Gusto宣布收购专注支持远程办公的初创企业Remote Team（土耳其）劳动力市场正在发生变化。越来越多的工人期望继续以远程方式工作，即使许多大雇主不愿意支持这一运动。这种大流行病拖得越久，未来的工作看起来就越是不同。正如TechCrunch所报道的那样，初创企业已经在未来的远程工作中投下了自己的一票，他们经常跨时区和跨地域地建立自己的早期团队。
这一趋势非常明显，我们看到私营科技公司正在进行收购，以更好地支持它。例如，今天上午，工资和人力资源供应商Gusto宣布，它正在收购Remote Team，一家专注于支持远程员工办公的创业公司。
作为其新闻的一部分，Gusto还宣布，它现在支持在80个国家支付承包商，并在美国所有50个州进行快速税务登记。
与Gusto不同，Remote Team是一家处于早期阶段的创业公司。例如，Crunchbase只有关于其历史和资本筹集的一丝数据。在Gusto首席执行官Josh Reeves看来，Remote Team大约处于创业的A轮阶段。撇开目前的筹资趋势不谈，这意味着这家较小的公司可能有客户，并且有一个刚刚起步的市场推广计划。
相比之下，根据Crunchbase的数据，Gusto已经筹集了近7亿美元的资金，最近在其账户中增加了1.75亿美元，估值略低于95亿美元。因此，用现在的话说，Gusto本质上是一个准IPO公司。
不管我们对目前后期独角兽市场的看法如何，Gusto可以为Remote Team提供一些简单地筹集更多资金所不能提供的东西，即规模。根据Remote Team首席执行官兼创始人Sahin Boydas的说法，将他的公司卖给Gusto是有意义的，因为它可以提供比筹集更多私人资金更多的全球企业足迹，而不是让初创公司自己去筹集。
博伊达斯表示，对更多国家的支持即将到来，这意味着Gusto支持国际招聘的能力在未来几个季度只会增长。
交易的条款没有披露，但Gusto的首席执行官确实表示，股权是交易的一个组成部分。稍微翻译一下，该交易是以股票和现金两种方式执行的。关于后者，里夫斯告诉TechCrunch，他的公司今年早些时候的E轮融资并不是为了资助公司的日常运营；Gusto在银行里还有前一轮的大部分资金。当你能筹集到额外的资金时，我们会补充说，当你想购买一些拥有技术或员工的小公司时，你想把它们添加到你目前的业务中。
如果Gusto在上市前再买一两家公司，我们不会感到完全震惊。（三家收购的公司分别是：首先是Ardius（一种基于人工智能的研发税收抵免解决方案）和Symmetry（工资基础设施技术的长期领导者），现在是RemoteTeam—）
在这方面，Gusto说它每年的增长速度约为50%，但没有分享更多信息。TechCrunch向Reeves追问关于其财务表现方面缺乏细节的问题，主要是好奇他为什么不在这个时候分享更多，因为我们希望在他的公司上市时能够回顾这段时间。正如我们向每一位CEO提出的问题一样，他的回答很有礼貌。
总结一下。Gusto专注于中小型企业，但这并不妨碍它看到对更多国际和州际招聘的需求，因此它正在调整其服务以满足这一需求。事实证明，看看Gusto与Rippling之间更大的竞争是如何进行的会很有趣。这两家公司有不和的历史，Rippling最近进行了自己的大型融资，以65亿美元的估值为其资金增加了2.5亿美元。
展望未来，我们很好奇Gusto和相关的私人技术公司是否会进入企业支出游戏，这是创业公司工作的另一个角落，在风险资本和市场需求方面都很丰富。你可以在一定程度上看到协同效应；Gusto希望帮助中小企业开始和经营他们的业务，无论他们或他们的工人在哪里。如果Gusto要帮助这些公司实现薪资管理，为什么不把另一类支出加入到这个组合中？
来自TC。我们也附录了Remote Team的对于本次收购的介绍，就不做翻译了
The story behind RemoteTeam and how a remote world became a reality.
10 years ago I moved to Silicon Valley, after many startups in Istanbul. Throughout these years and following, my startups were run with 100% remote teams. Since settling in Silicon Valley, I’ve met with over 500 investors, and raised from more than 50+ investors. For a long time, when I told investors we were a 100% remote team, most of them told me this was a bad idea. They told me many reasons why it was not a good plan: time zones, communication problems, lack of local creativity, etc. I even heard that remote work will not work. They gave me all the possible reasons why remote work was going to be my ultimate failure. Many people also told me that being a remote company was not going to bring in new investors and might, in fact, deter me from raising more capital. In addition, they told me I would be a company that nobody would want to acquire because larger companies mostly prefer local talent. These comments weren’t just from investors, but also from advisors, partners, and even other entrepreneurial friends of mine. I always felt defeated trying to explain all the benefits of remote work to my colleagues and community including investors. So I continued on knowing in my heart that this was the best approach to building a company and rarely mentioned this fact to investors unless necessary. I was content in going forward knowing my remote team approach was working and frankly, thriving.
RemoteTeam was an idea that came through the lifestyle of our founder Sahin Boydas. He was a remote entrepreneur in Silicon Valley who built and exited companies while working remotely. Sahin saw this trend of remote work, way before it became mainstream, and knew deep down it would become such an important factor for tech companies and competing large companies looking to have an edge against their competition.
Since the early days in Silicon Valley, the atmosphere has changed dramatically in relation to remote work. Investors, partners, advisors, and entrepreneurs now vehemently advocate for remote work, with many of the most successful unicorn companies embracing its advantages.
There’s so much interest and promotion of remote work, that it’s easy to see the 7 environmental factors that led to this boom in remote work culture:
📡 Better internet speed: high-speed internet made a remote living and work possible
🛠️ Tools like Slack and Zoom: platforms allowing group communication and ways to collaborate effectively and efficiently
🏞️ Inadequate and expensive talent in Silicon Valley
💵 The high cost of living in Silicon Valley:💡Thousands of resources and boot camps, which sparked the “self-taught” developer trend and made more talent available around the world: explosive self-taught programs allow anyone in any country to learn on their own given the boot camps guidance.
👩🏿💻 The rise of open source and rise of working together to build software: shared technology platforms allow for better collaboration and sharing of resources for engineers globally..
Remote work is now extensive. Covid expedited many trends in their infancy, and remote work happened to be one of these micro-trends that became completely necessary during Covid and beyond. We also see a more general trend of “talent is everywhere”. It is evolving faster, easier, and cheaper to become a software engineer. Silicon Valley itself cannot provide enough workers for the demand for talent. The number of disruptive startups in multiple categories is growing exponentially, further breaking down the limited resources like engineers required to succeed.
In a short period of time, RemoteTeam grew rapidly. Our team has reached 40 employees and thousands of users. Our dynamic team of 100% Turkish software developers and RemoteTeam's CTO Adam Dilek, who empowers and this team with his many years of experience, are what underlies RemoteTeam's rapid success.
We raised a seed round from notable investors such as Active Capital (lead), Larry Braitman, Adam Nash, Jude Gomila, CapitalX - Cindy Bi, Minal Hasan, IT-Farm, and many others. RemoteTeam became a prominent player in the remote work industry.
Gusto
2021年10月27日
Gusto
【美国】针对中小企业的薪资福利平台Gusto完成1.75亿美元E轮融资，估值近百亿美元，明年冲刺IPO位于加州旧金山的针对中小企业的薪酬福利平台Gusto在E轮中完成了1.75亿美元融资，使公司估值达到 95 亿美元，使其成为人力资源和薪酬软件领域最有价值的私营公司之一。
总部位于旧金山的Gusto公司成立于2011年，之前叫做Zenpayroll ，其市场平台旨在帮助小型企业处理工资、福利、人力关系、团队管理工具和健康保险。该公司--声称为超过10万家企业提供服务--还在丹佛和纽约设有办事处。也是Y-Combinator孵化的明星企业。
这项投资是在该公司上一轮融资两年后进行的，当时它在2019年的D轮融资中筹集了2亿美元，当时估值超过38亿美元。2018年，该企业在C轮融资中搞定1.4亿美元。总融资近7亿美元了！
本轮融资由T. Rowe Price Associates, Inc.领投，新老投资者Sands Capital, Fidelity Management and Research Company LLC, Durable Capital Partners LP, Generation Investment Management, Emerson Collective, Glynn Capital, Friends & Family Capital, Cross Creek, 137 Ventures, General Catalyst, Emergence Capital, Dragoneer Investment Group, Franklin Templeton, Acrew Diversify Capital Fund等等。
该公司打算利用这些资金继续扩大运营和业务范围。
在首席执行官Josh Reeves的领导下，Gusto为客户提供了一个在线人员平台，让小企业通过工资单、健康保险、401（k）s、专家人力资源和团队管理工具来照顾他们的团队。该公司最近收购了薪资基础设施技术的领导者Symmetry公司和人工智能驱动的研发税收抵免专家Ardius公司，并推出了Gusto Embedded Payroll，使软件开发商能够直接在其软件中嵌入和定制薪资。近100个第三方集成使企业能够管理业务，从费用管理和时间跟踪，到银行和劳动力预测。他还指出，Gusto 的客户群最近已超过 20 万。
为了在预计的 2022 年 IPO 之前巩固领导地位，该公司增加了两名新董事会成员，前 TIAA Financial Solutions 首席执行官 Lori Dickerson Fouché 和纽约州共同退休基金和富达投资董事会成员的前首席投资官 Vicki Fuller。
Lori Dickerson Fouché在保险、银行和金融服务领域的职业生涯跨越了数十年。她曾领导过TIAA金融解决方案公司、保诚集团的团体保险、年金和个人解决方案业务，是消防员基金保险公司的首席执行官，目前是卡夫亨氏公司、河马控股公司的董事会成员，也是普林斯顿大学的理事。
Vicki Fuller将把她在金融服务方面的经验带到Gusto董事会。在此之前，Vicki是2000亿美元的纽约州共同退休基金的首席投资官。她目前是威廉姆斯公司的董事会成员，以及富达投资公司的股权和高收入基金及黑石信贷的董事会成员。
【美国】SMB的Payroll公司Gusto宣布获得D轮融资2亿美金，进军纽约！
Gusto 原来叫做Zenpayroll，一直针对SMB甚至更小的个体户提供薪酬服务，也是YC的毕业生。后来逐渐进入福利保险领域，提供更加复杂和多样的服务。
可以这么理解，Gusto可以帮助ADP无法覆盖或者收费太贵的客户实现简单的Payroll和保险服务。
美国的情况比中国要严重得多，每个州都不同的法律，所以payroll是很复杂的一件事情，大家基本都会选择一家服务商，加上付费意识都很强，所以类似服务发展都不差。美国大部分的市值很高的人力资源服务公司，如ADP（727亿美金）\Paychex（305亿美金）\Paycom（137亿美金）都是类似的服务。
Gusto还把总部搬离了硅谷，来到丹佛，虽然硅谷还有不小的团队，但是丹佛成为工程研发和销售的HQ了。这次融资后将要9月再纽约开设办公室，对美国全国开始攻城拔寨！
同时融了钱后，也招了一批高管加入，比如来自谷歌的HR老大等等，完善了董事会。开发新的产品拓展产品领域，更新品牌，扩展市场。
这次引入了两家新的投资人，这次投资领衔的是美国前副总统戈尔的投资基金。Fidelity和Generation Investment Management成为Gusto的新投资者.
Gusto 创始人兼首席执行官Josh Reeves专门发表了博客介绍这次融资信息，我们把中英文（AI翻译）分享大家！
关于Gusto的更多信息可以点击：http://www.hrtechchina.com/tag/gusto/
从第1天开始，我们着手打造一家耐用，可持续发展的公司，专注于为客户提供服务。我们的使命是创造一个工作环境，让每个人，无处不在的生活更美好。拥有超过100,000名客户，我们仍然觉得我们在旅程的早期阶段。美国约有560万雇主，其中98％是小企业（员工人数<100人）。我们想要帮助他们每个人。
我们如何处理扩展有两个因素：
1. 我们早期的信念是，服务理念是建立成功企业的核心
我们的存在是为了服务我们的客户，这有时意味着选择权衡短期增长，以便为我们的客户和Gusto创造长期价值。尽管每个州都有很长的等待名单，但早期的例子是花费3年多的时间才能覆盖全国范围，因为无论如何我们都希望保持服务质量。这需要时间。
2. 客户的成功等于您的成功
我们想要设计一种商业模式，如果我们能够很好地为客户服务，那么他们就会更信任我们，成为更亲密的合作伙伴。这导致客户继续使用Gusto，我们帮助他们建立团队的更多部分，从而为Gusto带来更多收入。一个很好的例子是健康保险，我们的许多客户现在通过Gusto管理。我们为客户制定了正确的计划，并且可以在一个地方轻松管理工资和福利（以及更多）。这是一个双赢的局面。
我们正在将Gusto打造成一家拥有数十年历史的公司，因为我们有很多工作需要为数百万小企业服务。不幸的是，长寿并不是美国小企业的常态。根据美国劳工统计局的数据，只有50％的小企业在过去五年中存活下来。我们希望这会改变。
小企业是美国许多社区的基础，而且没有足够的帮助他们。需要敲响警钟，投资小企业的成功对于加速国民经济，地方经济和个人经济至关重要。
Gusto致力于帮助小企业。我们希望通过帮助小企业在员工茁壮成长的地方建立工作的好地方来改变现状，这样他们就可以为客户服务并成为耐用的公司。
为了实现这一目标，我们一直专注于帮助Gusto扩展。我在下面总结了我们最近为推进工作而采取的一些步骤：
新投资
我们通过D轮融资筹集了2亿美元的新资金。根据他们的长期观察，我们选择了五位投资者进行本轮融资。我们很高兴欢迎Fidelity和Generation Investment Management成为Gusto的新投资者，我们很高兴加强与T. Rowe Price Associates，Inc.，Dragoneer和General Catalyst的合作关系。这些投资者致力于我们创造持久和可持续业务的观点，他们的投资将推动我们为每个人不断创造公平的解决方案和包容性的经济增长。许多Gusto最早的投资者也参与其中，包括CapitalG，137 Ventures，Y Combinator Continuity和Emergence Capital。
扩展Gusto的HR平台
为小型企业构建人员平台一直是我们的计划。我们在2012年开始使用工资单，因为它是每个企业的核心。我们在2013年增加了员工自我入职 ; 2015年健康保险福利 ; 2016年401（k） ; 2017年的休假请求 ; 2018年的时间跟踪和灵活的薪酬 ; 而且还有更多的事情要发生。我们将继续加倍研究和开发，因此我们可以进一步扩展Gusto的人员平台，为客户解决更多的痛点。
发展我们的团队
我们正在加入我们在丹佛和旧金山的团队，最近宣布在纽约开设我们的研发办公室。我们的重点是聘请关心为客户服务的优秀人才，这一理念体现在我们所有的团队中。我们的目标是让我们的小企业客户的生活更轻松，这样他们就可以建立更好的公司。
欢迎伟大的领导者
在过去的一年里，我们为Gusto增添了令人难以置信的领导者，他们加入了团队中现有的Gusto领导者。
Gusto的人事主管Danielle Brown曾担任Google的首席多元化和包容性官员
Gusto的安全和隐私主管Fredrick Lee曾担任Square的首席信息安全官
Gusto的销售主管Kenny Wyatt以前是Vonage的首席营收官
Kent Beck是Gusto软件研究员和教练，是敏捷宣言的原作者，它为现代软件开发提供了大量信息。
建立更强有力的品牌表达
我们刚刚推出了全新的外观和感觉。我们是相同的Gusto，但我们重新设计了一切，以便更清晰，更实用，更易于访问，更令人愉快。您可以通过领导Gusto产品和设计团队的Tomer阅读本博客文章中有关此更改的更多信息。
感谢我们的客户信任我们。我们的存在是为了您，我们期待着在未来几年与您建立更强大，更牢固的关系。
感谢Gusto过去和现在所有帮助我们将服务文化变为现实的员工（“Gusties”）。您的奉献精神继续对这么多人产生巨大影响，而您正是我们持续增长的原因。我很高兴与您一起踏上这段旅程，因为我们将继续致力于创造一个工作环境，为每个人，无处不在创造更美好生活的世界。
对于任何想加入我们旅程的人，我们都在招聘！
Gusto的联合创始人兼首席执行官
英文版
From Day 1, we set out to create a durable and sustainable company, with a focus on serving our customers. Our mission is to create a world where work empowers a better life—for everyone, everywhere. And with over 100,000 customers, we still feel like we’re early in the journey. There are approximately 5.6 million employers in America, and 98% of them are small businesses (with <100 employees). We want to help each one of them.
There have been two ingredients for how we’ve approached scaling:
1. Our belief from the early days has been that a service mindset is core to building a successful business
We exist to serve our customers, and this has meant at times choosing to trade-off short-term growth in order to create long-term value for our customers and for Gusto. An early example of this was taking 3+ years to reach nationwide coverage, even with long waiting lists in each state, because we wanted to maintain the quality of our service no matter what. And that takes time.
2. Customer success equals your success
We wanted to design a business model where if we’re serving the customer well, then they will trust us more and become a closer partner. This results in customers continuing to use Gusto, and us helping them with more parts of building their team, which then drives more revenue for Gusto as well. A great example of this is health insurance, which many of our customers now manage through Gusto. We set up our customers with the right plan for them, and make it very easy to manage payroll and benefits (plus much more) all in one place. It’s a win-win.
We’re building Gusto as a multi-decade company because we have a lot of work ahead of us to serve millions of small businesses. Unfortunately, longevity is not the norm for small businesses in America. According to the Bureau of Labor Statistics, only 50 percent of small businesses survive past year five. We want this to change.
Small businesses form the foundation of many communities across America, and there isn’t enough being done to help them. There needs to be a wake-up call that investing in the success of small businesses is vital to accelerating the national economy, local economies, and personal economies.
Gusto is committed to helping small businesses. We want to change the status quo by helping small businesses build great places to work where their employees can thrive, so they can serve their customers and become durable companies themselves.
In order to accomplish this goal, we’ve been focused on helping Gusto scale. I’ve summarized below some of the steps we’ve recently taken to advance our efforts:
New investments
We’ve raised $200m in new capital through a Series D round of financing. We chose five investors for the round, based on their long-term perspective. We’re thrilled to welcome Fidelity and Generation Investment Management as new investors to Gusto, and we’re excited to strengthen our partnerships with T. Rowe Price Associates, Inc., Dragoneer, and General Catalyst. These investors are committed to our view of creating a durable and sustainable business, and their investments will fuel our ongoing creation of equitable solutions and inclusive economic growth for everyone. Many of Gusto’s earliest investors also participated, including CapitalG, 137 Ventures, Y Combinator Continuity, and Emergence Capital.
Expanding Gusto’s people platform
Building a people platform for small businesses has been our plan from the beginning. We started with payroll in 2012 because it’s core to every business. We added employee self-onboarding in 2013; health insurance benefits in 2015; 401(k) in 2016; time-off requests in 2017; time tracking and flexible pay in 2018; and there’s much more to come. We’re going to continue doubling down on research and development, so we can further expand Gusto’s people platform and solve even more pain points for our customers.
Growing our team
We are adding to our teams in Denver and San Francisco, and recently announced the opening of our Research and Development office in New York. Our focus is on hiring great people who care about serving the customer, and this philosophy manifests in all our teams. Our goal is to make the lives of our small business customers easier so they can build better companies.
Welcoming great leaders
We’ve added incredible leaders to Gusto over the past year, who join existing Gusto leaders on the team.
Danielle Brown, Gusto’s Head of People, was formerly the Chief Diversity and Inclusion Officer at Google
Fredrick Lee, Gusto’s Head of Security and Privacy, was formerly the Chief Information Security Officer at Square
Kenny Wyatt, Gusto’s Head of Sales, was formerly the Chief Revenue Officer at Vonage
Kent Beck, a Gusto Software Fellow and Coach, is an original author of the Agile Manifesto, which has heavily informed modern software development
Building a stronger expression of our brand
We just launched a new look and feel. We’re the same Gusto, but we’ve redesigned everything to be clearer, more usable, more accessible, and more delightful. You can read more about the change in this blog post by Tomer, who leads Gusto’s product and design teams.
Thank you to our customers for trusting us. We exist to serve you, and we are looking forward to building a stronger and stronger relationship with you over the coming years.
Thank you to all of Gusto’s employees (“Gusties”) past and present who have helped bring our culture of service to life. Your dedication continues to have a tremendous impact on so many people, and you are what makes our continued growth possible. I am excited to be on this journey with you as we continue our commitment to creating a world where work empowers a better life—for everyone, everywhere.
For anyone who wants to join us on our journey, we’re hiring!
With Gusto,
Josh
Co-Founder and CEO of Gusto
Gusto 获得1.4亿美元新的融资，加强中小企业市场的薪酬和福利
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