Personably, software that helps on-board new hires at fast-growing companies, gets backing from GFC

As fast-growing companies — or, dare I say, ‘scale-ups’ — add new headcount, the pace at which they are able to on-board new hires doesn’t always keep up. In fact, I’m told it is not unheard of for new employees to turn up on day one apparently unexpected, and to be passed from pillar to post as they attempt to get set up and be shown all of the things you need to be shown to actually start a new role.

Enter Personably, the London startup founded in late 2016 by Katerina Pascoulis and Lewis Blackwood, after the former Crowdcube and GoCardless employees spotted an opportunity to use software to streamline and in some instances automate aspects of the on-boarding process. Bootstrapped until now, the company is disclosing that it recently raised £500,000 in seed funding.

The round was led by GFC, the venture arm of e-commerce behemoth and company builder Rocket Internet’s GFC — which knows more than a thing or two about the teething problems scaling companies have — along with a number of angel investors. The latter includes Matt Robinson, co-founder of GoCardless and Nested (which I’m told are both early customers of Personably), and Caroline Sage, founder at Kea Consultants.

“Right now, on boarding people into fast growing companies is incredibly time-consuming,” Pascoulis tells me. “If you don’t onboard that person properly you’re losing out on the first 6 months of their time at the company. They’ll take longer to get up to speed which is expensive for the company and a poor experience for the individual, especially if they then leave sooner because of it”.

In researching the viability of a solution like Personably, Pascoulis says everyone her and Blackwood spoke to had their own story about something that had gone wrong in their first week that had stuck with them. “What Personably does to solve this is automating away a lot of those manual tasks that need to happen when someone starts,” she says. “Things as simple as sending welcome emails right up to automatically scheduling everything that new starter needs to attend.”

When a company is relatively small, these types of on-boarding tasks and the organisation around it tend to fall to one or two people and happens at a hiring pace that makes it manageable. However, if a company hits hyper-growth mode or simply becomes a much larger organisation with many more moving parts, the on-boarding process itself also needs to scale.

“When you’re hiring one person every couple of months it’s something you can handle. But when you’re hiring one or more people a week, you’re spending a lot of time doing these tasks that should just be handled automatically. We give teams that time back,” says Pascoulis.

As an example, imagine scheduling weeks of training across a company, involving lots of different team members. This might typically be handled through a combination of spreadsheets, email and task manager, but with Personably can be done with a single click and tracked all in one interface.

Meanwhile, the business model is typical SaaS. Companies pay a monthly subscription fee to use the product, and the pricing varies based on the volume of hires a company is making.

Pascoulis cites competitors as newer HR systems like CharlieHR and HiBob that have on-boarding features, but, she argues, don’t scale as well. There’s also traditional enterprise products like Workday that handle on-boarding on an enterprise level.

Mixcloud, the audio streaming platform for long-form content, raises $11.5M from WndrCo

Mixcloud, the London startup that offers an audio streaming platform designed for long-form content, has closed its first-ever funding round, TechCrunch has learned. According to a regulatory filing and since confirmed by co-founder Nico Perez, the ten-year old company has raised approximately $11.5 million led by WndrCo, the media and technology holding company based in Los Angeles and San Francisco.

As part of the investment, WndrCo partners Ann Daly (former president of DreamWorks Animation) and Anthony Saleh (an investor and artist manager of hiphop stars Nas and Future) have joined the Mixcloud board. The injection of capital will be used to scale the service globally and for product development, says the company.

This will include doubling down on the U.S., hence Mixcloud’s new backers, and growing the company’s 22-person team, both in London and New York (where Perez is now based). On the product side, I understand the plan is to “diversify the platform,” which would appear to point to a recent licensing deal with Warner and new paid Mixcloud consumer offerings, making the company less reliant on display advertising and other types of brand sponsorship alone.

That Mixcloud has raised a decent sized funding round isn’t surprising in itself. The music streaming site, which originally wanted to be something akin to ‘YouTube for long-form audio’, has carved out a decent following as a place to house archived radio shows and DJ mixes, and counts more than 1 million “curators” uploading content to the platform. However, aside from a couple of U.K. government grants in its formative years, the fact that the company hasn’t taken any outside funding since being founded in 2008 is no-less than remarkable. As is, perhaps, its survival. The history of consumer-facing music startups is littered with companies that raise significant venture capital, before ultimately crashing and burning or being litigated out of existence.

“We are fairly rare, if not unique,” Perez tells me, in his understated way. “We quit our jobs and incorporated the company in 2008 and then the next two years was the challenge of starting any new company, around building the team, trying to raise funding, and in our case doing these innovate types of [music] licenses. And, being straight up honest with you, we couldn’t fundraise. We couldn’t find anybody to put in money. It was a very different time back then”.

To put that period in context, the term ‘Silicon Roundabout,’ used to describe the emerging tech cluster in East London where Mixcloud would eventually relocate, only entered the public domain in July 2008. And although Spotify was founded the same year, it remained very much under the radar. Meanwhile, the spectacular rise and fall of Napster over the previous decade was still fresh in the memories of investors.

“There had been several major collapses — Napster being the largest but also other services like imeem — that had grown and ultimately failed. Investors were very, very wary of the space, or maybe we were just not very good at pitching. Either way we didn’t manage to raise in the early days… For better or worse, we had to figure out how to survive by ourselves”.

This saw Mixcloud initially set up home in a warehouse in an industrial estate near Wembley, a much less fashionable part of London, in a bid to keep costs low. The team also took on “small jobs on the side,” ploughing any surplus money they earned into keeping the service alive. Aside from bootstrapping and those early government grants, the key to survival was growing Mixcloud’s users at roughly the same speed as advertising revenue, alongside pioneering new content licenses and fingerprinting technology to ensure rights-holders were paid.

“Slowly, over the next few years, it started to get traction amongst users and listeners. Then we started to make a little bit of money from Google Adsense and a few different brand partnerships. And then it took a good five or six years until we could support a small team, and we never raised investment along the way”.

That journey instilled a culture at Mixcloud of “being lean and not splashing out huge amounts of money on launch parties”. This not only ensured the lights could be kept on, but in recent years and somewhat ironically, the same financial discipline and non-reliance on venture capital started to attract the attention of investors. As did the latent potential for Mixcloud to go international.

“The next step for us — and actually part of the fund-raise — is how do we move from bringing this very U.K.-centric streaming platform to being a global player,” adds Perez. “We looked at the wider marketplace and the time we’re in right now… and we kinda felt like if we really wanna go for it then we’re gonna need some firepower behind us. So that’s why we did the deal”.

Sword Health raises $4.6M for its digital physiotherapy solution

Sword Health, a startup operating out of Portugal that has developed a digital physiotherapy solution to enable patients to be treated remotely in their own homes, has raised $4.6 million in seed funding. Backing the round is Green Innovations, Vesalius Biocapital III, and other unnamed investors in the U.S. and Europe.

The company says it will use the new capital, which adds to an earlier ~$1.2 million grant from the European Commission, to accelerate the development of new digital therapies and drive global growth.

Using what it describes as a combination of “high-precision motion tracking sensors” and the latest advances in AI, the Sword Health solution aims to make the delivery of physiotherapy infinitely more scalable, in recognition that there is a worldwide shortage of physiotherapists. Its flagship product “Sword Phoenix” provides patients with interactive physical rehabilitation exercises from the comfort of their own home, supervised by remote physiotherapists.

“Twenty years ago my brother had a car accident. What I realised then (and this is still true now) is that there is a huge gap between the demand for physical therapy and our ability, as a developed society, to deliver that therapy,” Sword Health co-founder and CEO Virgílio Bento tells me.

“The problem is that the physical rehabilitation industry has not changed in the last 50 years. We’re still very much dependent on the one-to-one patient-therapist interaction, which is the gold standard, but it is not a scalable model and is actually very costly for both patients and healthcare providers”.

To remedy this, Bento and the Sword team began work on what he calls a “digital physical therapist” concept. The idea is that by using motion sensors attached to the appropriate places of a patient’s body, combined with an AI-driven user interface that can take that motion data and give instant feedback, some of what a physiotherapist does can be augmented by machines.

“With Sword Phoenix, clinical teams extend their therapeutic footprint to each patient’s home, scale their reach and are able to devote more time to delivering the human touch,” he says.

To date, Bento says Sword is working with insurance companies, national health services, health maintenance organisations and providers in the U.S., Canada, Australia, Norway, and the startup’s home country, Portugal.

“These customers are able to provide higher quality physical therapy services directly in the patient’s home and decrease operational costs at the same time – an accomplishment that is only possible in healthcare through enlightened use of data analysis and technology,” he adds.

In terms of competitors, Bento argues that the majority of health tech companies are focused on developing technologies that improve the one-to-one patient therapist interaction (e.g., Tyromotion, Hocoma). “This incremental improvement is not the solution because it does not result in a paradigm shift,” he says.

With that said, Bento does conceded that there are other startups trying to create a digital therapist. One I’ve covered in detail is Atomico-backed Hinge Health, which has developed a digital solution for musculoskeletal (MSK) disorders.

Cluno, the Munich-based ‘car subscription’ service, raises €7M Series A

Cluno, a startup operating out of Munich that offers what it calls a “car subscription” service, has raised €7 million in Series A funding. The round was led by Acton Capital Partners, with participation from previous investor Atlantic Labs.

Founded in 2017 by the same team behind easyautosale, which exited to Autoscout24 in 2015, Cluno lets you subscribe to a car for a fixed and all-inclusive monthly fee as an alternative to car ownership or a more restrictive lease. It’s a similar proposition to Drover, the London startup that raised £5.5 million ‘seed’ funding last month.

“Our vision is to give people smarter access to unrestricted, personalised mobility,” says Cluno co-founder Nico Polleti. “We still see a lot of people who want to have their car in front of their home every day. But in a smarter way than today! Carsharing is not the answer for the mass market. That’s why car subscription or smart ownership solutions will completely change the way people get access to everyday mobility”.

The Cluno service works as follows: You visit the Cluno website and choose the vehicle you want to subscribe to for a minimum period of six months. You then pay a setup fee, and a fixed monthly fee dependent on the model you have chosen, which covers the vehicle, insurance, breakdown cover, tax, and maintenance. The idea is that the only cost you are left with is fuel. You are also free to upgrade or downgrade your car after six months or can pause/cancel the subscription altogether.

“Why do customers have to buy, finance or lease a car for several years?” asks Polleti rhetorically. “People’s lives and needs change and so should their cars. We take care of the whole process… Our customers subscribe and get a car “ready-to-drive” and home delivered”.

To that end, Polleti cites the startup’s main competition as “buying, financing or leasing a car,” and says that typical Cluno customers have usually considered traditional ways of accessing a car. “Then they find us and see the huge advantage of flexibility and an all-inclusive rate. I think, that’s the big difference and main reason to choose a Cluno car,” he says.

Dr. Christoph Braun, Managing Partner at Acton Capital, echoes this sentiment, noting that the notion of mobility is changing, and argues that technologies such as electric vehicles or self-driving cars will no longer be bought or leased in the traditional way.

“In just a few months, Cluno has created an attractive car subscription model that makes these new technologies easily accessible. While traditional leasing offerings are characterised by rigid contracts and lack of transparency, Cluno relies on a flexible model, digital-first customer experience with transparent all-inclusive pricing,” he says.

‘The end of my VC career’ — Stefan Glaenzer quits Passion Capital to clear way for third fund

Stefan Glaenzer, the prominent European VC and former chairman of and founder of, has quit his role as Partner at Passion Capital. He co-founded the London-based early-stage firm seven years ago with partners Eileen Burbidge and Robert Dighero.

The decision to resign, which the firm’s staff and Limited Partners were informed of last Thursday, is linked to Glaenzer’s arrest and subsequent conviction in 2012 when he pleaded guilty to sexually assaulting a woman on the London Underground Tube network. He claimed to be high on cannabis at the time and was given a suspended prison sentence and a fine, banned from using the Tube for 18 months, and placed on the U.K.’s sex offender registry.

Passion Capital is in the midst of fundraising and Glaenzer’s conviction has become an obstacle to some LPs backing a third fund. This contrasts with 2015 when the London VC firm successfully raised £45 million for fund two, including £17.5 million coming from the U.K. taxpayer via the British Business Bank. In 2012, following Glaenzer’s sexual assault conviction, existing LPs and Passion Capital partners also unanimously voted that he should remain in his role at the firm.

In an interview offered to TechCrunch — which at first I was hesitant to accept until it became clear there was a legitimate news angle — I sat down with Glaenzer to discuss the events that led to his resignation and put questions to him that have persisted over the years within the London investment and technology startup community and have become ever louder following high-profile cases of alleged sexual harassment in Silicon Valley and the wider #metoo movement.

They include why he wasn’t fired from his job at the time of the sexual assault conviction, why he didn’t resign earlier, and how Passion Capital and its investors dealt internally with the incident. I also wanted to understand what changed in 2018. The only red line was that he didn’t want to talk about how it impacted his private life and family.

German-born Glaenzer — a multimillionaire twice over through the sale of to QXL in 2000 and to CBS in 2007 — says Thursday 16th of November 2017 was the day he “instinctively knew” his VC career was over. He and Passion’s two other partners, Burbidge and Dighero, were meeting with an institutional investor who had been lined up as a cornerstone LP in fund three. Quite far along in the due diligence process and with the outcome looking positive, the conference room had been booked for 2.5 hours in preparation for an intense final round of negotiations. Thirty minutes in, however, the meeting was over. The operational team had passed the deal to the investment firm’s compliance department and Glaenzer had turned from key person to “headline risk”.

“It was clear, we banked on them as our cornerstone, everything was positive, and after four or five months they said no and we knew we needed to restart,” he says. “I knew that this chapter was over”.

What that “headline risk” is was never explicitly stated, says Glaenzer, who didn’t think to ask, but it seems almost certainly the reputational damage that could be inflicted on any investor associated with Passion Capital if Glaenzer remained involved and should his conviction resurface in the media. Optics matter more than ever in 2018.

That is precisely what happened two months prior to the investor meeting when Bloomberg news ran a story asking: ‘Will Britain Keep Investing in a Sex Offender’s Venture Fund?’. The article placed Glaenzer’s conviction in the context of a wider debate about the role LPs should play in policing bad behaviour by VCs, even if his conviction was for something that happened outside of work.

“In the end the institution made the right call,” says Glaenzer. “I think, luckily, in some societies we have made sure that compliance has a big function. Over the last ten years this has become more ingrained”.

But if it was the right call not to invest in Glaenzer in 2018, shouldn’t the same call have been made in either 2012 or later in 2015. He says the sentiment has changed a lot since then and that, more broadly, the ecosystem is “stunningly different” today.

“I think all participants agreed on the view there’s a difference between what happens in private and what happens in business.

“There wasn’t this thinking or discussion about it. It was just, with these conditions — they were concerned about drug use or another incident, and we clearly defined consequences for this — people accepted”.

(Glaenzer declined to specify what those conditions were as he says they were private matters, although one was that he undergo regular drug testing for two years).

He says that everybody legally involved in Passion Capital’s first fund voted that he should remain a Partner. “There was not a single against vote,” he says.

But why didn’t he just resign at the time of the incident?

“In 2002, when I was on my break doing nothing, I watched 62 out of the 64 games in the World Cup in Japan and South Korea. Germany had a terrible team, it was a disaster, other than [goalkeeper] Oli Kahn, who brought us into the final. And this man made a mistake in the 66th minute and we lost the game. And we or rather he didn’t win the trophy. He said after the game, ‘and continue’. You have to accept that you made a mistake and you have to take the consequences. Don’t run away. And that is my fundamental belief”.

I suggest that by remaining in his position he took very few consequences, and that in almost any other walk of life a person with less privilege would automatically lose their job after being convicted of sexual assault.

“I’m struggling to find a correlation between having done a private mistake, where we all agreed this was not business related, this was in no way using power or money,” says Glaenzer. “It was a personal mistake which I on the spot acknowledged and accepted and apologised [for]. And I said from day one to my partners and the CFE [now the BBB], it is not my decision, I want to carry on doing this, but I will of course accept any decision. If people have a different opinion, I do understand”.

Glaenzer is almost certain that Passion Capital would not have survived had he quit in 2012 and says that doing so would have let his partners and investors down. With two multimillion dollar exits behind him and regarded as a dot-com poster child back in Germany, he was indisputably the biggest draw for Passion Capital’s original LPs.

“Do you run away or do you accept… and continue what you promised to your partners and to your investors? I went to families, I went to people and said, you know what, this is what I want to do, there’s going to be money, we are aiming for [and] have our own expectations of what sort of return a small venture fund should deliver, and then run away? No. I can understand why people think differently, of course. But I personally, in my value system, I can not.”

That’s not to say there weren’t business consequences for Passion Capital and on Glaenzer’s ability to carry out his job, which he says he “100 percent” underestimated. “I was not even thinking about business consequences. It was more about the private…” he says.

The fund was suspended for five weeks after the incident, as per the LP agreement and so a decision about his future could be voted on. His conviction and details of the sexual assault were widely reported in the British media and he says the perception of him understandably changed amongst some people in the tech industry. This resulted in a halt to public appearances and networking and he says he initially saw a 70-80 percent reduction in unsolicited pitches. Passion also lost at least one deal due to Glaenzer’s conviction.

“With every deal there was this awkward situation,” he says. “We always disclosed this to our founders before we signed the deal, and that is, on many levels, a very awkward situation. For founders and [for] us”.

From the outside, at least, I say that it feels as though Passion Capital quickly underwent a re-branding post-incident that saw partner Burbidge replace Glaenzer as the more visible face of the VC firm, which otherwise has always made a virtue of its openness, pushing initiatives like its ‘Plain English Term Sheet’ and making its investment terms public.

“It was a 180 degree change,” says Glaenzer. A change, nonetheless, that he says would have happened over time anyway.

“We used our respective strengths. The respective strength of Eileen [Burbidge] has been [there] from day one, even though I was probably doing more of the visible media. She was organising every single thing; she should become the face of the company… It was very, very clear because she is way more talented than I will ever be. It was known”.

So what’s next for Glaenzer? He gives little away but says he has spent the last few months quietly working on a couple of MVPs, including one idea he has fallen in love with. “My fundamental goal is I don’t want to have my kids being solely educated from American media and digital platforms,” he says.

More than anything Glaenzer says he is ready to embrace change: admitting that he had become increasingly unhappy working in early-stage venture and now very clearly a burden on Passion, he doesn’t dispute that a simple version of this story is that the events of 2012 have finally caught up with him.

On several occasions during the interview Glaenzer quotes a passage from the poem “Steps” by the German poet Hermann Hesse, which he’s handwritten across several sheets of plain white paper, revealing each line one page at a time.

He says he used the same poem to explain his resignation to members of the Passion team last week and also when he quit in 2000.

“‘A magic dwells in each beginning, protecting us, telling us how to live’,” he reads. “It’s a fundamental belief that this magic is in new beginnings.”

LetsGetChecked raises $12M for its personal health tests

LetsGetChecked, an Irish startup that offers a health test kit service so that you can take various common laboratory tests from the comfort of your home, has picked up $12 million in Series A funding.

Leading the round is Optum Ventures, the independent venture fund of health services provider Optum, and Qiming Venture Partners, the Chinese VC firm.

The funding will be used to scale the company, including growing the LetsGetChecked full clinical support team. In addition, the health tech startup plans to further invest in its technology platform that links customers to laboratories.

Founded in 2014 by Peter Foley, LetsGetChecked has set out to build a technology and logistics platform to bridge the gap between traditional lab testing and consumers. The startup’s home testing kits span a number of categories including “lifestyle testing,” cancer screening, sexual health testing, fertility, and hormone testing.

“Our aim is to make lab testing better, more convenient and patient led,” Foley tells me. “Traditionally, you need to attend a doctor’s office to obtain a lab test. The physician will determine what test is right for you, complete a paper requisition form, collect your sample and send it off to the lab for analysis. You will wait for a period of time to hear back from your physician and may never see the results. This is a slow process and far from convenient”.

Instead, LetsGetChecked mirrors the process that happens in a doctor’s office but in a way that Foley claims puts the patient at the center and makes it more convenient. “We eliminate the middleman and link customers directly to labs enabling them to better manage and control their personal health,” Foley says.

First you decide which tests or groups of tests you wish to access based on hereditary risk, curiosity or simply for health monitoring purposes. You then order the test via LetsGetChecked, which will be authorised by a medical board certified LetsGetChecked physician. A test kit is then dispatched from a LetsGetChecked accredited facility direct to your home. It is also worth noting that the kits are anonymised, containing just a barcode.

Once the test kit arrives, you’re responsible for collecting your own sample, whether that be finger prick, stool (for colorectal cancer), or a swab. You then send the sample to LetsGetChecked and can track progress via the app ‘dashboard’ at any stage during the process or request a call from the clinical team. When the lab processes the sample, the corresponding result will be reviewed by a LetsGetChecked physician and the company’s nursing support team.

“For positive or out of range results, patients will get a call from the team to discuss treatment options,” says Foley. “Only after a consultation will the results be released to the patient’s dashboard where the customer can track and monitor their health over time”.

The tests themselves range hugely in cost, from £39 for a cortisol test, £69 for a prostate cancer test, all the way up to £500 for a BRCA check (why is it that breast cancer tests are 7 times more expensive than testing for prostate cancer). Despite the extra convenience that a service like LetsGetChecked affords, the price of each test soon adds up and begs the question as to why you wouldn’t just visit your GP and request the same tests for free through the NHS.

Meanwhile, the LetsGetChecked founder wouldn’t be drawn on who the startup’s direct competitors are — although in the U.K., Thriva is an obvious example — except to say it was focused internally on innovating and building on its technology platform.

“The aim is to make the patient experience more enriched over time and through API integrations provide for a more consolidated and cohesive healthcare engagement,” he says, hinting at future partners as another way to market. No doubt the strategic investment from Optum Ventures will be able to help on that front, too.

Detectify raises €5M for its crowdsourced website vulnerability scanner

Sweden-based Detectify, which offers a website vulnerability scanner that is in part powered by the crowd, has raised €5 million in new funding. The round was led by New York-based venture capital and private equity firm, Insight Venture Partners. Existing investors, Paua Ventures and Inventure, also participated.

Founded in late 2013 by a self-described group of “white-hat hackers” from Sweden, the now 20-person strong company offers a website security tool that uses automation to scan websites for vulnerabilities to help customers (including developers) stay on top of security. The more unique part of the service, however, is that it is in part maintained — or, rather, kept up to date — via the crowd in the form of Detectify’s ethical hacker network.

This sees top-ranked security researchers submit vulnerabilities that are then built into the Detectify scanner and used in customers’ security tests. The really clever part is that researchers get paid every time their submitted module identifies a vulnerability on a customer’s website. In other words, incentives are always kept aligned, giving Detectify a potential advantage and greater scale compared to similar website security automation tools.

“Companies are building applications and users happily enter their data into these applications, but the applications are built from mix of technologies that are changing rapidly (open source, plugins, funky js-frameworks), without a clear vendor “responsible” for the security,” says Detectify co-founder and CEO Rickard Carlsson, explaining the problem the startup set out to solve.

“As no clear vendor is responsible for communicating about security [as compared to a Windows patch, for example], the knowledge sits in the community. We wanted to build a platform that takes the knowledge from white-hat and supercharges it with automation”.

Put more simply, developers typically have a long backlog of things to do and security testing often “falls between the cracks” because of limited time. It’s also near-impossible for any single developer to manually security test their code while keeping up with the latest vulnerabilities. By using automation, the wisdom of the crowd, and via integrations with popular developer tools, Detectify aims to help catch security issues before every new release and as part of a developer’s normal workflow.

To that end, Detectify already counts customers spanning a range of industries and company sizes, including Trello, Le Monde, and King. “It might have been easier to target a specific segment but we have a land and expand strategy. We also aim to make the internet a safer place, hence we want to offer our solution to organisations of all sizes,” says Carlsson.

Meanwhile, he does concede that automated vulnerability scanning tools aren’t new, but says one key difference is that the Detectify team comes from the world of ethical hacking instead of the world of compliance. “Our tool offers a great UI/UX, high-quality results and the latest security tests thanks to our crowdsourcing,” he adds. is a new early-stage VC out of Helsinki co-founded by the Chair of Slush

A new early-stage VC fund targeting tech startups in the Nordics is getting its official launch today. Founded by serial entrepreneur and Slush Chairman Ilkka Kivimäki​, and former F-Secure and startup executive Pirkka Palomäki​, Helsinki-based will invest in nascent and burgeoning companies in the region, both at seed and Series A stage. The VC […] is a new early-stage VC out of Helsinki co-founded by the Chair of Slush

A new early-stage VC fund targeting tech startups in the Nordics is getting its official launch today. Founded by serial entrepreneur and Slush Chairman Ilkka Kivimäki​, and former F-Secure and startup executive Pirkka Palomäki​, Helsinki-based will invest in nascent and burgeoning companies in the region, both at seed and Series A stage. The VC […]

Coinbase gets e-money license in the UK, will add Faster Payments to speed up fiat deposits

The will be welcome news for cryptocurrency fans in the U.K. and Europe. Coinbase, one of more popular and accessible cryptocurrency exchanges, has been granted an e-money license by the U.K. regulator the Financial Conduct Authority (FCA). From a regulatory standpoint, this means that Coinbase is now able to issue e-money and provide payment services […]