Investor #pitch night at the London Startup Leadership Program

For the most recent pitch night I attended, I had a welcome change of scenery: I was invited to join fellows from the London chapter of the Startup Leadership Program (and a few from Paris) as they pitched to an audience of investors, mentors and well-wishers at Deloitte’s HQ.

In no particular order, the pitches were as follows (the names link to the startup websites):

Selified

This FinTech business is making customer identity management as easy as taking a selfie and photos of relevant documents, combined with multifactor verification. They claim to be able to “verify people anywhere in the world in less than a minute”.

Selified certainly seems capable of streamlining and automating new account on-boarding, and reducing the time it takes banks and card companies to collect customer data for loan and credit applications. However, there are many similar solutions out there, and some, like Proviso, are already installed at major banks. So, the challenges for Selified include: demonstrating a valid USP (or maybe the combination of what it does?); working out a SasS plus transaction pricing model; and new client installations versus displacement sales.

Re-Imagi

Declaration of interest: I have been working with, and sometimes mentoring the team at Re-Imagi for the past year or so. (Hence my ticket to tonight’s event). So, I’ll try to be objective!

Re-Imagi describes itself as “enabling decision makers to unlock human capital inside their organisation through collaboration”. By harnessing in-house innovation, creativity and collaboration among employees (through the use of design thinking, employee engagement, and unique data capture and analysis) Re-Imagi was able to change the behaviour of 42% of participants at a global bank, within the course of a two-week programme.

From experience, one challenge for the team is describing the essence of the business – since it cuts across innovation, enterprise platforms, people analytics and design thinking. At its core, it acts as a prism through which to view a range of social movements that all companies are struggling with: e.g., the Future of Work, the Future of Ageing, the Future of Money etc. But key to success will be connecting with corporate champions who “get” what the benefits are, and are willing to embrace change and welcome some external input and perspective to their current processes.

0tentic8

A very topical subject, namely a blockchain-based solution enabling agricultural producers to access financial services, and provide more transparency on supply chains.

According to the founders, there are around 500 million farmers in the developing world who do not have bank accounts. The platform will verify each stage in the supply chain – from providing a digital ID for each farmer through to tracking end customer purchases.

Part of the goal is to give farmers a verifiable financial profile that can enable financial inclusion and access to bank services, as well as supporting “field to table” provenance.

Unfortunately, on the night, the presentation was a little unclear as to strategy and execution. It’s certainly a great idea, and one of a number of AgriTech startups looking to deploy blockchain technology along the food production, manufacturing and distribution supply chains.

Secret Sessions

Here’s a business that is aiming to turn the music industry on its head. In some ways, it’s an A&R agency for the digital age; in others, it’s a curated service linking artists, fans and consumer brands, that can potentially generate more revenue for bands (from sponsorship, content creation and licensing) than traditional record label deals or license fees from streaming services.

With backgrounds in video production, digital media and music distribution, the founders are well-placed to execute on their strategy. Secret Sessions is already working with some major consumer brands who want to connect with new artists who have established a core fan base via social media, a dedicated YouTube channel, and special live events.

As a part-time musician (and one-time recording artist myself), I recognise the changing economics of the music industry. The model has been totally disrupted by digital, and the days of multi-album deals with multi-million dollar advances are long behind us. However, I can’t help thinking that if the only way people can discover and connect with new music is via a branded advertising campaign, does it in any way compromise or impoverish the artistic merit of the content? In the 1980’s and 90’s, when household brands started sponsoring world tours by major artists, it generated a bit of a fan backlash – but maybe I’m just old-fashioned, and no doubt I’m not the target demographic.

Owlmaps

Owlmaps is targeting the enterprise SaaS market, offering their take on a knowledge management platform. Organisations need a way to identify and access “hidden” skills that lie within their existing workforce, and Owlmaps does this using a talent-mapping and skill-matrix tool.

It aims to provide a dashboard solution so that users can identify skills distribution, and skills in demand, as well maintain an audit of current staff. Owlmaps places itself at the intersection of enterprise content management, learning management and collaboration solutions, and has launched several pilots with startup accelerators, academic programmes and member-based organisations. The business model is based on tiered SaaS subscriptions.

There are a plethora of software solutions that address, in some way the problem of “in-sourcing” the right skills and experience, especially for new projects or ahead of planned restructures. These platforms are either part of “traditional” HR tools (what I sometimes refer to as “human accounting software”), project management tools, or ERP applications. No doubt, some organisations are also using their recruitment tools to maintain “current” (at the time of hiring) profiles of their employees. But they are often laborious to use and update, and the tools themselves become the process…

Owlmaps may need to demonstrate it can integrate with legacy tools, but it may also need to help end users (employees) understand what’s in it for them – maybe it can serve as a prompt to take some further professional development or skills training? I also wonder if Owlmaps needs to identify a specific industry sector, rather than trying to appeal too broadly?

imby.bio

I have to say that I really like the intent behind this startup – helping a new generation of urban gardeners connect with their back yards. It’s essentially a gardening app with some built-in smarts, that also acts as a channel to market for the retail horticultural sector, by enabling users to connect with and buy from suppliers direct.

A few of the app features seem so obvious when you think about them: take a photo of an unknown plant and get it identified; use your location data to get tips and recommendations on which plants to grow, and how to care for them; get reminders to water/weed/feed your plants. But why haven’t any of the existing gardening brands taken this market by storm? Apparently, this retail sector is very fragmented, with a large number of independent nurseries and garden centers, who rely on loyal, local customers. And many gardeners still like to use traditional printed seed catalogues from their regular suppliers.

The path to market is also slightly complex, since imby.bio is planning to work with local, offline communities to begin with, and offer the app for free (initially, at least). There are other market segments that could present opportunities (such as education, botanical gardens and parks, gardening clubs, even gardening magazines and TV shows), although the synergies between them are not entirely obvious. Plus there may be an opportunity to sell or license data captured via the app, although this is not a priority. But I applaud the vision, and an app that can help us to plant the right flowers to support our bee populations has to be encouraged.

Eligent

This is a solution born out of the founder’s personal need and experience – a multi platform task management tool for virtual collaboration within creative, digital and advertising agencies. The solution is designed to streamline the production process at each stage of a project, help co-ordinate better communication between teams (especially those working remotely), and track costs.

Also using a freemium and tiered pricing model, this cloud-based application already claims to have 100 active users across 20 teams. And with strong industry experience, the founders are pretty confident of their solution design. (There was also mention of a re-seller programme, although no details were provided.)

However, it does seem a crowded space, with the range of collaboration and project management tools seemingly growing by the month. And while I’m sure there are some unique aspects as to how the creative industries work, are they so really different? I myself have seen at least two other similar tools pitched before – Coin-Craft (architects), and Studio Ninja (photographers) – and in each case, the founders were adamant that their fields had specific needs that justified dedicated platforms just for their professions.

Capium

Capium is a suite of cloud-based productivity, client management and practice management tools for the tax and accounting profession. As part of the UK’s digital tax regime, everyone will need to have their own Personal Tax Account, and annual tax returns will be increasingly submitted online. So, Capium’s mantra is “making tax digital”.

In their two years of trading, Capium has secured 380 paid-for accounts with professional firms, representing 38,000 businesses profiles, plus around 4,000 freemium accounts (SMEs) being serviced direct.

So, rather like the successful Xero business model, Capium is recruiting accounting firms as their re-sellers and advocates. The founders also recognise that there are a range of new and existing competitors (with high, mid and low-tier solutions), but Capium is showing some impressive growth rates.

I’m not so familiar with the UK tax and accounting market, but my significant other is an Australian CPA and BAS agent, so I know what she likes (and dislikes) about each of the accounting platforms she has to use – meaning that no system is perfect, and each has one or more feature or function that is better than their competitors! Finally, even leading platforms like Xero, Quickbooks and MYOB have to build and maintain different versions for each market they serve, which can be an expensive operating model.

Taste Of Kenya

There was no doubting the founder’s passion and personal investment in this business – a project connecting coffee growers direct to retailers. Designed to offer growers a better deal and ensure they are paid in a more timely fashion, Taste Of Kenya is attempting to disrupt the existing supply chain by buying direct from Kenyan growers, and removing 5 levels of intermediaries to supply coffee retailers in the UK. Taste of Kenya pays at source at the time of purchase, and manages the processing, shipping and logistics.

Because of the competition, and due to their current limited capacity, Taste of Kenya has decided to target coffee retailers who want to source more ethically and more directly from growers. From four container shipments in the first year, volumes are designed to grow to 15 containers (240,000 kg) in year 3.

With around 30 farmers on their shortlist, and a target market of 200+ coffee retailers in London, I suspect that this may never be a business that can scale. But that’s OK (after all, weren’t we once told that “small is beautiful”?) as the business model and the social objectives are clear. Maybe the real opportunity will be in showing others how they can do the same?

Clikd

Clikd is a dating app with a couple of key features – first, it is photo-based; second, it allows users to set their own questions for prospective dates if they don’t want to use the built-in content. The founders describe it as “photo-social”. The pitch included a working demonstration, and it certainly looks like a lot of fun to use.

I’m somewhat wary of dating apps. I’m not the target audience, I’ve never used one, and I know that some investors dislike the business model – there’s the reputation risk, plus if the app is really good at its job, customers won’t be subscribers for very long, so there is considerable churn.

But, maybe it appeals to the social media generation, who are more comfortable using these tools, or who have different social attitudes. Certainly for people who have just moved to a new city where they don’t know anyone, such an app could help them meet new friends.

User adoption is key to success, and the founders have scoped an in-depth marketing and launch campaign. They have also formed a significant partnership with an outdoor media brand.

Adalys

This MedTech business is enabling smart medical data through patients’ profiles and unpublished clinical trial data, by structuring, analyzing and aggregating the growing volumes of medical data and delivering it to doctors, clinicians, pharmacies, hospitals, Big Pharma and health care groups.

Part of the goal is to make clinical trials more effective (by providing structure to the data, and making greater use of data analytics), and by allowing new data to build on existing and real-time data more easily, it should help take some of the data costs of current practices. The business model is based on SaaS subscription revenues.

With a number of trials and installations at hospitals, plus 700 individual patients on the platform, Adalys is connecting “clinical trials with real world data”. E-health solutions for managing patient records, resource planning and tracking prescription drug costs are high on most governments’ public health agendas. However, issues of patient privacy, low take-up among GPs and a lack of “incentives” makes traction challenging.

Or Du Monde

This was probably a first for me – a jewellery startup. Not only that, Or Du Monde claims to be the leading green jewellery business in France, by only using ethically sourced diamonds, recycling gold, and as far as possible using local craftspeople, to support its sustainable goals. Gold mining generates huge amounts of ore waste, and most people will be aware of the issues associated with “blood diamonds”.

The gems used by Or Du Monde are sourced direct from mines that have established appropriate working conditions, also enabling country of origin certification.

With a strong family presence in the industry, the founders probably knew their business better than anyone else in the room. But one thing that wasn’t quite explained was the B2C click and mortar retail model. From my limited knowledge, the diamond market is closely controlled by just a handful of companies, so I’m not sure how direct sourcing works. Also, on the retail side, there are obviously high-end luxury brands, and mass-market high street chains.

I’m guessing that Or Du Monde aims to sit in between, as a niche or boutique brand, appealing to a certain customer profile. The pitch made reference to the “branded jewellery” sector (representing 20% of the market, and growing), but I assume this involves intensive brand marketing and strong distribution networks – again, not much explanation, although the business plans to have 9 stores around the world by 2020.

Finally, because much of the business is made-to-order, they company does not have to hold large inventories, and more than half of the revenues come from online sales.

Checkit-Out

Quoting some research that 90% of buyers use online customer reviews, Checkit-Out is aiming to update this now well-established model. In fact, the founders believe that there has been “no evolution in 15 years”, and there is some suggestion that customer reviews are now a less trusted source. (I suppose search result rankings and paid-for SEO have distorted the market?)

Incorporating gamification and aiming for an “influent” audience base, Checkit-Out allows users to upload 1 minute videos of their restaurant visits, from the restaurants themselves. (This is the first market segment the founders are targeting.)

I wasn’t sure what the revenue model was – restaurants pay a commission on bookings or referrals made via the app? – and it wasn’t clear how or how often the video content gets updated. I’m also sure that some restaurants may not be too happy about diners filming their experiences and posting them online, while they are still dining – managers and waiters probably have enough to do coping with diners taking photos of every dish for their social media pages….

Finally, as with most user-defined and user-contributed content platforms, we tend to gravitate to the reviewers whose views and tastes appear to align with our own – understanding how that model works would be incredibly valuable.

 

Note: I’m extremely grateful to Steven Hess, Program Leader, and the team at Re-Imagi for inviting me to participate in the dress rehearsals, and to attend the pitch night itself. It was a very interesting and worthwhile experience, and noticeable that the program fellows had taken on board much of the feedback that myself and other mentors had provided at the rehearsals.

Next week: Tribute

 

 

 

 

 

 

Gaming/VR/AR pitch night at Startup Victoria

Building on the successful format that has been the mainstay of Startup Vic‘s regular meetups for the past few years, February’s pitch night kicked off a scheduled programme of thematic events for 2017. First up was Gaming, VR and AR.

Photo by Daniel C, sourced from the Startup Victoria Meetup page

Hosted as usual by inspire9, the event drew a packed crowd, no doubt helped by the impressive panel of judges assembled by the organisers:

Dr Anna Newberry, responsible for driver-assistance technologies at Ford Australia; Stefani Adams, Innovation Partner at the Australia Post Accelerator; Tim Ruse, CEO of Zero Latency; Rupert Deans, Founder and CEO of Plattar; Samantha Hurley, Co-Founder and Director of Marketing Entourage; Gerry Sakkas, CEO of PlaySide Studios; and Joe Barber, a Commercialisation Advisor to the Department of Industry and Science, a Mentor at the Melbourne Accelerator Program (MAP), and angel investor.

Maintaining the tradition of this blog, I will comment on each startup pitch in the order in which they presented.

Metavents

This niche business offers an event planning app for festivals. At its heart is a tool that allows users to build a 3-D simulation of proposed events, combined with an AI capability to simulate risk management, logistics and team communications, plus a digital time capsule where event attendees can upload photos and other content.

Once licensed to event planners and organisers, the platform charges clients $1 per ticket sale, plus a 2.5% fee on donations and fees for other content and services such as the digital time capsule. In addition, Metavents is building strategic partnerships, and announced a relationship with the Vihara Foundation and its Rock Against Poverty programme from 2018.

All good so far. Then, things got a bit confusing. For example, in addition to festival and event logistics, Metavents claims to offer humanitarian support services in response to natural disasters, and emergency management capabilities for smart cities. There was also talk of a global network (linked to the UN?), and an impact investment fund.

I’m sure I wasn’t alone in thinking that the pitch was a bit disjointed and suffered from a lack of focus. But the pitch did reveal something of the founders’ core passion, and incorporated some impressive graphics – it just felt like a case of form over substance.

Second Sight

Second Sight is a game analytics service that “unlocks the secrets in player data”, by enriching existing big data sources with social media interactions. It does this by profiling players based on their behaviours, and providing this feedback and insights to game developers and product managers. Focusing on the mobile game market, Second Sight is initially targeting independent developers, and will then move on to corporate game businesses.

Second Sight’s own development path is to build automation tools first, then create a library of tasks and insights. With an estimated 1 million users (based on game statistics), 3 paying clients and another 27 beta clients, this startup is showing some promising market traction. However, there are a number of established competitors, including Omniata (which is more of a general user analytics engine, like Mixpanel or Flurry), GameAnalytics, deltaDNA and Xsolla, some of which offer free user services.

In response to the “ask”, ($500k in seed funding in return for 20% equity), the judges suggested that Second Sight might want to address the needs of a specific game sector.

Dark Shadow Studio

This presentation featured an application called Drone Legion, that merges drone experience with VR. Part simulation game, part training software, it was nice to see a demo of the app running in the background, without detracting from the pitch itself.

A key point made by the presentation is that the Civil Aviation Safety Authority (CASA), which is responsible for regulating drones in Australia, is in danger of falling behind other countries. For example, Drone Legion could be adapted to provide user training, testing and licensing before a customer buys a physical drone.

Although there are drone simulators available via Steam, they are not aimed at the general public. Drone Legion is also compatible with a range of gaming consoles.

The judges suggested that this pitch was more an individual game, rather than a business, so it was suggested that the founders should try to get funding from HTC or Oculus to build their first game. And given that one of the judges works for Australia Post (ostensibly a logistics company with a growing interest in drone technology….), there was the offer of a personal introduction.

Phoria

Phoria describes itself as an “immersive media business”, offering rapid 3-D visualisation (especially for the property development sector and the built environment),  and other services such as digital preservation.

But tonight, the pitch was about a plan to use “VR for social good”. Under the moniker “Dreamed”, Phoria is developing a niche health care solution, designing “patient experiences” to help them get out of their current care or treatment environment.

Predicated on an immersive therapy platform, Dreamed will offer a distribution service for cloud-based content, designed to be used alongside other, related assisted therapies that feature Animals, Nature and Music as stimulants for patient engagement and therapeutic outcomes. While not exactly a MedTech solution, Phoria’s “IP special sauce” is the use of VR as a constant dynamic feedback loop, which presumably learns from and adapts to user interaction and monitoring of appropriate patient diagnostics.

So, who pays for the service? Hopefully, hospitals will, especially if they can demonstrate reduced therapy costs and patient treatment times. (Maybe there will also be a consumer market alongside existing meditation apps?) But with some early-stage and potentially high-profile research underway via the Murdoch Childrens Research Institute, Phoria and Dreamed look to be making steady progress, notwithstanding the normally slow pace of medical research. Key to the research outcomes will be user acceptance and ease of service and content delivery, although a large number of unknowns remain in the context of the medical benefits. Meanwhile, Phoria continues to serve its core property market.

Finally, something which I found somewhat surprising, according to the presentation, there is no VR content licensing model currently available. Sounds like a job for a decentralized digital asset management and licensing registry (such as MyBit?).

On the night, and based on the judges’ votes, Phoria took out first place honours.

Next week: The Future of Work = Creativity + Autonomy

 

Startup Victoria’s #Pitch Night for #Startup Week

The grand finale of Melbourne Startup Week was Startup Victoria‘s regular pitch night held at inspire9. Six months in, and this new monthly format has become a major fixture on the startup calendar, judging by the audience size, and the range of startups applying to pitch. There are still a few teething problems (the AV quality is a bit variable, and some of the judging panels are probably too “soft”…), but it’s established something of a benchmark against which other pitch nights might be compared. This month’s cohort covered medtech, wellness and the greetings industry.

StartUp Vic 240616

Cardly

Cardly is an online service that allows users to send personalized greetings cards to friends and loved ones. Under the banner of “you write, we post”, customers can choose from a range of artist-designed cards, add their own message, and Cardly will then print and send the card from a location as close as possible to the recipient (currently London, Sydney and New York).

A variant on the familiar 2-sided market model, Cardly has built a community of independent artists who supply the card designs. Artists are charged a sales commission on each order, and they get their own store front on Cardly. And for anyone struggling for words, there’s a range of predefined texts and doodles.

Because this is a print-on-demand model, using digital printing, there is zero wastage (unlike the traditional greeting card industry where over-production and limited distribution are commercial headaches). However, even with some “handwriting” fonts, there are some design and user limitations, which something like the Sensel Morph touch-sensitive track-pad may be able to address?

Cardly is aiming to take a chunk of the retail market and disrupt the global greetings card industry. The judges took a slightly different view. Based on the founders’ own data, consumer customers will probably send an average of 12 cards per annum, and at $6.45 per card, it’s a tough sell. However, by looking at a lower cost per acquisition, addressing the corporate market and offering a white label solution, the business would be in a better position to scale. There was also a suggestion for an engineered viral solution to drive traction through collaborative cards, and other ideas for partnerships (e.g., gift buying services and gift cards).

Cardihab

Cardihab (“Get Back To Life”) has appeared in this blog before, and is a CSIRO spin-out that has developed a mobile support solution for cardiac patients via an app and a patient/GP portal. As someone whose father is recovering from major heart surgery, this pitch got my personal vote!

The success rate is staggering – patients using the app are 70% more likely to complete rehab. So far, four hospitals have signed up, with three more in the pipeline. As well publishing their research, the founders see Cardihab as being a broader platform for managing chronic illnesses.

Currently in the process of getting investor ready, the proposed business model will charge an annual license for hospitals, plus a per patient fee.

The judges had some questions about the potential market (“Anyone with heart disease”) and wanted to know a bit more about the bench strength of the team.

Black

Staying with the medtech and after-care theme, Black‘s modest goal is to “revolutionise healthcare”, via an in-home observation solution that scans patient movement and analyses interaction with their helpers. The scanner strips out personal data (features, attire) using skeleton tracking to monitor movement and falls, while learning from patient gestures. It can use real-time alerts to contact helpers, carers and emergency services.

The scanning software is currently trialing in casinos to refine the machine-learning algorithms, and all trials are subject to ethical approval.

Although still at a conceptual stage (in terms of health care applications), and notwithstanding privacy concerns, this project demonstrates that predictive tools will be vital to helping the elderly and the infirm to continue living independently in their own homes, which will have significant advantages to the cost of long-term care, preventative health services, patient rehabilitation and after-care services. There are doubtless other, similar solutions in development, and the outcome will likely be a mix of blended services based on ease of use, cost of roll-out, system interoperability and patient efficacy.

Honee

Last to present was the team from Honee which is bringing digital connectivity to the wellness, fitness and beauty industry. The solution they offer is designed to make it easier to discover and book an appointment for a treatment, consultation or workout session, by connecting merchants and users.

With previous international experience at Delivery Hero, Quandoo and Zomato, the founders have strong startup business credentials in adjacent markets – connecting consumers to service providers via search discovery, customer reviews, personal recommendations and proximity.  Of particular interest in this sector is the growing “wellness travel market”.

There are undoubtedly competitors already working on similar solutions; and it may just be that I’ve seen far too many pitches in the past few years, but I’m sure there was a startup out there offering a “just in time” service to help find and book appointments for personal services – Fit Me In? – and I recall another comparable startup idea for restaurants to offer last-minute menu specials via a location-based app.

Nevertheless, as we know, execution is key, and the judges asked about the huge cost to build a consumer brand – hence Honee is focusing on service providers to get their brands on line. There is an MVP in pre-launch, and Honee has built a mobile responsive website, with a grant from the Melbourne Accelerator Program.

After the vote (and thanks to technology, the results of which were available in minutes….) Cardly was declared the night’s winner.

Next week: Moving #innovation from “permitted” to “possible”

#StartupVic launches new-look #pitch event

The team at Startup Victoria have been working hard over the summer: not only have they brought on a whole bunch of new commercial sponsors, but they have also launched a new format for their pitch nights. The idea is to invite startup founders to register their interest in pitching to a panel of judges. The contestants get the opportunity to compete in front of a live audience, for a chance to win face time with local VC’s, along with some other startup goodies.

global_446720634It’s not Shark Tank (there’s no hard cash on offer), nor is it an open mic night (there is a pre-screening and audition process) – but it does enable entrepreneurs to test their pitch, get some early exposure, and receive some great feedback and advice. It also doesn’t matter what stage the startups are at, although businesses that already have some market traction or have built and tested an MVP are probably in a better position to compete.

The launch night saw pitches from four startups, who are at various stages of development. In no particular order they were:

Ad Hoc Media with Passenger Pad, a digital Out Of Home advertising medium for taxis, using interactive touch screens inside the cab. To date, there has been a low take-up rate of this technology by the taxi industry in Australia, mainly due to regulatory issues, but the landscape is changing. With a background in taxi electronics and hardware, the founders are about to launch with 400 taxis in Melbourne, and plan to expand to other cities. There is no doubt that using a combination of passenger, location and fare data (duration, time of day, pick-up and drop-off points), the screens will be able to offer brands and their media buyers targeted audiences and in-depth customer analytics. The challenge will be to offer advertisers a competitive rate card, especially as this is essentially a new medium: it offers viewer choice like TV, can serve up targeted content like web or mobile, and is ideal for special offers linked to location and time of day.

Global Patient Portal offers a free platform for e-health records. Having already launched in Kolkata, India with 40,000 users signed up in 11 weeks, GPP is aiming at lower socio-economic communities and emerging markets. The initial business goal is simple: to support ownership of e-health records by users. Using a combination of bootstrapping and NGO funding, GPP has been able to hire a team of “scribes” in India who sit in on patient consultations and capture the medical notes, which can then be referred to at the next consultation. (Currently, a lot of time and resource is wasted because patient records are captured on paper, which is easily lost once the patient leaves the clinic.) Commercial revenue will come from selling anonymized patient data (subject to legal compliance, privacy obligations and data accuracy) for research and policy planning purposes. In choosing to launch in Kolkata, GPP was aware that in some more affluent urban communities in India, the favoured means of patient communication is WhatsApp?, so they would be less likely to adopt a separate platform. Also, in Australia, having talked to GPs about the various government attempts to establish the e-health system for patient records, I am aware of a reluctance within the medical profession to buy in to the scheme: first, there is no financial incentive for them to capture patient data via a common e-health platform; second, why would they want to share patient data with their competitors?

prevyou is aiming to disrupt a large part of the recruitment and job ad market, by directly connecting students with job opportunities at SMEs. The two-sided market effectively crowdsources available jobs from SMEs, who typically do not have access to the hiring market or to full-time and dedicated HR resources. The goal is to streamline the hiring process, and to offer a mix of standard and premium services (e.g., video resumes, applicant screening, skills matching, personality profiling etc.) and later to add validation of applicant credentials and qualifications. In return, the business will take a commission once a job has been offered and/or candidate hired. While the focus is initially on capturing the market for casual and part-time jobs, the judges urged them to look at the enterprise HR market (under an outsourcing or white label model?). Looking ahead, there is the opportunity include student internships (although, like the legal issues with Year 10 work experience, internships and placements present additional challenges such as achieving student learning outcomes and other employment law issues).

OurHome is an app to help families manage, share and track household chores, so that children learn to take some responsibility around the house, and they can get rewarded for their contribution. It emerged out of an earlier app, Fairshare, that was aimed at shared houses. Apparently, people living in shared houses don’t care enough about whose turn it is to clean the bathroom, or are happy with paper charts and lists on the fridge door. Describing itself as “an integral household tool with indirect network effects (i.e., like Google, not Facebook)”, OurHome also claims to be the #1 chores app. Using advanced algorithms, and other features such as customisation and Dropbox integration, the app also introduces an element of gamification through rewards (intrinsic and extrinsic). For busy families, it replaces those fridge notes and task charts (although, as the judges noted, there’s no calendar yet). Of particular interest is the very positive feedback the team have had from families who have children with ADD.

Despite a few technical glitches (concerning mics and audio quality), the first new-look pitch night was a success, and Global Patient Portal won the on-line audience vote. I was luck enough to meet with one of the teams a few days later. They thought it was a useful experience, but they hadn’t quite known what to expect, and they had anticipated more of a grilling from the judges and tougher questions from the audience.

Next week: More In The Moment