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Veiligebuurt

The Netherlands

We make people feel and be safe in their neighborhood We will grow from 200,000 users today to a (neighborhood) community of 640,000 users in The Netherlands by the end of 2019. The potential for The Netherlands only is over the 3 million users. We empower communities to make neighborhoods safer. We do this by providing an effective communication tool. One that neighbors use to alert each other and stay informed about safety concerns in the neighborhood. Leapfunder round We have a working product with more than two hundred thousand customers. Profitability is in sight and we are ready to scale. Our goal is to raise € 810.000 With these funds we will: grow from 200 000 to 1 000 000 participants increase B2C sales build an even better product create opportunities to roll out in the US and UK generate al lot more valuable (big) data sign deals with many municipalities We will spend the investment over the course of 18 months and expect to break even in the first half of 2020. Consumer problem People do feel unsafe. Even in Europe and The Netherlands, which is one of the safest countries in the world, people do feel unsafe. 35 % of Dutch citizens do feel unsafe sometimes and 16 % do even feel unsafe in their own living environment (neighborhood).High impact crimes, like burglaries, do happen to 1 % of the households in The Netherlands. This has a huge impact on residents. Despite the fear citizens don’t take much prevention measures (better locks, alarm systems). They think they are too costly and don’t want to spend too much time about safety. Except for neighborhood watch groups. This prevention measure from the old days where people patrolled through their own neighborhoods, has made a revival in the digital area. In The Netherlands alone, 10 % of all households are part of a digital neighborhood watch group. Research in Tilburg and various other international studies showed a decrease in crime rate by 30 to 50 % in areas with a digital neighborhood watch group.These success stories are one of the main drivers of the growth of these groups. Research showed that even 64 % of all households do want to participate. But despite the crime reduction and willingness to participate there is still “only” 10 % of all households active. The two main barriers are; Difficult to set-up digital neighborhood watch group Too much spam and discussion within the group As said, people don’t want to spend too much time around safety and currently it is too time intensive too set up a group. There is a “leader” necessary in every neighborhood who decides to set this up. Next he needs to promote the group in his neighborhood and add everyone to the group. This is time intensive for him. Next neighbors are not willing or able to join as they are not aware that there is a group and they can join. Or they just don’t want to share their phone number, photo and personal details with everyone in the neighborhood. The second part is why people leave those groups and/ or “leaders” stop. When there are several neighbors in a group you always have several opinions and needs to serve. This makes it difficult to manage for the “leader”. He needs to decide what is allowed. Is it allowed to give emotional support via “thumbs upp” or “smileys”? Is it allowed to place photos of a suspicious person? Or start a topic on a missing cat? When you have a diverse group of people you can’t do it right. People feel they receive “spam” and others do feel they can make appropriate use of the neighborhood watch group. With these discussions, the “leader” becomes the (unwanted) judge on neighbors become disappointed. One way or another this will result in the end of the neighborhood watch group. Or disappointed neighbors leave the group, or the “leader” decides he don’t want to be the judge and stop the whole group. Consumer solution: Veiligebuurt App Veiligebuurt app first tackles all the barriers of current neighborhood watch groups (Telegram, Messenger, WhatsApp). As a neighbor you download the app (iOS, Android) and register yourself by only entering your e-mail, your profile name and your home address. With this information we add you directly in the group with your neighbors. You don’t need to know eachother and you don’t share personal details. Within 30 seconds you are part of your digital neighborhood watch group. About the information you entered in the registration form. Your profile name is the only item which is shared with your neighbors and we use this when we send you a message. The email addres is necessary to validate our account and make sure you are not a bot. The home address is necessary to put you directly in the right neighborhood group with your neighbors. Your home adress will not be shared with anyone and will not be used outside Veiligebuurt.At first you only received messages from your neighbors. We added all the worthwhile information from your neighborhood to the Veiligebuurt app. This way you don’t need all other apps and are always up-to-date with safety information of your neighborhood. We give you updates about missing children (Amber Alert), burglaries (police information) and are also connected with home security systems. When the alarm is triggered, the neighbors will be alerted (if you opt-in). The side effect of this additional feature is that user use or app more often as there is more content and alerts. This increase the awareness of the app and organic growth.In our current version (Neighborhood watch 3.0) government can alert neighbors and just use their own communication channels (like AmberAlert, Burgernet). The next steps which we will take to develop the product further is to make a real cooperation between neighbors and government (4.0). The government should be an integral part of the digital neighborhood watch community (citizen participation). Neighbors can inform and alert the government when they see something or want to report something. The residents have one communication point and don’t need to search where they have to report something. Next they receive feedback from the government and status updates. Results so far Successes and proof of consumer solution. Veiligebuurt has grown from 50,000 users in November 2017 to 200,000 users in July 2018. Major towns (Utrecht, Zwolle) in The Netherlands switched completely from the current WhatsApp solution to Veiligebuurt app. Users do see and experience the added value of Veiligebuurt and generate a lot of referrals. >25% of all growth came from referrals. This video made with the police and neighbors in Bommelerwaard shows how the app is used and what successes it have had (including national TV coverage): Successes and prove of business solution As shown in the video, the police says it is “fantastic”. This is one of the biggest compliments possible. Next we won a tender of the Ministery of Justice and Security in The Netherlands and cooperate with them. This shows that government see the potential and are keen to work with us. The next challenge is to generate more revenues from the government as a client. As said we already sell to 0.2 % of our users an alarm system per year. This proves that we can sell products and services to our user base. The insurance product will be launched after the Summer 2018 and is expected to create more than 1 % conversion on our whole base, as we learned that 27 % is open for an insurance offer/ quote and we know that our offer is better priced than 85 % of insurance products in the market. Our data is already shared with SwissRe (world leading reinsurer). They use is for their risk model and for their smart home solution with analytics to sell to their clients (primary insurers). The data has been proven valuable to them and we are now discussing prolongation and terms. We have talks with all major insurers in The Netherlands and expect to close deals before end of this year (2018). They are willing to cooperate, see the projected benefits and are now doing their customer research (including brand fit). Veiligebuurt is not yet profitable and not all revenue streams have been proved by paying clients. But we showed that some of the business model revenue stream already deliver money (data, leads, advertisement) and two others are in pipeline (branding and government).

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NoticeSound

The Netherlands

Music data innovation starts here NoticeSound is primarly a technology provider. They now want to establish a data-driven organisation to screen demos submitted by artists and new talent. The goal is to receive 200-300 demos per week. All the tracks will be screened by a panel of listeners using the NoticeSound technology. The aim is to use collect and own the data about the tracks to accurately assess the likelihood of success where the track to be released. By identifying the potential success of a track in different segments, the users (both artists and music professionals) can understand the value of tracks and the ways to market it. Business model The fee that NoticeSound asks is two folded : Artists will be able to upload tracks to the system for free. However, if they pay a fee they will get access to the detailed analysis of how their tracks on the market would perform and insights how they can best reach their target group. Insights are new trends, buying behavior, social media channels and also socio/demographic insights. Publishers, record companies and radio stations will pay to access the data because it will give them access to a large number of potential new artists without the need to pre-screen all their tracks. This will allow them to quickly focus on those artists that will perform well and the insights will assist them to market those artist that matter. Intelligence The system uses a machine learning approach to improve the performance of predictions. The post-release success of the tracks can be used to automatically adjust the different variables. To choose which variables are needed and validate our research a cooperation is started with with one of the largest (media) research companies in the world. Together with them, we are able to choose the correct variables. The use of this model helps to protect the system from copying. It won't be easy to copy because only we know the different weight for each variable. If the predicition would only be based on static survey data, the model could be easily copied by competitors. Track record The technology has proven success by testing for companies such as Sony and Giel Beelen to assist them in the decision-making process to choose the single of the album or scout new (international) artists. The bar graphs displays 10 tracks with the NoticeSound rating among a representative sample of the Netherlands, where you can see the track Mamacita had a low score. Once NoticeSound zoomed in on the rap scene, it became clear it was attractive within this specific market. The tracks was a number one hit in the rap scene with over 2,9 million views on YouTube. We are now going to start with one of the biggest dance labels in the world who receive around 1000 tracks per week and would like to have a NoticeSound rating for each track. Marketing A key requirement for success is to ensure we recruit upcoming artists as well as sufficient music lovers for the panel. The marketing strategy for this consists of : We start a collaboration with a sales & marketing agency to create a buzz. They are a firm that specialises in placing attributed advertisements across 300 different social media channels from which they own the admin rights. One of the most famous Dutch Radio DJs, will also promote the company both to music lovers and new artists.

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Civocracy

The Netherlands

Civocracy B.V. is Europe’s leading civic tech platform. Signed customers include: S. Holland, Nice, Sicoval and Monheim Am Rhein. Update: In the last several weeks 1) DITP tender with Capgemini Last month we were informed we won a national tender related to the modernization of the public sector in France. We, as part of a consortium with Mazars and Capgemini, won lots 2 and 3 (of 3), which were the most relevant to Civocracy. It is a 4-year tender. 2) Debating Security Plus: a success We successfully hosted Friend’s of Europe’s annual Debating Security Plus event, which has provided the company with our largest revenue to date (€96,000 deal in 2017, €87,250 deal in 2018). The two-day, online security conference took place 19 and 20 June. In both years we’ve seen over 1,500 people - including national ministers, military generals, international policy makers, and other experts - debating high-level security issues on the Civocracy platform, and developing future-proof policy recommendations. We are now in the process of securing a long-term contract to host online events with Friends of Europe. 3) New customers In June, we re-signed several of our customers: Ville de Lyon, Métropole Nice Côte d’Azur, and Sicoval. We also signed new contracts with La Rochelle (both the agglomeration and town), Beaupréau-en-Mauges, and the region of Provence-Côte-d’Azur. We are really excited for the new clients, new success cases, and new revenue. 4) Next steps With the success of the new signings, the national-level tender, and other long-term contracts, we are now well on the road to our Series A, something we have been preparing for for the last couple of months. Our research has shown that there are many more relevant Series A investors, particularly within the CivicTech space, in the US than in Europe, so with this in mind, Nicolas and I are spending the next several weeks in Silicon Valley. We currently have set meetings with Lightspeed Ventures and Wildcat Ventures, among others. About Civocracy: We empower local governments to connect with their citizens, by assisting municipalties, cities and territories to make decisions in a more transparent way. The platform allows them to harness the knowledge of their citizens, ultimately better shaping communities through improved city consultations. We have proven success with our 15 paying clients from four different countries. In 2017, we signed €262,450 in revenue. We use machine learning and big data to provide actionable insights and analytics on participation. Government are able to ask for feedback on key issues, gather ideas, and gain public perception on policy. Citizens can offer their opinion and propose projects, stay informed, and can see when their input has been read. We’ve empowered our clients to increase their reach, participation levels, and efficiency. We are raising a bridge round of €165,000, prior to opening our Series A growth round later this year. We’ll use the bridge funding to continue developing our platform’s features, and continue growing our client base. PROBLEM 71% of people are mad at their government, and apathy is at an all time high. In the 95 elections held across Europe since 2014, on average only 56% of people voted, where as 30 years ago (1983-7), the average turnout was at 77%. The ways people have been able to express themselves - social media, town hall meetings, protests etc. - are insufficient. This has led to widespread disengagement. SOLUTION The Civocracy.org platform allows for focused discussion around specific topics. For instance, the city of Lyon has consulted citizens on education reform, and Losser on biodiversity regulation. All comments are analysed by our machine learning algorithm, from which we can create detailed reports with constructive and applicable outcomes that can form policy and local projects. Citizens are also able to create discussions around subjects they wish to see improved in their communities. Key platform features: SUCCESSES “The Civocracy platform is innovative, interesting and brings serious added value to offline citizen consultation. This is the future, I am convinced of it.” Biel Raphael, Deputy Cabinet (Participatory Democracy), Ville de Lyon SALES APPROACH In 2017, we launched our multi-city participation strategy programme, Territoires Fédérateurs, which teaches and empowers governments to more effectively connect with their citizens, learning collaboratively from one another, and through expert trainings. The first cohort features Strasbourg, Auvergne-Rhône-Alpes, Guyane, Sicoval. This year, we will expand the programme to the Netherlands, Belgium and Switzerland. MAJOR CLIENTS We additionally hosted the inaugural Debating Security+, an online debate run by Friends of Europe. During the 48-hour conference, we held 77 discussions and received 1750 comments. A number of high-level security officials were in attendance and hosted discussions, including Amina Mohamed, Kenyan Minister of Foreign Affairs, Gilles De Kerchove, Council of the European Union, Bert Koenders, Dutch Minister of Foreign Affairs, and Denis Mercier, Supreme Allied Commander at NATO. Many of the ideas have been included in a report that was passed to organisations such as NATO, the European Commission and the EU. They have already resigned for 2018. *compared to traditional methods such as town hall meetings and written correspondence. Data from a consultation with Ville de Lyon in 2016. ACHIEVEMENTS Graduated Startup Bootcamp Amsterdam Smart City, 2015 Signed Strategic Investment with Centric B.V., 2016 Successfully raised strategic and angel funding Launched First Optimized Version of Civocracy, July 2016 Debating Security+ conference for global security VIPs, September 2017 Designed and Launched Territoires Fédérateurs Programme, 2017 Numerous awards, including: EU Seal of Excellence, European Institute of Innovation and Technology Digital Challenge winner 2016, Le Monde Smart City Innovation Prize 2017, 50 Companies to Invest Challenges.fr, Ashoka Social Entrepreneur to Watch TESTIMONIALS (from Paying 2017 Customers) “Administrations can’t govern like they used to; there’s incredible strength to be gained by associating citizens in the process. Your tool is perfectly adapted to accompany this: it is based on modern, user-friendly practices with ergonomics, and an environment capable of stimulating quality debates. Thank you for making us progress in digital participatory democracy!” Nathalie Bonfanti, Innovation-Digital Department, Métropole Nice Côte d'Azur “In the new digital society, we find have to provide citizens with ways to contribute through new methods. In Civocracy, we recognized their added value: the platform is a welcome addition to our existing methods."Marcel Wildschut, Alderman, Municipality of Losser “We are confronted with a difficulty that traditional tools do not allow us to resolve: limited participation, particularly amongst young people. Civocracy allows us to address this major problem. Easy to take in hand, easy to access, it allows young people who are used to digital technology to participate, and enables us to re-engage the city more generally.” David Kimelfeld, Mayor of the 4th Arrondissement, Lyon “Civocracy has enabled us to meet our needs, and to communicate and participate actively on social networks.”Rieneke Kanne, Councilor for Tourism, Culture and Economy of the Province, North Holland

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Bundleboon

The Netherlands

Bundleboon launched mid-2017 as the first personal shopping service for kidswear in the Netherlands. We offer young parents, with children between 0-8 years old, a unique and personal shopping experience when buying outfits for their kids online. The problem Parents face increasing difficulty when finding time for their children because of work. A 2017 Euromonitor report concluded that parents find shopping for kidswear exhausting and that mothers find it difficult to find unique brands, when dressing their kids. Bundleboon offers parents a unique mix of 1) a personalized shopping experience, 2) smaller and inspirational brands that are not easy to find online and 3) convenience and timesaving shopping journey. The childrenswear market The childrenswear market is the fastest growing segment within the EU fashion industry, consisting of €58B with a 9% projected annual growth rate towards 2020*. Specifically the online segment is growing at an annual growth rate of 13% and currently, 16% of all kidswear sales is through online channels. In a recent GFK survey, nearly 40% of consumers signaled to be ready to use curated shopping services for their fashion shopping**. The growth drivers identified for the kidswear market are 1) luxury brand shopping, 2) personalized shopping experience and 3) gifting. Bundleboon's proposition operates exactly at the intersection between all 3 main growth drivers***. Market traction Bundleboon has been live for 9 months with more than 450 customers, and a total turnover of €75K, all with having spent a total of less than€2200 on marketing and acquisition. By partnering up with retailers, specialized in kidswear and gaining online traction through actively engaging with our customers, we were able to acquire these customers through word of mouth and referrals from followers on Instagram. Our customers are our biggest fans and love to share their Bundleboon shopping experience with their followers on social media, which in turn delivers us more customers. Because of the premium proposition and premium brands we use in our service, our customers are between 31-40 years old with mid to high annual income (>€50k annual spendable income). Within the Netherlands 220.000 households match this criteria, with an estimated 375.000 children that Bundleboon aims to style**** Bundleboon works through an online platform where customers can order their box: Customers fill in our visual style quiz within a few minutes and pay a styling fee We send a box with 2 stylized outfits (8-10 items) Parents have 10 days to try the outfits They can return all the items they don’t like and only pay for the items they wish to keep The styling process is currently done mostly by our stylists but we are developing an automated styling algorithm that will take over the styling process to improve the return rate and increase margins. The Business Model Bundleboon’s revenue model is retail-based: we currently have 6 partnerships with fashion brands and retailers, where we buy inventory with 30- 60% margin. We sell the inventory at full retail-price to our customers and offer our service, shipping and returns for free. We currently offer over 70 unique brands in our boxes - all difficult for consumers to find elsewhere in the market, which adds value to our proposition as well. The balance between both our deals with retailers and brands offer flexibility in terms of 1) items in our portfolio, 2) active and steerable margin management and 3) pro-active inventory manipulation. Because of the nature of our deals, both with the brands and retailers, we have minimized our risk of inventory waste by not owning all the inventory that we sell. This way, we can continuously update the items that we offer our customers, without the increased capital risk. Additional opportunity and partners We’ve identified an opportunity to increase our data gathering capabilities and improving our data efficiency, by offering our styling service to existing fashion retailers, as a B2B proposition. We’ve agreed to a pilot with America Today to offer their customers a personal shopping service, where Bundleboon provides styling advice and America Today does the customer acquisition, fulfillment of the orders and offering the inventory. The team Our team exists of 2 multidisciplinary co-founders, Nelli Jeloudar & Monique Janke, with years of combined experience in curated shopping/operations (The Cloakroom), customer experience (Pandora), buying (Zalando), and portfolio management (de Bijenkorf). We were recently been featured in De Telegraaf as “startup of the week” and nominated for the Accenture Innovation Awards in the “Living & Working” category. We recently graduated from the Commerce program at Startupbootcamp in Amsterdam. The 3 months at the accelerator consisted of bootstrapping, meeting mentors and potential investors to help us scale within weeks.who are s helped them scale within weeks. Our mentors We have a great support system and get a lot of guidance from mentors, specialized in fashion, retail and entrepreneurship. Our group of mentors consists of Marcel Timmer (former Partner at Varova Investments), Marijn Romer (Logistics expert at a.o. PostNL and Involvation), Clemens Dopjan (Global director of digital strategy at Adidas), Rolf Burrekers (former CEO of Prenatal) Xander Korijn (Director at Tripos Beheer), and Kasper Brandi Petersen (Co-founder of The Cloakroom and LABFRESH) Leapfunder round For 2018 we are looking for an investment of €100.000 to achieve the following targets: Building the Bundleboon brand Ship 1.500 boxes Outline the data platform and refine smart shopping and styling algorithm We will use the invested capital for: Branding and acquisition Data platform development Working capital for inventory At the end of 2018 we expect to have achieved the following: Finalized the outline of the data platform Functional styling algorithm Multiple brand partnerships Developed supply chain process Sources: *Euromonitor – Report on childrenswear in Western Europe 2017 **GFK report - Curated shopping Germany (2015) ***RNR Market Research - Global online childrens apparel market 2016-2020 (2016) & Statista e-commerce fashion outlook (2017) ****CBS Statistics – NL Households Statistics 2016

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Leapfunder Growth

The Netherlands

Welcome to the Founders Club! Leapfunder was co-founded by >70 active Angel investors. They are called the Founders Club. They shape Leapfunder strategy. This offer of investment is for the current Founders Club, as well as for potential new members. (If you are a member of the Founders Club: some of this you know already.) The Founders Club are investors who have invested in us, and use us to build their portfolio. This offer of investment is an invitation to join that Founders Club. You will have the opportunity to contribute your ideas so we can enhance our product. Leapfunder aims to enable early stage high-potential companies to raise equity online from a pool of informal investors. For this Leapfunder has developed online investment tools that are designed for the combined needs of the companies and the investors. Since the launch in July 2014 Leapfunder has passed € 13 Mln raised in > 70 companies with ca. 70% successfully funded. Over 2017 Leapfunder covered 68% of its operating expenses from cash revenue. It would have been possible to run cash neutral, if it weren’t for the international expansion plans. During 2017 Leapfunder obtained regulatory clearance to operate in Germany. Leapfunder plans to expand beyond Germany to all Northern Europe, possibly followed by France. Leapfunder handles account management, business development and compliance from Amsterdam and Berlin. All software development has been outsourced to India. All social media is run from Barcelona. The Leapfunder products has two parts: i) the Leapfunder Note is a robust financial security that makes it easy to bring together larger numbers of equity investors. It can be used by all relevant legal entities in Germany and the Netherlands. Also Leapfunder has developed ii) the Leapfunder Hub, an online social network for investors, to facilitate building syndicates and deal discovery. The IT architecture of this online social network allows its use in almost any EU jurisdiction. Leapfunder facilitates investment by: Providing a social networking community on leapfunder.com Providing software that allows the start-up to execute the investments online A standardized legal structure, which small investors can rely on Leapfunder aims to benefit from an investment transaction only if the start-up is successful. The fee for Leapfunder therefore has two parts: a % cash commission on each successful transaction a % of share options in each startup that uses Leapfunder Leapfunder can exercise its share options at any time The cash commission is intended only to cover costs, whereas the options aim to lift Leapfunder into profitability. Leapfunder is not a crowdfunding website. Its start-ups typically aim to work with 10-20 informal investors, who are investing between E5-50k each. Investors can look at the full information on each deal by invitation only. We emphasize in all our communications that Leapfunder offers an online form of classical Angel Funding. In order to accelerate the expansion into the German market Leapfunder is aiming to raise approximately EUR 200,000 with this round. This should give a runway of approximately one year.

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Hurm

The Netherlands

The problem The taxis in The Netherlands are very expensive compared to other countries. One of the main causes is the inefficiency due to the high number of kilometers that taxis drive without any paying customer in the car. On average, 42% of the kilometers that a taxi drives are with an empty car. This makes the taxi unnecessarily expensive for the consumer and causes unnecessary CO2 emissions. The concept Hurm is a new development in transportation. Hurm connects supply and demand in the taxi industry. Consumers can use those taxi rides which are otherwise driven empty (on the return leg). Consumers pay a lower fare and the taxi company will be paid for otherwise empty rides. For a Hurm ride, the consumer pays less than 50% of the "normal" fare. On average 88% of the fee is revenue for the taxi company while the remaining 12% is the revenue for Hurm. The demand comes from existing consumers (taxi customers) and new consumers who might currently use public or private transportation because they find taxis to be too expensive. The supply consists of both independent drivers and taxi companies. The consumers book a ride via a mobile phone application or via the website of Hurm. Industry overview The Dutch travel roughly 180 billion kilometers annually . These kilometers are traversed by private car, public transport, or other modes of transportation, including by taxi. In the Netherlands, the taxi industry consists of over 26,941 vehicles and up to 32,322 people are directly employed as drivers. The industry averages 1.2 billion Euros per year. (KNV, 2017) Taxi transportation consists for 70% of contract work and 30% individual fares. Concentrations of transportation by taxi occur in the four major cities and on routes to and from airports. The industry is undergoing a negative development, which can be seen in an increase in bankruptcies and lay-offs due to lower returns. Causes for this negative development can be found in a government deregulation, intense competition, industry initiatives that do not meet regulations and costly legal obligations. Financial projections Sales are estimated to be 351k Euro in the first year, increasing to 1.3 million Euro in the fourth year. There are several cost components to consider, mainly concerning investments in marketing. There will also be operating expenses, which is to be expected and which can be kept low because most of the process will be automated. The combined costs and revenues result in an estimated EBITA of -282k in the first year. The longer-term EBITA forecast is 753k Euro in the fourth year. The expectation is that Hurm will become the leading taxi platform in the Netherlands, will contribute to reducing CO2 emissions. will contribute to the sound remediation of the industry,

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Deko Eko

The Netherlands

Dekoeko.com is an upcycling platform which is completely changing the way of thinking about waste. We cooperate with the best designers, startups and small manufacturers from all over the world to convert gobal companie's waste into well designed consumer products. We create brand value by transforming carefully selected used materials into high end products that consumers love. OUR VALUE PROPOSITION We are miners in the waste industry. We focus mainly on non recyclable branded waste streams of the biggest companies e.g. marketing materials, ad banners, catalogues, leaflets, product samples, old collections of products or other unique resources that are of no current value for companies right now but are of great value for our designers - for example leather scraps or textile leftovers etc. With our unique ‘brand upcycling’ proposition we create the highest value jump for this kind of waste - from zero to a product which is ready to sell at the market. Brand upcycling is about giving a second life to a brand (adding brand value) through transforming its carefully selected waste streams into well designed commercial products. By our ‘circular marketing’ activities we supply global companies with employee engagement gifts, brand loyalty give aways for consumers and are creating new lines of upcycling products ready to sell at the market. But most of all we enhance customer’s trust and help to build sustainable love brands. VALIDATION We have been operating in the Polish market for the last 4 years. We started our journey from creating the 1st upcycling e-commerce with the biggest designer’s network - 250 accounts, 3000 products. During our presence at B2C market we've noticed that big companies are also starting to gain interest in upcycling products and activities. This is connected with the fact that company’s value is more and more linked to sustainability image. That is why 1,5 years ago we introduced our unique business offer called “Brand Upcycling” and made a pivot to B2B market. Right now we have more than 15 global companies as regular clients, among which are IKEA, Orange, T-mobile, SUEZ, McDonald’s, H&M, etc. We have prepared thousands of upcycling products and activities for companies from several industries like: fashion, home interior, telecommunication, pharmacy, consultancy or recycling, dealing with several waste streams among which are: textiles, plastic bottles, electronic parts, glass bottles, old furniture, recycled wood, ad banners, catalogues, paper and many, many more. EXAMPLES OF OUR PROJECTS A few examples of our realizations for the biggest brands in Poland: Upcycling accessories and jewelry made out of ORANGE mobile phones. As a part of the cooperation with the company, we have acquired integrated circuits of phones for creative upcycling into various types of upcycling products and accessories. Electro-waste, including parts of telephones and computers, under the eye of our designers, turned into real piece of art. Upcycling products out of IKEA catalogues, laptop cases out of mesh banners from IKEA shops, backpacks out of IKEA textiles leftovers. We were asked to develop the concept and manufacture of upcycling products from waste materials entrusted by the client. Out of used textiles (leftovers from production) we created practical backpacks, IKEA catalogs turned into a phone case, and large-format mesh banners from IKEA's store have received a second life in the form of durable and original laptop covers. Upcycling bags out of SUEZ ad banners. Emphasizing the company's innovative approach to the issue of second-life of waste, we designed upcycling gifts out of raw materials from SUEZ. We symbolically gave the second life to the old, outdated promotional materials of the company, which were replaced with new ones. Roll-ups, tents, flags with an old logotype have been transformed into attractive shopping bags and posters, which delighted SUEZ customers with their idea, functionality and colors. HOW WE WORK WITH OUR CLIENTS? The process is very simple. In Step 1 we come to the company and analyze its waste streams. In Step 2 we make a smart matching looking for the best designers who get inspired by chosen waste materials of the company. We make the first designs and prototypes of upcycling products. Step 3 – when the company choose the product that they like the most we organize the whole production and deliver ordered products to company’s doors. REVENUE DRIVERS Our main revenue drivers are: Profit margin on every production made for our corporate clients (40-150%). Profit margin per every sold product via our e-commerce website (25% on average). We also provide our clients with consultancy services in terms of “brand upcycling” – especially: Waste analysis for upcycling purposes. Further customization of products. An example of price range including profit margins: MARKET POTENTIAL We see the huge potential in the market as Circular Economy is booming right now which is connected also with pressure from EU regulations in terms of growing recycling rates among countries and seeking for innovative fresh ideas in the field of waste processing. It is estimated that sustainable products market will rise by at least 20% during next 5 years. From any European company we can find valuable waste streams for our designers to create high end consumers products. OUR UNIQUENESS However Deko Eko operates in a unique and hard to copy niche of the upcycling market, which is based on combining 3 main competencies: we know consumers preferences well enough to make products they love we understand the waste flow and are cherry picking the most valuable materials for our designers we have already built the most powerful and largest network of upcycling designers Thanks to our uniqueness we are creating the highest value jump from zero to a product, which is ready to sell at the market, helping our clients to optimize their waste processing budgets to maximum. WHAT IS NEXT? We are ready to scale up our business internationally with a starting point in Netherlands, as the Dutch market is perceived as the biggest circular economy hot spot in the world. We are already working on our first upcycling products/ideas for such companies as: America Today, Buy Bay, Canon, Otazu, Jakobs De, NN and Unilever. DEVELOPMENT PLAN We are raising 90k of seed investment round for the next 6 months in order to: Finalize MVP for a new B2B online platform which is going to automate part of our selling and in-take process; experiment & design phase in order to validate our riskiest assumptions about introducing brand upcycling at Dutch market. Set up business operations in Amsterdam – office + 3 international team members (researcher, new business manager and marketing specialist). Acquire at least 5 new corporate clients for long-term cooperation in terms of upcycling. Basic marketing in social media, LinkedIn and Adwords. This is a bridge towards a larger (growth) round that we gonna start this year. TEAM Our team is a mix of different competencies such as: design, marketing, technology and sustainability. We combine a unique set of competences in the field of Corporate Social Responsibility, eco-marketing and green advertising with practical knowledge in the field of sustainable design and production. Thanks to close cooperation with each other we are able to achieve all of our goals.

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consent.io

The Netherlands

Don't you just hate surveys? - sure you do. As do the vast majority of other people around the world! The survey became part of market research in the early 20th century. And besides putting it on a computer screen - little has changed till today! But because fewer and fewer normal people take part, more and more companies use "paid panels" - people employed to click on surveys all day long, for cents. Why should you care? - well, this is how the data fed to top decision-makers in government & corporations are gathered. This is the power that guides decision making at the very top level - the power of public opinion. A power that we can all take part in and objectively, pragmatically drive the change we want in corporations, products, services and even governments! Join us on this exciting journey to disrupt the market of market research, worth USD 70 billion globally. And perhaps more importantly - the market that produces the product that shapes the minds of those who shape our products, services, economy and policies. The first step is easy - just delve deeper into our documentation and see how our solution can enable all people to participate and benefit from shaping public opinion like never before!

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Stampwallet

The Netherlands

We are Stampwallet, a Startupbootcamp Alumni, the technical front-runner in the loyalty landscape through offering a loyalty app as well as developing innovative tailored loyalty solutions. This way, we not only offer loyalty solutions to companies but also offer solutions to loyalty companies. We make your loyals feel like royals. Introduction Loyalty programs. They have existed since the late 18th century in the form of copper tokens, later evolved in paper stamps, and now has the form of all kinds of currencies. They have become commonplace in today’s society. Traditional brick and mortar stores are using them to keep pace with the evolving e-commerce world, and e-commerce sites are using them to boost retention and drive down acquisition costs. While loyalty programs seem to be inseparable, there still isn’t a ‘golden’ solution that fits all. Often they are too expensive to implement, to hard to understand, too difficult to use, or simply generate too much friction with the consumer. Now that’s where Stampwallet does it differently. We offer ‘seamless’ loyalty solutions through our innovative hardware and software. Our story Starbucks being your first customer that’s a dream for a lot of companies. But for Stampwallet this is a reality. The story of Stampwallet all started 2 years ago with Stampwallet’s CEO, Wouter, his previous media company, Media599, stationed in sunny Curacao. Every morning, before going to the office, he would drive up to Starbucks at the Mambo Beach Boulevard and get his regular coffee. To be honest, quite some money was spent there to get his early ‘wake up’ drink, but never was he rewarded for his undefined loyalty. One day the manager sat down next to him. She was worried about her customers while Starbucks in Curacao was not able to use their famous corporate loyalty program. More and more customers would try out other coffee places. Knowing that Wouter had his media company, she asked him to come up with something that she could use to engage with her customers. And as Wouter accepted the challenge, in no time, Media599 had released an app that enables Starbucks Curacao to offer their customers a ‘digital stamp card’ to save for discounts and prizes and in return, the customer would register under their name and email address. Data started flowing in and the customers returned to purchasing coffees from Starbucks. After 3 months almost 10.000 customers already used the app and after sending a personalized message to them, they noticed an increase of 21% in retention rate. Learn how the Stampwallet app works: Word spreads fast among the islands of the Caribbean and before Wouter knew it, more and more companies started asking for the same type of program. They all wanted an easy way to reward their customers and to gather data, and thus, Stampwallet B.V. was born and founded. At first, only a platform on which merchants could easily create their own loyalty program in the form of a stamp card, low costs, customizable, and the insights in customer data. Pretty soon, Wouter needed an additional pair of hands. Lauren, a hospitality management Bachelor with ample experience in the hospitality and service industry found his way in due to his passion for loyalty. “Hospitality is the foundation of loyalty. When someone goes beyond what you expect, that’s where you become loyal. It’s all about going that extra mile.” Together Wouter and Lauren started building the business. Innovation is key to the loyalty industry business while competition is fierce. Therefore, the focus was mainly on growing the company and developing new methods to exchange loyalty currencies. QR codes and battery-driven beacons were the first solutions to be offered. However, the beacons had many flaws that hurt the business. After looking for new ways to replace the beacon, a new strategic partner arose from Canada with an expertise in motherboards. Through this cooperation, a new in-house developed beacon was placed on the market called ‘the super-beacon’. A device that can be connected with printers and unmanned machines, such as parking, vending, and carwash machines, to generate loyalty transactions. With these endless possibilities, the development dams broke for Stampwallet. New solutions kept on being created and more and more hardware and software were developed after which the target market got bigger and bigger. The possibilities now had an implication on every type of industry in the world. In other words, a ton of tech to do amazing things with, but not a clear view of what the market exactly needs. Therefore, to bring back focus, the company moved to the Netherlands in February this year and joined the accelerator program Fintech & Cybersecurity Startup Bootcamp in Amsterdam. Now the company has turned itself into the tech frontrunner of the loyalty landscape. Apart from the loyalty app proposition, development and sales have shifted towards 'tailor-made loyalty solutions' and 'products'. These products are a result of the tailored solutions with set APIs and pre-developed code. In such, they can be sold and implemented with just minor changes. Their expertise in data, loyalty, digital customers, flexibility and speed of developing loyalty solutions is what makes them unique. Their strategy is to push their loyalty apps throughout their infrastructure of 6 agents, stationed all over the world, and focus on customized solutions in The Netherlands and the Caribbean. With this model, their flexibility and speed for innovation stay on a high level, while still having the ability to scale fast. Our solutions Stampwallet loyalty app Branded apps (your own promotion in a company branded app) White labels (sell your own 'stampwallet') API integration in webshops, accounting software, and existing loyalty platforms Super Beacon to connect to every POS on the market POS integrations Receipt alterations (print loyalty rewards on receipts) Scanner app to quickly reward customers Receipt capturing Raffle tool Customized solutions Their latest solutions and innovations are the 'Stampwallet Loyalty Chatbot' for Facebook Messenger and WeChat (that together have 2.2B users) and the 'Personal Characteristic Recognition solution'. With the Loyalty Chatbot innovation, they can onboard users into your loyalty platform within 30 seconds. Without having to register or downloading an app! Unique in the world! Our 'Personal Characteristic Recognition' solution is an implementation of loyalty in which visually identifiable characteristics, such as facial elements and license plates, are used to create user accounts and to save automatically. This also led us to 'reverse loyalty'; a first-time reach-out to the consumer 'after' they have received enough points to be redeemed for incentives. Traction Stampwallet has over 800 merchants listed in 6 different countries. They created a powerful distribution network of resellers in 6 countries that are reselling our app to their clients. This fits their mission perfectly: Think global but act local. The focus is on The Netherlands and the Caribbean, while their network of agents focuses on its own territories. Selling agents are now active in Sweden, Cambodia, Vietnam, South Africa, Brasil, and Panama. Additionally, they work directly with great companies like: Revenue In 2017, Stampwallet managed to show a 100% increase in revenue for each quarter. All revenues come from the sales and development of white labels, subscriptions, licenses, and API integrations. Due to the auto-renewal subscriptions model for the Stampwallet app and their continuation on the contracts of white labels and licenses, most revenue is recurring with a churn rate of 1.24%. As the sales focus shifted towards 'tailor-made' loyalty solutions at the start of this year, so did the growth in revenue for this stream. All targets (as stated in the financial sheets) have been successfully reached. The forecasted revenue for 2018 is based out of the contracts that 'already' have been signed, POCs that have been initiated, and leads that are in the pipeline. Therefore it is important to mention that the bar chart below illustrates the future of Stampwallet with the 'current' resources. in QR it is planned to hire a sales team and account manager. Funding round Now is the time for Stampwallet to catapult their products and services into bigger markets. For his, the first step has been taken to move to The Netherlands. Since foot was set on Dutch soil, Stampwallet has already gained much business. New agents have been acquired, new products have been developed, new partners have been connected, and new contracts have been signed. However, Stampwallet needs resources to meet their demands while demand is thriving. These clients need to be followed up to create revenue. The future of Stampwallet will move towards cooperation with bigger corporates, developing new innovative products to enhance loyalty experiences, and connecting a license based revenue model to it. With this strategy, the value will keep on growing with each new client. Our funding will be used as followed:

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PlenSat

Germany

We help fight obesity PlenSat Digestible Balloon Therapy. PlenSat is a clinical stage company with a patented therapeutic approach to treating patients suffering from overweight and obesity. PlenSat has created a new device that will allow patients to control their weight. This new device creates a temporary, but long lasting, space filling balloon within the stomach. The therapy makes use of the well-known effect of stomach volume reduction to decrease appetite and ultimately lead to better patient weight control. PlenSat Digestible Balloon Therapy is delivered as an easily swallowed self-ingestible pill that is self-inflating and self-eliminating. The food-based ‘pill’ inflates by absorbing stomach acid to create a ‘Digestible Balloon’. The balloon is approximately the size of a ping-pong ball, will remain resident in the stomach for 14 – 30 days, providing 24/7 stomach fullness and suppressing appetite similar to current medically intensive, highly invasive and expensive weight control, bariatric, therapies. In November 2016 PlenSat BV was formed as a subsidiary of the Parent Company, PlenSat, Inc. PlenSat BV is licensed to utilize all intellectual property of the Parent for the development, registration, manufacture and marketing of the patented (US 7,674,396, US 7,879,355, EP 2 066 303 B1) PlenSat Digestible Balloon™ obesity device and related services in Europe. We believe PlenSat Digestible Balloon therapy is uniquely designed to reach a large percentage of patients suffering from obesity and overweight. Initial financials are based on a conservative sales model reaching only one percent of Europeans, approximately 1 million, which suffer from obesity. PlenSat envisions break-even in 2021. By 2025 the market opportunity for PlenSat approaches €700 million per year in top line revenue from both direct sales and marketing partners. These conservative forecasts result in potential net revenues for PlenSat of €318 million and an EBITDA of approximately €173 million in 2025. The PlenSat Digestible Balloon The individual pill format and final inflated volume of the device is expected to allow patient specific dosage of balloons present in the stomach thus enabling better patient results. In addition, a gentle stepwise introduction of displacement volume with controlled increases in the number of pills will minimize patient discomfort. The patient can continuously renew the space filling effect with additional ’pills’. Multiple balloons will be resident at any one time and the number of balloons can be adjusted to provide the most effective space filling for each patient. The patented device is constructed of food and food grade materials. Success with the Company’s ingestible, self-inflating, long-lived and self-eliminating device will be a paradigm shift. This breakthrough treatment not only offers the chance to stem the tide of obesity and related co-morbidities but also offers a significant financial success for the Company and its investors. The Company has completed initial preclinical studies both in laboratory and in dog studies. The Company has received approved from the Medical Ethtics Committee at Academic Hospital Maastricht and is now initiating first-in-human studies with the new device. The Company expects to complete additional clinical studies leading to European Marketing Approval through CE marking (= “a European certification mark that indicates conformity with health, safety, and environmental protection standards for products”) and market entry in 2020. Current therapeutic approaches are inadequate to address the pressing need for a scalable treatment. Excess weight drastically increases a person’s risk of developing a number various diseases, including cardiovascular disease, cancer and diabetes, which causes a dramatic increase in healthcare costs. With the obesity epidemic continuing unabated it is fair to suggest that no effective treatment exists to treat this patient population at this level of need. Less than one percent of affected individuals are currently receiving treatment with effective bariatric therapeutic treatment. PlenSat was founded to develop and bring to market this new technology by two individuals with over 40 years of combined experience in medical devices. The founders saw the need to go beyond the medical intensive treatments that cannot be scaled sufficiently to provide therapy for the tremendous number of patients in need of assistance in dealing with excess weight. Dr. Fred Voss received his PhD in Chemistry from the University of Colorado, Boulder in 1974. Following his PhD, Dr. Voss carried out academic research in biomedical engineering under an NIH fellowship at the University of California, San Diego for 2 years. Dr. Voss has over 30 years of industry experience in the area of medical devices and therapeutics. He has been successful in establishing teams and managed all aspects of organization from R&D, QA/QC, regulatory, manufacturing. Dr. Voss was a member of the management team and the lead technical individual for an early stage cell transplant company that successfully completed an IPO. Fred Voss is the CEO and President of PlenSat Inc. and is the Managing Director of PlenSat BV. Dr. Voss is a resident of the Netherlands and lives in Maastricht while managing the activites of PlenSat BV. Dr. Bernhard Sterling received his PhD in Biochemistry from the University of Basel in Switzerland in 1975. Following his PhD Dr. Sterling carried out 8 years of Academic research at the Max Planck Institute and the Stanford Medical Center on Human Metabolism. Dr. Sterling has over 24 years of industry experience in the area of physiological structures, functions and disorders and medical devices. He was the CSO of Woolsthorpe Inc. in Nashville, TN and was formerly the CSO of Optiscan Biomedical Corp. in Hayward, CA. Bernhard Sterling is the CSO of PlenSat Inc. and is available as consultant regarding technology and R&D to PlenSat BV. Mr. Hendrikus J. Rutten (Erik) joined PlenSat Inc. in 2015 as Executive Vice President of Business Development. Mr. Rutten obtained his Master of Science Chemical Technology (Polymer Science) in combination with an MBA program at the University of Twente (The Netherlands) in1985. Mr. Rutten has over 30 years international experience in Business Development, R&D Management and Innovation strategy at DSM. He had leadership positions in DSM Fine Chemicals, Coating Resins, Pharmaceuticals, Corporate R&D and Corporate Innovation Center. During the last 7 years Mr. Rutten was active in DSM’s corporate venturing arm in the USA, investing in start-ups and taking Board of Director positions in areas related to food ingredients, nano-materials, bio-based chemicals, biomedical materials, specialty coatings and cleantech. He is the CEO and Founder of ‘Art of Innovations’ a management consultancy firm. Erik Rutten is based in the Netherlands and employed as the Executive Vice President of Business Development at PlenSat BV. Clinical trials will be conducted after discussions with an appropriate notified body and in compliance with the provisions of ISO 14155-1:2011 Clinical Investigation of Medical Devices for Human Subjects –Good Clinical Practice. It is anticipated that PlenSat will utilize the services of a notified body familiar with gastric balloon therapy. A recent CE Marking and market introduction of the Allurion Elipse gastric balloon can serve as a model for the approach. The Allurion Elipse was subjected to two clinical studies. The first was a proof of concept study with 8 patients (2) (Machytka E, Chuttani R, Bojkova M, Kupka T, Buzga M, Stecco K, Levy S, Gaur S. Elipse, a Procedureless Gastric Balloon for Weight Loss: a Proof-of-Concept Pilot Study. Obesity Surgery. 2016;26(3):512-6. doi: 10.1007/s11695-015-1783-7. PubMed PMID: 26253980). The second study was a multi-center study with 34 patients to obtain their CE marking.(3) (Machytka E, Gaur S, Chuttani R, Bojkova M, Kupka T, Buzga M, Giannakou A, Ioannis K, Mathus-Vliegen E, Levy S, Raftopoulos I. Elipse, the first procedureless gastric balloon for weight loss: a prospective, observational, open-label, multicenter study. Endoscopy. 2017;49(2):154-60. doi: 10.1055/s-0042-119296. PubMed PMID: 27951610). The result of a positive assessment is the certificate of conformity allowing the CE marking and the permission to sell the medical device in the European Union. We are currently evaluating the recent regulatory changes in the European Union related to medical devices. The initial market introduction of the device (Phase 1) will be through Bariatric Centers that have participated in the Company’s CE Marking clinical trials. These five (5) to six (6) centers will be chosen to include key opinion leaders for the country in which the center operates. We expect that the centers will represent at least four (4) countries. The Company anticipates that patients and physicians that participate in the clinical studies will support the product and offer testimonials. These centers will offer weight loss surgery as well as other weight loss therapy and management. The initial introduction in this environment will allow the Company to demonstrate the safety and efficacy of the approach in a controlled setting with highly motivated patients. We estimate the number of patients serviced through the Bariatric Centers will meet our 12 - 24 month patient and revenue goals. The ease-of-use and clinical outcomes of our technology will accelerate the broader adoption of our Digestible Balloon therapy. Phase 2 of introduction will involve direct and distribution sales (country dependent) to gastroenterology physician groups and weight loss clinics. The strategy is to establish and drive adoption through Key Opinion Leaders (KOLs). To facilitate market penetration, the Company believes, and this is supported by feedback from researchers and clinicians in the obesity space, that the design of the device and the use of food based materials will afford the opportunity to ultimately distribute the product with limited trained physician or healthcare giver involvement. The most significant risk, bowel obstruction, has been evaluated in both laboratory and animal studies to date. Data from the animal studies showed no ill effect for the animals and support the initiation of human studies. The currently planned human studies in 2018 will ensure the safety of the device.

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Bridge-round

The Netherlands

About clevergig clevergig is a B2B SaaS company and Startupbootcamp alumnus. Our smart, on-demand scheduling software allows temp agencies and other middle-men to quickly match the right worker with relevant shifts or projects. We are tapping into the fast-growing gig economy and on-demand product and service deliveries. Our business model is subscription based, where a customer pays a license fee per user. Our product is fully operational and we have built up significant commercial traction in the last few months. Gross margins are high (90%), with healthy acquisition costs relative to Customer Lifetime Value (CLV). Our goal for the coming 5 years is to build a company with €5m in annual recurring revenues (ARR). About this round This relatively small funding round is meant as a bridge towards a larger (growth) round in 2019. Please note that funding room is therefore limited. We will use the proceeds of this round to become cash flow positive and further grow the business. This then strengthens our position when negotiating with venture capital funds. Joining this round is a great opportunity, as you are protected by the cap, while our next growth round is expected to be done at a much higher valuation than this cap. Commercial traction We use a subscription model, where clients pay a license fee to use our software. Our Annual Recurring Revenues (ARR) currently stand at €46K and have been growing fast in the last few months. With every new month that passes, we add more clients and thus increase our ARR. In the last 4 months, we found product/market-fit and managed to sign up most of our clients. All customers are Small- to Medium-sized firms from the Dutch temp or event agency space. We have another 47 deals in our pipeline, with a CLV of €170K when assuming a 30% conversion rate. Each month some 20 new prospects show interest in our product and request an online demo to see our product. Sales model Our sales model is typical for a SaaS company. Almost everything is done online or via the phone, which is highly efficient and allows us to build a scalable model going forward. A prospect typically requests an online demo via our website (generated via online campaigns) or is approached by a cold call. If there is a fit, we then demo the product in an online meeting. After negotiations, we onboard the client via an online session and provide support via online chat or phone. Product usage Our clients - small to medium sized temp agencies - act as middlemen to provide staff to their clients. Usually on short notice. Examples include staffing to fill open shifts for companies in hospitality, healthcare, and logistics. Our current clients serve more than 500 of their clients via our software. To date, more than 750 workers are actively being scheduled via our app. And it is safe to say that our product is becoming an indepensible part of our customers' daily operations. The scheduling data provides the key source of information to bill their clients, and pay their workers. Key numbers are provided below. In February alone, >2,500 shifts - or 15,000 hours - were scheduled. A 44% increase from the previous month. Best news of all is that 91% of those shifts were fully staffed, and most of them within minutes after publishing. Below you can find a short demo of how you can quickly fill an open shift: Vision The gig economy is here to stay. Consumers want products and services now and delivered to their door. As a result, smart companies are shifting to a more flexible workforce to deal with peaks and insource specific knowledge. At the same time, an increasing number of workers is choosing to make a living via several sources of income. We foresee a future where employees no longer have a fixed role within a single company but are dynamically teamed together from project to project, based on skills, knowledge and staffing needs. Goal clevergig aims to make a strong contribution to this changing labor market. We wish to enable companies to create an on-demand workforce and to provide them with simple tools to manage their flexible workforce. At the same time, we aim to ultimately give workers the freedom to do the work they want to do, when they want to do it. Growth scenarios include linking up temp agencies' clients to our software and making our software a plug-and-play solution to adjacent software providers. Our focus remains on the on-demand space, rather than traditional and predictable scheduling. Problem Temp agencies provide an extra layer of flexibility for many firms in the Netherlands. Some agencies provide on-demand services, filling open shifts on an ad hoc basis. A temp agency planner currently wastes time in finding the right worker with such an open shift. He or she often uses email and Whatsapp Excel to assess worker availability. Then calls or messages his pool of workers to find the right person and share relevant information on the shift. Workers are left with an old-fashioned and slow experience, while clients are left in uncertainty on whether a shift is filled. Solution clevergig offers a workforce management (WFM) tool, to manage and schedule a flexible workforce with ease. We are now fully focussed on temp agencies. Helping them to quickly schedule the right worker for an open shift. Workers take a more active role and provide real-time availability, and accept shifts from their phone. Our product is used by small to medium size temp agencies that have a pool of on-demand workers, who act as a layer of flexibility for one or more clients.

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