We’ve just published our annual impact and learning report for 2019. Some highlights include:
- The portfolio achieved significant financial growth and scale of impact. Combined, our portfolio companies saw a 54% increase in revenues to £29.5m, and doubled their number of users to 12m.
- We made our highest number of follow-on investments in 2019 and supported our ventures in raising finance from both impact-focused and traditional firms. BGV ventures raised a further £16 million in 2019, bringing the total amount of additional investment raised by our portfolio to over £80m.
- In our team, 68.8% of employees identify as female (more than double the London VC industry average) and 31.3% of our team are from ethnic minority backgrounds.
- BGV companies also exceed the UK tech sector average with regards to gender diversity. 46.5% of portfolio company employees identify as female, compared to the industry average of 19%.
- This year we aligned our impact methodology and portfolio reporting with the Impact Management Project (IMP), placing us in C6 of the Impact Management Matrix. 49% of our portfolio actively assess potential unintended consequences arising from their products, and 75% of those have developed ways to mitigate them.
The report is based on data up to 31st December 2019 which seems like a long time ago now. But while things have changed radically because of coronavirus, they also haven’t changed at all. The social and environmental problems we’ve been trying to address are if anything more important and more evident. The megatrends that BGV is based on still stand:
- More and more talented people will want to build products, services and companies to solve important social and environmental challenges.
- More and more investors will want to put their money to work in line with their values.
The GoodGym team has done amazing things over the last few weeks. I’m chair of trustees at the charity and it’s been fantastic to see them quickly adapt their activities to meet the challenge of operating to support vulnerable people during the coronavirus outbreak.
Instead of the usual group runs and coach visits, runners have been helping people who are self-isolating with shopping and other tasks through missions. This is mainly being done in partnership with the British Red Cross who are identifying tasks but other frontline organisations can now also make requests. We’ve also had a group of volunteers sign up to help with the logistical co-ordination which is only possible because of the hard work that went into the technology to make it all work.
As a small charity we don’t have much in the way of reserves and it seems that we’re unlikely to get much from government schemes that are more geared towards companies at the moment.
If you’d like to make a donation to GoodGym you can do so here via Paypal (Gift Aid is added and there are no fees) or if you’d like to make a larger donation please drop me a line and I can put you in touch with the team.
The FT has a piece today about how tech for good startups are working with the NHS during the coronavirus pandemic. There are a bunch of BGV portfolio companies mentioned as well as a few quotes from me. It’s been amazing to watch the DrDoctor story play out:
“DrDoctor automates appointment bookings, cancellations and referrals for more than 30 NHS hospitals across 20 trusts. Within hours, the team had started building digital tools that would allow hospitals to broadcast in large volumes about changed and cancelled clinics as all non-essential appointments were put on hold. At the same time, they started working on a series of remote consultation tools to allow people to reach their doctors by video or phone. Three days later, the broadcasting function had been used to reach 150,000 patients. A week later, the remote consultation tools were rolled out to hospitals. “
It’s been a phenomenal period of innovation for healthcare. Hats off also to all those people who’ve been pushing this agenda for years. Frontline staff deserve all the support and love they’re getting of course, but it’s times like these that the technical plumbing gets really tested and if it weren’t for all the voices making the NHS more open to innovation it would have been much harder to adapt at such speed.