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How to Track US Startup Funding Rounds in Real Time (Before TechCrunch Writes About Them)

Every week, over 1,300 US companies file a funding round with the SEC — and most of them never appear in the tech press. If your job involves selling to funded startups, tracking competitors' war chests, or spotting investment trends, you're probably relying on funding newsletters and databases that are days late and hundreds of dollars per seat. There's a better way: go to the primary source. In this tutorial you'll build a real-time startup funding feed from SEC Form D filings — the regulatory document every US company must file when it raises private capital. You'll get exact amounts, industries, locations and investor counts, as clean JSON, for a fraction of a cent per round. Why Form D beats funding news When a startup raises money under Regulation D (the exemption used by virtually all US venture rounds), it must file Form D with the SEC within 15 days of the first sale. That filing includes: The exact amount sold so far — not a journalist's "sources say" estimate The total offering size (or whether it's open-ended) Industry group, city and state Number of investors who participated Date of first sale and year of incorporation Compare that to funding news: TechCrunch covers a tiny, PR-driven slice. Databases like Crunchbase aggregate press and manual research — comprehensive over time, but late and expensive. Form D is the ground truth both of them chase. The catch? EDGAR (the SEC's database) is built for lawyers, not for automation. The filings are XML documents scattered across an archive, discoverable only through a quirky full-text search API with hidden rate limits. That's the part we'll automate. The 5-minute setup We'll use the Startup Funding Feed Actor — it handles EDGAR's discovery API, XML parsing, rate limits and pagination, and returns one JSON record per filing. It's pay-per-event: $0.002 per filing returned (a full weekly sweep of all US rounds costs ~$2.60; a filtered slice costs cents). Failed fetches are never charged. Create a free Apify acc

2026-07-03 原文 →
AI 资讯

I Launched an AI-Built Board Game — Here's What Happened Next

Not long ago I wrote about how I built a browser-based board game called "Growing City" in three days using AI — and how the hardest part wasn't the code at all. Some time has passed, and I wanted to share what happened next. Layout Bugs While vibe-coding solo, I only tested on my own screen, resolution, and browser. The problem surfaced as soon as real users joined with different setups: some people saw everything misaligned, some things got clipped, some cards overlapped each other. This is how it looked on some screens I had to rewrite the layout to use adaptive sizing so the game looks correct regardless of screen resolution. It should work now — but if something still looks off on your end, let me know and I'll fix it. Bots Started Talking Another change, unrelated to bugs. The service started feeling more alive. Previously, bots just played: rolled dice, bought cards, said nothing. Now they react in the chat to what's happening in the game — if someone's building gets taken, if someone buys an expensive card or runs out of money. It's a small thing, but the game feels noticeably more lively. An empty game with silent bots versus a session where someone's commenting on what's happening in chat — it's a meaningfully different experience, even though the game itself is the same. Thank You to Early Players A special thanks to everyone who tried the game after my first article. And extra thanks to a user with the nickname SHAM, who pointed out that the game rules never said you can't buy multiple purple cards in a row — even though the game itself has that restriction. Fixed! What's Next The project is still going. I'm thinking about ads and other ways to bring in players. Without new users, it's hard to get feedback — and without feedback, it's hard to know what to fix or improve first. The unit economics don't quite work out yet: paid acquisition costs more than I'm willing to invest at this stage. I'll keep figuring it out. If you have ideas on how to find playe

2026-07-03 原文 →
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SaaS Pricing Strategy Playbook: From Free to Revenue

Pricing is the single most powerful lever you have for growing SaaS revenue — yet most founders treat it as an afterthought. A 1% price increase can yield an 8-12% increase in operating profit, far more than acquiring the same revenue through new customers. This playbook covers the five core decisions every SaaS company must make: monetization model, value metric, tier structure, psychological pricing tactics, and pricing page optimization. Introduction: Why Pricing Is Your Most Important Growth Lever When founders think about growth, they typically reach for familiar levers: more marketing spend, bigger sales teams, viral features. But pricing is the one lever that touches every single customer interaction — and it costs nothing to change. Consider this: if you raise prices by 1% and lose 1% of customers, your net revenue still increases. The math works because the lost customers are often your least price-sensitive ones. In practice, companies that run pricing experiments typically find they can increase prices by 5-15% before seeing any meaningful impact on conversion. Yet pricing is also where most SaaS companies are at their most irrational. We underprice out of fear, copy competitors without understanding why, and avoid changes because we're afraid of customer backlash. Freemium vs Free Trial vs Paid-First Freemium Freemium offers a permanently free tier with limited features. It's a top-of-funnel machine — but it requires low marginal cost per user and a clear upgrade path. Aspect Freemium Best for Products with viral loops, network effects Conversion rate Typically 2-5% free-to-paid Risk High support cost for free users Example Slack, Notion, Canva Free Trial (Time-Limited) Time-limited trials give full access for 7-30 days, then require payment. Aspect Free Trial Best for Products with immediate value delivery Conversion rate Typically 10-25% trial-to-paid Risk Users forget to use the trial Example GitHub, Figma, Intercom The biggest mistake teams make: tre

2026-07-02 原文 →
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Fondateur technique qui devient CEO : comment lâcher le code

Un fondateur technique doit arrêter de coder le jour où son code freine plus son entreprise qu'il ne l'aide. Concrètement, trois signaux ne trompent pas : vous ralentissez votre propre équipe, vous ne managez plus, vous perdez la vue d'ensemble. Lâcher le code ne veut pas dire renoncer au produit ni à la technique : c'est passer de 90 % de code à 10 % de prototypage, pour récupérer le levier bien plus puissant d'un rôle de CPO, CTO stratégique ou CEO. Voici comment reconnaître le moment et organiser la transition. Vous avez fondé votre startup, écrit les premières lignes de code, recruté vos premiers développeurs. Et maintenant vous êtes toujours là, à relire chaque pull request, à refactorer du code le week-end, à être le seul à savoir déployer en prod. Vous savez que ce n'est plus tenable, mais vous n'arrivez pas à lâcher. Parce que lâcher le code, pour un fondateur technique, c'est renoncer à ce qui vous a défini depuis le premier jour. De fondateur à C-Level Cette transition est souvent l'occasion de clarifier le rôle que vous voulez jouer. Si le produit vous passionne, le rôle de CPO est une évolution naturelle. Si c'est la vision business, vous devenez CEO. Ni l'un ni l'autre ne nécessite de coder 8 heures par jour. Les trois signaux qu'il est temps d'arrêter Avant de les détailler, voici les trois signaux en un coup d'œil, avec ce qu'on observe sur le terrain et le risque sous-jacent. Si vous vous reconnaissez dans ne serait-ce qu'un seul, il est temps d'agir. Signal Ce qu'on observe Le risque pour l'entreprise Vous ralentissez l'équipe Tout passe par votre validation, vous réécrivez le code Goulot d'étranglement, équipe qui n'ose plus proposer Vous ne managez plus Recrutement, 1-1, vision à 12 mois passent à la trappe Démotivation et départs silencieux des seniors Vous perdez la vue d'ensemble Vous confondez intéressant techniquement et utile au client Mauvaises décisions stratégiques, dérive produit Vous ralentissez votre propre équipe C'est le signal le pl

2026-07-01 原文 →