In a multiyear shift that could portend a long-term trend, billions have flowed into startups founded in the middle of the country.
For middle America, the 25 states that sit between the Rockies and the East Coast, easy access to venture capital has long been a dream just out of reach. Traditionally, venture capital funds have largely ignored this section of the country in favor of startups on the coasts.
No more. According to a new report, “State of the Mighty Middle Report,” from Crunchbase and Dundee Venture Capital, over the past decade investments grew to $20 billion in 2019 from $5.8 billion, a 13% compounded annual growth rate (CAGR). Even with the COVID-19 economic lockdown in full swing, first quarter 2020 investment was $2.5 billion. As would be expected, this is down from the fourth-quarter of 2019 where investors poured $4.7B in early- and late-stage companies in the heartland. Year-over-year investment also is down 34% because of the pandemic.
“We tracked it over a decade and we have seen funding increase at every stage,” said Crunchbase Data Evangelist Gené Teare. “Part of the reason venture capital is expanding into the Mighty Middle is tech is expanding … and impacting all businesses. What you see is tech is moving into traditional industries. Tech is moving into everything.”
SEE: An IT pro’s guide to robotic process automation (free PDF) (TechRepublic)
That fact is attracting dollars as startups, looking to leverage the large pools of engineering and entrepreneurial talent mid-America has to offer, develop products that solve a broad spectrum of business and manufacturing challenges.
“What has changed is tech being focused on … things that are more meaningful like healthcare, energy, robotics, manufacturing,” said Teare. “So the whole thesis of tech has shifted to things that are more fundamental to our lives.”
Over the last decade, investors poured more than $92 billion into startups in the middle of the country, the report said. Of that money, $10 billion went to fund very early-stage companies with seed money. This is an important metric to track because it indicates an active angel investor community that is willing to fund early, idea-stage companies, said Teare. The remaining funds went to late-stage companies raising series C rounds of capital.
“Large technology exits from the Mighty Middle over the past decade have shown that
valuable technology businesses can be built and grown outside of the most well-known
startup ecosystems,” the report said.
“In 2019, 26 funding rounds of over $100 million occurred. These 2019 primarily late-stage megadeals were led in part by automotive, energy and insurance companies—three sectors that have been long-standing regional stalwarts. Together, $100 million-plus late-stage rounds represented $11.1 billion in total invested dollars in the region.”
SEE: Research: Why Industrial IoT deployments are on the rise (TechRepublic Premium)
Chicago, Austin, and Denver lead the area with most investments. Startups in these cities raised more than $1 billion in seed capital over the last decade. The states with the highest total VC investments over the decade were Texas, Illinois, Colorado, Pennsylvania (specifically Pittsburgh), and Michigan. The 10 leading states, which also include Minnesota, Ohio, Tennessee, Missouri, and Indiana account for 90% of total dollars invested.
“Founders and investors in the Mighty Middle have long focused on building solid companies with an eye toward profitability and aiming to scale beyond their local markets, something that has likely become increasingly valuable in the current investing climate,” the report said. “Venture capital firms have raised record amounts in the last two years, and will continue to deploy capital into growing businesses–the dollars show that is increasingly happening in the Midwest.”
What impact COVID-19 will have on VC funding long term is unknown. What is known, is that as companies struggle to re-orientate themselves to a new normal, they are increasingly dependent on technology to fill in the gaps. Whether that turns into more dollars flowing into tech firms will have to be seen.
“For a lot of tech companies the whole landscape has changed overnight,” said Teare. “So the impact of COVID is huge on the economy and huge on the tech landscape. The main insight is a lot of the digitalization strategies have shifted online.”
Eightfold AI raises $125 million Series D funding for its AI-powered talent intelligence platform
With millions of unemployed people out there you might think it would be easier for companies to find the perfect candidate. Think again. Finding the perfect candidate is like looking for a needle in a haystack. Besides, the traditional ways […]
With millions of unemployed people out there you might think it would be easier for companies to find the perfect candidate. Think again. Finding the perfect candidate is like looking for a needle in a haystack. Besides, the traditional ways of finding the right candidates no longer cut it for many organizations. That’s where Eightfold AI comes in.
Eightfold AI is a San Francisco-based tech startup and a provider of an AI-powered talent intelligence platform that helps companies to identify promising candidates, reach diversity hiring goals, and retain top performers. Eightfold was founded by a team of experts in machine learning, artificial intelligence, search, personalization, and enterprise solutions. They’re now applying their experience in delivering technology at scale to solve employment, finding the right career for everyone in the world.
Yesterday, Eightfold announced that it has raised a $125M Series D funding round to expand and scale its leading AI-powered Talent Intelligence Platform, a single solution for managing the entire talent lifecycle. The funding round is led by General Catalyst and also includes investors from previous rounds, including Capital One Ventures, Foundation Capital, IVP, and Lightspeed Venture Partners. The latest round, which brings the total funding raised to date by Eightfold AI is more than $180 million, now puts the company at a $1 billion valuation.
Founded in 2016 by Ashutosh Garg and Varun Kacholia, Eightfold has more than quadrupled its sales since the last round of equity funding in April 2019. Eightfold AI’s customers, leading companies embracing this global talent transformation, include AirAsia, Bayer, Capital One, and Micron. Eightfold has customers across 110 countries, 17 industries, and 13 languages.
“Our mission is to leverage our expertise in AI to provide the right career for everyone in the world,” said Ashutosh Garg, Founder & CEO at Eightfold. “The Eightfold team has spent the last four years developing a single platform servicing all talent lifecycle needs, bypassing single-point solutions entirely. This is the future of our industry and has already made Eightfold the go-to provider for industry leaders in every sector. We are grateful to our investors, customers, and partners for sharing in our vision, especially at a time when the immediate focus is on the well-being of the global workforce.”
Below is the video of the funding announcement.
Gridfree Solar: Paving the way towards a sustainable future
As industrialization increasingly depletes the energy resources of the planet, it is the need of the hour to resort to more productive sources of power. Compared to other forms of electricity, solar energy has the least harmful effect on the climate. If used effectively, such renewable sources of power can significantly improve the planet for […]
As industrialization increasingly depletes the energy resources of the planet, it is the need of the hour to resort to more productive sources of power. Compared to other forms of electricity, solar energy has the least harmful effect on the climate. If used effectively, such renewable sources of power can significantly improve the planet for future generations. Gridfree Solar Energy Limited, an Indian Non-Government Company in Bhilwara, Rajasthan, endeavors with the same vision.
The company is a growing provider of Solar EPC & I&C services and one of the pioneers in the world of textile manufacturing and solar consulting. The founder, Chitwan Agarwal, launched the organization in March 2018, and the business has highly trained and seasoned solar industry professionals. They have extensive solar PV projects ranging from kW to MW solar projects. Gridfree Solar Energy Limited analyzes the available space and, with its expertise, builds and operates the operation and maintenance of the full solar plant system.
The endeavors of Gridfree
Gridfree installs solar panels for residential, industrial, and commercial factories and organizations. They have completed around 15 megawatts of projects within just two years of commencing business. Their undertakings in solar projects are associated with the identification of site, land, procurement, assessment of power evacuation feasibility, technology selection, detailed engineering design, finalizing contracts for supply and implementation, project identification and development support O&M, etc.
Gridfree Solar Energy Limited designs, engineers, installs, runs and manages the solar plant. They also take extreme priority in maintaining the safety of the solar plant. The expert team of professionals carries out a thorough safety review, including inspection of the configuration, documentation, and approvals of the equipment. Gridfree Solar Energy Limited also offers its consumers unflinching lifetime assistance. They ensure good efficiency and the lowest downtime for all their products and services. Gridfree also provides maintenance and operating aid for ongoing maintenance and any specifications for constructed solar plants.
About the founder and his inspiration
The founder of Gridfree Solar Energy Limited, Chitwan Agarwal (1), is a musician who ventured into entrepreneurship quite unexpectedly. It was the ideas of his father that inspired him to initiate the business of Gridfree. Coming from a family of businessmen, one could say entrepreneurship had always been in his blood. The textile business by his family, the Gomur Group, has a long and significant foundation in the industry. Though Chitwan had not been sure about Gridfree, he soon gained the confidence and zest to continue the procedures. Moreover, it was the possibility of a better future that pushed him to go further with the solar energy business.
In recent times, the role of renewable energy has been rising, with rising concern for energy protection in the world. With the limits of conventional resources, green energy has become the primary force and will play a crucial role in replacing the former ones. Additionally, the continuous use of fossil fuels produce high levels of carbon dioxide and leads to air pollution. It causes harmful health issues while altering weather trends, increasing sea levels, and increasing ecological risk.
Unlike fossil fuels, which need to be processed, produced, and shipped, sunlight is abundant, limitless, and readily available. Solar energy is derived from the emission of the sun and can be transformed into heat or electricity. It does not emit greenhouse emissions, and water is not polluted. Through generating renewable power, Gridfree Solar Energy Limited aims to reduce the cost of energy usage. It saves resources and costs while simultaneously protecting the environment.
Gridfree aims to have world-class quality solutions with the dream of a greener and safer India in engineering, project management, and deployment in the renewable energy, transmission, and distribution, manufacturing & power sectors. They also hope to provide the right solutions by partnering together, identifying needs, and delivering customized solutions to ensure the best management practices, reliable skills, support structures, and transparency.
COVID-19 has profoundly affected all businesses and startups, and Gridfree Solar Energy Limited is no exception. However, Chitwan believes that the industries should not merely sit back and wait for the pandemic to end to move on with their procedures. Gridfree works hard to get back to track, and their hard work has always paid off.
Nidhia Sebastian is an English literature graduate who looks forward to a career that complements her passion. Her never-ending love for language has brought her to creative writing. Having an open heart to knowledge is what leaves her with a thirst to explore the world. She believes in living life to the fullest and hopes to convey the same enthusiasm through her words.
Tatas and Mistrys: The Corporate Battle of the Century
In December 2012, the legendary chairman of Tata Sons (1), Ratan Rata, the holding entity that oversees the enormous and sprawling Tata Empire, retired at 75. After two decades at the wheel, he passed it on to Cyrus Mistry (2), the Shapoorji Palloni Group’s heir. It is a construction conglomerate that shapes the skyline of […]
In December 2012, the legendary chairman of Tata Sons (1), Ratan Rata, the holding entity that oversees the enormous and sprawling Tata Empire, retired at 75. After two decades at the wheel, he passed it on to Cyrus Mistry (2), the Shapoorji Palloni Group’s heir. It is a construction conglomerate that shapes the skyline of Mumbai.
The Mistrys, who belongs to the close-knit Parsi community like the Tatas, owns 18.4% of Tata Sons, second only to its charitable trusts.
However, in October 2016, during a dramatic meeting, Ratan Tata and board members of the Tata Sons sacked Cyrus Mistry. As per sources, something had gone incredibly wrong between the two. They added that the Board of Directors removed the former for loss of confidence.
The Beginning of the Legal Battle
The sacking of Cyrus Mistry started an acrimonious protracted legal dispute between the two groups, which is far from over.
After the sacking, Mistry wrote to Tata Son’s board, accusing the trustees of shadow control. He also denies allegations of not consulting the board before purchasing Welspun Power.
Moreover, in August 2017, the board passed the proposal to turn Tata Sons into a private company, which worsened the SP Group matter.
In July 2018, the Mumbai National Company Law Tribunal had dismissed Mistry’s petition, alleging that Tata Son’s affairs were mismanaged and were oppressing minority investors.
In December 2019, the NCLAT, or National Company Law Appellate Tribunal, ruled in favor of the Mistry. This seesaw dispute between the two has now landed with the Supreme Court.
Tata Sons argued that the judgment of NCLAT is a “blow to corporate democracy,” and it has set a fatal legal precedent. They further assured in front of the court that it would not take any steps invoking the power of Article 75 of the Articles of Association against the Shapoorji Pallonji Group, SP Group’s minority shareholders.
The plea came before Chief Justice SA Bobde, Justices BR Gavai, and Surya Kant, the three-judge bench.
The Bonding and Break of Two Families
It is a story of bonding and breaking two Parsi families whose ancestors are believed to have migrated from Persia to Gujarat. It was thought that SP Group received the shares of Tata Sons when they bought the financing entity F. E. Dinshaw and Co in the 1930s.
However, the Tata counsel argued that the Mistrys did not hold any group shares until 1965. It added the group bought the shares later from the JRD Tata siblings.
Whatever might be the case, the SP Group has more than an 18.4% stake in the Tata holding company. It makes the Mistrys the most extensive individual stakeholder in the Tata Group. Notably, the charitable trusts of the Tata family command 66% stake.
Supreme Court’s Stay Order on NCLAT’s Verdict
According to the Supreme Court’s order on the verdict of NCLAT, SP Group entered the Tata Group as a business partner because of the relationship between the two families, in business and outside.
Moreover, Neol Tata, the half brother of Ratan Tata, is married to Aloo Mistry, the daughter of Pallonji Mistry and the sister of Cyrus Mistry.
The order pointed out that the relationship is not purely on a commercial basis but also outside of strictly economic factors. Several members of the Tata Group divested their shareholding for SP Group, which was approved by the Tata Sons board.
It is worth noting that Pallonji Mistry had been the director at Tata Sons before Cyrus took the same post in 2006.
The business world knows the senior Mistry as the Phantom of Bombay house because of his quiet and measured interference in the Tata Empire. Moreover, when the company elected Cyrus as the deputy chairman of the group in 2020, Ratan Tata stated that his appointment is a right and farsighted judgment.
“He has been on the Board of Tata Sons since August 2006, and I have been impressed with the quality and caliber of his participation, his astute observations, and his humility. He is intelligent and qualified to take on the responsibility being offered, and I will be committed to working with him over the next year to give him the exposure, the involvement, and the operating experience to equip him to undertake the full responsibility of the group on my retirement,”
– Ratan Tata.
In 2012, Cyrus took over the chairman post in the Tata Group. However, his top job lasted less than four years. The Board of Directors of the Tatas removed him from the position in October 2016, which shocked India’s entire corporate space. Reports also suggest that Cyrus had no hint about what was going to happen.
Sources tell that Cyrus Mistry has sought ways to reduce the conglomerate’s debts that threatened to undo the Tata legacy. He spearheaded the purchases of Land Rover, Jaguar, and Corus Group, a British Steelmaker, which resulted in his removal.
On October 24, 2016, Ratan Tata and Nitin Nohria, another director, walked into his room and offered him to resign voluntarily. However, Cyrus refused to do so, and the board meeting commenced on the same day removed him.
After the ouster, he alleged legacy problems in the Tata Group and differences with Ratan Tata. He added that he wanted to get out of the group’s businesses like the European business of Tata Steel, telecom, and Nano car. However, in response, the Tata Group cited his performance issues.
Tata also removed him from all the boards, including Tata Sons, which further blazoned the bitterness’s severity between the two groups.
Tata Group Crippling the Mistrys
Later, Tata Group converted Tata Sons into a private limited entity from a public company. It completed crippled the Mistrys as they have no hint at what is happening inside the group. It is noteworthy that the outside agencies valued the stake of Mistrys at 1 lakh crore INR at one point.
With the move, their shareholding in Tata Sons is useless except to get dividends. In August and September, the Mistry family pledged a 9.19% stake of Cyprus Investments with the lenders to monetize their shares in Tata Sons.
However, the move was thwarted as the Tata Sons applied on September 5 to prevent share pledging as it could lead to the violation of the right of first refusal.
In short, the SP Group, who has already defaulted on its loan obligations to subsidiaries and bonds, is stuck with an asset it cannot monetize.
SP Group, a player in the infrastructure and real estate sector, is severely affected because of the COVID-19 pandemic. It is observing a lot of damage in its cash flows from operations and asset monetization.
The fundraising of promoters to aggregate 11,000 crore INR has not been successful to date. Now, it is facing several difficulties to service its 30,000 crore INR debt.
The End Game
As per anonymous sources, the SP Group does not have debt issues. However, it is facing several challenges for maturity and cash flow.
The entity has several short-term borrowings that are coming up for maturity. However, they are not meeting up since asset monetization is not moving at an equal pace. It has already sought lenders for debt restructuring.
The move of Mistrys to pledge shares indicates the beginning of the end game.
Sources say that pledging shares are usually the last resort to sell the family silver. The Tatas can also sense their desperation.
Hence, before the hearing on September 22, Ratan Tata personally briefed Harish Salve, the counsel for Tata Sons. He told Salve that if the Mistrys speak about their financial grief, he should say that the group is willing to purchase their stake at the market value.
“The settlement between Tata Group and SP Group is good news for both parties. The negotiations will now move towards the valuation of 18.4 percent stake in Tata Sons”
Tata Vs. Mistry: Formal Separation Or Co-Existence?
The lawyers of both groups, Harish Salve, the senior counsel, and Karanjawala and Co. for Tata Sons, senior counsel, C. Aryama Sundaram, and Desai & Diwanji for the SP Group, are working on the main petition arguments.
The Mistry firm is likely to seek a formal separation on October 28. There are provisions where if the minority stakeholder believes that there are no other remedies for their oppression grievance, they can seek for separation or stake sale as a final relief, added the source familiar on the matter.
It is worth noting that even NCLAT proposed the same route for settlement while hearing the matter. At that time, SP Group was not seeking to relinquish the shares. However, after Tata Sons applied to prevent the Mistry family from pledging their stakes, they realized that co-existence is impossible between the Tata and SP Group.
Notably, SP Group was pledging its shares to the former IDBI Trusteeship services on September 4 to secure 3,750 crore INR, which the Tata Sons prevented.
Tata Sons to Squeeze Out the Mistry
Whether Tatas would press for effacing the NCLAT findings and orders, a fit case of oppression is crucial. It is most likely that the Tata Group would move to expunge the NCLAT findings for a smoother case process.
However, the entire case would fall if the Mistry agrees to exit. Court typically want parties to go for a peaceable settlement in such cases.
Even if the parties go for a peaceable settlement, there are some worries as both sides have given strong statements. Ratan Tata, in its apex court affidavit, has called the sacking Mistry a painful decision and a ‘trojan horse.’ In response, the Mistrys have also termed Tata Son’s move to block shares pledging and fundraise as a “vindictive move.”
There are chances that the court would suggest settlement without hearing the petition, and the Mistry may have to forgo the oppression charges against Tata Sons.
If the Supreme Court hears the petition and gives the same conclusion, the Mistrys could get a fair, equitable exit. On the other hand, the court can also force Mistrys to keep being a shareholder if it doesn’t find merit in the petition.
“What is the alternative? If the Supreme Court hears the entire petition and comes to the same conclusion that Mistrys must be given a fair, equitable exit. If the supreme court of India does not find merit in the petition, can it force Mistrys to continue being a shareholder? Logically the separation has to be court-monitored without the SP group feeling short-changed” – Ramesh Vaidyanathan.
Tata Sons would get the first right of refusal as per Article 75 of Tata Sons Articles of Association, or AoA for short. Moreover, the Mistrys would also press for Tatas not to use the “squeeze out” clause of Article 75. If used, it would force SP Group to sell the stakes at a depressed valuation.
Even though there are risks for Mistrys to getting squeezed out, a source familiar with Tata Group cited that Tata Sons is likely to avoid this path.
He added that estimating a lower valuation for Mistry shares would hurt the Tata brand and set a pattern for Tata Sons and Group future transactions. At the same time, a one-shot 1.5 trillion INR deal would require grave funds. A staggered deal would make more sense for the Tata Group.
On the other hand, SP Group has valued its stakes at 1.78 trillion INR.
Staggered or Complete Buyout – The Best Option for Tata Group?
Considering large sums’ involvement, a transaction structure with a staggered buyout could be the most logical solution for both Tatas and Mistrys.
Only if Tata Sons would want to avoid dipping into its profits, which fell by 60% in the financial year 2020 as several companies of the group faced the severe impact of the novel coronavirus.
Both the SP Group and Tata Sons are valuing the shares on four parameters:
- The value of Unlisted companies
- The value of listed firms
- Brand value
Previously, the Tata Group has pledged its listed companies’ shares with its financial service businesses. So far, there has never been a concern of control loss. However, considering the large amount, it would need external financiers for fundraising.
“The Tatas know best. I think they will buy out somehow or the other. They wouldn’t have told the court if they don’t have a plan in mind. I don’t think they will buy from the cash flows of group companies. They can buy by selling a stake in a listed entity.”
– Rakesh Jhunjhunwala.
The move would reverse the group’s efforts over the past two years to reduce its debts, shore up its shareholdings in the listed companies, and untangle its cross-holdings. In summary, it would saddle the group with more debts.
According to an analysis, Tata Sons would have to rely heavily on Tata Consultancy Services for a complete buyout. Notably, as of March 2020, the profit of Tata Sons fell to 11,000 crore INR compared to 28,500 crore INR in 2018-19. The cloud continous hound the group over Tata Steel Europe and Tata Teleservices.
Tata Group on the Edge
At present, the Tata Group talks to acquire 49% held by AirAsia Malaysia in AirAsia India. The conglomerate is also looking to increase its footprint in the online grocery space while being in the middle of developing a super-app.
All of these would need funds. So one way to scoop the Mistry stake without taking the debt in the short term is to go for a buyout in parts.
According to the source familiar to SP Group, SP Group does not want to put additional pressure on Tatas and negatively impact their finances. It is open to being flexible as long as they get a fair offer for their shares and receives the practical value of tangible and intangible assets.
“An early resolution needed to be reached to arrive at a fair and equitable solution reflecting the value of the underlying tangible and intangible assets”
– SP Group.
According to reports, Tata Group may offer as much as 3 billion USD or about 21,900 crores INR upfront to acquire a part of the Mistrys’ 18.4% stake in the Tata Sons. A significant portion of the funds would likely come from TCS buyback, where Tata Sons owns a 72% stake.
Tata Sons is expected to scoop about 11,528 crore INR from the share buyback. It would get 3,244 crore INR into its basket from dividends. Moreover, Tata Sons also has its surplus investments.
It would go a long way for the SP Group to reduce its debt of about 30,000 crore INR.
Another option for the Tata Group is to get external investors. However, the incoming investor must be prepared that Tata Trusts would drive the Tata Sons, and he would only benefit from dividends.
“Outside investors in Tata Sons will want the company to go back to being a public company from its current private limited state. The group’s structural constraints will likely come to the fore”
– Amit Tandon.
On October 19, the SP Group withdrew its allegations of serious misconduct in the bidding process of parliament’s redevelopment. Notably, only a few days earlier before the movement, press reports highlighted the claims of SP Group that the presence of two Tata Group entities in the winning bid. It stated that it is a violation of Central Vigilance Commission guidelines.
After the Central Public Works Department did a detailed internal review, the SP Group lets the matter lie. Aloof from the pulls and pressures around the controversial project, no one failed to notice that the development came ten days before the Supreme Court hearing on October 28.
People close to both Tata and SP groups state that both parties want a quick end to a three-and-a-half-year legal battle that started after the group’s unceremoniously sacked Cyrus Mistry purported lack of leadership skills.
However, it seems that it will be far from easy for the AP group to end the bond that has lasted more than 70 years. Especially when the split has become so razor-edged and with so much money at stake.
Notably, the value of the Mistry family stakeholding in the Tata Sons had increased by 2000x since 1965 when it acquired the stakes for 69 crore INR.
“Well, there is a solution. But whether it is a quick fix will depend on the two sides adopting a conciliatory approach on valuations and timelines. Lack of this will drag the matter on and on. Tatas would want this to be finally over, and this solution helps in their financial woes for the SP group. The Supreme Court typically does not want to interfere in private disputes and would anyways suggest a mediation-based approach”
– H. P. Raina.
Conclusion: Would India’s Worst Boardroom Battle Come to an End?
The latest issue this dispute raised is what one should do after sacking someone whose family is the company’s primary stakeholder.
Some would say that buying out their shares is the most obvious thing, while many would say that parting is the best way forward. However, anything that could end the series of legal battles and the continued friction between the Tatas and the Mistrys would be the best.
The indebted SP Group with upcoming debt maturities is likely to prefer a quick deal. Even at depressed valuations, it won’t be easy for the Tata Group or any investor to fork out such a sum at a time when many economies, including India’s, is severely impacted due to the COVID-19 pandemic.
SP Group is all set to file its settlement terms with the Supreme Court, and it would ultimately see the exit of Mistrys from Tata Sons. With this, the Tata versus Mistry case’s hearing is likely to come to an end by next month.
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