Zapproved Secures $1.45M in Series B Financing

We recently announced our latest round of financing that will expand our sales and marketing efforts and enable us to broaden our compliance product line.  Here is the news release in its entirety:

Zapproved Inc., a software provider with a compliance platform making it easier and more economical for businesses facing increasing rules and regulations, announced today that the company recently closed a $1.45 million Series B investment led by an elite group of angel investors.  The investment round will enable the company to meet the rapidly growing demand for the Legal Hold Pro™ product and expand the product lines on the company’s compliance platform.

The Series B round is led by a group of successful technology executives and established investors who have a track record of delivering extraordinary returns for their shareholders. Among the participants in this round are the following: Steven Singh, CEO of Concur Technologies Inc. (Nasdaq:CNQR) a leading on-demand service provider of integrated travel and expense management solutions; Mark Stevens, former General Partner at Sequoia Capital; Skip Walter, founding CEO and CTO of Attenex Inc; Allen Alley, former CEO and Chair of Pixelworks (Nasdaq:PXLW); Kanth Gopalpur, General Manager and President of Monsoon Commerce; Raj Kulkarni, founder of GemStone Systems, recently acquired by the leasing virtualization vendor VMware.

This group joins prior Series A investors that included: Steve Sharp, Chairman of Triquint Semiconductor (Nasdaq:TQNT); Steve Wynne, Chief Marketing Officer for Jeld-Wen and founding partner of Ater Wynne LLP; Randy Steck, former VP and GM at Intel; and Taizoon Doctor, founding CEO of Xovix and Volved.

“Companies are struggling due to a stricter regulatory environment to do a better job of being accountable.  Zapproved is helping companies address this. We are developing compliance tools that lower risk by offering a simple, easy-to-deploy method for tracking accountability,” said Monica Enand, CEO and founder of Zapproved.  “With the support of this group of outstanding business leaders, Zapproved is well positioned to meet the growing demand of enterprises and organizations wanting a smarter way to build accountability.”

Legal Hold Pro, the company’s flagship product for managing legal hold notification and compliance, has been embraced by Fortune 500 companies, leading law firms and government agencies because it reduces risks of adverse outcomes in litigation.   The proven compliance platform also offers significant savings by reducing labor costs associated with legal holds by more than 75 percent which delivers an ROI of more than 260 percent in the first year.

Check out Zapproved in the Wall Street Journal!

The goal of our decision management tool is to help productivity in businesses, but small businesses in particular are finding Zapproved to be a big help in improving their efficiency.  When we saw the Wall Street Journal’s special section on Small Business, we were excited to have been selected for the “Web Watch” column by Laura Lorber.  She had a section of tools about “Organizing” and focused on the value of a better way to track business proposals.

You can view the article online by clicking here.  If you can’t view it, I’ve pasted the section about Zapproved below.

Zapproved

Zapproved.com

This service, from Zapproved Inc. of Portland, Ore., tries to help small companies manage a single task: tracking business proposals. Like the popular online-invitation service Evite, Zapproved organizes a conversation about a proposal on a single Web page. Decision makers can travel to the page, approve or reject the project and leave comments. The page then shows a list of those decisions and comments for all invited participants to see. Decisions are also archived and searchable.

The standard service is free, and a premium version is in the works with add-ons, such as more storage capacity. It will run $12 per month for single users and $100 per month for up to 20 users.

Zapproved: An Essential Tool for Creative Pros

While we find many people resonate with Zapproved, one group has a particularly strong attraction to our site: creative professionals.  They come in all shapes and sizes, ranging from advertising, marketing and PR professionals to graphic and interactive designers, freelance writers and film/video pros.

After speaking with a number of creative pros, Zapproved we have learned that it appeals to them because it addresses multiple pain points.

• Satisfying Clients – Whether as a freelancer in an agency or serving internal clients at a big company, creative pros operate as service providers.  As such, keeping client expectations aligned is the most important part of the job. Getting approval every step of the way, in a manner that is quick and easy, reduces the risk of getting off track.

• Managing Subjectivity – In creative endeavors, there is no right or wrong. One of the most destructive occurrences is a half-hearted approval by a client. If they aren’t bought in, it usually comes back around.  Compelling a client to click “Approve” helps add weight to the decision and elicits a more genuine response. In addition, when you send a proposal in Zapproved, the structure adds clarity and focus in what you write.

• Juggling Projects – Staying on top of multiple projects for multiple clients is a challenge. Having one place to see what approvals you are waiting for others on and what others are waiting on you is a huge value-add for the Zapproved system. It is a perfect complement to project management software.

• Minimizing Admin Time – Many creative pros are also small business owners. The less time dedicated to pushing around emails for accounting, invoicing, account management and HR tasks, the better. Then you can focus on what matters: The Work.

Zapproved drives decisions on designs, layouts, news releases, budgets, media buys, final copy approval, project outlines, marketing objectives, key messages or any other critical-path choice so you can concentrate on the next Big Idea.

Clients appreciate using Zapproved because they can respond quickly, without needing to register or learn a new tool.  In addition, they’re busy on other tasks so having a record of the discussion in one place shortens the amount of time and effort required to get up to speed.

Bringing Zapproved into your work life will minimize the friction of the approval process and and will keep clients coming back time and time again.

Watch the Mosso-Zapproved Presentation at SaaScon

As we posted a few weeks ago, Zapproved had the privilege of co-presenting with our partners at Mosso|The Rackspace Cloud on March 31st.  Over the last two days, Mosso posted the entire presention on their blog.

They were kind enough to do some light editing to touch up video to make it little easier to watch.  These videos first appeared on two posts entitled “Calculating the Cost of Cloud Computing – $232″ and “Rackspace Cloud Defines Three Cla-SaaS-ic Mistakes.”

Even though he went second, here’s our own VP of Engineering Andy Neville:

 

Next up is Emil Sayegh, Mosso’ GM:

 

Have any thoughts or experiences of your own to add?  Please leave us a comment below!

Our Two Cents on the Open Cloud Manifesto

If you follow cloud computing, then I’m sure you are well aware of the saga that is the Open Cloud Manifesto. Much has been written, some favorable, some not and others have been balanced.

For those who may not be familiar with the Manifesto, here’s a quick overview: On March 30th, a consortium published a document outlining a set of ideas about agreeing to a set of standards that would keep cloud computing open and accessible. The group was trying to pre-empt a standards war of competing commercial interests that could ultimately force cloud customers to choose a provider and architecture that would commit them to a specific company. Much was made of the haphazard way the Manifesto was rolled out. It appeared to draw false lines of demarcation between supporters and non-supporters. In the ensuing couple of weeks, the noise has died down and now the interested parties are participating in a dialog—and that’s a good thing.

The rushed and messy announcement notwithstanding, the idea of setting some organizing principles for open cloud computing is a concept with merit. In fact, for us it is critical. Zapproved is both a provider and customer of cloud services, so our viability relies on being able to cost effectively use cloud services and provide our own service to our users. We are the embodiment of the cloud’s value proposition of “Minimizing Startup Costs” as defined in the Manifesto.

The possibility of a cloud ecosystem where we would be beholden to a single vendor’s cloud platform would increase our business risks dramatically. We believe we should be free to move choose our business partners as we like. Our apps and data should be completely portable. Period.

This is critical because it will ensure that an open market for services that will drive further cloud infrastructure investments and keep costs competitive. Plus, it will keep the risks low in order to encourage continued investments in cloud-based startups. That’s good for us, but it’s also good for the industry and economy as a whole.

We support and embrace the core principles of the Open Cloud Manifesto and will contribute to upholding those concepts as best we can. Hopefully the participants will in good faith pursue conversations that will see the ideas of the core principles realized.  

The Power of Partnership: Mosso and Zapproved

Emil Sayegh and Andy Neville at SaaScon09

This post is being dispatched from the Santa Clara Convention Center where we’re attending Computerworld’s SaaScon 2009 show. Our VP of Engineering Andy Neville was invited by Emil Sayegh, GM of Mosso|The Rackspace Cloud, to participate in a presentation about the economics of cloud computing. The room was packed with attendees who learned about Mosso’s cloud offering and how we have been able to build a business with minimal capital investment. Based on the reaction and Emil and Andy’s rock star status, it definitely struck a chord.

While the presentation was a great opportunity for us to share our story, getting a chance to connect with one of our most important partners was even better. The team at Mosso has been a critical component in our success. The solution they offer is extremely easy to implement, presents a great value and their “fanatical customer support” lives up to its name!

As Andy said in our joint announcement regarding Mosso’s dynamic scalability handling surges from blog traffic, “It’s been great to not worry about whether or not these spikes would take down the site,” said Neville.  “Working with the Mosso team has allowed us to focus on developing our business and not worry about what’s happening with the site.”

As a startup, Zapproved’s future is dependent on keeping our customers happy with a reliable service that will grow with us. We are proud to work with Emil and his team and look forward to building our business with Mosso’s ongoing help. They are a quality team with a quality service, so it will be a pleasure to continue to work side-by-side as we move ahead!

The Fine Art of Decision-Making – 7 Tips for Getting Decisions Made Easier

The following post was authored by Monica Enand and was first printed at Zen Habits on March 17, 2009. Follow that link to see the dozens of commens from readers. Our thanks to Zen Habits for the opportunity to contribute a guest post!

We live in a hyper-connected world and we all struggle with managing information and our workload so that we can accomplish what we need to accomplish. A big component of that is working with others. Even if you are a lone wolf, sooner or later, your interdependence will compel you to collaborate. This post will offer some helpful advice on gaining control in this aspect of your life so you can work effectively and efficiently with others.

We work and collaborate with others because we need their ideas and expertise to achieve a greater goal. The foundation of teamwork are agreements that we make, explicitly and implicitly, about what we want to do together. Building these agreements frequently sucks up valuable time and energy. Think about how much of your day (and your inbox) is devoted to this single aspect of work life.

We sit through meetings or conference calls of which only 10 percent of the time is productive. More often than not, these agreements are made through email which is far from perfect. Noted tech blogger Robert Scoble suggested last October that the number of emails required to get something done is equal to the number of people involved squared, i.e. eight people results in 64 emails. Sounds about right to me.

I’ve found in my career that getting decisions made is critical to being successful. Running an effective meeting is one skill, but most decisions get made on email. It’s a fact of life. The problem is that email lacks transparency and accountability. Additionally, maintaining any sort of record is hard to do because it comes in the form of a long email string stuck inside of an inbox folder which makes it tough to track and reference.

Even worse is that the lack of immediacy of email lets personalities and politics sneak into the process which is like sand in an engine and adds unnecessary friction. In my jobs, I’d find myself poring over every detail in an email proposal and wasting time. Then I’d send it out and have to try and herd a group of people toward “yes.” The worst part came after some time had passed and then we’d have to do that whole process over again because no one recalled the prior agreement.

From my experience, I’ve developed some ideas that will help you get decisions made faster, with less internal friction, and that will stick. Here are my 7 Tips:

1. One Decision at a Time. Do not lump several decisions into one. Break them apart and isolate them so that the team can address them individually. This will narrow the focus of any objections raised so that the discussion is manageable and can be concluded quickly. 
2. Be Transparent. Hold discussions in the open, either in person or virtually. Successful organizations put decisions in the sunlight. Closed-door agreements can fuel speculation and inhibits the group’s ability to buy-in to the agreed upon direction. 
3. Give the Facts. Be proactive about gathering the required information in advance. Data-driven decisions go smoothly and avoid injecting emotion which will muddle the process. People need data, whether it’s research, budgets, timelines. Provide so they don’t have to come back and request it later. 
4. Minimize Participants. Include people on the decision that need to be there. If others have an interest, you can copy them but don’t invite them. Ask yourself if a person’s objection would stop the project. If not, then don’t include them. 
5. Subtract Words. Use the fewest words necessary to convey the proposal. Your team will absorb the scope, but extraneous details will dilute the message and might distract from your main objective. 
6. Be Clear What “Yes” Means. It sounds obvious, but when creating a proposal, create a proposal. Request in a crisp way and use actionable language. This is a common mistake. Add focus and formality as needed in the Subject line and in the message itself. Don’t say “let me know what you think” when you mean “do you approve this project.” 
7. Record the Decision. Seems simple but is hard to do, especially in email. There is a reason boards of directors keep minutes. People will take the decision seriously and will abide by it if they know it is saved in a place that is public. Think about a document or folder on an intranet or on the web where the agreement is recorded. Even if it is not referenced, the simple fact of know it exists will create peer pressure and accountability that is powerful. 

By taking these steps, it is remarkable the productivity gains that you will experience personally, but also organizationally. Creating a system for getting decisions made and then recording them reduces stress and creates a level of trust that propels teams to greatness.

Monica Enand has worked for more than 16 years in large corporations such as Intel and IBM as well as startups. She focuses on the issue as a speaker and has created an online decision management system called Zapproved (www.zapproved.com) to help today’s worker overcome this challenge.

Non-Profits Work Better with Zapproved

As our user community expands, we are continuing to find unexpected pockets that are adopting Zapproved. One of those places would be non-profit organizations, but after we thought about it the idea made sense. Non-profits are constantly looking for ways to be more efficient with time and money. In particular, because they often work with volunteers who are not in a single place or on a common computer system, a web-based tool like Zapproved is a great way to leverage technology.

An early adopter of Zapproved is Fred Greco, the Senior Pastor for Christ Church PCA in Katy, Texas, a suburb of Houston. He discovered Zapproved while we were in beta and has been a continuous user since then. Fred is always looking for new tools to assist him and his members, so when he discovered Zapproved he put it to work in managing decisions of the church elders (the equivalent of a board of directors).

“We find it very helpful, especially with the 95% of approvals that are routine that we can do remotely,” he said. “Now I have a record of the decisions and can refer to them when I need to.”

“The experience in Zapproved has continued to improve,” Fred continued. He finds the recently introduced Outlook Add-in a big time-saver since he manages his email in Microsoft’s popular email client. In addition, the ability to include his church’s logo “helps people feel more comfortable when receiving emails from Zapproved,” he added.

Based on our conversations, using Zapproved for managing volunteer boards and committees is gaining ground. Having a simple tool that users of every technical ability can employ to create a reliable process for getting decisions made is valuable.

Fred concluded by saying: “I try a lot of online tools and Zapproved is one of the very few I’ve bought.” We are proud that is the case, and are happy to help support non-profit organizations in their important missions. We offer discounts to non-profit and education users so they can put Zapproved to good use.

Please send an email to info@zapproved.com if you are a non-profit and want to find out more about our discount plan.

Monica’s Series in GTDTimes: How to Get Decisions Made, Part 3

We are re-posting here, with permission of GTDTimes, the third part of a series that Monica is authoring on more effective decision-making at work. 

 

Getting Decisions Made, Part 3: To CC or Not CC? — Including the Right People

Editor’s Note: This is the third installment on how to be a more effective leader during a group decision making process. You can find the first and second installments of this series at their respective links, here and here. The author of this series, Monica Enand, is the CEO and Founder of Zapproved, a web-based application that helps companies manage, track, archive and most critically actually make good decisions in a simple, easy to use format that GTDtimes believes offers one of the best solutions anywhere for the often frustrating process of reaching consensus when too many stakeholders nonetheless must all have a say. Check out Zapproved right here.

In Part 2 of this series on Getting Decisions Made, we focused on creating the proposal that will be sent to others. As in most things, proper preparation is crucial to success. Once you’ve thought through what to ask, honed your words and pulled together the right information, it’s time to share it with others.

You may remember this quote which appears in Chapter 2 of Getting Things Done:

“Everything should be made as simple as possible, but never simpler.”

Albert Einstein             

Einstein’s concept for minimizing is the perfect mindset to have when getting ready to share a decision for consideration by others. Ensuring that the right group of people is involved, and not a single person more, will increase the odds of getting to consensus successfully and painlessly.

Since the realities of today’s corporate environments mean that 9 times out of 10 these proposals will be considered electronically, much of my advice will be directed toward the medium of email. However, the same principles apply if you plan to have a face-to-face meeting. Although meetings have their place, in today’s connected world they are being seen as less and less efficient uses of time.

To Include or Inform?

The first stage is to gather a list of all the stakeholders in the decision. This list will include your peers and colleagues that will share the work, your managers who will be responsible and others who simply need to know what’s going on.

Now comes the important part: Sort this list into the following categories:

1. Decision-makers – One whose explicit agreement is necessary for the decision to move forward. Ask yourself if a person’s objection would stop the project. If not, then don’t include them in this group.

2. Observers – A person who should be informed about the process but whose inclusion is not a requirement. This group can often include managers and executives that have delegated this responsibility to you and your team.

3. “Laters” – Those people that will be affected but result but do not need the information until it is concluded, such as direct reports, consultants or other teams in the organization. Do these people need to see how the proverbial sausage is made?

Now do your best to make that list smaller. Too often people err on the side of over-informing which slows decisions, waters them down and lowers the value of the process in the first place. If everyone is “included” on a decision, it doesn’t take long to realize that no one has any real authority either. Keeping a group tight and focused will not only get faster responses but also increase the commitment to the outcome.

When sending a proposal by email, put the Decision-makers in the “To” field and then copy the Observers in the “CC” line. For the last group, the “Laters,” send them the results of the final decision after it is concluded.

Once this is in email, the benefits of refining the group will be obvious. Noted tech blogger Robert Scoble wrote recently that the number of emails required to get an action done in a corporation is equal to the number of recipients squared. For example, a group of 8 will generate 64 emails. That isn’t scientific, but it’s not far off because everyone will want to contribute and react to comments by others. It quickly spins out of control and eats up much more time than it should. The resulting chain of emails will be nearly impossible to record for future reference.

In another study by Basex Research, they found that 30 percent of emails inside of companies is “corporate spam” which they define as CC’s or “Replies to All.” Just take a look at your own inbox and chances are you’ll find yourself nodding in agreement! Seek out alternative ways to use new collaborative technologies that can limit the chains of email and keep the conversation in one place.

Finally, it is important to be transparent. Never make use of the BCC when making a group decision on email because it undermines the process and organizational trust. Also, discourage side conversations. By sharing information openly, the agreement will be sufficiently vetted and there will be an accountability model in place.

The final installment of Getting Decisions Made will focus on issues of concluding an agreement and building accountability among the group.

What Does Productivity Mean Today?

I was reading an interesting commentary entitled “Defining Productivity for the Knowledge Age” that was published yesterday by Jonathan Spira, CEO and Chief Analyst at Basex Research. It is a thought-provoking post about how we measure what we do as knowledge workers.

When the focus of the world’s economy was on making stuff, it was pretty straightforward. Every worker could count what he or she did in a given period and know – definitively – how it was going. If someone introduced a new process, technique or machine, he or she would know right away whether it had helped or hurt.  More stuff = better. Pretty simple.

Now when we push around emails and electronic documents all day long, measuring productivity is tricky. As Mr. Spira wrote, “It will probably be decades before we fully understand even what questions have to be asked.”

At Zapproved, we think a great deal about how to achieve productivity gains. From our perspective, we are creating tools that reduce the amount of time and number of emails needed to bring people to agreement. More importantly, we look at the intangibles: Was the quality of the decision better because of an open, transparent discussion? Was there less emotional stress involved? Did people feel better about the result? Did everyone remain accountable?

Yes, doing more “actions” every day is a way to measure productivity quantitatively. However, measuring the qualitative, or “soft,” impacts is a bigger challenge. We are confident we are accomplishing what we want Zapproved to do based on the steady stream of feedback we get from our user community.

Do you have ideas about the issue of productivity in our knowledge economy? Send us an email at myidea@zapproved.com and tell them to us or how you have found that Zapproved has improved your productivity.