urinate—these catheters are essentially long plastic tubes that are really difficult to insert and remove without getting covered in pathogens that lead to UTIs. They’re so hard to use that some studies have placed the average UTI incidence in a 12 month period at 40-60%, even if people are using sterile catheters each and every time! We’ve developed a 3-part system that makes it much easier to lubricate and insert catheters without touching them directly—it consists of a reusable, RFID-tagged catheter; a removable insertion aid that provides stability and prevents direct contact with the catheter until it is inside the body; and an at-home sterilization device that can sterilize a day’s supply of catheters simultaneously. By implementing the system, which would be the first reusable catheter system to hit the market in about four decades, we can reduce healthcare costs by hundreds of millions of dollars a year and reduce plastic waste by up to 85 million pounds every year.

How did your company get started?

A few years ago, my good friend Carina was in a car accident and sustained a spinal cord injury. After spending a few weeks visiting her in the hospital, I saw how difficult her adaptation to life with a spinal cord injury was, and wanted to help in any way that I could. I was beginning graduate school to become an industrial designer at the time, so I spent the next two years learning about spinal cord injury and disability and designing products and services to help people like Carina. I found out that her insurance payor didn’t provide her with enough catheters in a month to regularly urinate, so she had to reuse her catheters. As a result, she was constantly getting UTIs. After doing some research, I found out that a lot of people re-use their catheters for financial reasons—by boiling them, microwaving them, or rinsing them out with soap and water, all before storing them in non-sterile Tupperware containers. I decided to design a catheter sterilizer as part of my graduate thesis to make reuse safer. Little did I know back then that even after graduating and starting a full-time position as a design strategist at Johnson & Johnson, I’d continue to work on the idea, that the idea would grow and evolve quite a bit, and that eventually I’d leave my job at J&J to pursue it full-time.

Why is your team well-positioned to solve the problem you’re tackling?

Between myself and CathBuddy’s Chief Medical Advisor, Dr. Daniel Wollin, we have a very strong foundation in product development and clinical expertise in catheterization and urological health. Like I said earlier, I’m trained as an industrial designer (with a few years as a Wall Street trader under my belt) and have worked at Johnson & Johnson as a design strategist and project manager, where my responsibilities included implementing design thinking methodologies in order to identify user needs and develop products and services that addressed those needs. This included bringing ideas from concept to commercialization in the context of a multidisciplinary team. Dr. Wollin is a urologist who has trained at the University of Chicago, NYU, and Duke University; he’s currently practicing at a major area-hospital in Boston while finishing up his own design degree at MIT (Integrated Design & Management). Not only do we have the technical expertise to execute on our vision, but we have a ton of empathy and personal motivation to solve the problem that our friends and patients face. We’ve supplemented our skill sets with an advisory board that is staffed by urologists, engineers, commercialization experts, and others. Our team is currently pretty small, but we’re looking to expand it as soon as we close our current funding round.

What’s the biggest lesson you’ve learned along the way?

This will sound corny, but along the way, we’ve learned exactly what it means to never give up. The amount of rejection that you can receive as an early-stage start-up is pretty breathtaking. It’ll happen on your best days when everything else is going great, and on your worst days when you desperately need a win. Either way, we’ve learned to give ourselves a few minutes (and perhaps a beer) to be sad about the latest rejection, before brushing ourselves off and getting back to it. When you’re trying to do something that will fundamentally change the status quo, you have to be prepared to defend your vision tooth and nail and to face a lot of skepticism.

What resources do you rely on to help your company grow?

We’re developing a multi-part physical medical device, so we utilize a ton of rapid prototyping technologies—3D printing, laser cutting, Arduino-based electronics—in order to turn ideas into physical artifacts that we can place into the hands of users for feedback. From a networking and fundraising perspective, we were recently accepted into the latest cohort of a Dallas-based healthcare accelerator, Health Wildcatters, and will be utilizing the resources of the program to really ramp up our growth in the next few months. On the administrative and legal side of things, Shoobx has been an absolutely great service—it arms us with the streamlined legal workflows so that we can spend more time building things and less time drafting documents with our lawyers!

We talked to founder Dan Hurwitz to learn more about TowerIQ in July 2019…

Tell us about your company. What problem are you trying to solve?

TowerIQ is an enterprise SaaS company founded to create simple, yet powerful digital experiences that revolutionize the way people work in the insurance industry. As the industry has evolved and new products/services are now required to meet customer needs, we help change the way people work by powering a new age of digital brokers, carriers and clients to automate and optimize workflows themselves and leverage traditionally hard to access data to surface insights on new business opportunities.

The result is that all stakeholders along the digital insurance value chain have simultaneous information and optimized processes spanning from broker to carrier to client and back… This improves daily agility to react faster to clients needs without the data chaos and manual inefficiencies typically created by legacy applications and unstructured data locked in spreadsheets and PDFs. With the TowerIQ Platform, organizations can offload these low value repetitive tasks, so agents can focus on managing client information in policy applications used for renewals or new policies, as well as drive data analytics for more targeted marketing and sales efforts.

How did your company get started?

TowerIQ was founded in 2017 by Adam Demos (AppAnnie), Dan Hurwitz (Willis Towers Watson), and Michail Medvinsky (Plastiq and Fidelity) to revolutionize the way that clients, brokers, and carriers collaborate and execute business across the value chain.

Adam initially formed the company after realizing how he could apply a related set of data analytics tools he helped take to market at App Annie to help commercial insurance customers surface deep insights and uncover new business opportunities in their data. He then connected with Dan, who as a former insurance agent saw first hand how difficult it was for him to do his job on a daily basis. The information he needed to collect placement and exposure data was stored in a wide variety of unstructured formats and siloed systems. While he wanted to spend the majority of his day selling and interacting with customers, the reality was that he was constantly manually rekeying information from PDF files into multiple excel spreadsheets to create policy applications or renewals.  Finally, Michail rounded out the team bringing a wealth of technical experience in the financial industry and a deep understanding of how to architect and deliver a flexible, data-first platform to handle both industry standard file formats and custom, company-specific data schemas. This became the nucleus of skill sets required to aggressively attack the problems our commercial insurance customers are facing.

Why is your team well-positioned to solve the problem you’re tackling?

Solving the toughest problems as an Insurtech requires a number of different specific skill sets starting with a very deep understanding of the core challenges agencies and carriers are up against as they attempt to modernize a 100+ year old business model. We have experienced technologists and leaders of industry working together who have solved similar information management and digital experience challenges across industries including insurance. But most of all in this market… it takes a fun, smart, curious, and relentlessly customer obsessed group of people that can pivot, adapt, and problem solve on a daily basis to create real value for our customers.

What’s the biggest lesson you’ve learned along the way?

We continue to learn lessons along the way from our investors, advisors, and customers. What is clear is that there are a few core tenets to being successful in redefining this industry.

  1. The hardest problems to solve around data normalization and integration/connectivity seem to uncover the greatest value for customers. Rather than simply trying to map data to a few industry standard data structures, the platform needs to be flexible enough to handle any type of custom data schema as new types of insurance businesses and products are being introduced every day.
  2. Solutions need to be delivered without the need for coding. Account Managers, brokers, business analysts or operations end-users need to be able to work with data in an intuitive, visual way, without the need for deep technical skills or coding.
  3. Insights and data need to be transparent and accessible by all parties, but with access controls and security that safeguard against compliance and security violations.

What resources do you rely on to help your company grow?

TowerIQ is supported by investments from General Catalyst, Hyperplane Venture Capital, Clocktower Ventures, Vestigo Ventures, and Laconia Capital Group. This network of individuals bring a passion to our business and possesses a wealth of knowledge that when combined with our industry advisors will help us execute our mission.

From a technology perspective, we have a distributed engineering team, so leveraging a variety of cloud platforms including Zoom, Slack, Hubspot, Google Docs, and of course Shoobx!

We talked to founder Roland Vogl to learn more about Merico in February 2019…

Merico's logo

Tell us about your company. What problem are you trying to solve?

Merico is a code analytics company. We are developing algorithms to measure developers’ contributions to software projects.

Our technology offers a new approach for company managers to evaluate software engineers’ performance in an objective, transparent and efficient way. It can also help job seekers showcase their contributions to open-source projects, receive badges and list them on their resumes.

Additionally, we are building a solution for open-source projects to assign project income to developers based on their contributions. This model solves two critical problems for open source projects. First, developers currently do not fully participate in the value they contribute to the project. At this point, our solution is the only existing mechanism to distribute the income of an open source project to all its contributors. Second, developers currently do not get any downstream income for the code they created, which may be generate licensing income over a long period of time. The salary or the so-called bounties they were paid when they generated the code, are merely one-time payments. We feel that their intellectual contributions to a project can merit continuous, long-term returns, and we are providing them with a mechanism to receive royalties for their individual contributions to a project.

How did your company get started?

Our company originated from a moonlighting research project on quantifying the development value of code contributions. Our co-founder and CEO Jinglei was a Researcher at Microsoft Research when he met our co-founder and CTO Hezheng, a PhD student at UC Berkeley, at the wedding of a common friend (all of them are alumni of the Tsinghua University, one of China’s top-ranked university). Both Jinglei and Hezheng are very passionate about letting coder’s individual contributions stand out and enable them to capture the value of their code. To realize this ambitious vision, the our platform will have to provide an environment where participating developers from around the world, with different technical skills and cultural background, can trust each other. To facilitate this trust creation, we realized that we can leverage so called smart contracts on the blockchain. This in turn involves many practical legal issues. Consequently, Jinglei and Hezheng reached out to Roland, Executive Director of the Stanford Program in Law, Science and Technology and CodeX – The Stanford Center for Legal Informatics. Roland joined Jinglei and Hezheng, and the team worked together on this idea for over a year before deciding to start a company.

Why is your team well-positioned to solve the problem you’re tackling?

Our work is based on insights gained from a rigorous multi-year research effort and on a team that can implement our big idea in an easy to use platform. We are seasoned researchers and experts with complementary skills in software systems, software engineering and legal informatics. We published the research underlying our company in a short paper entitled “Towards Quantifying the Development Value of Code Contributions” (https://per.pub/A1Pd7xaM.pdf) in the 26th ACM Joint European Software Engineering Conference and Symposium on the Foundations of Software Engineering (ESEC/FSE ’18), a premier academic conference on software engineering.

What’s the biggest lesson you’ve learned along the way?

Can algorithms assess the value of individual software developer’s code contributions? We had a thesis that this can be done, but quite frankly, had our own doubts about the feasibility of this endeavor. But through our experiments we confirmed that algorithms can do exactly that with a performance level that is comparable to humans assessing developers’ code contributions. We surveyed open-source developers by asking them to compare the importance of code commits in pairs, which are either authored by themselves or others. If we view code authors’ comparisons as the ground truth, human accuracy is less than 75%. Our current algorithms can already achieve over 73%. Keep in mind that the human assessment is always influenced by subjective criteria and personal interests. We cannot guarantee our algorithms cover every corner case, but in the long run, we believe our algorithms can provide a more accurate assessment of the value of a developer’s contribution to software project.

What resources do you rely on to help your company grow?

We’re running a globally distributed team of developers. We use Shoobx to help us manage important HR and other important corporate processes.

We use other platforms to manage our work tasks and internal communication.

Aside from that, we rely on a network of very smart investors and advisors who are equally excited about our company’s mission, and who help us tremendously with their guidance and industry insight.

We talked to founder John Andrews to learn more about Celect in January 2019…

Celect's logo

Tell us about your company. What problem are you trying to solve?

Celect is a cloud-based, predictive analytics SaaS platform that helps retailers optimize their inventories through data-driven decisions in-stores, online, and across the supply chain, resulting in double-digit percentage revenue increases.

In today’s volatile market, where financial pressures persist and customer expectations evolve rapidly, retailers must make more effective inventory-related decisions. The stakes have never been higher when it comes to determining what, when, where and how much customers will buy, and Celect offers retailers a reliable way to anticipate consumer demand at a localized level to make smarter, more profitable inventory decisions throughout the merchandise planning and allocation (MP&A) process.

How did your company get started?

Celect was founded in 2013 by two MIT professors, Vivek Farias and Devavrat Shah, based on research they had done around how to model the purchasing choices consumers make. This fundamental advance in customer choice modeling powers the underlying machine-learning and optimization technology behind Celect’s platform today, called by MIT’s Computer Science and Artificial Intelligence Laboratory one of the 50 greatest innovations it has ever produced.

Why is your team well-positioned to solve the problem you’re tackling?

Our award-winning technology, which includes six patents, allows retailers and brands to predict future buying behaviors and patterns (across all channels, including both online and in-store) with extreme accuracy, at scale, so they can make more effective merchandising, allocation and fulfillment decisions.

Additionally, our solution suite is purpose-built for retail and we’ve successfully helped top brands such as the ALDO Group, Lucky Brand, Neiman Marcus, Polo and Urban Outfitters increase revenue and gross margins, reduce markdowns, increase full-price sell through, boost in-store conversions and minimize stockouts — all while improving the shopper experience.

What’s the biggest lesson you’ve learned along the way?

One of the biggest lessons learned from the countless conversations we’ve had with different retailers is there is no silver-bullet solution. However, in an industry undergoing an unprecedented transformation where in-store revenues and foot traffic are in decline, bottom line improvements require a clear understanding and ability to adapt to customers’ ever-changing needs in advance, across multiple channels. That’s exactly where Celect comes in.

Moreover, inventory continues to be both a retailers’ largest liability and greatest asset. Those who leverage their data effectively with advanced analytics can take the guesswork out of the picture and make more informed inventory investments catered toward a true understanding of customer demand.

What resources do you rely on to help your company grow?

Our recent round of funding – $15 million in Series C financing led by NGP Capital and existing investor Fung Capital – will help fuel our growth as we progress into the new year. The plan is to expand our engineering and sales teams, further enhance our patented technology solutions, and aggressively grow market share. We’re excited to continue our work and ensure all retailers can make accurate demand predictions that optimize retail inventories throughout the entire product lifecycle, from planning and buying through allocation, fulfillment and markdown.

We talked to founder David Hojah to learn more about Loro in December 2018…

Loro's logo

Tell us about your company. What problem are you trying to solve?

70 million people require a wheelchair worldwide. They suffer from physical barriers, social exclusion, and health and safety concerns, all of which also have psychological impacts. People with disabilities such as ALS experience limited mobility due to muscle degeneration, resulting in 1) limited neck mobility 2) limited communication. This leads to a significant decrease in their fields of vision and ability to point and speak. The lack of suitable assistive technologies to help them navigate safely inspired us to work to break down the barriers of social connectivity and help them increase independence.

How did your company get started?

Based in Boston, MA, “Loro co” is an early-stage startup that is developing a smart companion robot for a wheelchair user named “Loro.” Loro empowers its users with increased independence and connectedness by enhancing their vision, communication, and safety. Loro, co. was started on October 2017 and officially incorporated and founded in 2018 by a diverse team of engineers, designer, and entrepreneurs, allowing us to create a holistic and user experience-focused product.

We started working on this after our friend and mentor “Steve” – an outdoorsy and enthusiastic landscape designer – had his life changed in 2006 after being diagnosed with ALS. Now Steve cannot turn his head to see his surroundings and has lost his voice. Steve is not alone. People with upper body immobilities have a limited field of vision and difficulty with simple movement such as pointing, which leads to inefficient communication. Patients are left frustrated and with a lack of independence and social connection.

To help Steve to solve his daily challenges, we attended the Assistive Technology Hackathon hosted by MIT hacking medicine where we were awarded the first place with our solution, Loro. Since then, we have been working closely with our partners such as ALS Association, the ice bucket challenge founders, and Massachusetts General Hospital to get feedback from the end users and caregivers. Also, we have a great support from Microsoft inclusive design lab, MIT ageLab, and Harvard University user accessibility lab.

Why is your team well-positioned to solve the problem you’re tackling?

We are a diverse and passionate team from different backgrounds from public health, engineering, Design, Computer Science, and business. Our team has been passionately working with people with disabilities and each founder has created technologies to improve their quality of life. Moreover, all the founders and team-members share the same mission to give people with physical challenges the ability to communicate, control, and connect with the world and loved ones.

What’s the biggest lesson you’ve learned along the way?

We have learned to listen carefully to all the stakeholders.

Another lesson: Act quickly and pivot early if needed.

What resources do you rely on to help your company grow?

We rely on being part of a larger entrepreneurial community as an extension of our own team. It would allow us to generate even more ideas, discuss challenges with more people and resources, and get feedback from a greater set of mentors. We are happy to to have many resources in Boston, all around the USA, and Europe. We are glad to be part of many programs and areas such as Harvard innovation lab, MIT, San Francisco, Copenhagen and Fit4Start in Luxembourg. We are always excited to be with global entrepreneurs to learn, share knowledge and grow faster and wiser together.

We talked to founder Ananth Kasturiraman to learn more about Skillist in October 2018…

Skillist's logo

Tell us about your company. What problem are you trying to solve?

Did you know that nearly 120M Americans over the age of 25 have at least a high school diploma but don’t have a four-year college degree? At the same time, there are millions of jobs that are best-suited for this population but go unfilled each year. This is a HUGE labor market mismatch, and it stems from a broken job application process.

For far too long, employers have relied on resumes and pedigrees (like a college degree) as proxies for skill which has put a strain on both businesses looking for the right talent and candidates looking for stable, career-advancing opportunities.

Skillist is on a mission to solve these problems by building a fairer, more effective job application platform.

How did your company get started?

Ananth, who started his career in consulting and nonprofit strategy, moved to Boston from sunny California to pursue his MBA with the longer-term vision of working in higher education. During his first year in school, he and some classmates decided to submit an idea for a community college career/advisory portalthe kernel of what would eventually become Skillistto the HBS New Venture Competition. Their idea made it to the competition finals and received some unexpected attention. Caroline, a Northeast native, had just finished a Master’s degree at the Harvard Graduate School of Education where she focused her studies on post-secondary success for underserved communities. A good friend (who ended up becoming Skillist’s first hire!) sent her a link to Ananth’s business plan and said “Hey Caroline – isn’t this exactly what you’re passionate about?”. Caroline reached out to Ananth, igniting the idea to build a company around this issue that inspired them both, and the rest is history!

Why is your team well-positioned to solve the problem you’re tackling?

With our team’s combined experiences, we have a deep understanding of both sides of the marketplace: jobseekers and employers. The co-founders thoughtfully built a team with hands-on experience in career advancement, higher education, corporate talent management, human-centered design, and more to make sure Skillist was built to be effective and have lasting impact. We also keep our ears close to the ground to make sure that our product continues to address the painpoints that jobseekers and employers have been feeling for years.

What’s the biggest lesson you’ve learned along the way?

  1. ABL (Always Be Learning): Be open to words of wisdom, expertise or feedback from the people in your company’s sphere of influence (investors, advisors, family or friends, the startup ecosystem as whole).

  2. Great teams are intentional: The hiring process can seem daunting when you’re starting a brand-new business but, if you take the time to find the right people to go on the journey with you, it’ll accelerate your performance and enrich your experience more than you know.

What resources do you rely on to help your company grow?

As a distributed team, we rely heavily on a number of collaboration and documentation tools to keep us seamlessly connected and organized. And, as you may have gathered from the question above, we have an outstanding team of advisors who we reach out to regularly for feedback and advice on our progress.

We talked to founder Laura Carpenter to learn more about Abridge News in September 2018…

Abridge News' logo

Tell us about your company. What problem are you trying to solve?

Abridge News gets people out of their news echo chambers by making it easy to engage with a balanced set of opinions on important news stories. Through a simple, engaging interface, a user can quickly understand and react to key arguments made on different sides of a debate. Our mission is to increase empathy and critical thinking in the world by promoting diverse perspectives.

How did your company get started?

Following the 2016 election, it felt as though the entire country became aware of some fundamental flaws in the way we engage one another when it comes to current events. Our team decided to build Abridge News because we wanted to connect people, not divide them. We launched www.AbridgeNews.com in October 2017 after a summer of testing and refining our concept in the Harvard Innovation Lab. Our iOS app launches in a month!

Why is your team well-positioned to solve the problem you’re tackling?

Our team believes that the issues facing traditional media can’t be solved with traditional media backgrounds. We are a tech-heavy team. Both of our co-founders are engineers and our editor is a former teacher. We hustle like crazy and are deeply connected with our company’s mission.

What’s the biggest lesson you’ve learned along the way?

Early on, I learned the importance of getting concepts in front of our users as soon as possible. Our users provide us with insights that we would have never gleaned on our own.

What resources do you rely on to help your company grow?

We love Shoobx! We also use Algolia, Firebase, Mailchimp, Hootsuite, Videoshop, Wordswag and Pixabay.

We talked to founder Daniel Faber to learn more about Orbit Fab in August 2018…

Orbit Fab's logo

Tell us about your company. What problem are you trying to solve?

Orbit Fab is building gas stations in space. Orbit Fab envisions a thriving in-space market for products and services that support both existing space businesses (communications and Earth observation) and new industries like space tourism, manufacturing, and mining. The first step is achieving ubiquitous availability of satellite propellant in Earth Orbit, expanding the operational potential of new and existing space assets and providing unprecedented business model flexibility for satellite owners. The future for satellites is no longer restricted to the fuel they are launched with. It is about getting the fuel and other materials they need, where and when they need it, to accomplish things never thought possible.

How did your company get started?

Founding CEO Daniel Faber previously led Deep Space Industries (DSI), pursuing a vision to mine asteroids. Co-founder Jeremy Schiel briefly joined DSI in 2017 before the pair teamed up to build a business that will execute the “next steps” in a product chain they believe will make asteroid mining a reality.

The cost of launching materials into space (millions of dollars per ton) means there is more value in leaving asteroid materials in space than bringing them down to Earth! The first products are expected to be fuel used by satellites. Faber and Schiel was to start supplying and trading propellants in Earth orbit. While the materials are currently all being launch from Earth, it is creating an active demand for asteroid materials.

Why is your team well-positioned to solve the problem you’re tackling?

Orbit Fab was founded in 2018 by Daniel Faber, an industry veteran and former CEO of asteroid-mining company Deep Space Industries, and Jeremy Schiel who brings international and new business development experience from the automotive industry. At Orbit Fab, they lead a global team of 15 experts in space systems, propulsion, logistics, simulation, and AI.

What’s the biggest lesson you’ve learned along the way?

This is Daniel’s 6th startup, across 4 continents. “It’s not complicated. Exceed your customers’ expectations and don’t run out of cash. Unfortunately, achieve both of those things together is not always easy!

What resources do you rely on to help your company grow?

We rely on our people above all else – their experience and initiative. We foster stakeholders and supporters across the industry, especially our customers. And of course we depend on our suppliers to be efficient and seamless, like Shoobx!

We talked to founder Justin Knapp to learn more about SpaceTogether in July 2018…

Space Together's logo

Tell us about your company. What problem are you trying to solve?
We found that most people that rent or own a commercial space were only in their buildings for 40% or less of the time, but paid for their space 24 hours a day. By connecting these owners and lessees with other business owners that need a building but don’t need it full time, we are helping to maximize the output of the commercial spaces that businesses spend so much money to operate.

How did your company get started?

My wife and I have a non-profit organization, and when we were looking for a new building, I was shocked that there wasn’t a platform to find commercial space to use as needed. Once we moved into our first building, I realized that I was paying for a space that I didn’t use all that much and was again shocked to find that there was no way for me to list the space I was paying thousands of dollars a month for. After doing a study into business owners with similar spaces, we found that 85% of those people were looking for the same type of service, so we created SpaceTogether.

Why is your team well-positioned to solve the problem you’re tackling?

The bedrock our culture at SpaceTogether is simple, we help people. So we have found very talented early hires that have the same passion to empower small businesses and non-profits. Every one of our employees has some experience where they, a friend, or a family member ran into a problem with commercial real estate where a platform like ours would have solved the issue.

What’s the biggest lesson you’ve learned along the way?

You will have huge days where you feel like you are on top of the world, along with really bad days where you wonder if this company is really going to do the things you planned for it to do. We’ve learned to take the good with the bad and learn from both. I would also say the investors and advisors that you surround yourself with could not be more important. We’ve always said that we’re looking for sparring partners that will punch you in the nose when you need it, and shock absorbers that are there in the tough or confusing times.

What resources do you rely on to help your company grow?

We’ve been really fortunate to learn from the successes and mistakes of founders before us. Our local community has been extremely helpful through organizations like Peak Startup (https://peakstartup.org). We’ve also learned so much from books written by founders, like “The Hard Thing About Hard Things” by Ben Horowitz, “Lost and Founder” by Rand Fishkin, and “Startupland” by Mikkel Svane.

We talked to founder William Kowalski to learn more about Atomos Nuclear and Space in June 2018…

Atomos' logo

Tell us about your company. What problem are you trying to solve?
Atomos Nuclear and Space is building a sustainable, scalable in-space transportation network enabled by our commercial nuclear power and propulsion systems. Targeting businesses and agencies launching new space assets, Atomos is developing spacecraft purpose-built to autonomously rendezvous with and move other objects in space. Our spacecraft dock with customer payloads in low orbits and deliver them to their final destinations in higher Earth-orbits and beyond. Leveraging nuclear fission systems is what sets Atomos apart from competitors. Extended operational lifetimes, expanded power budgets, and faster transfer times are just a few of the benefits made possible by our nuclear technologies.

How did your company get started?

Atomos has been under development as an idea since 2013, but when Vanessa Clark (co-founder, CEO, and space nuclear engineer) was approached by investors in 2017, it quickly became more than that. William Kowalski (co-founder, CFO) and Brandon Seifert (co-founder, CMO) joined the team shortly thereafter, and Atomos transitioned from an after-hours project into an accelerator-galvanized startup. Vanessa realized the commercial opportunities for safe, scalable nuclear technologies in space as she researched the topic for the German Space Agency in 2013, and became determined to bring her ideas to market. Over several years, she tracked the technology, community, players, and regulatory scene, and in 2017, interests aligned and Vanessa formally founded Atomos with co-founders William and Brandon.

Why is your team well-positioned to solve the problem you’re tackling?

We love space exploration with a passion and believe that the economic and social value space offers Earth is astronomical (please forgive the pun). We are fully committed to building a business that enables and enhances other space-based businesses. Our founding team has a strong background in long-term, high-value projects in aerospace and other high-tech markets, as well as space startups. Vanessa Clark managed over $400M in subcontracts, overseeing the development and testing campaign of the propulsion systems for Lockheed Martin’s Orion spacecraft and spent years designing nuclear spacecraft for the German Space Agency and working in advanced concepts at Airbus. William Kowalski has financial and corporate governance experience and worked on cash flow planning, tax and risk mitigation, and return optimization for a wealth management team. Brandon Seifert has experience from time spent in previous space and tech startups in scaling and team building, commercial and government business development, and developing/executing high-tech sales and marketing strategies. We’re a well-balanced team of aerospace and space nuclear, finance and policy, and operations and sales/marketing, and we’re building a solid team around us that adds even more to the mix.

What’s the biggest lesson you’ve learned along the way?

There is no guidebook, no lighted pathway, no set of steps you can and must follow to find your way. Having such a large, open space in which to build your business is exciting, but can also be a bit intimidating. Having solid teammates and advisors with experience creating something from nothing is invaluable, and any tools you can pick up along the way to enhance your knowledge and improve your ability to confidently build your business will help you immensely.

What resources do you rely on to help your company grow?

First and foremost, our friends, mentors and partners. No one builds a company alone. But resources that help us have more valuable relationships with these people, like Shoobx, have become a necessity to us, providing us with strategic and tactical insights, knowledge on complex operations, and reliable ways to save a lot of time with key logistical activities.

We talked to founder Adero Davis to learn more about FairFare in April 2018…

FairFare's logo

Tell us about your company. What problem are you trying to solve?
We are solving the problem of there being no democracy in the ride share space. FairFare allows riders to choose the ride that’s best for them and alleviates the need to have multiple ride share apps on their phones. Compare.Choose.Book.Ride All within 3 steps.

How did your company get started?

As New Yorkers there seems to be a new ride share company popping up monthly, but who wants to download 9 similar apps?! No one. So FairFare was borne out of frustration because we were constantly toggling between apps and said there needs to be one place where i could compare and book. There was nothing in the market in 2015 that we were aware of so we said let’s build it.

Why is your team well-positioned to solve the problem you’re tackling?

We are creative and probably overly optimistic and a bit naive, which we think are positive qualities when you’re trying to change things and you’re a David up against some Goliaths. Our motto in addressing the issue is that behind all of the grandeur and huge dollar signs lies another human being like me, so if they could do it why not us? Additionally, we are life long New Yorkers who have a nuanced understanding of the frustrations of traveling around the city and truly believe we can make it better for the rider.

What’s the biggest lesson you’ve learned along the way?

When you ask for money you get advice, and when you ask for advice you get money. Quite helpful tip to know when you’re in the throes of fundraising 🙂

What resources do you rely on to help your company grow?

Shoobx keeps the legal part organized and easy; SendGrid is a great resource for our email marketing campaigns. We also use guerrilla marketing tactics, for example in-person flyers.

We talked to founder Jack Huntress to learn more about HomeBinder in February 2018…

Home Binder's logo

Tell us about your company. What problem are you trying to solve?

HomeBinder is working to become the “hub of the home.” Homes are complicated things and today’s owners are a mix of people either too busy to maintain their home or a generation of buyers that aren’t interested in doing home maintenance. HomeBinder is positioning to be at the center of home management and record keeping so that homeowners (and future buyers) get the help and guidance they need to be successful with their largest investment.

How did your company get started?

When I went to buy the home I live in now, the previous owners had left out a stack of absolutely everything on the kitchen table down to paint colors by room. This was atypical of the homes we looked at and I was working in the residential data market at the time. I knew that if a company could position themselves to be at the center of home organization and maintenance, this would help not only current buyers but future owners as well. A few years before, my partner and I sold a previous SaaS business so I partially “got the band back together” and we dove in.

Why is your team well-positioned to solve the problem you’re tackling?

We feel that a significant impediment to this goal is the homeowner actually doing the work both on their home and keeping their ‘binder’ updated. As such, from day one we’ve built our plan, model, and platform so that although the homeowner can do the work, we don’t rely on them but rather rely on the professionals surrounding them to do most of the work. We believe one our strengths is that we fully admit and acknowledge how people actually operate, as opposed to how we think they “should” operate.

What’s the biggest lesson you’ve learned along the way?

Throughout the last 20 years of my professional career I’ve shied away from being a manager of people. I took technician, sales, product, business dev, and corporate roles to avoid having to manage people. With HomeBinder, I’ve learned that to be successful, my most important duty is the people who work for the business. At the end of the day any company is a collection of people. Some companies are toxic, some get little from their employees, some are complacent, some are arrogant, and the tone and culture gets set at the top. I want the people on my team to feel like they matter and that they are doing something meaningful with their careers and lives (this includes learning/evolving/growing as well as a mission that can impact society). If we do that right, we will be able to handle the challenges of growing a business because we’ll all row in the same direction and have the alignment to beat the obstacles (yes, including pay cuts, snafus and all).

What resources do you rely on to help your company grow?

The most precious resource is capital and we’ve raised very little to get to where we are today. As such it is super important to be disciplined around it. Second, I rely on people, both team members and great people like Joe Caruso who have become invaluable to help me get clarity when I need it most. Third, we rely on a host of mission critical services including Heroku, Stripe, AWS, Intercom, Grasshopper, Salesforce, NewRelic, Slack, Xero, Gusto and of course Shoobx! (that’s probably less than half of all the 3rd party resources we use). When you step back and really put what you can do today in context of managing and running a business as compared to 20 years ago, you see how much leverage technology gives you per hour/per person. Because we started before Shoobx was around we did it the “ol’ fashioned way” and then had to migrate into the platform and clean up some rough edges in the process. I can fully say that it was an area where I didn’t feel the spreadsheets and scanned folders of docs were serving us well and am much more confident in that part of the business now.

We talked to founder Andy Shallcross to learn more about Ignis Kinetics in December 2017…

Ignis' logo

Tell us about your company. What problem are you trying to solve?

Ignis Kinetics is developing a smart gun for use by law enforcement, commercial security, and civilians in order to help solve our country’s greatest public safety problem: fatalities from the unauthorized discharge of firearms.

One in three American households owns a firearm. The main problem we collectively have as a country is determining when and how to secure our firearms. Because of this, every day 19 or more children are killed or injured from the unauthorized discharge of a firearm. Furthermore, 82% of all youth suicides occur with a firearm not owned by the the victim. These equate to over 20,000 deaths and injuries every single year. And finally, nearly 10% of all officer-involved fatalities since the early 1990’s are the result of an officer’s weapon being used against them. This is commonly referred to as a “gun grab.”

Ignis Kinetics is working to help solve this national crisis, in part, by developing, manufacturing, and marketing a state-of-the-art 9mm smart gun that is built to Federal operational standards for use by US Law Enforcement and commercial security. Following the successful commercialization of those primary markets, we intend on selling directly to US civilians in order to give Americans the choice to a secure and smart personal defense solution.

How did your company get started?

I grew up in a household that intentionally did not own any firearms because of the overwhelming statistics of the unauthorized use of firearms in the home. Following the tragic events of Sandy Hook, I started to revisit this widespread problem we have as a country.

After thinking on it over the course of several years, and realizing that traditional firearm manufacturers were not making any concerted effort to solve the problem, I reached out to a friend who has a background in nuclear engineering and shared my observations. I asked the question: If you could design the ultimate smart gun—how would it work? The answer was the genesis of Ignis Kinetics.

Why is your team well-positioned to solve the problem you’re tackling?

In three words: timing, territory and talent.

Our timing is unique for several reasons. Last year, the Department of Justice, in coordination with the Department of Homeland Security and the Department of Defense, released their baseline requirements for US law enforcement agencies use of smart guns. While we were already well into our initial design and IP work at that time, the announcement gave us an additional reason to believe that we are on the right path.

Our territory is initially focused solely on law enforcement agencies and commercial security companies. This approach enables us to eventually commercialize our technology for the civilian market, and ultimately help solve this national problem.

Our talent consists of a growing team of nuclear, mechanical, and electrical engineers as we design our prototype. We have also recruited some of the brightest law enforcement and public safety professionals in the country to help guide our efforts as we move through our prototyping process, and eventually achieve mass production.

And unlike traditional firearm manufacturers, we are not restrained from attempting to commercialize this new technology by 20th century business ethos, politics, or shareholders.

What’s the biggest lesson you’ve learned along the way?

Align yourself with people with relevant backgrounds, who share your vision for the future, and tune out everyone else.

What resources do you rely on to help your company grow?

Our diverse team is our primary resource. As we mature, we’ll be relying on investors who share our vision. And of course—Shoobx!

In September of 2017 we talked to Jong Lee to learn more about Day Zero Disgnostics

Day Zero Diagnostic's logo

Tell us about your company. What problem are you trying to solve?

Day Zero Diagnostics is out to change the way infectious diseases are diagnosed and treated. Over the last two decades, there has been a steep rise in the number of pathogens that are resistant to various classes of antibiotics. The traditional strategy of using powerful, broad spectrum antibiotics to “carpet bomb” an infection is becoming less and less effective and fosters even more resistance. Day Zero Diagnostics uses whole genome sequencing, a large proprietary database, and machine learning to diagnose an infection’s antibiotic resistance profile in hours rather than the current standard of 2-5 days: a life-saving difference when the risk of mortality is increasing 8% per hour. We provide physicians with the information they need to treat an infection with a targeted antibiotic on the first day they are admitted at the hospital—Day Zero.

How did your company get started?

Day Zero Diagnostics was started out of the experience of one of our cofounders as an infectious disease specialist at Mass General Hospital. Diagnostics were slow and the results not always informative, leaving him frustrated as a physician. In the meantime, a PhD researcher in his lab (another cofounder) was using next generation sequencing as a core tool in her work in understanding the microbiome. Together, they recruited two friends with expertise in computational genomics and machine learning to develop the concept for how DNA sequencing could be used to revolutionize infectious disease diagnostics. DZD was born out of that collaboration; I joined the group to help shape the concept into a company. DZD incorporated in 2016 and used Shoobx to raise our initial convertible note financing.

Why is your team well positioned to solve the problem you’re tackling?

Our founding team combines a complementary set of expertise that is difficult to find, spanning the range of skill sets we need to execute against this type of hard science opportunity. We combine clinical expertise in infectious diseases, deep experience in bacterial sequencing and wet lab science, a strong understanding of genomics, and world-class computational capabilities in one organization. Finding world-class expertise in each of these areas can be difficult on its own, but getting the opportunity to work with a team that combines all of these skills is truly rare. My job as a business strategist and startup executive is to make sure those skills gets marshalled into a commercial program that can win with customers.

What’s the biggest lesson you’ve learned along the way?

One of the core things I have learned in the startup arena is the importance of believing in the mission of the company and the need that it will fill. All early stage companies have moments of crisis, doubt and loneliness that makes the grass on the other side look not just greener, but positively vibrant. Companies that make it have a team that is able to hold steadfast during those periods, with an unwavering belief in the need to solve the problem and a long term vision that can sustain them past those fluctuations. Developing the patience, sensibilities, and vision to sustain the team over time makes all the difference. Because it’s not a sprint, it’s a… you know the rest.

What resources do you rely on to help your company grow?

As a startup, we are constantly looking for things that can help us today, but that have the ability to scale as we grow into the next phase. Examples of that include ShooBx, of course, which has saved us thousands of dollars and provided us with a good dose of legal education. But I would also include services like Gusto, Google and Quickbooks that offer high value and have an ability to expand and adapt as our needs change. Supportive incubator / accelerator environments like the Harvard iLab & Life Lab, MassChallenge, and MedTech Innovators have also made it possible to access resources that would typically have been out of reach.

We chatted with Iterate Studio in June 2017…

Iterate's logo

Tell us about your company. What problem are you trying to solve?

Iterate Studio understands the challenges that current enterprises face when trying to choose the best path to innovation. The key to innovation is understanding both with what is available today that provides an immediate impact, while also receiving proactive actionable insights into what is coming tomorrow so that our customers can be ahead of the competition. Iterate helps our enterprise customers by connecting them with emerging technology companies who offer cutting-edge software that have been vetted and tested in the real world. These technologies help enterprises gain a competitive advantage by providing them with ways to scale and improve both their internal and external processes so that they can save money and time internally while simultaneously providing deeply engaging and results-oriented customer service.

How did your company get started?

Iterate Studio was started in 2013 with the goal of transforming retail innovation. We do this by tapping into our decades of technical experience in AI, retail, and web-based platforms to make it easier and faster for large enterprises to connect with and implement groundbreaking technologies. These technologies drive better customer service, higher revenues, and more efficient processes.

Why is your team well positioned to solve the problem you’re tackling?

Our team is well positioned to deliver on our goal of transforming innovation in the retail sector because of our deep knowledge and experience, resulting in recommendations which help enterprise leaders make informed decisions, enabling them to tackle their current issues all the while being prepared for tomorrow’s challenges because of the strategic guidance we provide.

What’s the biggest lesson you’ve learned along the way?

We’ve learned that there is no silver bullet for innovation, but that doesn’t mean that innovation is a challenge that cannot be conquered. By being proactive and fostering an environment that is open to change many of today’s businesses can get ahead of their competition by having a partner that helps them understand the innovation landscape unique to their sector, while also providing them the actionable insights and strategies into how to tackle the challenges that lie ahead of them.

What resources do you rely on to help your company grow?

Being at the forefront of innovation, and knowing all of the technologies available helps Iterate Studio to implement best in class software enabling us to scale our internal business practices so that we can save time and money. This ensures that our white glove service is of the highest value, and is always what our customers want and need. We utilize a multitude of back office software to help us streamline our finance, accounting and project management functions, Shoobx to help us manage our cap table and data room, as well as other software that helps us leverage our data to create actionable marketing outreach.

We caught up with Christoffer Klemming, founder of Waitwhile, in April 2017…

Waitwhile's logo

Tell us about your company. What problem are you trying to solve?

Americans spend a staggering 37 billion hours waiting in line every year. Whether waiting for brunch or for their turn at the DMV, it’s just a massive waste of human potential. At Waitwhile, we’re trying to tackle this by improving how organizations manage their queues.

You create your Waitwhile queue, add your guests, and we do the rest. From calculating accurate wait time predictions, keeping everyone informed about the line in real-time, and notifying guests when to return, to surfacing insights on queue bottlenecks and building up guest profiles.

We incorporated in August 2016 and are now used by a few thousand organizations ranging from universities including Texas Tech University and Nevada State College, government agencies like the state of Colorado, and events like Tribeca Film Festival, to lots of mom-and-pop salons and eateries.

How did your company get started?

It started with a two hour brunch wait! I’m from Sweden, where people are obsessed with queues. Moving to the Bay Area I became fascinated by how much time people spent in pretty inefficient lines. I kept envisioning a smarter way to queue with a splash of Scandinavian discipline. And so, after two hours in a really messy line to a rather lovely brunch, I whipped out my laptop and started coding on a simple waitlisting app for them. Sadly, they turned it down, but the neighborhood barbershop jumped on instead. I found two like-minded queue nerds to team up with and we’ve grown into something positively useful!

Why is your team well positioned to solve the problem you’re tackling?

Crafting the perfect wait experience is an interesting mix of statistics, user experience, and behavioral psychology. For example, that mirror in your elevator lobby is no coincidence (hint: distraction is a powerful agent to reduce perceived wait time!).

Our team consists of a hobby psychologist who consumes dissertations on line behavior, a hardcore backend troll who creates some truly beautiful algorithms for time estimations, notification automation and such, and myself who takes pride in a polished and simple user experience. All in all, we bring very complementary skills to the equation!

What’s the biggest lesson you’ve learned along the way?

That you can’t assume how your product will be consumed. Going into this, we thought we knew the narrow verticals benefitting from line management, like restaurants and salons. But we’ve seen such a delightful and surprising variety of uses of our platform—I’m surprised on a daily basis by some users’ ingenuity! For example, there’s a Santa Claus at St. James Children’s Hospital using Waitwhile for his annual lap-sitting photo op, a shelter using us to track food delivery to the homeless, and a logistics company using us to assign driver routes. This breadth compelled us to create our API to allow any business to integrate queue management logic into their applications and services.

What resources do you rely on to help your company grow?

Technically, we rely on Google for many of our backend services and Twilio for messaging. Operationally, we’re very indebted to Shoobx keeping us sane and prudent with our legalese, hiring terms, financing, and so much more.

We talked to David Potere, CEO of TellusLabs, for our February 2017 client spotlight…

Tellus Labs' logo

Tell us about your company. What problem are you trying to solve?

Satellite observation of the Earth holds the answers to questions of increasing urgency in agriculture, natural resources, and the environment. The challenge, however, is that key data assets are stranded and far from analytics-ready. At TellusLabs we translate weather and satellite data into insights for customers in finance, insurance, and agribusiness. The result is market intelligence that arrives earlier, and is more accurate and granular than ever before.

How did your company get started?

Mark Friedl, my co-founder and a Boston University professor, has been pushing the edge of what’s possible at the intersection of satellite imagery and machine learning for the better part of 20 years. He and I met as I started my graduate studies back in 2003. From the outset, we  shared a belief that we’re seeing only the barest glimmer of what’s possible from Earth-wide data and modeling.

We started TellusLabs last year, when we had some evidence that our approach to agricultural forecasting had the potential to beat market expectations fairly consistently. MassChallenge here in Boston was a pivotal experience for us—the forcing function of the accelerator process itself, the world-class mentors and staff, and the great cohort-mates helped us move much more quickly, and take bolder action, than would have been possible on our own.

With our recent seed round complete, TellusLabs is in rapid-growth mode. Throughout the course of 2017, we’re welcoming aboard our first wave of world-class hires in data science, engineering, and applied geography.

Why is your team well positioned to solve the problem you’re tackling?

TellusLabs is making a bet that collecting beautiful imagery and weather data from space is not enough. While good raw data is necessary, it is not sufficient. We believe that the truly decisive insights will come from firms that build truly decisive models and measures. These planetary-scale models are hard. They require a specialized set of technologies and a nimble, multidisciplinary team of data scientists, engineers, and applied geographers. That’s the sort of team we’re building.

What’s the biggest lesson you’ve learned along the way?

I’ve learned to go into every meeting and conversation as open-minded as possible. Part of the fun (and the challenge) of this role is the steady cadence of surprises we face.

What resources do you rely on to help your company grow?

In terms of team operations, Mark and I are always looking for ways to boost efficiency and keep our attention on customer and product topics. Shoobx has been a great asset in that regard, and the partnership with Goodwin, our counsel, has made the technology integration largely pain-free. It’s good to know we have systems behind us that can scale with us as we grow.

We kicked off 2017 with Parallel Wireless in our January Client Spotlight…

Parallel Wireless' logo

Tell us about your company. What problem are you trying to solve?
Parallel Wireless has a very ambitious vision to make any type of cellular deployment as easy and as cost-effective as Wi-Fi. Currently, the company is live or in with major leading operators (publically announced: Telefonica, EE/BT) on six continents. Service providers can level the economic playing field and enhance rural communication with fast, secure, and cost-effective solutions from Parallel Wireless. The result is rural coverage that can finally be affordable for a massive rollout. With wireless broadband in place, rural areas will have the resources necessary to attract new business, sustain existing businesses, decrease the need to commute, and reduce environmental impact. Parallel Wireless’ innovation and excellence has been recognized with 26 industry awards and was nominated for the “Fierce 15” top emerging technology startups list.

How did your company get started?
The defining challenge for mobile operators is to dramatically reduce the cost of delivering coverage and capacity so that they can meet the insatiable data demands of today’s subscribers.  We are not a point product provider, but rather a solutions provider and a business partner. The heart of our strategy is helping solution providers around the world to reimagine the Radio Access Network (RAN). With our breakthrough technology, we’re able to do something that basic wireless technology can’t—a standards-based, simplified, interoperable, and cost-effective network that is inherently more resilient due to the adaptive nature and self-learning capabilities of our world-first innovative technology.

Why is your team well positioned to solve the problem you’re tackling?
Parallel Wireless, headquartered in New Hampshire with a Research Center in India and Sales offices worldwide, was founded in 2012 by several serial entrepreneurs with a vision to reimagine the cellular RAN architecture. The team has been at the forefront of the wireless, wireline, and cable industries and technology innovation for the past two decades—bringing an insider’s perspective to a complex and ever-changing networking landscape. The team envisioned that with Parallel Wireless’ technology, building carrier-grade cellular or Public Safety LTE networks would become as easy as building Wi-Fi networks. For example, at Super Bowl 50, Parallel Wireless provided LTE connectivity to public safety. The network was deployed under 20 minutes by two FBI technicians that had very limited training on our solution.

What’s the biggest lesson you’ve learned along the way?
Detours are a natural part of every growing company’s journey. We have learned to never question our passion and our ability to get things done. Our confidence in our team, in where we are going, and in what we are trying to build, got us where we are today. We treat all of our customers as co-creators helping to direct the company. The customer feedback loop is a key part of our DNA and it’s part of who we are as a company.

What resources do you rely on to help your company grow?
Shoobx of course! We started with Shoobx when we were barely 60 team members, and now we are approaching 200. For a thriving startup like Parallel Wireless, it is important to manage financial and legal workflows not only efficiently, but cost-effectively as well and be able to scale as the company expands. Shoobx has been a great partner in helping us to manage our growth.

In November 2016, we asked Auto-Pilot Medical Technologies to tell us about themselves…

Auto Pilot Medical Technologies' logo

Tell us about your company. What problem are you trying to solve?
APMT is bringing the personal fitness data revolution to the place where it is most needed: healthcare and physical therapy. Many therapy patients use a walking aide while recovering from surgery, after suffering neurological injuries, or while managing chronic conditions. For caregivers, improving a patient’s functionality and independence is the most important outcome of therapy. So why are we not measuring it? In addition, physical therapy clinics lose an average of $150,000 annually due to premature patient self-discharge. Increasing patient retention through technology will reduce this lost revenue and lead to more complete recoveries.

How did your company get started? 
Our company started from many conversations with physical therapists about a completely different product. It was through these conversations that we gained a better understanding of the challenges faced by healthcare professionals, mostly stemming from a lack of high-quality, reliable patient data. These conversations led to a pivot in which we are now focused on patient data acquisition and analysis. We learned very early on that the customer is everything to a company, and we have since been working to design our product around the most pressing market needs.

Why is your team well positioned to solve the problem you’re tackling? 
The team is in a great position to solve this problem due to important strategic connections and a unique technology. Unlike other personal fitness trackers, we are fully focused on the physical therapy market, and can thus provide products and services that are more cost-effective and specifically tailored to our customers.

What’s the biggest lesson you’ve learned along the way?
The biggest lesson we have learned is that physical therapy, and healthcare in general, doesn’t exist in a bubble. There are so many external factors that affect our company and our value propositions, such as regulatory changes, insurance coverage, political gridlock, personal finance, and other market trends. In order to understand who will pay for our product (and why), we have really had to dig as deep as we can into all these areas, and more. When I started this company, I didn’t think I’d be paying much attention to a US House bill focused on tele-health, but here we are!

What resources do you rely on to help your company grow?
So far, we have been scraping by mostly on prize winnings and innovation grants from MIT and the State of North Dakota. We have recently started our seed round, in which we plan to raise just over $100,000 from angels and individual investors (our initial deals have almost all been executed with Shoobx!). These funds will enable hiring some key personnel and cover capital costs for the manufacturing of our products. Key partnerships with healthcare facilities are promising to pay dividends when clinical studies start in the next month.