DecisionLink, an Atlanta-based company that provides software for cost-benefit analyses of business services from a customer’s perspective, has managed to woo one of Silicon Valley’s top venture firms to invest in its latest $18.5 million round of funding.
Accel Partners has a longstanding reputation as one of the Bay Area’s premier investment firms, and it’s leading DecisionLink’s latest round. Their investment comes on the heels of billion-dollar valuations for Atlanta companies like Calendly, Greenlight Financial Technologies, OneTrust and the $800 million acquisition of Kabbage.
Atlanta startups are on fire
Calendly – raising at $3B valuation
OneTrust – $2.5B valuation
Greenlight – $1B+ valuation
Kabbage – just sold for $800M.
We have hit an inflection point in Atlanta – the next 10 years are going to be really runs
— Romeen Sheth (@RomeenSheth) November 19, 2020
Other investors in the round included George Kurtz, the president and chief executive of CrowdStrike, and George Roberts, a partner at OpenView Venture Partners and the former executive vice president of North American sales at Oracle.
“Value Management [sic] as a practice is now a C-suite priority and increasingly considered an enterprise-critical function alongside software systems like CRM, marketing automation, and project management,” said Sameer Gandhi, partner, Accel, in a statement. “In 2019, we invested in a SAFE round in DecisionLink because we believed in the market opportunity for scalable [value management]. Now, we have been so impressed by DecisionLink’s execution and its ability to drive this transformation on behalf of customers, that we are excited to lead its Series A round.”
Businesses are constantly looking for ways to benchmark themselves against their competitors or find new ways to better service them. Most of these strategies don’t take off, or are variations on a theme, but value management seems to have legs — especially given the accessibility of all kinds of benchmarking data points that are publicly available.
Accel-backed portfolio companies like CrowdStrike, PagerDuty and DocuSign are using the service and so are companies like ServiceNow, Marketo, NCR and VMware.
These are big names in enterprise software, and the signal that their adoption of DecisionLink’s software provided must have played a role in Accel’s decision to invest.
Amid the pandemic, workplace cultures have been turned on their heads, meanwhile investment and growth haven’t slowed for many tech companies, requiring them to still onboard new engineering managers even while best practices for remote management are far from codified.
Because of remote work habit shifts, plenty of new tools have popped up to help engineers be more productive, or quickly help managers interface with direct-reports more often. Okay is taking a more observatory route, aiming to give managers dashboards that quantify the performance of their teams so that they can get a picture of where they have room to improve.
The startup, which launched out of Y Combinator earlier this year, tells TechCrunch they’ve raised $2.2 million in funding led by Sequoia and are launching the open beta of their service.
Co-founders Antoine Boulanger and Tomas Barreto met while working at Box — Boulanger as a senior director of engineering and Barreto as a VP of engineering. They told TechCrunch that in the process of building out a suite of in-house tools designed to help managers at Box understand their teams better, they realized the opportunity for a subscription toolset that could help managers across companies. For the most part, Boulanger says that today Okay is largely replacing tools built in-house as well.
Getting a picture of an engineering team’s productivity means plugging into these toolsets and gathering data into a digestible feed. Okay can be integrated with a number of toolsets, including software like GitHub, PagerDuty, CircleCI and Google Calendar.
“Part of the problem for managers is that there are so many tools, so how do you get signal from the noise?” Barreto tells TechCrunch.
A large part of Okay’s sell seems to be ensuring that managers can keep an active eye on the common pitfalls of rapid scaling and keep them in check so that can keep direct-reports satisfied. On the individual basis, managers can quickly see stats related to how much of an individual manager’s time is being spent in meetings compared to un-interrupted “maker time” where they actually have the ability to get work done.
People don’t like to be micro-managed and the idea that everything you do is feeding into a pie chart that judges whether you’re a good employee or not isn’t the most savory sell for engineers. Okay’s founders hope they can strike a balance and give managers data that they’re not tempted to over-rely on, instead defaulting to team-level insights when they can so that managers are dialed into general trends like how long projects are taking on average or how long it takes for pull requests to be reviewed.
Investors have been bankrolling remote work tools at a heightened pace for the last several months and things have been especially fortunate for young companies that were ahead of the trend. Barreto, for his part, has served as a scout at Sequoia since 2018 according to his LinkedIn.
The team says their product, as it stands today, is best fit for companies with 50-200 engineers that are high-growth and perhaps going through some of those growing pains. The company’s early customers include teams at Brex, Plaid and Split.
Fylamynt, a new service that helps businesses automate their cloud workflows, today announced both the official launch of its platform as well as a $6.5 million seed round. The funding round was led by Google’s AI-focused Gradient Ventures fund. Mango Capital and Point72 Ventures also participated.
At first glance, the idea behind Fylamynt may sound familiar. Workflow automation has become a pretty competitive space, after all, and the service helps developers connect their various cloud tools to create repeatable workflows. We’re not talking about your standard IFTTT- or Zapier -like integrations between SaaS products, though. The focus of Fylamynt is squarely on building infrastructure workflows. While that may sound familiar, too, with tools like Ansible and Terraform automating a lot of that already, Fylamynt sits on top of those and integrates with them.
“Some time ago, we used to do Bash and scripting — and then [ … ] came Chef and Puppet in 2006, 2007. SaltStack, as well. Then Terraform and Ansible,” Fylamynt co-founder and CEO Pradeep Padala told me. “They have all done an extremely good job of making it easier to simplify infrastructure operations so you don’t have to write low-level code. You can write a slightly higher-level language. We are not replacing that. What we are doing is connecting that code.”
So if you have a Terraform template, an Ansible playbook and maybe a Python script, you can now use Fylamynt to connect those. In the end, Fylamynt becomes the orchestration engine to run all of your infrastructure code — and then allows you to connect all of that to the likes of DataDog, Splunk, PagerDuty Slack and ServiceNow.
The service currently connects to Terraform, Ansible, Datadog, Jira, Slack, Instance, CloudWatch, CloudFormation and your Kubernetes clusters. The company notes that some of the standard use cases for its service are automated remediation, governance and compliance, as well as cost and performance management.
The company is already working with a number of design partners, including Snowflake.
Fylamynt CEO Padala has quite a bit of experience in the infrastructure space. He co-founded ContainerX, an early container-management platform, which later sold to Cisco. Before starting ContainerX, he was at VMWare and DOCOMO Labs. His co-founders, VP of Engineering Xiaoyun Zhu and CTO David Lee, also have deep expertise in building out cloud infrastructure and operating it.
“If you look at any company — any company building a product — let’s say a SaaS product, and they want to run their operations, infrastructure operations very efficiently,” Padala said. “But there are always challenges. You need a lot of people, it takes time. So what is the bottleneck? If you ask that question and dig deeper, you’ll find that there is one bottleneck for automation: that’s code. Someone has to write code to automate. Everything revolves around that.”
Fylamynt aims to take the effort out of that by allowing developers to either write Python and JSON to automate their workflows (think “infrastructure as code” but for workflows) or to use Fylamynt’s visual no-code drag-and-drop tool. As Padala noted, this gives developers a lot of flexibility in how they want to use the service. If you never want to see the Fylamynt UI, you can go about your merry coding ways, but chances are the UI will allow you to get everything done as well.
One area the team is currently focusing on — and will use the new funding for — is building out its analytics capabilities that can help developers debug their workflows. The service already provides log and audit trails, but the plan is to expand its AI capabilities to also recommend the right workflows based on the alerts you are getting.
“The eventual goal is to help people automate any service and connect any code. That’s the holy grail. And AI is an enabler in that,” Padala said.
Gradient Ventures partner Muzzammil “MZ” Zaveri echoed this. “Fylamynt is at the intersection of applied AI and workflow automation,” he said. “We’re excited to support the Fylamynt team in this uniquely positioned product with a deep bench of integrations and a nonprescriptive builder approach. The vision of automating every part of a cloud workflow is just the beginning.”
The team, which now includes about 20 employees, plans to use the new round of funding, which closed in September, to focus on its R&D, build out its product and expand its go-to-market team. On the product side, that specifically means building more connectors.
The company offers both a free plan as well as enterprise pricing and its platform is now generally available.
The term ‘DevOps’ has been rendered meaningless and developers still don’t have access to the right tools to put the overall idea into practice, the team behind DevOps startup OpsLevel argues. The company, which was co-founded by John Laban and Kenneth Rose, two of PagerDuty’s earliest employees, today announced that it has raised a $5 million seed funding round, led by Vertex Ventures. S28 Capital, Webb Investment Network and Union Capital also participated in this round, as well as a number of angels, including the three co-founders of PagerDuty .
“[PagerDuty] was an important part of the DevOps movement. Getting engineers on call was really important for DevOps, but on-call and getting paged about incidents and things, it’s very reactive in nature. It’s all about fixing incidents as quickly as possible. Ken [Rose] and I saw an opportunity to help companies take a more proactive stance. Nobody really wants to have any downtime or any security breaches in the first place. They want to prevent them before they happen.”
With that mission in mind, the team set out to bring engineering organizations back to the roots of DevOps by giving those teams ownership over their services and creating what Rose called a “you build it, you own it” culture. Service ownership, he noted, is something the team regularly sees companies struggle with. When teams move to microservices or even serverless architectures for their systems, it quickly becomes unclear who owns what and as a result, you end up with orphaned services that nobody is maintaining. The natural result of that is security and reliability issues. And at the same time, because nobody knows which systems already exist, other teams reinvent the wheel and rebuild the same service to solve their own problems.
“We’ve underinvested in tools to make DevOps actually work,” the team says in today’s announcement. “There’s a lot we still need to build to help engineering teams adopt service ownership and unlock the full power of DevOps.”
So at the core of OpsLevel is what the team calls a “service ownership platform,” starting with a catalog of the services that an engineering organization is currently running.
“What we’re trying to do is take back the meaning of DevOps,” said Laban. “We believe it’s been rendered meaningless and we wanted to refocus it on service ownership. We’re going to be investing heavily on building out our product, and then working with our customers to get them to really own their services and get really down to solving that problem.”
Among the companies OpsLevel is already working with are Segment, Zapier, Convoy and Under Armour. As the team noted, its service becomes most useful once a company runs somewhere around 20 or 30 different services. Before that, a wiki or spreadsheet is often enough to manage them, but at that point, those systems tend to break.
OpsLevel gives them different onramps to start cataloging their services. If they prefer to use a ‘config-as-code’ approach, they can use those YAML files as part of their existing Git workflows. But OpsLevel offers APIs that teams can plug into their various systems if they already have existing service creating workflows.
The company’s funding round closed in late September. The pandemic, the team said, didn’t really hinder its fundraising efforts, something I’ve lately heard from a lot of companies (though the ones I talk obviously to tend to be the ones that recently raised money).
“The reason why [we raised] is because we wanted to really invest in building out our product,” Laban said. “We’ve been getting this traction with our customers and we really wanted to double down and build out a lot of product and invest into our go-to-market team as well and really wanted to accelerate things.”