Photo by Glenn Carstens-Peters on Unsplash
Thankful Raises $12 Million To Help Businesses Boost Their Customer Service Experience
Ted Mico created an automated customer service platform that works with companies like Crate & Barrel and subscription box service FabFitFun because he hated chat bots.
His three-year old company Thankful was born after his own experience waiting two weeks to hear back from customer service and throwing his phone in frustration across the room far too many times.
"When it comes to customer service, suddenly when you add technology you end up with some hideous chatbot experience," he said.
Ted Mico is Thankful's co-founder and CEO.
Thankful establishes customer relationships through their service platform routing and tagging help desk tickets. A Thankful AI "agent" fields customer queries via text or email. Mico said that Thankful can resolve up to 50% of all help desk tickets without a human.
Among the companies that use his service are MeUndies, makeup brand Morphe and sock-seller Bombas.
"In each one of our average lifetimes we will spend 43 days, dealing with customer service," Mico said. "All those customer queries we can solve without customer service people being involved, then they can be involved in other things and everybody gets better service."
The Venice-based company announced this week they raised $12 million in Series A funding led by Alpha Edison, a capital firm that invests in early-stage companies using AI, data and behavioral science. In addition, Bonfire, TenOneTen, Greycroft, Omega, and Miramar also invested in this round. The funds will be used to develop the product.
As more shopping is done online, more complaints and problems are being resolved through chat bots and other automated systems. It has swelled the ranks of the customer service industry. Thankful competes with other AI-driven companies including Bay Area competitors Netomi and Forethought.
Thankful charges a platform fee based on volume. Though Thankful is not profitable, there are over 50 brands using the platform.
Mico thinks customer service will be regarded as the most viable sales and marketing channel of the future. Despite many outlets like Yelp using the star rating system helping restaurants and businesses learn about customer's comments and complaints, it isn't quick enough. There's an expectation for immediacy which has been fueled by technology and was heightened by the pandemic.
"Customer service is usually the last thought for most companies and we think that within five years, it will be the first," Mico said. "If you actually think of customer service as the most important thing, that customer journey is sacrosanct."
Metzner and Nadler bring that collective knowledge to bear in RYZ Labs, which calls itself a “hybrid startup studio.” That means RYZ is ready to help with two of the more daunting challenges any growing venture faces: Refining a startup’s vision and building the kind of staff needed to execute that vision—on a budget, if necessary. RYZ Labs’ official announcement is succinct: They want to “help existing startups scale fast and spend less.”
In an interview, Jordan Metzner tells dot.LA his time with Amazon played a significant role in returning to entrepreneurship. “I was able to work on entrepreneurial projects pretty much like the whole time,” he says, “And I basically was able to come up and generate new ideas and turn them from ideas into little startups at Amazon….”
Metzner also says that in his position, he got to "see both sides and how projects are able to set their value within the organization, how impactful they must be.”
Metzner’s final Amazon project helped turn him back toward the startup world. He invented Amazon’s Ring Drone, and after that, Metzner says, “I just knew that… creating things from scratch is still really where my passion was.”
“So yeah,” he says, “I had dreamed of building a startup studio for years.” According to Metzner, that takes “not just the desire to do it, but probably a collection of career experiences that have brought me to this place.”
Digital mock up for OffsiteIO, a startup helped by RYZ Labs
Assets by Ryz Labs
Thanks partly to Metzner’s and Nadler’s connections in Latin America (California Burrito Co. started in Argentina before expanding to six other Central and South American countries), RYZ Labs has international ambitions. As Metzner says in the launch announcement, RYZ combines two of his passions: “Latin America and business creation. Having lived and worked in Latin America for many years, I love the people and truly believe in the region’s tech prowess and potential.”
As experts on the Latin American market, Metzner and Nadler have the advantage of being able to identify the region’s top engineers. However, there are many other reasons for RYZ Labs to encourage founders to look beyond North America, including pandemic-inspired normalization of remote work, economic instability in the U.S., an untapped reserve of talented engineers, and more practical, simple advantages such as time zones lining up.
Expanding on the COVID-19-inspired advantages of distributed teams, Metzner tells dot.LA "that probably leads to part of the human capital side of our business.”
He notes that it has “been easier and easier to add additional teammates that may not be sitting in the same room as you. And as long as you speak the same language and you're in the same time zones, you know, it can be a super easy way to communicate and to build.”
RYZ Labs was in “stealth mode” for a year and, in that time, launched startups like HipTrain, a wellness coaching marketplace, and Offsiteio, which handles planning corporate offsite meetings. Asked if the nature of the startups he and Nadler work with has changed, Metzner notes that HipTrain is a “business that probably only could have been built due to the pandemic” thanks to the videoconferencing boom.
Regarding Offsiteio, Metzner says, "of course, companies always used to get together,” but “the idea of getting together was maybe like a summer picnic or something.”
“And now that the teams are, you know, in different places,” he continues, “getting together as a team is more important, and it's a shift from spending it on properly planned equipment and office space and spending it on experiences to bring your team together and create bonds to create a culture within your organization.”
RYZ’s development and staffing process is relatively straightforward. After incubating ideas and creating a workable—and saleable—version of a product or service, they move on to hiring leaders, then setting the stage for outside investors. After that, the “Human Capital” part of the equation kicks in, focusing on finding Latin American talent.
Asked if he has general advice for anyone in the earliest stages of conceiving a startup, Metzner keeps it simple: “Best place to start is to buy a domain name and get started,” he says.
“I mean, there's been more and more online tools to help build everything from websites to web applications, to communication with your customers. There's a lot of no code tools that even we use sometimes that are great intermediaries as you're building product.”
One clear thing that comes across when speaking with Metzner is that he’s happy about launching RYZ Labs in his hometown. “I was born in Los Angeles,” he says, “My mother was born in Los Angeles. Her parents were born in Los Angeles. I've lived in LA my entire life. I've moved around but came back.”
“I love Los Angeles, and I think it's a great place to build,” Metzner concludes, “I think it has such an entrepreneurial spirit based off of Hollywood films and the fact that every Hollywood movie is almost like a new business. It's an awesome place to build a company.”
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Before the novel coronavirus brought the world to a halt, Bird had been on an exceptionally meteoric rise, even by the frothy standards of what now seems like a bygone era of venture capital that brought ever-ballooning valuations to all manner of companies. In 2018, Bird became the fastest company in history to reach unicorn status. Shortly after that, it achieved a $2 billion valuation in less than a year and announced it had expanded to 100 cities with 10 million scooter rides.
In late January, Bird raised another $75 million of Series D2 funding at a $2.77 billion valuation. But less than two months later, the company suddenly found itself mostly shuttered at the worst possible time during the crucial post-winter months when it counts on earning most of its revenue after bringing scooters out of what employees refer to as "hibernation." During a pandemic the last thing people want to do is touch a shared scooter, if they're going anywhere at all.
Employees say the company has swiftly responded to by far the biggest crisis in its short history more severely than it has publicly let on, suspending operations in every market and slashing its workforce by 40%, a figure based on the global Slack channel all employees are required to join that includes about 1,060 employees. (A Bird spokeswoman declined to comment on the figure and referred to an earlier TechCrunch article that put the percentage at "around 30%.")
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Bird's Santa Monica headquarters has been particularly hard hit. Whenever the office is able to reopen, there will be fewer than half as many workers as before Coronavirus.
This account, which includes many previously unreported details, is based on a review of internal memos and a recording of the now infamous Zoom meeting obtained by dot.LA as well as extensive conversations with more than half a dozen Bird employees at all levels of the company who were laid off. Most requested anonymity so as not to jeopardize their severance or future job prospects.
Bird declined to make anyone available for an interview or even fully answer a list of written questions, instead sending a statement to dot.LA: "Layoffs are never easy or comfortable to do and COVID-19 has impacted the way they are done in at least the near term...We are eternally grateful to the impacted individuals and wish that the entire situation could have been avoided."
Employees describe being thrilled to join such a fast-growing startup brimming with talent that had a lofty mission to forever change the way people are transported all around the world. Last year, LinkedIn named Bird as one of the hottest startups to work for in the U.S.
The now sadly common occurrence of reducing headcount, as employers like to call it, during coronavirus is challenging when face-to-face meetings are not possible. However, Bird employees say they are disheartened by how coldly Bird handled the reductions.
"Lots of companies have to lay people off right now," said Jenny Alvauaje, a 23-year-old Bird data scientist who was dismissed after a year and half at the company. "People will recognize the companies who did it well and the ones that didn't. I hope Bird is the one that is remembered as one who did it poorly."
"It felt like a Black Mirror episode"
At 10:30 a.m., employees logged onto Zoom but were greeted only by a cracking silence. Meetings at Bird are usually always punctual and more frenzied Slack messages followed.
"Is there audio? Why can't i hear anything?" Alvauaje messaged her colleagues.
"We never start late," another employee remembers thinking. "This is strange. Something feels off."
For the next five minutes, employees stared at a sparse slide with a dark grey background that said only "COVID-19."
"It was not our brand color or font, which frankly was unsettling in a way I couldn't articulate," Alvauaje said.
Thinking there were technical difficulties, some employees logged-off and were never able to return to the meeting. Then, after five minutes of dead air that seemed like an eternity, a robotic-sounding, disembodied voice came on the line.
The woman began by acknowledging "this is a suboptimal way to deliver this message." Then she cut to the chase: "COVID-19 has also had a massive impact on our business, one that has forced our leadership team and our board of directors to make extremely difficult and painful decisions. One of those decisions is to eliminate a number of roles at the company. Unfortunately your role is impacted by this decision."
The meeting was scheduled to last half an hour but ended up going for only two minutes. Towards the end of the monologue, as the woman started talking about the future of Bird, she sounded like she was getting choked up and was trying to hold back tears.
"It felt like a Black Mirror episode," Alvauaje said. "This ominous voice came over and told us we were losing our jobs."
Almost no one recognized the voice, and there remains disagreement about who had the unfortunate job of delivering the message. But this much is clear: It was not VanderZanden or a top executive.
"It was a cowardly move," said a Bird manager. "Travis did not want to deliver the news."
"It sounded like a recording and it was very strange and ominous," said an operations employee.
VanderZanden, who Tweets sparingly and has been silent on the messaging service since late January, defended the meeting Saturday in a reply to a recounting of the meeting that had gone viral: "We did NOT let employees go via a pre-recording. It was via a live zoom mtg (not ideal either) b/c we're all WFH during COVID. Video was turned off which we thought was more humane. In retrospect, we should've made 1on1 calls to the 100s impacted over the course of a few days."
VanderZanden's defensive replies and an internal memo have been his only comments about the layoffs. In its statement, the company said, "we purposefully and intentionally did not have any video on to protect privacy as we delivered the news live to individuals. A live speaker delivered the news in real time over the web-based call and a slide was projected outlining additional information including four weeks of pay, three months of medical coverage and an extended timeframe to exercise options."
Most employees dot.LA spoke with still believe the call was pre-recorded. They say it's hard to otherwise explain how the message could be delivered so robotically, but some also say at this point the distinction is moot.
"It might as well have been a recording given the lack of human interaction," said one staffer.
Making it more surreal, some people were logged out while the brief speech was still underway. As the voice on the line was speaking, employees stared at their computer and began to take in the news that they were losing their jobs. Then their screens suddenly went dark and their company issued MacBooks restarted. By 10:40 a.m, everyone was locked out, just as employees were frantically trying to exchange personal numbers and emails on Slack and take screenshots of their contacts. They wondered why they were being cut off then since they had just been told their last day was not until April 3rd.
Bird Layoffs: An Audio Recordingwww.youtube.com
A month earlier, someone in Bird's IT department had been tasked by his superiors to write a script that would allow the company to instantly shut down all of a user's accounts – computer, email, Slack – with the click of a single button, according to an employee. He was told the script would be used for general off-boarding rather than the mass layoff that he ended up being included in. Last Friday, the script seems to have been activated early.
Some employees, who had the day off or were working a later shift, did not understand why their computers were restarting and why they could not log back in. Others tried in vain to join the webinar and got a message saying it was full, likely because Bird's webinar license didn't accommodate enough attendees. Some employees did not realize what was going on until they saw a brief TechCrunch article posted at 11:26 a.m.
According to Bird's statement, "HR representatives, managers, and/or executives personally reached out to all individuals directly as a follow up." But few employees have seen any follow-up. It did not help that many managers were included in the layoffs and had no idea who on their team had been cut. Some resorted to messaging their reports on LinkedIn to see if they still worked at the company.
The next day, one employee received what seemed like a heartfelt note of gratitude from his boss's boss thanking him for what he had contributed during his 18 months at Bird, but he soon discovered he had gotten a form letter. "Seven of my contemporaries said they had received the exact same message," the employee said. "I realized he had just copy and pasted it."
Workers were told they would be receiving three months of healthcare benefits but when they looked into it, they discovered the company is actually only providing coverage until April 30th. After that employees have the option of enrolling in COBRA, according to an off boarding memo obtained by dot.LA.
"I can't pay the $600 out of pocket for that," said one employee. "I'm just going to go on MediCal." (A Bird spokeswoman clarified Wednesday: "All impacted employees will receive three months health coverage paid for by Bird. Ensuring these individuals were taken care of through June during the global pandemic was key and we wanted to go beyond the industry standard.")
Employees say Bird seems primarily concerned about getting their now locked laptops back, which are mostly MacBook Pro's for older employees and the cheaper MacBook Air's for newer staffers, who joined in an era when the company became more focused on cutting costs.
"IT will send a box with a return shipping label to retrieve company assets (e.g., Laptops, chargers, and badge)," the company stated in its off boarding memo. "All items should be put in the box and mailed back to us by April 15."
The company has been less specific about how employees will get back the items they left at their desks when they walked out of the office for what turned out to be the last time nearly three weeks ago. It is a sad fact of the COVID-19 era that laid off employees do not even get to clean out their own desks.
"They said any personal items would be sent back to us 'eventually,'" said one staffer. "There's a lot of stuff on desks and monitors that belong to employees of the company."
A workforce decimated
Almost no division was spared from wrenching cuts, from engineering to data to government partnerships to legal.
"Pretty much everybody I worked with was let go," said one operations employee. "They eradicated whole teams."
Several employees noted that the cuts included some viewed internally as superstars. They also noticed that the layoffs will result in a much less diverse company.
"It seems like they got rid of the majority of women and people of color," said one staffer. "In engineering they got rid of the only women in significant leadership."
"As far as I know, the folks that are left from my immediate team consist of all men, most of whom are white," Alvauaje wrote in a Medium blog post. She said her data team was reduced from around 50 to just five people. "When your C-Suite looks the way Bird's does (the way many do, in tech and otherwise) and your data team follows suit, you cannot best serve the communities you pretend to care about," she wrote.
Laid off employees have joined an ex-Bird Slack group to share job leads and try to process what happened. "There's a lot of dark humor being passed around," said one employee.
"This could not have happened at a worse time"
When the coronavirus hit, many Bird employees were busy coordinating taking scooters out of "hibernation" for the busy spring and summer months, a period known as "Spring Push." The company brings in little revenue in the winter, banking on ridership to return in warmer months.
"This could not have happened at a worse time for the company so that's why this happened so quickly," said one employee.
Bird's biggest competitor, Lime, announced March 21st that it was "winding down and pausing" service in all markets except for South Korea. Bird did not follow suit, at least publicly. Its last announcement about COVID-19 came on March 12th - which seems like a lifetime ago in this rapidly changing environment. The blog post said only that the company would be cleaning scooters more frequently.
"The only cleaning I was aware of was when they were putting them away," said a Bird operations employee. "They have been rapidly removing scooters from marketplaces and putting them in sleep mode. Externally they were not telling customers that. They weren't telling people they were removing everything."
Bird would not directly address whether the company has suspended operations in all markets. "Our decision to temporarily pause or reduce our fleet in some cities is very fluid as the response to and recommendations regarding COVID-19 evolve," a spokeswoman said Wednesday afternoon in an e-mail to dot.LA. "Our actions are in line with voluntary, as well as mandatory measures set by governments for businesses. We will continue our close dialogue with local officials in each of the cities we provide our service and will again offer full fleets of our safe, clean transportation alternative as soon as possible."
The last weeks at Bird were particularly frantic for many employees because the company was doing something no rapidly growing unicorn ever wants to do: scaling back its operations as quickly as possible.
"My sole focus the last weeks of my employment was reducing operational spend as much as I could," said a manager. "My department had quite a bit of spending. I was told to get it to zero."
This manager was part of a team of about two dozen employees responsible for planning Bird's response to the novel coronavirus.
"I thought cuts were likely coming at some point," said the manager. "But I did not expect to be cut in the first round."
Like others, he heard about the call when he logged onto the Zoom webinar. He wished he had at least had enough time to say goodbye to his team.
"The leadership at Bird handled this in an immature manner,' he said. "The world deserves to hear about it."
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