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Nuro, an Autonomous Delivery Startup, is Preparing for a Return

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After experiencing significant obstacles and financial difficulties, Nuro received approval this week from the California Department of Motor Vehicles to test its third-generation R3 autonomous delivery truck in four locations within the Bay Area. This is a positive development for the AV firm.

Nuro can now test its autonomous delivery car in Mountain View, Palo Alto, Los Altos, and Menlo Park, thanks to the approval. Nuro makes cars without seats, windows, steering wheels, or pedals because his vehicles are exclusively meant to transport cargo. They resemble enormous sidewalk delivery robots more than anything else, even though they use public roads and have temperature-controlled food storage compartments.

According to co-founder Dave Ferguson, the increased geographic area will be the third largest, if not the second largest, deployment of completely autonomous vehicles in the United States, behind Waymo. He did point out that Cruise may have had a bigger deployment span prior to it grounding its fleet late last year.

Additionally, Nuro has been testing its 10-year commercial agreement with Uber Eats with vehicles from third parties.

Since a few years ago, Nuro has been teasing its R3. However, last year, the company opted to postpone a planned manufacturing push that would have allowed it to produce thousands of cars in collaboration with Chinese electric car manufacturer BYD. The firm was quickly running out of money, despite earlier being the talk of the AV industry after obtaining almost $2 billion from well-known investors. Nuro reorganized its staff in order to concentrate on perfecting the autonomy component following two rounds of layoffs during the previous two years. This required postponing commercial operations and the production of automobiles.

Ferguson said that there are currently no plans for Nuro to resume large-scale production or intensive commercial activities. Ferguson claims that the company’s intense focus on testing and certifying its new AI architecture is beginning to pay off.

Ferguson declared, “We’ve actually dramatically accelerated our autonomy side timeline and even our autonomy progress.” “So that is the software, obviously, as well as the hardware, the sensing, the compute that’s tied to that autonomy software in a [Level 4] setting.”

Level 4 autonomy is defined by the SAE as having the ability to drive oneself under specific conditions without assistance from a person.

Ferguson continued by saying that Nuro has been using a fleet of modified Toyota Priuses—roughly 100, according to a person with knowledge of the situation—to test and validate the R3’s new hardware and software stack. Nuro has even gone so far as to continue using those test vehicles to do occasional deliveries for Uber Eats. Uber Eats and Nuro began a 10-year business relationship in 2022.

Nuro was able to obtain a few dozen R3s from the EV manufacturer even after postponing the BYD manufacturing arrangement. Nuro plans to introduce that fleet in the Bay Area and its other market, Houston, in the coming months.

Ferguson stated, “One of the benefits that the R3 provides, relative to the R2, is that it can go on a significantly expanded [operational design domain].” “The R2 only drives up to 25 miles per hour. The R3 will technically be able to drive up to 45 miles per hour. We won’t necessarily deploy it at that speed on day one, but it enables us to do full L4 driverless testing, deployments, and even commercialization over a much wider region—basically everything except freeways.”

Nuro’s progress has been aided by advancements in AI, both within the organization and in the industry. Ferguson claimed that in recent years, Nuro’s methodology has changed to employ one or two extremely large foundational AI models that carry out numerous functions in one location, including mapping, localization, perception, prediction, and planning, improving efficiency and performance. In order to validate its AI in real-time, Nuro then combines this with a more conventional system in which all those duties are carried out on their own AI models.

This paves the way for Nuro to scale when it’s ready, as well as enabling Nuro’s R3 to go faster and over wider regions of Houston and the Bay Area.

That won’t happen this year, and since anything produced by BYD will probably be subject to high tariffs, Nuro might need to find a new manufacturing partner when it does. Although Ferguson expressed some anxiety about the tariffs, he is generally satisfied with BYD as a manufacturing partner.

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Ilya Sutskever, a Co-Founder of OpenAI, Raises $1 Billion for his New AI Company

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Ilya Sutskever, a co-founder of OpenAI who departed the artificial intelligence startup in May, has raised $1 billion for his new venture, Safe Superintelligence, or SSI, from investors.

In a post on X, the company disclosed that investors included SV Angel, DST Global, Sequoia Capital, Andreessen Horowitz, and NFDG, an investment partnership co-managed by SSI executive Daniel Gross.

In May, Sutskever announced the new endeavor on X, writing, “We will pursue safe superintelligence in a straight shot, with one focus, one goal, and one product.”

Chief scientist Sutskever co-led the Superalignment team at OpenAI with Jan Leike, who departed in May to work for competitor artificial intelligence company Anthropic. Only a year after announcing the group, OpenAI dissolved the team shortly after their departures.

At the time, Leike stated that OpenAI’s “safety culture and processes have taken a backseat to shiny products” in a post on X.

Along with Daniel Levy, a former employee of OpenAI, and Daniel Gross, who handled Apple’s AI and search initiatives, Sutskever founded SSI. The business maintains offices in Tel Aviv, Israel, and Palo Alto, California.

The corporation wrote on X, “SSI is our mission, our name, and our entire product roadmap, because it is our sole focus.” “Our singular focus means no distraction by management overhead or product cycles, and our business model means safety, security, and progress are all insulated from short-term commercial pressures.”

Sam Altman, the CEO and co-founder of OpenAI, was temporarily removed in November, with Sutskever being one of the board members engaged.

In November, Altman was not “consistently candid in his communications with the board,” according to a statement released by OpenAI’s board. Things looked more complicated very quickly. As reported by the Wall Street Journal and other media, Altman and Sutskever were more keen to advance the delivery of new technology, while Sutskever focused on making sure that artificial intelligence would not damage people.

An open letter indicating their intention to quit in response to the board’s decision was signed by nearly every employee of OpenAI. After a few days, Altman returned to the organization.

Sutskever apologized to the public for his part in the ordeal after Altman’s abrupt dismissal and before his prompt reinstatement.

On November 20, Sutskever posted on X, saying, “I deeply regret my participation in the board’s actions.” “I never intended to harm OpenAI. I love everything we’ve built together and I will do everything I can to reunite the company.”Ilya Sutskever, a co-founder of OpenAI, raises $1 billion for his new AI company

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Workpay, a Kenyan Firm that Specializes in Payroll and HR, Secures $5 Million in Funding from Visa

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Payroll management is a challenge for businesses in Africa, particularly given the diverse legislation, remote workforce, and hybrid work environments prevalent in the region. Because they cannot afford or maintain sophisticated payroll systems, almost 80% of small and medium-sized enterprises continue to operate using Google Sheets and Excel.

This is the reason why: Third-party solutions installed on-site have limited functionality, and software intended for large businesses can be costly and challenging to use. Payroll has been made simpler for firms operating abroad by multinational corporations like Gusto and Rippling, yet they have trouble operating in Africa.

This is the environment in which locally based solutions, like Workpay, supported by YC, flourish.

Workpay serves two primary customer types by offering cloud-based HR, payroll, and benefits solutions to companies with employees throughout Africa. Firstly, Workpay offers HR and payroll solutions to manage the workforce for small enterprises with 20–100 people operating in a single jurisdiction, such as a grocery store in Kenya or a manufacturing company in Nigeria. Moreover, Workpay assists in ensuring cross-border employee compliance for companies with 100–1,000 cross-border workers, such a Ugandan company employing in South Africa.

For ease of use and financial reasons, small-to-medium-sized enterprises favor more complete, full-stack solutions over juggling several systems, according to co-founder and CEO Paul Kimani: Because each piece of software must be purchased separately, using several solutions for the same department results in higher costs.

Over time, workpay has changed to reflect these changes. The five-year-old firm first concentrated on payroll, but as it grew, it added more services and responded to client input.

Businesses in the manufacturing industry, where it is crucial to monitor staff hours, are the primary users of features like time and attendance tracking. On the other hand, companies that employ remote workers are more concerned in measuring worker performance, which is something that Workpay’s performance management tool takes care of.

“The shift in customer needs has pushed us to expand our product from being a solid payroll solution to offering a more full-stack HR service. We’ve also noticed an opportunity to layer financial services on top of our HR offerings,” Kimani added, who founded Workpay with COO Jackson Kungu. “Since companies already use us to pay their employees, we can now provide added services like medical and vehicle insurance and even partner with providers for lending, savings, and investment options. This way, we offer a more comprehensive solution that meets the broader needs of our customers and their employees.”

As of right now, the startup has raised $5 million in Series A funding headed by the pan-African venture capital group Norrsken22. Current investors Y Combinator, Saviu Ventures, Axian, Plug n Play, Verod-Kepple Africa Ventures, and Acadian Ventures have also contributed, along with new money from Visa.

Visa is a major player in this investment round. The multinational payments giant debuted its fintech accelerator in November of last year, choosing 23 entrepreneurs for its first cohort and offering investment, training, and mentorship via its partners.

As of now, only Workpay has disclosed that it has obtained funding from Visa after finishing the program. Co-founder and CEO Paul Kimani said, “I think they invested depending on how they see a startup from a strategic and growth perspective,” following the program.

PaySpace in Africa is acquired by Deel, which reports that its ARR has surpassed $500M.
Payroll and HR solutions are in high demand throughout Africa as international businesses expand into previously untapped markets. This month, Skuad, a global HR and payroll business with headquarters in Singapore, was acquired by New York-based fintech Payoneer for $61 million. For well over $100 million in March of this year, Deel purchased PaySpace, a company based in South Africa.

With these new competitors, Workpay and other regional systems like SeamlessHR, PaidHR, and Bento will have to contend with more competition. On the other hand, Kimani sees increased international rivalry as validation of the market’s potential.

“We’re not overly concerned about competition from global players. There is still significant work to be done across Africa, both by external companies and ourselves. Building a comprehensive payroll solution for the entire continent is challenging—each country has its regulations and requirements,” the CEO added. “Payroll in Ivory Coast differs from South Africa. It will take time for global companies to adapt their products to the diverse African market. Therefore, in the short to medium term, we believe that competition from these global players won’t be a major concern for us or others in our space.”

Workpay is currently growing as quickly as it can, claiming to have added about 500 enterprises to its platform in the previous 16 months and to be serving over 1,000 clients in 20 African nations. This expansion would have increased the company’s reach from 20 to 40 nations, but it was postponing its move into Francophone Africa at the same time as this growth. In a similar vein, the business asserts that during the first half of 2024, revenue increased 1.5 times and is expected to quadruple by the end of the year.

According to Kimani, Workpay plans to use the additional funds to grow its workforce, improve its performance management tools with AI to help companies manage their teams, and broaden its financial services offering (including investigating new products to improve how employers and employees interact with salaries).

The Norrsken Foundation participated in the $2.7 million pre-Series A round last year, and the $2.1 million seed round in 2020 came before the Norrsken-led round. Existing investors Y Combinator, Saviu Ventures, Axian, Plug n Play, Verod-Kepple Africa Ventures, and Acadian Ventures are also involved in this round. Workpay was founded in 2019 and has already raised about $10 million in funding.

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Stellantis hires the production chief of EV startup Rivian

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At a time when the manufacturer of Jeep SUVs and Ram pickup trucks is getting ready to introduce a number of battery-powered automobiles, Rivian’s head of manufacturing is leaving the electric vehicle startup to join Stellantis.

With effect from September 2, Tim Fallon will become the head of manufacturing for Stellantis in North America, the company announced in a statement.

Rivian, which is well-known for its R1S SUVs and R1T pickups, has appointed Carlo Materazzo, a former Stellantis executive, to supervise logistics and oversee production in the interim, according to an internal email obtained by Reuters and signed by CEO RJ Scaringe.

Fallon’s departure coincides with a pivotal moment for Rivian, as the business is growing its single plant in Normal, Illinois, to manufacture the more affordable and smaller R2 SUV, which many observers believe is essential to its survival in the face of a decline in EV demand.

This year at Rivian, Fallon, a former Nissan executive, managed a manufacturing facility makeover that included a three-week shutdown of the Normal plant with the goal of streamlining production and cutting expenses. Weeks after Javier Varela, a former employee of Volvo, joined Rivian as its operations chief, he too made a transfer.

“We’ve had different leaders as we approach different levels of scaling our business,” a Rivian spokeswoman confirmed Fallon’s departure. “We’re positioning the organization structure for the future.”

Fallon becomes part of Stellantis “as we enter this critical stage of our transformation … with this year marking the start of our electric vehicle offensive,” according to the company’s chief operating officer for North America, Carlos Zarlenga.

By 2030, the French-Italian-American carmaker plans to introduce 25 electric vehicles to the American market. According to its CEO this year, the company intends to shortly introduce a Jeep EV vehicle that would cost less than $25,000 in the US.

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